Attendees:
Notre Dame - Tracy, Mike G, Nina, Michelle S - actively Scrumming 3 teams
Clemson - John - Scrum wannabes, working up to it
Kristine - K Shannon Associates, Scrum coach, involved in Educause
Carnegie Melon - Clay, Scrum wannabes
Minnesota State Colleges & Universities - Dick, multiple teams in various stages of learning Agile/Scrum
UNC Greensboro - Joel, Scrum Wannabes, trained & ready
Virginia Tech - Ken, Scrum Wannabes
Savannah College of Art & Design - Ken, Actively scrumming
Wake Forest - Steve, Actively scrumming, 16 months
Georgia Tech - Lori, Rich, Greg Actively scrumming, multiple projects
NC Central University - Damond - Actively scrumming - sprint 38!
Lehigh University - Tim, Starting to implement Scrum in small ways

Agenda:
* Roll call, and Scrum "status"
* Discussion topics below

• Do any schools have examples of effective IT Project Governance using Agile/Scrum approaches that satisfy the needs of the portfolio and IT Governance?

Georgia Tech - formal governance, support business and academic, so separate model for each. Each has institute leadership. All projects >30 days go to committee to be prioritized, funded. During project execution, still more in a waterfall approach. Track and report back.

Notre Dame - Use prioritization process, it's evolving. Have tollgate process which works fine with waterfall, and we're figuring out how to work that with Scrum projects.

Kristine - There's someone at State University of New York, Patrick Masson - is doing a Master's Thesis on this topic, presented at Educause last year.

• How are other schools addressing the resource needs for Scrum in a resource constrained environment?

Georgia Tech - Struggle with this, trying to funnel "change controls" and combine them into projects, also incorporating Scrum into estimates. Seem to be getting some momentum with governance. Difficult with "free model"
Discussed outsourcing - challenge when it comes back in to central IT for support.
Clemson - SLAs only on supported
UNC G - Resource budgeting, different categories of projects, build concensus on "the list", choices when new things come in.
NC Central - Challenges without governance, but also have freedom to balance. Low key switch to Scrum - just made it happen. Identify hours of the day where only do Scrum work. Use other time to work help desk tickets. Categorize "happy to glad" fixes and projects, figure out how to include in Sprint. Recognized as a team that gets stuff done, finishing projects/deliverables every 2 weeks.
Wake Forest - use of contractor for non-Scrum priorities, have Scrum team that works on highest priority, PMO manages portfolio, prioritizes. Scrum team does what's next. Balance with support / fixes. Separate team handles all production down/help desk and questions.
ND, Georgia Tech - individual project Scrum teams
SCAD - Focus on Scrum in morning, save e-mails/calls in afternoon. They're usually able to spend most of day on Scrum. Working well for them.

Themes -
* batching up small items
* prioritization process is key
* Scrum is good to break down work so actually delivering something

• Does anyone have any data on agile impact to schedule versus prior approaches? If so what is the percentage of improvement.

i.e. comparing ability to keep to a release plan under Scrum to a traditional waterfall go live

NC - no numbers available, but general sense is that customers satified seeing more frequent delivery of value, improved feedback loop means delivering sooner. Include a "free day" for team to work on whatever they want - e.g R&D

Wake- in past year, everything we've taken on we've delivered, which is much different than previous approach. Not as much throwaway. Has improved collaboration, saves time.

* Banner 8 Upgrade - HOw is it going Scrumming this?
Always feels unorganized, but always comes together. Merged Scrum teams (now 1 7 person team), diverting non-Banner 8 requests to contractor, users come onsite for testing solve problems realtime. Use beach ball to keep track of who's talking, who has the floor.

Next meeting TBD, guest speaker. Planning to have one all-hands per quarter.