Part 1.) ... support RI as an effective strategic innovation methodology.

Part 2.) ...utilise RI as a method for running programmes of work in your team.

Part 3.) ...think about the possibility of a cross-innovation group RI call.

“If you think you understand JISC after a year of being

here, you don’t understand JISC.”

-Malcolm Reed –

A programme is a collection of projects.Programme Management is the overall

concern for the value that projects collectively achieve as a programme.

“Agile” is a project-based-methodology“Rapid Innovation” is a programme-

based-methodology that embraces projects using “agile” techniques [1].

“methodology” is used as a *framework* here, NOT as a prescriptive instructional process.

Part 1 (Top Down) – The Strategic Significance of

Rapid Innovation

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Project Outputs: a.) YES process changed b.) YES tools changed

4Programme

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Project Output:a.) Use of a new process within a community

Project Output:a.) Use of a new technology in a community

Programme

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Project Output:a.) Develop and use a new technologyi.e. jiscRI, vreRI, distribVLE, fsdRI, etc.

Programme

The numbers: 39 Projects Funded

>£40K per project £1.5 million total 120+ Ppl received

funding 13 high quality

prototype tools produced

4 projects received further funding based on project output

Outcomes:• Visionary tools

informing the sector of next set of new tech.

• New developer skills injected into .ac.uk (mob, geo, LD, blog, JS)

• Established community of developers as innovation stakeholders

Part 2 (Bottom-up) - Pragmatics of Implementing

an RI Programme

Individuals and interaction, over policies and technology.

Delivery of outputs (products), over comprehensive documentation.

End user collaboration, over stakeholder meetings.

Responding to change, over following a plan.*= That is, while there is value in the smaller items, RI values the larger

items more.

Responding to changeProvide structures that enable projects to change their plans: shared

spreadsheet on project contact details, project plans in blogs, updates via twitter, power to update you, power to dictate how they should write documentation...

End User CollaborationMake sure projects engage end users: write it into Calls, do a project

site visit to meet users, have them list users as part of the project, ask their users what they think...

Delivery of outputs (products)Know what they are selling: know the single thing that projects are

going to produce and to who (the audience) you can give that product to once the project finishes...

Individuals and interactionsGet involved with your projects: know how your teams are working

together and how they are getting along, enable them to interact with others in the community...

1. Welcome to the “programme” = jiscRI / SLA

2. Your details please (keep updated) = DOAP

3. Project Plan Posts (7of7) = Project Blog

4. Site Visit (Evaluation) = Baseline5. Progress Posts/Tweets = Blog Planet /

Feeds6. Synthesis Liaison (Blog Gnome) =

Tags7. Final Progress Post = Project “Argos”

Product8. User/Peer Evaluation Panel = Benefits

Realisation9. Lessons Learned & Project Sign-off

Survey10. Dissemination / ProgEval = Toolshed /

INF11Eval

Solution to immediate problems over exploring a problem space.

End user engagement, over comprehensive stakeholder agreement. Skills of project team, over well articulated paperwork.

Letting the community lead, over requiring instructions to be followed.*= That is, while there is value in the smaller items, RI values the larger

items more.

"Rapid Innovation" builds on the previous success JISC has had in funding short iterative projects that embrace the small motivated team effort of developing solutions hand-in-hand with the end user. 

Numbers:• 750+ blog posts• ~15 posts per

project• 932+ tweets• 3 Events = 1000+

participants• Public requests for

RI projects to Gov’t in Australia, USA and EU.

“If you want to succeed, double your failure rate”

- Tom Watson (IBM) -

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? ?Programme 4

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Tool Change

Q4

Could this be a strategic pattern in times of recession, e.g. keep our community?

Do people view programme scoping in terms of process / tool change projects?

What parts of RI do you find valuable? How do you handle large programmes of

work? How do you build community in your projects? What would a process change RI call look like? In due course would a cross team RI call be

valuable?