My name's still Remie and today I'm drinking America'sfavorite chocolate water, Yoo-hoo.
Unlike beer, you're actually encouraged to shakeyourYoo-hoo.
Oh, that's so good.
That's right, last time it was Aha.
This timeit's Yoo-hoo, so basicallythishasturned into onomatopoeiawithEmsiBurningGlass.
Today I'm here to tell you about threelittleletters that canmakeabigdifference
for yourinstitution, A-P-M.
It's an approach to developing and maintainingacademicprograms that helpsyourinstitution be moreadaptabletoevolvingtrends and responsivetoemergingopportunities.
That's the fuel that keeps me going.
I mean, what's wrong with good, old-fashioned, regular programmanagement?
Well, asyou've probably noticed, the highereducation landscape ischanging.
Today, it's more complex and dynamicthanever.
You've got shifting demographics, rapidly evolvingtechnology, and nowanuneveneconomicrecovery that's poured lemon juice on thepreexistingpapercut that isournationalskillsgap.
To thriveinthisenvironment, colleges anduniversitiesneed to notonlytrackthe
evolving needsofthemarket and worktoalignwiththoseneeds, but dosowithgreaterspeedandprecision than wasnecessaryinthepast.
And thatiswhatAgileProgram Management isallabout.
It takesagileprinciples proven topromoteflexible and adaptivedecision-making and
appliesthemtothecriticalwork of managingyourinstitution's program portfolio.
Now, Iknowwhatyou're thinking.
Agile andprogrammanagement, isn't that an oxymoron like jumboshrimporfreshTwinkies?
It doesn't have to be.
Here arethreestrategiesyoucanuse to putAPMintopractice.
Continuous marketresearch, incremental curriculumimprovement, and iterativeprogramdevelopment.
I starteddoingthis with mythumbs.
- Let's take a quick look at each one.
Continuous MarketResearch is aboutbeingconsistent and proactiveratherthan sporadic andreactive when itcomestolabormarketresearch.
The goalistobeawareofevolvingtrends so youcanspotopportunities, and risks, astheyarise.
Because ifyoustayready, you won't have to get ready.