Over the years the systematic ADDIE process has proven successful in design and development of learning. However with the Agile approach growing in popularity, ADDIE is being perceived to be too “organised” and “slow” in today’s world of swift change and quick results. Moreover, evidence suggests that the push for Agile has made a relatively small dent on the popularity of ADDIE. Agile is radically different from ADDIE (waterfall approach) and hence demands a different skill and mind set.
In this online discussion we talk to a panel comprising of Agile specialists and Learning Designers.
2. Introductions
AbbVie
ANZ Bank
ANZIIF
Australian Red Cross Blood
Service
BEll Training Solutions
Bendigo and Adelaide Bank
Capgemini
CBA
CCA
Cerner Corporation
Club Assist Pty Ltd
Credit Union Australia
CSC
CSIRO
DBL
DeakinPrime
DelphianLogic TechPvt Ltd
Domain Group
Downer
EY
Ford-Werke GmbH
HP Inc.
HSBC
IAG
Idiea
IP Australia
ITAD Group
ITE
KINEO
Learning Plan
Learning Seat
Lennox
LLN In-Sight
Macquarie Bank
MInistry for the Environment
NAB
NATA
NCC
Nous group
NSW Department of Education
Office of State Revenue
Oracle Corporation
Pernod Ricard Winemakers
Presence of IT
Professional Photographers of
America
Qudos Bank
Rio TInto
RWWA
Saleslink
Schmiq Solutions
Sead Alispahic
Serco Defence
Siemens Pte Ltd
Skillsoft
SMS
Sprout Labs
St John Ambulance
Sydney Water
Telstra
The eLearning eXperts
Tocal COllege
University of Sydney
Westpac Banking Corporation
Westpac Banking Corporation
WVI
ZF TRW
Registrations115+
Gareth Murphy
Consultant – Leadership &
Professional Development,
NAB
Vikram Vetrivel
Scrum Alliance Certified- Scrum
Master
70+ Organisations
2
Jeevan Joshi
Producer – LearningCafe
4. Sydney UnConference 2017
4
Limited to 130 seats only. Early Bird Passes Available @ 440 + GST
Register: http://www.learningcafe.com.au/events
Peter Hall
Head L&D,
QBE - APAC
Nicole Thompson
HR Director,
Fairfax Media
Vanessa Blewitt
Learning
Effectiveness Lead,
Nestlé
Pierre De Villiers
Learning & Diversity
Leader,
Marsh &
McLennan Companies
+ Other L&D Thought Leaders
5. -Experiential
-Pre and post
virtual sessions
- Access to
online
resources
•Understand Agile (Scrum) concepts
• Practice Agile in workshop on real Learning
projects
• Understand if and how Agile and ADDIE or
CADDIE can combine
• Share better practices
Workshop
Agile for Learning
Design
Register at capabilitycafe.com
Delivered to Sr. Learning Design Team
at a Leading Bank in Sept 2016
Jeevan
Founder
LearningCafe
Vikram
Scrum Alliance
Certified-
Scrum Master
5
10. I am Vikram Vetrivel
I am an Agile Consultant and a Certified Scrum
Master with over 8 years of experience
working for GE and Philips Healthcare.
You can find me at @vikramvetrivel on
LinkedIn.
Hello!
11. Agile != Fast
Agile is NOT a shortcut to complete a struggling
project faster.
12. “
We are an Agile team. Be nimble
and get things done faster.
- Project Managers who don’t understand Agile.
13. Why Agile?
The “unknowns” in a project, at any
stage, are always larger than the
“knowns”. It is a smart idea to
account for them.
What we don’t know
we don’t know
What we know we
don’t know
What we know
18. Scrum Ceremonies are
a necessary evil
BACKLOG
GROOMING
SPRINT
RETRO
How do we make
ourselves better?
VELOCITY
How fast are we able to
deliver?
User
Stories
SPRINT
PLANNING
DAILY
STANDUP
A daily progress report
Aids continual
improvement
Story
Points
DEMO
29. -Future Capability
Adviser inc Agile at
Westpac
-Using AgileSelect for
LMS Selection for
HealthCare Services Co
Recently Ran 1 day
Workshop – Agile for
Learning for Financial
Services
Currently Using Agile
approach to help set up
Biotech Company
Agile
29
32. 32
We need one of
those online learning
thingy's. We have not
done it before.
- It will save us
money
- Employees will be
happy
- We will make sure
we won’t fail
Let me hire a
consultant for
selection !
33. Small/Medium Size or Organisations starting new
33
Gather Business
Requirements
• Business
• L&D/HR
• Technology
Create a long list
of features
required
• Functionality
• Reporting
• Ask for gaps &
customization
Put together a
RFP and ask
vendors to
respond
• Big document
• Structured
Get responses and
evaluate
• Vendors present
• Committee decides on
selection criteria
BUY
Business
Case
34. 34
Gather Business
Requirements
• Business
• L&D/HR
• Technology
Create a long list
of features
required
• Functionality
• Reporting
• Ask for gaps &
customization
Put together a
RFP and ask
vendors to
respond
• Big document
• Structured
Get responses and
evaluate
• Vendors present
• Committee decides on
selection criteria
BUY
Business
Case
Customers
don’t really
know what
they don’t
know.
Don’t link to
business
objectives/
pain points
Most
customers use
only about 20
– 40 % of all
Functionality
Clutters up
learner
experience
Vendors hate
responding as
it is onerous.
Uncertain
outcomes.
Mostly rules
out new
vendors
35. The changing world of LMS
35
Most LMS are
very close in
features
provided
SaaS restricts
the amount of
customisation
Contracts are
yearly or
even monthly.
Turn off easy.
Pricing is
competitive.
New vendors in
market
Best of Breed
OK
Make LMS
use
sophisticated
with time
38. Benefits
38
Optimised
Decision
Linked to
business
pain points
Focus on
Learner
Experience
Ask only
what is
really
required Business
feel
ownership
Challenges
identified
Selection process
completed in
weeks not months
Vendors happier
as they focus on
customer journey
Change
management effort
reduced.
What are the current approaches/ trends for managing change for Learning initiatives ? We look at contemporary Change Management frameworks including the Burke and Lewin Model of Organisational Performance and Change.
Their experiences including:
Approach for designing and implementing a Technical Academy.
Change management for learning technology projects in financial services.
Change approach when Learning is integrated with other HR processes for large transformation initiatives.
Many Learning professionals are skilled in change management (and visa versa). Does this result in better results due to closer integration?
Do the change approaches differ for technology enabled learning?
Are the change approaches for Learning meeting the needs to be responsive and agility?
Intro:
Large organisations have traditionally structured work in ways that isolate people from each other
Work distributed by a manager to subordinate who took the work on and bumped up against others doing the same
In L&D we have evolved through this using many adult learning principles however in large organisations in particular it takes longer to adapt
Large Organisations the world over are turning to agility to help them evolve once more
Think of the other ways organisations are evolving towards a more collaborative model
Flexible workspaces and COP’s
Allows for higher order thinking about the challenges that are the most meaningful
ADDIE is not dead and not being replaced as it is a solid framework and give L&D practitioners an approach to building learning
There are many fads and perhaps agility is another one however, if we agree that we want to create organisations which allow their participants to thrive through the contribution of meaningful work then surely these ways of working can only support that
As L&D professionals we can take these mindsets and ways of approaching work into an ADDIE project
Traditional/Agile approaches have pros and cons it’s and not or
Simple tools/practices that can be incorporated into L&D practice
Elaborate on each