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Agile & ADDIE -Tango or Face Off 2
- 1. Knowledge Sharing Better Practices Experienced Panel Agile & ADDIE Thurs, 3rd Nov 2016, 12-1 PM, Sydney Ways to participate: • Q&A Box - comment, whinge & opinions • Twitter Backchannel - @lrncafe #AgileVsAddie
- 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
- 3. Thought Leadership Webinar Discussions UnConference Blog Magazine Coffee Catch Ups Capability Building Workshops Community of Professionals with a focus on implementing ideas Building Capability 3
- 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
- 6. 6 *Sample size = 115
- 7. 7 *Sample size = 115
- 8. 8 *Sample size = 115
- 9. 9 *Sample size = 115
- 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
- 16. A group of people working towards the same goal Scrum Team
- 17. How do I Scrum??!!
- 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
- 19. Agile Manifesto The backbone of Agile
- 21. 70% success For Agile Projects as compared to 49% in Waterfall
- 22. Any questions ? You can find me at • @vikramvetrivel (LinkedIn) • vikram@knowledgeworking.com Thanks!
- 23. GARETH MURPHY Consultant – Leadership & Professional Development at NAB 23
- 24. 24 From this…
- 25. 25 To this…
- 26. What are mindsets for agility? •Transparency •Adaptability •Collaboration •Flexibility •Innovation •Simplicity •Pragmatism •Honesty •Trust •Being bold •Accountability •Respect for people
- 27. Self-Organising teams Minimum Viable Discovery Iteration practices including: User Stories Planning Poker Prioritisation Story Wall Personas Learning Journeys Stand-ups Showcases Retrospectives Agile Practices for Learning & Development
- 28. JEEVAN JOSHI Founder – LearningCafe & CapabiltyCafe 28
- 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
- 31. 31 The Right Conditions for Agile https://hbr.org/2016/05/embracing-agile
- 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
- 36. 36 Minimal Viable Product shows tangible output All stakeholders in one room to build consensus Selection focuses on user stories / price /support
- 37. 37
- 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.
- 39. LET US TALK TO THE PANEL AND YOU 39
- 40. www.learningcafe.com.au lrncafe http://bit.ly/lcafefb blogs learning conversations free resources workshops UnConference 2016 Sydney Melbourne Webinar recording, ebooks, L&D frameworks Building Effective Employee Social Networks 40 Ideas@work Collaborations
Editor's Notes
- 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