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Agile PM for Instructional Design - Learning DevCamp 2018
The document describes an introduction to Agile project management for instructional design. It discusses how Agile is an iterative approach that focuses on maximizing customer value and team engagement. It then outlines several Agile practices for instructional design projects, including writing learner personas to guide scope, using story mapping to define tasks in iterations, estimating work efforts, planning in iterations to allow for review and adjustment, and holding daily stand-ups and retrospectives to support the team. The overall document serves to build the case for using Agile practices for instructional design projects.
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Agile PM for Instructional Design - Learning DevCamp 2018
- 1. LLAMA Agile Project Management for InstructionalDesign Megan Torrance | mtorrance@torrancelearning.com
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- 4. Build the casefor Agile Deliver projects on time, in budget, that meet the need Describe it to others Write learner personas Define the scope Build the environment Get started! Estimate the effort ! Plan the project Develop in iterations Align with goals Identify work tasks Kick off the project
- 5. Build the casefor Agile Articulate why traditional approaches to project planning are lacking 5
- 6. Think about your bestproject ever. 6
- 7. 7 Source: Wikimedia Commons NASA_Space_Shuttle_Atlantis_landing_( STS-110)_(19_April_2002).jpg Ourprojects are complex & we have to keep up with an ever-increasing rate of change.
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- 9. The first dayof a project is the worst day to plan what the end product will be (and how much it will cost). 9
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- 12. Describe Agile (and LLAMA) DescribeAgile & its implications to someone not in this workshop 12
- 13. Agile is … Aniterative, incremental method of guiding design & build projects in a highly flexible & interactive manner, focusing on maximizing customer value and fostering high team engagement. 13
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- 15. LLAMA is … Aniterative, incremental method of guiding instructional design projects in a highly flexible & interactive manner, focusing on maximizing customer value and fostering high team engagement. 15
- 16. THE AGILE MANIFESTO: Weare uncovering better ways of developing software by doing it and helping others do it... 16 source: www.agilemanifesto.org
- 17. Through this workwe have come to value: Individuals and interactions over processes and tools 17 source: www.agilemanifesto.org
- 18. Through this workwe have come to value: working software over comprehensive documentation 18 source: www.agilemanifesto.org
- 19. Through this workwe have come to value: customer collaboration over contract negotiation 19 source: www.agilemanifesto.org
- 20. Through this workwe have come to value: responding to change over following a plan 20 source: www.agilemanifesto.org
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- 22. 12 Agile Principles Deliver frequently Communicaterichly Keep work sane & humane Work smart & learn continuously 22 Page 18-28 22
- 23. Now it’s your turn Consideryour own work: Which of the Manifesto values or Agile Principles resonates? How could it improve the work you do? 23
- 24. Build the casefor Agile Deliver projects on time, in budget, that meet the need Describe it to others Write learner personas Define the scope Build the environment Get started! Estimate the effort ! Plan the project Develop in iterations Align with goals Identify work tasks Kick off the project
- 25. Define the Goal Beginthe project with the *agreed upon* end in mind. 25
- 26. Your goal is notto create training. • Increase Revenue • Decrease Cost • Improve Service or Product • Grow people’s capacity • Comply with rules & regulations • Serve the Mission 26
- 27. What is theorganization’s goal? How is it measured? Now it’s your turn 27 What is the learner’s goal? How is it measured?
- 28. Write Learner Personas Uselearner personas as a guide to keeping training design & your project focused. 28
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- 30. Now it’s your turn 30 50yo male Family, kids @ college 4 yr degree High performer Lone Wolf Larry Sales engineer 10 yrs in role Not seeking promotion Does not want to travel Takes lots of elearning Is pro @ work tools Selling skills “unique” Not into social media
- 31. 31 Define several personas. Thenpick the primary one. Easy part Hard part
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- 33. Define Scope with Stories Writelearner stories and story cards to define scope and plan the project. 33
- 34. Stories capture businessneeds and performance outcomes in a format that's useful for planning & production. 34Story Cards 3 Things
- 35. Use Agile story mappingfor building tools, things & software. 35
- 36. 36 As a I want soI can <who> <what> <why>
- 37. Use Cathy Moore's Action Mappingto define stories for training projects. 37
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- 39. Practice in Training Knowledge Required Goal Adapted from:CathyMoore Behavior on the Job Nail roof shingles safely Remove a kidney stone Provide verbal feedback to teammates Collect & enter data accurately
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- 43. Build the casefor Agile Deliver projects on time, in budget, that meet the need Describe it to others Write learner personas Define the scope Build the environment Get started! Estimate the effort ! Plan the project Develop in iterations Align with goals Identify work tasks Kick off the project
- 44. Identify work tasks Createthe task list for the first round of work to be done. 44
- 45. There are oftenmany tasks associated with a story. We estimate & plan tasks. 45
- 46. Now it’s your turn 46 Eachtask: • Is written on its own card (landscape) • Is completed by a single person • Takes 1-4 hours of contiguous time • Can be completed
- 47. Estimate the work Estimatethe work effort required. 47
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- 50. An estimate isjust that. An estimate. 50
- 51. Lather, Rinse, Repeat Iterate! Planfor small, meaningful iterations that allow for review and adjustment. 51
- 52. Make small mistakesfaster. Skip the big mistakes. 52Richard Sheridan, Agile Explained
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- 54. A D I+E D I+E D DD D Iteration 1Iteration 2 Iteration 3 54
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- 56. Megan’s Rules for Iterations It doesreal work. Someone else has to use it. You gather data. Data informs the work to do in the next iteration. 56
- 57. How to iterate? Alpha >Beta > Final By Project Phase By Delivery Medium By level of finish/functionality By language By audience 57
- 58. Now it’s your turn 58 Bylanguage By spiffy-factor
- 59. Build the casefor Agile Deliver projects on time, in budget, that meet the need Describe it to others Write learner personas Define the scope Build the environment Get started! Estimate the effort ! Plan the project Develop in iterations Align with goals Identify work tasks Kick off the project
- 60. Plan the project Prioritizeand schedule work & the resources you need 60
- 61. Zero- Surprises Projects 1. Break bigthings into little ones. 2. Plan from the big to the little. 3. Work from the little to the big. (if they don’t match, start talking) 4. Make it visual. 61
- 62. 62 Top-Down Planning: SME &Reviewer schedules Holidays Resource Plans Final Delivery Date
- 63. 63 Bottom-up Planning is basedon estimates
- 64. 64 When the twodon’t match, then you start talking. Hard part
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- 69. Organize weekly work by dayand team member. 69
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- 72. Build the casefor Agile Deliver projects on time, in budget, that meet the need Describe it to others Write learner personas Define the scope Build the environment Get started! Estimate the effort ! Plan the project Develop in iterations Align with goals Identify work tasks Kick off the project
- 73. Agile practices inaction Build the environment & use best practices to make your implementation more effective. 73
- 74. Hold a daily“stand up” to touch base with everyone on the team. 74
- 75. Teach everyone howyou work with Agile. 75
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- 78. Make it yourown Modify approach to fit own work environment and organizational culture. 78
- 79. Build the casefor Agile Deliver projects on time, in budget, that meet the need Describe it to others Write learner personas Define the scope Build the environment Get started! Estimate the effort ! Plan the project Develop in iterations Align with goals Identify work tasks Kick off the project
- 80. What will youtake away? 80 30 Days 60 Days 90 Days
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