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.

1. LLAMA
Agile Project
Management for
Instructional Design
Megan Torrance | mtorrance@torrancelearning.com

2. Megan Torrance

3. 3

4. Build the case for 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 case for Agile
Articulate why traditional approaches to project
planning are lacking
5

6. Think about your
best project ever.
6

7. 7
Source: Wikimedia Commons
NASA_Space_Shuttle_Atlantis_landing_(
STS-110)_(19_April_2002).jpg
Our projects are complex &
we have to keep up with an
ever-increasing rate
of change.

8. 8
ANALYZE
DESIGN
DEVELOP
IMPLEMENT
EVALUATE
TIME

9. The first day of a project
is the worst day to plan what
the end product will be
(and how much it will cost).
9

10. 10
iStockphoto.com/10587442
ANALYZE
DESIGN
DEVELOP
IMPLEMENT
EVALUATE
TIME

11. 11
A
D
I+E
D
I+E
D
DD D
TIME

12. Describe Agile
(and LLAMA)
Describe Agile & its implications to
someone not in this workshop
12

13. Agile is …
An iterative, incremental method
of guiding design & build projects
in a highly flexible & interactive manner,
focusing on maximizing customer value
and fostering high team engagement.
13

14. 14

15. LLAMA is …
An iterative, 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:
We are uncovering better ways
of developing software
by doing it and
helping others do it...
16
source: www.agilemanifesto.org

17. Through this work we have
come to value:
Individuals and interactions
over
processes and tools
17
source: www.agilemanifesto.org

18. Through this work we have
come to value:
working software
over
comprehensive documentation
18
source: www.agilemanifesto.org

19. Through this work we have
come to value:
customer collaboration
over
contract negotiation
19
source: www.agilemanifesto.org

20. Through this work we have
come to value:
responding to change
over
following a plan
20
source: www.agilemanifesto.org

21. 21
Dollarphotoclub_25873819

22. 12 Agile
Principles
Deliver frequently
Communicate richly
Keep work sane & humane
Work smart & learn continuously
22
Page 18-28
22

23. Now it’s
your turn
Consider your own work:
Which of the Manifesto values or Agile Principles
resonates?
How could it improve the work you do?
23

24. Build the case for 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
Begin the project with the
*agreed upon* end in mind.
25

26. Your goal is
not to 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 the organization’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
Use learner personas as a guide to keeping training
design & your project focused.
28

29. 29
http://www.elcidweddings.com/wp-content/uploads/2012/08/Real-

30. Now it’s
your turn
30
50 yo 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.
Then pick the primary one.
Easy part
Hard part

32. Documenting
& using the
learner
persona
32

33. Define Scope with
Stories
Write learner stories and story cards to define scope
and plan the project.
33

34. Stories capture business needs
and performance outcomes
in a format that's useful for
planning & production.
34Story Cards 3 Things

35. Use Agile story
mapping for
building tools,
things & software.
35

36. 36
As a
I want
so I can
<who>
<what>
<why>

37. Use Cathy
Moore's Action
Mapping to
define stories
for training
projects.
37

38. blog.cathy-moore.com
38
http://blog.cathy-moore.com/

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

40. Adapted from: CathyMoore

41. 41
Their job Your job

42. Now it’s
your turn
42

43. Build the case for 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
Create the task list for the
first round of work to be done.
44

45. There are often many tasks
associated with a story.
We estimate & plan tasks.
45

46. Now it’s
your turn
46
Each task:
• 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
Estimate the work effort required.
47

48. CHALLENGE:
How many Skittles?
48

49. 1.2.4.8.16.32.64
1.2.3.5.8.13.21.34
49

50. An estimate is just that.
An estimate.
50

51. Lather, Rinse, Repeat
Iterate!
Plan for small, meaningful iterations that allow for
review and adjustment.
51

52. Make small mistakes faster.
Skip the big mistakes.
52Richard Sheridan, Agile Explained

53. 53

54. A
D
I+E
D
I+E
D
DD D
Iteration 1 Iteration 2 Iteration 3
54

55. Do the
simplest
thing that
could
possibly
work.
55
M.V.P.
Minimum Viable Product

56. Megan’s
Rules for
Iterations
It does real 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
By language
By spiffy-factor

59. Build the case for 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
Prioritize and schedule work & the resources you need
60

61. Zero-
Surprises
Projects
1. Break big things 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
based on estimates

64. 64
When the two don’t match,
then you start talking.
Hard part

65. 65

66. 66

67. 67

68. 68

69. Organize
weekly work
by day and
team
member.
69

70. 70

71. Now it’s
your turn
71

72. Build the case for 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 in action
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 how you work
with Agile.
75

76. Inventory is
like lettuce
76

77. Get
retrospective
77iStockphoto.com/6623567

78. Make it your own
Modify approach to fit own work environment and
organizational culture.
78

79. Build the case for 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 you take away?
80
30 Days
60 Days
90 Days

81. 81