Over the years, methods for buildin solutions have gone from Top Down, to Rapidly Development, to Agile, to Design Thinking... and on and on. The Best method depends on your problem.

1. v
Methodology MADNESS:
ADDIE, SAM, Agile, and More
presented by Lou Russell
Russell Martin & Associates
(317) 596-8022
info@russellmartin.com
www.russellmartin.com

2. How Has Work Changed
Ten Years Ago…
• Work on 1 project at a time,
sometimes alone.
• No email.
• Less or no multi-tasking.
• Functions / roles were clear
• Governance was clear – the
boss was the boss
• 8 – 5 work and rare overtime
•
•
Present…
•
•
•
•
•
•
•
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3. Projects are Flash Mobs
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4. How frustrated ARE YOU???
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5. What is the
Return on
Investment?
Performance Gap:
Why Intervene?
• Increase Revenue
• Avoid Cost
How do we
build it?
= Performance Change
Start With a Need
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6. Content
• Managing the Project
• What is a methodology
and why do I need one?
• Customer Need
determines the
Methodology
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7. Methodologies are…
Cheat Sheets
▪ An alternative to figuring out the tasks to do yourself
▪ A standard generic approach
PROS CONS
Template / Quick Start Too many tasks to choose
from
Worked for Others May not be appropriate for
your specific project
Philosophical / Cultural
Change
Changing culture hurts
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8. Design Thinking
Projects are either…
Puzzles or Mysteries
• A RIGHT answer
• Clear, unchanging
requirements
• More people is
better
• Small, less
complex
• Never been done
• Unclear, changing
requirements
• More people is
worse
• Innovative,
strategic and
complex
Something
In Between
What would be
the difference in
your approach?
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9. ADDIE: Waterfall / Top Down
PROS:
• Easy to understand
• Good for fixed requirements,
basic compliance training
CONS:
• There’s no good way to ‘go
back’
• Each edit adds bugs
Puzzle
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10. Project
Charter
WHY are we
spending
money on
this?
Project
Schedule
1 Task
1 Owner
1 Due Date
Analyze
the Need
Design
the Solution
Build
the Solution
Launch
the Solution
Measure
the Results
= Performance Change
Plan Well: Project Schedule/Plan
aka Methodology
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11. What TASKS do I need to do?
Brainstorm the tasks
PROS:
• You don’t need
to ask anyone
else
• Shortcut if your
projects are
really similar
CONS:
• You’ll miss tasks
• You’ll figure out
big problems at
the end
Alternative: use the same basic tasks you used before
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12. Use a Methodology
(aka cheatsheet)
ADDIE
Spreadsheet available at www.russellmartin.com
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13. Mysteries: The Need to Iterate and
Collaborate
• Get the Right People
• Get FOCUS TIME
• Don’t lock on, iteratively discover
throughout
• Divergence and Convergence
• Governance (clear decision
making) at appropriate places
• Focus on PERFORMANCE not
CONTENT
• Focus on PERFORMANCE not
TOOLS
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14. Iterative (L&D) Alternatives
SAM
AGILE
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15. (SAM) Successful Approximation Method
www.alleninteraction.com
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16. SAM
Project
Charter
Sketch/
Draft
Savvy Start
Summary
Report,
Project
Charter
Refined/
Draft
Project Plan
(Charter and
Schedule)
Project
Go/No Go
Roles Matrix,
Test Plan,
Governance
Content/
Objectives/
Treatment
Matrix
Design
Proof,
Content
Grid
Template
Alpha Beta Gold
(done)
PROS:
• Customer
engagement
• More milestones
• Prototype
CONS:
• Never stop
prototyping
• Too many
milestones
• People don’t
show
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17. AGILE
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18. www.agilemanifesto.org
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19. Agile is a Mindset not a
Methodology
AGILE Waterfall Mindset change
Each person is making
the best impact they can
Build what the Project
Manager and Plan asked
for
Commitment
Share everything, open
your kimono
Restrict information to
the people who need it
to build their piece
Collaboration and
Consensus
All voices are equal:
invite and listen
Functional areas own
their contribution
Curiosity
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20. Agile Roles are different
Project Sponsor
Project Manager
Decentralized Governance in a
Centralized Organization
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21. The Scrum Master
▪ Remover of Obstacles
▪ Protector from Distraction (aka leave my
developer alone)
▪ Enforcer of Events (aka start/end on time)
Doing Agile vs. Being Agile
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22. https://it.gwu.edu/sites/it.gwu.edu/files/do
wnloads/scrum_process.png
•Using an iterative,
incremental and
evolutionary approach
•Focusing on value-
driven development
•Delivering production-
quality applications
•Using barely sufficient
processes
•Automating everything
•collaborating with the
customer
•Encouraging self-
organizing and self-
managing teams
•Having the flexibility to
accommodate existing
PM structures and
methodologies
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23. AGILE
PROS:
• Customer driven
• Clear roles
• Clear priorities
• Flexible
CONS:
• Multitasking work
world is opposite
of this
• Budgeting process
is difficult
Transition to AGILE: A new
simulation available in 2018
info@russellmartin.com
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24. The Simple Project Management
Process
Dare to
Properly
Manage
Resources!
Define Plan Manage Review
1.Set Business
Objectives
2.Establish Project
Scope
3.Set Project
Objectives
4.Mitigate Risks
5.Establish
Constraints
6.Plan
Communications
7.Establish
Governance Plan
1.Determine
Milestones
2.Schedule Task
Dependencies
3.Adjust for
Resource
Dependencies
4.Create Budget
START
1.Control work in
progress
2.Provide status
and feedback
3.Leverage
Governance
4.Resolve
conflict
1.Close the project
2.Turn over
deliverables
3.Hold Project
Review
4.Celebrate
accomplishments
initiate plan monitor close
END
A Project Charter template can be downloaded at
www.russellmartin.com
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25. Start Well: WHY?
Project Charter
DEFINE
1. Set business
objectives
2. Establish project
scope
3. Set project
objectives
4. Mitigate risks
5. Establish constraints
6. Plan communications
7. Establish governance
plan Scope Diagram
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26. Choices
Chicken or Egg?
1
• Use a methodology and remove what
you don’t need
• Audit your list against your arrows on
the Scope Diagram to see if you’ve
missed anything
2
• Use your Scope arrows to brainstorm
tasks (Post-its)
• Use a methodology to organize into
milestones
Charities
Sponsor:
CEO
Volunteer
Day
Project
Catering
Volunteers
Food
Budget
Schedule
Budget
Available
Corporate
Communications
Employees
Communication Plan
Status
Training
Governance
Needs
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27. The Stakeholders
the project
The
Sponsor
Experts
(SMEs)
Finance
Customers
Functional
Leaders
The Project
Manager
The Dedicated
Project Team
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28. Role: Project Sponsor
Project Sponsor
▪ Represents the best interest of the
organization that is funding the project.
▪ Provides resources
▪ Makes critical business choices (governance)
http://sloanreview.mit.edu/article/how-executive-sponsors-influence-project-success/
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29. One of the most common reasons why projects
fall short is a lack of executive sponsorship and
management buy-in, according to the KPMG New
Zealand Project Management Survey 2010.
- Project Management Institute (PMI)
http://www.pmi.org/-/media/pmi/documents/public/pdf/business-
solutions/executive-engagement.pdf
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30. Your Real World
What You Need Risk of
Occurrence
(H, M, L)
How Will You Do It?
The Right People
Focus Time
Realistic Performance
Goals
Governance / Quick
Decisions + Priorities
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31. Where to Get More Help
At www.russellmartin.com:
•Purchase books in the Book Store
•Get our LEARNING FLASH e-zine for
more tips and tools
•Find out about workshops, webinars, e-learning
and virtual alumni communities
•info@russellmartin.com
@nolecture Lou Russell
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