The document discusses how Agile development methods and AGILE instructional design can be used together to improve training programs. It describes how Agile was created to make software development more flexible and rapid, and how AGILE was created for the same reasons for instructional design. While they have different focuses, Agile on software tactics and AGILE on comprehensive learning, they are complementary. The document advocates using Agile values, Scrum framework, and iterative development with AGILE instructional design and the ADDIE model to create both formal training and structured performance support. This holistic approach aims to better link learning to job performance.

1. The Agile Method and AGILE ISD: How
to Use Each to Improve Your Training
Program
Terry Chandler & Chris King
TOC Annual Institute
April 28-30, 2014

2. Agile Development
Created because traditional software
development methodologies were not
flexible or rapid enough
AGILE Instructional Design
Created because traditional
instructional design methodologies
were not flexible or rapid enough
2
Agile vs. AGILE

3. Agile vs. AGILE
Agile Development AGILE Instructional Design
Created because traditional software
development methodologies were
not flexible or rapid enough
Created because traditional
instructional design methodologies
were not flexible or rapid enough
A method for improving software
development outcomes
A rethinking of how to deliver better
training outcomes
Focus on tactical development Focus on comprehensive design
Describes a philosophy of how a
technical team operates
Describes a methodology for designing
holistic learning programs to address all
5 Moments of Learning Need
Iteratively develop and deploy tested
and relevant functionality in software
Rapidly create and deploy a core
learning solution, with a complementary
performance support system
3
In spite of the name, they are different
but also complementary.

4. Agile Values
(Agile Manifesto)
Individuals and Interactions over Processes and Tools
Working software over Comprehensive documentation
Customer collaboration over Contract negotiation
Responding to change over Following a plan
That is, while we value the items on the right, we value the items on the left more
4
http://agilemanifesto.org/

5. Why Agile?
• IT industry average success rate for
projects is:
5
33%
From 2010 report by The Standish Group

6. Scrum Defined
“Scrum is not a process or a technique for building
products; rather, it is a framework within which
you can employ various processes and
techniques… Scrum is grounded in empirical
process control theory, and employs an iterative,
incremental approach to optimize predictability
and control risk.”
- Scrum Guide
6

7. Incremental and Iterative Delivery
Incremental
- Develop smaller portions at a time
- Gradually build up functionality
- Allows value to be delivered early
7
Iterative
- Develop through repeated cycles
- Start simple, expecting to change
- Used to find the right solution
(fail early)
- Used to improve the candidate
solution

8. 8
Scrum is a framework for building a product

9. Scrum vs. Waterfall
9
Scrum is based on
Adaptability
- Constant feedback
- Allows for discovery
throughout the lifecycle
- Provides infrastructure to
support and implement
change
Waterfall is based on
Predictability
- Feedback is usually not
attained until late in the project
- Works best when all details
are known up front
- Change is expensive

10. Problems with the ADDIE Waterfall
1. Time to realize actual value
2. False precision of estimates
3. What if something goes wrong?
10
Analysis
Design
Develop
Implement
Evaluate
“I believe in this concept, but the
implementation described above
is risky and invites failure.”
- Dr. Winston Royce
Managing the Development of Large Software Systems, Winston Royce (1970)

11. The Learning Shift: Physicians
ADDIE AGILE
11

12. Exercise
• Index cards – write down a situation you
face in your workplace where
performance-focused learning is more
important than knowledge-focused
learning
• Hand your card to someone sitting next to
you, read theirs, and discuss these
examples.
12

13. AGILE Instructional Design
13
AGILE ISD is more
about rethinking how to
teach than it is how to
develop courses.
The change in thinking
drives changes in what
is developed and the
processes developed.

14. Are learners truly competent after training?
14
Proficiency/Competence
Time
1
2
4
3
What we
imagine
happens
What
actually
happens
With
support
Without
support
Training Post-Training
Source: Mark Rosenberg, At the Moment of Need: The Case for Performance Support, eLearning Guild White Paper, 2013

15. Apply
New
More Change
Solve
Acquisition of
Knowledge
Formal Instruction
Application and
Maintenance of
Knowledge
Performance
Support
15

16. Structured performance support
Ready in 2-clicks and 10-seconds
Increasing Levels of Support
16

17. AGILE Instructional Design
Shifts learning from knowledge-focused learning to performance-focused
This methodology addresses all five moments of learning need with an
Agile approach to training development that leverages the advantages
of the Agile philosophy
This builds both formal training
modules/events and structured
performance support
17

18. AGILE Instructional Design addresses both the
formal and informal acquisition of knowledge
18

19. Five levels of detail are
available to support
each step of the
process in each Task:
Process, Steps, Details,
Resources, and Teach
Me. Processes, Steps,
and Details are simply
checklists or job aids
with increasingly more
detail. Resources and
Teach Me broker
additional, existing
reference resources or
training resources
specifically identified as
supporting this task.
19

20. ADDIE + AGILE Instructional
Design + Agile Scrum
Provides a big vision, yet an incremental approach that delivers value
20
Sprint
Creates small
chunks and
immediate results
early in the project
Formal Training Embedded Performance Support System

21. Conclusion
• A combination of Agile, AGILE, and ADDIE is
necessary to develop a comprehensive
solution
• This is rethinking how we design/develop
training truly impact job performance
• Caveat: It may not be any cheaper
• Caveat to the Caveat: It may not be any
cheaper, but it will be more effective at
changing job performance
21

22. terry_chandler@sra.com
christopher_king@sra.com
THANK YOU!
22

23. SUPPLEMENTAL SLIDES
23

24. What is all this about Agile
• There is the Agile Development method
– The Agile development method is designed to quickly and efficiently
produce software products. Recently its application has expanded to
other areas including training products.
• There is an ISD philosophy called AGILE ISD which stands for <>…
– AGILE ISD is a new way of thinking about education where
performance is the metric that drives the development and delivery
decisions in an organization’s training program. It recognizes the long
tail of learning and the five moments of learning need. AGILE ISD
provides strategies for creating a culture of learning at your
organization.
• While these two agile methods are for different purposes, they are
not mutually exclusive. This session will explain how your
organization can use both methods to your advantage and success.

25. The Agile Development Method - History
• Agile is based on a software development manifesto defined during
a 2 day meeting at Snowbird Ski resort in Wasatch Mountains, Utah
in February 11- 13, 2001.
• The 17 members attending represented several different programing
approaches sympathetic to the need for an alternative to
documentation driven heavyweight software development
processes.
• These light weight approaches include: Extreme Programming,
SCRUM, DSDM, Adaptive Software Development, Crystall, Feature-
Driven Development, Pragmatic Programming.
• What emerged was an agile manifesto, 12 principles of Agile
Software development, and the formation of the Agile Alliance
25

26. Manifesto for Agile Software Development
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
26

27. 12 Principles behind the Agile Manifesto
1. Our highest priority is to satisfy the customer through early and continuous delivery
of valuable software.
2. Welcome changing requirements, even late in development. Agile processes
harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months,
with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and
support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and
users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing
teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes
and adjusts its behavior accordingly.
27

28. The ORM EEO
Resource Center is a
Performance Support
solution designed to
complement the Hybrid
Conference Learning
Objectives with direct,
tasked-based
performance support.
Stakeholders can
access the content from
several viewpoints: role-holder,
type of
complaint, and general
information search.

29. Selecting a Complaint
Type offers more
information on the
complaint, as well as
the ability to see each
role involved in the
complaint type.

30. The EEO Counselor
Role shows the broad
framework of preventing
and resolving workplace
disputes, and offers the
ability to drill into any of
topics for further
information. If a
counselor has a
question about resolving
a dispute informally
through counseling, for
instance, a click on the
box delivers them to a
process flow and more
information.

31. The process for the
“Resolve Informally
Through Counseling”
task shows the steps of
the process, along with
the time frame. Each
step in this process
links to specific steps
that enable the broad
process.

32. Five levels of detail are
available to support
each step of the
process in each Task:
Process, Steps, Details,
Resources, and Teach
Me. Processes, Steps,
and Details are simply
checklists or job aids
with increasingly more
detail. Resources and
Teach Me broker
additional, existing
reference resources or
training resources
specifically identified as
supporting this task.