© russell martin & associates 1 m207 it’s a project managing the transition from addie to...
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© Russell Martin & Associates www.russellmartin.com1
M207 It’s a ProjectManaging the Transition from
ADDIE to SAM or AGILE presented by Lou Russell, Queen
Russell Martin & Associates(317) 475-9311
© Russell Martin & Associates www.russellmartin.com2
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How to You Work On Projects?
Ten Years Ago…
Hours per day you worked on work:
Number of projects you managed:
Number of Roles per project needed to complete your project (who was not dedicated to your project):
Present…
Hours per day you work on work:
Number of projects you manage:
Number of Roles per project needed to complete your project (who are not dedicated to your project):
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Content
• Why is everything so complicated? • Pros / Cons of each approach• Methodologies can’t save Butt Heads• It’s All About the People
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Why is everything so complicated?SIGN OFFSIGN OFF SIGN OFF SIGN OFF
ANALYZE
ANALYZE
DESIGNDESIGN
EVALUATE
EVALUATE
IMPLEMENT
IMPLEMENT
DEVELOP
DEVELOP
DONE
ANALYZE
ANALYZE
DESIGNDESIGN
EVALUATE
EVALUATE
IMPLEMENT
IMPLEMENT
DEVELOP
DEVELOP
DONE
ANALYZE
ANALYZE
DESIGNDESIGN
EVALUATE
EVALUATE
IMPLEMENT
IMPLEMENT
DEVELOP
DEVELOP
DONE
FAIL Early and Often
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ADDIEHuman Performance Technology uses a results-based multi-disciplinary approach for improving human performance. It takes a total systems approach and uses a systematic process to identify the gap between the ideal state and the actual state, discover the root causes for this gap, select an appropriate intervention to remove or reduce the impact of the gap, design and develop the selected intervention and implement it effectively.
Instructions: Create a clearer tagline for the home page of a Human Performance Technology company.
2 mins. Ask me questions you have3 mins. Begin design of your solution2 mins. Additional questions3 mins. Finalize solution
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IterativeHuman Performance Technology uses a results-based multi-disciplinary approach for improving human performance. It takes a total systems approach and uses a systematic process to identify the gap between the ideal state and the actual state, discover the root causes for this gap, select an appropriate intervention to remove or reduce the impact of the gap, design and develop the selected intervention and implement it effectively.
2 mins. Ask me any questions you have3 mins. Prototype to me (flipchart)At 5 minutes (CONSTRAINT): I pick
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Pros/ Cons of Choices
ADDIE
SAM
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ADDIE
• Gap Analysis• Find all the right
people to talk to. • Establish the Learning
Objectives• Create a
Requirements Statement
• Give Learning Objectives to Designers
• Create an architecture• Create a Design
Document (ex. Storyboard)
• Build it• Test it
• Roll-it out• Evaluate the
performance
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Sometimes ADDIE
• Gap Analysis• Find all the right
people to talk to; nag them to come to meetings.
• Establish the Learning Objectives
• Create a Requirements Statement
• Give Learning Objectives to Designers
• Create an architecture• Find a missing
requirement• Create a Design
Document (ex. Storyboard)
• Build it• Find a missing
requirement and jam it in
• Roll-it out• Evaluate the
performance
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Design Principles
ENGAGING
LEARNING
EXPERIENCES
Leaving ADDIE for SAM – Michael Allen and Richard Sites
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SAM
• Get all the people you think you need in a room for at least 4 hours
• Uncover the performance change required (Context, Challenge, Activity, Feedback)
• Draft the Performance Goals• Sketch out 3 prototypes of
treatments• Create a Savvy Start
Summary
• Get a smaller vested group of people to refine the Savvy Start Summary prototypes.
• Establish the cost and constraints of the project, and layout the design and development schedule / dates.
• Design more detailed prototypes including interaction, technology linkage, etc. for the entire experience.
• Create a Design Proof after (3 iterations)
• Approve the Design Proof• Build Alpha, refine• Build Beta, adjust• Build Gold and Rollout• Evaluate the performance.
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Sometimes SAM
• Get all the people you think you need in a room for at least 4 hours. Few show up.
• Uncover the performance change required (Context, Challenge, Activity, Feedback)
• Draft the Performance Goals• Sketch out 3 prototypes of
treatments• Create a Savvy Start
Summary
• Grab people when you can to refine the Savvy Start Summary prototypes.
• Establish the cost and constraints of the project, and layout the design and development schedule / dates which are tight.
• Design more detailed prototypes including interaction, technology linkage, etc. for the entire experience.
• Create a Design Proof after (6 iterations)
• Approve the Design Proof• People show up and mess
with the finished design- want more iterations.
• Build Alpha, manage the chaos, refine
• Build Beta, adjust, try to restrict to typos
• Build Gold and Rollout
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Scheduling and Tracking
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Agile
Based on the customer feedback
Velocity is how much product backlog effort a team can handle in a sprint.
SCRUM Process: 1.Create a Product Backlog with the customer’s prioritization of features2.Sprint Planning Meeting – Clarify the Project Charter, select Sprint Backlog and schedule based on team involved. 3.Hold the Sprint, with daily 15-minute status meetings.4.Review the Sprint when completed. 5.REPEAT
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Sometimes Agile
Based on the customer
feedback – who isn’t available right now
Velocity is how much product backlog effort a team can handle in a sprint.
SCRUM Process: 1.Create a Product Backlog with the customer’s prioritization of features2.Sprint Planning Meeting – Clarify the Project Charter, select Sprint Backlog and schedule based on team involved. Developers juggling other projects damaging velocity.3.Hold the Sprint, with daily 15-minute status meetings.4.Review the Sprint when completed. 5.Fixed Budget- can’t REPEAT
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Choices
Iterative Prototyping
+ -+ -
Agile
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Timeline
ADDIE
SAM
ADDIE
30% 30% 15% 15% 10%
15% 45% 25% 15% 10%
15% 45% 25% 15% 10% for each feature
Statistics for ADDIE: Capers JonesOthers made up by Lou Russell
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Projects are Flash Mobs
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Who’s In, Who’s Circling
the project
The Sponsor
Experts (SMEs)
Finance
CustomersFunctional
Leaders
The Project Manager
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Critical Success Factors / Risks
• Get the Right People
• Get FOCUS TIME
• Show your work
• Realize CHANGE is the NORM
• Start small and focused, fail early and often
• Don’t lock on: Divergence and Convergence
• The Right Governance at appropriate places
• Focus on PERFORMANCE not CONTENT
• Focus on PERFORMANCE not TOOLS
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Realistic Your 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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How You Behave: DISCUrgent
Pioneering
Innovative
Driven
Likes challenge
Demanding
Quick to anger
Careful
Objective, clear
High standards
Good analyst
Detailed
Picky
Aloof
Fearful
Optimistic
Motivator
Team Player
Problem solver
Emotionally needy
Inattentive
Trusting
Poor with
details
Steady and sincere
Patient
Empathetic
Logical
Service-oriented
Apathetic under stress
Passive
Resists change
DOMINANCETasksSpeed
INFLUENCEPeopleSpeed
COMPLIANCETasksPerfect
STEADINESSPeopleCareful
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Style Analysis Graphs
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Interacting with Other Styles
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A Team Makes A Whole Brain
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Methodologies Can’t Save Buttheads
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What is a Project Manager?
Plans, Organizes and Manages the Project
Perform project activities and produce project deliverables
Project Team MembersProject Manager
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What is a Project Sponsor?
Project Sponsor•Represents the best interest of the organization that is funding the project. •Provides resources •Makes critical business choices (governance)
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You Try It!
• Provides status reports to stakeholders ____ ____
• Assigns tasks to people ____ ____
• Determines the business objectives ____ ____
• Determines the project objectives ____ ____
• Recommends what to do when money, time or quality are threatened ____ ____
• Decides what to do when money,
time or quality are threatened ____ ____
Project SponsorProject
SponsorProject
ManagerProject
Manager
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Steps to Great Projects
DEFINE = SCRUM and SAVVY Start
Dare toProperlyManageResources!
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Develop Business Objectives
Also…
• Reaction to government regulation
• Reaction to competitive pressures
The Greek Goddess of Business
Increase Revenue
Avoid Cost
Improve Service
by…
My project will…
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DEFINE The Scope Diagram
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Develop Project Objectives
How will the success of this project be measured?
What will the outcomes be? How will they be measured?
Who will measure them?
Performance Objectives:AudienceBehaviorConditionDegree
The employees will be able to perform their volunteer role using the guidelines of our company and the rules of the charity 100% of the time they are on site.
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Document RisksAverage:
Size - How “big” is this project or how long will it take relative to others you have done?•Rated 1(small) - 10(large)
Structure - How stable are the requirements?•Rated 1(fixed) - 10(undefined)
Technology - How understood is the technology and procedures?•Rated 1(old) - 10(new)
1 – 3 Wing this project
4 – 6 Do a quick project charter, high level project plan
7 – 8 Block regular project management time
9 – 10 Block frequent time, clear your schedule and plan NOW to cut the scope
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Establish Communications PlanWho will you send status to? What do they want to know? What is the most effective way to communicate with them? How much time can you spend on this?
How will organizational change messaging be done for this project?
Stakeholder Status Reporting
Sponsor
Your Supervisor
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Establish a Decision Making Plan
Governance•Who will approve deliverables? Depending on the milestones (ADDlE, iteration, Agile), will the approval change?
•Who will get to change things (scope, time, budget)? Is this different with different methodologies?
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What can YOU do?
Small pieces, fail early Focus – more time
Customer Buy-In Governance and Change
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Where to get more help
• At www.russellmartin.com :• Purchase books at the ATD Bookstore • Get our LEARNINGFLASH e-zine for
more tips and tools• Find out about workshops, webinars, e-learning
and virtual alumni communities• [email protected]
@nolectureLou RussellRussell Martin & [email protected]