© Russell Martin & Associates 1 M207 It’s a Project Managing the Transition from ADDIE to SAM or...

© 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

[email protected]


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):


Content

• Why is everything so complicated? • Pros / Cons of each approach• Methodologies can’t save Butt Heads• It’s All About the People


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


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


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


Pros/ Cons of Choices

ADDIE

SAM


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


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


Design Principles

ENGAGING

LEARNING

EXPERIENCES

Leaving ADDIE for SAM – Michael Allen and Richard Sites


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.


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


Scheduling and Tracking


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


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


Choices

Iterative Prototyping

+ -+ -

Agile


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


Projects are Flash Mobs


Who’s In, Who’s Circling

the project

The Sponsor

Experts (SMEs)

Finance

CustomersFunctional

Leaders

The Project Manager


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


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


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


Style Analysis Graphs


Interacting with Other Styles


A Team Makes A Whole Brain


Methodologies Can’t Save Buttheads


What is a Project Manager?

Plans, Organizes and Manages the Project

Perform project activities and produce project deliverables

Project Team MembersProject Manager


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)


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


Steps to Great Projects

DEFINE = SCRUM and SAVVY Start

Dare toProperlyManageResources!


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…


DEFINE The Scope Diagram


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.


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


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


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?


What can YOU do?

Small pieces, fail early Focus – more time

Customer Buy-In Governance and Change


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]

© Russell Martin & Associates 1 M207 It’s a Project Managing the Transition from ADDIE to SAM or...

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