Agile Project Management for elearning development

Project Management forAgile elearning development Don Bolen, PMP, CSM

Why do we manage?

?this session should answer

Project Management Process Groups – PMBOK 4th Edition Knowledge Monitoring & Initiation Planning Executing Closing Areas ControllingIntegration Develop Project Charter Develop Project Direct & Manage Project Monitor & Control Project Close Project or Phase Management Plan Execution Work Perform Integrated Change ControlScope Collect Requirements Verify Scope Deﬁne Scope Control Scope Create WBSTime Deﬁne Activities Control Schedule Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop ScheduleCost Estimate Costs Control Costs Determine BudgetQuality Plan Quality Perform Quality Assurance Perform Quality COntrolHR Develop HR Plan Acquire Project Team Develop Project Team Manage Project TeamCommunications Identify Stakeholders Plan Communications Distribute Information Report Performance Manage Stakeholders ExpectationsRisk Plan Risk Management Manage and Control Risks Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk ResponsesProcurement Plan Procurement Control Procurements Administer Procurements Close Procurements

So, what’s wrong?

Is this your approach?Analysis Design Develop Implement Evaluate

Is this your approach?Analysis Design Develop Implement Evaluate Is it effective? Efficient?

The Agile Manifesto“We are uncovering better ways of developingsoftware 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 contractThat is, while there is value in the itemson the right, we value the items on theleft more.” http://www.agilemanifesto.org/

The Agile Manifesto“We are uncovering better ways of developingsoftware by doing it and helping others do it.Through this work we have come to value:- Individuals and interactions over processes and Individuals and interactions tools Working software- Working software over comprehensive Customer collaboration documentation- Responding to change over contract Customer collaborationThat is, while there is value in the itemson the right, we value the items on the we value the items on the left moreleft more.” http://www.agilemanifesto.org/

The Agile Principles of useful- Customer satisfaction by rapid delivery software- Welcome changing requirements, even late in development- Working software is delivered frequently (weeks rather than months)- Working software is the principal measure of progress- Sustainable development, able to maintain a constant pace- Close, daily co-operation between business people and developers- Face-to-face conversation is the best form of communication (co-location)- Projects are built around motivated individuals, who should be trusted- Continuous attention to technical excellence and good design- Simplicity- Self-organizing teams http://www.agilemanifesto.org/principles.html- Regular adaptation to changing circumstance

The Iron Triangle Traditional ScopeCost Schedule Highsmith, Agile Project Management, p 21

The Iron Triangle Traditional Agile Scope ValueCost Schedule Quality Constraints Highsmith, Agile Project Management, p 21

Traditional vs what you Plan Agile expect to happen Enforce the plan Large, in-charge PM Directive, top down Use change control

Traditional vs Agile Plan what you expect by iteration Control is through adaption/inspection Use Agile proactively to manage change

Why Agile? >>Less Defects QUALITY productivity, faster time tomarket $$Market alignmentQuicker identiﬁcation of loser projectsLEAN http://blog.mountaingoatsoftware.com/presentation-on-the-beneﬁts-of-agile

How will this work?

Agi le us e ss t o r ie s t og at h e rc u s t o me rre q u i re me n t s

A b ac k l o g i sa lis t ofp r i o r i t i ze ds t o r ie s

Persona Activity

As a .. .. <Us e r ro le>I wa n t .. . <G o a l>S o t h at .. .<B us i ne s s Va l ue>

As a learner, I want my elearning courses tohave open navigation so that I can freely movethrough the courseAs a SME, I want the elearning courses to havelinear navigation so that the learners progressin an orderly fashionAs a manager, I want my employees to be ableto test out of content that they already knowso that the training is efficient and they’re backto work as soon as possible

As a .. .. <Us e r ro le>I wa n t .. . <G o a l>S o t h at .. .< B us i ne s s Va l ue>

Let’s talk tools

Which is better?

Image ccMaree Revely (aka Somerslea)

Scrum Product Development Scrum Master Owner TeamTimeboxed SPRINTSPrescribed, limited MEETINGS

Daily Scrum 24 hoursProductBacklog Sprint “Shippable” Backlog Product 2 - 4 weeks

Sprint Planning Deﬁne the sprint goal, summarizes product backlog Team time estimates Selects stories for the sprint Selects time for daily scrum

Sprint Planning Activity

Classroom to Online3.5 hrs classroomTest out of lecture contentScenarios with branchingLearner must pass test

3.5 hrs classroom Test out of lecture contentconvert PPT Scenarios with branching Learner must pass testto elearning

3.5 hrs classroom Test out of lecture contentconvert PPT Scenarios with branching Learner must pass testto elearning create sb create gfx create audio create ...

3.5 hrs classroom Test out of lecture contentconvert PPT Scenarios with branching Learner must pass testto elearning create sb create gfx size = how much effort create audio create ...

3.5 hrs classroom Test out of lecture contentconvert PPT Scenarios with branching Learner must pass testto elearning storyboard graphics audio create ...

Daily Scrum Meeting Ask What did you yesterday? What will you do today? What obstacles are there?15 Minutes Only pigs, no chickens

Scrum Taskboard in Sprintstory to do progress done Goal unplanned next

Scrum Taskboard in Sprintstory to do progress done Goal burndown unplanned next

Measuring via “Burndown” StartWork Remaining End Date

Burndown GoodWork Remaining or Bad? Date

http://www.infoq.com/articles/agile-kanban-boards

Daily Scrum 24 hoursProductBacklog Sprint “Shippable” Backlog Product 2 - 4 weeks

Daily Scrum Sprint Review / Retrospective 24 hoursProductBacklog Sprint “Shippable” Backlog Product 2 - 4 weeks

Sprint Review / Retrospective Reviews what and was not completed Presents the “working” “Shippable” Product increment - demo Reﬂects on what worked, what didn’t Identify improvements

http://scrum4kids.blogspot.com/2010/09/using-scrum-for-saturday-chores.html

ScrumDeﬁned ROLES/RULESTimeboxed SPRINTSPrescribed, limited MEETINGS

KanbanVisualize the workﬂowLimit Work In Progress (WIP)Manage ﬂowProcess policies must be explicitImprove collaboratively

How to start?

backlog doing (3) testing done

backlog doing (3) testing done FLOW

Kanban Activity

backlog doing (3) testing doneurgent!!

http://leankitkanban.com/

KanbanKanban boardLimit Work In Progress (WIP)Explicit process ﬂowDeliver oftenMake improvements

Success Limit WIP

Success Commit tofrequent releases

SuccessPULL thework

SuccessBe transparent - UseTask/Kanban board

Success scrum stand up picCOLLABORATEleverage team creativity

SuccessDo what’ll work in yourenvironme nt

SuccessDon’t limitto one tool

Success Agilebe

ReferencesDavid J Anderson, Kanban 2010Jim Benson & Tonianne DeMaria Barry, Personal Kanban: Mapping Work |Navigating LifePete Deemer, et al, The Scrum Primer, ver 1., 2010 http://www.scrumalliance.org/resources/339Jim Highsmith, Agile Project Management, 2010Henrick Kniberg, Scrum And XP from the Trenches, 2007Henrick Kniberg & Mattias Skarin, Kanban and Scrum, Making the most ofboth, 2010Project Management Body of Knowledge, 4th Edition, 2008Ken Schwaber, Agile Project Management with ScrumKen Schwaber & Jeff Sutherland, Scrum Guide July 2011 http://www.scrum.org/Michele Sliger & Stacia Brokerick, The Software Project Manager’s Bridge toAgility

Online Resourceshttp://www.pmi.org/http://www.projectsatwork.comhttp://www.projectmanagement.com/http://www.scrumalliance.org/http://twitter.com/pmiagiehttp://www.facebook.com/PMIAgile

Thank you!

Project Management forAgile elearning development Don Bolen, PMP, CSM don@dbolen.com @dbolen

Agile Project Management for elearning development

by Don Bolen

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Agile Project Management for elearning development Presentation Transcript