Ce diaporama a bien été signalé.
Nous utilisons votre profil LinkedIn et vos données d’activité pour vous proposer des publicités personnalisées et pertinentes. Vous pouvez changer vos préférences de publicités à tout moment.
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                                                           ...
Project Management Process Groups – PMBOK 4th Edition Knowledge                                                           ...
So, what’s wrong?
Is this your approach?Analysis           Design                    Develop                              Implement         ...
Is this your approach?Analysis            Design                     Develop                               Implement      ...
The Agile Manifesto“We are uncovering better ways of developingsoftware by doing it and helping others do it.Through this ...
The Agile Manifesto“We are uncovering better ways of developingsoftware by doing it and helping others do it.Through this ...
The Agile Principles of useful- Customer satisfaction by rapid delivery    software-   Welcome changing requirements, even...
The Agile Principles of useful- Customer satisfaction by rapid delivery    software-   Welcome changing requirements, even...
The Iron Triangle Traditional       ScopeCost       Schedule                  Highsmith, Agile Project Management, p 21
The Iron Triangle Traditional                      Agile       Scope                      ValueCost       Schedule    Qual...
Traditional vs what you         Plan Agile          expect to happen        Enforce the plan        Large, in-charge      ...
Traditional vs Agile         Plan what you expect          by iteration         Control is through          adaption/inspe...
Why Agile?          >>Less Defects             QUALITY productivity, faster time tomarket  $$Market alignmentQuicker ident...
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 wa...
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?
Which is better?
Image ccMaree Revely (aka Somerslea)
Scrum    Product   Development Scrum Master     Owner       TeamTimeboxed SPRINTSPrescribed, limited MEETINGS
Daily           Scrum                    24 hoursProductBacklog           Sprint                            “Shippable”   ...
Sprint Planning   Define the sprint goal,   summarizes product   backlog   Team time estimates   Selects stories for the   ...
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 tes...
3.5 hrs classroom   Test out of lecture contentconvert PPT                     Scenarios with branching    Learner must pa...
3.5 hrs classroom   Test out of lecture contentconvert PPT                     Scenarios with branching    Learner must pa...
3.5 hrs classroom   Test out of lecture contentconvert PPT                   Scenarios with branching    Learner must pass...
3.5 hrs classroom   Test out of lecture contentconvert PPT                   Scenarios with branching    Learner must pass...
Daily Scrum       Meeting             Ask               What did you yesterday?               What will you do today?     ...
Scrum Taskboard                   in                 Sprintstory   to do   progress   done        Goal                    ...
Scrum Taskboard                   in                 Sprintstory   to do   progress   done        Goal                    ...
Measuring via “Burndown”                 StartWork Remaining                                End                         Date
Burndown                          GoodWork Remaining                           or                          Bad?           ...
Burndown                          GoodWork Remaining                           or                          Bad?           ...
http://www.infoq.com/articles/agile-kanban-boards
Daily           Scrum                    24 hoursProductBacklog           Sprint                            “Shippable”   ...
Daily           Scrum                                             Sprint Review /                                         ...
Sprint Review / Retrospective  Reviews what and was not  completed  Presents the “working”   “Shippable”                  ...
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!!
backlog   doing (3)   testing   doneurgent!!
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 Life...
Online Resourceshttp://www.pmi.org/http://www.projectsatwork.comhttp://www.projectmanagement.com/http://www.scrumalliance....
Thank you!
Project Management forAgile   elearning development        Don Bolen, PMP, CSM        don@dbolen.com        @dbolen
Agile Project Management for elearning development
Agile Project Management for elearning development
Agile Project Management for elearning development
Agile Project Management for elearning development
Agile Project Management for elearning development
Agile Project Management for elearning development
Agile Project Management for elearning development
Prochain SlideShare
Chargement dans…5
×

Agile Project Management for elearning development

4 049 vues

Publié le

Deck used in eLearning Guild DevLearn 11 presentation. See more links, resources at http://marginallycompetent.wordpress.com/2011/10/31/resources-for-elg-agile-pm-for-elearning-development/

Publié dans : Business, Technologie
  • Soyez le premier à commenter

Agile Project Management for elearning development

  1. 1. Project Management forAgile elearning development Don Bolen, PMP, CSM
  2. 2. Why do we manage?
  3. 3. ?this session should answer
  4. 4. 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
  5. 5. 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
  6. 6. So, what’s wrong?
  7. 7. Is this your approach?Analysis Design Develop Implement Evaluate
  8. 8. Is this your approach?Analysis Design Develop Implement Evaluate Is it effective? Efficient?
  9. 9. 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/
  10. 10. 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/
  11. 11. 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
  12. 12. 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
  13. 13. The Iron Triangle Traditional ScopeCost Schedule Highsmith, Agile Project Management, p 21
  14. 14. The Iron Triangle Traditional Agile Scope ValueCost Schedule Quality Constraints Highsmith, Agile Project Management, p 21
  15. 15. Traditional vs what you Plan Agile expect to happen Enforce the plan Large, in-charge PM Directive, top down Use change control
  16. 16. Traditional vs Agile Plan what you expect by iteration Control is through adaption/inspection Use Agile proactively to manage change
  17. 17. 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
  18. 18. How will this work?
  19. 19. 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
  20. 20. 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
  21. 21. Persona Activity
  22. 22. 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>
  23. 23. 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
  24. 24. 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>
  25. 25. Let’s talk tools
  26. 26. Which is better?
  27. 27. Which is better?
  28. 28. Image ccMaree Revely (aka Somerslea)
  29. 29. Scrum Product Development Scrum Master Owner TeamTimeboxed SPRINTSPrescribed, limited MEETINGS
  30. 30. Daily Scrum 24 hoursProductBacklog Sprint “Shippable” Backlog Product 2 - 4 weeks
  31. 31. Sprint Planning Define the sprint goal, summarizes product backlog Team time estimates Selects stories for the sprint Selects time for daily scrum
  32. 32. Sprint Planning Activity
  33. 33. Classroom to Online3.5 hrs classroomTest out of lecture contentScenarios with branchingLearner must pass test
  34. 34. 3.5 hrs classroom Test out of lecture contentconvert PPT Scenarios with branching Learner must pass testto elearning
  35. 35. 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 ...
  36. 36. 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 ...
  37. 37. 3.5 hrs classroom Test out of lecture contentconvert PPT Scenarios with branching Learner must pass testto elearning storyboard graphics audio create ...
  38. 38. 3.5 hrs classroom Test out of lecture contentconvert PPT Scenarios with branching Learner must pass testto elearning storyboard graphics audio create ...
  39. 39. Daily Scrum Meeting Ask What did you yesterday? What will you do today? What obstacles are there?15 Minutes Only pigs, no chickens
  40. 40. Scrum Taskboard in Sprintstory to do progress done Goal unplanned next
  41. 41. Scrum Taskboard in Sprintstory to do progress done Goal burndown unplanned next
  42. 42. Measuring via “Burndown” StartWork Remaining End Date
  43. 43. Burndown GoodWork Remaining or Bad? Date
  44. 44. Burndown GoodWork Remaining or Bad? Date
  45. 45. http://www.infoq.com/articles/agile-kanban-boards
  46. 46. Daily Scrum 24 hoursProductBacklog Sprint “Shippable” Backlog Product 2 - 4 weeks
  47. 47. Daily Scrum Sprint Review / Retrospective 24 hoursProductBacklog Sprint “Shippable” Backlog Product 2 - 4 weeks
  48. 48. 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
  49. 49. http://scrum4kids.blogspot.com/2010/09/using-scrum-for-saturday-chores.html
  50. 50. ScrumDefined ROLES/RULESTimeboxed SPRINTSPrescribed, limited MEETINGS
  51. 51. KanbanVisualize the workflowLimit Work In Progress (WIP)Manage flowProcess policies must be explicitImprove collaboratively
  52. 52. How to start?
  53. 53. backlog doing (3) testing done
  54. 54. backlog doing (3) testing done FLOW
  55. 55. Kanban Activity
  56. 56. backlog doing (3) testing doneurgent!!
  57. 57. backlog doing (3) testing doneurgent!!
  58. 58. backlog doing (3) testing doneurgent!!
  59. 59. http://leankitkanban.com/
  60. 60. KanbanKanban boardLimit Work In Progress (WIP)Explicit process flowDeliver oftenMake improvements
  61. 61. Success Limit WIP
  62. 62. Success Commit tofrequent releases
  63. 63. SuccessPULL thework
  64. 64. SuccessBe transparent - UseTask/Kanban board
  65. 65. Success scrum stand up picCOLLABORATEleverage team creativity
  66. 66. SuccessDo what’ll work in yourenvironme nt
  67. 67. SuccessDon’t limitto one tool
  68. 68. Success Agilebe
  69. 69. 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
  70. 70. Online Resourceshttp://www.pmi.org/http://www.projectsatwork.comhttp://www.projectmanagement.com/http://www.scrumalliance.org/http://twitter.com/pmiagiehttp://www.facebook.com/PMIAgile
  71. 71. Thank you!
  72. 72. Project Management forAgile elearning development Don Bolen, PMP, CSM don@dbolen.com @dbolen

×