This document provides an overview of agile project management techniques for instructional designers. It discusses how agile is better suited than traditional models for complex instructional design projects that require flexibility and responsiveness to change. The key aspects of agile covered include iterative development, prioritizing work based on business value, frequent planning and review cycles, and emphasis on collaboration and feedback.
3. Build the case for Agile
Deliver projects
on time, in
budget, that
meet the need
Describe it to others
Write learner personas
Define the scope
Build the environment
Get started!
Estimate the effort
!
Plan the project
Develop in iterations
Align with goals
Identify work tasks Kick off the project
4. Build the case for Agile
Articulate why traditional approaches to project
planning are lacking
5
11. Agile is …
An iterative, incremental method
of guiding design & build projects
in a highly flexible & interactive manner,
focusing on maximizing customer value
and fostering high team engagement.
12
12. 13
Software Instructional Design
Dedicated Multiple projects
Features + Functions + Objectives
Continuous Sprints Considerable wait time
Scrum, XP, Kanban LLAMA
Test feedback loop
is immediate
Learning feedback
loop is long
14. THE AGILE MANIFESTO:
We are uncovering better ways
of developing software
by doing it and
helping others do it...
15
source: www.agilemanifesto.org
15. Through this work we have
come to value:
Individuals and interactions
over
processes and tools
16
source: www.agilemanifesto.org
16. Through this work we have
come to value:
working software
over
comprehensive documentation
17
source: www.agilemanifesto.org
17. Through this work we have
come to value:
customer collaboration
over
contract negotiation
18
source: www.agilemanifesto.org
18. Through this work we have
come to value:
responding to change
over
following a plan
19
source: www.agilemanifesto.org
30. Rules for
Estimating
Break down big things into little things.
The person who does the work estimates
the work.
Estimate based on what you think it will take
to do the work, with no padding.
Account for the uncertainty of large things.
31
33. When the
estimate is
wrong....
1. Speak up as soon as you know.
2. Say "thank you“.
3. Understand why.
4. Figure out what to do next.
5. Communicate with the client.
34
41. Zero-
Surprises
Projects
1. Break big things into little ones.
2. Plan from the big to the little.
3. Work from the little to the big.
(if they don’t match, start talking)
4. Make it visual.
42
50. Build the case for Agile
Deliver projects
on time, in
budget, that
meet the need
Describe it to others
Write learner personas
Define the scope
Build the environment
Get started!
Estimate the effort
!
Plan the project
Develop in iterations
Align with goals
Identify work tasks Kick off the project
51. Make it your own
Modify approach to fit own work environment and
organizational culture.
52