the agile method and agile isd; how to use each to improve your training program
DESCRIPTION
The term "agile" is being used readily to express the desire organizations have to be responsive and flexible to change in their organization. The Agile development method is designed to quickly and efficiently produce software products. Recently its application has expanded to other areas including training products. AGILE ISD is a new way of thinking about education where performance is the metric that drives the development and delivery decisions in an organization’s training program. It recognizes the long tail of learning and the five moments of learning need. AGILE ISD provides strategies for creating a culture of learning at your organization. While these two agile methods are for different purposes, they are not mutually exclusive. This session will explain how your organization can use both methods to your advantage and success. We clarify some of the different uses of the term agile within the learning and development community. In this session we will cover: • Agile (software) movement - its history, its main tenets, different types of agile frameworks and how to incorporated into the ADDIE training methodology • AGILE ISD – is a methodology developed by Dr. Conrad Gottfredson that aims to supplement ADDIE by expanding its scope to include informal learning design. We cover its history, its main tenants, principles of agile education, and incorporating AGILE ISD into the ADDIE training methodology • How the two approaches can both be successfully applied in your L&D organizationTRANSCRIPT
The Agile Method and AGILE ISD: How to Use Each to Improve Your
Training Program
Terry Chandler & Chris KingTOC Annual Institute
April 28-30, 2014
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Agile DevelopmentCreated because traditional software development methodologies were not flexible or rapid enough
AGILE Instructional DesignCreated because traditional instructional design methodologies were not flexible or rapid enough
Agile vs. AGILE
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Agile vs. AGILE
Agile Development AGILE Instructional DesignCreated because traditional software development methodologies were not flexible or rapid enough
Created because traditional instructional design methodologies were not flexible or rapid enough
A method for improving software development outcomes
A rethinking of how to deliver better training outcomes
Focus on tactical development Focus on comprehensive designDescribes a philosophy of how a technical team operates
Describes a methodology for designing holistic learning programs to address all 5 Moments of Learning Need
Iteratively develop and deploy tested and relevant functionality in software
Rapidly create and deploy a core learning solution, with a complementary performance support system
In spite of the name, they are different but also complementary.
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Agile Values(Agile Manifesto)
Individuals and Interactions over Processes and Tools
Working software over Comprehensive documentation
Customer collaboration over Contract negotiation
Responding to change over Following a plan
That is, while we value the items on the right, we value the items on the left more
http://agilemanifesto.org/
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Why Agile?
• IT industry average success rate for projects is:
33%
From 2010 report by The Standish Group
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Scrum Defined
“Scrum is not a process or a technique for building products; rather, it is a framework within which you can employ various processes and techniques… Scrum is grounded in empirical process control theory, and employs an iterative, incremental approach to optimize predictability and control risk.”
- Scrum Guide
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Incremental and Iterative Delivery
Incremental- Develop smaller portions at a time- Gradually build up functionality- Allows value to be delivered early
Iterative- Develop through repeated cycles- Start simple, expecting to change- Used to find the right solution
(fail early)- Used to improve the candidate
solution
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Scrum is a framework for building a product
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Scrum vs. Waterfall
Scrum is based on Adaptability- Constant feedback- Allows for discovery
throughout the lifecycle- Provides infrastructure to
support and implement change
Waterfall is based on Predictability- Feedback is usually not
attained until late in the project- Works best when all details
are known up front- Change is expensive
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Problems with the ADDIE Waterfall
Analysis
Design
Develop
Implement
Evaluate
1. Time to realize actual value2. False precision of estimates3. What if something goes wrong?
“I believe in this concept, but the implementation described above is risky and invites failure.”
- Dr. Winston Royce
Managing the Development of Large Software Systems, Winston Royce (1970)
The Learning Shift: Physicians
ADDIE AGILE11
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Exercise
• Index cards – write down a situation you face in your workplace where performance-focused learning is more important than knowledge-focused learning
• Hand your card to someone sitting next to you, read theirs, and discuss these examples.
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AGILE Instructional Design
AGILE ISD is more about rethinking how to teach than it is how to
develop courses.
The change in thinking drives changes in what is developed and the processes developed.
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Are learners truly competent after training?P
rofic
ienc
y/C
ompe
tenc
e
Time
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3
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What we imagine happens
What actually happens
Without support
With support
Training Post-Training
Source: Mark Rosenberg, At the Moment of Need: The Case for Performance Support, eLearning Guild White Paper, 2013
ApplyNew
More Change
Solve
Acquisition of Knowledge
Formal Instruction
Application and Maintenance of
KnowledgePerformance
Support
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Incr
easi
ng L
evel
s of
Sup
port
Structured performance supportReady in 2-clicks and 10-seconds
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AGILE Instructional Design
This methodology addresses all five moments of learning need with an Agile approach to training development that leverages the advantages of the Agile philosophy
Shifts learning from knowledge-focused learning to performance-focused
This builds both formal training modules/events and structured performance support
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AGILE Instructional Design addresses both the formal and informal acquisition of knowledge
Five levels of detail are available to support each step of the process in each Task: Process, Steps, Details, Resources, and Teach Me. Processes, Steps, and Details are simply checklists or job aids with increasingly more detail. Resources and Teach Me broker additional, existing reference resources or training resources specifically identified as supporting this task.
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ADDIE + AGILE Instructional Design + Agile Scrum
Sprint
Creates small chunks and immediate results
Formal Training Embedded Performance Support System
Provides a big vision, yet an incremental approach that delivers value early in the project
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Conclusion
• A combination of Agile, AGILE, and ADDIE is necessary to develop a comprehensive solution
• This is rethinking how we design/develop training truly impact job performance
• Caveat: It may not be any cheaper• Caveat to the Caveat: It may not be any
cheaper, but it will be more effective at changing job performance
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SUPPLEMENTAL SLIDES
What is all this about Agile
• There is the Agile Development method– The Agile development method is designed to quickly and efficiently
produce software products. Recently its application has expanded to other areas including training products.
• There is an ISD philosophy called AGILE ISD which stands for <>…– AGILE ISD is a new way of thinking about education where performance
is the metric that drives the development and delivery decisions in an organization’s training program. It recognizes the long tail of learning and the five moments of learning need. AGILE ISD provides strategies for creating a culture of learning at your organization.
• While these two agile methods are for different purposes, they are not mutually exclusive. This session will explain how your organization can use both methods to your advantage and success.
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The Agile Development Method - History
• Agile is based on a software development manifesto defined during a 2 day meeting at Snowbird Ski resort in Wasatch Mountains, Utah in February 11- 13, 2001.
• The 17 members attending represented several different programing approaches sympathetic to the need for an alternative to documentation driven heavyweight software development processes.
• These light weight approaches include: Extreme Programming, SCRUM, DSDM, Adaptive Software Development, Crystall, Feature-Driven Development, Pragmatic Programming.
• What emerged was an agile manifesto, 12 principles of Agile Software development, and the formation of the Agile Alliance
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Manifesto for Agile Software Development
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 contract negotiation
Responding to change over following a plan
That is, while there is value in the items onthe right, we value the items on the left more.
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12 Principles behind the Agile Manifesto1. Our highest priority is to satisfy the customer through early and continuous delivery
of valuable software. 2. Welcome changing requirements, even late in development. Agile processes
harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months,
with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support
they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and
users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11. The best architectures, requirements, and designs emerge from self-organizing
teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes
and adjusts its behavior accordingly.
The ORM EEO Resource Center is a Performance Support solution designed to complement the Hybrid Conference Learning Objectives with direct, tasked-based performance support. Stakeholders can access the content from several viewpoints: role-holder, type of complaint, and general information search.
Selecting a Complaint Type offers more information on the complaint, as well as the ability to see each role involved in the complaint type.
The EEO Counselor Role shows the broad framework of preventing and resolving workplace disputes, and offers the ability to drill into any of topics for further information. If a counselor has a question about resolving a dispute informally through counseling, for instance, a click on the box delivers them to a process flow and more information.
The process for the “Resolve Informally Through Counseling” task shows the steps of the process, along with the time frame. Each step in this process links to specific steps that enable the broad process.
Five levels of detail are available to support each step of the process in each Task: Process, Steps, Details, Resources, and Teach Me. Processes, Steps, and Details are simply checklists or job aids with increasingly more detail. Resources and Teach Me broker additional, existing reference resources or training resources specifically identified as supporting this task.