atd core 4 fall 2017 methodology madness

© Russell Martin & Associates www.russellmartin.com

a Moser Consultingcompany

Methodology MADNESS:

ADDIE, SAM, Agile, and More

presented by

Russell Martin & Associates

(317) 596-8022

[email protected]

www.russellmartin.com



How Has Work Changed

Ten Years Ago…

• Work on 1 project at a time,

sometimes alone.

• No email.

• Less or no multi-tasking.

• Functions / roles were clear

• Governance was clear – the

boss was the boss

• 8 – 5 work and rare overtime

•

•

Present…

•

•

•

•

•

•

•



Projects are Flash Mobs



How frustrated ARE YOU???



Content

• What is a methodology

and why do I need one?

• Customer Need

determines the

Methodology

• Managing the Project



Methodologies are…

Cheat Sheets An alternative to figuring out the tasks to do yourself

A standard generic approach

PROS CONS

Template / Quick Start Too many tasks to choose from

Worked for Others May not be appropriate for your specific project

Philosophical / Cultural Change

Changing culture hurts



What is the Return on

Investment?

Performance Gap:

Why Intervene?

• Increase Revenue

• Avoid Cost

How do we build it?

= Performance Change

Start With a Need



ADDIE

PROS:

• Easy to understand

• Good for frozen requirements,

basic knowledge training

CONS:

• There’s no good way to ‘go

back’



The Simple Project Management

Process

Dare to

Properly

Manage

Resources!

Define Plan Manage Review

1.Set Business

Objectives

2.Establish Project

Scope

3.Set Project

Objectives

4.Mitigate Risks

5.Establish

Constraints

6.Plan

Communications

7.Establish

Governance Plan

1.Determine

Milestones

2.Schedule Task

Dependencies

3.Adjust for

Resource

Dependencies

4.Create Budget

START

1.Control work in

progress

2.Provide status

and feedback

3.Leverage

Governance

4.Resolve

conflict

1.Close the project

2.Turn over

deliverables

3.Hold Project

Review

4.Celebrate

accomplishments

initiate plan monitor closeEND

A Project Charter template is included in these slides or you can download at www.russellmartin.com

http://www.russellmartin.com/



The Stakeholders

the project

The

Sponsor

Experts

(SMEs)Finance

CustomersFunctional

Leaders

The Project

Manager

The Dedicated

Project Team



Role: Project Manager

Project Team Members

Perform project activities

and produce project

deliverables

Project Manager

Plans, Organizes and

Manages the Project

Stakeholders



Role: Project Sponsor Project Sponsor

Represents the best interest of the

organization that is funding the project.

Provides resources

Makes critical business choices (governance)

http://sloanreview.mit.edu/article/how-executive-sponsors-influence-project-success/

http://sloanreview.mit.edu/article/how-executive-sponsors-influence-project-success/



One of the most common reasons why projects

fall short is a lack of executive sponsorship and

management buy-in, according to the KPMG New

Zealand Project Management Survey 2010. In

addition, PMIs 2010 Government Program

Management Study found that 81 percent of

program managers at U.S. government agencies

said that strong support from at least one

executive-level sponsor had a high impact on

project success.

- Project Management Institute (PMI)

http://www.pmi.org/-/media/pmi/documents/public/pdf/business-solutions/executive-engagement.pdf

http://www.pmi.org/-/media/pmi/documents/public/pdf/business-solutions/executive-engagement.pdf



Start Well: WHY?Project Charter

DEFINE

1. Set business objectives

2. Establish project scope

3. Set project objectives

4. Mitigate risks

5. Establish constraints

6. Plan communications

7. Establish governance plan Scope Diagram



Building the Project Schedule

Milestone:A date to measure whether the

project is on track (not just at the

END)

The Milestones of ADDIE are:

• ANALYSIS

• DESIGN

• DEVELOPMENT

• IMPLEMENT

• EVALUATE

Milestones indicate a group of

tasks are completed (or could

be set to begin).



Project Charter

Performance Gap:

Why Intervene?• Increase Revenue

• Avoid Cost

WHY are we spending money on this?

Project Schedule

1 Task1 Owner1 Due Date

Analyze the Need

Design the Solution

Build the Solution

Launch the Solution

Measure the Results

= Performance Change

Plan Well: Project Schedule/Plan

aka Methodology



Option 1: Guess what the tasks are

Brainstorm the tasks

PROS:

• You don’t need

to ask anyone

else

• Shortcut if your

projects are

really similar

CONS:

• You’ll miss tasks

• You’ll figure out

big problems at

the end

Alternative: use the same basic tasks you used before



Option 2: Use a Methodology (aka cheatsheet)

ADDIE

Spreadsheet available at www.russellmartin.com




ChoicesChicken or Egg?

1• Use a methodology and remove what

you don’t need

• Audit your list against your arrows on

the Scope Diagram to see if you’ve

missed anything

2• Use your Scope arrows to brainstorm

tasks (Post-its)

• Use a methodology to organize into

milestones

Charities

Sponsor: CEO

Volunteer Day

Project

Catering

Volunteers

Food

Budget

Sch

edule

Budget

Availa

ble

Corporate Communications

Employees

Communication Plan

Status

Tra

inin

g

Governance

Needs



The Need to Iterate and

Collaborate • Get the Right People

• Get FOCUS TIME

• Don’t lock on, iteratively discover throughout

• Divergence and Convergence

• Governance (clear decision making) at appropriate places

• Focus on PERFORMANCE not CONTENT

• Focus on PERFORMANCE not TOOLS



Design Thinking

Projects are either…

Puzzles or Mysteries

• Clear,

unchanging

requirements

• More people is

better

• Small, less

complex

• Unclear,

changing

requirements

• More people is

worse

• Innovative,

strategic and

complex

SomethingIn Between



Other Learning and Development

(L&D) Alternatives

SAM

AGILE



(SAM) Successful Approximation

Method

www.alleninteraction.com

http://www.alleninteraction.com/



SAM

Project Charter Sketch/Draft

Savvy Start Summary Report,Project Charter Refined/ Draft

Project Plan(Charter and Schedule)Project Go/No Go

Roles Matrix,Test Plan,GovernanceContent/ Objectives/Treatment Matrix

Design Proof, Content Grid Template

Alpha Beta Gold (done)

PROS:• Customer

engagement• More milestones• Prototype

CONS:• Never stop

prototyping• Too many

milestones• People don’t show



AGILE



www.agilemanifesto.org

http://www.agilemanifesto.org/



Agile is a Mindset not a

Methodology AGILE Waterfall Mindset change

Each person is making the best impact they can

Build what the Project Manager and Plan asked for

Commitment

Share everything, open your kimono

Restrict information to the people who need it to build their piece

Collaboration and Consensus

All voices are equal: invite and listen

Functional areas own their contribution

Curiosity



Agile Roles are different

Project Sponsor

Project Manager

Decentralized Governance in a Centralized Organization



The Scrum Master

Remover of Obstacles

Protector from Distraction (aka leave my

developer alone)

Enforcer of Events (aka start/end on time)

Doing Agile vs. Being Agile



https://it.gwu.edu/sites/it.gwu.edu/files/downloads/scrum_process.png

•using an iterative,

incremental and

evolutionary approach

•focusing on value-driven

development

•delivering production-

quality applications

•using barely sufficient

processes

•automating everything

•collaborating with the

customer

•encouraging self-

organizing and self-

managing teams

•having the flexibility to

accommodate existing PM

structures and

methodologies

https://it.gwu.edu/sites/it.gwu.edu/files/downloads/scrum_process.png



AGILE

PROS:• Customer driven• Clear roles• Clear priorities• Flexible

CONS:• Multitasking work

world is opposite of this

• Budgeting process is difficult



Your Real WorldWhat You Need Risk of

Occurrence (H, M, L)

How Will You Do It?

The Right People

Focus Time

Realistic PerformanceGoals

Governance / Quick Decisions + Priorities



Where to Get More Help

At www.russellmartin.com:

•Purchase books

•Get our LEARNING FLASH e-zine for more tips and tools

•Find out about workshops, webinars, e-learning and virtual alumni communities

•[email protected]

@nolecture Lou Russell
