WEBINAR: "Agile Development"

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©Ontuitive 2013 #PerformanceSupport Agile Development Bob Mosher Chief Learning Evangelist Conrad Gottfredson Chief Learning Strategist Doug Johnson Director of Product Development #PerformanceSupport [email protected] [email protected] [email protected]

description

Join Bob Mosher and Conrad Gottfredson as they discuss Agile development in this month's webinar! Software development is shifting to Agile development practices due to the speed of change within organizations, and therefore creating the demand for such shifts. These same compelling reasons are pushing learning groups to challenge their current methodologies and become more adaptive. This can’t be accomplished without a Performance Support strategy, methodology, and technology. Our charge is not only to keep up with Agile software development, but to keep up with the adaptive performance requirements of organizations to be “Agile": to grow, change, and innovate at or above the speed of their markets – in other words, the need to: “learn at the speed of change.”

Transcript of WEBINAR: "Agile Development"

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©Ontuitive 2013 #PerformanceSupport

Agile DevelopmentBob Mosher

Chief Learning Evangelist

Conrad GottfredsonChief Learning Strategist

Doug Johnson Director of Product Development

#PerformanceSupport

[email protected]@Ontuitive.com

[email protected]

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What is Agile, REALLY?

Where we are now

Pre-webinar poll results

Live polls

How to be agile

Today’s agenda

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Doug JohnsonDirector of Software

25 Years in Software Development

• Big Companies (Microsoft) to

Startups

• Onshore – Offshore (India, China,

Poland, UK)

• Internal LOB Apps to Commercial

Products (Windows 2000, SQL

2005, Yaptap, now Ontuitive!)

• Certified Scrum Master

• 6 Kids and counting

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Agile grew from fallacies observed by software project managers from FAILED software projects:

• Belief that ALL requirements can be known right now for a system to be developed over months or years.

• Belief that employees can write down requirements in a way that software developers can understand.

• Belief that employees have the best idea on how to meet their business needs.

• Belief that reactive IT could address changing needs at the Speed of Business

What is Agile, REALLY?

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Agile is a set of tradeoffs, having a preference for:

• Individuals and interactions over processes and tools

• Working software over comprehensive documentation

• Customer collaboration over contract negotiation

• Responding to change over following a plan

Agile is a philosophy with many methodologies:• Scrum• Extreme Programming (XP)• Kanban• TDD / DDD / FDD

Then, what is Agile exactly…

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What is Agile NOT?

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Agile Development in a nutshell

1. 1 List of requirements – written as User Stories (Product

Backlog)

2. Team (Devs, QA, Designer) estimates at a high-level (with

Story Points)

3. Product Owner Prioritizes from 1..N

4. PO negotiates 2 weeks worth of work with team

5. Team delivers functioning software in those 2 weeks

6. Repeat 4 and 5 until PO wants to Release

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What happens with only Agile Developers

Requirements andPriorities

Shippable Product –EVERY 2 WEEKS!

When are we shipping again?

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What does an Agile Company look like?

Requirements andPriorities

Shippable Product –EVERY 2 WEEKS!

Release Scrum

Ship It Repeat

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What is Agile, REALLY?

Where we are now

Pre-webinar poll results

Live polls

Today’s agenda

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Live poll

Q: How experienced is your organization in meeting the learning and performance

support demands of agile software development?

• We have NO experience at all

• We have a LITTLE experience

• We have a GOOD AMOUNT of experience

• We have a GREAT AMOUNT of experience

• We are HIGHLY experienced

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How experienced is your organization in meeting the learning and performance support demands of agile software development?

Pre-webinar poll results

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What is Agile, REALLY?

Where we are now

Pre-webinar poll results

Live polls

How to be agile

Today’s agenda

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The PS SpectrumAgile is the “Silver lining” and “Tipping Point we’ve been looking for!!

ScatteredInformation Support

TargetedInformation Support

TargetedPerformance Support

SmartPerformance Support

AutomatedPerformance Support

1. Low 3. Tangible 5. Transformational2. Marginal 4. Significant

• Shallow

• Haphazard access

• Flat

• Narrow

• Restricted access

• Limited

• Deep

• Rapid Access

• Task-Based

• Deep and Broad

• Smart Access

• Step-Based

• Deeper

• Automated

Access

• Step-Based

Embedded

Context

Just Enough

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Instructional Design— Keeping Up at the Speed of Change

©Conrad Gottfredson, 2013

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©Conrad Gottfredson, 2013

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The AGILE process

Justify the need for NEW and MORE by

rating the impact of failure through

Critical Skills Analysis

©Conrad Gottfredson, 2013

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The AGILE process

©Conrad Gottfredson, 2013

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Develop working solutions iteratively and implement incrementally

• Iterate: to do something over repeatedly• Implement: to put into practical effect; carry out• Incrementally: The process of increasing through

addition or contribution.

©Conrad Gottfredson, 2013

The AGILE process

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1. Establish an Iterative Development & Implementation Plan (with timeline)

2. If more than one iteration, build for Core for first iteration.

Prioritize core development as follows:

– Use the CSA prioritization for development of content and the assigning

of resources within the EPSS

– Develop Case-based Formal Instruction focusing on 5 through 7 rated

tasks and concepts©Conrad Gottfredson, 2013

The AGILE process

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Just Enough in the form needed to effectively perform inside the business process

3 fundamental PS principlesIn

crea

sin

g L

evel

s o

f S

up

po

rt

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1. Establish an Iterative Development & Implementation Plan (with timeline)

2. If more than one iteration, build for Core for first iteration.

Prioritize core development as follows:

– Use the CSA prioritization for development of content and the assigning of resources within the EPSS

• Quick Steps for all, • Detailed Steps for 4 through 7 ratings, • About for 5 through 7 (using the concept template)• Existing reference resources assigned to all respective tasks, • Learn: Show Me and Try it developed for 5 through 7• New development of resources only for 5 through 7 ratings

– Develop Case-based Formal Instruction focusing on 5 through 7 rated tasks and concepts

©Conrad Gottfredson, 2013

The AGILE process

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The AGILE process

1. Establish an Iterative Development & Implementation Plan (with timeline)

2. If more than one iteration, build for Core for first iteration.

• Prioritize development– Begin with the most stable – Negotiate to stability as needed

• Develop within structure

3. For each subsequent iteration:©Conrad Gottfredson, 2013

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©Conrad Gottfredson, 2013

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Agile companies stay nimble by using approaches like Performance Support to minimize up front “big knowledge”

and maximize direction at the moment of need.

How to be agile

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2013 PS webinar series

September: Technology Needed to Author & Deliver PS

November: Competencies for L&D & performance

Save the DatePerformance Support Symposium: September 9th & 10thBoston, MA

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We need YOUR feedback!!PS Community Survey: https://www.surveymonkey.com/s/MK28G98

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Thanks!Next Steps & Resources

Become a member of our Performance Support Community – if you already are – invite a friend or colleague! Email us at [email protected] for an invite!

In the community you can:

• Discuss the current and future states of performance support in your organization

• Read our blogs, watch past webinars, listen to podcasts

• Network

• Collect business case data

• Find resources to share with stakeholders to increase PS buy-in

Contact Us: [email protected]

@bmosh@congott