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  1. Frontmatter
  2. Acknowledgements
  3. Conventions
  4. Introduction

  5. Why Care
  6. Intended Audience
  7. Why a Training-Specific Book about Lean-Agile
  8. A Brief Note to Chief Learning Officers (CLOs), VPs of HR or VPs of Engineering
  9. Why Care about Lean-Agile as Buyers of Training Products and Services
  10. Why Care about Lean-Agile as Learning & Development Professionals

  11. Setting the Stage
  12. Readers Familiar with Lean-Agile in Software can Skip this Chapter
  13. A Brief History of Applying Ideas from Other Domains
  14. A Brief History of Agile
  15. A Brief History of Lean
  16. A Brief History of the Theory of Constraints
  17. A Brief History of the PDCA Cycle
  18. Visualizing Workflow
  19. Trello as a Virtual Kanban Tool
  20. Lean-Agile is a Big Skill that Combines Middle Skills
  21. Your Organization May Vary
  22. Proprietary Versus Open

  23. Focusing on Buyers of Training
  24. Traditional Sequentially Executed ADDIE (aka Waterfall Method)
  25. A Brief Comparison Between the Lean-Agile approach and ADDIE
  26. Determining How Much Lean-Agile a Buyer Organization can Apply
  27. How the Lean-Agile Approach Impacts the Buyer’s Risk
  28. How Agile Changes the Buyer’s Training Procurement Process
  29. What the Buyer Should Tell their Staff to Expect from Lean-Agile
  30. How Training Buyers Can Determine Who Really Knows Lean-Agile
  31. How Much More Time will Lean-Agile Take for Buyer’s Staff
  32. Behold Complete Transparency
  33. Lean-Agile and Earned Value Compatibility

  34. Adjusting to an Agile Mindset
  35. Don’t Wait for Perfection
  36. Leading a Lean-Agile Implementation
  37. Workplace Training Rather than Education
  38. Lean-Agile Modifies ADDIE Rather than Replaces ADDIE
  39. Lean-Agile is Not a Silver Bullet
  40. The Cottage Industry vs Mass Production Model
  41. Adopting Lean-Agile - Quickly or Slowly
  42. A Lean-Agile Journey
  43. Driving Assumptions, Context and Constraints
  44. Lean-Agile is Still New to Many Training Product Buyers
  45. Complexity Impacts Training Projects Today

  46. Principles of Agile - The Key to Success
  47. Principles Versus Methods
  48. Agile Principles
  49. Lean Principles
  50. Theory of Constraints Principles
  51. Minimizing Feedback Delay
  52. Make Work Visible
  53. Geographically Dispersed Teams Versus Colocated Teams
  54. The Seen and the Unseen - Noticing Lean Waste
  55. Working Courseware Increment
  56. Respect for People
  57. Small Batch Training at the LO Level
  58. Standard Work in the Form of Checklists
  59. Make Defect Demand Visible
  60. Customer Collaboration for Earlier Feedback
  61. Continuous Improvement - Kaizen
  62. Planning Still Happens in Lean-Agile

  63. Adaptations to Agile for Training Development
  64. Lean-Agile Design–Still Experimenting–Stay Tuned …
  65. Kanban is the Most Flexible Workflow Tool Yet
  66. Kanban as a Process Map
  67. What to Track on your Kanban Board
  68. Requirements as Work Items
  69. Build the Courseware Backlog
  70. The Courseware Initial Plan
  71. Don’t Start with Velocity Tracking
  72. Specialization Expectations for Training Development
  73. Why We Call it a Courseware Increment Instead of a Lesson
  74. Lean-Agile Works for Related Product Development
  75. Degree of Formality - CDD or a simpler List of LOs and Strategies
  76. Translating Training Agile Terms for Software Developers on your Team
  77. Content Versus Players
  78. Communicating Kanban Defect Cards to the Customer
  79. Simulation Development Uses Agile Like Software Development

  80. Adaptations for Customers that Reject Agile
  81. Using Kanban In-House Even if a Customer Requires Waterfall

  82. Troubleshooting Agile Problems
  83. Diagnosis Questions
  84. Experimenting with PDCA
  85. Until Team Members Get Pull - Overcoming Push
  86. Fixing Bottlenecks
  87. Dealing with Customer Demand Fluctuations—Determining Labor Capacity
  88. Accounting for Variances from Plans
  89. Some Customers are Not Used to Fixed Time Box Iterations
  90. Variance is Not the Enemy in Product Development
  91. Using Queuing Theory to Improve Kanban Traffic Jams
  92. Capture Troubleshooting Lessons Learned for Other Teams
  93. Troubleshooting in Obvious, Complicated, Complex and Chaotic Domains
  94. Other Troubleshooting

  95. Mistakes and Misconceptions Others Made So You Don’t Have To
  96. Team Members Working on Too Many Things at Once
  97. Ensure your Contract Allows Scope Reduction by Prioritization
  98. When SME Delays Last Beyond One Iteration
  99. Scaling to Many Teams Means Sharing Lessons Learned
  100. Good People are Always in Demand
  101. Some SMEs Don’t Know What to Expect from Lean-Agile
  102. Kanban May Not Help as Much for Teams of One
  103. Stakeholder and Organizational Resistance to Lean-Agile
  104. The Urge to Batch Larger to Avoid Many Kanban Cards
  105. Messages about WIP Limits and Inventory Waste Don’t Get Through in a Single Telling
  106. Customers Familiar with Pure Scrum for Software Development May have Misconceptions
  107. Sometimes Customers Still Want the Courseware Before It Can Be Completed
  108. Without Learning the Principle, Some Team Members Just Go Through the Motions
  109. Breakdown Video Production into Smaller Work Items

  110. Successes
  111. How to Convince a Customer to Accept a Lean-Agile Approach
  112. Early Success Helps Gain Momentum
  113. Stack the Team
  114. Productivity from Team Rhythm
  115. Set Up the Board for the Team, and They Get It Quickly
  116. Visual Management Sets the Conditions for Kaizen
  117. Checklists as Job Aids
  118. Working Product Increments Build Customer Trust in the Team
  119. Build-In Quality using Checklists
  120. Scaling to Many Teams Spread Over Many Sites
  121. Adapting to Organizations that Enforce Linear Waterfall Methods
  122. Many Heads are Better Than One - Innovation by Involving the Whole Team
  123. Adapting Lean-Agile to Fit Within CMMI
  124. Pull Versus Assigning (Push) Works Better
  125. Skip Kanban Columns When Needed
  126. Iteration Demos Unify the SMEs
  127. Training Already has a Way of Decomposing a Work Effort and Estimating
  128. Find a Virtual Kanban Tool that Allows Batching Card Moves
  129. Planning Staffing Capacity - Matching Supply and Demand
  130. Start Agile and Become Lean
  131. Kanban and Daily Standups Provide Accountability Quickly
  132. Learning From Each Other
  133. Share Lessons Learned
  134. Share Successes with Stakeholders and your Organizational Leadership
  135. Persuade Organizational Leadership to Underwrite Experimentation Initially
  136. Track Risk Mitigation and Opportunity Capture Actions as Task Level Cards on the Kanban Board
  137. Build Lean-Agile into your Process for Getting New Business
  138. A Few Metrics Help, Too Many Hinder
  139. Inspect What you Expect
  140. Reduce Process Complexity Wherever Appropriate
  141. Standardizing Lean-Agile is Not Antithetical
  142. Test Process Changes with Experiments Before Going Bigger
  143. Have Someone Focused on the Customer
  144. Great Staff is the Root Cause of Success
  145. Our Dissenter Helped Us Improve
  146. Welcome Novel Ideas and Solutions from Team Members
  147. Tiered Kanban Boards Help Show the Big Picture
  148. Teams Can Change the Process
  149. Iteration Reviews are “No Homework” Activities for Buyer/Customer Stakeholders

  150. Roles in Agile
  151. Role of the Agile Coach
  152. Role of the Agile Team Member
  153. Role of the Agile Quality Assurance Content Inspector/Functionality Tester
  154. Role of the Product Owner
  155. Role of the Team Lead
  156. Role of the Manager
  157. Role Adaptations for Small Shops
  158. A Day in the Life

  159. Next Steps
  160. Separate Teams for Player Development and Content Development Teams
  161. Shape Customer Expectations Before Contract Execution
  162. Senior Leadership Has Got Your Back
  163. Getting Started–Make Your Own Way
  164. We Used a Kanban Board to Write this Book
  165. Colophon
  166. Lean-Agile Job Tasks for the Buyers
  167. Lean-Agile Job Tasks for the Producers
  168. Markup Technologies
  169. Further Reading
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