Page 45 - Jostens Yearbook_Adviser Guide

THE BENEFITS OF AGILE PROJECT MANAGEMENT

■ Visibility allows all members to know exactly what needs to be done at any moment. Simply put: all eyes
2.4 WORKFLOW equals all hands.

Using a task board, work is assigned to one of three categories: To Do, Doing, or Done. When work is
complete, the task is moved, until all work is Done. As long as a task is on the board, there is work to be
done. Typically, each page team has its own color on the task board. This helps the adviser note the status
With the ladder planned and work assigned, it may seem like of any team’s progress toward deadline with just a glance.
the rest will just fall into place. Unfortunately, that’s not always
the case. To help the staff pace this workload, establish a

system of at least two mini-deadlines for each plant deadline.
Take into consideration a project management system

specifically designed for a multi-stage production press.

AGILE PROJECT MANAGEMENT

While the world of yearbook is unique, it is not the only industry to create an elaborate
product for mass consumption. The technology industry, specifically software developers,
utilize Agile project management, a system well-matched for the project-based learning
of yearbook.
Agile project management is an incremental system of management that relies on visibility,
communication and individual accountability.

■ Accountability works in tandem with visibility. Though tough to teach, advisers who set trust as the
IN THE MIDDLE foundation for teamwork—from self-selected roles and teams, to leadership opportunities—notice their
students take ownership of their responsibilities.
The appeal of Agile Project Management for middle school students has to do with its
visibility, communication and accountability. Middle school students can have short ■ When the adviser acts as project manager, she conducts daily “stand-ups” or status meetings that allow
attention spans and are unfamiliar with real deadline work, which is where the value of staff to discuss issues and challenges, troubleshooting instead of laying blame. This communication takes
Agile can best be seen. practice, but adds to the team’s focus.
■ Break the deadline down into 2-week mini-deadlines called “sprints” with clear, manageable goals. Sprints
Given the limited training time, some advisers may choose between using an Agile project
management system or a badge system like the one shown in section 2.1. Some have ease deadline stress by working incrementally. Content needs are assigned to a production team or by
decided on an abbreviated combination of the two. Note: these two systems can work job type.
together, but don’t necessarily have to. The adviser must look for what will work best for
their needs.
CLUB CUES

Breaking deadlines down into two-week sprints is ideal for the intermittent participation at the club level.

While it’s preferred to have the consistency of a staffer throughout an entire six-week deadline, the availability of
shorter commitments might add flexibility that appeals to students. Consider using sprint or deadline contracts for
students with busy after-school schedules.
Similarly, the task board does not restrict staff to working on any one team in particular. Students can grab any
task from any team, ideal for a program with intermittent participation.

44 SECTION 2.4 WORKFLOW GETTING STARTED 45