© 2008 james desrosier q uick c hange a rtistry : applying rapid prototyping techniques to new...
TRANSCRIPT
© 2008 James Desrosier
QUICK CHANGE ARTISTRY:
Applying Rapid Prototyping Techniques to New Program
Development
JAMES DESROSIER
Director, Business & Management Education
© 2008 James Desrosier
RP—
© 2008 James Desrosier
1980s
INDUSTRIALCOMPONENT
S
Computer Aided Design process
Automated manufacture of components
RP—From CAD
© 2008 James Desrosier
1980s
INDUSTRIALCOMPONENT
S
Computer Aided Design process
Automated manufacture of components
1990s
INSTRUCTIONAL
SYSTEMS
Interactive learning systems
Way to develop instructional delivery systems
RP—From CAD ISD
© 2008 James Desrosier
2000s
PROGRAMCONTENT
Front-loaded instructional design
Leverages process overlap to produce solid content quickly
1980s
INDUSTRIALCOMPONENT
S
Computer Aided Design process
Automated manufacture of components
1990s
INSTRUCTIONAL
SYSTEMS
Interactive learning systems
Way to develop instructional delivery systems
RP—From CAD ISD Content
© 2008 James Desrosier
2000s
PROGRAMCONTENT
Front-loaded instructional design
Leverages process overlap to produce solid content quickly
1980s
INDUSTRIALCOMPONENT
S
Computer Aided Design process
Automated manufacture of components
1990s
INSTRUCTIONAL
SYSTEMS
Interactive learning systems
Way to develop instructional delivery systems
W Y S I W Y G
RP—From CAD ISD Content
© 2008 James Desrosier
RP Accepts Reality as Given
THEORY PRAXI
S
© 2008 James Desrosier
Integrated Overlapping ProcessTripp & Bichelmeyer / Rieber Rapid Prototyping Model
Install & Maintain System
Utilize Prototype (Research)
Construct Prototype (Design)
Set ObjectivesAssess Needs & Analyze Content
Front-loaded, Front-loaded,
iterativeiterative
Rolling, simultaneousRolling, simultaneous
Integrated, plasticIntegrated, plastic
Overcomes rigidityOvercomes rigidity
Front-loaded, Front-loaded,
iterativeiterative
Rolling, simultaneousRolling, simultaneous
Integrated, plasticIntegrated, plastic
Overcomes rigidityOvercomes rigidity
© 2008 James Desrosier
RP Principles
Treat content like product
Focus on end-use
Build first iteration quickly
Try it then adjust it—fast
Repeat as necessary
Only getting there matters
DWD — Don’t Wait, Do
© 2008 James Desrosier
Benefit of Treating Content Like Product
Assess needsto identifygoal(s)
Conductinstructionalanalysis
Analyze learnersand contexts
Developassessmentinstruments
Developinstructional strategy
Develop instructional material
Conduct formative evaluation
Conductsummative evaluation
Writeperformanceobjectives
Reviseinstruction
Classic Instructional Design Model
RP Model
Install & Maintain System
Utilize Prototype (Research)
Construct Prototype (Design)
Set ObjectivesAssess Needs & Analyze Content
Install & Maintain System
Utilize Prototype (Research)
Construct Prototype (Design)
Set ObjectivesAssess Needs & Analyze Content
© 2008 James Desrosier
Applying the RP Model
Build it — Use it til it breaks — Step Build it — Use it til it breaks — Step back & take stock — Go again until it back & take stock — Go again until it
breaksbreaks
Meta Step Rolling Steps
Install & Maintain System
Utilize Prototype (Research)
Construct Prototype (Design)
Set ObjectivesAssess Needs & Analyze Content
© 2008 James Desrosier
RP: 7 Conclusions
Works for academic product
Preemptive development tool
Delivers excellent quality
Streamlines process
Improves team output
Parallel paths clear hurdles
Nimble ≠ facile
© 2008 James Desrosier
Case StudySILICON VALLEY STARTUP FOUNDRY
Unique content
Compressed
timetable
Atypical delivery
© 2008 James Desrosier
Pre-set Objectives
Preempt local market
Create entrepreneurship curriculum
Move as quickly as possible
Launch in next quarter
© 2008 James Desrosier
Timeline
Phase 5
RefinementRefinementLaunchLaunch
Phase 4
RapidRapidRedevelopmRedevelopm
entent
Phase 3
RethinkRethinkReorientReorient
Phase 2
RapidRapidDevelopmenDevelopmen
tt
Phase 1
FalseFalseStartStart
25-36 18-24 13-17 3-12 1-2WEEKS
© 2008 James Desrosier
Day 1—Team & Strategy
Phase 1False Start
Team of ~20 consultants/instructors
Adaptations of existing short-courses
Collected under “entrepreneurship”
Marketed outside catalog cycle
INHERITED PROGRAM
© 2008 James Desrosier
Day 7—Raging Instincts
Phase 1False Start
Does anyone have startup experience?
Are we successful with short-format?
What does “entrepreneurship” mean?
Do we have wherewithal to open-market?
META STEP APPLICATION # 1
© 2008 James Desrosier
Day 8—Research
Phase 1False Start
Customer…
Content…
Competition…
Culture…
60k at any given time
No application-driven training
High-end boot camps
Startup-oriented
TELLING MARKET SNAPSHOT
© 2008 James Desrosier
Day 9—Restart
Phase 1False Start
Target startup leaders
Tailored content
Experienced team
Make up for lost time
Maintained deadline
ROLLING STEP # 1—RESET OBJECTIVES
© 2008 James Desrosier
Days 10-15
Phase 1False Start
Litmus Test: Been in a SV startup?
Unloaded all but two of current team
Identified & recruited new team
Convened team & mapped curriculum
Content & advisory board development
ROLLING STEP # 2—PROTOTYPING
© 2008 James Desrosier
Phase 2Rapid
(Re)Development
12-course Certificate
120 hours of instruction
Complete in 4 quarters
Graded w/ homework
Week 3—Initial DesignROLLING STEP # 2—PROTOTYPING
© 2008 James Desrosier
SPRG O7 SUMM 07 FALL 07 WINT 08 SPRG 08 SUMM 08 FALL O8 WINT 09
BUILDING THE FUNDABLE START-UP—WHAT BEING AN ENTREPRENEUR MEANS & WHAT YOU NEED TO KNOW
X X X X X X X X
FOUNDING A TECHNOLOGY START-UP—FROM IDEA TO INCORPORATION
X X X X
BUILDING PRODUCTS THAT SELL (THEMSELVES)
X X X X
OPERATING A COMPANY—PROCESSES & ROUTINES YOU NEED TO KNOW AND FOLLOW
X X X X
GETTING START-UP FUNDING—INCLUDING LONGER RANGE FINANCIAL STRATEGY
X X X X
ANTICIPATING, MANAGING & TURNING AROUND CRISES
X X X X
ASSEMBLING & MANAGING WINNING TEAMS & PARTNERSHIPS—INCLUDING NEGOTIATING SKILLS
X X X X
MARKETING FOR TART-UPS
X X X X
SALES FOR START-UPS
X X X X
LEGAL BASICS—FROM PROTECTING INTELLECTUAL PROPERTY TO EMPLOYEE & CORPORATE ISSUES
X X X X
BEYOND TRADITIONAL PROJECT MANAGEMENT—EXTREME PM
X X X X
FINANCE FOR NONFINANCIAL MANAGERS
X X X X
DEVELOPING AN ENTREPRENEURIAL IDEA
X X X X
© 2008 James Desrosier
Phase 2Rapid
(Re)DevelopmentWeeks 4—12
8 courses from scratch
Business case
Campus approvals
Advisory board
FOR OUR ACADEMIC FOR OUR ACADEMIC RP PROCESS, THESE RP PROCESS, THESE
WERE THE FIRST WERE THE FIRST TWO “USES”TWO “USES”
FOR OUR ACADEMIC FOR OUR ACADEMIC RP PROCESS, THESE RP PROCESS, THESE
WERE THE FIRST WERE THE FIRST TWO “USES”TWO “USES”
LOTS OF OVERLAPPING PROCESS
© 2008 James Desrosier
Phase 2Rapid
(Re)Development
Entrepreneurs all
VCs, Angels, Incubators
Bankers, Lawyers
Startup managers
Academics, Journalists
Cross-section of sectors
A/B CompositionMATRIX OF THOSE IN-THE-KNOW
© 2008 James Desrosier
Phase 2Rapid
(Re)Development
Market assessment
Target profile
Strategy & objectives
Program architecture
Course thumbnails
CRUCIAL SNIFF TEST
……and they liked what they and they liked what they sawsaw
What the A/B Saw & Debated
© 2008 James Desrosier
Phase 3Rethink Reorient
Incorporated Board input
Convened Board subcommittee
4-hour 3-on-1 review
Identified key design flaw
Weeks 12—13 COMBINED META & USE STEP
© 2008 James Desrosier
Weeks 14-17
Phase 4Rapid
Redevelopment
Delayed launch & edited catalog ad
Synthesized subcommittee input
Documented commentary
Released feedback & rethink exercise
Called new instructor meeting
META STEP REDUX
© 2008 James Desrosier
Weeks 18-24
Phase 4Rapid
Redevelopment
Reviewed exercise output
Set new direction
Started compressing courses
Follow-up peer reviews
Fired instructors = 50% content
Identified & engaged replacements
RE-PROTOTYPING MODE
““USE”USE” ““USE”USE”
© 2008 James Desrosier
Weeks 25-26
Phase 5Refinement
Launch
2-day intensive
12 experts
12 modules
Compressed into 20
hrs
NEW DESIGN FINALIZED
© 2008 James Desrosier
Weeks 27-32
Phase 5Refinement
Launch
1-on-1s with Engineering & Economics
2-on-1s with individual instructors
5-hour dry run with A/B & staff
INTERNAL REVIEWS
© 2008 James Desrosier
Weeks 33-36
Phase 5Refinement
Launch
12 presentations
submitted
Rewrite & reformat
Conducted course
FINAL EDIT & LAUNCH
© 2008 James Desrosier
Results
Hit target enrollment
Radical format worked
Ratings 4.5 on 5.0 scale
Second run even better
© 2008 James Desrosier
RP: 7 Conclusions
Works for academic product
Preemptive development tool
Delivers excellent quality
Streamlines process
Improves team output
Parallel paths clear hurdles
Nimble ≠ facile
© 2008 James Desrosier
RP Principles
Treat content like product
Focus on end-use
Build first iteration quickly
Try it then adjust it—fast
Repeat as necessary
Only getting there matters
DWD — Don’t Wait, Do
© 2008 James Desrosier
THANKS FOR YOUR TIME
JAMES DESROSIERDirector, Business & Management Education