Agile Project Management for Smart m-Learning (IEC2012)

Annop Piyasinchart 1* Namon Jeerungsuwan Ph.D. 2

1 Doctoral Degree Student, Information and CommunicationTechnology for Education

Faculty of Technical Education King Mongkut's Institute ofTechnology North Bangkok

2 Asst. Prof. Dr. Namon Jeerungsuwan Director of Ph.D.Program in Information and Communication

Technology for EducationFaculty of Technical Education King Mongkut's Institute of

Technology North Bangkok, e-Mail:namon9@hotmail.com*Corresponding Author Tel. 081-7556406 E-mail:

mailpiyasin@gmail.com

ABSTRACT

The purpose of this researchstudy is to develop an agileproject management model fora management program thatinvolves in the informationcommunica-tion and technology(ICT) such as “The AgileProject Management for Smartm-Learning”. Our model isderived from many articlesand research documents thatwe reviewed and synthesizedfrom the discipline ofmanagement study discipline;these include: Deming’s man-agement (PDCA), ComplexAdaptive System: CAS, PMIproject management and threenew agile project managementtechniques: 1) “eXtremeProject Management”, 2)“Agile Project Management:Creating Innovative

Products”, and 3) “ProjectManage-ment e-Learning”. Wecreated and then utilized aset of the open-ended ques-tions are then developed andused to generate our formodel. We used in -depthinterviews with approving by2two selected target groupsin depth interviews. Thefirst target group wasformerare 5 five project managementexperts who have more than 15years of experience intheir career fieldpath, thesecond group waslatter are 3three project managementexperts in m-Learning fromthe academiaemic. After theinterviews we created ourmodel then went back to thetarget groups to obtain theiracceptance.According to thein-depth interviews, themodel is accepted by the

experts. The All commentswereare then used tosynthesize to improve themodel which we namedisfinally named “SEED of WISDOMfor Agile Project Manage-ment”. The author’s plan isto use the model will beimplemented to manage athe“Smart m-Learning” projectfor primary grade students inthe future.

KEYWORDS

Plan, Do, Check, Act (PDCA),Project Management Body ofKnowledge (PMBOK), ComplexAdaptive System, AgileProject Management, Smart m-Learning

1) INTRODUCTION The rapid emergenceRapidlyemerging of new InformationCommunication Technology(ICT) technology will playsquite a big role in futurechanges to the educationsystem changing. Theemerging technology use inThailand has been on an ad-hoc basis.What has beenhappening in Thailand now isalways an ad-hoc activity inusing new emergingtechnology. Current planninghas not delivered aneffectiveicient and efficientmethod to utilize funds andhuman resources. Without any

well plan enough among allthe interested parties causedan ineffective using sourceof fund and human resources.Installing new ICT to enhanceour present education systemis quite difficult becausenot only for the plansusually center on technicalaspects but ignore the butalso human aspects related,(academics, teachers andstudents);, we need to handlethe human aspects as well ina project plan.it as a wellplan project. There shouldbe an effective and suitableproject managementmethodology to handle thoseissues. We need a moreflexible way to manageprojects that involve fastchangingManaging these kindsof project, we need aflexible way to confront withthe fast moving technology.We can’otuldn’t usetraditional projectmanagement methodology whichis used commonly use inconstruction or industrialfields. For the traditionalproject management (PM), thescope of the project is quiteclear for all participantsand technology change doesnot so much affect so much tothe project objective. Butin projects wherethat fastchanging technology iskeytheir main important thing, rigid PM that cannot

integrate those changesongoing will hamper gettingthe desired outcometo shapethe effectiveness of theproject and it changes sofast. We need a flexiblerather thanand not rigid PMfor both objectives and formanaging the staff involvedin the projecthuman resourcesmanage-ment style.FlexibleThis kind ofPMmanagement leads to opentheir minds, not justonlypeople followingdoing what amanagement orders, but toalsothinking about how toeffectively obtain thedesired outexecute theproject which will lead to aneffective not only for theoutput but also outccomes.The scope and purpose of theproject can be changed tomeeton the changing world aslong as the outcomeit isstill aligned with the visionand mission of theorganization. A good exampleof a rapidly changingtechnology basedthis kind ofproject is the attempt tointegrate tablets computerbased learning distributioninfor all schools grade 1-12basic school in Thailand.The government planned is toimplement aits much-publicized One Tablet PerChild (OTPC) scheme bydistributinghandingnearlyclose to one million

tablets to all GradePrathom 1students at the start of theupcoming 2012 semester. NewtNormally tablets models arereleased product itself willbe chang abouted in every 2years and the. The mostimportant thing for thetablet is it only one of manyelements in mobile learningenvironmentecology systemwhich is changinge so fast.The tablet is a powerful“last mile” linkequipment inm-Learning system and thewhich is now changing to thesmart m-Learning systemitself is changing because ofanthe emergenceing of thesmart mobile environmentwhich includessuch astablets, mobile phones and 3Gor even 4G high speedbroadband internet. For Todo a big success withon theOTPC project it is not willnot enough to only select agood enough quality tabletand deliver it on time to allstudents in grades 1-12. Thetablet does not teach byitself. W and deliverytablet to all Prathom 1 ontime but e also need topreparewell preparationstudents, teachers, digitalcontent, and school’sinternet and wirelessenvironment in order for thetablets to deliver educationcontent effectively andconnectivity between students

and teachers and onlineknowledge.for the smart m-Learning environment such astraining students, teachers,digital content preparation,school internet and wirelessenvironment. The tabletFrom all thosemention, project, OTPC, is apart of the Smart m-Learningproject in which ICTtechnology plays a big roleinfor the success of theproject. We need a projectmanage-ment which differsfrom the traditional one. Itis an “Agile ProjectManagement” that has muchmore flexibility tomaintainin management stylewhich could be a goodsynchronizationalignmentwithto the changing of smartmobile learning environment. 2) RESEARCH OBJECTIVEThe purpose of the research study is to develop

an the A agile P project M management model for

flexible project manage-ment programs so project outcomes can stay align ed with requirements even in that involve rapidly changing environments such as those that involve in the information

commu-nication and technology (ICT), for example such as “The Agile Project Management for Smart m-

Learning”.

3) RESEARCH HYPOTHESIS

Thate new model of “AgileProject Manage- ment” can beapproved and adapted torapidly changing ICTenvironments such as in the

for “Smart m-Learning”project is accepted by theproject management experts.The initial research is aimedat proving or disproving thishypothesis.

4) THEORETICAL FRAMEWORK

The most popular traditionalproject managementmethodology is from the U.S.Project Management Institute, (PMI). PMI developed PMBOKwhich includes theirs ninebodies of knowledge forproject management, PMBOK(PMI, 2004), and which isimplemented worldwideallaround the world. Accordingto PMI project management theproject scope ismust be thefirst item and it mustissuesto be clear and well planed,in detail, from thebeginning. After the scope issettled, down already thenastep by step plan is createdfor the step by stepoperation called a task breakdown structure (, TBS). TheTBSThis kind of process islike a “wWater fFall” in thatit is a one way process; aseach step is completed andapproved and flows on to thenext below, the process doesnot allow for the projectteam to go backwards up thesteps to determine if changesin the environment willaffect the ability to reachthe desired outcome or if

improvements can be made inprior steps. which meanswhen first task is completedand approved by clientsalready it means that part ofjob is success already nomatter what change will beaffect that outcome, theproject team will notconsider for improvement. Theprocess is traditionally oneway and will go to the nextstep one by one in the sameway as withthe a water fall.This style of PMprojectmanagement is not so lesseffectivegood for theprojects in which changingtechnology has thea potentialeffect to the adverselyaffect the outcome of theproject. In these cases,including the “Smart m-Learning” project, tTheauthor purposes to use thenew model forof “AgileProject Management for Smartm-Learning”.The Agile Project Managementmodel is based on the 3 threefoundation principles forPMproject management: 1) thestandard code of conduct forall management, plan do checkact, PDCA, of Deming circle(Deming, 1955). 2)Complex Adaptive System, CAS(Holland, 1992), whichexplains how a group ofanimals such as fish, bees,ants and birds can be groupedagain after something

interferes happening to withtheir group shaping, and 3)PMBOK from Project ManagementInstitute, PMI. Theseprinciples wereWhich is thenadapted into 3 three AagilepProject mManagementmethodsprinciples: 1) “eXtreme Project Management”(DeCarlo, 2010). DeCarlodescribesThis issuccessfully using thismethod inin softwaredevelopment projects.; 2)“Agile Project Management:Creating Innovative Products”(Highsmith, 2010), Highsmithdescribes implementing whichis implemented in newproduct development projectusing Agile.; 3) “ProjectManagement e-Learning”(Shackelford, 2005).Shackelford implemented an e-learning project usingadapted Agile methods.In year 2001, Thean expertgroup in agile Agile projectProject management Managementin the U.S. wrotehas done adeclaration offor “ManifestoAgile Software Development” whichdevelopeds into an Agile ProjectLeadership Network. Agileproject Project managementManagement is now also widelyimple-mentedimplemented innot only software or relatedtechnology project but alsoin industrial projects. There are some distinguishingdifferences and underlying

assumptions betweentraditional and AagilepProject mManagement asfollows:

4.1 TraditionalPMProject Manage-ment,strict adherence to thepreset metho-dology.: Do task break downstructure, TBS, fromthe planning stage indetail by using theexisting informationplus someforecastedinginformation.

The authorizationlinechain of com-mandis clearly tops downhierarchy.

Beliefve thatclosinged control fromoutside the projectteam will improve theteam per-formance.

Project team membersareis a part of aneffective machine thatruns the project.

All outcomesproblemsin the whole projectare brokeneak downinto a series ofunchangeable wellplanned small tasks.The result will beeffective if theproject team followsthe preset planningstep by step.

The pProject risk isevaluated from the

beginning using allpredicted andhistoricaly informa-tion. All possiblecorrective andpreventive opactionsfor those kinds ofrisk are set upinitially andopactions areusedfollow up ifitrisks materializehappens in the future.

4.2 Agile ProjectManagement (CCPACE,2011) Stays fFlexible on therapid changingtechnology yetbut stillconforms to the customervalue. The success of aproject is alignedwith the satisfactionof the clients even ifthe project teamwemust changeingsomethings during inbetween the projectdevelopment.

Also bBreak down isbutnot on tasks andoutcomes fixed at theproject beginning,but, tasks are changediteratively as neededwhen clientrequirements change.do break down on theIterative deDeliveryis in small increments

need-ed product fromthe clients.

Teams work doing bycollaboration tiveboth within the teamand be-tweeninterested parties.

Face to Face openInformationInformationcommunication isemphasized.

Build the human teamnot a meachanicalhineteam (Agile OrganicCAS) and useingssimple rules on selfcon-trolling; onlylight touches are usedfrom outside.

Need agile vigilance:adaptive leadershipnot a projectcontroller

The authorresearcher didoesathe literature review ontheat mentioneds principlesand synthesized to thetheoretical model frameworkin figure 1.

Figure 1: Ttheoretical framework

5) AGILE PROJECT MANAGEMENT MODEL

According to the theoreticalframework in topic 4, theauthorresearcher developedsthe Agile Project ManagementModel which is shown infigure 2.

6) RESEARCH METHODOLOGY

6.1 The author Developedingan opened-ended

Agile Project Management Model

Figure 2 Agile Project Management Model

Figure 2 Agile Project Management Model

questionquestionnaires anddosurveyed 2 groups, thenafter developing the modelwent back to the 2 groups andperformed in-depthin-depthinterviews to ensure theirforapproval of ing the proposedAgile Project Managementmodel. The first group isthe experts from privatesector. While the secondgroup is from governmentsector.6.2Group 1

Five project managementexperts who each have muchmore than 15 years ex-perience in projectmanagement career in theprivate sector.

Group 2Three academics from theuniversitiesy who have atleast 10 years of expe-rience in managing the m-Learning or/ e-Learningprojects or/ other relatedtech-nology relatedinvolved projectsmanagement.

6.2 Collecting andanalysinganalyzing theinterview data.

7) RESEARCH OUTCOMES

The data for the in-depthinterviewdepth interviewscan beseen is in figure 3Group 1Two project managementexperts agree on thepurposed Aagile ProjectManagement model and agreeit can be applied forsmart m- Learning projectmanagement.

They also expressed givethean opinion thatAagileProject Manage-ment couldbe effectively used in anew product developmentproject. Also theyexpressedgive thean ideathat rapidly changingenvironments areis not onlyhapppening in technology butwith peoplein human as well.Group 2Agile PM is quite a newmethodology in Thailand, soit’s quite difficult tofind the experts inacademiin academiacs fieldfor our in-depthinterviews. In order tocompensate for this , theSo the author’s selection,criteria qualification for PMwas is slightly changefrom more than 15 yearsto more than 10 years s

in managing the m-Learningor/ e-Learning projectsmanagement. As aresult we can have one m-Learning and

one e-Learning PM expertand the thirdlast personis involved in othertechnology projects. The m-Learning expert agreesthaton applyingimplementingthe Aagile PM model to Smartm-Learning is appropriate andgave us hisgive an idea todo a proactive training inAgile PM to the proposed

Figure 3: The summarized in-depth interview data from 8 experts

project teamexplainingtheagile project management andfor all inter- estedparties because Aagile PM isquite new forto Thailand.The sSecond e-Learningexpert also agreed with theapplicability of Agile PM toSmart m-Learnings on theidea, butsuggestedsuggests ask forthe author in-clude e muchmore detail in the model formuch more perfect modelbe-cause agile projectmanagement is quite new forThai society to help thoseunfamiliar with it. The thirdlast expertactually has almost morethan 15 yearsinvolvingevolving in bothnon--technology and tech-no-logy projects. He alsoabsolutely agreeds on theapplicaapplicability of the model andalso pointed out t that human resources are also another fast changing factor, like technology, and in some cases is much more complicated complicated thanour expectations. In conclusion, 8 expertsagree on the appli-cabilityof the Aagile ProjectManagement as discussedabove PM and 7 out of 8experts are already getusinge a to the project

management style which issimilar toAagile PM.The only significantbigissue

raised comment was that itmight beis its quitedifficult to im-plementAagile PM for largegovernment projects . Bbe-cause the bureaucraticsystem in thegovernmentsgovernment sectormay be reluctant to adoptthis new system. Theauthor reviews theinformation from the in-depth interview and tosynthesizes s the firstmodel to “SEED of WISDOM forAgile Project Management”as shown in figures 4.Figure 5 is the final and“SEED of WISDOMfor AgileProject Management Model”which5 is approved by theexperts. .

8) SUGGESTIONS FROM THERE- SEARCH SUGESTION

Although tThethe in -depth interviewresultsresults howagreeagreed ement on thatthe “SEED of WISDOM model”could be appropriatelyapplied to m-Learning,but two obstacles maythatwould block theeffectiveness s of an AagilePM of the project. Theseare:

are; 1) cultural issuesmay keep the ideal of in-dividuals supervisingthemselves (i.e. per- sonalresponsibility) fromfunctioning well, firsttheunqualified human resourcewho lackof responsibilityand;2) the bureaucratic system ofthe govern- ment sector maymake it difficult to changeto an Agile PM likesystem of projectmanagement in a largegovernment project. It iscommon in governmentprojects to close a projectthat meets all the items inthe Terms of Reference(TOR) or specifi- cation andpass inspection, yet thefinal out-come will gounused because it is alreadyobsolete2) second one isthe bureaucratic system ofthe government sector thatmaymake it quite difficult tochange touse an Aagile PMlike system of projectmanagement in a largegovernment big project. It is commonalways hap-pensfor in government projectsto close a hat can be closeaccording to the rprojectthat meets all the items inthe TOR (Terms of Referenceor specification) and passesult of the projectcan passthe inspection and conformverywell to the term of

reference, TOR. , yetBut thefinal outcome will gounsednoone use that outcomeof the project or tech-nologybecause it is alreadyobsolete already. A.

In conclusion, Agile PprojectmManagement is quite a goodand applicable projectmanagement tool forprivate sector technologyprojects andor even themedium and small governmentprojects size where rapidlychanging technology is anissue. The author plansto add to thisto dofurther re-search duringan implementation byimplementing of the “SEEDof WIS-DOM Agile

Project Management forSmart m-Learning: A CaseStudy in Primary Sch-oolStudents” within thisfiscal year.

REFERENCES

CCPACE. (2011) Agile ProjectManagement. RetrievedJanuary 12, 2012. Fromwww.ccpace.com

DeCarlo, Doug. (2010). AGuide to eXtreme ProjectManagement. RetrievedJanuary 15, 2012. Fomhttp://www.google.co.th/books?hl=en&lr=&id=arQOiiAP7GEC&oi=fnd&pg=PR15&dq=eXtreme+Project+Management+Doug+DeCarlo&ots=RxOYgDRw9p&sig=GeaLqLcW_TqTv2kMtgkaq1hcILY&redir_esc=y#v=onepage&q=eXtreme%20Project%20Management%20Doug%20DeCarlo&f=false

Holland, John.H. (1992).Complex Adaptive System.Retrieved January 12,2012. Fromhttp://www.jstor.org/discover/10.230/20025416?uid=3739136&uid=2&uid=4&sid=55998188133

Highsmith, Jim. Agile ProjectManagement. 2nd ,Boston:Pearson Education Inc.(2010)

Juran, Joseph M., & Godfrey,A. Blanton. Juran’sQuality Handbook. 5th edition. New York.McGraw-Hill. (2000)

Project Management Institute.A Guide to the ProjectManagement Body of

S – scheme(Plan)E – execute(Do)E –

evaluate(Check)D – develop(Act)

WWhat are Project

Concept &Definition?

IIterative Cycle

Planning

SSelf Doing

Activity with Simple Rule

Control through the Iterative

Cycle

DDelivery Final Products for Acceptance &

Rollout ProjectO

Operate Retrospective

MManage Guide Line

for Continuous Improvement

Knowledge 3rd , edition.Newtown Square: ProjectManagement Institute. .(2004)

Shackelford, Bill. ProjectManagement e-Learning,3rd edition. Alexandria:American Society forTraining & Development.(2005)

REFERENCES

CCPACE. (2011) Agile ProjectManagement. RetrievedJanuary 12, 2012. Fromwww.ccpace.com

DeCarlo, Doug. (2010). AGuide to eXtreme ProjectManagement. RetrievedJanuary 15, 2012. Fomhttp://www.google.co.th/books?hl=en&lr=&id=arQOiiAP7GEC&oi=fnd&pg=PR15&dq=eXtreme+Project+Management+Doug+DeCarlo&ots=RxOYgDRw9p&sig=GeaLqLcW_TqTv2kMtgkaq1hcILY&redir_esc=y#v=onepage&q=eXtreme%20Project%20Management%20Doug%20DeCarlo&f=false

Holland, John.H. (1992).Complex Adaptive System.Retrieved January 12,2012. Fromhttp://www.jstor.org/discover/10.230/20025416?uid=3739136&uid=2&uid=4&sid=55998188133

Highsmith, Jim. Agile ProjectManagement. 2nd ,Boston:

Pearson Education Inc.(2010)

Juran, Joseph M., & Godfrey,A. Blanton. Juran’s QualityHandbook. 5th edition. NewYork. McGraw-Hill. (2000)

Project Management Institute.A Guide to the ProjectManagement Body ofKnowledge 3rd, edition.Newtown Square: ProjectManagement Institute. .(2004)

Shackelford, Bill. ProjectManagement e-Learning, 3rd

edition. Alexandria:American Society forTraining & Development.(2005)

Figure 4 : SEED of WISDOM Agile Project Management