Agile Content Development For Software Adoption: Is Enablement Really A Piece Of Cake?

Sandra Policht

How easy it is to create good quality, relevant, and engaging content just-in-time? Quick answer – it’s not necessarily a piece of cake, but if you put the right ingredients together and follow a proven recipe, it can turn out to be a tasty, beautifully layered tiramisu.

The ever-changing landscape of the IT world and its digital assets does not provide a lot of time for content creators to ponder what should be produced and how to really address audiences’ needs. New products, disruptive technologies, and cloud releases knock on your door every minute, awaiting corresponding enablement content.

How can we achieve all of it in an environment that, by default, is unstable, unpredictable, and unbelievably fast-paced? Wouldn’t it also be great to cut out some time for innovating, experimenting, and testing new enablement platforms, instructional design techniques, and more?

In this series of articles, we share some ingredients of our recipe for success. Modus operandi to stay in the game of supporting software adoption. Our story stretches between years spent in small content development teams, working mostly on big classroom training and e-learning courses, then growing considerably, and introducing new learning platforms that adapt to the need of bite-size, micro-learning while becoming a part of a huge organization with procedures and constraints.

Whether you’re working in a startup, middle-size company, or a corporate setting, we believe you’ll be able to find useful tips that will match your context.

Agile mindset at the core – What’s in it for me?

Confession: We did not reinvent the wheel. We tried out the same strategies and tactics that were already successful with our organization. We decided to follow an agile mindset as the core principle for whatever we do within our ranks: all levels of decision-making, project management, team setup, prototyping, and more. So far, we have good results, and yes, we can attest – agile works not only for developing software.

Our product development and customer success departments are agile at heart, and we share the same language, vocabulary, and guiding principles. That translates into improved expectation management, understanding stakeholders’ feedback, and our more organized response to the growing pipeline of incoming requests for enablement. It provides us with greater confidence in estimating what we can produce, by when, and in what format.

Shifts in the company’s and products’ strategies also present less of a hurdle. Adapting to changes and pivoting became less frustrating once we had a well-organized framework allowing us to rethink the most important piece of work to deliver, recalculate the resources and timelines, and leave us with a “we got it” feeling at the end of the day.

If you struggle with the increasing number of time-sensitive requests for content, communicating with an intricate net of stakeholders across your organization, losing sight of where the priorities are, or needing to scale-up quickly, consider agile and its frameworks for your organization and team. It can be scrum, kanban, agile project management (based on DSDM), lean, or a combination of them. Give it time, be aware of the learning curve, and, as you become more comfortable with the approach, adapt it for your context and create your own recipe.

To give you some inspiration, let me share a story of what helped us in our transition to agile content development.

A content operations governance model that works

Some of you might already be familiar with the content operations concept as the glue connecting different efforts and allowing everyone to consistently execute their content strategy. Content operations covers many areas: guidelines and processes for content development and publishing, sets of clear roles, quality standards, data and analytics, and more. Its structure can be applied in various domains: content marketing, enablement content, etc.

For us, the agile spice is pronounced most visibly in our guidelines and processes for planning, content production, publishing frameworks, and team setup, so let’s focus on them as our governance model first.

Here are the three most important ingredients of our recipe that have proven to work repeatedly within the last couple of years.

1. Backlog prioritization process

The tiramisu’s ladyfingers layer providing steady, yet flexible construction for choosing priorities; it turns a simple, unorganized mousse into a spongy cake. It also provides a few important things for high-level decisions:

  • Transparent place, the backlog for all incoming requests: We use this to capture the overall demand and put it in order of importance. This also translates into immediate communication to our stakeholders on what’s currently being produced, plans for the upcoming months, and the requests that were deprioritized or postponed.
  • Set of prioritization criteria: This brings fast decision-making to our high-level planning; a formula that can be used whenever we need to decide what to focus on first. As a team, you need to come up with a clear matrix of all factors that guide you on how to treat incoming requests. Read Jacek Konopelski’s post for further information.
  • A quick way to estimate needed effort: Perform a feasibility check for potential projects, understanding that most of the time we work with limited resources and need to choose the next piece of work wisely.

All of this enables us to adapt to strategy shifts and choose the optimal content type (in our case, classroom training, e-learning, video, tutorial, etc.) considering our audience, time, resources, and sense of priority.

In the end, we have a good understanding of what and why we should produce next.

2. Agile project management

The mascarpone layer, cementing decisions from high-level planning and translating them into the project’s setup. It makes everything smooth and seamless, is lightweight, but not just fluff. Agile project management, based on DSDM, gives a framework tailored specifically for the project world, combining best practices from the product, software development, and business project-implementation scenarios: What foundations we should set, how many production sprints we need, what to focus on first to finish our work in time. With a clear project setup answering those questions, we can dive deeper into what should happen when and on a high-level, how it should happen.

Here are a couple of useful things we stole from this framework:

  • What’s fixed, what’s not, and the MVP mindset: We learned to distinguish between what is set in stone in a project and what we are comfortable negotiating or letting go. The agreed quality level and timelines (based on estimation and type of content) became fixed values that we don’t like to compromise. We could do a lot with the scope of content though deciding how much we’d like to put into the course agenda, how many videos into a video series, etc. The minimum viable product (MVP), minimum usable subset, or simply our core must-haves taught us to focus on the crucial parts of the scope – what the content asset cannot be released without. We had to tame our inner perfectionist (not easy!) and learn to address nice-to-have items (not essential or high value-generating tasks) only if there is enough time after the MVP is completed. Quicker go-to-market allows us to test new ideas and obtain feedback early on, without spending time polishing content nobody is waiting on.
  • Prototyping: This became easier as well. One example is our microlearning platform. From both the platform and content-creation perspectives, we started the project with a clear MVP in mind. We delivered enough functionalities and content to seize interest and test whether what we proposed brings value. Once successful, we ramped up our platform and content development based on the reception from the audience.

3. Scrum framework for the production process and roles setup

Proven and established in the industry, the scrum framework has been around for quite a while now and brought us a fresh perspective into organizing ourselves on the team level. It was the final, strong jolt of caffeine, the best coffee for keeping our team energized and focused. It instilled in us a habit of inspecting and adapting that affected the way we make day-to-day decisions on how to develop our content in changing circumstances.

A few things we borrowed and continue to use:

  • Set of roles: This streamlined our efforts, introducing division of focus and labor, e.g., with nominating product owners deciding what should go into each product enablement portfolio, and scrum masters facilitating daily operations and keeping the team’s attention on priorities. All of this fits nicely into our educational landscape and bridges gaps between the portfolio manager, course architect, and other existing roles. Read Angelina Padarnitsas’ post for further information.
  • Building content incrementally: Brick by brick, we plan our actions in a structured way for a two-week time container – a sprint. The regularity of specific activities within that time (sprint planning, daily stand-ups, sprint reviews, etc.) sets a good production rhythm and teaches transparency. All of this helps us retain a high focus on the most important tasks in front of us while feeling safe about completing the big picture, one sprint at a time.
  • Learning and taking calculated risks: At the end of each sprint, the project team gets together to review the results of the work. It’s time to hit the pause button and reflect on how the team came together to see what worked or didn’t work for them in the last two weeks and what they’d like to improve. Based on the lessons learned, they could determine what elements to add or remove from the sprint’s scope. Such a decision could be made on the go, without managerial approvals, which in turn increases accountability and ownership over the project deliverables.

Pick me up, cheer me up

The backlog prioritization process, agile project management, scrum team, and production setup are the agile ingredients of our not-so-secret recipe for success. It allows us to create clear and lean formulas for gathering and prioritizing our content demand, plan out projects focused on value-generating tasks, and organize ourselves without stress within production sprints. It gives us a solid foundation for undertaking new projects and prototyping. It encourages us daily to improve ourselves and stay on the lookout for new production technologies, instructional design methods, techniques, and innovation processes. The learning never ends, including in education and enablement departments.

Tiramisu is translated from Italian to English as “pick me up” or “cheer me up,” so feel free to pick up and help yourself to whatever you find useful from our experiences and create your own mouthwatering dish. Buon appetito!

Learn more about the recipe for crafting the new workforce experience. Watch the on-demand webcast.

This article originally appeared on SAP Community.

Sandra Policht

About Sandra Policht

Sandra Policht is a project coordinator for the Content Development and Enablement team at SAP, focused on delivering high-quality, engaging post-sales enablement. She has a background in human resources, recruiting, employer branding, coaching, facilitation, agile, scrum mastering, and project management.