Doubling output without burning out, Nassia Katroutsou shares how Agile project management reshaped her L&D team’s approach to course creation. Through clear preparation, sprint cycles and regular SME feedback, they boosted speed and quality, proving that with the right mindset, even small teams can deliver big, sustainably and with impact.
When I first took over a small team of instructional designers, our content delivery cycles were slow and unpredictable. The company’s products and processes were complex, the audiences incredibly diverse and demanding, and the internal teams spread globally among challenging time zones. Our online courses delivery took from one to two months to complete, and we constantly battled delays, misunderstandings, and misaligned expectations with subject matter experts (SMEs) across departments.
Within weeks, we doubled our output, delivering a new online course every two weeks without burning out the team
We knew our learners needed fresher, more digestible content. We knew our SMEs and stakeholders wanted to see faster progress. The old way wasn’t working. That’s when I decided to introduce agile project management: a method usually associated with software development, but surprisingly powerful in learning design.
The results? Within weeks, we doubled our output, delivering a new online course every two weeks without burning out the team. Here’s how we did it.
Why agile for L&D?
Most L&D teams struggle with long content cycles. By the time a course is signed off, the content risks being outdated. Learners disengage, SMEs lose interest, and designers feel like they’re running uphill.
Agile changes that. It shifts the focus from long, linear projects to short, iterative cycles. Instead of “we’ll show you the finished course in two months,” the rhythm becomes: “Here’s what we’ve built this sprint, what do you think?” That visibility keeps everyone engaged and moving forward.
Starting small with daily sprints
We began by introducing daily sprints. They were short, structured check-ins; anywhere from 10 minutes to an hour depending on what the team needed. Every sprint had an agenda. Every sprint respected people’s time.
As both project lead and SME, I wore the hats of ‘product owner’ (representing stakeholders and customers, owning the vision of the product) and ‘scrum master’ (a coach and facilitator for the development team). That dual role wasn’t easy, but it gave the team direction and accountability. The point wasn’t to add ceremony, but to keep progress visible and to prevent issues from escalating.
Preparation is everything
A common misconception is that agile means “no planning.” In fact, our success came from more preparation, not less.
Before each cycle, I researched the topic, engaged SMEs from product, sales, services, or technical support, and drafted the structure of the course. I outlined clear learning objectives, learner personas, branching business scenarios to engage the learners, and supporting resources.
This upfront preparation gave the instructional designers clarity and confidence. Instead of spinning their wheels, they could focus on creativity and quality.
Microlearning + agile = perfect match
We quickly discovered that Agile worked best with microlearning. For courses longer than 30-40 minutes, sprint cycles either stretched uncomfortably or risked compromising quality.
We shifted our focus to micro courses of 20-30 minutes. They were easier to design, easier to review, and easier for learners to consume. They also slotted neatly into two-week sprint cycles.
The result: one course every two weeks. Momentum built quickly, and the backlog of content started to clear.
Continuous feedback loops
The biggest breakthrough came when we involved SMEs at the beginning, middle, and end of the cycle instead of just at the final sign-off. That way, misalignments were caught early.
We used tools like Miro for live brainstorming and feedback. At the end of each month, we held reflection sessions. These weren’t about criticism, but about shared learning:
- “This helped me hit my deadline”
- “When this was delayed, here’s how it affected me”
- “Next time, let’s try this differently”
These conversations built trust and strengthened collaboration. Instead of frustration, there was appreciation and collective improvement.
A story from practice
At one point, our small instructional design team was responsible for supporting six separate products in a highly complex organisation operating in a dynamic and continuously evolving industry. The sheer scale of the workload could have easily overwhelmed us.
Agile project management was the only reason we didn’t collapse under the weight of competing priorities. We ran parallel sprint initiatives: one team working on a specific course for Product A, while another sprint was underway for Product B. As product owner, I carried visibility across both streams, ensuring alignment and pacing.
Occasionally, we synchronised the sprints so the teams could see each other’s progress, compare approaches, and draw energy from shared momentum. That visibility and rhythm created what I can only describe as ‘military discipline’, not rigid or punitive, but focused, consistent, and motivating.
Without Agile, managing that many projects with such a small team simply wouldn’t have been possible, let alone successful. We not only delivered, but delivered with confidence and quality.
Outcomes
- Delivery doubled: from one course every 1–2 months to one course every 2 weeks
- SMEs stayed engaged because they saw their input reflected quickly
- Designers felt supported and less overwhelmed
- Learners benefited from short, digestible courses they could revisit anytime
- Scalability improved: short sprints produced building blocks that could later be combined into full learning paths
Lessons for L&D leaders
- Agile doesn’t mean copying IT rituals. It’s about principles: short cycles, visibility, collaboration
- Preparation is a secret weapon. Clear objectives and resources up front save time later
- Microlearning aligns beautifully with agile. Break content down and keep momentum high
- Feedback must be continuous. Not an afterthought at the end of a project
Delivery momentum
Agile won’t solve every content challenge, and it isn’t a one-size-fits-all solution. If your L&D team is stuck in slow, frustrating cycles, try running just one project in sprints. Involve your SMEs earlier, break content into smaller pieces, and create regular feedback loops.
You may be surprised how quickly the momentum builds, and how much closer your team feels to the work, to each other, and to the learners they serve.
Nassia Katroutsou is Head of Education and Training at the Institute of Chartered Shipbrokers
