A Training & Development Systems View - EPPIC...Presented by: Guy W. Wallace Partner CADDI, Inc....

CADDI, Inc.175 Jackson Avenue, Suite 215

Naperville, IL 60540Phone. (630) 355-9800

Fax. (630) [email protected]

A Training & Development Systems View

ISPI 2000Curriculum Architecture Design

& Development Institute, Inc.

CADDI.com

Presented by:Guy W. Wallace

PartnerCADDI, Inc.

April 13, 2000

P-1015

Training & Development Systems ViewISPI 2000 Conference ©2000 CADDI, Inc. P-1015 4/13/00

T&D Systems and Processes Quiz

Does your T&D organization

1. Interface with the customers and leadership of the enterprise?

2. Plan for its long-term future?3. Plan short-term operations?4. Determine the benefits for its products and services

to the enterprise?5. Improve its own internal T&D processes?

If so, then you have “leadership” systems and processes, whether formal or informal, in-control or out-of-control


T&D Systems and Processes Quiz (continued)


1. Plan its overall T&D product line?

2. Develop/acquire T&D?

3. Deploy T&D?

If so, then you have “core” systems and processes, whether formal or

informal, in-control or out-of-control



1. Market and communicate to T&D stakeholders?

2. Manage the T&D financials?

3. Acquire/develop the people and infrastructure needed to conduct operations?

4. Conduct R&D?

If so, then you have “support” systems and processes, whether formal or

informal, in-control or out-of-control

T&D Systems and Processes Quiz (continued)


Session Introduction

This session is intended to

Present a model of typical T&D Systems and Processes operating within any T&D organization, whether viewed and operated by the organization deliberately and formally, or inadvertently and informally

System XYZSystem XYZ

System XYZ

Process A

Process B

Process C


Objectives and AgendaObjectivesParticipants will be able to•Describe the 12 systems/

processes of CADDI’s T&D Systems View Model

•Use the model as a jump-starter for creating an evaluation tool for assessing their systems’ overall strengths and weaknesses

•Use the model as a jump-starter for mapping their own organization’s T&D systems/processes

Agenda

1. Open–Objectives–Agenda

2. T&D Systems and Processes

3. Overview of Each T&D System and Process

4. Model Summary

5. Model Utilities• Mapping• Assessment

6. Q&A and Close


T&D Systems/Processes

Cost Benefits Analysis

T&D Strategic Planning Systems


T&D Core Processes

Product and Service Line Deployment

Product and Service Line

Development

T&D Core Processes Include


Three Level Process Map Convention*

*Adapted from the work of Geary A. Rummler and Alan Brache in: Improving Performance

Leadership

Systems & Processes

Core

Systems & Processes

Support

Systems & Processes

Governance and Advisory

Operations Planning and Management

Strategic Planning

Cost/Benefits Measurement

Process Improvement


Design



Development

Marketing and Communications

Human and Environmental

Asset Management

Financial Asset Management

Research and Development


The CADDI T&D Systems ViewThe T&D Systems View is a somewhat arbitraryconfiguration of the systems and processes of which a T&D organization is comprised.

You may need to adapt rather than adopt this view for your own purposes.

First presented by

Guy W. Wallace at the 1990 ASTD Conference in Orlando Florida. ©1999 CADDI, Inc.


T&D Clockface UtilitiesGovernanceand Advisory

Strategic Planning



Process Improvement

Product and Service Line Design


Development



FinancialAsset

Management

Human and Environmental

Asset Management


©1999 CADDI, Inc.


T&D Clockface Utilities (continued)

Governanceand Advisory

Strategic Planning


Development

Output12a

©1999 CADDI, Inc.


T&D Clockface Utilities (continued)

Strategic Planning


Process Improvement


Output1a

©1999 CADDI, Inc.


Are Inputs toSystem Processes

T&D Systems: Output-Input MatrixSystem Processes Outputs from

1. XYZ2. ABC

Definition/RequirementsΤΟ ΛΕΞΙΛΟΓΙΟ, ΠΟΡΡΩ ΑΠΕΧΟΝ ΤΗΣ ΟΛΟΚΛΗΡΩΣΗΣ, ΘΑ

ΕΜΠΛΟΥΤΙΖΕΤΑΙ ΣΥΣΤΗΜΑΤΙΚΑ ΣΤΟΝ ΡΥΘΜΟ ΤΟΥ ... ΕΝΤΟΠΙΣΜΟΥ ΚΑΙ ΑΛΛΩΝ ΙΔΙΩΜΑΤΙΚΩΝ ΕΚΦΡΑΣΕΩΝ.

1. QRS2. UVW

RequirementsΤΟ ΠΑΡΟΝ ΛΕΞΙΚΟ ΑΠΟΤΕΛΕΙ ΣΥΓΚΟΜΙΔΗ ΙΔΙΩΜΑΤΙΚΩΝ ΕΚΦΡΑΣΕΩΝ H

ΜΕΜΟΝΩΜΕΝΩΝ ΛΕΞΕΩΝ ΠΟΥ ΑΠΑΝΤΩΝΤΑΙ ΣΕ ΑΓΓΛΟΦΩΝΕΣ ΕΦΗΜΕΡΙΔΕΣ Η ΠΕΡΙΟΔΙΚΑ ΥΛΗΣ ΓΕΝΙΚΟΥ ΕΝΔΙΑΦΕΡΟΝΤΟΣ.

1. KLM2. NOP3. DEF

RequirementsΠΡΟΣΦΕΡΕΙ ΣΗΜΑΝΤΙΚΗ ΒΟΗΘΕΙΑ ΣΤΟΝ ΕΛΛΗΝΑ ΜΕΤΑΦΡΑΣΤΗ ΠΟΥ

ΕΧΕΙ ΩΣ ΓΛΩΣΣΑ-ΣΤΟΧΟ ΤΗΝ ΑΓΓΛΙΚΗ Η ΣΤΟΝ ΕΛΛΗΝΑ ΣΥΝΤΑΚΤΗ ΑΓΓΛΙΚΟΥ ΚΕΙΜΕΝΟΥ ΚΑΙ ΤΟΥΣ ΑΠΑΛΛΑΣΣΕΙ, ΣΤΟ ΜΕΤΡΟ ΤΟΥ

ΔΥΝΑΤΟΥ, ΑΠΟ ΜΕΤΑΦΡΑΣΤΙΚΕΣ Η ΕΚΦΡΑΣΤΙΚΕΣ ΑΣΤΟΧΙΕΣ.

1. GHIRequirements

ΤΑ ΖΕΥΓΗ ΕΛΛΗΝΙΚΩΝ-ΑΓΓΛΙΚΩΝ ΕΚΦΡΑΣΕΩΝ ΧΑΡΑΚΤΗΡΙΖΟΝΤΑΙ ΑΠΟ ΑΠΟΛΥΤΗ ΝΟΗΜΑΤΙΚΗ ΙΣΟΔΥΝΑΜΙΑ ΜΕΤΑΞΥ ΤΩΝ ΔΥΟ ΓΛΩΣΣΩΝ.


Governance and Advisory

System OverviewThis is the central, driving force behind the strategies for business-based T&D. It organizes all key stakeholders of the enterprise and formalizes the channels of communication. It provides a forum for T&D’s internal marketplace customers to provide advice, and give the organization’s executive-level leadership governing power over T&D strategies, tactics, and resource allocations.

PrincipleT&D systems must be driven and governed by the voice of customers and stakeholders as they formalize their plans and manage their activities.


Governance and Advisory (continued)

12-1: T&D Governance Process… is used by the T&D Governance Board to represent the

enterprise and allocate objectives and goals, and ensure appropriate human and environmental resources and budget are available for approved priority projects, based on their perspectives of the needs of the enterprise and the advice of the Advisory Teams. They represent Voice of the Shareholder.

12-2: T&D Advisory Process… is used by various discipline/functionally-based Advisory Teams to oversee all ISD

(Instructional Systems Design) projects in their domain, for both new T&D development and/or maintenance. The Advisory Teams select and assign all Project Steering Team members for all approved priority projects. They answer to the T&D Governance Board for all project success, issues addressed, ROI, etc. They represent Voice of the Customer (VOC).

1. Do you have these processes? 2. Are they “out of control”? 3. Is it a problem?


Strategic PlanningSystem OverviewThis system is effective only if it addresses the critical business needsthe showstoppers and make-or-break opportunities of the businessboth today’s and tomorrow’s. The system uncovers exactly where key stakeholders and shareholders want their strategic bets placed. It also determines resource requirements and assesses the T&D organization’s ability to carry out plans.

PrincipleT&D strategic plans are driven by the strategic and tactical plans of their customers. From a performance standpoint they must guide, enable, and support the business unit in achieving their targeted results.

©1999 CADDI, Inc.


Strategic Planning (continued)

1-1: Enterprise Strategic Plans Surveillance Process… is used by the T&D leadership to determine all of the other

enterprise functions and departments’ strategically-driven needs for T&D and the associated costs-for-nonconformance and ROI potential.

1-2: T&D Strategic Planning Process… is used by the T&D leadership to drive the development

and articulation of its own strategic plan.




System OverviewThis is the way in which day-to-day operations and management of the various T&D functions are organized and guided. This includes annual and quarterly planning, budgeting, and accounting processes.

PrincipleLimited T&D resources must be allocated consistent with the strategic needs of the business and the T&D system. It must be ready to change as the business’ strategic drivers change.


2-1: Annual Operations Planning and Budget Process… is used by the T&D leadership to plan and monitor

conformance-to-plan for all T&D system annual finances.

2-3: Actual to Plan Deviation Forecasting and Accounting Process… is used by the T&D leadership to monitor all deviations in the financial actuals-to-plan.

Operations Planning and Management (continued)

2-2: Quarterly Operations Planning and Budgeting Updates Process

… is used by the T&D leadership to plan and monitor plan, adjust and replan, and monitor conformance-to-plan for all T&D system financials on a quarterly basis.



System OverviewThis system measures and reports on the metrics of the T&D system. It turns data into information and interprets and reports this to the T&D leadership, staff, and its key customers and stakeholders.

PrincipleFor a T&D system to remain healthy, it must report both costs and benefits to its customers and stakeholders: what gets measured gets attention.


©1999 CADDI, Inc.


3-1: Cost/Benefits Measurement Systems Design and Deployment Process… is used by the T&D leadership to either create situation-

unique cost and benefit measurements, or logically determine to use/adapt a more standard measurement system to measure the costs and benefits to enable calculating ROI and EVA.

3-3: T&D Project Processes Data and Lessons Learned/Communications Process… is used by the T&D leadership to elicit, document, store, and disseminate hard data, customer-

supplier-participant feedback, suggestions, and lessons learned across the enterprise.

3-2: Ongoing Cost/Benefits Measurement and FeedbackReceiving Process… is used by the T&D leadership to help them monitor

cost/benefit data, and provide feedback/commentary on the numbers.

Cost/Benefits Management (continued)

3-4: Results Reporting and Archiving Process… is used by the T&D leadership to report their results to higher levels and other users of the

information in the enterprise, and to archive all such reports and backup documentation for potential, future review.



System OverviewThe responsibility to respond to issues and trends from the metrics of the measurement system is found here. This system also provides order to the quality and process improvement efforts for both incremental continuous improvement and discontinuous improvement to T&D processes.

PrincipleIn order to better use the customer’s money, process improvement must focus on high-payback areas consistent with T&D objectives and the direction from the advisory and governance structure.

Process Improvement

©1999 CADDI, Inc.


4-1: T&D Issues (Problems/Opportunities) Generation andEVA/ROI Assessment Process… is used by the T&D leadership to initially select issues

(problems/opportunities) for a preliminary cost/benefits assessment and ROI and EVA forecasting.

4-2: T&D Improvement Project Planning and ManagementProcess… is used by the T&D leadership to oversee the planning and

management of process improvement initiatives within the T&D system and as it interlinks with other systems and processes of the enterprise.

Process Improvement (continued)



System OverviewThis system defines the high-priority, critical T&D products and services that must be developed or acquired to support key customer strategies and tactics. The Curriculum Architecture DesignSM (CAD) is the PACTSM Process that accomplishes the product definition and prioritization.

PrincipleT&D products and services have value to the organization when they focus on achieving high performance; learning is one of the means to that end.

Product and Service Line Design

©1999 CADDI, Inc.


5-1: Product/Service Line Definition and Design Program Management Process… is used by the T&D leadership to manage multiple “T&D

products and services” development/acquisition projects simultaneously, or in series, using sound ISD project management methodologies.

5-3: T&D Service Line Design Process… is used by the T&D leadership to determine systematically the need for and design the entire

T&D service line(s) to be offered by the T&D system.

5-2: T&D Product Line Design Process… is used by the T&D leadership to determine systematically

the need for, cost/benefits of, and overall systems design for the T&D product line(s) to be offered by the T&D system.

Product and Service Line Design (continued)



System OverviewIt is within this system that specifications are turned into actual T&D by building, buying, or modifying existing products and services. Modular Curriculum DevelopmentSM (MCD) and Instructional Activity DevelopmentSM (IAD) are two PACT Processes that accomplish this.

PrincipleProperly designed performance-based T&D meets current needs, is robust to future changes, and minimizes life cycle costs.

Product and Service Line Development


6-1: Product/Service Line Development and Acquisition Program Management Process… is used by the T&D leadership to manage multiple T&D

development/acquisition projects simultaneously, or in series, using sound ISD project management methodologies.

6-4: T&D Purchased Product Modification Process… is used by the T&D leadership to modify (legally) all purchased T&D products, using sound ISD

methodologies.

6-2: T&D Custom Development Process… is used by the T&D leadership to develop (or outsource)

T&D internally, using sound ISD methodologies.

Product and Service Line Development (continued)

6-3: T&D Purchased Product Acquisition Process… is used by the T&D leadership to access and purchase T&D

products, using sound ISD methodologies.

6-5: Existing T&D Maintenance Process… is used by the T&D leadership to maintain and update all T&D products, using sound ISD

methodologies.




System OverviewThe deployment system organizes and distributes products and services through• Traditional (and nontraditional instructor-

led, group-paced classroom delivery)• Self-paced delivery• Structured, coached/mentored delivery• Computer-based/electronic delivery

PrincipleAudiences, customers, shareholders, and stakeholders shape the way T&D is deployed. One method and one size does not fit all situational needs.


7-1: T&D Master Materials Storage and Retrieval Process… is used by the T&D leadership to store all “reproduction

masters” for retrieval and use by approved individuals for T&D deployment and/or communications purposes.

7-4: T&D Facilitator and Coach Development and Certification Process… is used by the T&D leadership to ensure and certify the qualifications of key T&D deployment

facilitators/instructors and key coaches/mentors.

7-2: T&D Master Materials Change Management Process… is used by the T&D leadership to formally maintain and

update all final “masters” for all T&D products, services, and support materials.

7-3: T&D Scheduling Process… is used by the T&D leadership to establish a deployment

schedule (based upon a demand forecast) for all “scheduled” T&D events.

Product and Service Line Deployment (continued)



7-5: Facilitator-led T&D Deployment Process… is used by the T&D leadership to deploy T&D via

traditional channels, using a group-paced, facilitator-led, classroom experience; or nontraditional satellite-download/two-way audio, one-way video classrooms.

Product and Service Line Deployment (continued)

7-6: Self-paced T&D Deployment Process… is used by the T&D leadership to deploy T&D via paper and

electronic channels that provide the learner with control over the when and pacing of the self-instructional/learning experience. Can include various reading media: papers, books, journals; various electronic media: audio/video/CCTV/CD-ROM/computer network and intranet and Internet sources.

7-7: Coached/Mentored T&D Deployment Process… is used by the T&D leadership to deploy T&D via a personal channel where a coach (or mentor)

personally coach/instruct an individual (or a small group of individuals) in some orientation topic, a task performance, or an enabling awareness/knowledge/skill using very structured materials to guide both coach and learner.



System OverviewThis system organizes and distributes information throughout the T&D marketplace to meet a variety of needs. Communication and marketing are not about selling all T&D to everyone (a “learning by chance approach”), but are designed to help customers make informed choices“learning by design”.

PrincipleIf stakeholders don’t know about your offerings and how to select and participate in them, it’s as if you have nothing to offer.



8-1: T&D Stakeholder Communications Process… is used by the T&D leadership to communicate formally

with the various stakeholder groups, to ensure that each group has their information needs met regarding the T&D system and product/service offerings.

8-3: T&D Ordering and Registration Process… is used by the T&D leadership to allow customers to order T&D products and services, and

register for “scheduled and limited/reserved” T&D deliveries.

8-2: Individual T&D Planning Process… is used by the T&D leadership to assist the customer in

developing Individual T&D Plans and budgets for planning and tracking purposes, and which also provides the T&D system with a “demand forecast” to assist in internal T&D product/service planning efforts.

Marketing and Communications (continued)



Financial Asset Management

System OverviewThis system tracks and monitors the fiscal obligations of the T&D enterprise and keeps them within predetermined budget levels.

PrincipleThe T&D organization has a fiduciary responsibility to make the right use of T&D assets and to track them against plans and goals.


9-1: Organizational T&D Plans and Budget Rollup andAdjustment Process… is used by the T&D leadership to develop overall plans and

budgets and individual plans and budgets, and allow for the easy accumulation and integration for rollup, and then for tracking, reporting, monitoring, and adjusting.

Financial Asset Management (continued)



System OverviewThe asset management system organizes and manages the acquisition, development, assessment, and retention of T&D staff. This includes management of the supporting infrastructure (facilities, equipment, materials, and information) needed to deploy T&D.

PrincipleFor optimal results, both the human and environmental sides of the business processes must be in balance and in control.

Human and Environmental Asset Management


10-1: T&D Staff Recruiting and Selection/Succession Process… is used by the T&D leadership to recruit and select T&D staff,

consistent with the performance requirements of each job position.

10-3: T&D Staff Assessment and Evaluation Process… is used by the T&D leadership to assess each member of the T&D staff formally and officially and to

provide formal feedback, in terms of the individual’s contribution to the organization’s products and services, and in the fulfillment of their job’s performance requirements.

10-2: T&D Staff Training and Development Process… is used by the T&D leadership to provide timely information,

education, and training (awareness, knowledge, skills, process methods, and practices) to each key member of the T&D staff, necessary to ensure the smooth conduct of the T&D business with efficiency and effectiveness.

10-4: T&D Staff Compensation and Rewards Process… is used by the T&D leadership to provide T&D staff with the compensation and other rewards

(monetary and nonmonetary) necessary to keep key T&D staff positions filled and minimize position turnover.

10-5: T&D Staff Employee Benefits Administration… is used by the T&D leadership to provide T&D staff with the area-competitive benefits and services

necessary to keep key T&D staff positions filled and minimize position turnover.

Human and Environmental Asset Management (continued)



10-6: T&D Organization Structural Design Process… is used by the T&D leadership to provide the T&D staff with

the organization and job designs necessary to conduct the T&D business with efficiency and effectiveness.

10-8: T&D Equipment and Tools Development andDeployment Process… is used by the T&D leadership to provide the T&D staff with the equipment and tools

necessary to conduct the T&D business with efficiency and effectiveness.

10-7: T&D Facilities Development and Deployment Process… is used by the T&D leadership to determine and provide

the facilities necessary to conduct the T&D business with efficiency and effectiveness.

10-9: T&D Information Systems Development and Deployment Process…is used by the T&D leadership to provide the T&D staff with the computer and information

technology and tools necessary to conduct the T&D business with efficiency and effectiveness.

10-10: T&D Methods Deployment Process… is used by the T&D leadership to disseminate all “methods,” a.k.a.: procedures, practices,

etc., to all “need to know” managers and individuals across the enterprise.

Human and Environmental Asset Management (continued)



System OverviewThe capability to look into the near; and long-term future and to keep the T&D organization on the cutting edge is found within this system. It also “tests” emerging processes to ensure that T&D is delivering improved performance and a high return on investment.

PrincipleWithout a constant eye on the future, T&D will fail to keep pace with the changing dimensions of business and the opportunities that new technology and methods present.



11-1: T&D Methodology and Technology Surveillance Process… is used by the T&D leadership to scan appropriate T&D

and enterprise and customer-relevant journals, newsletters, books, videos, and other data sources, to either store for easy retrieval and/or disseminate the information to “need to know” managers and individuals across the enterprise.

11-3: T&D Methodology and Technology Pilot-testing Process… is used by the T&D leadership to test methodologies and technologies deliberately before full-

scale implementation efforts are undertaken. Lessons learned are incorporated into project/program next steps.

11-2: T&D Internal and External Benchmarking Process… is used by the T&D leadership to formally investigate and

research “best practices” inside and outside the enterprise. Insights gained and lessons learned are disseminated to “need to know” managers and individuals across the enterprise.

Research and Development (continued)



Utilities Back at the T&D Ranch

How can you use this model back home at your T&D organization? You could• Map your own processes using the T&D “systems view” as

the organizing framework (adopt it or adapt it) and specify the outputs as inputs to all other T&D and related/linked processes

• Assess whether the processes’ outputs are meeting the input needs of other processes—both internal and external to T&D

• Assess the level of process formality “that exists” as well as “that is needed”

• Determine the priorities for tightening up your processes (getting them into appropriate control) and planning the task and responsibility details for what it will take to do so


Q & A


Session CloseOur objectives were. . . You should be able to. . .•Describe the 12 systems/processes of the T&D Systems model

•Use the model as a jump-starter for mapping your own organization’s T&D systems/processes

•Use the model as a jump-starter for creating an evaluation tool for assessing your systems’ overall strengths and weaknesses

Thanks for your time and attention. Good luck back at your T&D ranch!

Please feel free to provide us with any and all feedback related to your use of this model.

Remember: One size does not necessarily fit all,so you might need to

“Adapt It” vs. “Adopt It”and please respect our copyright


References/Resources

Additional readings/references include

•Articles and presentations- 1990 ASTD Presentation- CADDI’s lean-ISDSM newsletter articles (available at CADDI.com)

•Books- Human Competence, Thomas Gilbert, ISPI and HRD Press, Inc.,

1996- Improving Performance, Geary Rummler and Alan Brache,

Jossey-Bass Publishers, 1995- The Training and Development Strategic Plan Workbook,

Raynold A. Svenson and Monica J. Rinderer, Prentice Hall, 1992- The Quality Roadmap, Raynold A. Svenson, Karen M. Kennedy,

Guy W. Wallace, AMACOM, 1994- lean-ISD, Guy W. Wallace, CADDI Press, 2000


About CADDI

CADDI

Curriculum Architecture Design & Development Institute, Inc.

is a T&D consulting firm in Naperville, Illinois

specializing in the lean-ISD methodologies of the PACT Processes for T&D

“Gopher” more at CADDI.com


About Guy W. WallaceKey Areas of Expertise• Performance Modeling (PM)

Since 1979, Guy has conducted more than 150 group process Performance Modeling sessions.

• Curriculum Architecture Design (CAD)He has conducted 69 performance-based CAD projects since 1982 for a wide range of industries and business functions/processes.

• Modular Curriculum Development (MCD)Guy has conducted more than 35 performance-based MCD projects since 1982.

• Instructional Activity Development (IAD)He has designed and developed more than two dozen performance-based simulation exercises for performances covering labor relations, high-tech product management, sales, ISD, plus many others.

• ISD Project Planning and ManagementGuy is the lead author of CADDI’s lean-ISD methodologies of the planning and management of the PACT Processes for T&D.

• Group/Team Process and FacilitationHe has conducted more than 300 group meetings to accomplish both human performance and business process improvement goals.

Partner, CADDI, Inc.Director, ISPI (1999-2000)

Guy’s extensive professional biography may be viewed on the CADDI Web site at www.CADDI.com

A Training & Development Systems View - EPPIC...Presented by: Guy W. Wallace Partner CADDI, Inc....

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Transcript of A Training & Development Systems View - EPPIC...Presented by: Guy W. Wallace Partner CADDI, Inc....