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  • 1. PRACTICAL MANAGEMENT TEMPLATESAND TOOLS FOR STRATEGIC/TACTICALPLANNING Deborah Stone, CPT CEO & President Steven Villachica, Ph.D., CPT Chief Learning Officer www.dls.com Presented at the June, 2003, Training Directors’ Forum, Phoenix, AZ . Supplemental Materials
  • 2. TABLE OF CONTENTSSESSION NUMBER/CODE 507................................................................... iiSLIDES ......................................................................................................1PLANNING APPROACH ...........................................................................21GAPS AND OPPORTUNITIES ACROSS THE ENTERPRISE...............................22CALCULATING BENEFITS.........................................................................23DEVELOPMENT RATIOS ...........................................................................24FACTORS THAT AFFECT DEVELOPMENT RATIOS ......................................25MORE ON PROTOTYPING AND USABILITY TESTING ..................................27ROAD MAP EXAMPLE 1...........................................................................29ROAD MAP EXAMPLE 2...........................................................................30RISKS AND MITIGATION STRATEGIES .......................................................32DEPICTING THE SCOPE OF WORK ............................................................33TOOLS ....................................................................................................34BIBLIOGRAPHY........................................................................................38©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use,all approaches and content herein may not be used or distributed without the prior written consent of the authors. ic:dls group1124 2003 tdf1124 strategic-tactical planning supplemental materials (4).doc
  • 3. SESSION NUMBER/CODE 507Practical Management Templates and Tools for Strategic/Tactical PlanningDESIRED KNOWLEDGE OR EXPERIENCENone. Prior experience in strategic and tactical planning will help.OBJECTIVESIn this session you’ll learn a proven, practical, evergreen approach to practical planning that will helpensure success, obtain buy-in, and align the enterprise from the top down and the bottom up. You willlearn how to: 1. Apply a proven, practical approach for strategic and tactical planning for your own e-learning and performance improvement efforts. 2. Link business drivers, strategic intent, strategic initiatives, and tactical approaches. 3. Use templates and tools to support the planning process.THE INSTRUCTORSDeborah L. StonePresident and CEO of DLS Group, Deborah has received 17 professional Awards of Excellence, includingMicrosoft’s Outstanding Product Award, for work in performance technology, Performance SupportSystems, and technology-based training geared to managers. A frequent author and presenter atTraining, the Training Directors’ Forum, TechKnowledge, ISPI, and many corporations, Deborahcompleted her graduate work in instructional technology at San Francisco State University. She wasISPI’s 1991-93 Vice President of Technology Applications and the co-developer of ISPI’s first HPTInstitute Deborah also co-authored the chapter on PSS that appears in the second edition of theHandbook of Human Performance Technology.Steven W. Villachica, Ph. D.Steve is a Chief Learning Officer for DLS Group, where he specializes in applying cognitive research andassessment to technology-based delivery platforms. He co-authored the chapter on PSS appearing in thesecond edition of the Handbook of Human Performance Technology. Steve was 1998 Cracker-Barrel Co-Chair, an ISPI Regional Consultant, and member of the nominations committee. He is chair of the 2003Analysis of Needs, Problems, or Opportunities conference track. A two-time winner of ISPI’sOutstanding Systematic Approach award, he completed his doctorate in educational technology at theUniversity of Northern Colorado.DLS Group, Inc.2774 E. 2 nd Ave, Penthouse Level Training Directors’ ForumDenver, CO 80206Phone: 303-333-4513 June 8-11, 2002 • Phoenix, AZdstone@dls.com svillachica@dls.comwww.dls.com©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use,all approaches and content herein may not be used or distributed without the prior written consent of the authors. iic:dls group1124 2003 tdf1124 strategic-tactical planning supplemental materials (4).doc
  • 4. Practical Management Templates and Tools for Strategic/Tactical Planning Deborah L. Stone, CPT President and CEO Steven W. Villachica, Ph. D., CPT Chief Learning Officer Presented at the 2003 Training Directors’ Forum, Phoenix, AZ DLS Group, Inc. Denver, CO www.dls.com ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 1 FPlease NoteE n We’ve changed the order of some of the slides n We will address the major points that appear in the description and the objectives n We will describe a practical approach to strategic and practical planning embedded within a more robust one ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 2©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use, all approaches andcontent herein may not be used or distributed without the prior written consent of the author. 1
  • 5. Topics n Background n Strategic Planning n Tactical Planning n Operational Planning ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 3 Environmental Scan There’s Trouble in the Kingdom! n 60% typical start rate (ASTD & the Masie Center, 2001) n 30% typical completion rate (Institute of IT Training, 2003) n Widespread techno-lust ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 4©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use, all approaches andcontent herein may not be used or distributed without the prior written consent of the author. 2
  • 6. The Planning Cycle ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 5 Why E-Learning Plans Fail Eight Common Reasons n Misalignment with business drivers n Siloed solutions n Inadequate cast of characters, including lack of sponsors n Analysis paralysis n “Event” versus “process” perspective n Same development approaches for all efforts n The “hammer problem” n Inadequate time/attention to change management ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 6©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use, all approaches andcontent herein may not be used or distributed without the prior written consent of the author. 3
  • 7. Why Planning Efforts Fail Inadequate Attention to the Technology Mix ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 7 Topics üBackground üStrategic Planning n Tactical Planning n Operational Planning ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 8©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use, all approaches andcontent herein may not be used or distributed without the prior written consent of the author. 4
  • 8. Planning Approach Strategic Planning u Solution Components u Solution Integration u Customer Pathing ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 9 Strategic Planning What It Is n In its most fundamental sense, strategic planning links the business objectives of the enterprise to the strategies used to meet them. A business case provides the relevant economic information. ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 10©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use, all approaches andcontent herein may not be used or distributed without the prior written consent of the author. 5
  • 9. Strategic Planning Strategic Business Objectives and Strategies n Example Business Objectives (based on drivers) l â time to market l á niche market product share n Example HR/Learning/Performance Strategies l Ensure sales readiness via a set of integrated, at- the-fingers, interventions l Increase niche product sales via available sales/marketing tools available on a 24/7 basis ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 11 Strategic Planning An Aligned Situation STRATEGIC BUSINESS HR/LEARNING/ OBJECTIVES PERFORMANCE OBJECTIVES nâ time to market n Integrated, at-the-fingers, interventions available ná niche market 24/7 at time of need product share n Focused, data-driven sales/marketing/ education tools available on a 24/7 basis ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 12©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use, all approaches andcontent herein may not be used or distributed without the prior written consent of the author. 6
  • 10. Strategic Planning A Misaligned Situation STRATEGIC BUSINESS HR/LEARNING/ OBJECTIVES PERFORMANCE OBJECTIVES n â time to market n á course enrollment n á niche market product share n á stick time ná student satisfaction ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 13 Strategic Planning Readiness Factors n Ready l Organizational and work environment issues n Willing l Change management n Able l Skill/resource development Cross & Dublin (2003) ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 14©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use, all approaches andcontent herein may not be used or distributed without the prior written consent of the author. 7
  • 11. Strategic Planning Process Review ? Adapted from Buchanan & Soley, 2003 ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 15 Strategic Planning Gaps & Opportunities across the Enterprise Process Process Process Process 1 2 3 4 Enterprise ü ü ü Opportunity 1 (Customers) Enterprise ü ü ü Opportunity 2 (Customers) Enterprise ü ü ü ü Opportunity 3 (Customers) ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 16©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use, all approaches andcontent herein may not be used or distributed without the prior written consent of the author. 8
  • 12. Strategic Planning The Business Case n Executive Summary n Recommendations n Budget n Schedule n Benefits/ROI n Measures n What We Need ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 17 Business Case Calculating ROI Benefits ROI = Costs ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 18©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use, all approaches andcontent herein may not be used or distributed without the prior written consent of the author. 9
  • 13. Business Case Calculating Benefits 1999 2000 Unit of performance (salary, sales to date, or exemplary revenue) X .35 .26 Gain in performance (post – pre) X .55 .47 Percentage of performance attributable to e-learning/PI X .71 .59 Percentage of reps’ time spent on tasks requiring e-learning/PI X 500 500 Number of participants = Value of e-learning/PI benefits ? Adapted from Spenser (1985) ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 19 Business Case Calculating Costs n Number of Students n Courses per Year n Course Length n Number of Participants n Employee Pay (Burdened) n Instructor Bill Rate n Travel Costs n Classroom Rental n Course Development Costs n Course Maintenance Costs ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 20©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use, all approaches andcontent herein may not be used or distributed without the prior written consent of the author. 10
  • 14. Planning Approach Tactical Planning u Solution Components u Solution Integration u Customer Pathing ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 21 Tactical Planning What It Is n In a fundamental sense, tactical planning specifies solutions and approaches to realize the business case. Tactical planning should also address risks/mitigants and provide a scope of work. ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 22©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use, all approaches andcontent herein may not be used or distributed without the prior written consent of the author. 11
  • 15. Tactical Planning Solutions and Approaches n Strategy: Integrated, at-the-fingers, interventions available 24/7 at time of need n Example solutions and approaches l “Big-Tent” approach to E-learning l Readiness assessment l LMS/LCMS l EPSS l Process Reviews l Rapid Application Development (RAD) l Prototypes ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 23 Tactical Planning A “Big Tent” Approach n Providing organizations “what they need, when they need it, in the form they need it so they perform in a way that consistently meets… [business] objectives.” ? Villachica & Stone (1999) ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 24©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use, all approaches andcontent herein may not be used or distributed without the prior written consent of the author. 12
  • 16. Tactical Planning More on the “Big-Tent” Approach n Learning n Task Structuring n Information Support Support n Knowledge n Coaching n Data n Knowledge n Tools Management n Communication n Interaction & n Collaboration Collaboration ? Gery (2002) n Guidance & Tracking ? Rossett (2002) ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 25 Tactical Planning Integrated Solutions to Improve Performance E-Learning/ Performance Improvement ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 26©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use, all approaches andcontent herein may not be used or distributed without the prior written consent of the author. 13
  • 17. Tactical Planning Linear ISD versus RAD Approaches --Adapted from Foshay (1995) ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 27 Tactical Planning Road Map Example 1 u Solution Components u Solution Integration u Customer Pathing ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 28©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use, all approaches andcontent herein may not be used or distributed without the prior written consent of the author. 14
  • 18. Tactical Planning Road Map Example 2 Basic Curriculum Path 0 Protopic Sales Performance System 1 Job Training (Overview) 2 Product Information 3 Job Tools 5 6 7 (Overview) (Overview) Mentoring Mentoring Community (Overview) Tool of Practice (Overview) (Overview) 1.1 Pre-Work 2.1 Sales Brochure 3.1 MSOffice 1.1.1 Preassessment 2.2 Protopic Product Info 3.2 Palm Pilot 1.1.2 Dermatology Fundamentals 2.2.1 Monograph 3.3 T M S (3.25 Hours) 2.2.2 MOA Brochure 3.4 Pre-Call 1.1.2.1 Welcome 2.2.3 File Card 3.4.1Physician 1.1.2.2 Selling Protopic 2.3 Backgrounders Profile 1.1.2.3 Intro to Dermatology 2.3.1Professional 3.4.2Expected 1.1.2.4 Intro to Immunology Sales Aid Needs 1.1.2.5 New Strategies in AD 2.3.2 Prescribing 3.4.3Expected Management Information Objections 1.1.2.6 Steroid Use and AD 2.3.3Clinical Trials 3.5 Resource 1.1.2.7 Dermatology Case Study 2.4 Leave Behinds Matcher 1.1.3 Sales Fundamentals (3.5 hours) 2.4.1 Journal Articles 3.6 Post -Call 1.1.3.1 Protopic Fundamentals 2.4.2Consumer Info 3.6.1 Rep 1.1.3.2 Clinical Trials Case Study 2.5 Web Site Reflection 1.1.3.3 Clinical Reprints Case Study 2.5.1 Training 3.6.2Manager 1.1.3.4 Prescription Info Case Study 2.5.2Health Care Coaching 1.1.3.5 Protopic Sales Aid Case Study Professionals 1.1.3.6 Sales Process and Physician 2.5.3Consumers Types 2.6 Core Launch 1.1.3.7 Using Protopic DTC Materials Materials 2.7 Buying Cycle 2.8 How Physicians Learn 1.2 Corporate Training (3 days) -5 2.9 Protopic Reference Binder 1.2.1. Who is FHI? 1.2.2. Computer Training 2.10 JAAD Supplement 2.11 Visiting Speaker Slides 2.12 AAD Poster 1.3 Basic Training (3 days) Presentation 1.3.1 FHI Marketing & Sales Welcome 2.13 Sales Competencies 1.3.2 Dermatology Fundamentals Role Play 2.14 Clinical Reprints 1.3.3 Immunology Fundamentals Role Play 2.15 Dermatology 1.3.4 Protopic Sales Aid Role Play Learning System 1.3.5 Clinical Trials Role Play CDs 1.3.6 Clinical Reprints Role Play 2.16 Protopic Video Tape 1.3.7 Prescription Information Role Play 2.17 Protopic DTC 1.3.8 Objection Handling: Comparative Campaign Materials Analysis Role Play 2.18 Frequently Asked 1.3.9 Objection Handling: Protopic versus Questions (FAQs) Steroids Role Play 1.3.10 Objection Handling: Protopic versus Elidel Role Play 1.4 Conversational Selling (2.5 days) KEY 1.5 Advanced Role Plays (1.5 days) ONLINE PERFORMANCE SUPPORT SYSTEM CLASSROOM/INSTRUCTOR-LED 1.6 Advanced Objection Handling & Presentation Skills (2-4 days) INFORMATION JOBTOOLS/SOFTWARE APPLICATIONS 1.7 Instructor Training (2 days) -3 COACHING/SHADOWING COMMUNITY OF PRACTICE 1.8 Mentor Training (2 days) -3 4 Continuing Education ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 29 Tactical Planning Road Map Example 2 ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 30©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use, all approaches andcontent herein may not be used or distributed without the prior written consent of the author. 15
  • 19. Tactical Planning Risks and Mitigation Strategies # Risk Likelihood Criticality Owner Mitigants ¨ High ¨ High ¨ Medium ¨ Medium ¨ Low ¨ Low ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 31 Tactical Planning Depicting the Scope of Work and Schedule ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 32©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use, all approaches andcontent herein may not be used or distributed without the prior written consent of the author. 16
  • 20. E-Learning/PI Business Case Frontloading Costs in the Budget 60 55 50 40 30 30 Traditional 30 25 RAD 20 20 20 15 10 10 5 5 0 0 0 Alig Ana Des Dev Im E nm l ign elop plem valuat ent ysis ent men t atio ion n ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 33 Tactical Plan Communicating the Tactics n Risks/mitigation strategies n Scope of work/schedule n Accountabilities n E-learning/PI infrastructure n Evaluation measures n Benefits/ROI ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 34©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use, all approaches andcontent herein may not be used or distributed without the prior written consent of the author. 17
  • 21. Planning Approach Operational Planning u Solution Components u Solution Integration u Customer Pathing ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 35 Operational Planning What It Is n Operational planning describes how the e-learning/performance improvement solutions will be developed and implemented across the enterprise. A project plan describes each effort in detail. ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 36©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use, all approaches andcontent herein may not be used or distributed without the prior written consent of the author. 18
  • 22. Operational Planning Individual Project Plans n Executive Summary n Introduction n Approach n Scope of Work n Roles and Responsibilities n Schedule n Budget ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 37 Strategic/Tactical Planning Practical Templates and Tools u Solution Components u Solution Integration u Customer Pathing ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 38©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use, all approaches andcontent herein may not be used or distributed without the prior written consent of the author. 19
  • 23. Questions? Comments? ? ©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or s distributed without the prior written consent of the author. P:001dls presentationsconferences 124 2003 VNU TDF 1124 Strategic-Tactical Planning.ppt 1 39©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use, all approaches andcontent herein may not be used or distributed without the prior written consent of the author. 20
  • 24. PLANNING APPROACH u Solution Components u Solution Integration u Customer Pathing©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use,all approaches and content herein may not be used or distributed without the prior written consent of the authors. 21c:dls group1124 2003 tdf1124 strategic-tactical planning supplemental materials (4).doc
  • 25. GAPS AND OPPORTUNITIES ACROSS THE ENTERPRISE Process 1 Process 2 Process 3 Process 4 Rep Training Sales Calls OrderingEnterprise Opportunity 1 Ø New rep training takes Ø Reps have trouble Ø Reps must re-keyCustomers: Reps too long to complete addressing physician’s hospital orders Ø New rep training isn’t objections using Ø Reps aren’t using time- transferring well to the existing marketing saving features of the job materials existing ordering Ø Case studies are software hypothetical and Ø System won’t allow obsolete reps to order directlyEnterprise Opportunity 2 Ø Managers aren’t Ø Managers lack Ø The order approvalCustomers: Managers meeting sales quotas adequate release time process takes up too with their new reps to provide coaching much time Ø Incentives do not Ø Too many orders account for coaching require re-workEnterprise Opportunity 3 Ø There is too much Ø Printing andCustomers: Marketing overlap between the dissemination costs for marketing and training printed material are materials that reps use excessiveEnterprise Opportunity 4 Ø There is too much Ø Paper-based courseCustomers: Training overlap between the exams do not match marketing and training real on-the-job materials that reps use behaviors. Ø Per diem training costs are too high©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use,all approaches and content herein may not be used or distributed without the prior written consent of the authors. 22c:dls group1124 2003 tdf1124 strategic-tactical planning supplemental materials (4).doc
  • 26. CALCULATING BENEFITS 2004 2005 Unit of performance X .35 .50 Gain in performance (post – pre) X .55 .47 Percentage of performance attributable to e-learning/performance improvement X .71 .59 Percentage of reps’ time spent on tasks requiring application of e- learning/performance improvement X 1500 1500 Number of participants = Value of e-learning/performance improvement benefits©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use,all approaches and content herein may not be used or distributed without the prior written consent of the authors. 23c:dls group1124 2003 tdf1124 strategic-tactical planning supplemental materials (4).doc
  • 27. DEVELOPMENT RATIOS Development Time to CreateDelivery Medium 1 User Contact Hour• Instructor -led Training 18 - 125 hours1• Self-Instructional Manuals 75 - 150 hours 1• Computer-Based Training 200 - 450 hours1• Multimedia 300 - 600 hours1• Web-based and E-learning 20 - 750 hours1• Performance Support System 150 - 600 hours Development Time• Hypertext Information Systems 2 - 5 hours per pop-on window• Task-based Online Help/Cue Cards 3 - 5 hours per pop-on window• Procedural Software Documentation $100 per page1 (print-based) 1 - 4 hours per page• Policy/Procedure Documentation (print- $120 per page1 based)1• Linear Video $1,500 - $2,500 per running minute 3-10 hrs for videotaped lecture; 100 hours for broadcast quality• Interactive Video 300 hours per hour• Animation $3,000 - $8,000 per minute• Expert Systems 0.5 - 8 hours per rule1 Excludes costs for printing, packaging, and shipping.©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use,all approaches and content herein may not be used or distributed without the prior written consent of the authors. 24c:dls group1124 2003 tdf1124 strategic-tactical planning supplemental materials (4).doc
  • 28. FACTORS THAT AFFECT DEVELOPMENTRATIOS Scope TYPES OF R ISK Technology OrganizationORGANIZATIONAL FACTORS • Span of control and level of project sponsor. • Dedication and relationship of client and supplier project managers. • Quality of product (from both the customer’s and supplier’s perspective). • Number of reviews and timelines for sign -off. • Previous experience with the customer. • Amount of end-user involvement in analysis, design, and implementation. • Amount of available expertise in the subject matter. • Quality of communications. • Presence of hidden agendas. • Expected amount of time spent not related to designing or revising the instructional materials. Some developers estimate that this typically consumes about 80 percent of project time.SCOPE FACTORS • Number of expected user contact hours. • Cognitive performance requirements (conceptual, procedural, problem-solving). • Complexity of content. • Number, type, and complexity of components. • Availability, quality, and accuracy of existing content. • Complexity and frequency of interactions (performance requirements). • Specificity of the performance requirements. • Number and complexity of graphics, animation, and multimedia.©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use,all approaches and content herein may not be used or distributed without the prior written consent of the authors. 25c:dls group1124 2003 tdf1124 strategic-tactical planning supplemental materials (4).doc
  • 29. • Ease of use. • Familiarity of target audience with medium. • Quality of finished product requirements. • Length of course. • Degree of remediation (e.g., quizzes, selective module reviews).TECHNOLOGY FACTORS • Development and implementation platform, authoring and architecture/network environment. • Distribution. • Available bandwidth. • Familiarity with development approach. • Availability and expertise in specialized development tools, libraries, and templates. • Experience of development team. • Degree to which development team has worked together before. • Rigor of the project management and change management processes. • Development model the project team employs (traditional ADDIE’s linear, “waterfall” approach versus Rapid Application Development (RAD) or other 4 th generation ISD model). • Availability of project management data describing a similar development effort. • Availability of appropriate templates or toolsets. • Need for specialized peripherals (e.g., touch screens, digitizers, robotics).©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use,all approaches and content herein may not be used or distributed without the prior written consent of the authors. 26c:dls group1124 2003 tdf1124 strategic-tactical planning supplemental materials (4).doc
  • 30. INTEGRATED SOLUTIONS TO IMPROVEPERFORMANCE E-Learning/ Performance Improvement©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use,all approaches and content herein may not be used or distributed without the prior written consent of the authors. 27c:dls group1124 2003 tdf1124 strategic-tactical planning supplemental materials (4).doc
  • 31. MORE ON PROTOTYPING AND USABILITYTESTINGPrototypingDEFINITIONAn iterative design approach that produces successive approximations of the end productBENEFITSØ Test the accuracy and completeness of performance requirements.Ø Ensure the design of the intervention meets the performance requirements.Ø Facilitate end-user “buy-in”Ø Create an “assembly line” for the development effort.Usability TestingDEFINITIONA “pre-pilot” test employing a small, but representative, sample of end users to ensure that:Ø End users can intuitively and self-sufficiently use materials to meet business needs and objectives.Ø There are no hidden points of confusion.Ø Training time is minimized.BENEFITSØ Minimizes the number of substantive changes from later pilot testsØ Improves overall qualityØ Ensures that you deliver what end users want, and what they can useØ Can be low cost, as dictated by the intervention, end users and stakeholders©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use,all approaches and content herein may not be used or distributed without the prior written consent of the authors. 28c:dls group1124 2003 tdf1124 strategic-tactical planning supplemental materials (4).doc
  • 32. ROAD MAP EXAMPLE 1©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use,all approaches and content herein may not be used or distributed without the prior written consent of the authors. 29c:dls group1124 2003 tdf1124 strategic-tactical planning supplemental materials (4).doc
  • 33. ROAD MAP EXAMPLE 2Pharmaceutical Sales Support System, part 1 Basic Curriculum Path 0 Protopic Sales Performance System 1 Job Training (Overview) 2 Product Information 3 Job Tools 5 6 7 (Overview) (Overview) Mentoring Mentoring Community (Overview) Tool of Practice (Overview) (Overview) 1.1 Pre-Work 2.1 Sales Brochure 3.1 MS Office 1.1.1 Preassessment 2.2 Protopic Product Info 3.2 Palm Pilot 1.1.2 Dermatology Fundamentals 2.2.1 Monograph 3.3 TMS (3.25 Hours) 2.2.2 MOA Brochure 3.4 Pre-Call 1.1.2.1 Welcome 2.2.3 File Card 3.4.1 Physician 1.1.2.2 Selling Protopic 2.3 Backgrounders Profile 1.1.2.3 Intro to Dermatology 2.3.1 Professional 3.4.2 Expected 1.1.2.4 Intro to Immunology Sales Aid Needs 1.1.2.5 New Strategies in AD 2.3.2 Prescribing 3.4.3 Expected Management Information Objections 1.1.2.6 Steroid Use and AD 2.3.3 Clinical Trials 3.5 Resource 1.1.2.7 Dermatology Case Study 2.4 Leave Behinds Matcher 1.1.3 Sales Fundamentals (3.5 hours) 2.4.1Journal Articles 3.6 Post-Call 1.1.3.1 Protopic Fundamentals 2.4.2 Consumer Info 3.6.1 Rep 1.1.3.2 Clinical Trials Case Study 2.5 Web Site Reflection 1.1.3.3 Clinical Reprints Case Study 2.5.1Training 3.6.2 Manager 1.1.3.4 Prescription Info Case Study 2.5.2 Health Care Coaching 1.1.3.5 Protopic Sales Aid Case Study Professionals 1.1.3.6 Sales Process and Physician 2.5.3 Consumers Types 2.6 Core Launch 1.1.3.7 Using Protopic DTC Materials Materials 2.7 Buying Cycle 2.8 How Physicians Learn 1.2 Corporate Training (3-5 days) 2.9 Protopic Reference 1.2.1. Who is FHI? Binder 1.2.2. Computer Training 2.10 JAAD Supplement 2.11 Visiting Speaker Slides 2.12 AAD Poster 1.3 Basic Training (3 days) Presentation 1.3.1 FHI Marketing & Sales Welcome 2.13 Sales Competencies 1.3.2 Dermatology Fundamentals Role Play 2.14 Clinical Reprints 1.3.3 Immunology Fundamentals Role Play 2.15 Dermatology 1.3.4 Protopic Sales Aid Role Play Learning System 1.3.5 Clinical Trials Role Play CDs 1.3.6 Clinical Reprints Role Play 2.16 Protopic Video Tape 1.3.7 Prescription Information Role Play 2.17 Protopic DTC 1.3.8 Objection Handling: Comparative Campaign Materials Analysis Role Play 2.18 Frequently Asked 1.3.9 Objection Handling: Protopic versus Questions (FAQs) Steroids Role Play 1.3.10 Objection Handling: Protopic versus Elidel Role Play 1.4 Conversational Selling (2.5 days) KEY 1.5 Advanced Role Plays (1.5 days) ONLINE PERFORMANCE SUPPORT SYSTEM CLASSROOM/INSTRUCTOR -LED 1.6 Advanced Objection Handling & Presentation Skills (2-4 days) INFORMATION JOB TOOLS/SOFTWARE APPLICATIONS COACHING/SHADOWING 1.7 Instructor Training (2-3 days) COMMUNITY OF PRACTICE 1.8 Mentor Training (2 -3 days) 4 Continuing Education©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use,all approaches and content herein may not be used or distributed without the prior written consent of the authors. 30c:dls group1124 2003 tdf1124 strategic-tactical planning supplemental materials (4).doc
  • 34. Pharmaceutical Sales Support System, part 2©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use,all approaches and content herein may not be used or distributed without the prior written consent of the authors. 31c:dls group1124 2003 tdf1124 strategic-tactical planning supplemental materials (4).doc
  • 35. RISKS AND MITIGATION S TRATEGIES# Risk Likelihood Criticality Owner Mitigants1 Sponsors, stakeholders, partners, o High þ High Director a. Obtain a sponsor with signatory authority. supervisors, and end users may refuse to þ Medium o Medium b. Assess the readiness of the organization and collaborate in creating e-learning and o Low o Low adopt specific education and marketing efforts performance improvement to address any issues that arise. c. Adopt a RAD-based development approach to produce prototypes that project ambassadors can use to obtain buy-in. d. Form an executive steering committee to establish strategic direction, oversee the application of a systemic approach to meeting strategic business objectives, and address education and marketing efforts. e. Employ technical review teams comprised of project managers, SMEs, novices, and supervisors responsible for ensuring the technical accuracy, completeness, and representativeness of all deliverables associated with a given intervention. a.2 o High o High o Medium o Medium o Low o Low©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use,all approaches and content herein may not be used or distributed without the prior written consent of the authors. 32c:dls group1124 2003 tdf1124 strategic-tactical planning supplemental materials (4).doc
  • 36. DEPICTING THE SCOPE OF WORK©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use,all approaches and content herein may not be us ed or distributed without the prior written consent of the authors. 33c:dls group1124 2003 tdf1124 strategic-tactical planning supplemental materials (4).doc
  • 37. TOOLSGaps and Opportunities across the Enterprise Process 1 Process 2 Process 3 Process 4 Rep Training Sales Calls OrderingEnterprise Opportunity 1 Ø Ø Ø ØCustomers:Enterprise Opportunity 2 Ø Ø Ø ØCustomers:Enterprise Opportunity 3 Ø Ø Ø ØCustomers:Enterprise Opportunity 4 Ø Ø Ø ØCustomers:©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use,all approaches and content herein may not be used or distributed without the prior written consent of the authors. 34c:dls group1124 2003 tdf1124 strategic-tactical planning supplemental materials (4).doc
  • 38. Calculating Benefits Period 1 Period 2 Unit of performance X Gain in performance (post – pre) X Percentage of performance attributable to e-learning/performance improvement X Percentage of reps’ time spent on tasks requiring application of e- learning/performance improvement X Number of participants = Value of e-learning/performance improvement benefits©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use,all approaches and content herein may not be used or distributed without the prior written consent of the authors. 35c:dls group1124 2003 tdf1124 strategic-tactical planning supplemental materials (4).doc
  • 39. Risks and Mitigation Strategies# Risk Likelihood Criticality Owner Mitigants1 o High o High a. o Medium o Medium o Low o Low a.2 o High o High o Medium o Medium o Low o Low a.3 o High o High o Medium o Medium o Low o Low a.4 o High o High o Medium o Medium o Low o Low a.5 o High o High o Medium o Medium o Low o Low a.6 o High o High o Medium o Medium o Low o Low a.7 o High o High o Medium o Medium o Low o Low©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use,all approaches and content herein may not be used or d istributed without the prior written consent of the authors. 36c:dls group1124 2003 tdf1124 strategic-tactical planning supplemental materials (4).doc
  • 40. Operational Project Plan TemplateEXECUTIVE SUMMARY[Provides the elevator pitch.]INTRODUCTION[Links operational plan to strategic and tactical plan. Restates the opportunity, its significance,expected benefits, and potential ROI.]APPROACH[Vision, initial prototypes and descriptions of their operation, learning and job support elements,development methodology, change management process, signoff process, and version controlprocess.]SCOPE OF WORK[Specifies phases, associated activities, and deliverables. Specifies sub-activities, clientresponsibilities, estimated client time, and required inputs.]ROLES AND RESPONSIBILITIES[Accountabilities for sponsor, executive stakeholders, partners in other departments, project and“client” project managers, development teams, steering committee, and technical review teams.]SCHEDULE[Gantt chart depicting phases, activities, milestones, and dependencies.]BUDGET[Specifies estimated professional fees, estimated reimbursable expenses, professional rates, andcost assumptions (inputs, processes, and outputs).]©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use,all approaches and content herein may not be used or distributed without the prior written consent of the authors. 37c:dls group1124 2003 tdf1124 strategic-tactical planning supplemental materials (4).doc
  • 41. BIBLIOGRAPHY ASTD & the MASIE Center. (2001). E-learning: “if we build it, will they come?”: Executivesummary. Alexandria, VA: ASTD. http://www.astd.org/virtual_community/research/pdf/844-16110pdf.pdf Buchanan, R.D., & Soley, R.M. (2003). Aligning enterprise architecture and IT investmentswith corporate goals.http://www.bptrends.com/publicationfiles/META%20OMG%20WP%201%2D15%2D03%2Epdf Cross, J. & Dublin, L. (2002). Implementing e-learning. Alexandria, VA: ASTD. Foshay, R. (1995, March). The problem with ISD models. Paper presented at the annualmeeting of the International Society for Performance Improvement. Atlanta, GA. Gery, G. (2002). Performance support—driving change. In Rossett, A. (Ed.) The ASTD e-learning handbook: Best practices, strategies, and case studies for an emerging field (pp. 24-37).New York, NY: McGraw-Hill. Institute of IT Training (2003). Over 90% completion rate for institutes blended learningproject. http://www.trainingpressreleases.com/newsstory.asp?NewsID=599 Martin, J. (1991). Rapid application development. New York: Macmillan PublishingCompany. Olszewski, J., Endicott, J., Villachica, S. & Stone, D. (2003). Prototyping for e-learning thatworks! SPBT Focus (13), 2, 63-67. Rosenberg, M.J. (2001). E-learning: Strategies for delivering knowledge in the digital age.New York: McGraw Hill. Rossett, A. & Gautier-Downes, J. (1991). A handbook of job aids. San Diego, CA: Pfieffer &Company. Rossett, A. (2002). Waking in the night and thinking about e-learning. In Rossett, A. (Ed.)The ASTD e-learning handbook: Best practices, strategies, and case studies for an emerging field(pp. 3-18). New York, NY: McGraw-Hill. Spencer, L. M., Jr. (1985). Calculating human resource program costs and benefits. W.R.Tracey (Ed.) Human resource management and development Handbook. NY: AMACOM. Stone, D.L., & Villachica, S.W. (1999). Performance support systems. In H. D. Stolovitch andE. J. Keeps (Eds.), Handbook of human performance technology: Improving individual andorganizational performance worldwide (2 nd ed.) (pp. 442-463). San Francisco, CA: Jossey-Bass/Pfeiffer. Stone, D.L. & Villachica, S. W. (2002, April). Beyond the Crystal Ball: Prototyping Strategiesand Tools for Determining Solid Metrics, Shrinking Schedules and Costs, and Improving Quality.©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use,all approaches and content herein may not be used or distributed without the prior written consent of the authors. 38c:dls group1124 2003 tdf1124 strategic-tactical planning supplemental materials (4).doc
  • 42. Paper presented at the annual conference of the International Society for Performance andInstruction. Dallas, TX. Stone, D.L., & Villachica, S.W. (2003, February). Web-based, automated evaluation for e-learning: Accountability from level 1 to ROI. Presented at the 2003 VNU Training Conference,Atlanta, GA. Stone, D.L., & Villachica, S.W. (2003). And then a miracle occurs! Ensuring the successfulimplementation of enterprisewide EPSS and e-learning from day one. Performance Improvement,42(3), 42-51. Svenson, R.A. & Rinderer, M.J. (1991). The training and development strategic planworkbook. Englewood Cliffs, NJ: Prentice Hall. Villachica, S.W., & Stone, D.L. (1998). Rapid application development for performancetechnology: Five strategies to deliver better interventions in less time. In P. J. Dean and D. E.Ripley (Eds.), Performance improvement interventions: Performance technologies in theworkplace (pp. 343-399). Washington, DC: International Society for Performance Improvement.©2003 by DLS Group, Inc. All rights reserved. Aside from instances of fair use,all approaches and content herein may not be used or distributed without the prior written consent of the authors. 39c:dls group1124 2003 tdf1124 strategic-tactical planning supplemental materials (4).doc