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Whether you are new to learning and performance or a seasoned veteran, this webinar will help you understand the critical success factors in running a successful learning and performance organization, ...

Whether you are new to learning and performance or a seasoned veteran, this webinar will help you understand the critical success factors in running a successful learning and performance organization, considering both the internal operation of your department and its overall presence in the larger enterprise.

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  • 10/26/12 Copyright Edge Interactive
  • 10/26/12 Copyright Edge Interactive
  • 10/26/12 Copyright Edge Interactive Add exercises, interactions, quizes
  • 10/26/12 Copyright Edge Interactive Add exercises, interactions, quizes
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  • 10/26/12 Copyright Edge Interactive Numerous studies showed eLearning was the “better” way to learn
  • 10/26/12 Copyright Edge Interactive Around since the seventies We became involved in the late eighties AT&T Global Learning had a proprietary device Rick Dollar machine 233mhz, $10,000 Apple: $10,000 Arel: Very expensive IBM ISEN Ford Motor Company
  • 10/26/12 Copyright Edge Interactive Around since the seventies We became involved in the late eighties AT&T Global Learning had a proprietary device Rick Dollar machine 233mhz, $10,000 Apple: $10,000 Arel: Very expensive IBM ISEN Ford Motor Company
  • 10/26/12 Copyright Edge Interactive Numerous studies showed eLearning was the “better” way to learn Current thinking is a little more flexible Basically, knowledge base material goes on web Skills and performance based material goes in classroom Travel not so important at this moment Susan Long going to all eLearning and having to implement classroom Technical training has a strong heritage of classroom Sales training has a strong heritage of classroom
  • 10/26/12 Copyright Edge Interactive Around since the seventies We became involved in the late eighties AT&T Global Learning had a proprietary device Rick Dollar machine 233mhz, $10,000 Apple: $10,000 Arel: Very expensive IBM ISEN Ford Motor Company
  • 10/26/12 Copyright Edge Interactive Around since the seventies We became involved in the late eighties AT&T Global Learning had a proprietary device Rick Dollar machine 233mhz, $10,000 Apple: $10,000 Arel: Very expensive IBM ISEN Ford Motor Company
  • 10/26/12 Copyright Edge Interactive Around since the seventies We became involved in the late eighties AT&T Global Learning had a proprietary device Rick Dollar machine 233mhz, $10,000 Apple: $10,000 Arel: Very expensive IBM ISEN Ford Motor Company
  • 10/26/12 Copyright Edge Interactive Around since the seventies We became involved in the late eighties AT&T Global Learning had a proprietary device Rick Dollar machine 233mhz, $10,000 Apple: $10,000 Arel: Very expensive IBM ISEN Ford Motor Company
  • 10/26/12 Copyright Edge Interactive Around since the seventies We became involved in the late eighties AT&T Global Learning had a proprietary device Rick Dollar machine 233mhz, $10,000 Apple: $10,000 Arel: Very expensive IBM ISEN Ford Motor Company
  • 10/26/12 Copyright Edge Interactive Around since the seventies We became involved in the late eighties AT&T Global Learning had a proprietary device Rick Dollar machine 233mhz, $10,000 Apple: $10,000 Arel: Very expensive IBM ISEN Ford Motor Company
  • 10/26/12 Copyright Edge Interactive Around since the seventies We became involved in the late eighties AT&T Global Learning had a proprietary device Rick Dollar machine 233mhz, $10,000 Apple: $10,000 Arel: Very expensive IBM ISEN Ford Motor Company
  • 10/26/12 Copyright Edge Interactive
  • 10/26/12 Copyright Edge Interactive $ 1,303,951 $39,513 finished hour
  • 10/26/12 Copyright Edge Interactive 40,000 person company spending $1,200 spends a total of $48,000 36.1% of that is $17M
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  • 10/26/12 Copyright Edge Interactive No clear impact from training and EPD. Sun example of orders, Qwest example of training and ordering Differentiate people vs. non-people issues Add historical continuity knowledge of past successes and failures Add analogous divisional, business unit, enterprise chart (Performance tree wherever that is) Show hierarchical alignment Gestalt of Enterprise Performance the complex interaction of organizational factors so integrated as to constitute a practical unit with properties not easily isolated.   Examples: Trying to overcome poor hiring decisions with training Blaming Leadership for poor market conditions The most qualified, motivated, skilled sales staff will struggle selling overpriced or non-competitive products Portfolio of solutions, priced, and ready for a decision

Business Of Training Business Of Training Presentation Transcript

  • Increasing theBusiness Impact of the Training Organization
  • Agenda Agenda An overview of training development Why implement a training development process? What should a comprehensive training development process accomplish? Developing a project plan Implementation and tracking Critical success factors
  • Business Perspective The Role EPD Creating the strategy and setting the appropriate investment level. Aligning the learning enterprise with the business. Improving individual and organizational performance. Designing efficient and effective development and delivery strategies. Managing the learning enterprise as a business. Developing productive partnerships. Managing organizational talent for business growth. Demonstrating value of the learning enterprise. October 2004 - Jack J. Phillips, Ph.D.
  • Business Perspective Enterprise Perception of EPD Discretionary Not Strategic Hard to measure results 10/26/12 Copyright Edge Interactive 4
  • Business Perspective Total Training Expenditure $45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 00 00 0 00 00 5, 0 0 ,0 0 ,00 0 ,0 0 ,0 1 2 4 8 Employees 10/26/12 Copyright Edge Interactive 5
  • Business Perspective  Before: Training development  ID  Knowledge objects  Interactions  Simulations  Students made  During: Training delivery  Who passed? aware  Classroom  What was taken?  Students allowed  Web  When was it taken? to enroll  Facilitated distance  CD ROM  Notify appropriate personnel  Give students 10/26/12 preparation time  Satellite Copyright Edge Interactive 6
  • Business Perspective Measurability of Results Sa le s Production Ma rke ting Applica tion IT Infra structure T ra ining 10/26/12 Copyright Edge D e ve lopme nt Interactive 7
  • Business Perspective $600,000,000 $500,000,000 $400,000,000 $300,000,000 $200,000,000 $100,000,000 $0 $500,000,000 $1,000,000,000 $5,000,000,000 $10,000,000,000 Marketing IT Training 10/26/12 Copyright Edge Interactive 8
  • Instructional Perspective What we believe about learning impacts our thinking (Old Style) Organization is responsible for learners training Learners are passive Time and productivity are not critical Classroom: multi-day classes consisting of asynchronous lectures with little interaction Virtual Classroom: multi-day classes consisting of asynchronous lectures with little interaction Self-paced CBT: If the learner was entertained, he/she would learn. “Boring”, “static” content didn’t teach people 10/26/12 Copyright Edge Interactive 9
  • Instructional Perspective What we believe about learning impacts learning technology (New Style) Learner is responsible for learner’s training Learners are active seekers Time and productivity is everything Learning is active, not passive, and comes in a wide variety of forms Classroom: multi-day classes consisting of synchronous lectures with abundant interaction and use of technology Virtual Classroom: multi-day classes consisting of synchronous lectures with abundant interaction and use of technology eLearning: Learner will seek and adapt to a style that best suits his/her needs and goals. They generally know what they don’t know. 10/26/12 Copyright Edge Interactive 10
  • Instructional Perspective The new learner Dale Zwart: Learner readiness, doesn’t know what he/she doesn’t know , motivated and equipped to actively seek required information EduTainment not necessary Simple and interesting will do Learner engagement important Interactions can be simple Page turners have a place Blended learning is current defacto 10/26/12 Copyright Edge Interactive 11
  • Instructional Perspective Increasing Number of Delivery Mediums Instructor-led training Seminars Remote labs Online mentoring Virtual classroom Virtual communities Simulations Satellite 10/26/12 Copyright Edge Interactive 12
  • Instructional Perspective Increasing Number of Delivery Mediums CD-ROM Video on demand Audio on demand Web books Books EPSS Assessment 10/26/12 Copyright Edge Interactive 13
  • Instructional Perspective So what is the big deal about eLearning? In 90’s was going to be the killer application on the internet, multibillion dollar industry “Better” way to learn Improved retention Saves travel costs Reduced learner seat time 24 X 7 content availability, Just-in-time training Faster deployment and time to competency 10/26/12 Copyright Edge Interactive 14
  • Production Production Values and Local Bandwidth Wars Achieving Sound, Graphic, Video Quality CD-ROM was gold standard Proprietary video and graphics accelerators and specialized cards Network delivered: IT folks went nuts Intranet delivered: IT folks went nuts Demo 10/26/12 Copyright Edge Interactive 15
  • DeliveryManaging Distance Learning Today Challenges of each medium: CD-ROM, Intranet, Network, Internet, Satellite, Webinars Internet Delivered: IT folks went nuts Firewalls, Security Administration: Participation, Grades Delivery Updates Downloads and plug-ins 10/26/12 Copyright Edge Interactive 16
  • Training DevelopmentEvolution of eLearning Technology 90’s 1992: CD presentation with database engine 1993: PC-based LMS 1994: End user technical training in eight Latin-based languages 1994: End user technical training in DBCS Japanese and Chinese 1994: Hybrid training CD 1995: Corporate training portal with “push” internet-based client updates 1996: Internet-deployed LMS 1998: Conversion of traditional classroom courses to knowledge objects 1999: Knowledge Object Manager 2001: Facilitated distance learning 10/26/12 Copyright Edge Interactive 17
  • Training Development Development and Acquisition Costs Decreasing costs of technology and development Rising customer sophistication Smaller budgets Mixed teams 10/26/12 Copyright Edge Interactive 18
  • Training Development Development and Acquisition Costs Advanced Authoring Tools Reusable Learning Objects Dynamic Course Generation Templates Mega Training Libraries: SkillSoft, others Mega Reference Libraries: Books 24 X 7 10/26/12 Copyright Edge Interactive 19
  • Training Development Decreasing Development Costs eLearning Development Costs/Finished Hour $45,000 $40,000 $35,000 $30,000 Cost/Hour $25,000 $20,000 $15,000 $10,000 $5,000 $0 1990 1995 2000 2005 Future Year 10/26/12 Copyright Edge Interactive 20
  • Training Development Delivery Costs Hardware Costs Infrastructure Costs Telecommunications Costs 10/26/12 Copyright Edge Interactive 21
  • Training Development Evaluation From Kirkpatrick’s Four Levels Return on Investment (ROI) Strategic Alignment Cost Justification 10/26/12 Copyright Edge Interactive 22
  • Training Development Duration of training 33 hrs Estimated student numbers 750 Period over which benefits are calculated 12 months Costs Design and development $40,930 Promotion $4,744 Administration $12,713 Faculty $86,250 Materials $15,000 Facilities $40,500 Students $553,156 Evaluation $872 Total cost $754,165 Benefits Labour savings $241,071 Productivity increases $675,000 Other cost savings $161,250 Other income generation $0 Total benefits $1,077,321 Return on investment 143% Payback period 8 months 10/26/12 Copyright Edge Interactive 23
  • Training Development Training Expenditures Average $1,200 per Employee 10/26/12 Copyright Edge Interactive 24
  • Training Development Resource Strategy Detail Advantages Challenges Outsource Complete Network outsources entire Least impact on Communication of goals Project project including project internal staff, cost and flexibility to meet management. Project schedule control through project changes and quality are monitored fixed price bidding, through scheduled reviews and speed, and sign-offs specialized skills Outsource Specific Network outsources specific Maximizes all Coordinating mixed team, Project Development project functions that are not resources, skill tasks, and process flow Functions core competencies e.g. sets, and programming, graphics, efficiencies animations. Project Management combined responsibility of Network and Vendor Company Internal Staff Only Network completes project with Most control and Internal staff may be over internal resources exclusively potentially lowest taxed and have difficulty cost maintaining priorities between multiple on-going projects Internal Staff Network completes project with Reduces resource Coordinating mixed team, Augmented with internal resources augmented by requirements on tasks, contractor Contractors contractors internal staff acquisition, and cost control. Project Management resources 10/26/12 Copyright Edge Interactive 25
  • Training Development Business Opportunities New Development Market Conversion Market Maintenance Market 10/26/12 Copyright Edge Interactive 26
  • Training Development eLearning Expenditures 10/26/12 Copyright Edge Interactive 27
  • Training Development Function ILT Virtual ILT Lo Band WBT Hi Band WBT Project Management 5 7 12 40 Instructional Design 35 53 62 100 Programming 0 10 40 120 10/26/12 Copyright Edge Interactive 28 Creative 10 10 10 40
  • Training Development Typical Resource Requirements Resource Assignments 350 300 250 200 Hours 150 100 50 0 ILT Virtual ILT Lo Band WBT Hi Band WBT Project Management Instructional Design Programming Creative 10/26/12 Copyright Edge Interactive 29
  • Training Development Typical Resource Requirements Resource Assignments 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% ILT Virtual ILT Lo Band WBT Hi Band WBT Project Management Instructional Design Programming Creative 10/26/12 Copyright Edge Interactive 30
  • Training Development Factor Risk Level Risk Assessment Experience with content High New technology Low Audience commitment Average Available client resources High Available Edge resources Low Availability of required Average content Readiness of required High content Realistic deadline Low Content delays Average 10/26/12 Review delays Copyright Edge Interactive High 31
  • Training Development Summary Industry Trends An increased preference for the use of individual contractors Less regard for “learning science” Move away from “Edutainment” A trend away from total project outsourcing Gives customer more control and flexibility but less accountability Business Process Outsourcing 10/26/12 Copyright Edge Interactive 32
  • Training Development 10/26/12 Copyright Edge Interactive 33
  • Training Development Why utilize training development process Can say “yes” more times than “no” Better management of resources Maximum value to business Reduced stress Better department efficiency Accountability Tracking and planning
  • Training Development Why not utilize training development process Too much additional work Time tracking not professional Hard to use Will be used against me Inaccurate measurement of my performance Push back Speed to market Other BPO arguments
  • Training Development Philosophy Tyranny of quality and perfection, good enough is good enough. Don’t spend more to fix a problem than the problem costs you. Moon shot analogy and the role of quantitative analysis. Goal of an identifiable and measurable improvement for the time and money spent. Don’t cure world hunger.
  • Training Development Setting Accurate and Measuring Progress Attainable Objectives and Status Making Adjustments
  • Training Development Components of training development
  • Training Development Audience Quiz How large is your training development staff 1-10 10-20 20-30 30-50 >50
  • Training Development Why utilize training development process Feature Function Benefit
  • Training DevelopmentDevelopment Efficiency Effects Business Impact Business Impact $25 Measurable Business $20 Impact (Million) $15 $10 $5 $0 $100,000 $75,000 $50,000 $25,000 Average Project Cost 10/26/12 Copyright Edge Interactive 41
  • Training Development Development Efficiency Effects Business Impact Justifiable Projects 25Number of Projects 20 15 10 5 0 $100,000 $75,000 $50,000 $25,000 Average Project Cost 10/26/12 Copyright Edge Interactive 42
  • Training Development eLearning Development Costs eLearning Development Costs/Finished Hour $45,000 $40,000 $35,000 $30,000 Cost/Hour $25,000 $20,000 $15,000 $10,000 $5,000 $0 1990 1995 2000 2005 Future Year 10/26/12 Copyright Edge Interactive 43
  • Training Development Enterprise Wide Training Expense $7,000,000 $6,500,000 $6,000,000 $5,000,000 $4,000,000 $3,250,000 Costs $3,000,000 $2,600,000 $1,950,000 $2,000,000 $1,300,000 $650,000 $1,000,000 $325,000 $0 5 10 20 30 40 50 100 Staff Size
  • Training Development Where is a $12,800,000 Budget Spent? $366,490 $475,080 $827,996 $950,159 $5,090,138 Salaries Travel Conferences Outsourcing Products Other $5,090,138 Source 2004 ASTD Industry Study
  • Training Development What do you get for $12,800,000 New content development Maintenance Infrastructure Delivery
  • Training Development The components of training development Determining project scope Resource planning and assignments Project scheduling Project management, tracking, and adjustment
  • Training Development Audience Quiz Who has a development process in place?
  • Training Development Project Evaluation and IntakeFlowchartof Determine Project Scope and Cost o Hours of training o Delivery mediumprocess o Production value Determine Resource Plan o Overall development skills needed o Specific resource requirements by skill o Total FTEs by skill, quantity, and timing Determine Project Plan o Develop tasks and milestones o Assign resources o Implement Project Plan Project Management, tracking, and adjustment o Status tracking o Hours capture o Adjustments
  • Determining Project Scope Delivery Mediums eLearning Instructor-led training Virtual classroom CD-ROM Satellite 10/26/12 Copyright Edge Interactive 50
  • Determining Project Scope Development and Acquisition Costs Advanced Authoring Tools Reusable Learning Objects Dynamic Course Generation Templates Mega Training Libraries: SkillSoft, others Mega Reference Libraries: Books 24 X 7 10/26/12 Copyright Edge Interactive 51
  • Determining Project Scope Metric Estimating The first is an estimating model based on both our experience and standard industry metrics. This metric utilizes a standard development ratio associated with each hour of training developed. Following are some typical development ratios used in project estimation. Top Down Estimating A second model utilizes a top-down estimating model. This is especially useful in projects having special requirements. With this method, we establish a base price from similar projects that we have previously completed. We use this as a basis and then apply the differences between the two projects to the overall cost estimate. Bottom-up Estimating A third model is used to estimate very complex projects having special characteristics. It is a bottom-up estimating model. In this model, all the components of the project are identified and estimated individually and then rolled up into a total project estimate. We have found during our 11 years in the business that Metric Estimating produces very accurate estimates for most projects. 10/26/12 Copyright Edge Interactive 52
  • Determining Project ScopeCharacteristic ILT & Virtual ILT Lo Band WBT Hi Band WBTDevelopment hours per 40-60 120 300hour of finished trainingInstructional Strategy Linear, knowledge Linear, knowledge transfer, Linear, knowledge transfer, transfer show/tell/do show/tell/do, scenario-basedTheme and Motif Simple, common visual More complex, minimal storyline Full storyline and theme theme, clip art development developmentScreen Design and Layout Simple, minimal graphics More complex, sophisticated graphics Complex design, graphics and for visual engagement and interaction to reinforce learning interactions to reinforce and interest objectives as well as visual learning objectives, simulate engagement and interest tasks, as well as visual engagement and interestInteractions Graphics, minimal Graphics, more numerous and Graphics, more numerous and interactions, one per five complex interactions, one per three complex interactions, one per screens screens screenMedia Graphics Minimal voice-over and video Rich voice-over and videoNavigational Scheme Linear Linear with some hierarchical Hierarchical navigation 10/26/12 Copyright Edge Interactive 53 navigationSkills Assessment Linear with feedback Linear, feedback, some remediation, Linear, feedback, remediation, scores captured scores capturedDevelopment tools and Standard, non- Standard, non-proprietary Standard, non-proprietarytechnology proprietary
  • Determining Project Scope Target Format Original Format Virtual Lo Band Hi Band ILT ILT WBT WBT ILT N/A 20 40 200 CD-ROM N/A N/A 100 150 Paper based 60 80 50 300 Revision % based on original development costs 10/26/12 Copyright Edge Interactive 54
  • Resource Planning and Assignments Project Team Project Management Instructional Design Programming Creative Quality Assurance 10/26/12 Copyright Edge Interactive 55
  • Resource Planning and Assignments Audience Quiz Do individuals on your staff play multiple roles? ID/PM ID/Developer PM/QC ID/PM/QC
  • Resource Planning and Assignments Virtual Lo Band Hi Band Function ILT ILT WBT WBT Project Management 13% 12% 10% 13% Instructional Design 75% 63% 33% 27% Programming 0% 8% 33% 27% Creative 13% 17% 13% 20% 10/26/12 Quality Control 0% 0% Copyright Edge Interactive 11% 13%57
  • Resource Planning and Assignments Typical Resource Requirements Resource Assignments 350 300 250 Quality Control Creative 200Hours Programming 150 Instructional Design 100 Project Management 50 0 ILT Virtual ILT Lo Band WBT Hi Band WBT 10/26/12 Copyright Edge Interactive 58
  • Resource Planning and AssignmentsHours of training 8 Low BandTraining Type WBTDevelopment Ratio 120Total Development Hours 960 Monthly Resource Requirement Total Allocated % of Total hours forResource Project Hours project Oct Nov DecProject Management 10% 96 32 32 32Instructional Design 33% 317 120 100 49Programming 33% 317 20 120 40Creative 13% 125 40 70 34Quality Control 11% 106 10 40 46 10/26/12 Copyright Edge Interactive 59
  • Resource Planning and Assignments Monthly Staff Hours140120100 Project Management Instructional Design80 Programming60 Creative40 Quality Control20 0 Oct Nov Dec 10/26/12 Copyright Edge Interactive 60
  • Resource Planning and Assignments Training Hours 40.0 24.0 16.0 8.0 Project Size (Hours) 4,800 2,880 1,920 960 Person Months 36.9 22.2 14.8 7.4 Task Hours 40 FTE 40 FTE 40 FTE 40 FTE PM 10% 12.0 3.7 7.2 2.2 4.8 1.5 2.4 0.7 ID 33% 39.6 12.2 23.8 7.3 15.8 4.9 7.9 2.4 Art 13% 15.6 4.8 9.4 2.9 6.2 1.9 3.1 1.0 Programming 33% 39.6 12.2 23.8 7.3 15.8 4.9 7.9 2.4 QC 11% 13.2 4.1 7.9 2.4 5.3 1.6 2.6 0.8 Total 100% 120.0 36.9 72.0 22.2 48.0 14.8 24.0 7.4 Assign no more than 40 hours to an individual task, more is all the time in the world 10/26/12 Copyright Edge Interactive 61
  • Resource Planning and Assignments Staff Requirements 35.0 30.0 25.0 Person Months 20.0 15.0 10.0 5.0 0.0 40.0 24.0 16.0 8.0 Training Hours 10/26/12 Copyright Edge Interactive 62
  • Resource Planning and Assignments Total Allocation for All Projects 30.00 26. Expanets FSS Analysis 25. Expanets FSS CBT Conversion 24. Expanets FSS ILT to WBT 23. Pfizer Adams KC Test Addition 25.00 22. Avaya IP Telephone 21. Avaya DEF IP Solutions 20. Sun-New Hire Partner 19. Sample 2 ProjectFTEs (Full Time Equivalents) 20.00 18. Sample 1 Project 17. Qwest EEL-C 16. Hewlett Packard Omnibook 15. Childrens Hospital NCCFC 14. NCH Infosearch Update 15.00 13. Avaya Web VTT Softphone 12. Avaya ECLIPS Tier 1 Training 11. BSCS - Bioinformatics 10. BSCS - NIH4 10.00 9. BSCS - NIH3 8. Qwest IMA Rel 8 7. Qwest Wireless Type 1 6. Qwest Billing Update-Sub Account 5.00 5. Qwest IMA 4. Qwest LSOG 5 Release 3. Qwest 5x4 Phase 2 updates KC, QRG and courses 2. Qwest EEL 1. USW PH4 UNE-P Centrex Products 0.00 11 /01 /2 1 /2 1 1 2 /0 1 /2 1 01 7/ 1 7/ 01 7/ /01 7/ /01 8/ 1 8/ 1 8/ 01 8/ /01 8/ /01 9/ 1 9/ 01 9/ /01 9/ /01 10 /01 /1 1 /1 1 /2 1 /3 1 /1 1 /1 1 /1 1 10 0/0 10 7/0 10 4/0 11 4/0 11 1/0 12 2/0 1 2 9 /0 0 /0 0 /0 10 3/0 11 7/0 12 /0 4/ 1/ 8/ 5/ 6/ 7/ 8 11 18 25 15 22 29 12 19 26 1 /5 / 2 / 6/ 10/26/12 Copyright Edge Interactive 63
  • Project Dynamics Why are you so tired at the end of the day? Risk/Certainty dynamic Perfection/Good enough dynamic Multiple Personalities on a Project 10/26/12 Copyright Edge Interactive 64
  • Project Dynamics Factor Risk LevelRisk Assessment Experience with content High New technology Low Audience commitment Average Available client resources High Available resources Low Availability of required Average content Readiness of required High content Realistic deadline Low Content delays Average 10/26/12 Review delays Copyright Edge Interactive High 65
  • Project Dynamics “Discovery” Customer Under desire for defined goals “best” and product objectives Project Dynamics Customer Business delays: climate content changes Customer Your desire delays: for “best” reviews product 10/26/12 Copyright Edge Interactive 66
  • Project Dynamics Personalities in aOwner Vendor Business project Customer management Customer champions Customer Subject Matter Experts Project Managers Instructional Designers Graphic Artists Programmers 10/26/12 Copyright Edge Interactive 67
  • DISC Personality Types DISC type Description Independent, persistent, direct. Dominant Energetic, busy, fearless. (Direct, Driver, Demanding, Determined, Focus on own goals rather than people. Decisive, Doer) Tell rather than ask. Ask What? Social, persuasive, friendly. Energetic, busy, optimistic, distractable. Influential Imaginative, focus on the new and future. (Inducement, Inspiring, Impressive, Poor time managers. Focused on people than tasks. Interacting, Interesting) Tell rather than ask. Ask Who? Consistent, like stability. Accommodating, peace-seeking. Steady Like helping and supporting others. Good listeners and counsellors. (Submissive, Stable, Supportive, Shy, Close relationships with few friends. Status quo, Specialist) Ask, rather than tell. Ask How? and When? Slow and critical thinker, perfectionist. Conscientious Logical, fact-based, organized, follows rules. (Cautious, Compliant, Correct, Dont show feelings. Private. Few, but good friends. Calculating, Concerned, Careful, Big-picture, outlines. Contemplative) 10/26/12 Ask Why? and Interactive Copyright Edge How? 68
  • DISC Personality Types Preference Dominant Influential Steady Conscientious Focus on other people X X Independent, internal X X Energetic and busy X X Tell rather than ask (vs. X X opposite) Imaginative, big-picture, X X future-focused Like stability and X X predictability Like change (vs. stability) X X Task-oriented (vs. X X people) Flexible to changing X X world 10/26/12 Copyright Edge Interactive 69
  • DISC Personality Types People-focused Task-focused Active, Outgoing Influential Dominant Passive, Internal Steady Conscientious 10/26/12 Copyright Edge Interactive 70
  • Solution Definition and Investment Acquired skills and knowledge Organizational Leadership facilitation Workload Effective Motivation Performance Native skills Infrastructure and knowledge Processes and procedures 10/26/12 Copyright Edge Interactive 71