Curriculum Architecture Design - November 2010

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Performance-based Curriculum Architecture Design - with Guy W Wallace.

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Curriculum Architecture Design - November 2010

  1. 1. Achieve Peak Performance Protect and Improve the Enterprise Leverage Your Current Master Performers for Higher Performance! performance-based Curriculum Architecture Design November 2010ISPI Hampton Roads
  2. 2. Curriculum Architecture The conscious configuration of instructional and informational content, of many media types at the Enterprise level and at the Learner level and at the Product and Subassembly level. November 2010 2www.eppic.biz
  3. 3. Macro-level ISD “Design” PACT: - 3 levels of design - Common Analysis methods and tools - Common Project Management methods and tools November 2010 3www.eppic.biz
  4. 4. Curriculum Architecture Design November 2010 4www.eppic.biz
  5. 5. Session Objectives Preview At the conclusion of the session, participants will be able to: 1. Describe the key Customer Outputs and Benefits 2. Describe the key Supplier Outputs and Benefits 3. Describe the Design Team Meeting Process and the use of the analysis data November 2010 5www.eppic.biz
  6. 6. November 2010 7www.eppic.biz
  7. 7. Year Client Target Audience(s) 1993 Abbott Laboratories Market, Product and Sales Management 1984 Alcoa Labs Laboratory Scientists, Engineers, Technicians, Admin Staff 1989 Ameritech Network Services Management 1989 Ameritech Distribution Services Second-level Management 1996 Amoco ISD Staff Coaching and Support 1996 Amoco Project BEST 1993 Amoco Team Training 1990 ARCO Alaska AMPS 1984 AT&T AETM 1984 AT&T Switching Technician 1988 AT&T Microelectronics Product Management 1994 AT&T Network Systems Global Contract Management 1993 AT&T Network Systems Product Management and Market Management 1991 AT&T Network Systems Marketing Personnel 1989 AT&T Network Systems Network Systems Sales 1988 AT&T Network Systems Switching Business Unit Sales 1986 AT&T Network Systems Product Manager 1996 Bandag, Inc. Franchise Dealership Management 1998 BankAmerica Corporation Financial Relationship Managers 1997 BankAmerica Corporation Retail Branch Personnel 1996 Bellcore Tech Web Masters 1991 British Petroleum—America Front-line Retail Personnel 1984 Burroughs Information Specialists 1983 Channel Gas Industries/Tenneco Fixed-rate Personnel List of Guy Wallace’s 74 CAD Projects - Since 1982 – Page 1
  8. 8. List of Guy Wallace’s 74 CAD Projects - Since 1982 – Page 2 Year Client Target Audience(s) 1993 Commerce Clearing House (CCH) Sales Representative and Sales 1993 Data General Sales 1992 Detroit Ball Bearing Field Sales Managers 1991 Digital Equipment Corporation Program Management 1987 Dow Chemical Safety Training 1986 Dow Chemical Secretarial/Administrative 1986 Dow Chemical Top Operator 2004 Eli Lilly and Company Clinical Trials Process participants 1999 Eli Lilly and Company District Sales Managers 1997 Eli Lilly and Company Leadership and Management 1982 Exxon Exploration USA Geologists/Geophysicists 1992 Ford Design Institute Engineering 1994 Ford Motor Company Engineering 1991 General Dynamics Electrical/Electronics Assembly 1991 General Dynamics CATIA System Designers 1991 General Dynamics MRP II – Manufacturing Personnel 1991 General Dynamics Software Engineering 1990 General Dynamics Composites Bonding & Fabrication 1989 General Dynamics Quality 1997 General Motors Tool & Die Supervisors 1996 General Motors Product Engineers 1999 General Motors University Brand Management—Europe 1999 General Motors University Brand Management—North America 1998 General Motors University Internal Controls 1998 General Motors University MFD Area Managers 1998 General Motors University Global Dealer Auditors 2000 GTE Service Corporation/Verizon Wholesale Billing Call Center Personnel
  9. 9. List of Guy Wallace’s 74 CAD Projects - Since 1982 – Page 3 Year Client Target Audience(s) 1993 Hewlett Packard Order Fulfillment (Order Processing, 1991 Hewlett Packard Information Technologists 1989 Hewlett Packard Information Technologists 1986 Illinois Bell Second-level Manager 1986 Illinois Bell Data Technician 1993 Imperial Bondware/Federal Paperboard Sales Training 1985 MCC Powers Fire and Security 1983 MCC Powers ATC Branch Personnel 1983 Motorola Design & Manufacturing Engineering 1986 Multigraphics In-Branch Sales Orientation 1987 NASA Middle Manager 1990 NCR Supply Line Management 2003 Norfolk Naval Shipyard Production Supervisors & Zone Managers 1988 Northern Trust Bank (Chicago) Trust and Financial Services 1994 Novacor, Corunna Site Operations Management and 1991 Occidental Petroleum Labs Laboratory Personnel 1998 Siemens Building Technologies, Inc. Sales Engineering 1993 Spartan Stores/ISSC Companywide 1996 Sphinx Pharmaceuticals Combinatorial Chemists 1990 Square D Quality Training 1995 Valuemetrics, Inc. Associate and Senior Associate 2001 Verizon Consumer Sales Call Centers 1983 Westinghouse Defense Electronics Technical Operators (WICAM/IAG)
  10. 10. November 2010 11www.eppic.biz
  11. 11. November 2010 12www.eppic.biz
  12. 12. November 2010 13www.eppic.biz
  13. 13. Event Info on the Learning Path/Menu November 2010 14www.eppic.biz
  14. 14. The Beginning of the Path
  15. 15. The Beginning of Every Path… …has its own Beginning – Middle – End Beginning… Middle… End… almost
  16. 16. Beginning of the Beginning  The “Architecture” here reflects the Organization chart, plus - all assigned Teams and others Jobs that the target audience will be working with. November 2010 17www.eppic.biz
  17. 17. Middle of the Beginning  The “Architecture” here reflects analysis data from the Performance Model and can be created immediately after that analysis…using standard templates November 2010 18www.eppic.biz
  18. 18. End of the Beginning  The “Architecture” here reflects some or all of the Performance data, and the linked enabling K/S data – as determined by the Project Steering Team and their handpicked Design Team. November 2010 19www.eppic.biz
  19. 19. One of 7 Paths produced in a combined CAD-MCD effort… November 2010 20www.eppic.biz
  20. 20. Another of the 7 Paths produced in a combined CAD-MCD effort… November 2010 21www.eppic.biz
  21. 21. November 2010 22www.eppic.biz
  22. 22. Whether the output is a Straight Path, a Path of Menus, or a Menu… …it should be “as rigid as required and as flexible as feasible.”
  23. 23. Planning Guide November 2010 25www.eppic.biz
  24. 24. The Analysis Data 1- Target Audience Data 2- Performance Data 3- Enabling K/S Data 4- Existing T&D Assessments (ETA) Data November 2010 28www.eppic.biz
  25. 25. 1- Target Audience Data November 2010 29www.eppic.biz
  26. 26. 2- Performance Data November 2010 30www.eppic.biz Key Tasks Describes the key activities needed to produce the outputs Roles/Responsibilities Clarifies who is typically responsible for performing the tasks Deficiency dE=Environment dK=Knowledge/skill dI=Individual attribute/value Key Outputs and Metrics or Measures Describes what is produced from doing the job tasks and identifies key performance measures of each output Typical Performance Gaps Identifies any typical ways the output or task does not meet performance standards Probable Gap Cause(s) Identifies most likely causes for each typical performance issue/ deficiency The Most Convenient Stores Store Management Performance Model ©2002 EPPIC, Inc. Area of Performance: • Key Outputs - Measures Key Tasks Probable Gap Cause(s) dE dK dI Roles/Responsibilities 1 2 3 4 dE = deficiency - Environment dK = deficiency - Knowledge/skill dI = deficiency - Individual attribute/ value Role: 1 = 2 = 3 = 4 = Typical Performance Gaps Form Design ©2002 EPPIC, Inc. 12/02 Page 1 A. Staff Recruiting, Selection, and Training 1 = District Manager 2 = Store Manager 3 = Assistant Manager 4 = Clerk • New staff hired - Timely - Qualified •Identify need for additional staff and complete internal paperwork •Create and place local ads •Select candidates for interviewing •Interview and select candidates for offer •Make hiring offer(s) •Complete paperwork to fill the position        •Too few candidates •Poor choice •Poor recruiting •Local economy •Neglect to check references •References do not provide key information dK dE dK dE
  27. 27. 3- Enabling Knowledge/ Skills November 2010 31www.eppic.biz
  28. 28. 4- Existing T&D Assessments November 2010 32www.eppic.biz
  29. 29. Alternatives…
  30. 30. T&D Path & Planning Guide November 2010 36www.eppic.biz For the Customer…
  31. 31. Event Specs and Mod Specs November 2010 37www.eppic.biz For the Supplier…
  32. 32. DEMO Job Family: ______________________Sky Cap & Baggage Handler
  33. 33. 1999 - Geary Rummler Review of lean-ISD November 2010 39www.eppic.biz 1999
  34. 34. 1999 - Miki Lane Review of lean-ISD 1999 November 2010 40www.eppic.biz
  35. 35. Some of the free CAD Resources from Guy… November 2010 41www.eppic.biz Book is available as a free 410 page PDF download at www.eppic.biz Audio Podcasts are available as free downloads at www.eppic.biz
  36. 36. Thank you…and please complete any Evaluations! November 2010 42www.eppic.biz

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