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Rapid Prototyping that Really Works!_ web version092010
Rapid Prototyping that Really Works!_ web version092010
Rapid Prototyping that Really Works!_ web version092010
Rapid Prototyping that Really Works!_ web version092010
Rapid Prototyping that Really Works!_ web version092010
Rapid Prototyping that Really Works!_ web version092010
Rapid Prototyping that Really Works!_ web version092010
Rapid Prototyping that Really Works!_ web version092010
Rapid Prototyping that Really Works!_ web version092010
Rapid Prototyping that Really Works!_ web version092010
Rapid Prototyping that Really Works!_ web version092010
Rapid Prototyping that Really Works!_ web version092010
Rapid Prototyping that Really Works!_ web version092010
Rapid Prototyping that Really Works!_ web version092010
Rapid Prototyping that Really Works!_ web version092010
Rapid Prototyping that Really Works!_ web version092010
Rapid Prototyping that Really Works!_ web version092010
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Rapid Prototyping that Really Works!_ web version092010

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How do you figure out the objectives and content you need for a course - in an afternoon? …

How do you figure out the objectives and content you need for a course - in an afternoon?

This presentation shows a low tech way to do just that - and lets you practice it too! Best of all, the approach can be modified to work virtually as well as in person.

Published in: Education
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Transcript

  • 1. Rapid Prototyping that REALLY Works!
    • Presented by:
    • Sharon Boller, Bottom-Line Performance, Inc.
    • Denise Rucker, Effective Performance Solutions, Inc.
  • 2. Agenda
    • What is rapid prototyping?
      • Definitions
      • A real-life story
    • Rapid prototyping in action
      • Say Yes Shoe Store
    • Moving from design into development
  • 3. Objectives
    • Define rapid prototyping and the elements of the Cube  Model
    • Design a customer service training program using the Cube  Model
    • Select the best learning activities
    • Recognize techniques to streamline development and implementation
  • 4. Our Definition
    • An approach to training program development that combines analysis and design steps and creates a bridge into preliminary development of the end product.
    • The end result is a robust design document that streamlines the development process.
  • 5. The Kitchen Table Story
    • The Situation
      • Need for a workshop to teach OD consulting; client had defined processes
      • Target audience HR managers with little/no consulting experience
      • Delivery method already defined workshop
      • Design needed quickly
  • 6. Rapid Design Approach
    • Identifying major tasks associated w/ OD consulting.
    • Specifying what an HR Manager needed to know and be able to do to effectively implement the processes.
    • Identifying common mistakes new managers might make.
    • Identifying what learners already knew or knew how to do.
    • Describing the appropriate performance check.
    • Identifying post-training support required.
    Use flipcharts and Post-Its
  • 7. Rapid Design Approach (cont)
    • Specified content needed to support objectives.
    • Wrote descriptions of learning activities that built skill and knowledge required to complete the performance check.
    Use flipcharts and Post-Its
  • 8. Rapid Design Approach (cont)
    • Created detailed design in 1.5 days.
    • If you want to expedite development, it’s critical to include all designers who will participate in development.
    • Process can be done with a single designer.
  • 9. Your Turn: Part 1 of Case Study
    • Read the case study.
    • Form a triad.
    • As a group, review the instructional goal and complete Step 1 of the Cube © Model using the worksheet provided.
    • Take 12 minutes.
  • 10. Your Turn: Say Yes Shoe Store
    • Instructional Goal:
      • SYS sales clerks will provide exemplary customer service. They will create a warm, friendly environment for shoppers, conduct error-free transactions, and provide accurate answers to all customer questions.
  • 11. Answers to Part 1 Demonstrate interpersonal communication skills Apply policies and procedures Demonstrate product knowledge
  • 12. Part 2: Two-Minute Brainstorms
    • Take two minutes for each of the following activities:
      • Identify what SYS sales clerks need to know and be able to do to perform your assigned task.
      • What common mistakes might new SYS sales clerks make when performing this task?
      • What are you assuming that learners will already know when they come to training?
  • 13. Part 3: Performance Check and Post-Training Support
    • Identify the appropriate performance check for your assigned task. (How will you test learners to make sure they’ve achieved the objective?)
    • Identify appropriate post-training performance support.
    • Take 10 minutes.
  • 14. Part 4: Bridging into Development
    • Key question to ask:
      • What learning activities and content are essential to helping learners gain the knowledge and skill needed to complete the required performance check?
    Use more Post-Its!
  • 15. Streamlining Development and Implementation
    • Spend lots of time creating templates; save time later using templates.
    • Develop 1 module first; refine it; then do others.
    • Encourage “content-only” first draft review (no typos, grammar issues, etc.)
    • Push HARD for face-to-face reviews w/ clients.
    • Identify key decision-maker; clarify responsibilities of EACH review team member.
  • 16. Streamlining Development and Implementation
    • Develop and standardize a formal process for review:
      • Name drafts; define stages
      • Inform review team of estimated time required – be brutally honest
    • Create coaching guides for post-training follow-up. Include step-by-step instructions.
    • For instructor-led only : Create easy-to-follow leader’s guides with icons, cue words, and copies of visuals.
  • 17.
    • When face-to-face reviews aren’t possible:
      • Specify what each reviewer’s task is.
      • Define who will resolve differences in opinion.
      • Have a face-to-face with project manager.
      • Put requested changes in writing before actually making them. (laundry list).
    • Develop a standardized implementation checklist:
      • Timeline, activities (pre, during, post), responsibilities
    • Standardize train-the-trainer process

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