Simulation Scorecards as Drivers for              Calculating ROI          in Addition to FeedbackSerious Play Conference ...
Today’s Session OutlineIn this session we will address the following    issues relating to Scorecards and ROI:1. Understan...
Why use Simulation?Experiencing Best Practices Enables Critical Thinking
Why use Simulations?Experience is the best teacher   Sims provide experience (emotional engagement    with environment) ...
When Sim
Experience Design:Authoring Simulations(Introducing the Assignment)1.        Establish the Narrative (something that can b...
Experience Design:Authoring Simulations (Cont’d)2.   Articulate and Prioritize Key Learning Objectives3.   Write a Scene f...
Simulation ScorecardsScorecards are a very powerful component forboth:FeedbackAuthoringEspecially when there are tradeof...
Example – Project Leadership   Interpersonal and organizational aspects of projects   Focus of Sim on both Team and othe...
The Balanced ScorecardMethodology   Start with a business problem that needs to be    addressed – this is the underlying ...
Linking the Scorecard and ROI   Back to the business problem …   When it comes to ROI it is helpful to consider where   ...
Developing the business caseDetermine how and where the issues manifest at theirmost compelling level by examining the:Be...
The Balanced ScorecardMethodology   Start with a business problem that needs to be    addressed – this is the underlying ...
Break Down Balanced Scorecardto Measurable Components   Identify observable behaviors that demonstrate the    scorecard i...
Define Units of MeasureIdentify units of Measure - from Benefit/Beneficiary MatrixIndividual Level   –   Productivity – u...
Do the Math   Use the units of measure to quantify benefits and/or    avoided costs and think about it over time   Compi...
For More Information• Contact:  Ken Spero  (215) 565-5598  KSpero@NEXLEARN.com  www.ImmersiveLearningU.com
Useful Links:www.seriousplayconference.comwww.seriousgamesdirectory.comwww.seriousgamesassociation.comContact:sbohle@serio...
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“Simulation Scorecards as Drivers for Calculating ROI in Addition to Feedback” By Ken Spero- Serious Play Conference 2012

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Ken Spero speaks about “Simulation Scorecards as Drivers for Calculating ROI in Addition to Feedback” at Serious Play Conference 2012
ABSTRACT:
One of the biggest challenges facing learning professionals in organizations in every sector is justifying the cost of training. With the economy the way it has been, any level of spending is challenged with respect to the expected returns and without the justification, budgets are scarce. Much of the training that organizations need to achieve the necessary change in employees to affect performance relates to soft skills which are difficult to assess or measure under the best of circumstances. This is compounded by the fact that few training initiatives happen in a vacuum and it is therefore difficult to isolate the impact of the training versus other aspects of the initiative.

For many years, Simulations have been a key vehicle for capturing and deploying Experience in a ‘risk free’ manner that approximates the ‘school of hard knocks’ but without the associated bruising.

Articulating a Scorecard is a key step in Experience Design and Simulation development. Experience Design is built on the premise of being able to articulate and then operationalize the experience you want a participant to have. One of the initial key steps in articulating experience is to understand how success, or failure, is measured in that experience. By breaking down learning objectives to how they can be observed helps to make the intangible measurable. Once it is measurable, it is not so difficult to make it quantifiable.

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  • The first thing we want to do is establish the narrative, the story. We begin the process by determining ‘what narrative’? Given that we are attempting to build a learning experience it ought to be built around a problem we are trying to fix so we will need to identify and define the problem we are addressing. What do we want people to experience when they go through the narrative? Is it a change in behavior? Is it the application of a new skill? Do we want to reinforce something they have been taught elsewhere? Is it that we want them to get experience doing something successfully? Or to fail forward? What is the outcome we are looking for? Determine the timeline inside of which this experience takes place. Is it during the course of an hour long meeting? A day-in-the-life? A week-in-the-life? A year-in-the-life? This will provide some necessary context for the narrative and the types and number of decisions. How is success going to be measured in the experience? What are the learning objectives? Who are the stakeholders who can be affected? Will they are be affected in the same way? Does it matter? Is there financial impact or only interpersonal? By truly understanding the ‘Scorecard’, we can better understand the problem and its root challenges. Where does the ‘problem’ take place? With whom? Who do we need to know? Just tell the story without concern for branching at this stage, we will just begin with the narrative and then flesh it out further. This does not need to be detailed or formalized just enough to provide a framework for the exercise
  • Identify key learning objectives - In order to get started at this stage, it will be worth selecting 2 or 3 of the scorecard items that you would like to focus on first. Prioritize them - Once you have your objectives, order them in terms of their priority with respect to the overall learning objective. Scene development – In the context of the overall narrative choose a segment in which the selected Learning Objective Manifest. Once that segment has been identified, start with the first prioritized objective and write a scene within that segment that reflects that objective. Articulate Choices – within that decision scene, what are the different options one could follow in making a decision. Just lay out the options, no consequences yet. Do the same activity around the next prioritized objective until you have one scene per objective.
  • “Simulation Scorecards as Drivers for Calculating ROI in Addition to Feedback” By Ken Spero- Serious Play Conference 2012

    1. 1. Simulation Scorecards as Drivers for Calculating ROI in Addition to FeedbackSerious Play Conference Presented by:August 22, 2012 Ken Spero
    2. 2. Today’s Session OutlineIn this session we will address the following issues relating to Scorecards and ROI:1. Understanding the value of Simulation2. The role of the Scorecard in Sim3. Experience Design Methodology4. Balanced Scorecard5. Building the Business Case – ROI6. Look at and Play a Sim (if we have time)
    3. 3. Why use Simulation?Experiencing Best Practices Enables Critical Thinking
    4. 4. Why use Simulations?Experience is the best teacher Sims provide experience (emotional engagement with environment) Sims expand the evocable experience base, they become part of your experience portfolio / “gut”. Sims consequate Mindlessness and encourage Mindfulness Sims provides an opportunity for participants to learn from failure, to Fail Forward Sims enable time acceleration to feel consequences Sim leverages the power of storytelling (context)
    5. 5. When Sim
    6. 6. Experience Design:Authoring Simulations(Introducing the Assignment)1. Establish the Narrative (something that can be re-used – Anchor Story) a) Clearly define a problem / Target Learning Objective b) Articulate the desired experience and outcome c) Timeline and flow d) Create Measurable Scorecard: Goals and Boundaries e) Establish Context: Environment / Storyline / Cast f) Start with ‘Golden Path’
    7. 7. Experience Design:Authoring Simulations (Cont’d)2. Articulate and Prioritize Key Learning Objectives3. Write a Scene from narrative that reflects each of the selected Learning Objectives4. Articulate Alternatives/Choices/Feedback5. Lay out scenes in the flow of the narrative6. Determine Memorable and Realistic Consequences7. Add intros and outros8. Score Choices – Link to Objectives in a Measurable way
    8. 8. Simulation ScorecardsScorecards are a very powerful component forboth:FeedbackAuthoringEspecially when there are tradeoffs between thedifferent objectives or between differentstakeholders
    9. 9. Example – Project Leadership Interpersonal and organizational aspects of projects Focus of Sim on both Team and other Stakeholders Team Scorecard Organizational Scorecard – Focus - Customer Satisfaction – Motivation - Management Satisfaction – Skill Development - Perceived Product Quality – Buy-in/Commitment - Team Total – Productivity - Project Total – Innovation - GANTT Chart (Scheduling) – Communication - Budget – Leadership
    10. 10. The Balanced ScorecardMethodology Start with a business problem that needs to be addressed – this is the underlying reason driving the need for the training If we are able to solve this problem, what will I see change or benefit or how does the problem we are trying to fix manifest: – From a Financial perspective – With respect to my Customers and their Satisfaction – With our Internal Management Processes – With our ability to Innovate and Grow
    11. 11. Linking the Scorecard and ROI Back to the business problem … When it comes to ROI it is helpful to consider where the potential returns will come from with respect to solving the Business Problem: – Quantified Business Benefits – Avoided Costs and Reduced Risk – Cost Changes
    12. 12. Developing the business caseDetermine how and where the issues manifest at theirmost compelling level by examining the:Benefit – Beneficiary Matrix – Benefit - What is the nature of the problem: improved – Efficiency, Effectiveness or Innovation – Faster, Better, New – Beneficiary – Where is this most compelling place to measure: Enterprise, Group or Individual
    13. 13. The Balanced ScorecardMethodology Start with a business problem that needs to be addressed – this is the underlying reason driving the need for the training If we are able to solve this problem, what will I see change or benefit or how does the problem we are trying to fix manifest: – From a Financial perspective – With respect to my Customers and their Satisfaction – With our Internal Management Processes – With our ability to Innovate and Grow
    14. 14. Break Down Balanced Scorecardto Measurable Components Identify observable behaviors that demonstrate the scorecard items – these might be specific competencies relating to the business problem or
    15. 15. Define Units of MeasureIdentify units of Measure - from Benefit/Beneficiary MatrixIndividual Level – Productivity – units/day – Sales productivity – won/loss ratioGroup Level – Sales org productivity – cost of sales – Workgroup productivity - # of staff – Improved Customer Service – number of complaintsEnterprise Level – Improved Product Quality – defect rate – New product capability – volume of new products/year – New market entry – volume of new markets/year
    16. 16. Do the Math Use the units of measure to quantify benefits and/or avoided costs and think about it over time Compile the expected cost of development and deployment Establish a baseline cost – ‘what if we did nothing…’ Also determine what you are competing against (i.e. an alternative approach or some other usage of the money) Find someone to help with the calculations, if you need it, based on the expected complexity of the numbers and metrics
    17. 17. For More Information• Contact: Ken Spero (215) 565-5598 KSpero@NEXLEARN.com www.ImmersiveLearningU.com
    18. 18. Useful Links:www.seriousplayconference.comwww.seriousgamesdirectory.comwww.seriousgamesassociation.comContact:sbohle@seriousgamesassociation.com

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