Week 8Review and reflect on what you learned in the past 8 weeks.docx

Week 8
Review and reflect on what you learned in the past 8 weeks.
What is the most practical and easily applied lesson you
learned? What was the hardest to grasp? Why?
HPI501 – Introduction to Human Performance Technology
Rod Ibieta
Final Project Case Studies
Case Study #1 The PaceTronics Stor
You have been hired by PaceTronics – a local company
specializing in the design and manufacture of high-tech heart
pacemakers for patients with heart disease such as congestive
heart failure.
There have been numerous complaints from PaceTronics’
customers in the last six months related to the quality of the
products being shipped from PaceTronics (PT). While the
design and technology of the PT pacemakers is undisputed,
many units shipped are not assembled correctly or are failing
prematurely due to out-of-spec parts being used in the
manufacture process. If this problem continues, PT could suffer
the loss of its most important customers and also risk huge
liability lawsuits from patients being implanted with defective
units. PT’s customers want to continue buying the PT
pacemakers but want assurances that the quality issues will be
resolved. They have given PT a maximum of 6 months to
resolve this issue or they will switch to another supplier.
PT’s main competitor, the GoodHeart (GH) Corporation has
been ruthlessly advertising and approaching PT’s customers
with messaging around their strict quality control and offering

all kinds of warranties and other incentives for their products.
GH’s products are not as advanced as PT’s though.
A few months ago, a consulting company was hired to analyze
the problem and suggest a solution. Their analysis revealed that
most of the quality issues were due to new personnel in the PT
factories not fully understanding the different steps in
assembling and testing the PT pacemaker. One of PT’s most
important factories is based in Bangalore, India with the
remainder located in three US sites.
Most of the people working in PT’s factories are young. Some
are college graduates with degrees in engineering and other
disciplines. Some of the India employees may have (language)
problems understanding some of the highly technical manuals
used in the assembly and testing of the PT1 pacemaker.
The assembly of the PT1 involves the careful soldering of
intricate parts, mostly done by a soldering machine that requires
close supervision. This machine needs to be “fed” with the right
materials and components at the right time to ensure its uptime.
Once each PT1 is assembled, it is connected to the PT1000
tester machine. This is an extremely complex machine attached
to a computer that runs the test suite and reports its findings.
Based on the test findings, the operator determines if the device
is ready to ship or needs to have specific components replaced
to bring it within spec.
The consulting company hired by PT determined that the main
problem affecting PT was a lack of knowledge by the assembly
and test folks on the PT1 lines. PT has only 2 subject matter
experts available to train the folks doing this work and they
have been stressed to the limit by having to constantly fly to
PT’s 4 factories in the US and India. Their training has been
mainly classroom-based standup classes taught using self-
prepared PowerPoint slides. Most of the classes are taught
offsite at a local hotel.

Another problem seems to be retention. While most of the folks
that take the training seem to go back to their workplace and
reduce their errors, after a week or so, the error rates go back
up again. Senior management wants to make sure any training
plan that is developed includes some way to track employee
training including what classes were taken and what level of
proficiency was achieved.
After an exhaustive search for the right person, PT has hired
you as their new Corporate Training Manager. The company’s
two SMEs have been told to give you as much of their time as
they can (although they’re constantly flying to the factories to
retrain folks on the manufacturing processes) and you’ve been
given the budget to hire two people who will report to you. You
have a fairly sizeable budget ($200K) to order whatever
equipment you need.
You’ve just walked out of a meeting where executive
management has told you that you have 3 weeks to come up
with a worldwide training plan that drastically cuts (less than 1
reject in 1000) or eliminates the quality issues altogether. You
have 4 worldwide factories with 500 employees in each one that
will need training.
Ideas to consider:
· What technology will you use to solve this problem?
· What will you spend your budget on?
· What kinds of folks will you hire?
· How will you work with your (stressed!) SMEs?
· How will you know when your job is done?
You will need to present your strategy proposal to a
Management Review Committee (MRC) who will have the
ultimate approval authority for your project.

Case Study #2 The SecurOps Challenge
SecurOps (SO) is a fairly new company specializing in high-
tech security systems for airports. SO’s innovative products
include a new hand-held “wand” (model HH1) that is not just a
metal detector but also a “sniffer” for the typical chemical
signature of common bomb components. The HH1 looks like a
regular metal detection wand with the addition of a 3x5 inch
LCD screen that conveys multiple data on the scanned person.
The other main product manufactured by SO is the CO1 carry-
on luggage scanner. This device is the world’s most advanced
luggage X-Ray machine. The CO1 scans luggage going through
a conveyor belt and by using its onboard visual database, it’s
able to “recognize” the usual shapes related to banned items and
alert the security officer through its 15 inch LCD screen. The
CO1 uses a regular PC with a custom version of Microsoft
Windows ® XP and must therefore be booted up in case of a
failure. If the failure in unrecoverable, the machine has a
backup hard disk drive that it can boot from.
If the CO1 does not alert its operator, it does not necessarily
mean that the luggage being scanned is safe. It only means that
the computer did not recognize any shapes of banned objects.
Therefore, operators have to be trained to carefully analyze the
images that the CO1 produces on the computer screen. These
images not only display the basic shape of objects inside the
luggage but also show different colors based on whether an item
is organic; is giving off heat or is unusually cold among other
attributes.
SO is constantly upgrading the firmware and software for all its
devices, adding features and fixing bugs on average, once a
month. Some of these upgrades can substantially change the
functionality of the equipment, sometimes adding whole new set
of menus or drastically changing the behavior of the machine.
Because of the complex nature of these machines, a typical
airport installation will include two technical support staff to
manage breakdowns, firmware upgrades and any other issues.

SO is also working on a new machine not for available for sale
yet. The WB1 is a “Whole Body” scanner that essentially
replaces the need for a hand-held “wand” such as the HH1. The
passenger in question simply steps into a telephone booth sized
enclosure and the machine does a complete scan without any
physical contact of any kind. The operator stands outside the
device and interprets the data the WB1 displays on its onboard
computer screen. The WB1 is currently in “beta” testing at
several airports and seems to be working well with few to no
crashes or malfunctions.
The Williams Gateway Airport in Chandler, Arizona - as part of
its modernization initiative - has decided to install a complete
suite of SO products in its main passenger terminal. The airport
has two main terminals and will therefore require two sets of
security equipment. The airport authorities have also agreed to
become a beta test site for the WB1 scanner. If this pilot testing
goes well, this could be a great contract for SO.
The operators of this equipment will be Transport Safety
Administration (TSA) employees as mandated by law. Most of
these folks have completed high school but many do not have a
college education. Most of them have never operated machinery
as complex as the SO units.
TSA will require that every employee that operates these
devices be officially certified by SO as an operator of each
device. Any mistake here could be catastrophic, so certified
competence is extremely important for SO as well as for the
TSA.
There are a total 30 TSA employees that will need to be cross-
trained on all of the devices. Not all the TSA employees have
been hired yet but the TSA assures you that in one more month,
they will all be available to begin their training. In other words,
here will be one month to fully prepare and certify all the TSA
personnel to operate the machines.
After an exhaustive search for the right person and many

interviews, SO has decided to hire you as their new corporate
training manager. Your task is urgent. The new Williams
Gateway Airport terminals will officially open to the public in
two months. On that day, there will be an official ribbon-cutting
ceremony hosted by the mayor of Chandler and other dignitaries
and the airport authority is expecting fully certified TSA
employees ready to start work the following day.
Your budget is fairly large ($200K) and you have a staff of four
instructional designers at your disposal, reporting to you.
Ideas to consider:
· What technology will you use to get this project off the
ground?
· What strategy will you use to roll out the training in such a
short time period?
· What does your project timeline look like?
· How will you check for operator competency?
· How will you set up the certification process?
Case Study #3 - The USI Dilemma
United Semiconductor International (USI) is one of the fastest
growing semiconductor manufacturing companies in the world
thanks to revolutionary technology invented by their engineers
that dramatically increases power and saves battery life in
mobile phones and other devices using audio. A USI powered

phone or PDA can go for almost twice as long as any
competitor’s device on a single battery charge. This technology
advantage has created much demand for USI’s audio and
communications chips.
USI chip design and manufacturing is mainly carried out in
Poland and Israel but with the huge demand for these chips, it
will be necessary to begin adding manufacturing lines to USI’s
factories in Mumbai, India; Cavite, Philippines and Trenton, NJ.
The Poland and Israel factories are superbly run operations but
they are unable to supply the total number of chips required to
fulfill incoming sales orders. Both of these factories are fiercely
proud of their almost perfect record of safety and lack of
manufacturing defects. However, when their senior management
was approached on sharing this knowledge, both factory GMs
were very reticent to share their knowledge and methods.
Examples of excuses given were:
· “This will take critical resources away from the manufacturing
floor, where we need them”
· “Our methods and processes are particular to our
country/culture. It would be very difficult to copy what we do”
· “Our training materials and specifications are not written in
English - therefore, everything would have to get translated.
This would take an impossibly long amount of time”
USI’s senior management does not believe these excuses hold
any water and wants to begin implementing a training and
knowledge management strategy in order to bring the three new
factories online as soon as possible.
The three new factories must come online within two months
and each has 200 employees working in three shifts that will
need to be trained on the new process and new machines
employed.
One problem is that the two working factories use different
procedures and systems for their manufacturing although their

equipment is identical. Which factory’s system and procedures
would you use to create you training program? The folks in the
corporate office have been talking for years about starting up a
“copy exactly” program that would completely standardize the
processes and procedures at all of the company’s factories.
Perhaps this is a good time to start such a program?
After an exhaustive search, you have been hired as the new USI
Corporate Factory Training Manager. Your task will be to
provide all the appropriate training for the three new factories
that will be coming online in the next few months. You have a
team of three instructional designers at your disposal as well a
10 somewhat reluctant SMEs (5 from each factory) assigned to
help you with the design of the training material.
Management has also asked you to consider working with them
on the implementation of a Copy Exactly program for all of the
factories. A program such as this one would take precedence
over the training program as it would be a prerequisite before
any standardized training material would be produced.
Management wants to carry out this program but will leave up
to you as to when to implement it – either before the new
training is rolled out or after the training. If the decision is
made to implement the Copy Exactly program prior to the new
factory training, you will get an additional two months for this.
Most of the work that these factory folks do is mainly to load an
unload wafer “boats” into the different processing machines.
These machines communicate to their user via a 15 inch LCD
panel that provides status information and also indicate when
they need to be reloaded with a new set of wafers. It is critically
important to follow the right order in processing each wafer
boat as a misstep could cost over $100K per wafer (each wafer
contains hundreds of microprocessor chips or “dies”). Once the
machine is done processing the wafers, it releases them back
into the boat and the operator then hands it off to the automated
material handling system where it goes to the next station.
It should also be noted that safety is of the utmost importance
because these machines are fed with highly volatile and

poisonous chemicals through an internal system. But if any
mishap should occur, the operator needs to know how to
immediately shut down before any catastrophic accident
happens.
Ideas to consider:
ground?
· How will you get the folks at the different geographies to
cooperate?
short time period?
· Will you opt for the implementation of the Copy Exactly
strategy first? Why?
· How will you check for operator competency?
Case Study #4 - The State University – Turnover Trouble
The local state university has been troubled lately with a string
of resignations mainly from its administrative and support staff.
After implementing a series of exit interviews and surveys as
well as an internal assessment of employee satisfaction, senior
management determined that the main problem was related to
lack of employee development opportunities. The local campus
that is experiencing the high turnover does offer free tuition for
campus employees but the classes offered are either taught at

inconvenient times or the subject matter is of low interest to
campus employees.
The surveys and interview data also indicate other possible
problems:
· Employees see no career building opportunities. There is no
systematic program to train and promote employees in the
campus administrative/infrastructure team
· The private university a few miles down offers lots of night
classes for its employees and pays a few more dollars an hour
on average than the State university campus. Most of the
departing employees are going there.
· Because of strict State budget policies, salary raises are out of
the question
If this trend continues, the cost of retraining the new folks that
will have to be rehired will be very high. Therefore campus
management is extremely concerned about this and wants this
turnover problem solved immediately. An independent
consulting company was hired to provide an assessment of the
situation and also provide recommendations to solve the
problem. Their recommendation was to immediately put in place
an employee development system that would provide these folks
the possibility of developing their skills. These folks actually
discovered that employee dissatisfaction was rooted not so
much because of salary issues but more along the lines of
satisfaction with the work environment.
Not only did they find dissatisfaction with the lack of
development opportunities but also with their management.
Many of these managers are relatively new to their jobs and
don’t fully understand or grasp what good management is all
about. Many of them “micro-manage” their direct reports. This
creates an unpleasant, low-trust environment that hampers
productivity and creates a difficult, stressful work situation.
Management has received approval to hire a training and

development specialist to solve this problem. After a long and
arduous search process, you have been selected as the new
campus staff Training and Employee Development Manager,
reporting directly to senior management. Your marching orders
are:
1. Stem the tide of support employees leaving
2. Improve the work environment by putting a T&D strategy to
provide development opportunities to the support staff as well
as some kind of management development program to provide
campus managers better tools and skills to improve their
management practices.
Time is of the essence for this project. Two more employees
just announced their intentions to leave and management is
starting to panic. You have been assigned a small staff
consisting of one web designer, an instructional designer and a
training administration specialist to support you. You also have
a small budget of $150K to get started.
Management would like to see your strategy presented in three
to four weeks and have you begin putting your program in place
immediately after that.
The College of Business on campus has quite a few courses you
could use for this program but these will require “re-purposing”
of the material for internal use.
You have good contacts with several training vendors that carry
excellent (but expensive) training products that you could
purchase.
Ideas to consider:
· What will be the first steps you take to get this project moving
(fast)?

short time period?
· How will you know you’ve been successful?
Case Study #5 – The WS Upgrade Challenge
Warehousing
Solution
s or WS as they are known in the warehousing industry, have
been in business for more than 50 years.
Their work philosophy and environment are renowned in the
industry. WS treats its workers well, generously sharing profits
and providing good benefits for its employees and their
dependents. A few years ago, WS gained nationwide attention
by announcing a college tuition program for employees whose
children achieved a certain GPA in their school work. Because
of this, WS’s employee turnover numbers are some of the
lowest in the industry. WS’s employees are fiercely loyal to

their company and the average employee length of service is 15
years. The average employee age is 42.
WS’s warehousing operations are mainly based on materials of
fairly large dimensions, usually stored on pallets. These pallets
are moved around by fork lifts and placed directly on trucks
moving the merchandise out. Typical items warehoused by WS
are office furniture, heavy equipment for air conditioning and
heating, some building supplied and other similar products.
The typical work process for a WS warehouse employee
involves receiving a sales order from the customer support
folks. This sales order is usually a printout indicating the
product sold and the shipping destination. The employee will
then go to the “map” – a large book that shows the location of
different products within the warehouse. After consulting the
map, the employee will then drive the forklift over to the
general area where the goods are located and visually looks for
the exact item. Once the item is located, he/she will bring the
pallets over to the shipping area and the shipping specialists
will inspect the goods, wrap and ship them accordingly. A
single shipment, because of the large size of the items, could
take several hours to prepare. Once the shipment is completed,
the operator stamps the sales order with a “completed” stamp,
signs his name to it, and places it in the “complete” bin in the
office area.
WS has just signed a very lucrative contract with one of the

country’s largest retailers to warehouse their entire jewelry line
including watches. These items are kept in much smaller boxes
than typically used in a WS warehouse. Also, a typical sales
order for this kind of merchandise is for much smaller volume
(two or three watches, for example).
Because of this, WS has decided to take the plunge in building a
brand-new warehouse a few miles south of its main site. This
new, state-of-the-art warehousing facility will feature the
company’s first ever ASRS (Automatic Storage and Retrieval
System). The ASRS in a robotic device that pulls the
merchandise from a huge set of bins that store the merchandise.
Operators using this new system will sit in front of a computer
terminal where they will download a sales order coming from
the sales department. They will then issue the appropriate
commands to the ASRS to bring down the matching
merchandise. Once the merchandise is brought down and
checked, they will send a notification to the shipping
department via the computer program messaging interface and
place the merchandise on a conveyor belt together with the
printout of the sales order.
There will be 400 WS employees transferring to the new
warehousing facility together with another 200 or so new
employee that will be hired later once the volume ramps to full
capacity.

After a long and thorough job search, you have been hired by
WS as the senior Logistics Systems Manager. You will be in
charge of creating, overseeing and managing the training
program for the 400 workers that will be transferring from the
old warehousing facility to the new one.
Most of these employees have never used a computer for work.
Some have computers at home but only use them casually for
Internet surfing or e-mail. Most are eager to move to the new
facility but also a bit nervous because they will need to not only
relearn their job; they will need to learn how to use a pretty
complex computer program that involves multiple screens, data
entry and some barcode scanning.
The new facility is almost built and WS management has
informed you that they expect to move the employees in about 5
weeks and they’d like to see their training start as soon as
they’re in the new facility or even before then. The software
team who has been working on the new software is offering two
of their best programmers to help you as SMEs and you also
have a team of 4 training specialists with skills in programming,
ID and web design. You have a budget of $150K to get the
project started and management wants to see your strategy and
plan in one more week.
Ideas to consider:
· What will be the first steps you take to get this project

moving?
· What kind of training will you provide (blended, web-based,
hands-on etc.)
· How will you make use of the SMEs assigned to you?
Case Study #6 – Misbehavior on the Floor – Bad Bunnies
Green Bunny (GB) is a local ice cream manufacturer that has
built a reputation as a producer of great-tasting ice cream. Its
flavor combinations are very popular and its reputation has been
growing beyond Arizona. Because of this success, GB has been
building new factories and hiring employees at a very rapid
pace without a lot of screening or thorough interviewing.
The personnel in these factories is about 65% male and 35%

female and the GB’s executive staff is extremely concerned
about sexual harassment allegations they’re starting to hear
from some of these newer factories. GB’s legal advisor recently
gave the executive staff an extensive presentation on this topic
and highlighted a recent multi-million dollar harassment lawsuit
won by female employees at a similar company. This
presentation also highlighted the fact that managers of people
accused of harassment can also be sued as individuals making
everyone even more nervous.
Although there have been no formal harassment complaints
made yet, the factory HR managers are reporting lots of
“informal” reports from female employee on inappropriate
behavior and other problems with some of the male employees
in the factories. Many managers of the employees, when
interviewed, say that that they are indeed aware of this problem
but dismiss it with comments like “boys will be boys” or “they
were only joking”.
GB’s executive staff is very worried about this issue and wants
an immediate rollout of a Harassment Avoidance training
program. After an extensive search for the right person, you
have been chosen as the new Corporate Training and People
Development Manager for the corporation, reporting into the VP
of Human Resources. Your first assignment is to put in place a
Harassment Avoidance training program in place within the next

two months. You will need to present your plan to the executive
staff in two weeks. The staff is expecting to see the following in
your plan:
· Cost
· Method of training delivery
· Staff needed
· Critical Success Indicators (CSIs)
· Roadmap for rolling out the program
Additional Information:
GB has three factories in AZ. All of them are in the metro
Phoenix area. Each factory has about 450 employees. They work
in two shifts; Shift 1 from 6AM to 3:00PM and Shift 2 from
4:00PM to 12:00AM
Employees on the factory floor do not have access to PCs but
most of them have reported that they have PCs at home.

Case Study #7 – Learning Portal for Teachers
Desertville is a rural school district in northern Arizona with 36
schools , 180 teachers and about 10,000 students. While on a
recent trip, the Desertville School District Superintendent was
very impressed with many teaching tips and tricks she heard and
saw from many of the district’s teachers. As she toured the
schools, she realized that it would be extremely valuable if she
could find a way for teachers to share these tips and ideas to
enhance their teaching.
Because of the distances involved, it’s impossible for all of
these teachers to meet on a regular basis to discuss these tips
and tricks. So, based on articles she’s read, the Superintendent
thinks this could all be done “online”. Thanks to a recently
received grant from a wealthy private donor and an exhaustive
search for the right training and development technologist, you
have been selected as the school district’s newest professional.
Your first mission is to put together a proposal for this
“Learning Portal”.
Some questions for you to think about:
· What technology will you use? Will it a simple website or
more?
· How will you get teachers to contribute? What if they’re not

familiar with the technology?
· How will you manage all this information
· Will you allow teachers to upload video, pictures and other
media?
Other requirements:
Your presentation should include not just the technology
(software and hardware) but also how you plan to get teachers,
parents and other community members to use the system and
upload information to it. Also, what will your data retention
policy be? Will you moderate this space? How will you keep
teachers motivated to use this system once the novelty wears
off?
What are your longer-term, more strategic thoughts for this
project? Could the portal be used for other purposes?
You will be presenting a high-level plan to the school board
executive members. Your presentation should include an overall
set of objectives, the technology you plan to implement, the
timeline for execution and also how you will engage the
community, especially teachers. You should also outline the
cost estimate for this project, not only for the initial setup but

also for the ongoing maintenance that will need to be put in
place.
Also – you will need to clearly state what your CSIs (Critical
Success Indicators) will be and what metrics you aim to reach.
Case Study # 8 – Nuclear Worries
A recent emergency preparedness audit at the Alto Verde
nuclear power plant revealed a workforce very poorly prepared
for an emergency, especially a terrorist attack. Copies of this
audit were sent to the Dept. of Homeland Security and plant
management was instructed to get training put in place
immediately to avoid fines and even a forced shutdown.
Apparently, there are several other nuclear power plants in the
region facing this same problem so a federal grant (amount not
disclosed) has been made available to create the training
required to bring up the level of employee preparedness.
The emergency scenarios that this training should include are:
· Terrorist attacks (all possibilities need to be considered)
· Equipment malfunction scenarios including meltdown
prevention

· Radioactive material leakage
· Theft and vandalism prevention
Workers at most of these power plants are unaware of the audit
results and most of them believe that they are 100% competent
in their skill area. Previous, classroom-based training has not
been well received and there has been a lot of resistance to
courses that have any testing (level 2) associated with them.
Because most of the workers at these plants deal with
computerized systems, their computer knowledge and skills are
good.
After an extensive search, you have been selected as the leading
specialist in high impact training programs and you have been
commissioned with the task of designing a training program for
these workers that will bring these power plants back into
compliance with safety guidelines.
You have not been given an assigned budget yet as the
management committee wants to hear your proposal first and
decide based on that. Your proposal should include:
· Details on the technology requirements you need
· The people you will need to help you with this project, such as
Instructional Designers, SMEs, etc.

· An estimate of how long you think it will take to get this
project off the ground and people trained.
· How you will overcome the testing reluctance problem
described above
· Total estimated cost for the program
· Success indicators
· Program maintenance
ultimate approval authority for this program.
Case Study #9 the Sav-A-Life Hospital Story
Sav-A-Life Hospitalis a local, internationally renowned, 650-
bed, not-for-profit, level 1 Trauma Center known for clinical
excellence. Sav-A-Life is just one hospital belonging to a
national company containing 40 Acute Care Facilities,
employing over 40,000 Employees, and 7500 Active Physicians.
Sav-A-Life Hospital(SALH)is seeking a cost effective training
solution to make training easily available 24/7 for its 4,000
employees that would equip them with the skills needed to
effectively perform their job functions. The parent company is

looking for SALH to be the flagship in determining how to train
its employees. SALH’s employees speak a multitude of
languages, range in age from 18 to 95, and have a wide variety
of education levels.
The current education or training programs include:
1. Medical/surgical residency program
2. Graduate medical education company with research facility
3. On site School of nursing preparing baccalaureate prepared
nurses.
4. New employee orientation with varying education needs per
department
5. Ongoing Staff development
6. Greater community education and training (car seats, patient
education)
7. Students from a wide variety of nursing and non-nursing
programs rotating through clinical areas over the summer
A majority of the training consists of one 8-hour day filled with
paper and pencil tests, hands on training, and traditional
lectures. Employees are required to take courses, complete
exams monthly or annually, and become certified or recertified
regularly. Many departments manage their own training and
tracking systems with a paper file system. At present, SALH’s

tracking of coursework and exams are inconsistent, and
employees' transcripts often lag behind their latest certification.
Due to a severe nurse and physician shortage in the greater
Phoenix area, SALH is in need of a consistent training program
for physicians, nurses, and other support staff. SALH is looking
for an education and training solution that is cost effective,
efficient, and able to keep up with the development of new
technologies in the future. In addition to being cost effective
the training solution must be flexible enough to not disrupt
employees’ current workloads and schedules. (Most staff works
12 hr days or nights) And finally, it must be highly effective
with the end result being a higher quality of care given to
patients and families.
In addition to internal criteria set by local leadership; Federal
and state accrediting agencies have mandated continuing
education requirements, competency based certification
training, patient safety training, and current licensure tracking
to be completed and documented in each employee file. Upon
course completion, the employee's file needs to be readily
available for any unannounced visit from the accrediting
agencies. The employee and manager must be able to verbalize
how they maintain competency at any given moment. An

electronic report must be available 24/7 incase of surprise
visits.
The education solution should also include some of SALH’s
local creations:
1. Integration of SALH’s clinical ladder: A system that
calculates what education, committees, and special projects the
employee has participated in over the past 12 months and they
get compensation for it at the end of the year.
2. Training program for managers and supervisors with
competency assessment and evaluation.
3. A staffing program that reflects patient acuity that can be
accessed from home. Preferably the program will be smart
enough to allow the qualified candidates to sign up for shifts
while blocking the unqualified staff.
Management has received approval to hire a training and
development specialist to solve this problem. After a long and
thorough job search, you have been selected as the new campus
staff Training and Employee Development Manager, reporting
directly to senior management. Your marching orders are:
3. Create, implement, oversee and manage the hospital wide

learning management system that supports the performance
improvement process and decreases paperwork.
4. Create, implement, and oversee a tracking system able to
handle instructor-led, webbased, and blended learning
opportunites.
5. Create a program that interfaces with a staffing and acuity
program with the training. (Example, If I take a charge nurse
class, once the date is tracked I should be able to sign up for
any open charge nurse shifts)
You also have a small budget of $150K to get started.
Management wants to see your strategy presented in three to
four weeks and have you begin putting your program in place
immediately after that.
Ideas to consider:
· What will be the first steps you take to get this project
moving?
ground?

· What kind of training will you provide (blended, web-based,
hands-on etc.)
· What strategy will you use to roll out the training?
· How will you set up the license and certification tracking
process?
· What vendor/model makes sense for the SALH organization?
LMS? Corporate University, or Simple education program.?
· How will you know when your job is done?
Remember, some of these employees have never used a
computer for work. Many have computers at home but only use
them casually for Internet surfing or e-mail and some employees
have no computer skills.

Case Study #10 Second Life for SL Insurance?
SL Insurance (SLI) is a new company that sells a wide variety
of insurance products at a discount. In a market filled with
competitors, SLI has decided that its business model is to aim
its products to a distinctive younger demographic group. The
target population is in the 18 – 35 range, mainly urban,
educated and computer savvy.
A few months ago, SLI commissioned a comprehensive
marketing study to examine the needs and concerns of the
targeted demographic. One of the main problems the study
found was that when potential customers were asked about
different insurance products, a large majority (82.4%) did not
fully understand the difference between products, pricing and
their features. A second, and equally important problem is that
the media SLI has been using, mainly magazine and radio
commercials, are scoring low in the retention and penetration
studies undertaken by the marketing team.
Sales have been flat to down in the last six months and the SLI
management team is worried. After a three day retreat, the idea
was hatched to create a new, radical and innovative way to
market the company and its products, unlike anything seen

before. One of the executives suggested that the best approach
to increase sales should be a combination of cool marketing
combined with a simple education program to clearly explain
SLI’s products in a simple, straightforward way. The team
agreed on this approach.
Another of the younger company executives gave an exciting
demonstration of the web-based application called “Second
Life” where people get to interact in a virtual world and where
more and more companies are setting up virtual offices for
people to visit them. The SLI executive team was deeply
inspired by this demonstration and unanimously agreed that it
would make sense for SLI to set up a virtual office in Second
Life.
Other marketing initiatives were also approved.
After much searching, one of the best marketing and training
teams in the business was assembled to tackle this new strategy.
As the Team Learning Technologist, your role is to put together
the SLI virtual presence in the Second Life environment. This
presence must include a simple way and “fun” way for
prospective SLI customers to get information on the 124
difference insurance products the company offers.
Because the company has never attempted this before, the
finance team is unsure of how much finding to allocate to you

for this project. You need to provide a plan on what resources
(including headcount) you need and also a brief description of
what this virtual space will look like and how it will help
customers learn about SLI’s product line.
Case Study #11 Here comes the HD ATM!
Bank of the Future (BOTF) is a new banking institution that is
known for its cutting-edge use of technology as applied to
customer services. Its online presence and banking services are
considered the most advanced in the industry.
BOTF’s executive team is justifiably proud of the bank’s
reputation and they want to ensure that it remains intact. This
means continually searching for new areas in which to innovate
and provide services that no other banks provide.
Last week, Cash Systems Incorporated (CSI) gave the BOTF
executive team a demonstration of their latest generation ATM
generation. These ATMs not only dispense cash, they also allow
customers to do things like apply for loans, increase credit
limits and many other services not normally associated with

ATMs. The BOTF was very excited by this demonstration and
after much discussion, they have agreed to purchase 5 of these
devices for a pilot program in Phoenix and Las Vegas.
The downside is that these new ATMs need to be programmed
from scratch as CSI does not provide operating system services.
They only provide the low-level software for security and other
services. The top-level user interface needs to be provided by
the appropriate bank that purchases the machine. This top level
interface is usually a Linux-driven design and BOTF has an
excellent team of programmers that can easily create the
required screens for this.
The BOTF executive team is concerned however about the “user
experience” and has decided to call you as one of the industry’s
most renowned Learning Technologists for your advice. Among
their concerns is that users of these new machines will not know
how to appropriately navigate through all the options and could
even make costly mistakes by hitting the wrong keys and/or
options. They want to know from you what kind of training (if
any) users would need to ensure minimal to non-existent user
errors.
What solution would you propose here? What do you think the
cost of this solution would be? Could you guarantee zero user
errors?

Case Study #12 Explosives Disposal 101
Army personnel fighting in Iraq have been getting injured and
also killed by Improvised Explosive Devices (IEDs) for several
years now. The training wing of the US Army in Fort Monroe
VA, was commissioned a few years ago to develop the
appropriate training for soldiers in the field that would teach
them to identify the many types of IEDs, avoid them and if so
required, disable them.
The training team at Ft. Monroe produced a well-made
computer-based training class that was delivered via CD-ROM
to the soldiers in the field. Although the soldiers taking the
course provided good level 1 evaluation feedback, the number
of IED-caused injuries continued to go up despite the
deployment of the training. The command team on the field is
concerned and has decided to pull you in to lead a task force to
possibly redesign the training to decrease the number of
injuries.
After interviewing many of the soldiers involved in IED
incidents, the task force found the following:

· IEDs continue to change in shape, delivery type and power.
The IED references in the current material are therefore no
longer current
· Soldiers get to watch videos and animations on how to
approach an IED in the field but these videos were made in
Virginia, where the terrain is very different to Iraq
· Soldiers do not get a chance to practice with real props before
having to go out on the field
· There are a handful of very skillful soldiers in the field who
know more about Iraq-based IEDs than anyone else and many
look to them for advice and guidance. Several of these soldiers
have already stepped forward to say they would be willing to
help with the design of a new, more effective IED disposal
course
The command team is in urgent need of this new training
package and would like to deploy it as soon as you can have it
ready. They have the following questions for you:
· What kind of training would you recommend? CBT? Online?
Face-to-face?

· How long will it take for you to get this training ready to
deploy?
· What resources do you need to get it to the soldiers on the
ground in 8-10 weeks?
· Headcount
· Equipment
· Other expenses?
· How will you measure the effectiveness of your training
package?
· How will you deal with the problem of constantly changing
IEDs that require different disposal techniques?
Case Study #13 - School Bus Runners
The Cactus School District has a major safety issue on their
hands. There have been multiple reports of motorists going

around stopped school buses picking up or dropping off
students. All of the district’s buses have an automated “Stop”
sign than swings out when the bus is stopped to retrieve or pick
up students. The sign also includes flashing lights to warn
motorists to stop. However, these safeguards do not seem to be
working as many motorists simply ignore the warnings and
simply drive around the bus.
Last week, there was a near miss as a young student attempted
to cross the street and was nearly run over by a motorist who
had decided to ignore the stop sign. Parents are angry and upset
at this situation and demanding the district do something.
The district Superintendent, after researching many different
proposals to solve this issue, has decided to use the services of
Traffic Technologies USA (TTU). TTU offers a brand-new
technology that places cameras on the swing out Stop signs and
also on the school bus to record the image of the violating
drives as well as the license plate number of the car itself.
The system seems to work flawlessly and the Superintendent
and other District officials are ready to equip all of their school
buses with this new technology. This is TTU’s first major
contract and its CEO and employees are ecstatic with this news.
As the work contracts are signed, TTU’s CEO realizes that they
will also be responsible for providing all the user training for

this system.
The main users of the system are the bus drivers. They need to
ensure the system is working properly every morning and
afternoon before they leave on their route. All video is captured
by two cameras and streamed to a removable hard drive that the
driver removes back at the office and plugs into a server. The
server then retrieves the video data and sends it back to TTU’s
main office for processing.
In essence, drivers need to know the following:
· How to start up the system
· Verify it’s working correctly (via a set of diagnostic screens
that appear at startup)
· Troubleshoot basic problems that could go from a bad hard
drive to a blocked camera
· How to correctly shut down the system at the end of their run
· How to remove the hard drive and upload the data to the TTU
server back in the office
You have been hired as a permanent employee of TTU as the
company’s end-user training director and this will be your first

project. The training must be well-matched to your users
(mainly working Moms and some retirees), easy to take and
should contain some basic testing to ensure users are operating
it correctly.
TTU management wants to see a proposal from you that
includes the following:
· What modality of training you’ll use. In other words, what
will the training look like? How will it be delivered?
· How many people do you need to get this training developed
and delivered?
· What equipment do you need?
· How long will it take you to develop, pilot and be ready to go?
· How will you ensure that the drivers are using the system
correctly?
Case Study #14 - Managing Managers

The Intek Corporation, one of the area’s leading microchip
manufacturers, has recently gone through a massive
reorganization and now has hundreds of new managers who
have never managed people before.
Working with Individual Contributors to successfully transition
them to management roles involves two major fields of
knowledge; The first is all the legal knowledge they need to
know about hiring, firing and other kinds of disciplinary
information; The second involves more the “art” of being a
good people manager, which includes skills such as building
trust and camaraderie in your team, using your power
appropriately and managing conflict.
After extensive interviewing, you have been chosen to lead the
new Manager training development team to provide these new
managers the best and most effective training possible. You will
have to decide how and when to train these new managers in the
shortest possible time and in the most effective way possible.
These new managers are scattered in over 32 countries.
Your budget and headcount allocation is not set yet as your
management would like to hear from you as to how many people
you will need to make this program a success as well as how
you plan to tackle this challenge.
The management team is also interested in making sure

whatever training you deploy is reusable as the company will be
hiring new managers on a consistent basis so it needs to be an
ongoing program, not a one-time program.
How will you tackle this? What training delivery modality (ies)
will you use?
How will you measure the success of the program
What resources do you need to make it a success?
MRC Roles:
Here are the different roles you will be assigned during the
presentations. Try to think what a person in that role would be
concerned about and therefore ask as a result of the
presentation:
· GM – Is the proposal coherent? Will it fulfill its mission and
results based on the problems stated? Can you present this
proposal to the executive staff with no reservations?
· Finance –As the finance person, your role is to make sure that
spending is within the allocated budget. Do you think the

proposed spending covers everything? Is the project likely to go
over budget?
· Employee representative –As a likely recipient of this training
- Do you believe that the presented proposal will solve the
diagnosed problem based on the strategy proposed? Why?
· Training Representative - As the SME, Instructional Designer
or Instructor assigned to this program, do you have any
concerns? Is the project really executable as presented?
HPI501
Final Project Case Studies
Page 1 of 21
Final
Linked below is a list of several case studies. Download the
attached file, read through the included Case Studies, and
choose ONE that you find interesting.
The assignment is for you to prepare a project funding plan for
presentation to the senior leadership of the organization. Think
carefully about what techniques and tools you will use to create
the HPT solution to the problem that is presented. Be sure to
also provide information on how you intend to measure your
success. You might want to estimate time, resources, and cost of
the project. Your presentation can be either a PowerPoint

presentation (with substantial explanation in the narration
section) or an essay or both.
· Case Studies

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