A Training & Development Systems View

Transcription

1 Curriculum Architecture Design & Development Institute, Inc. CADDI.com ISPI 2000 A Training & Development Systems View April 13, 2000 Presented by: Guy W. Wallace Partner CADDI, Inc. CADDI, Inc. 175 Jackson Avenue, Suite 215 Naperville, IL Phone. (630) Fax. (630) CADDI@CADDI.COM P-1015

2 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 2 T&D Systems and Processes Quiz Does your T&D organization 1. Interface with the customers and leadership of the enterprise? 2. Plan for its long-term future? 3. Plan short-term operations? 4. Determine the benefits for its products and services to the enterprise? 5. Improve its own internal T&D processes? If so, then you have leadership systems and processes, whether formal or informal, in-control or out-of-control

3 T&D Systems and Processes Quiz (continued) Training & Development Systems View ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 3 Does your T&D organization 1. Plan its overall T&D product line? 2. Develop/acquire T&D? 3. Deploy T&D? If so, then you have core systems and processes, whether formal or informal, in-control or out-of-control

4 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 4 T&D Systems and Processes Quiz (continued) Does your T&D organization 1. Market and communicate to T&D stakeholders? 2. Manage the T&D financials? 3. Acquire/develop the people and infrastructure needed to conduct operations? 4. Conduct R&D? If so, then you have support systems and processes, whether formal or informal, in-control or out-of-control

5 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 5 Session Introduction This session is intended to Present a model of typical T&D Systems and Processes operating within any T&D organization, whether viewed and operated by the organization deliberately and formally, or inadvertently and informally System XYZ System XYZ System XYZ Process A Process B Process C

6 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 6 Objectives and Agenda Objectives Participants will be able to Describe the 12 systems/ processes of CADDI s T&D Systems View Model Use the model as a jumpstarter for creating an evaluation tool for assessing their systems overall strengths and weaknesses Use the model as a jumpstarter for mapping their own organization s T&D systems/processes Agenda 1. Open Objectives Agenda 2. T&D Systems and Processes 3. Overview of Each T&D System and Process 4. Model Summary 5. Model Utilities Mapping Assessment 6. Q&A and Close

7 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 7 T&D Systems/Processes T&D Strategic Planning Systems Cost Benefits Analysis

8 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 8 T&D Core Processes T&D Core Processes Include Product and Service Line Development Product and Service Line Deployment

9 Three Level Process Map Convention* Training & Development Systems View ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 9 Leadership Systems & Processes Governance and Advisory Strategic Planning Operations Planning and Management Cost/Benefits Measurement Process Improvement Core Systems & Processes Product and Service Line Design Product and Service Line Development Product and Service Line Deployment Support Systems & Processes Marketing and Communications Financial Asset Management Human and Environmental Asset Management Research and Development *Adapted from the work of Geary A. Rummler and Alan Brache in: Improving Performance

10 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 10 The T&D Systems View is a somewhat arbitrary configuration of the systems and processes of which a T&D organization is comprised. You may need to adapt rather than adopt this view for your own purposes. The CADDI T&D Systems View First presented by Guy W. Wallace at the 1990 ASTD Conference in Orlando Florida CADDI, Inc.

11 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 11 T&D Clockface Utilities Human and Environmental Asset Management Research and Development Governance and Advisory Strategic Planning Operations Planning and Management Financial Asset Management Cost/Benefits Measurement Marketing and Communications Process Improvement Product and Service Line Deployment Product and Service Line Development Product and Service Line Design 1999 CADDI, Inc.

12 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 12 T&D Clockface Utilities (continued) Governance and Advisory Strategic Planning Output 12a Product and Service Line Development 1999 CADDI, Inc.

13 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 13 T&D Clockface Utilities (continued) Strategic Planning Output 1a Cost/Benefits Measurement Process Improvement Product and Service Line Deployment 1999 CADDI, Inc.

14 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 14 System Processes T&D Systems: Output-Input Matrix 1. XYZ 2. ABC Outputs from Definition/Requirements ΤΟ ΛΕΞΙΛΟΓΙΟ, ΠΟΡΡΩ ΑΠΕΧΟΝ ΤΗΣ ΟΛΟΚΛΗΡΩΣΗΣ, ΘΑ ΕΜΠΛΟΥΤΙΖΕΤΑΙ ΣΥΣΤΗΜΑΤΙΚΑ ΣΤΟΝ ΡΥΘΜΟ ΤΟΥ... ΕΝΤΟΠΙΣΜΟΥ ΚΑΙ ΑΛΛΩΝ ΙΔΙΩΜΑΤΙΚΩΝ ΕΚΦΡΑΣΕΩΝ. System Processes 1. QRS 2. UVW 1. KLM 2. NOP 3. DEF 1. GHI Are Inputs to Requirements ΤΟ ΠΑΡΟΝ ΛΕΞΙΚΟ ΑΠΟΤΕΛΕΙ ΣΥΓΚΟΜΙΔΗ ΙΔΙΩΜΑΤΙΚΩΝ ΕΚΦΡΑΣΕΩΝ H ΜΕΜΟΝΩΜΕΝΩΝ ΛΕΞΕΩΝ ΠΟΥ ΑΠΑΝΤΩΝΤΑΙ ΣΕ ΑΓΓΛΟΦΩΝΕΣ ΕΦΗΜΕΡΙΔΕΣ Η ΠΕΡΙΟΔΙΚΑ ΥΛΗΣ ΓΕΝΙΚΟΥ ΕΝΔΙΑΦΕΡΟΝΤΟΣ. Requirements ΠΡΟΣΦΕΡΕΙ ΣΗΜΑΝΤΙΚΗ ΒΟΗΘΕΙΑ ΣΤΟΝ ΕΛΛΗΝΑ ΜΕΤΑΦΡΑΣΤΗ ΠΟΥ ΕΧΕΙ ΩΣ ΓΛΩΣΣΑ-ΣΤΟΧΟ ΤΗΝ ΑΓΓΛΙΚΗ Η ΣΤΟΝ ΕΛΛΗΝΑ ΣΥΝΤΑΚΤΗ ΑΓΓΛΙΚΟΥ ΚΕΙΜΕΝΟΥ ΚΑΙ ΤΟΥΣ ΑΠΑΛΛΑΣΣΕΙ, ΣΤΟ ΜΕΤΡΟ ΤΟΥ ΔΥΝΑΤΟΥ, ΑΠΟ ΜΕΤΑΦΡΑΣΤΙΚΕΣ Η ΕΚΦΡΑΣΤΙΚΕΣ ΑΣΤΟΧΙΕΣ. Requirements ΤΑ ΖΕΥΓΗ ΕΛΛΗΝΙΚΩΝ-ΑΓΓΛΙΚΩΝ ΕΚΦΡΑΣΕΩΝ ΧΑΡΑΚΤΗΡΙΖΟΝΤΑΙ ΑΠΟ ΑΠΟΛΥΤΗ ΝΟΗΜΑΤΙΚΗ ΙΣΟΔΥΝΑΜΙΑ ΜΕΤΑΞΥ ΤΩΝ ΔΥΟ ΓΛΩΣΣΩΝ.

15 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 15 Governance and Advisory System Overview This is the central, driving force behind the strategies for business-based T&D. It organizes all key stakeholders of the enterprise and formalizes the channels of communication. It provides a forum for T&D s internal marketplace customers to provide advice, and give the organization s executive-level leadership governing power over T&D strategies, tactics, and resource allocations. Principle T&D systems must be driven and governed by the voice of customers and stakeholders as they formalize their plans and manage their activities.

16 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 16 Governance and Advisory (continued) 12-1: T&D Governance Process is used by the T&D Governance Board to represent the enterprise and allocate objectives and goals, and ensure appropriate human and environmental resources and budget are available for approved priority projects, based on their perspectives of the needs of the enterprise and the advice of the Advisory Teams. They represent Voice of the Shareholder. 12-2: T&D Advisory Process is used by various discipline/functionally-based Advisory Teams to oversee all ISD (Instructional Systems Design) projects in their domain, for both new T&D development and/or maintenance. The Advisory Teams select and assign all Project Steering Team members for all approved priority projects. They answer to the T&D Governance Board for all project success, issues addressed, ROI, etc. They represent Voice of the Customer (VOC). 1. Do you have these processes? 2. Are they out of control? 3. Is it a problem?

17 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 17 Strategic Planning 1999 CADDI, Inc. System Overview This system is effective only if it addresses the critical business needs the showstoppers and make-or-break opportunities of the business both today s and tomorrow s. The system uncovers exactly where key stakeholders and shareholders want their strategic bets placed. It also determines resource requirements and assesses the T&D organization s ability to carry out plans. Principle T&D strategic plans are driven by the strategic and tactical plans of their customers. From a performance standpoint they must guide, enable, and support the business unit in achieving their targeted results.

18 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 18 Strategic Planning (continued) 1-1: Enterprise Strategic Plans Surveillance Process is used by the T&D leadership to determine all of the other enterprise functions and departments strategically-driven needs for T&D and the associated costs-fornonconformance and ROI potential. 1-2: T&D Strategic Planning Process is used by the T&D leadership to drive the development and articulation of its own strategic plan. 1. Do you have these processes? 2. Are they out of control? 3. Is it a problem?

19 Operations Planning and Management Training & Development Systems View ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 19 System Overview This is the way in which day-to-day operations and management of the various T&D functions are organized and guided. This includes annual and quarterly planning, budgeting, and accounting processes. Principle Limited T&D resources must be allocated consistent with the strategic needs of the business and the T&D system. It must be ready to change as the business strategic drivers change.

20 Operations Planning and Management (continued) Training & Development Systems View ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page : Annual Operations Planning and Budget Process is used by the T&D leadership to plan and monitor conformance-to-plan for all T&D system annual finances. 2-2: Quarterly Operations Planning and Budgeting Updates Process is used by the T&D leadership to plan and monitor plan, adjust and replan, and monitor conformance-to-plan for all T&D system financials on a quarterly basis. 2-3: Actual to Plan Deviation Forecasting and Accounting Process is used by the T&D leadership to monitor all deviations in the financial actuals-to-plan. 1. Do you have these processes? 2. Are they out of control? 3. Is it a problem?

21 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 21 Cost/Benefits Measurement System Overview This system measures and reports on the metrics of the T&D system. It turns data into information and interprets and reports this to the T&D leadership, staff, and its key customers and stakeholders CADDI, Inc. Principle For a T&D system to remain healthy, it must report both costs and benefits to its customers and stakeholders: what gets measured gets attention.

22 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 22 Cost/Benefits Management (continued) 3-1: Cost/Benefits Measurement Systems Design and Deployment Process is used by the T&D leadership to either create situationunique cost and benefit measurements, or logically determine to use/adapt a more standard measurement system to measure the costs and benefits to enable calculating ROI and EVA. 3-2: Ongoing Cost/Benefits Measurement and Feedback Receiving Process is used by the T&D leadership to help them monitor cost/benefit data, and provide feedback/commentary on the numbers. 3-3: T&D Project Processes Data and Lessons Learned/Communications Process is used by the T&D leadership to elicit, document, store, and disseminate hard data, customersupplier-participant feedback, suggestions, and lessons learned across the enterprise. 3-4: Results Reporting and Archiving Process is used by the T&D leadership to report their results to higher levels and other users of the information in the enterprise, and to archive all such reports and backup documentation for potential, future review. 1. Do you have these processes? 2. Are they out of control? 3. Is it a problem?

23 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 23 Process Improvement 1999 CADDI, Inc. System Overview The responsibility to respond to issues and trends from the metrics of the measurement system is found here. This system also provides order to the quality and process improvement efforts for both incremental continuous improvement and discontinuous improvement to T&D processes. Principle In order to better use the customer s money, process improvement must focus on high-payback areas consistent with T&D objectives and the direction from the advisory and governance structure.

24 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 24 Process Improvement (continued) 4-1: T&D Issues (Problems/Opportunities) Generation and EVA/ROI Assessment Process is used by the T&D leadership to initially select issues (problems/opportunities) for a preliminary cost/benefits assessment and ROI and EVA forecasting. 4-2: T&D Improvement Project Planning and Management Process is used by the T&D leadership to oversee the planning and management of process improvement initiatives within the T&D system and as it interlinks with other systems and processes of the enterprise. 1. Do you have these processes? 2. Are they out of control? 3. Is it a problem?

25 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 25 Product and Service Line Design 1999 CADDI, Inc. System Overview This system defines the high-priority, critical T&D products and services that must be developed or acquired to support key customer strategies and tactics. The Curriculum Architecture Design SM (CAD) is the PACT SM Process that accomplishes the product definition and prioritization. Principle T&D products and services have value to the organization when they focus on achieving high performance; learning is one of the means to that end.

26 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 26 Product and Service Line Design (continued) 5-1: Product/Service Line Definition and Design Program Management Process is used by the T&D leadership to manage multiple T&D products and services development/acquisition projects simultaneously, or in series, using sound ISD project management methodologies. 5-2: T&D Product Line Design Process is used by the T&D leadership to determine systematically the need for, cost/benefits of, and overall systems design for the T&D product line(s) to be offered by the T&D system. 5-3: T&D Service Line Design Process is used by the T&D leadership to determine systematically the need for and design the entire T&D service line(s) to be offered by the T&D system. 1. Do you have these processes? 2. Are they out of control? 3. Is it a problem?

27 Product and Service Line Development Training & Development Systems View ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 27 System Overview It is within this system that specifications are turned into actual T&D by building, buying, or modifying existing products and services. Modular Curriculum Development SM (MCD) and Instructional Activity Development SM (IAD) are two PACT Processes that accomplish this. Principle Properly designed performance-based T&D meets current needs, is robust to future changes, and minimizes life cycle costs.

28 Product and Service Line Development (continued) 6-1: Product/Service Line Development and Acquisition Program Management Process is used by the T&D leadership to manage multiple T&D development/acquisition projects simultaneously, or in series, using sound ISD project management methodologies. 6-2: T&D Custom Development Process is used by the T&D leadership to develop (or outsource) T&D internally, using sound ISD methodologies. 6-3: T&D Purchased Product Acquisition Process is used by the T&D leadership to access and purchase T&D products, using sound ISD methodologies. 6-4: T&D Purchased Product Modification Process is used by the T&D leadership to modify (legally) all purchased T&D products, using sound ISD methodologies. 6-5: Existing T&D Maintenance Process is used by the T&D leadership to maintain and update all T&D products, using sound ISD methodologies. 1. Do you have these processes? 2. Are they out of control? 3. Is it a problem? Training & Development Systems View ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 28

29 Product and Service Line Deployment Training & Development Systems View ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 29 System Overview The deployment system organizes and distributes products and services through Traditional (and nontraditional instructorled, group-paced classroom delivery) Self-paced delivery Structured, coached/mentored delivery Computer-based/electronic delivery Principle Audiences, customers, shareholders, and stakeholders shape the way T&D is deployed. One method and one size does not fit all situational needs.

30 Product and Service Line Deployment (continued) Training & Development Systems View ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page : T&D Master Materials Storage and Retrieval Process is used by the T&D leadership to store all reproduction masters for retrieval and use by approved individuals for T&D deployment and/or communications purposes. 7-2: T&D Master Materials Change Management Process is used by the T&D leadership to formally maintain and update all final masters for all T&D products, services, and support materials. 7-3: T&D Scheduling Process is used by the T&D leadership to establish a deployment schedule (based upon a demand forecast) for all scheduled T&D events. 7-4: T&D Facilitator and Coach Development and Certification Process is used by the T&D leadership to ensure and certify the qualifications of key T&D deployment facilitators/instructors and key coaches/mentors. 1. Do you have these processes? 2. Are they out of control? 3. Is it a problem?

31 Product and Service Line Deployment (continued) Training & Development Systems View ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page : Facilitator-led T&D Deployment Process is used by the T&D leadership to deploy T&D via traditional channels, using a group-paced, facilitator-led, classroom experience; or nontraditional satellitedownload/two-way audio, one-way video classrooms. 7-6: Self-paced T&D Deployment Process is used by the T&D leadership to deploy T&D via paper and electronic channels that provide the learner with control over the when and pacing of the self-instructional/learning experience. Can include various reading media: papers, books, journals; various electronic media: audio/video/cctv/cd-rom/computer network and intranet and Internet sources. 7-7: Coached/Mentored T&D Deployment Process is used by the T&D leadership to deploy T&D via a personal channel where a coach (or mentor) personally coach/instruct an individual (or a small group of individuals) in some orientation topic, a task performance, or an enabling awareness/knowledge/skill using very structured materials to guide both coach and learner. 1. Do you have these processes? 2. Are they out of control? 3. Is it a problem?

32 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 32 Marketing and Communications System Overview This system organizes and distributes information throughout the T&D marketplace to meet a variety of needs. Communication and marketing are not about selling all T&D to everyone (a learning by chance approach ), but are designed to help customers make informed choices learning by design. Principle If stakeholders don t know about your offerings and how to select and participate in them, it s as if you have nothing to offer.

33 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 33 Marketing and Communications (continued) 8-1: T&D Stakeholder Communications Process is used by the T&D leadership to communicate formally with the various stakeholder groups, to ensure that each group has their information needs met regarding the T&D system and product/service offerings. 8-2: Individual T&D Planning Process is used by the T&D leadership to assist the customer in developing Individual T&D Plans and budgets for planning and tracking purposes, and which also provides the T&D system with a demand forecast to assist in internal T&D product/service planning efforts. 8-3: T&D Ordering and Registration Process is used by the T&D leadership to allow customers to order T&D products and services, and register for scheduled and limited/reserved T&D deliveries. 1. Do you have these processes? 2. Are they out of control? 3. Is it a problem?

34 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 34 Financial Asset Management System Overview This system tracks and monitors the fiscal obligations of the T&D enterprise and keeps them within predetermined budget levels. Principle The T&D organization has a fiduciary responsibility to make the right use of T&D assets and to track them against plans and goals.

35 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 35 Financial Asset Management (continued) 9-1: Organizational T&D Plans and Budget Rollup and Adjustment Process is used by the T&D leadership to develop overall plans and budgets and individual plans and budgets, and allow for the easy accumulation and integration for rollup, and then for tracking, reporting, monitoring, and adjusting. 1. Do you have these processes? 2. Are they out of control? 3. Is it a problem?

36 Human and Environmental Asset Management Training & Development Systems View ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 36 System Overview The asset management system organizes and manages the acquisition, development, assessment, and retention of T&D staff. This includes management of the supporting infrastructure (facilities, equipment, materials, and information) needed to deploy T&D. Principle For optimal results, both the human and environmental sides of the business processes must be in balance and in control.

37 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 37 Human and Environmental Asset Management (continued) 10-1: T&D Staff Recruiting and Selection/Succession Process is used by the T&D leadership to recruit and select T&D staff, consistent with the performance requirements of each job position. 10-2: T&D Staff Training and Development Process is used by the T&D leadership to provide timely information, education, and training (awareness, knowledge, skills, process methods, and practices) to each key member of the T&D staff, necessary to ensure the smooth conduct of the T&D business with efficiency and effectiveness. 10-3: T&D Staff Assessment and Evaluation Process is used by the T&D leadership to assess each member of the T&D staff formally and officially and to provide formal feedback, in terms of the individual s contribution to the organization s products and services, and in the fulfillment of their job s performance requirements. 10-4: T&D Staff Compensation and Rewards Process is used by the T&D leadership to provide T&D staff with the compensation and other rewards (monetary and nonmonetary) necessary to keep key T&D staff positions filled and minimize position turnover. 10-5: T&D Staff Employee Benefits Administration is used by the T&D leadership to provide T&D staff with the area-competitive benefits and services necessary to keep key T&D staff positions filled and minimize position turnover. 1. Do you have these processes? 2. Are they out of control? 3. Is it a problem?

38 Human and Environmental Asset Management (continued) Training & Development Systems View ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page : T&D Organization Structural Design Process is used by the T&D leadership to provide the T&D staff with the organization and job designs necessary to conduct the T&D business with efficiency and effectiveness. 10-7: T&D Facilities Development and Deployment Process is used by the T&D leadership to determine and provide the facilities necessary to conduct the T&D business with efficiency and effectiveness. 10-8: T&D Equipment and Tools Development and Deployment Process is used by the T&D leadership to provide the T&D staff with the equipment and tools necessary to conduct the T&D business with efficiency and effectiveness. 10-9: T&D Information Systems Development and Deployment Process is used by the T&D leadership to provide the T&D staff with the computer and information technology and tools necessary to conduct the T&D business with efficiency and effectiveness : T&D Methods Deployment Process is used by the T&D leadership to disseminate all methods, a.k.a.: procedures, practices, etc., to all need to know managers and individuals across the enterprise. 1. Do you have these processes? 2. Are they out of control? 3. Is it a problem?

39 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 39 Research and Development System Overview The capability to look into the near; and long-term future and to keep the T&D organization on the cutting edge is found within this system. It also tests emerging processes to ensure that T&D is delivering improved performance and a high return on investment. Principle Without a constant eye on the future, T&D will fail to keep pace with the changing dimensions of business and the opportunities that new technology and methods present.

40 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 40 Research and Development (continued) 11-1: T&D Methodology and Technology Surveillance Process is used by the T&D leadership to scan appropriate T&D and enterprise and customer-relevant journals, newsletters, books, videos, and other data sources, to either store for easy retrieval and/or disseminate the information to need to know managers and individuals across the enterprise. 11-2: T&D Internal and External Benchmarking Process is used by the T&D leadership to formally investigate and research best practices inside and outside the enterprise. Insights gained and lessons learned are disseminated to need to know managers and individuals across the enterprise. 11-3: T&D Methodology and Technology Pilot-testing Process is used by the T&D leadership to test methodologies and technologies deliberately before fullscale implementation efforts are undertaken. Lessons learned are incorporated into project/program next steps. 1. Do you have these processes? 2. Are they out of control? 3. Is it a problem?

41 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 41 Utilities Back at the T&D Ranch How can you use this model back home at your T&D organization? You could Map your own processes using the T&D systems view as the organizing framework (adopt it or adapt it) and specify the outputs as inputs to all other T&D and related/linked processes Assess whether the processes outputs are meeting the input needs of other processes both internal and external to T&D Assess the level of process formality that exists as well as that is needed Determine the priorities for tightening up your processes (getting them into appropriate control) and planning the task and responsibility details for what it will take to do so

42 Q & A Training & Development Systems View ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 42

43 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 43 Session Close Our objectives were... You should be able to... Describe the 12 systems/processes of the T&D Systems model Use the model as a jump-starter for mapping your own organization s T&D systems/processes Use the model as a jump-starter for creating an evaluation tool for assessing your systems overall strengths and weaknesses Thanks for your time and attention. Good luck back at your T&D ranch! Please feel free to provide us with any and all feedback related to your use of this model. Remember: One size does not necessarily fit all, so you might need to Adapt It vs. Adopt It and please respect our copyright

44 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 44 References/Resources Additional readings/references include Articles and presentations ASTD Presentation - CADDI s lean-isd SM newsletter articles (available at CADDI.com) Books - Human Competence, Thomas Gilbert, ISPI and HRD Press, Inc., Improving Performance, Geary Rummler and Alan Brache, Jossey-Bass Publishers, The Training and Development Strategic Plan Workbook, Raynold A. Svenson and Monica J. Rinderer, Prentice Hall, The Quality Roadmap, Raynold A. Svenson, Karen M. Kennedy, Guy W. Wallace, AMACOM, lean-isd, Guy W. Wallace, CADDI Press, 2000

45 ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 45 About CADDI CADDI Curriculum Architecture Design & Development Institute, Inc. is a T&D consulting firm in Naperville, Illinois specializing in the lean-isd methodologies of the PACT Processes for T&D Gopher more at CADDI.com

46 About Guy W. Wallace Key Areas of Expertise Partner, CADDI, Inc. Director, ISPI ( ) Performance Modeling (PM) Since 1979, Guy has conducted more than 150 group process Performance Modeling sessions. Curriculum Architecture Design (CAD) He has conducted 69 performance-based CAD projects since 1982 for a wide range of industries and business functions/processes. Modular Curriculum Development (MCD) Guy has conducted more than 35 performance-based MCD projects since Instructional Activity Development (IAD) He has designed and developed more than two dozen performance-based simulation exercises for performances covering labor relations, high-tech product management, sales, ISD, plus many others. ISD Project Planning and Management Guy is the lead author of CADDI s lean-isd methodologies of the planning and management of the PACT Processes for T&D. Group/Team Process and Facilitation He has conducted more than 300 group meetings to accomplish both human performance and business process improvement goals. Guy s extensive professional biography may be viewed on the CADDI Web site at Training & Development Systems View ISPI 2000 Conference 2000 CADDI, Inc. P /13/00 Page 46

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