T&D Systems View Assessment Workshop

T raining & D evelopment S ystems V iew* Performance Improvement Assessment Workshop because it’s still a business decision… … even for a learning organization 8/31/2007 * T&D/ Learning/ Knowledge Management www.eppic.biz

Section 1 T&D Systems View Assessment WS Administrative Open

Workshop Performance Context Training & Development leadership manages a complex set of systems and processes to provide their enterprise with value-adding T&D products and services. It is more than content development and deployment… Acquisition CRM ADMINISTRATION Communications Asset Management Operations Planning Order Fulfillment B1 SRM $BUDGETING$ Strategic Planning Continuous Improvement A Analysis D Design D Development I Implementation E Evaluation Delivery GP SP SOJT Blended T&d Staff Hiring and Development and Assessment

Workshop Learning Objectives At the conclusion of this workshop you will have Systemically and systematically assessed the current and future adequacy of the current formal and informal ways that the T&D processes are being performed and managed in your organization Targeted your priority T&D function’s systems and processes for improvement - based on your preliminary ROI forecasts and assessment of the Strategic Impact for your Enterprise Developed a Improvement Plan and Documented Improvement Specifications for the continuous improvement, or discontinuous improvement, of your #1 target B2

Workshop Agenda Workshop Welcome & Open T&D Systems View Orientation Assessing Your T&D Core Systems & Processes Assessing Your T&D Leadership Systems & Processes Assessing Your T&D Support Systems & Processes Targeting T&D Systems & Process Improvement Planning the Improvement Project for Your Top Target Workshop Summary & Close

Detailed 5 Day Schedule Day 1 10:00 1- Workshop Welcome and Open 10:20 2- T&D Systems View Orientation 12:00 Lunch Break 1:00 2- T&D Systems View Orientation, continued 3- T&D Core Systems and Processes Assessment 5:30 Daily Debriefing Q&A, and Preview 6:00 End of Day Day 2 10:00 Welcome, Review and Preview 10:20 3- T&D Core Systems and Processes Assessment, continued 12:00 Lunch Break 1:00 3- T&D Core Systems and Processes Assessment, continued 5:30 Daily Debriefing Q&A, and Preview 6:00 End of Day Day 3 10:00 Welcome, Review and Preview 10:20 4- T&D Leadership Systems and Processes Assessment, continued 12:00 Lunch Break 1:00 4- T&D Leadership Systems and Processes Assessment, continued 5- T&D Support Systems and Processes Assessment 5:30 Daily Debriefing Q&A, and Preview 6:00 End of Day Day 4 10:00 Welcome, Review and Preview 10:20 5- T&D Support Systems and Processes Assessment, continued 12:00 Lunch Break 1:00 5- T&D Support Systems and Processes Assessment, continued 6- Targeting T&D Process Improvement for ROI and Strategic Impact 5:30 Daily Debriefing Q&A, and Preview 6:00 End of Day Day 5 10:00 Welcome, Review and Preview 10:20 7- Planning the Improvement Project for Your Top Target 12:00 Lunch Break 1:00 7- Planning the Improvement Project for Your Top Target, continued 4:30 8- Workshop Summary & Close 5:00 End of Day

Workshop Agenda and Map We begin each day at 10:00 am The Lunch Break will be one hour and begin at: ________ The day will end at 6 pm each day - except on Friday at 5 pm 2 Breaks 15 minutes each… or as required/negotiated prior The Focus on each day…. Day 1 1- WS Open 2- T&D Systems View Orientation 3- Assessing Your T&D Core Systems Day 2 … 3- Assessing Your T&D Core Systems Day 3 4- Assessing Your T&D Leadership Systems 5- Assessing Your T&D Support Systems Day 4 … 5- Assessing Your T&D Support Systems 6- Targeting T&D System Process Targets for Improvement Day 5 7- Planning the Improvement Project 8- WS Summary & Close

We Will Make 4 “Passes” at the Model 1- A “Big Picture” view of the 12 Systems 2- A listing of the 47 Processes within the 12 Systems 3- A Quick – 1 st Impressions Assessment of your 47 Processes 4- A Detailed – In-Depth Assessment of your 47 Processes Quick Assessment Tool T&D Systems View www.eppic.biz Detailed Assessment Tool T&D Systems View www.eppic.biz T&D Leadership Systems/Processes T&D Leadership Systems/Processes T&D Leadership Systems/Processes

The T&D Systems View Model Published in 2002 Available from Amazon.com or for quantities from EPPIC Inc.

Guy W. Wallace Introduction Guy W. Wallace Certified Performance Technologist President EPPIC, Inc. The Enterprise Process Performance Improvement Consultancy, Inc. Guy W. Wallace has been in the T&D and Human Performance Technology fields since 1979 and been an ISD/HPT consultant since 1982. His clients have included over 40 US Fortune 500 Firms, plus NASA, BP, Novacor, Opel, and Siemens. He has analyzed and designed/ developed training and development for almost every type of business function and process in a wide cross-section of industries. He is the author of three books, more than 70 articles, and has presented more than 70 times at international conferences and local chapters of ISPI, ASTD, and the Conference on Nuclear Training & Education, IEEE and Lakewood Conferences. He has served on the International Society for Performance Improvement (ISPI) Board of Directors as the Treasurer (1999-2000) and as it’s President-Elect and President (2002-2004). Guy is a Certified Performance Technologist. His professional biography was listed by Marquis’ Who’s Who in America in 2001. He was recruited as an Instructional Systems Thought Leader by ISPI’s Professional Community in 2004.

Guy W. Wallace Internal & External Consulting Experience 2002—Today EPPIC, Inc., President-Sole Owner, Consultant 1997—2002 CADDI, Inc., President-Partner/Majority Owner , Consultant; Staff of 24 Employees 1982—1997 Svenson & Wallace, Inc. ., Partner , Consultant, Staff of 33 Employees 1981—1982 Motorola – Motorola Training & Education Center, Training Project Supervisor - 2 years later MTEC became “Motorola University” 1979—1981 Wickes Lumber - Corporate Training Services, Training Developer

Guy W. Wallace Clients 1982—Today Abbott Laboratories, ALCOA, ALCOA Labs, Alyeska Pipeline Services Company, American Management Systems, Ameritech, Amoco, Arthur Anderson, AT&T Communications, AT&T Microelectronics, AT&T Network Systems, Bandag, Bank of America, Baxter, Bellcore-Tech, British Petroleum-America, Burroughs, CACI, CCH, Channel Gas Industries/Tenneco, Data General, Detroit Ball Bearing, Digital Equipment Company, Discover Card, Dow Chemical, EDS, Eli Lilly, Exxon, Fireman’s Fund Insurance, Ford, General Dynamics, General Motors, GTE, H&R Block, HP, Illinois Bell, Imperial Bondware, Johnson Controls, MCC Powers, Motorola, Multigraphics, NASA, NASCO, NAVAIR, NAVSEA, NCR, Norfolk Naval Shipyard, Northern Telecom, Northern Trust Bank, Novacor, Occidental Petroleum Labs, Siemens Building Technologies, Spartan Stores, Sphinx Pharmaceuticals, Square D Company, Valuemetrics, Westinghouse Defense Electronics and Verizon. Including over 40 USA Fortune 500 Clients

Guy W. Wallace T&D Experience CAD - Curriculum Architecture Design 74 CAD Projects to date, since 1982 Mostly for Fortune 500 firms Always targeted at “critical performers” in “critical processes” MCD - Modular Curriculum Development/Acquisition 50 MCD Projects to date, since 1982 Over 5000 Hours of Blended T&D designed and developed by me and my project teams IAD - Instructional Activity Development/Acquisition Over one dozen Projects to date, since 1985, focused on Qualification/Certifications Instruments and Implementation Processes Organization Overviews Policies & Procedures

Guy W. Wallace Publications 3 Books, 4 Chapters, and many years of internal Quarterly Newsletters, and over 70 externally published Articles and Columns … see full list of publications at www.eppic.biz

Guy W. Wallace T&D Presentations Over 70 presentations at ISPI, ASTD, Training and elsewhere since 1983 … see full list of presentations at www.eppic.biz

Session Participant Poll What is the total number of your staff in your ISD/HPT function? Less than 5 Between 5 and 10 Between 10 and 50 Between 50 and 100 More than 100 How many distinct customer segments does your ISD/HPT function serve? Only 1 Between 2 and 5 Between 5 and 10 Between 10 and 20 More than 20 What is your role ? Leadership or Management/Supervisory or Individual Contributor or multi-role What is your department/function’s primary role ? Training and/or Quality Improvement/Human Performance Technology

Workshop Participant Introductions Name Job title and current responsibilities Background experience in T&D Expectations for this workshop Plus any initial . . . Questions/Comments/Concerns B1

Administration & Parking Lots Administration Items Fire/Emergency Escape Procedures & Routes Breaks Refreshments/Meals Messages Parking Lots #1- Open Issues #2- Closed Issues Workshop Parking Lot Closed Issues Workshop Parking Lot Open Issues

The T&D Systems View Model Next: An orientation to the T&D Systems View Model Learning by Design

Section 2 T&D Systems View Assessment WS TDSV Orientation

The T&D Systems View Model Learning by Design

Using the Quick Assessment Tool Use the T&D Systems View Quick Assessment Tool to further your familiarity with the T&D Systems View Model in preparation for a more detailed review and assessment later in the workshop. In the Binder’s Appendicies: B Quick Assessment Tool T&D Systems View www.eppic.biz

Another View of the 12 T&D Systems Leadership Core Support 8 Marketing and Communications 9 Financial Asset Management 10 Human & Environ- mental Asset Management 11 Research and Development 5 Product and Service Line Design 6 Product and Service Line Development 7 Product and Service Line Deployment 3 Costs/Benefits Measurement 12 Governance and Advisory 1 Strategic Planning 2 Operations Planning and Management 4 Process Improvement B1

T&D Leadership Systems/Processes B4 3 O’clock: T&D Cost/Benefits Measurement System Cost/Benefits Measurement System Design and Deployment Process Ongoing Cost/Benefits Measurement and Feedback Receiving Process T&D Project Lessons Learned Process Results Reporting and Archiving Process 3 Costs/Benefits Measurement 12 O’clock: T&D Governance and Advisory System T&D Governance Process T&D Advisory Process 12 Governance and Advisory 1 O’clock: T&D Strategic Planning System Enterprise Strategic Plans Surveillance Process T&D Strategic Planning Process 1 Strategic Planning 2 O’clock: T&D Operations Planning and Management System Annual Operations Planning and Budgeting Process Quarterly Operations Planning and Budgeting Updates Process Forecasting and Accounting Process 2 Operations Planning and Management 4 O’clock: T&D Process Improvement System T&D Issues Generation and Assessment Process T&D Improvement Project Planning and Management Process 4 Process Improvement

T&D Core Systems/Processes 5 O’clock: T&D Product and Service Line Design System T&D Product and Service Line Program Management Process T&D Product Line Design Process T&D Service Line Design Process 5 Product and Service Line Design B2 6 O’clock: T&D Product and Service Line Development/Acquisition System T&D Product and Service Line Development and Acquisition Program Management Process T&D Custom Development Process T&D Purchased Product Acquisition Process T&D Purchased Product Modification Process Existing T&D Maintenance Process 6 Product and Service Line Development 7 O’clock: T&D Product and Service Line Deployment System T&D Master Materials Storage and Retrieval Process T&D Master Materials Change Management Process T&D Scheduling Process T&D Facilitator and Coach Development and Certification Process Facilitator-led T&D Deployment Process Self-paced T&D Deployment Process Coached/Mentored T&D Deployment Process 7 Product and Service Line Deployment

T&D Support Systems/Processes 8 O’clock: T&D Marketing and Communications System T&D Stakeholder Communications Process Individual T&D Planning Process T&D Ordering and Registration Process 8 Marketing and Communications B1 9 O’clock: T&D Financial Asset Management System Organizational T&D Plans and Budget Roll-up and Adjustment Process T&D Physical Property Management Process 9 Financial Asset Management

T&D Support Systems/Processes (continued) 10 O’clock: T&D Human and Environmental Asset Management System T&D Staff Recruiting and Selection/Succession Process T&D Staff Training and Development Process T&D Staff Assessment Process T&D Staff Compensation and Benefits Process T&D Staff Rewards and Recognition Process T&D Organization Structural Design Process T&D Facilities Development and Deployment Process T&D Equipment and Tools Development and Deployment Process T&D Materials and Supplies Acquisition and Deployment Process T&D Information Systems Development and Deployment Process T&D Methods Deployment Process 10 Human and Environmental Asset Management B1 11 O’clock: T&D Research and Development System T&D Methodology and Technology Surveillance Process T&D Internal and External Benchmarking Process T&D Methodology and Technology Pilot-Testing Process 11 Research and Development

TDSV Model Orientation Leadership Systems & Processes 12- Governance & Advisory 1- Strategic Planning 2- Operations P&M 3- Cost/Benefit Measurement 4- Process Improvement Core Systems & Processes Support Systems & Processes Do you have something akin to these? Quickly Assess

TDSV Model Orientation Leadership Systems & Processes Core Systems & Processes 5- Product & Service Line Design 6- Product & Service Line Development 7- Product & Service Line Deployment Support Systems & Processes Do you have something akin to these? Quickly Assess

TDSV Model Orientation Leadership Systems & Processes Core Systems & Processes Support Systems & Processes 8- Marketing & Communications 9- Financial Asset Management 10- Human & Environmental Asset Management 11- Research & Development Do you have something akin to these? Quickly Assess

T&D Support Systems/Processes 8 O’clock: T&D Marketing and Communications System T&D Stakeholder Communications Process Individual T&D Planning Process T&D Ordering and Registration Process 8 Marketing and Communications B1 … continued… 9 O’clock: T&D Financial Asset Management System Organizational T&D Plans and Budget Roll-up and Adjustment Process T&D Physical Property Management Process 9 Financial Asset Management

Quick Assessment Summary Leadership Core Support 8 Marketing and Communications 9 Financial Asset Management 10 Human & Environ- mental Asset Management 11 Research and Development 5 Product and Service Line Design 6 Product and Service Line Development 7 Product and Service Line Deployment 3 Costs/Benefits Measurement 12 Governance and Advisory 1 Strategic Planning 2 Operations Planning and Management 4 Process Improvement B1

T&D Systems View Model Model Summary T&D Leadership Systems/Processes Build relationships with all stakeholders to align and direct all T&D efforts; develop strategic and operational plans; forecast and measure results; and direct internal process improvement efforts T&D Core Systems/Processes Produce T&D products/services and deploy them to improve the learners’ performance on the job T&D Support Systems/Processes Market and communicate throughout the T&D System to all T&D stakeholders; manage the financial, human and environmental resources; and conduct R&D activities

Section 2- Summary & Close We will next systematically assess your T&D Systems and Processes for potential ROI and Value Add impact and then target specific processes for improvement We will also develop initial Improvement Specifications and Project Plans for your top target - and the other T&D Process you’ve targeted - as time allows B4 The T&D System is composed of Processes and SubProcesses within three SubSystems of Leadership, Core and Support

Section 3 Assessment of Your T&D Core Systems & Processes

Section 4- Core Systems & Processes

T&D Core Systems & Processes T&D Core Systems/Processes Produce T&D products/services and deploy them to improve the learners’ performance on the job 5 Product and Service Line Design 6 Product and Service Line Development 7 Product and Service Line Deployment What types of T&D does your T&D System produce?

5 O’clock: T&D Product and Service Line Design System

5 O’clock: T&D Product and Service Line Design System System Overview This system’s processes organize and conduct the efforts to “ systematically engineer” or “architect” the performance- based T&D product lines that make sense “ programmatically.” Systems Processes 5.1: T&D Product and Service Line Program Management Process 5.2: T&D Product Line Design Process 5.3: T&D Service Line Design Process

5.1 – T&D Product/Service Line Program Management Process Process Overview This Process oversees the effort to determine, across the enterprise, which T&D priorities to address. This process interacts with the Governance and Advisory System and responds, perhaps planning and implementing over a multiyear period, depending on the complexity of the enterprise. Key Process Outputs A list of prioritized T&D project targets with CONC and COC figures from each advisory group A final priority list of target projects for T&D to address

5.1 – T&D Product/Service Line Program Management Process Clues & Cues That Your Process May Be Broken Projects undertaken by the T&D system are not the most critical to the enterprise. Return on investment and economic value add forecasts do not exist or suggest a low-payback for the efforts. You’ve spent hundreds of thousands of dollars to develop/acquire generic content, e.g., time management and communications skills, when strategic and/or critical enterprise initiatives have been under-resourced in the past. No project management portfolio exists. The portfolio is not aligned with business or T&D organization strategy. The portfolio is not logical, and it doesn’t align with functions and/or management’s model of business.

5.1 – T&D Product/Service Line Program Management Process The Informal Process Could be as simple as making a list of all of the projects to be undertaken for the year (or for multiple years) The Formal Process Would have formal Program Plans, composed of numerous business cases and project plans, with schedules and staff resource allocations, and budgets When to be More Formal When the resource costs will be significant, and when the number of projects to be undertaken is large or stretches over a multi-year span

5.1 – T&D Product/Service Line Program Management SubProcesses - AoPs Programs/Product Lines Definition Program/Product Lines Project Planning Program/Product Lines Project Oversight Management On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

2 Source Categories for the “R” in ROI Profit Increases from Increased “top-line" Revenues Increased “bottom-line” Profits Other? Cost Reductions from Reduced cycle time Reduced materials costs Reduced scrap/Increase yields Reduced labor costs Reduced rework costs Reduced management costs Reduced energy costs Reduced overhead costs Risk Reduction Other?

5.1 – T&D Product/Service Line Program Management SubProcesses - AoPs AoPs: Programs/Product Lines Definition Program/Product Lines Project Planning Program/Product Lines Project Oversight Management On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

5.2 – T&D Product Line Design Process Process Overview This Process is a macro-ISD process. It is a systematic process for conducting the project planning, performance and enabling analysis, macro-design of T&D, and prioritization of any product line gaps. It is very different from traditional ISD processes that develop only a course (or an e-learning module) as a “one-off” effort. Key Process Output T&D product architecture for a target audience and priority gaps in that architecture

5.2 – T&D Product Line Design Process Clues & Cues That Your Process May Be Broken T&D efforts are “one-offs” and not part of a comprehensive effort to understand the total, critical needs of targeted audiences and address those high-payback needs on a priority basis. “ Chunks”/products don’t maximize potential for appropriate reuse. There are gaps in critical content There is redundant content between T&D products. T&D products don’t directly target performance and impact performance adequately. Key, critical jobs do not have a logical menu and path for career development—members of key target audiences don’t know what T&D to complete in what order. Your product offerings don’t align with critical, high-payback business/T&D strategies and needs.

5.2 – T&D Product Line Design Process The Informal Process Could be a compilation/collection of courses (based on an analysis or not) The Formal Process Would be a highly structured set (menu or path) of curricula based on a thorough analysis of performance requirements and enabling knowledge/skills When to be More Formal When the risks and costs of an incomplete set of curricula are unacceptable in terms of dollars, safety, regulatory compliance, public relations, or strategic failings

5.2 – T&D Product Line Design SubProcesses - AoPs Project Planning & Management Analysis Design Implementation Planning Example: EPPIC’s PACT Process for Curriculum Architecture Design On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Implementation Planning Project Planning & Kick-off Analysis Design CAD Phase 1 ©2002 EPPIC, Inc. CAD Phase 2 CAD Phase 3 CAD Phase 4

5.2 – T&D Product Line Design SubProcesses - AoPs AoPs: Project Planning & Management Analysis Design Implementation Planning On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

5.3 – T&D Service Line Design Process Process Overview This Process is similar to the previous process, except that it macro-designs the non-product T&D service line. Those services might include performance improvement consultation, executive and manager coaching, job redesign, etc. (depending on the capabilities of the T&D system’s personnel skills and the intentions of the T&D Governance and Advisory System). A non-productive service is not a “widget,” such as a course, book, video, attendance at a seminar, etc. It could be something such as a “coaching service” that is provided to new supervisors, or executives; or could other related services such as “process mapping and analysis.” Key Process Outputs T&D service architecture and priority gaps in that architecture

5.3 – T&D Service Line Design Process Clues & Cues That Your Process May Be Broken Portions of the enterprise are complaining of a lack of needed services from T&D or are recommending/demanding them. T&D efforts are “one-offs” and not part of a comprehensive effort to understand the total, critical needs of targeted audiences, and then address and meet those high-payback needs in a priority basis. T&D services don’t directly target performance improvement. Service offerings don’t align with critical, high-payback business/T&D strategies and needs.

5.3 – T&D Service Line Design Process The Informal Process Could be a compilation/collection of services (based on an analysis or not) The Formal Process Would be a highly structured set of service offerings based on a thorough analysis of performance requirements When to be More Formal When the risks and costs of an incomplete set of service offerings are unacceptable in terms of dollars, safety, regulatory compliance, public relations, or strategic failings

5.3 – T&D Service Line Design SubProcesses - AoPs Project Planning & Management Analysis Design Implementation Planning This would be very similar to 5.2- T&D Product Line Design On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

5.3 – T&D Service Line Design SubProcesses - AoPs AoPs: Project Planning & Management Analysis Design Implementation Planning On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

6 - T&D Product and Service Line Development/Acquisition System

6 - T&D Product and Service Line Development/Acquisition System System Overview This system’s processes organize the efforts to build, buy and use, or buy and modify, and then maintain T&D consistent with the performance-based requirements and the T&D product line architecture designs. These expensive efforts are always done in order to meet only the high-payback, critical business needs of the enterprise, not every need uncovered. Systems Processes 6.1: T&D Product and Service Line Development and Acquisition Program Management Process 6.2: T&D Custom Development Process 6.3: T&D Purchased Product Acquisition Process 6.4: T&D Purchased Product Modification Process 6.5: Existing T&D Maintenance Process

6.1 – T&D P/S Line Development/Acquisition Program Management Process Process Overview The T&D Product and Service Line Development and Acquisition Program Management Process, much as the first process within 5 o’clock, is intended to deliberately control the multiple efforts for development and acquisition for putting high-priority, high-payback T&D products and services in place. Key Process Outputs Portfolio/program plans for developing and updating T&D content, reusing “content chunks” as appropriate Portfolio/program plans for purchasing T&D content

6.1 – T&D P/S Line Development/Acquisition Program Management Process Clues & Cues That Your Process May Be Broken You can’t measure positive return on investment and economic value add actuals against plans for T&D products/services. T&D product and service development is being done because someone internal to the T&D system thinks it’s a good idea—the T&D portfolio is not being managed. T&D products and services developed aren’t maintained due to T&D resource constraints. Resources are not reallocated as needed based on changes in business direction. You don’t know what to work on next if a project is completed early. Projects are not sequenced to take appropriate advantage of synergies (e.g., similar content/subject matter experts between projects).

6.1 – T&D P/S Line Development/Acquisition Program Management Process The Informal Process Could be a list of project assignments for the staff. The Formal Process Would be a listing of multiple, priority projects, with the specific development/acquisition strategy articulated, budgets and a spend plan (budget per milestone or per month), milestone dates, and specific staff assignments; along with a “rolled-up” plan of all projects that helps manage the assignment of staff and facilities to ensure the total plan’s feasibility. When to be More Formal When there are many critical projects and any schedule slippage (missed deadlines) are unacceptable.

6.1 – T&D P/S Line Development/Acquisition Program Management SubProcesses - AoPs Project Priority Setting Project Budgeting Staffing Assignments Facility Planning Project Planning (Macro) On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

6.1 – T&D P/S Line Development/Acquisition Program Management SubProcesses - AoPs AoPs: Project Priority Setting Project Budgeting Staffing Assignments Facility Planning Project Planning (Macro) On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

6.2 – T&D Custom Development Process Process Overview The T&D Custom Development Process is a formal ISD process to develop performance-based T&D or, minimally, performance-relevant awareness, knowledge, and skills. This process can be done via in-sourcing, outsourcing, or a combination of the two. Key Process Outputs T&D product “masters” for ongoing deployment (composed of content chunks)

6.2 – T&D Custom Development Process Clues & Cues That Your Process May Be Broken T&D does not meet the established objectives for transferring awareness, knowledge, or skills to the target audiences. T&D development efforts are somewhat ad hoc, not in control, and not predictable in terms of their eventual costs or cycle times. T&D development does not design and build appropriately reusable “chunks” of content for sharing with other target audiences.

6.2 – T&D Custom Development Process The Informal Process Could be simple “content” development (based on analysis or not) The Formal Process Would be an ISD process for “content” development based on systematic performance and knowledge/skill analysis, utilizing a design process and rules/guidelines to increase performance impact and the re-use/shareability of content chunks (without denigrating impact) When to be More Formal When the cost of poor content (less-than-adequate impact of post-T&D performance capability) and the potential exists to reduce life cycle costs through greater reuse

6.2 – T&D Custom Development SubProcesses - AoPs Project Planning & Kick-Off Analysis Design Development Pilot-Test Revision & Release (to the deployment systems) Example: EPPIC’s PACT Process for Modular Curriculum Development On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Development/ Acquisition Project Planning & Kick-off Analysis Design Revision & Release Pilot Test MCD Phase 1 MCD Phase 2 MCD Phase 3 MCD Phase 4 MCD Phase 5 MCD Phase 6 ©2002 EPPIC, Inc.

6.2 – T&D Custom Development SubProcesses - AoPs AoPs: Project Planning & Kick-Off Analysis Design Development Pilot-Test Revision & Release (to the deployment systems) On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

6.3 – T&D Purchased Product Acquisition Process Process Overview The T&D Purchased Product Acquisition Process is a formal process to buy T&D for use as is or for modification prior to use or deployment. Key Process Output Purchased/licensed T&D products for ongoing deployment

6.3 – T&D Purchased Product Acquisition Process Clues & Cues That Your Process May Be Broken T&D bought often doesn’t make the grade in terms of creating the awareness, knowledge, and skills as measured in the target audiences during/after the T&D deployment. It takes too long evaluating and deciding on “low-value return”/“low-hanging fruit” T&D that you could simply purchase.

6.3 – T&D Purchased Product Acquisition Process The Informal Process Could be a simple review of documented course objectives, length and deployment method; potentially comparing alternate options The Formal Process Would be a thorough review of alternate courses after an analysis and articulation of learning objectives, followed by a pilot-test When to be More Formal When the cost of poor content (less-than-adequate impact of post-T&D performance capability) is high

6.3 – T&D Purchased Product Acquisition SubProcesses - AoPs Project Planning & Kick-Off Analysis Purchasing Specifications Development Purchased Product(s) Sourcing Pilot-Test Purchasing & Release (to the deployment systems) On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

6.3 – T&D Purchased Product Acquisition SubProcesses - AoPs AoPs: Project Planning & Kick-Off Analysis Purchasing Specifications Development Purchased Product(s) Sourcing Pilot-Test Purchasing & Release (to the deployment systems) On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

6.4 – T&D Purchased Product Modification Process Process Overview The T&D Purchased Product Modification Process is a formal process used to make modifications or augmentations to purchased products, depending on the legalities of making modifications to copyrighted content, per the terms and conditions of the purchase. Key Process Outputs T&D products for ongoing deployment

6.4 – T&D Purchased Product Modification Process Clues & Cues That Your Process May Be Broken You have/have had any legal issues (lawsuits, complaints, or future risks) resulting from making modifications to copyrighted T&D materials. The cycle times and costs for making modifications are not reliably predictable. T&D bought and modified often doesn’t make the grade in terms of creating the awareness, knowledge, and skills as measured in their target audiences during/after the T&D deployment.

6.4 – T&D Purchased Product Modification Process The Informal Process Could be a a simple edit (assuming legal rights are not violated) The Formal Process Would be a edit based on an analysis and articulation of learning objectives, then followed by a pilot-test When to be More Formal When the cost of poor content (less-than-adequate impact of post-T&D performance capability) is high

6.4 – T&D Purchased Product Modification SubProcesses - AoPs Project Planning & Kick-Off Analysis Revision Specifications Development Update Purchased Materials Pilot-Test Revise & Release (to the deployment systems) On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

6.4 – T&D Purchased Product Modification SubProcesses - AoPs AoPs: Project Planning & Kick-Off Analysis Revision Specifications Development Update Purchased Materials Pilot-Test Revise & Release (to the deployment systems) On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

6.5 – Existing T&D Maintenance Process Process Overview The Existing T&D Maintenance Process allows any existing T&D product to be updated as needed. It employs sound ISD processes. It uses the original project data, as available, and revalidates that before moving forward with updates. Key Process Outputs T&D products for ongoing deployment

6.5 – Existing T&D Maintenance Process Clues & Cues That Your Process May Be Broken T&D products are still being deployed that are in need of updating. Updating cycle times and costs cannot be reasonably predicted. You never stop updating. Maintenance is not a resourced, prioritized project effort

6.5 – Existing T&D Maintenance Process The Informal Process Could be a a simple edit based on SME input and/or document reviews The Formal Process Would be an edit or redesign and then new development based on an analysis of the change and articulation of revised learning objectives, then followed by a pilot-test When to be More Formal When the cost of out-of-date content (less-than-adequate impact of post-T&D performance capability) is unacceptable or poses unacceptable risk

6.5 – Existing T&D Maintenance SubProcesses - AoPs On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Project Planning & Kick-Off Analysis Maintenance Specifications Development Update Materials Pilot-Test Revise & Release (to the deployment systems)

6.5 – Existing T&D Maintenance SubProcesses - AoPs AoPs: Project Planning & Kick-Off Analysis Maintenance Specifications Development Update Materials Pilot-Test Revise & Release (to the deployment systems) On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

7 – Product & Service Line Deployment System

7 – Product & Service Line Deployment System System Overview This system’s processes organize the operations of the T&D distribution channels, including traditional instructor-led, group-paced classroom deliveries, but also Web site delivery systems; CD-ROM; CBT modes; structured, coached, or mentored delivery; paper-based delivery; and all other delivery channels. Systems Processes 7.1: T &D Master Materials Storage and Retrieval Process 7.2: T&D Master Materials Change Management Process 7.3: T&D Scheduling Process 7.4: T&D Facilitator and Coach Development and Certification Process 7.5: Facilitator-led T&D Deployment Process 7.6: Self-paced T&D Deployment Process 7.7: Coached/Mentored T&D Deployment Process

7.1 – T&D Master Materials Storage & Retrieval Process Process Overview The T&D Master Materials Storage and Retrieval Process stores all material masters for access by developers and delivery staff. Key Process Outputs Available T&D products for ongoing deployment

7.1 – T&D Master Materials Storage & Retrieval Process Clues & Cues That Your Process May Be Broken It is too difficult to retrieve material masters for updating or deployment purposes. It is too difficult to access current content to attempt reuse. Materials are used in deployment when the intent should have been to make them unavailable during updates. There is no version control of material masters that ensures all materials are up to date.

7.1 – T&D Master Materials Storage & Retrieval Process The Informal Process Could be a file cabinet (for paper masters/files) and/or a shared server (for electronic masters/files) accessible by everyone The Formal Process Would be electronic files with security access control, or a “gatekeeper” who provides revision “version control” of all “masters” When to be More Formal When the costs and other risks (legal/competitive) for lost “masters”is significant

7.1 – T&D Master Materials Storage & Retrieval SubProcesses - AoPs Material Master Files Access Policy Establishment Access Security/Gatekeeper System Established Identifying Authority for Check-in/Check-out Material Masters Check-in/Check-out On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

7.1 – T&D Master Materials Storage & Retrieval SubProcesses - AoPs AoPs: Material Master Files Access Policy Establishment Access Security/Gatekeeper System Established Identifying Authority for Check-in/Check-out Material Masters Check-in/Check-out On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

7.2 – T&D Master Materials Change Management Process Process Overview The T&D Master Materials Change Management Process is responsible for displacing the old content with the new and making sure that the old doesn’t inadvertently get out along with the new content. Key Process Outputs Updated T&D products for ongoing deployment

7.2 – T&D Master Materials Change Management Process Clues & Cues That Your Process May Be Broken Outdated materials are still being used in deployment after updating.

7.2 – T&D Master Materials Change Management Process The Informal Process Could be informing staff regarding NOT TO USE directives, and when again to use (and what version) The Formal Process Would be informing staff regarding NOT TO USE and removing all paper/electronic Material Master files from storage locations When to be More Formal When the risks (safety, legal) and costs associated with the inadvertent use of out-of-date materials is significant

7.2 – T&D Master Materials Change Management SubProcesses - AoPs Material Masters Check-out (for out-of-date or other reasons) and announcements/notification to those who need to know Material Masters Check-in and announcements/notification to those who need to know On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

7.2 – T&D Master Materials Change Management SubProcesses - AoPs AoPs: Material Masters Check-out (for out-of-date or other reasons) and announcements/notification to those who need to know Material Masters Check-in and announcements/notification to those who need to know On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

7.3 – T&D Scheduling Process Process Overview The T&D Scheduling Process is used to develop market- demand schedules of delivery for any T&D that is scheduled. Key Process Outputs T&D deployment schedule

7.3 – T&D Scheduling Process Clues & Cues That Your Process May Be Broken There are complaints from the target audience about availability of T&D offerings. T&D seats (or sites) go underused or seat spaces are backlogged. Materials are overstocked or under-stocked (unavailable) when requested.

7.3 – T&D Scheduling Process The Informal Process Could be selecting dates for all deliveries based on the enterprise calendar (proactive) and/or based on the customer’s request (reactive) The Formal Process Would involve polling the target audience for their preferred time frames/schedules (perhaps as part of an annual development planning process) When to be More Formal When the T&D is intended for very critical target audiences for very critical development needs (some new hire training, product release training, etc.)

7.3 – T&D Scheduling SubProcesses - AoPs Polling the Target Audience(s) and/or their Management Regarding Their Preferred Scheduling Setting the Schedule(s) On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

7.3 – T&D Scheduling SubProcesses - AoPs AoPs: Polling the Target Audience(s) and/or their Management Regarding Their Preferred Scheduling Setting the Schedule(s) On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

7.4 – T&D Facilitator/Coach Development & Certification Process Process Overview The T&D Facilitator and Coach Development and Certification Process is used to prepare the humans in T&D deployment and/or support. Key Process Outputs Trained deployment and support staff

7.4 – T&D Facilitator/Coach Development & Certification Process Clues & Cues That Your Process May Be Broken There is an insufficient number of staff to deploy T&D per the demand-driven schedules. Evaluation feedback identifies any problems with the knowledge, skills, and attitudes/demeanor of the facilitators, coaches, or other support staff.

7.4 – T&D Facilitator/Coach Development & Certification Process The Informal Process Could be a handoff of T&D materials to intended facilitators/coaches and a review of the learners feedback The Formal Process Would be systematic selection, involvement of the facilitator/coaches’ management, T&D for the role, and “performance certification” When to be More Formal When the risks (safety, legal, costs, reputation) associated with failure are significant

7.4 – T&D Facilitator/Coach Development & Certification SubProcesses - AoPs Setting Facilitator/Coach Selection Specifications Conducting Facilitator/Coach Recruiting & Selection Conducting Facilitator/Coach Training & Development Conducting Facilitator/Coach Performance Capability Certification On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

7.4 – T&D Facilitator/Coach Development & Certification SubProcesses - AoPs AoPs: Setting Facilitator/Coach Selection Specifications Conducting Facilitator/Coach Recruiting & Selection Conducting Facilitator/Coach Training & Development Conducting Facilitator/Coach Performance Capability Certification On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

7.5 – Facilitator-Led T&D Deployment Process Process Overview The Facilitator-led T&D Deployment Process controls the deployment of all instructor-led/facilitator-led T&D. Key Process Outputs Delivered group-paced T&D Deployment metrics and feedback

7.5 – Facilitator-Led T&D Deployment Process Clues & Cues That Your Process May Be Broken Feedback from delivery evaluations (learners, instructors, administrative, etc.) suggests problems from the learners’ perspective with things other than facilitator credibility or content accuracy, completeness, and appropriateness, including noncontent items such as room, facility, and equipment issues.

7.5 – Facilitator-Led T&D Deployment Process The Informal Process Could be giving an assignment to the facilitator (instructor) and letting them make it happen The Formal Process Would be the scheduling of available facilitators (instructors), any materials preparation required, facilities (equipment/rooms), and any other support required (satellite time, transportation, etc.) When to be More Formal When the delivery is complicated due to requirements for equipment, facilities, certified facilitators/instructors and the risks for failure are significant

7.5 – Facilitator-Led T&D Deployment SubProcesses - AoPs Facilitator/Instructor Preparation Facilities Preparation Pre-Deployment Support Deployment Support & Evaluation (levels 1 and 2) Post-Deployment Support & Evaluation (levels 3 and 4) Facilities Clean-up/Storage On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

7.5 – Facilitator-Led T&D Deployment SubProcesses - AoPs AoPs: Facilitator/Instructor Preparation Facilities Preparation Pre-Deployment Support Deployment Support & Evaluation (levels 1 and 2) Post-Deployment Support & Evaluation (levels 3 and 4) Facilities Clean-up/Storage On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

7.6 - Self-Paced T&D Deployment Process Process Overview The Self-paced T&D Deployment Process handles the deployment of all learner-controlled (self-paced) T&D. Key Process Outputs Delivered self-paced T&D Deployment metrics and feedback

7.6 - Self-Paced T&D Deployment Process Clues & Cues That Your Process May Be Broken Feedback from evaluations suggests problems from the learners’ perspective for things other than content accuracy, completeness, and appropriateness, including items such as availability, timeliness of receipt, or accessibility.

7.6 - Self-Paced T&D Deployment Process The Informal Process Could be allowing access to the electronic files (of T&D “e” Content) and/or shipping the T&D product out upon request The Formal Process Would be providing “gate keeping/security access” to some/all electronic files (of T&D “e” Content) and/or shipping the T&D product out upon request When to be More Formal When the risks (legal, competitive) and costs associated with allowing anyone access to enterprise content are significant

7.6 - Self-Paced T&D Deployment SubProcesses - AoPs Order Fulfillment (for paper products, audio tapes, video tapes, CD-ROMs, etc.) Access Control (for “e”) Completion Tracking Learner & Management Evaluations (for levels 1, 2, 3 and 4) On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

7.6 - Self-Paced T&D Deployment SubProcesses - AoPs AoPs: Order Fulfillment (for paper products, audio tapes, video tapes, CD-ROMs, etc.) Access Control (for “e”) Completion Tracking Learner & Management Evaluations (for levels 1, 2, 3 and 4) On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

7.7 – Coached/Mentored T&D Deployment Process Process Overview The Coached/Mentored T&D Deployment Process deploys all T&D using coaches and mentors to support the learners. Key Process Outputs Delivered coached/mentored T&D Deployment metrics and feedback

7.7 – Coached/Mentored T&D Deployment Process Clues & Cues That Your Process May Be Broken Feedback from delivery evaluations (learners, instructors, administrative, etc.) suggests problems from the learners’ perspective with things other than coach/mentor credibility or content accuracy, completeness, and appropriateness, including noncontent items such as room, facility, and equipment issues.

7.7 – Coached/Mentored T&D Deployment Process The Informal Process Could be giving an assignment to the coach and letting them make it happen The Formal Process Would be the scheduling of available coaches, any materials preparation required, facilities (equipment/rooms), and any other support required (equipment/materials shipping, transportation, etc.) When to be More Formal When the delivery is complicated due to requirements for equipment, facilities, certified coaches and the risks for failure are significant

7.7 – Coached/Mentored T&D Deployment SubProcesses - AoPs Coach Preparation Coaching-site Facilities Preparation Pre-Deployment Coach Support Coaching Conduct Support & Evaluation (levels 1 and 2) Conduct Post-Deployment Coach Support & Evaluation (levels 3 and 4) Conduct Coaching-site Facilities Clean-up/Storage On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

7.7 – Coached/Mentored T&D Deployment SubProcesses - AoPs AoPs: Coach Preparation Coaching-site Facilities Preparation Pre-Deployment Coach Support Coaching Conduct Support & Evaluation (levels 1 and 2) Conduct Post-Deployment Coach Support & Evaluation (levels 3 and 4) Conduct Coaching-site Facilities Clean-up/Storage On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

Small Team Exercise Break into small groups of 4-6 and sit together at a table. For each of the 3 Core Systems’ Processes… - Each person in turn will quickly, in 60 seconds-or-less present their assessment of process 5.1, AND explaining “why” they assessed it the way they did. - Then go to the next Process, until addressing 7.7 Summarizes your notes on ideas you got from the others on the following pages. Detailed Assessment Tool T&D Systems View www.eppic.biz

T&D Core Systems & Processes - Assessment Summaries of Others’ Processes OK Not OK Process Potential “Returns” Ideas 5.1- T&D Product and Service Line Program Management Process 5.2- T&D Product Line Design Process 5.3- T&D Service Line Design Process 6.1- T&D Product and Service Line Development and Acquisition Program Management Process 6.2- T&D Custom Development Process 6.3- T&D Purchased Product Acquisition Process

T&D Core Systems & Processes - Assessment Summaries of Others’ Processes OK Not OK Process Potential “Returns” Ideas 6.4- T&D Purchased Product Modification Process 6.5- Existing T&D Maintenance Process 7.1- T&D Master Materials Storage and Retrieval Process 7.2- T&D Master Materials Change Management Process 7.3- T&D Scheduling Process 7.4- T&D Facilitator and Coach Development and Certification Process

T&D Core Systems & Processes - Assessment Summaries of Others’ Processes OK Not OK Process Potential “Returns” Ideas 7.5- Facilitator-led T&D Deployment Process 7.6- Self-paced T&D Deployment Process 7.7- Coached/Mentored T&D Deployment Process

Small Team Exercise Readouts For each of the 3 Core Systems’ Processes… - Each table’s spokesperson person will quickly, in 2 minutes-or-less present their most interesting ideas regarding “ RETURNS” for ROI Detailed Assessment Tool T&D Systems View www.eppic.biz

Section 3 Summary & Close T&D Core Systems/Processes… Produce T&D products/services and deploy them to improve the learners’ performance on the job 5 Product and Service Line Design 6 Product and Service Line Development 7 Product and Service Line Deployment Next: Assessment of the T&D Support System’s Processes

Section 4 Assessment of Your T&D Leadership Systems & Processes

T&D Leadership Systems & Processes

T&D Leadership Systems & Processes T&D Leadership Systems/Processes Build relationships with all stakeholders to align and direct all T&D efforts; develop strategic and operational plans; forecast and measure results; and direct internal process improvement efforts 3 Costs/Benefits Measurement 12 Governance and Advisory 1 Strategic Planning 2 Operations Planning and Management 4 Process Improvement

T&D Leadership Systems/Processes 3 O’clock: T&D Cost/Benefits Measurement System Cost/Benefits Measurement System Design and Deployment Process Ongoing Cost/Benefits Measurement and Feedback Receiving Process T&D Project Lessons Learned Process Results Reporting and Archiving Process 3 Costs/Benefits Measurement 12 O’clock: T&D Governance and Advisory System T&D Governance Process T&D Advisory Process 12 Governance and Advisory 1 O’clock: T&D Strategic Planning System Enterprise Strategic Plans Surveillance Process T&D Strategic Planning Process 1 Strategic Planning 2 O’clock: T&D Operations Planning and Management System Annual Operations Planning and Budgeting Process Quarterly Operations Planning and Budgeting Updates Process Forecasting and Accounting Process 2 Operations Planning and Management 4 O’clock: T&D Process Improvement System T&D Issues Generation and Assessment Process T&D Improvement Project Planning and Management Process 4 Process Improvement

12.1- Governance Process Process Overview The T&D Governance Process organizes the executives of the enterprise for the purpose of directing both the overall T&D system and the specific efforts to expend the limited resources allocated to T&D, toward only the high-priority/high-payback needs. Key Process Outputs General and specific goals, objectives, and measures for the T&D system’s operations Specific goals, objectives, and measures for the T&D system’s products and services Ultimate approval for any and all initiated T&D business case projects, and the business rationale for any/all T&D efforts and resources Budget, headcount, facilities, and other resources within their budgetary control or influence

12.1- Governance Process Clues & Cues That Your Process May Be Broken The priorities and projects of the T&D system often change midstream, with little business rhyme or reason. There is little energy or enthusiasm for many of the T&D projects, and it is difficult to get the internal customer engaged and involved in timely, meaningful ways. Projects are under resourced or improperly resourced (any “body” “will do”). Projects have unrealistic cycle times. Projects themselves have no structure and do not seem to be scheduled activities on the calendars of the customer to be served. T&D is not a major component of either the overall business plan, or the HR plan, or the business plans for the other business units and functions.

12.1- Governance Process The Informal Process May simply be conversations/meetings/lunches/dinners with your enterprise leadership to discuss their critical business issues and the resources necessary to meet the specific T&D support needs The Formal Process May be a formal counsel (board of governors) set up to bring the enterprise leadership to reach consensus and determine resource allocations When to be More Formal When your enterprise is large and complex, and the amount of T&D expected to be developed/deployed is large

12.1- Governance SubPocesses - AoPs Governance Process Definition and Design Governance Board Goals and Charter Definition Governance Board Member Selection and Recruiting Governance Board Meeting Planning and Preparation Governance Board Meeting Conduct and Follow-up On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

12.1- Governance SubPocesses - AoPs AoPs: Governance Process Definition and Design Governance Board Goals and Charter Definition Governance Board Member Selection and Recruiting Governance Board Meeting Planning and Preparation Governance Board Meeting Conduct and Follow-up On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

12.2 - Advisory Process Process Overview The T&D Advisory Process is a set of advisory committees/councils that identify and communicate to the board of governors the parochial, high-payback, potential targets. They then oversee and conduct the approved, targeted T&D project efforts for their area of concern. The advisory committees/councils are immediately below the decision-making body of the board of governors of the T&D Governance Process Key Process Outputs Proposed T&D projects, return on investment, and the budget requirements (headcount and expense dollars) Completed T&D project efforts and specific T&D products and byproducts

12.2 - Advisory Process Clues & Cues That Your Process May Be Broken The advice given to the ultimate, executive decision-makers regarding T&D resource allocations is happening without T&D’s active, structured involvement, and is more political than rational/process-performance based. There is no macro-development plan for key target audiences. Most T&D projects are “one-offs,” one-shot efforts, that do not lead to anything cohesive for key target audiences. T&D development projects are conducted without a clear understanding of their cost of conformance and cost of nonconformance or forecasting the life-cycle costs that will be incurred over time to offer this T&D product/service to the T&D marketplace. You feel that you have to continually roll with the punches and are constantly going from one T&D project “fire” to another.

12.2 - Advisory Process The Informal Process May simply be meetings/lunches/dinners with your key customers to discuss their critical business issues and their needs for T&D support The Formal Process May be a formal set of committees set up to bring up issues and needs and facilitate decision making When to be More Formal When your enterprise is large and your customers are organized in a complex manner (as in “many engineers are spread across many business units” with potentially similar needs) and the informal approach won’t guarantee quality

12.2 - Advisory SubProcesses - AoPs Advisory Process Definition and Design Advisory Committee Goals and Charter Definition Advisory Committee Member Selection and Recruiting Advisory Committee Meeting Planning and Preparation Advisory Committee Meeting Conduct and Follow-up On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

12.2 - Advisory SubProcesses - AoPs AoPs: Advisory Process Definition and Design Advisory Committee Goals and Charter Definition Advisory Committee Member Selection and Recruiting Advisory Committee Meeting Planning and Preparation Advisory Committee Meeting Conduct and Follow-up On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

1: Strategic Planning System System Overview This system’s processes organize all of the strategic planning for T&D to ensure that T&D’s plans and efforts are consistent with the strategic plans of the critical “business units/operating entities” of the enterprise. Systems Processes Enterprise Strategic Plans Surveillance Process T&D Strategic Planning Process

1.1- Strategic Plans Surveillance Process Process Overview The Enterprise Strategic Plans Surveillance Process ensures that the T&D system, including the T&D leadership and their T&D Governance and Advisory System, is acutely aware of all of the strategic business drivers of the various components of the enterprise and takes those into account when generating T&D’s own strategic and operational plans and activities. Key Process Outputs List of strategic issues and list of relevant T&D needs and the ROI, cost of conformance, and cost of nonconformance for each, by enterprise planning unit/entity

1.1- Strategic Plans Surveillance Process Clues & Cues That Your Process May Be Broken You have no clue about the high-payback strategies of the key T&D customer segments of your enterprise. Your T&D resources that help you meet the strategic needs of your customers are not seen as strategic themselves.

1.1- Strategic Plans Surveillance Process The Informal Process May be conducted via casual meetings/lunches/dinners with your key customers to discuss their strategic plans and key needs The Formal Process May be a formal process that (already exists within the enterprise that) systematically reviews the strategic plans of the key business units and functions of the enterprise When to be More Formal When your enterprise is large and your customers are organized in a complex manner and an informal approach won’t guarantee quality; when it is the cultural norm

1.1- Strategic Plans Surveillance SubProcesses - AoPs Enterprise and Internal Customer Strategic Plan Collection Enterprise and Internal Customer Strategic Plan Review and Summarization On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

1.1- Strategic Plans Surveillance SubProcesses - AoPs AoPs: Enterprise and Internal Customer Strategic Plan Collection Enterprise and Internal Customer Strategic Plan Review and Summarization On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

1.2 - T&D Strategic Planning Process Process Overview The T&D Strategic Planning Process ensures that the T&D system’s own strategic plans are in alignment with, and are supportive of, the key needs of the enterprise. Key Process Outputs T&D Strategic Plan T&D Departmental Strategic Plans

1.2 - T&D Strategic Planning Process Clues & Cues That Your Process May Be Broken You have no strategic plan for T&D. Your T&D strategies of where you are going and why are not documented. Your T&D strategies have not been reviewed and/or approved by the enterprise leadership as in alignment with the needs of the enterprise. Enterprise executives don’t know the strategic value of the T&D organization’s contributions from the past, the present, or the future. Your T&D team is not aware of and cannot summarize the strategic direction of the T&D organization itself.

1.2 - T&D Strategic Planning Process The Informal Process Might be as simple as developing a list of strategic goals The Formal Process Would include developing a formal, multi-year, Strategic Planning Document, updated continuously and tied to Operations planning/re-planning systems When to be More Formal When the existing enterprise strategic planning processes are themselves formal and that is the cultural norm

1.2 - T&D Strategic Planning SubProcesses - AoPs Enterprise and Internal Customer Strategic Plan and Other Key Inputs Review Initial Strategic Plan Draft Development Strategic Plan Draft Internal Review Strategic Plan Draft External Review Strategic Plan Update and Finalization On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

1.2 - T&D Strategic Planning SubProcesses - AoPs AoPs: Enterprise and Internal Customer Strategic Plan and Other Key Inputs Review Initial Strategic Plan Draft Development Strategic Plan Draft Internal Review Strategic Plan Draft External Review Strategic Plan Update and Finalization On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

2: Operations Planning & Management System

2: Operations Planning & Management System System Overview This system and its processes plan, track, and account for the investments in T&D that are required to support the strategic, high-payback needs of the enterprise. This system and its processes also routinely readjust to their dynamic situation as the needs and situation of the enterprise dictate. Systems Processes Annual Operations Planning and Budgeting Process Quarterly Operations Planning and Budgeting Updates Process Forecasting and Accounting Process

2.1- Annual Operations Planning & Budgeting Process Process Overview The Annual Operations Planning and Budgeting Process plans for and allocates the resources that the enterprise has partitioned to the T&D system and to all of the various T&D organizations and processes, in a manner consistent with the strategic needs of both the enterprise and the T&D system itself. Key Process Outputs Operational plan and budget

2.1- Annual Operations Planning & Budgeting Process Clues & Cues That Your Process May Be Broken You don’t have an annual plan tied to specific projects and efforts. You never have the right amount of human, environmental, and financial resources necessary for getting the high-priority demand/must-do projects completed in a timely, quality fashion. Forecasted project costs, schedules, and returns on investments are seldom accurate.

2.1- Annual Operations Planning & Budgeting Process The Informal Process Might involve simply guessing the resources (people and out of pocket) costs required for the desired efforts to be conducted over the next year The Formal Process Might involve formal project planning and roll ups to balance/reallocate resources annually When to be More Formal When the number of projects is quite large; and/or budgets are based on a “zero based” approach; is demanded by the executives, the financial function, or by customers/regulators

2.1- Annual Operations Planning & Budgeting SubProcesses - AoPs Strategic Plan and Other Input Review Annual Operations Plan Draft Development Annual Operations Plan Draft Internal Review Annual Operations Plan Draft External Review Annual Operations Plan Update and Finalization On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

2.1- Annual Operations Planning & Budgeting SubProcesses - AoPs AoPs: Strategic Plan and Other Input Review Annual Operations Plan Draft Development Annual Operations Plan Draft Internal Review Annual Operations Plan Draft External Review Annual Operations Plan Update and Finalization On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

2.2 - Quarterly Operations Planning & Budgeting Process Process Overview The Quarterly Operations Planning and Budgeting Updates Process systematically re-examines and reallocates the T&D resources, consistent with the ever-changing strategic and tactical needs of both the enterprise and the T&D system itself. Key Process Outputs Updated annual plan and resource forecasts (quarterly)

2.2 - Quarterly Operations Planning & Budgeting Process Clues & Cues That Your Process May Be Broken You can’t tell quarter by quarter how well you will do in meeting the project goals with the necessary resources. The shifting needs of the enterprise and the tradeoff decisions between projects aren’t being made (if there are not enough resources to allocate in a timely manner).

2.2 - Quarterly Operations Planning & Budgeting Process The Informal Process Might involve the annual plan (a simple list) and making any changes as understood The Formal Process Might involve formal plan to review priority needs with the Governance/Advisory System to determine and make all adjustments needed When to be More Formal When the number of projects is quite large and the business situation is volatile

2.2 - Quarterly Operations Planning & Budgeting SubProcesses - AoPs Strategic Plan, Annual Operations Plan and Other Inputs Review Quarterly Operations Plan Draft Development Quarterly Operations Plan Draft Internal Review Quarterly Operations Plan Draft External Review Quarterly Operations Plan Update and Finalization On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

2.2 - Quarterly Operations Planning & Budgeting SubProcesses - AoPs AoPs: Strategic Plan, Annual Operations Plan and Other Inputs Review Quarterly Operations Plan Draft Development Quarterly Operations Plan Draft Internal Review Quarterly Operations Plan Draft External Review Quarterly Operations Plan Update and Finalization On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

2.3 - Forecasting & Accounting Process Process Overview The Forecasting and Accounting Process tracks all of the T&D expenditures and the contractual/planned commitments to ensure that the price tags for all of the current and planned efforts are known before all of the invoices arrive. Key Process Outputs Financial status updates for all operational projects and activities

2.3 - Forecasting & Accounting Process Clues & Cues That Your Process May Be Broken You don’t know where you stand at all times and for all current projects in regard to your project and financial status and your project continuation/completion financial obligations.

2.3 - Forecasting & Accounting Process The Informal Process Might be a simple list or spreadsheet with estimated (or contractual) total costs per project and the total The Formal Process Would be a collection of all project contracts, with a full list/spreadsheet with total project costs, and a cash flow (payables) that is updated monthly, tied to a monthly project status reporting system When to be More Formal When the number of projects is large, and the total costs and payouts are complicated; and if it might be expected that the T&D System might need to return expense dollars to the enterprise (and reduce spending plans)

2.3 - Forecasting & Accounting SubProcesses - AoPs Annual Operations Plan, Quarterly Operations Plan and Other Inputs Review Annual Budget Forecast Development and Reporting Quarterly Budget Forecast Update and Reporting On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

2.3 - Forecasting & Accounting SubProcesses - AoPs AoPs: Annual Operations Plan, Quarterly Operations Plan and Other Inputs Review Annual Budget Forecast Development and Reporting Quarterly Budget Forecast Update and Reporting On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

3: Cost/Benefits Measurement System

3: Cost/Benefits Measurement System System Overview This system’s processes organize the measurement and reporting of all T&D metrics and provide the data and interpretations (where appropriate) to the T&D leadership, staff, and all of the key customers and stakeholders in the T&D marketplace. Systems Processes Cost/Benefits Measurement System Design and Deployment Process Ongoing Cost/Benefits Measurement and Feedback Receiving Process T&D Project Lessons Learned Process Results Reporting and Archiving Process

3.1- Cost/Benefits Measurement System Design & Deployment Process Process Overview The Cost/Benefits Measurement System Design and Deployment Process creates, deploys, and maintains the measurement system and mechanism(s) for all of T&D. It’s T&D’s balanced scorecard (BSC). Key Process Outputs T&D measurement system design, e.g., BSC T&D measurement system development and deployment plans

3.1- Cost/Benefits Measurement System Design & Deployment Process Clues & Cues That Your Process May Be Broken You don’t measure or plan to measure key T&D efforts. There is not a systematic business approach used to decide which efforts get measured and which do not. Measurement is inconsistent, labor intensive, and the results reported are not insightful. You rarely or never measure learning, performance, and/or business results.

3.1- Cost/Benefits Measurement System Design & Deployment Process The Informal Process Could be as simple as asking your customers and key stakeholders for feedback on “how you are doing compared to the costs being incurred?” The Formal Process Would be formal calculations, agreed to with the Governance Board, for ROI and Value Add When to be More Formal When the stakes are high, and the enterprise typically (culturally) approaches spending (investment) decisions in this formal manner

3.1- Cost/Benefits Measurement System Design & Deployment SubProcesses - AoPs Cost/Benefits Measurement System Design/Update Cost/Benefits Measurement System Development Cost/Benefits Measurement System Deployment On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

3.1- Cost/Benefits Measurement System Design & Deployment SubProcesses - AoPs AoPs: Cost/Benefits Measurement System Design/Update Cost/Benefits Measurement System Development Cost/Benefits Measurement System Deployment On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

3.2 – Ongoing Cost/Benefits Measurement Feedback Receiving Process Process Overview The Ongoing Cost/Benefits Measurement and Feedback Receiving Process captures the data from the T&D Cost/Benefits Measurement System, packages it, and reports it out to the appropriate parties within the enterprise. Key Process Outputs Measurement (raw and calculated) data Measurement reports and interpretations

3.2 – Ongoing Cost/Benefits Measurement Feedback Receiving Process Clues & Cues That Your Process May Be Broken Don’t know your general or specific costs, satisfaction levels for any or all of your stakeholders, mastery levels of learners after training, transfer levels back to the job, and return on investment for any or all of your critical T&D efforts. Initially collected data, but efforts to do it have declined over time.

3.2 – Ongoing Cost/Benefits Measurement Feedback Receiving Process The Informal Process Could be collecting first cost data (development/ acquisition) and general benefits statements from customers and stakeholders The Formal Process Would be collecting total cost data (development/ acquisition, administration, deployment (including participation and “lost opportunity” costs) and maintenance, and comparing those with total returns When to be More Formal When the culture of the enterprise and it’s business practices conduct internal projects in a more formal manner

3.2 – Ongoing Cost/Benefits Measurement Feedback Receiving SubProcesses - AoPs Development Costs Data Collection On-going Delivery Costs Data Collection Maintenance Costs Data Collection Administration Costs Data Collection Learner Satisfaction and Mastery Data Collection (levels 1, 2 and 3) Process Performance Metrics Data Collection On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

3.2 – Ongoing Cost/Benefits Measurement Feedback Receiving SubProcesses - AoPs AoPs: Development Costs Data Collection On-going Delivery Costs Data Collection Maintenance Costs Data Collection Administration Costs Data Collection Learner Satisfaction and Mastery Data Collection (levels 1, 2 and 3) Process Performance Metrics Data Collection On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

3.3- T&D Projects Lessons Learned Process Process Overview The T&D Project Lessons Learned Process captures data unique to the internal lessons learned by the participants within T&D processes regarding their experiences in using or being a part of the process. Key Process Outputs Lessons Learned reports (by project) Lessons Learned archives

3.3- T&D Projects Lessons Learned Process Clues & Cues That Your Process May Be Broken You keep seeing the same kinds of mistakes and ineffective, costly approaches being used over and over again in successive projects. Your team doesn’t know what worked and what didn’t work in the past, or why.

3.3- T&D Projects Lessons Learned Process The Informal Process Could be casual meetings during and after projects The Formal Process Would be structured debriefings (post mortems) that are documented and archived and reviewed prior to new projects being started When to be More Formal When there is high turnover in the T&D organization and/or there are many high risk/reward projects where failure (in quality or timeliness) is unacceptable

3.3- T&D Projects Lessons Learned SubProcesses - AoPs Development Lessons Learned Data Collection On-going Delivery Lessons Learned Data Collection Lessons Learned Publishing/Presentations/Communications Lessons Learned Archiving On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

3.3- T&D Projects Lessons Learned SubProcesses - AoPs AoPs: Development Lessons Learned Data Collection On-going Delivery Lessons Learned Data Collection Lessons Learned Publishing/Presentations/Communications Lessons Learned Archiving On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

3.4 – Results Reporting & Archiving Process Process Overview The Results Reporting and Archiving Process gathers all of the T&D results data, puts the data in an intelligent and understandable form, and then reports it to stakeholders appropriate to their needs. It also archives it for future reference. Key Process Outputs Results reports Results summaries

3.4 – Results Reporting & Archiving Process Clues & Cues That Your Process May Be Broken Your stakeholders don’t know the results of the investments and expenses made in enterprise T&D. You can’t really begin to predict the future in terms of T&D costs and returns based on past T&D projects/efforts. You can’t go back and look at or find past project results.

3.4 – Results Reporting & Archiving SubProcesses - AoPs The Informal Process Could be results reported out non-routinely, in casual conversations with key stakeholders, or in emails/letters The Formal Process Would be routine reports/communications (emails/letters) done after each project and/or quarterly or monthly When to be More Formal When there are many stakeholders, and many “investment dollars” involved

3.4 – Results Reporting & Archiving SubProcesses - AoPs Results Report Development Results Report Dissemination Results Report Archiving On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

3.4 – Results Reporting & Archiving SubProcesses - AoPs AoPs: Results Report Development Results Report Dissemination Results Report Archiving On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

4: Process Improvement System

4: Process Improvement System System Overview This system is responsible for improving T&D’s own systems and processes in response to issues and trends uncovered by the measurement system. This system also provides structure and order to the quality and process improvement efforts for both incremental, continuous improvement, and radical, discontinuous improvement to T&D processes. Systems Processes T&D Issues Generation and Assessment Process T&D Improvement Project Planning and Management Process

4.1- Issues Generation & Assessment Process Process Overview The T&D Issues Generation and Assessment Process identifies both T&D current and future issues (high-payback problems/opportunities) and brings them to the attention of the T&D Governance and Advisory System. Key Process Outputs T&D issues and opportunities report Decisions as to which problems/opportunities to address and how/when to address

4.1- Issues Generation & Assessment Process Clues & Cues That Your Process May Be Broken Big T&D system problems and opportunities are not determined, validated, or addressed in a rational, systematic manner. Major T&D problems that aren’t addressed incur avoidable, recurring costs that reach a level of significance and/or intolerance that detracts from the key business focus of the T&D system.

4.1- Issues Generation & Assessment Process The Informal Process Could be ad hoc, addressing problems/opportunities as they arise The Formal Process Would involve a systematic, data driven, problem/opportunity collection effort, with formal reviews with the Advisory & Governance groups for decision making When to be More Formal When the stakes are high for T&D System failure for the customers/stakeholders; when the T&D funding comes more directly from the customers (and it’s “their money”)

4.1- Issues Generation & Assessment SubProcesses - AoPs Review of T&D System Data from Business Metrics, Results Reports, Lessons Learned and other sources Preliminary Prioritization and Targeting of T&D System’s Problems/Opportunities Additional Data Gathering for the Preliminary targets Reporting of Preliminary Findings to the Advisory & Governance Groups Prioritization and Targeting of T&D System Problem/Opportunity Improvements On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

4.1- Issues Generation & Assessment SubProcesses - AoPs AoPs: Review of T&D System Data from Business Metrics, Results Reports, Lessons Learned and other sources Preliminary Prioritization and Targeting of T&D System’s Problems/Opportunities Additional Data Gathering for the Preliminary targets Reporting of Preliminary Findings to the Advisory & Governance Groups Prioritization and Targeting of T&D System Problem/Opportunity Improvements On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

4.2 – Improvement Project Planning & Management Process Process Overview The T&D Improvement Project Planning and Management Process takes the validated problems/opportunities and plans a project to address the needs and then oversees the improvement initiative efforts, much as any other major/minor improvement initiative. Key Process Outputs Project plans for each improvement Master plan for all ongoing projects Project status reports

4.2 – Improvement Project Planning & Management Process Clues & Cues That Your Process May Be Broken Improvement initiatives are undertaken without a clear plan of tasks, responsibilities, schedule, or costs. Improvement initiatives are routinely poorly conceived, behind schedule, or over budget. Improvement initiatives are not considered “true projects” with expectations for results, resources, communication, etc., equivalent to “client work.” Projects drift and seem uncontrolled despite a well-documented plan. None of the really big problems are being addressed.

4.2 - Improvement Project Planning & Management Process The Informal Process Could be ad hoc, with individuals assigned to “fix the problem” The Formal Process Would be a planned approach, with milestone reviews and formal reporting of the improvement effort’s status When to be More Formal When the improvement’s risks/rewards are significant

4.2 - Improvement Project Planning & Management SubProcesses - AoPs Improvement Project Planning & Kick-Off Improvement Analysis Improvement Design Improvement Development Improvement Pilot-Test Improvement Revisions Improvement Roll-Out On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

4.2 - Improvement Project Planning & Management SubProcesses - AoPs AoPs: Improvement Project Planning & Kick-Off Improvement Analysis Improvement Design Improvement Development Improvement Pilot-Test Improvement Revisions Improvement Roll-Out On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

Small Team Exercise Break into small groups of 4-6 and sit together at a table. For each of the 5 Leadership Systems’ Processes… - Each person in turn will quickly, in 60 seconds-or-less present their assessment of process 12.1, AND explaining “why” they assessed it the way they did. - Then address the next Process, until completing 4.2 Summarizes your notes on ideas you got from the others on the following pages. Detailed Assessment Tool T&D Systems View www.eppic.biz

T&D Leadership Systems & Processes - Assessment Summaries of Others’ Processes OK Not OK Process Potential “Returns” Ideas 12.1- T&D Governance Process 12.2- T&D Advisory Process 1.1- Enterprise Strategic Plans Surveillance Process 1.2- T&D Strategic Planning Process 2.1- Annual Operations Planning and Budgeting Process 2.2- Quarterly Operations Planning and Budgeting Updates Process 2.3- Forecasting and Accounting Process

T&D Leadership Systems & Processes - Assessment Summaries of Others’ Processes OK Not OK Process Potential “Returns” Ideas 3.1- Cost/Benefits Measurement System Design and Deployment Process 3.2- Ongoing Cost/Benefits Measurement and Feedback Receiving Process 3.3- T&D Project Lessons Learned Process 3.4- Results Reporting and Archiving Process 4.1- T&D Issues Generation and Assessment Process 4.2- T&D Improvement Project Planning and Management Process

Small Team Exercise Readouts For each of the 5 Leadership Systems’ Processes… - Each table’s spokesperson person will quickly, in 2 minutes-or-less present their most interesting ideas regarding “ RETURNS” for ROI Detailed Assessment Tool T&D Systems View www.eppic.biz

Section 4 Summary & Close T&D Leadership Systems/Processes Build relationships with all stakeholders to align and direct all T&D efforts; develop strategic and operational plans; forecast and measure results; and direct internal process improvement efforts Next: Assessment of the T&D Core System’s Processes 3 Costs/Benefits Measurement 12 Governance and Advisory 1 Strategic Planning 2 Operations Planning and Management 4 Process Improvement

Section 5 Assessment of Your T&D Support Systems & Processes

T&D Support Systems & Processes

T&D Support Systems & Processes T&D Support Systems/Processes Market and communicate throughout the T&D System to all T&D stakeholders; manage the financial, human and environmental resources; and conduct R&D activities 8 Marketing and Communications 9 Financial Asset Management 10 Human and Environmental Asset Management 11 Research and Development

8 – T&D Marketing & Communications System

8 – T&D Marketing & Communications System System Overview These systems organize and distribute information throughout the T&D’s marketplace. Systems Processes 8.1: T&D Stakeholder Communications Process 8.2: Individual T&D Planning Process 8.3: T&D Ordering & Registration Process

8.1 – T&D Stakeholder Communications Process Process Overview The T&D Stakeholder Communications Process determines exactly who the T&D system’s stakeholders are and what their needs for information are, and it delivers information and data to each stakeholder group via the most efficient communication channels. Key Process Outputs Various “proactive” T&D communications, e.g., brochures, videos, flyers, mailers, posters, Web sites, etc. Various “reactive” T&D communications

8.1 – T&D Stakeholder Communications Process Clues & Cues That Your Process May Be Broken Stakeholder groups have had to ask for information that is really viewed as “needed to know” by both of them and by the T&D governance and advisory groups. Stakeholders complain about the lack of information available. Frequently asked questions are not being captured, and then the answers proactively “pushed” out to like audiences. Surveys discover that T&D target audiences and other stakeholder groups do not understand what’s available and how to access it or participate in it.

8.1 – T&D Stakeholder Communications Process The Informal Process Could be accomplished via non-routine emails or meetings with key stakeholders The Formal Process Would be multiple communications vehicles (“e”, paper, bulletin boards, posters, video, etc.) used routinely and non-routinely, after a careful analysis of stakeholders and their information needs; and would provide information about T&D offerings, schedules, access, T&D product and service development/acquisition efforts, results and testimonials, costs/benefits data, and contact information When to be More Formal When the organization is large and complex, and the need to get information to specific groups is indicated by surveys, exit interviews, and other sources

8.1 – T&D Stakeholder Communications SubProcesses - AoPs Stakeholder Segmentation Ongoing Stakeholder Information Needs Analysis Communications Channels/Vehicles Selection Routine Content Development/Acquisition Ongoing Targeted Communications Deployment On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

8.1 – T&D Stakeholder Communications SubProcesses - AoPs AoPs: Stakeholder Segmentation Ongoing Stakeholder Information Needs Analysis Communications Channels/Vehicles Selection Routine Content Development/Acquisition Ongoing Targeted Communications Deployment On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

8.2 – Individual T&D Planning Process Process Overview The Individual T&D Planning Process is used for planning an individual employee’s T&D, but also for compiling (rolling up), locally or enterprise-wide, all of the plans in order to place a “ demand forecast” on the T&D deployment/delivery system. Key Process Outputs Individual T&D plans Group T&D plans (roll-up) Enterprise T&D plans (roll-up)

8.2 – Individual T&D Planning Process Clues & Cues That Your Process May Be Broken There are no individual-to-group-to-enterprise roll-ups of the T&D participation plans. They are all discrete and not linked. Individual plans are not used and/or no common format exists. No one has a realistic clue of the future demand for T&D products and services. T&D seats are under-filled or sites are underutilized for many deployments.

8.2 – Individual T&D Planning Process The Informal Process Could be left to everyone to do their own thing, planned or not The Formal Process Would be targeted audiences being required to develop routine (annual) development plans based on the performance competency needs of their job and upcoming/routine assignments, and an assessment of their strengths/weaknesses in the more critical needs When to be More Formal When the risks and costs of inadequate performance due to lack of knowledge/skill are significant

8.2 – Individual T&D Planning SubProcesses - AoPs Selection of critical Target Audiences for Proactive Planning Development of performance-based “Curriculum Architectures/Learning Paths” for each critical Target Audience Development and deployment of a planning system and tools Development of completion status tracking mechanisms for the critical Target Audiences Development and deployment of less rigorous planning systems and tools for the non- critical Target Audiences On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

8.2 – Individual T&D Planning SubProcesses - AoPs AoPs: Selection of critical Target Audiences for Proactive Planning Development of performance-based “Curriculum Architectures/Learning Paths” for each critical Target Audience Development and deployment of a planning system and tools Development of completion status tracking mechanisms for the critical Target Audiences Development and deployment of less rigorous planning systems and tools for the non- critical Target Audiences On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

8.3 – T&D Ordering & Registration Process Process Overview The T&D Ordering and Registration Process is where the customers of T&D can place their orders appropriate to the type of T&D products/services offered. Key Process Outputs Orders for T&D offerings (products) forwarded to the appropriate Product and Service Line Deployment System Registrations for T&D offerings forwarded to the appropriate Product and Service Line Deployment System

8.3 – T&D Ordering & Registration Process Clues & Cues That Your Process May Be Broken Customers complain that their “orders” are not being filled in a timely manner or are being filled incorrectly. Expediting orders is usually necessary and taking a lot of people’s time and attention. There are complaints that T&D offerings that were registered for are mishandled

8.3 – T&D Ordering & Registration Process The Informal Process Could be forwarding requests for T&D offerings without any data for tracking purposes; or registering anyone for any offering The Formal Process Would be where all ordering and registration data is tracked prior to forwarding it to the appropriate deployment system/process When to be More Formal When the desire is to proactively create and ensure performance competence for critical Target Audiences

8.3 – T&D Ordering & Registration SubProcesses - AoPs Ordering Systems Design Ordering Systems Operations and Reporting Registration Systems Design Registration Systems Operations and Reporting On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

8.3 – T&D Ordering & Registration SubProcesses - AoPs AoPs: Ordering Systems Design Ordering Systems Operations and Reporting Registration Systems Design Registration Systems Operations and Reporting On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

9 – T&D Financial Asset Management System

9 – T&D Financial Asset Management System System Overview This is the system that tracks and monitors the fiscal obligations of the T&D organization and keeps them within predetermined budget levels. This system’s processes organize, allocate, monitor, and control all financial matters for T&D, for example, project budgets, hardware/software purchases, travel expenses, and all other T&D financial matters. Systems Processes 9.1: Organizational T&D Plans and Budget Roll-Up and Adjustment Process 9.2: T&D Physical Property Management Process

9.1 – Organizational T&D Plans & Budget Roll-Up & Adjustment Process Process Overview The Organizational T&D Plans and Budget Roll-up and Adjustment Process allows T&D management and the T&D governance and advisory members to provide oversight to all things financial, so that they may perform their fiduciary responsibilities to the shareholders/owners of the enterprise. Key Process Outputs Financial records and projections for the planning period Annual inventory updates of all T&D assets

9.1 – Organizational T&D Plans & Budget Roll-Up & Adjustment Process Clues & Cues That Your Process May Be Broken You’re not getting timely “actuals” on financial status and obligations. No one knows where all of the T&D assets reside, what their total value is, and if they’ve been moved, removed, or stolen, or if they are obsolete. You’ve received negative feedback from the financial organization regarding T&D’s accounting practices and numbers. You’re unable to create or use management “check ratios” or “spend profiles” to assess performance/status improvement.

9.1 – Organizational T&D Plans & Budget Roll-Up & Adjustment Process The Informal Process Could be accomplished by asking T&D Staff to guess their projected project expenses month by month The Formal Process Would be to obtain monthly spending projections per project and track “actual expenses” against those “planned expenses" and then determine reasons for major variations to address those as appropriate When to be More Formal When your projects are many and complex and there is a fair chance for significantly going over/depleting the budget

9.1 – Organizational T&D Plans & Budget Roll-Up & Adjustment SubProcesses - AoPs Obtain and Integrate Original “Project Spend Profile Plans” into T&D Budget Tracking System Routinely Obtain and Integrate “Actual to Plan” Project Spending Reports into T&D Budget Tracking System Routinely Report “Budget Spending Variations” Obtain and Disseminate “Spending Variation Rationale Reports" as appropriate On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

9.1 – Organizational T&D Plans & Budget Roll-Up & Adjustment SubProcesses - AoPs AoPs: Obtain and Integrate Original “Project Spend Profile Plans” into T&D Budget Tracking System Routinely Obtain and Integrate “Actual to Plan” Project Spending Reports into T&D Budget Tracking System Routinely Report “Budget Spending Variations” Obtain and Disseminate “Spending Variation Rationale Reports" as appropriate On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

9.2 – T&D Physical Property Management Process Process Overview The T&D Physical Property Management Process accounts for physical property assets as driven by the enterprise’s policies and procedures, as well as federal, state, and local laws, regulations, and codes. Key Process Outputs T&D property records and status

9.2 – T&D Physical Property Management Process Clues & Cues That Your Process May Be Broken You don’t know the book value and replacement value of your physical assets. You don’t know if “shrinkage” (loss due to theft or negligence) is an issue.

9.2 – T&D Physical Property Management Process The Informal Process Could be occasionally surveying T&D facilities for any key items obviously missing and then taking appropriate action The Formal Process Would be inventorying every item at acquisition, and routinely conducting exhaustive inventory reconciliation efforts; and could also include a systems for checking items in and out key items for temporary usage When to be More Formal When your assets are valuable and where theft/shrinkage is a problem that can significantly have a negatively affect on any core T&D Systems/Process performances

9.2 – T&D Physical Property Management SubProcesses - AoPs Establish and Continuously Improve a T&D Physical Asset Inventory Tracking System Enter New Acquisitions Into T&D Physical Asset Inventory Tracking System Check Out and Check In Key Asset Items to T&D Users Via the T&D Physical Asset Inventory Tracking System Conduct Routine Physical Inventories and Reconcile with the T&D Physical Asset Inventory Tracking System On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

9.2 – T&D Physical Property Management SubProcesses - AoPs AoPs: Establish and Continuously Improve a T&D Physical Asset Inventory Tracking System Enter New Acquisitions Into T&D Physical Asset Inventory Tracking System Check Out and Check In Key Asset Items to T&D Users Via the T&D Physical Asset Inventory Tracking System Conduct Routine Physical Inventories and Reconcile with the T&D Physical Asset Inventory Tracking System On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

10- T&D Human & Environmental Asset Management System

10- T&D Human & Environmental Asset Management System This system’s processes organize all of the infrastructure of the T&D systems and processes, including both the human and nonhuman infrastructure elements of the processes. The T&D Human and Environmental Asset Management System organizes and manages the acquisition, development, assessment, and retention of the T&D staff. It also includes management of the supporting infrastructure such as facilities, equipment, and information that is needed to deploy T&D. None of the T&D systems and processes will operate without these infrastructure elements in place (the humans and the nonhuman data, methods, materials, equipment, budget dollars, consequences, and feedback).

10.1 – T&D Staff Recruiting & Selection/Succession Process Process Overview The T&D Staff Recruiting and Selection/Succession Process seeks applicants and screens candidates for defined jobs/positions. Key Process Outputs People to staff all of the roles/jobs articulated

10.1 – T&D Staff Recruiting & Selection/Succession Process Clues & Cues That Your Process May Be Broken Your incoming T&D staff members do not have the necessary entry knowledge and skills. Incoming staff have wildly varying incoming knowledge and skills. Existing staff are frequently not trainable or cannot be developed to competently meet the process requirements of the T&D systems and processes. Staff complains that the job was not what they expected (the real job requirements do not match job incumbents’ incoming expectations). Staff is not brought on board in a timely manner.

10.1 – T&D Staff Recruiting & Selection/Succession Process The Informal Process Could be finding Master Performers in various job categories and offering them positions to train and develop others The Formal Process Would be first defining the T&D Performance Models for all jobs and processes, determining key enabling Human K/Ss and Attributes/Values for each and using that data formally in the recruiting and selection processes and criteria When to be More Formal When the “stakes” of the T&D Staff performance is critical to the Enterprise in terms of Risk/Reward

10.1 – T&D Staff Recruiting & Selection/Succession SubProcesses - AoPs T&D System Process Mapping & Performance Modeling & Human Attribute Enabler Analysis Affect the Enterprise Recruiting & Selection System with the Criteria and Weights for the Key T&D Performance Enabling K/Ss, Attributes & Values Determine the Logical Succession Plan Between Key T&D System Jobs and External/Internal to the Enterprise On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

10.1 – T&D Staff Recruiting & Selection/Succession SubProcesses - AoPs AoPs: T&D System Process Mapping & Performance Modeling & Human Attribute Enabler Analysis Affect the Enterprise Recruiting & Selection System with the Criteria and Weights for the Key T&D Performance Enabling K/Ss, Attributes & Values Determine the Logical Succession Plan Between Key T&D System Jobs and External/Internal to the Enterprise On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

10.2 – T&D Staff Training & Development Process Process Overview The T&D Staff Training and Development Process assesses knowledge and skill compliance and develops an Individual T&D Plan from an organized, documented, and resourced curriculum of traditional and nontraditional information, education, training, and development events to ensure competence and development consistent with the projected, overall staffing needs of the T&D system. Key Process Outputs Trained and developed staff to the levels of competency required by the processes within which they perform

10.2 – T&D Staff Training & Development Process Clues & Cues That Your Process May Be Broken Your critical T&D staff is not as competent as they need to be for knowledge/skills capability items outside the scope of the recruiting and selection process. Staff complains about the lack of T&D or lack of a clear path for development.

10.2 – T&D Staff Training & Development Process The Informal Process Could be having each new employee informally receive on-the-job instruction via observation and informal coaching as needed The Formal Process Would be assessing the incoming K/S of each employee and customizing an Individual T&D Plan based on their job expectations and the defined Curriculum Architecture Path designed for the job When to be More Formal When the K/Ss of the T&D Staff is critical to their performance and the success of the T&D System and Processes

10.2 – T&D Staff Training & Development SubProcesses - AoPs Conduct a CAD effort for the T&D System’s Key Jobs Build/Acquire the priority T&D products of the CAD for internal deployment Conduct Individual T&D Planning for each Key T&D Job Performer Manage Individual Training Using the Individual T&D Plan and Adjust As Needed On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

10.2 – T&D Staff Training & Development SubProcesses - AoPs AoPs: Conduct a CAD effort for the T&D System’s Key Jobs Build/Acquire the priority T&D products of the CAD for internal deployment Conduct Individual T&D Planning for each Key T&D Job Performer Manage Individual Training Using the Individual T&D Plan and Adjust As Needed On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

10.3 – T&D Staff Assessment Process Process Overview The T&D Staff Assessment Process provides routine and continuous assessment of performance, positive/constructive feedback, negative/constructive feedback, additional development and progression monitoring, progressive discipline, and termination, if necessary. Key Process Outputs Staff feedback on satisfaction/dissatisfaction Inputs to other human asset processes

10.3 – T&D Staff Assessment Process Clues & Cues That Your Process May Be Broken Performance appraisals/staff evaluations don’t happen routinely, or as needed, or with quality and consistency. The T&D staff does not know where they stand in management’s eyes regarding their competence and performance adequacy. Staff T&D plans are not being driven by these formal assessments, which are driven by the needs of the business. Performance appraisals and criteria are too general and/or do not match the job.

10.3 – T&D Staff Assessment Process The Informal Process Could be occasionally assessing and ranking the T&D Staff based on flexible criteria The Formal Process Would be routinely assessing T&D Staff using standard, priority job performance criteria sourced from the Performance Models & Enabler data for the T&D Systems/Processes When to be More Formal When there is a need to promote/advance deserving individuals and/or to address/remove non-performers on the staff due to their negative impact on the T&D Systems’ performance

10.3 – T&D Staff Assessment SubProcesses - AoPs Develop Standard Performance Assessment Instruments per T&D Job/Role Use the Standard Performance Assessment Instruments to Routinely Assess Performers in Key T&D Jobs/Roles Provide Feedback and Take Corrective Action As Needed On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

10.3 – T&D Staff Assessment SubProcesses - AoPs AoPs: Develop Standard Performance Assessment Instruments per T&D Job/Role Use the Standard Performance Assessment Instruments to Routinely Assess Performers in Key T&D Jobs/Roles Provide Feedback and Take Corrective Action As Needed On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

10.4 – T&D Staff Compensation & Benefits Process Process Overview The T&D Staff Compensation and Benefits Process provides total compensation and benefits for all of the permanent employees of the T&D system; it typically provides only compensation for the outsourced staff. Key Process Outputs Total compensation goals and amounts determined for each staff position

10.4 – T&D Staff Compensation & Benefits Process Clues & Cues That Your Process May Be Broken The staff complains about their salary compared to others elsewhere in T&D. Pay is uneven across multiple jobs without solid rationale. Turnover is greater than in other areas of the enterprise, and exit interviews indicate that people are leaving due to pay and benefits issues.

10.4 – T&D Staff Compensation & Benefits Process The Informal Process Could be adjusting compensation and benefits reactively in response to staff inquiries, complaints and/or turnover The Formal Process Would be to conduct compensation & benefits surveys using the data from the Performance Models and Enabler Analyses as benchmarks for desired competence/ capability When to be More Formal When staff turnover or dissatisfaction would negatively affect the performance of the T&D System and its Customers and Stakeholders

10.4 – T&D Staff Compensation & Benefits SubProcesses - AoPs Conduct Employee compensation & benefits satisfaction surveys Conduct local marketplace compensation & benefits surveys using the Performance Model & Enabling K/S data for Key Jobs as the benchmarks for comparison Adjust compensation & benefits for each local market to attract and retain Key Job Performers per Enterprise policies and requirements On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

10.4 – T&D Staff Compensation & Benefits SubProcesses - AoPs AoPs: Conduct Employee compensation & benefits satisfaction surveys Conduct local marketplace compensation & benefits surveys using the Performance Model & Enabling K/S data for Key Jobs as the benchmarks for comparison Adjust compensation & benefits for each local market to attract and retain Key Job Performers per Enterprise policies and requirements On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

10.5 – T&D Rewards & Recognition Process Process Overview The T&D Staff Rewards and Recognition Process provides small monetary and other non-monetary rewards and recognition to the T&D staff, other non-T&D staff, and various contributors to the overall T&D effort. Key Process Outputs Non-cash or small cash rewards and other forms of recognition

10.5 – T&D Rewards & Recognition Process Clues & Cues That Your Process May Be Broken No one ever or seldom receives rewards or recognition for jobs well done. The staff feels that the rewards and recognition that are being awarded are done so unfairly.

10.5 – T&D Rewards & Recognition Process The Informal Process Could be random rewards done when “you’ve caught someone doing something right” The Formal Process Would be a rewards system based on specific accomplishments (written goals, customer praise, etc.), perhaps as “a customer and/or peer recognition system” When to be More Formal When you have a staff morale issue/opportunity based upon prior behaviors that made the staff feel that the rewards and management recognition were awarded unfairly

10.5 – T&D Rewards & Recognition SubProcesses - AoPs Define a Rewards &Recognition System Linked to Desired Process Performance and Employee Practices that are themselves linked to the Strategic Needs of the Enterprise Implement the Rewards &Recognition System Conduct Employee Satisfaction Surveys that Address Rewards &Recognition On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

10.5 – T&D Rewards & Recognition SubProcesses - AoPs AoPs: Define a Rewards &Recognition System Linked to Desired Process Performance and Employee Practices that are themselves linked to the Strategic Needs of the Enterprise Implement the Rewards &Recognition System Conduct Employee Satisfaction Surveys that Address Rewards &Recognition On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

10.6 – T&D Organization Structural Design Process Process Overview The T&D Organization Structural Design Process designs the organization (the form and structure) based on the T&D leadership, core, and support processes in place and the systems, tools, and methods required to render the T&D services and provide the T&D products that have high-payback to the enterprise in terms of their return on investment or economic value add. Key Process Outputs T&D organization chart T&D job designs for both full- and part-time positions and for permanent or outsourced staff

10.6 – T&D Organization Structural Design Process Clues & Cues That Your Process May Be Broken Job responsibilities overlap or are gapped. Organization responsibilities overlap or are gapped. Staff, management, and/or customers do not seems to know “who does what.”

10.6 – T&D Organization Structural Design Process The Informal Process Could be a loose process of assigning people to what they like best to do and thereby defining the jobs The Formal Process Would be based on the defined process requirements, and the human performance requirements, and the anticipated volume of work expected, and the likelihood of finding enough candidates with the required knowledge/skill and attribute-sets When to be More Formal When the T&D organization has grown large and there are many on staff

10.6 – T&D Organization Structural Design SubProcesses - AoPs Define the Processes and Human Performance Requirements and the Enabling K/Ss and Attributes/Values Requirements Predict the Future Work Type, Volume, and Critical Roles and Enablers Determine Process Performance Risk Targets Configure the Job Content (Task Performance) to meet both the needs of the Enterprise and the likelihood of Recruiting/Selecting Enough Candidates that meet the current and future requirements On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

10.6 – T&D Organization Structural Design SubProcesses - AoPs AoPs: Define the Processes and Human Performance Requirements and the Enabling K/Ss and Attributes/Values Requirements Predict the Future Work Type, Volume, and Critical Roles and Enablers Determine Process Performance Risk Targets Configure the Job Content (Task Performance) to meet both the needs of the Enterprise and the likelihood of Recruiting/Selecting Enough Candidates that meet the current and future requirements On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

10.7 – T&D Facilities Development & Deployment Process Process Overview The T&D Facilities Development and Deployment Process builds or acquires and maintains all of the facilities (buildings and grounds) needed by T&D. Key Process Outputs Current and future T&D facility designs T&D facilities available

10.7 – T&D Facilities Development & Deployment Process Clues & Cues That Your Process May Be Broken Your space needs are not being met. Your space is not conducive to what you are doing and how you are doing it. There is no short- and/or long-term, strategically driven view of what those needs will be.

10.7 – T&D Facilities Development & Deployment Process The Informal Process Could be taking whatever space is provided; renting whenever needs exceed capacity requirements The Formal Process Would be determining and acquiring facilities based on projected work volumes and staffing levels (including temporary staffing), technologies to be used, etc. When to be More Formal When the T&D organization is growing/shrinking and will continue to change

10.7 – T&D Facilities Development & Deployment SubProcesses - AoPs Develop a Facilities Planning & Budgeting Process based on forecasts of staff size, work volume , types of technologies to be used, etc. Annually Update the Facilities Plan & Budget as part of the Strategic and Operational Planning Processes On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

10.7 – T&D Facilities Development & Deployment SubProcesses - AoPs AoPs: Develop a Facilities Planning Process based on forecasts of staff size, work volume , types of technologies to be used, etc. Annually Update the Facilities Plan as part of the Strategic and Operational Planning Processes On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

10.8 – T&D Equipment & Tools Development & Deployment Process Process Overview The T&D Equipment and Tools Development and Deployment Process builds or acquires the T&D tools and equipment required and proven (pilot tested) by the research and development effort. This process ensures a successful implementation. Key Process Outputs Current and future T&D equipment/tool designs T&D equipment/tools available

10.8 – T&D Equipment & Tools Development & Deployment Process Clues & Cues That Your Process May Be Broken The equipment and tools required to get the job done are lacking (totally, or in the correct quantity) or are otherwise inadequate for the tasks of the processes. There are budget overruns and high costs for outsourcing and/or last-minute expediting.

10.8 – T&D Equipment & Tools Development & Deployment Process The Informal Process Could be purchasing equipment and tools as needed and as funds permit The Formal Process Would be based on projected work volumes and staffing levels (including temporary staffing), technologies to be used, etc. When to be More Formal When the T&D organization's processes and tool-set is growing complex and the need for equipment/tools will continue to evolve

10.8 – T&D Equipment & Tools Development & Deployment SubProcesses - AoPs Develop a Tools/Equipment Planning & Budgeting Process based on forecasts of staff size, work volume , types of technologies to be used, etc. Annually Update the Tools/Equipment Plan & Budget as part of the Strategic and Operational Planning Processes On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

10.8 – T&D Equipment & Tools Development & Deployment SubProcesses - AoPs AoPs: Develop a Tools/Equipment Planning & Budgeting Process based on forecasts of staff size, work volume , types of technologies to be used, etc. Annually Update the Tools/Equipment Plan and Budget as part of the Strategic and Operational Planning Processes On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

10.9 – T&D Materials & Supplies Acquisition & Deployment Process Process Overview The T&D Materials and Supplies Acquisition and Deployment Process acquires and delivers all consumable materials and supplies necessary for T&D operations. Key Process Outputs Various materials and supplies are available

10.9 – T&D Materials & Supplies Acquisition & Deployment Process Clues & Cues That Your Process May Be Broken Materials and supplies constantly run out. Incorrect materials and supplies are ordered and inventoried. Costs paid for materials and supplies often include expediting charges for rush orders.

10.9 – T&D Materials & Supplies Acquisition & Deployment Process The Informal Process Could be purchasing materials and supplies as needed and as funds permit The Formal Process Would be based on projected work volumes and staffing levels When to be More Formal When the T&D organization's processes and organization is growing complex and the need for materials/supplies will continue to evolve

10.9 – T&D Materials & Supplies Acquisition & Deployment SubProcesses - AoPs Develop a Materials/Supplies Planning & Budgeting Process based on forecasts of staff size, work volume , types of technologies to be used, etc. Annually Update the Materials/Supplies Plan & Budget as part of the Strategic and Operational Planning Processes On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

10.9 – T&D Materials & Supplies Acquisition & Deployment SubProcesses - AoPs AoPs: Develop a Materials/Supplies Planning & Budgeting Process based on forecasts of staff size, work volume , types of technologies to be used, etc. Annually Update the Materials/Supplies Plan & Budget as part of the Strategic and Operational Planning Processes On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

10.10 – T&D Information Systems Development & Deployment Process Process Overview The T&D Information Systems Development and Deployment Process builds or acquires the T&D information technology methods and systems (hardware and software) that are deemed required and have been proven (pilot tested) by T&D’s research and development effort to meet their intended functionality. Key Process Outputs Information systems design Information system in place

10.10 – T&D Information Systems Development & Deployment Process Clues & Cues That Your Process May Be Broken The current IT/IS system is inadequate to the task, from space (storage size) to speed (computational power and bandwidth in the distribution pipes). There is no near-term or long-range plan for the IT/IS system.

10.10 – T&D Information Systems Development & Deployment Process The Informal Process Could be developing/acquiring IT systems as needs arise and funds permit The Formal Process Would be determining and acquiring IT systems based on projected work volumes and staffing levels (including temporary staffing), technologies to be used, etc. When to be More Formal When the T&D organization is growing/shrinking and the need for IT systems will continue to evolve

10.10 – T&D Information Systems Development & Deployment SubProcesses - AoPs Develop an IT Systems Planning & Budgeting Process based on forecasts of staff size, work volume , types of technologies to be used, etc. Annually Update the IT Systems Plan & Budget as part of the Strategic and Operational Planning Processes On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

10.10 – T&D Information Systems Development & Deployment SubProcess - AoPs AoPs: Develop an IT Systems Planning & Budgeting Process based on forecasts of staff size, work volume , types of technologies to be used, etc. Annually Update the IT Systems Plan & Budget as part of the Strategic and Operational Planning Processes On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

10.11 – T&D Methods Deployment Process Process Overview The T&D Methods Deployment Process builds or acquires the T&D, ISD, or administrative methods that have been tested and proven by the research and development effort or are part of enterprise-wide methods and procedures. This process ensures an overall, successful implementation of any new approaches to ISD or other T&D methods. Key Process Outputs T&D methods documentation

10.11 – T&D Methods Deployment Process Clues & Cues That Your Process May Be Broken You don’t have methods documented for key process performance tasks. Variation in how things are done is causing problems with consistency in quality, cost, or schedule performance.

10.11 – T&D Methods Deployment Process The Informal Process Could be deployment/delivery of T&D products/services in any manner that the customer would prefer it The Formal Process Would be using a defined set of deployment/delivery platforms based on learning transfer effectiveness and cost effectiveness and transfer criticality When to be More Formal When there are many developers with many personal preferences regarding deployment/delivery

10.11 – T&D Methods Deployment SubProcesses - AoPs Develop a Deployment/Delivery Selection Methodology Implement the Deployment/Delivery Selection Methodology and Train all Necessary T&D Staff Update the Deployment/Delivery Selection Methodology as New Technologies for Deployment/Delivery are Brought into the T&D System On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

10.11 – T&D Methods Deployment SubProcesses - AoPs AoPs: Develop a Deployment/Delivery Selection Methodology Implement the Deployment/Delivery Selection Methodology and Train all Necessary T&D Staff Update the Deployment/Delivery Selection Methodology as New Technologies for Deployment/Delivery are Brought into the T&D System On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

11 – T&D Research & Development System

11 – T&D Research & Development System The T&D Research and Development System organizes all deliberate/planned T&D research and development efforts; conducts internal and external benchmarking; and conducts pilot tests of new processes, products, tools, and techniques for potential incorporation into the standard T&D methods and processes throughout the T&D system.

11.1 – T&D Methodology & Technology Surveillance Process Process Overview The T&D Methodology and Technology Surveillance Process keeps track of what is going on in the worlds of ISD technology and ISD methodology, as well as with all other elements of the T&D system, such as information technology/information system capabilities for development and deployment of T&D. Key Process Outputs Key T&D methodology and technology trends and emerging capabilities

11.1 – T&D Methodology & Technology Surveillance Process Clues & Cues That Your Process May Be Broken You are not constantly, systematically surveying the marketplace for what’s new. Customers or other leaders in the enterprise are asking you about methodology or technology that you are unaware of.

11.1 – T&D Methodology & Technology Surveillance Process The Informal Process Could be on occasion reading and attending conferences and inviting vendors in to demonstrate their offerings The Formal Process Would be conducted via assigned readings of journals/etc. plus attending conferences and writing reports When to be More Formal When the need for keeping up with technology and methodology developments is driven by the customer’s needs and the internal need to reduce costs and cycle time while improving post-T&D performance on-the-job

11.1 – T&D Methodology & Technology Surveillance SubProcesses - AoPs Develop a T&D Methodology & Technology Surveillance & Reporting Plan, Process and then Assign Process Tasks Capture Methodology & Technology Surveillance data in databases Report Methodology & Technology Surveillance data to Stakeholders as planned On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

11.1 – T&D Methodology & Technology Surveillance SubProcesses - AoPs AoPs: Develop a T&D Methodology & Technology Surveillance & Reporting Plan, Process and then Assign Process Tasks Capture Methodology & Technology Surveillance data in databases Report Methodology & Technology Surveillance data to Stakeholders as planned On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

11.2 – T&D Internal & External Benchmarking Process Process Overview The T&D Internal and External Benchmarking Processes compare all of the internal T&D organization’s processes to a series of benchmarks, comparing internal operations against each other as well as to external organizations in both similar and dissimilar situations. Key Process Outputs Benchmark studies

11.2 – T&D Internal & External Benchmarking Process Clues & Cues That Your Process May Be Broken You reinvent systems, processes, or products that already exist. You start development or improvement efforts with only the old model and a blank sheet in front of you, instead of with several new models borrowed from elsewhere.

11.2 – T&D Internal & External Benchmarking Process The Informal Process Could be interacting with an informal network of T&D Professional Peers The Formal Process Would be interacting with an established, formal network of T&D Professional Peers with defined goals and communications processes When to be More Formal When the future needs of the T&D System will require best-in-class approaches and processes to improve cycle time, costs and learner/business impact

11.2 – T&D Internal & External Benchmarking SubProcesses - AoPs Develop Network Goals Join/Develop a Formal Network of Professional Peers Participate in/Conduct Structured Communications for Problem Solving, Resource Identification and Assessment, etc. Report “learnings” from the Formal Network of Professional Peers, to Stakeholders as planned On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

11.2 – T&D Internal & External Benchmarking SubProcesses - AoPs AoPs: Develop Networking Goals Join/Develop a Formal Network of Professional Peers Participate in/Conduct Structured Communications for Problem Solving, Resource Identification and Assessment, etc. Report “learnings” from the Formal Network of Professional Peers, to Stakeholders as planned On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

11.3 – T&D Methodology & Technology Pilot-Testing Process Process Overview The T&D Methodology and Technology Pilot-Testing Processes bring in the newfangled stuff found in the other two research and development processes of the T&D system to deliberately play with it and test it. Key Process Outputs Test results for T&D system methods, technologies, equipment, and tools

11.3 – T&D Methodology & Technology Pilot-Testing Process Clues & Cues That Your Process May Be Broken Things get implemented without testing, resulting in scheduling and cost issues and reduced ROI. You never pilot test new methods, techniques, tools, etc. Too many things have been implemented in the past that just haven’t worked out as well as first thought.

11.3 – T&D Methodology & Technology Pilot-Testing Process The Informal Process Could be buying and trying Methodology/Technology as it becomes available and as funds allow The Formal Process Would conduct deliberate, planned tests of targeted technology after benchmarking and other low-cost research, to achieve T&D System performance goals or address T&D Stakeholder problems/opportunities When to be More Formal When the Risks/Rewards of the success or failure of the Methodology/Technology is significant

11.3 – T&D Methodology & Technology Pilot-Testing SubProcesses - AoPs Set the Methodology/Technology Pilot-Test Goals, Requirements, Constraints and Resource/Budget Plan Plan the Procedures, Roles and other needs of the Methodology/Technology Pilot Test Conduct the Methodology/Technology Pilot Test per the plan Report the Methodology/Technology Pilot Test results to Stakeholders as planned On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK”

11.3 – T&D Methodology & Technology Pilot-Testing SubProcesses - AoPs AoPs: Set the Methodology/Technology Pilot-Test Goals, Requirements, Constraints and Resource/Budget Plan Plan the Procedures, Roles and other needs of the Methodology/Technology Pilot Test Conduct the Methodology/Technology Pilot Test per the plan Report the Methodology/Technology Pilot Test results to Stakeholders as planned On the T&D Assessment Tool: Assess this Process: OK or Not OK and list ROI ideas for “Not OK” Detailed Assessment Tool T&D Systems View www.eppic.biz

Small Team Exercise Break into small groups of 4-6 and sit together at a table. For each of the 4 Support Systems’ Processes… - Each person in turn will quickly, in 60 seconds-or-less present their assessment of process 8.1, AND explaining “why” they assessed it the way they did. - Then go to the next Process, until completing 11.3 Summarizes your notes on ideas you got from the others on the following pages. Detailed Assessment Tool T&D Systems View www.eppic.biz

T&D Support Systems & Processes - Assessment Summaries of Others’ Processes OK Not OK Process Potential “Returns” Ideas 8.1-T&D Stakeholder Communications Process 8.2- Individual T&D Planning Process 8.3- T&D Ordering and Registration Process 9.1- Organizational T&D Plans and Budget Roll-up and Adjustment Process 9.2- T&D Physical Property Management Process

T&D Support Systems & Processes - Assessment Summaries of Others’ Processes OK Not OK Process Potential “Returns” Ideas 10.1- T&D Staff Recruiting and Selection/Succession Process 10.2- T&D Staff Training and Development Process 10.3- T&D Staff Assessment Process 10.4- T&D Staff Compensation and Benefits Process 10.5- T&D Staff Rewards and Recognition Process

T&D Support Systems & Processes - Assessment Summaries of Others’ Processes OK Not OK Process Potential “Returns” Ideas 10.6- T&D Organization Structural Design Process 10.7- T&D Facilities Development and Deployment Process 10.8- T&D Equipment and Tools Development and Deployment Process 10.9- T&D Materials and Supplies Acquisition and Deployment Process 10.10- T&D Information Systems Development and Deployment Process 10.11- T&D Methods Deployment Process

T&D Support Systems & Processes - Assessment Summaries of Others’ Processes OK Not OK Process Potential “Returns” Ideas 11.1- T&D Methodology and Technology Surveillance Process 11.2- T&D Internal and External Benchmarking Process 11.3- T&D Methodology and Technology Pilot-Testing Process

Small Team Exercise Readouts For each of the 4 Support Systems’ Processes… - Each table’s spokesperson person will quickly, in 2 minutes-or-less present their most interesting ideas regarding “ RETURNS” for ROI Detailed Assessment Tool T&D Systems View www.eppic.biz

Section 5 Summary & Close T&D Support Systems/Processes Market and communicate throughout the T&D System to all T&D stakeholders; manage the financial, human and environmental resources; and conduct R&D activities 8 Marketing and Communications 9 Financial Asset Management 10 Human and Environmental Asset Management 11 Research and Development Next: Assessment Summaries, Prioritization, and Initial Improvement Planning for your Top Target

Section 6 Assessment & Prioritization of Your Top 5 Targets

1st Steps of This Assessment 1 st Assessments are based on “rough-estimates” of the Value Potential of the “ Risks & Returns” Risks: for failures of “strategy implementation/achievement” or “ongoing operations excellence” $$$ Return $$$ - for use in ROI – Return on Investments forecasts

Targeting Your Top 5 Improvement Priorities Take 30 minutes to Review Your Assessment Summaries for each Processes for the T&D Leadership, Core and Support Systems First Pass- Mark H igh, M edium, L ow, or Z ero on each of the 47 Processes Already Identified as “ Not OK ” - 3 points for H igh, 2 for M edium,1 for L ow, and 0 for Z ero Second Pass- Quickly review the Highs (3 pointers) and mark them H igh, M edium, L ow, or Z ero Third pass- Study your short list and determine if any need to be done as prerequisites to others. Finalize your list of top 5

T&D Leadership Systems & Processes - Assessment & Targeting

T&D Leadership Systems & Processes Assessment Summary -continued 1 st Pass 3-2-1-0 2 nd Pass H-M-L-0 T&D System Process Potential Improvement “Returns” 12.1- T&D Governance Process 12.2- T&D Advisory Process 1.1- Enterprise Strategic Plans Surveillance Process 1.2- T&D Strategic Planning Process 2.1- Annual Operations Planning and Budgeting Process 2.2- Quarterly Operations Planning and Budgeting Updates Process 2.3- Forecasting and Accounting Process

T&D Leadership Systems & Processes Assessment Summary -continued 1 st Pass 3-2-1-0 2 nd Pass H-M-L-0 T&D System Process Potential Improvement “Returns” 3.1- Cost/Benefits Measurement System Design and Deployment Process 3.2- Ongoing Cost/Benefits Measurement and Feedback Receiving Process 3.3- T&D Project Lessons Learned Process 3.4- Results Reporting and Archiving Process 4.1- T&D Issues Generation and Assessment Process 4.2- T&D Improvement Project Planning and Management Process

T&D Core Systems & Processes - Assessment & Targeting

T&D Core Systems & Processes Assessment Summary 1 st Pass 3-2-1-0 2 nd Pass H-M-L-0 T&D System Process Potential Improvement “Returns” 5.1- T&D Product and Service Line Program Management Process 5.2- T&D Product Line Design Process 5.3- T&D Service Line Design Process 6.1- T&D Product and Service Line Development and Acquisition Program Management Process 6.2- T&D Custom Development Process 6.3- T&D Purchased Product Acquisition Process

T&D Core Systems & Processes Assessment Summary 1 st Pass 3-2-1-0 2 nd Pass H-M-L-0 T&D System Process Potential Improvement “Returns” 6.4- T&D Purchased Product Modification Process 6.5- Existing T&D Maintenance Process 7.1- T&D Master Materials Storage and Retrieval Process 7.2- T&D Master Materials Change Management Process 7.3- T&D Scheduling Process 7.4- T&D Facilitator and Coach Development and Certification Process

T&D Core Systems & Processes Assessment Summary 1 st Pass 3-2-1-0 2 nd Pass H-M-L-0 T&D System Process Potential Improvement “Returns” 7.5- Facilitator-led T&D Deployment Process 7.6- Self-paced T&D Deployment Process 7.7- Coached/Mentored T&D Deployment Process

T&D Support Systems & Processes - Assessment & Targeting

T&D Support Systems & Processes - Assessment & Targeting 1 st Pass 3-2-1-0 2 nd Pass H-M-L-0 T&D System Process Potential Improvement “Returns” 8.1-T&D Stakeholder Communications Process 8.2- Individual T&D Planning Process 8.3- T&D Ordering and Registration Process 9.1- Organizational T&D Plans and Budget Roll-up and Adjustment Process 9.2- T&D Physical Property Management Process

T&D Support Systems & Processes - Assessment & Targeting 1 st Pass 3-2-1-0 2 nd Pass H-M-L-0 T&D System Process Potential Improvement “Returns” 10.1- T&D Staff Recruiting and Selection/Succession Process 10.2- T&D Staff Training and Development Process 10.3- T&D Staff Assessment Process 10.4- T&D Staff Compensation and Benefits Process 10.5- T&D Staff Rewards and Recognition Process

T&D Support Systems & Processes - Assessment & Targeting 1 st Pass 3-2-1-0 2 nd Pass H-M-L-0 T&D System Process Potential Improvement “Returns” 10.6- T&D Organization Structural Design Process 10.7- T&D Facilities Development and Deployment Process 10.8- T&D Equipment and Tools Development and Deployment Process 10.9- T&D Materials and Supplies Acquisition and Deployment Process 10.10- T&D Information Systems Development and Deployment Process 10.11- T&D Methods Deployment Process

T&D Support Systems & Processes - Assessment & Targeting 1 st Pass 3-2-1-0 2 nd Pass H-M-L-0 T&D System Process Potential Improvement “Returns” 11.1- T&D Methodology and Technology Surveillance Process 11.2- T&D Internal and External Benchmarking Process 11.3- T&D Methodology and Technology Pilot-Testing Process

Calculating the Potential “ROI” Using the Template

Potential ROI Calculation Exercise Break into 2-person teams. Together, discuss and complete a flip chart page, following the “template” provided, for one of the Top Priorities for each person. When you have completed both, prepare to present to the group. Then work on another priority and/or take a break. Template here

Leadership Processes Targeted Top Targeted Process Potential Return Value Investment Value

Core Processes Targeted Top Targeted Process Potential Return Value Investment Value

Support Processes Targeted Top Targeted Process Potential Return Value Investment Value

Section 7 Planning the Improvement Project for Your #1 Target

Section 8 Workshop Summary & Close

Workshop Summary Workshop summary points A T&D system is not simple; it is complex with many processes The assessment team and others will need to be sold on the value of the effort and/or informed A team should address the T&D System Assessment effort to minimize the negative impact of politics, strong personalities, etc. Improvements should only be undertaken when the potential ROI meet internal “hurdle rates” Not all “good” processes need to be formal and “in control” to be adequate to the needs Final parking lot issues review and resolution B5

Please Complete the Evaluation Before Leaving

Workshop Close Thanks and good luck back on the job! E-mail or call your follow-up questions to Guy W. Wallace Contact information on next page B1

Contact Information Guy W. Wallace, CPT President, EPPIC, Inc. Enterprise Process Performance Improvement Consultancy 20417 Harborgate Court #510 Cornelius, NC 28031 USA E-mail- [email_address] Web- www.eppic.biz

T&D Systems View Assessment Workshop

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