pursuing performance - eppic...introduction in this article i am going to attempt to quickly,...

Your goal in the training/learning/knowledge management business is not to build/acquire and then deploy content. It is to improve targeted performance for projected, targeted ROI and Value Add.

That should be your Value Proposition, and your Mission, and how you are Measured: ROI and Value Add.

But we all already know that knowledge/skill deficits are sel-dom the singular issue in a performance situation. There are other variables that might require attention. When we are able to better affect those non-K/S issues, we will have moved from training only, to performance improvement. Segueing from Training to Performance Improvement requires • 1st- being very effective in producing performance-oriented T&D in terms of re-

ducing life cycle costs and increasing returns...Total ROI. If you don’t have credi-bility here yet, don’t move on to #2.

• 2nd- being aligned with the enterprise leadership, and being used in the sup-

port of critical enterprise challenges, where there is significant return-on-investment, and value add, and/or for high-penalty risk issues are at stake. You need to do well in these highly visible arenas with communications and training & development. Here’s where being excellent at #1 pays off and enables you to take that final step to #3!

• 3rd– being able to easily add to your analysis approach methods/tools to de-

termine both “the requirements” and the “actuals/gaps” regarding all other process/human performance variables. Conduct your performance consulting within instructional consulting efforts, all the while delivering excellence in re-sponse to instructional needs in critical high-stakes areas. Later, change the name of your department, after you’ve earned it.

It’s not a quantum leap from here to there that will make you successful in the transition, but planned, incremental steps that build on each other. You have to walk before you run. A segue (To move smoothly and unhesitatingly from one state to another– American Heritage dictionary) requires planning. Stage right...our methodology-sets to assist you in your epic journey... 1– our approach to ISD is lean, accelerated, effective, and reproducible. It builds a library of

(Continued on page 2)

On the Point

Segue - Training to Performance Improvement

Pursuing Performance Volume 2 Issue 4 Fall 2003

EPPIC’s Guy W. Wallace, CPT

with EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. Newsletter

EPPIC Inc.EPPIC Inc.EPPIC Inc.EPPIC Inc.

3015 E. New York Street

Suite A2-369

Aurora IL 60504 USA

Guy W. Wallace contact info:Guy W. Wallace contact info:Guy W. Wallace contact info:Guy W. Wallace contact info:

Voice– 630-898-9752

Fax– 630-898-9758

Mobile– 630-730-6195

Email– [email protected]

URL– www.eppic.biz

Articles In this Issue

On the PointOn the PointOn the PointOn the Point–––– Segue Segue Segue Segue---- Training to Performance Training to Performance Training to Performance Training to Performance ImprovementImprovementImprovementImprovement ———— Guy Wallace, CPT Guy Wallace, CPT Guy Wallace, CPT Guy Wallace, CPT

The Key EPPI ModelsThe Key EPPI ModelsThe Key EPPI ModelsThe Key EPPI Models ———— Guy Guy Guy Guy Wallace, CPTWallace, CPTWallace, CPTWallace, CPT

The Occasional JokeThe Occasional JokeThe Occasional JokeThe Occasional Joke

• AnonymousAnonymousAnonymousAnonymous

Also available as a PDF file on the EPPIC web site

EPPIC Inc.Achieve Peak Performance

EPPIC Inc.EPPIC Inc.Achieve Peak Performance

to protect and improve the enterprise

Segue - Training to Performance Improvement (Continued from page 1) instructional objects to increase appropriate re-use and reduce life cycle costs for the entire inventory of T&D products and modules/objects. Our PACT Processes for T&D is our approach to lean-ISD, as documented in my book: lean-ISDISDISDISD. PACT designs at three levels, at the sys-tems level for a job/process; at the product level for a course/workshop/web module; and at the sub-assembly level for instructional activities/objects. 2– Tight alignment with the leaders and other key stakeholders of your enterprise in a more formal than not Governance & Advisory structure is critical. Consistently having T&D efforts targeted and successful in meaningful process improvement for significant ROI, is the only way to stave off a force-reduction in the T&D ranks when business conditions are sour. If you don’t do this alignment well, nothing else can save you come that eventual judgment day. See 12 O'clock in our T&D Systems View for more on this topic. 3– To really achieve success in your planned migration from training only to performance-improvement, you will need to offer more than T&D deliverables. You will need to offer analy-sis-based insights on non-K/S variables relationship to problem root causes. You need to of-fer views from a systemic viewpoint. And then you must work with others to, or yourself, pro-duce improvement deliverables for non-K/S process variables. That’s where our EPPI and PACT models and methods merge. Our intent was that after mastering PACT, while simultaneously getting the rest of your house in order using the T&D Systems View and getting better aligned, the EPPI methods “bolt” nicely onto the PACT Analysis methods for your segue. Remember the Pareto Principle? The 80/20 rule? That only 20% of the variables will address 80% of your problem/opportunity. If you work with your customers and en-gage them in the right way, your partnership will result in mutual “discovery” of the root causes for potential measured results that add value, and mutual agreement on “the 20% fixes” required to maximize ROI. In this issue I lay out the key models I have been using in my consulting practices over the past 21 years, on both performance and ISD/instruction engagements. These are some of the tools I use to capture and communicate in the segue from training to performance improvement within every T&D project I’m involved with! Enjoy! Cheers!

Volume 2 Issue 4

There is an old joke about consultants: A consultant is someone who borrows your watch to tell you what time it is. There is truth to that!

September 18-20, 2003 at the Palmer House

For details see the ISPI web site at:

www.ispi.org

See Guy at the Cracker Barrel!

Get more info on these models and methods at: www.eppic.biz

What reviewers have said about:

lean-ISD

“This highly structured and detailed process for in-structional design provides excellent guidelines for advanced students and practitioners. The focus is on improving training and development processes and products in business and industry.”

James D. RussellJames D. RussellJames D. RussellJames D. Russell Professor of Instructional Design,

Purdue University “Guy Wallace is giving away the magic. This book provides a model and methodology to help a train-ing function link its long-term outputs to the busi-ness needs of the organization. The PACT Processes help introduce the voice of the customer into any training organization whose mission is to improve performance.”

John M. SwinneyJohn M. SwinneyJohn M. SwinneyJohn M. Swinney Bandag, Inc.

“This book is not an easy read, it is something much better. It is a book written for people who share Guy Wallace’s passion for development training that adds value, for people who are so committed to competence for themselves and for the people they serve that they are willing to do what it takes to de-velop training that adds value. The best way to use the book is as a guide in doing projects . . . it de-scribes the why and the what and offers many wise and useful suggestions about how.”

Dale M. Brethower, Ph.D.Dale M. Brethower, Ph.D.Dale M. Brethower, Ph.D.Dale M. Brethower, Ph.D. Professor Emeritus

Western Michigan University

Book available at Amazon.com

for $50.00 plus s&h

erformance-basedcceleratedustomer-/Stakeholder-drivenraining & DevelopmentSM

PACT

©2002 EPPIC, Inc.


PACT

©2002 EPPIC, Inc.


PACT

©2002 EPPIC, Inc.

lean-ISD describes in great detail the

PACT Processes for T&D

Recipient of

ISPI’s 2002 Award of Excellence

for Instructional Communication

The Key EPPIC Models for EPPI, TDSV, and PACT By Guy W. Wallace, CPT

Introduction In this article I am going to attempt to quickly, visually link and explain my/EPPIC’s

overall model-set.

The key models and their descriptions that follow, fall into 3 categories- EPPI, TDSV and PACT: • EPPI EPPI EPPI EPPI ———— Enterprise Process Performance. Enterprise Process Performance. Enterprise Process Performance. Enterprise Process Performance. EPPI is my version of Performance

Technology, Performance Improvement, Total Quality Improvement, etc., etc. • TDSVTDSVTDSVTDSV–––– Training & Development Systems View. Training & Development Systems View. Training & Development Systems View. Training & Development Systems View. These models are intended to

facilitate a “process orientation” for the T&D organization for process improve-ment efforts (where potential ROI warrants the investment).

• PACT PACT PACT PACT ———— Performance Performance Performance Performance----based, Accelerated, Customer/Stakeholderbased, Accelerated, Customer/Stakeholderbased, Accelerated, Customer/Stakeholderbased, Accelerated, Customer/Stakeholder----driven, Traidriven, Traidriven, Traidriven, Train-n-n-n-

ing & Developmenting & Developmenting & Developmenting & Development...or knowledge objects/products. These models are in-tended to provide a true modular systems and product “instructional design” methodology-set to increase performance impact, content reuse, and reduce life-cycle costs.

Let’s begin. The EPPI ModelsThe EPPI ModelsThe EPPI ModelsThe EPPI Models EPPIEPPIEPPIEPPI————The Big PictureThe Big PictureThe Big PictureThe Big Picture...is pictured above in Figure 1. It portrays the macro linkages of the enablers, both human and environmental, to the performance model and process maps. And it shows, in a backward chaining approach, of those processes and enablers being rolled up into systems that are categorized as either leadership, core or support...for every department with every function, within every business unit, of every enterprise. I like it as the data structure for an ERP system. TTTT----EPPI & EPPI II PhasesEPPI & EPPI II PhasesEPPI & EPPI II PhasesEPPI & EPPI II Phases...Figure 2 on the next page, shows the 2 Stages of the EPPI methodology set. We see improvement in 2 stages, the first “proving in” the “Total ROI” potential. EPPI Tier 1 ViewEPPI Tier 1 ViewEPPI Tier 1 ViewEPPI Tier 1 View…, Figure 3 on page 5, show one stream of the data structure. The


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The EPPI Model © 2002 EPPIC Inc.

Figure 1

Get more info on our models and methods at: www.eppic.biz

Our three key models are: • EPPI • TDSV • PACT

The Key EPPIC Models, continued

(Continued from page 4) Tier 1 Views provide the tree structure to enable a view of the enterprise systems and processes by functional owner and their organizational chart linkages. The LThe LThe LThe L----CCCC----S Systems & ProcessesS Systems & ProcessesS Systems & ProcessesS Systems & Processes...Figure 4 on this page show the non-clock face view of an organizing scheme for proc-esses/systems. This framework is used next in the L-C-S AoP Framework of figure 5. LLLL----CCCC----S AoP FrameworkS AoP FrameworkS AoP FrameworkS AoP Framework...Figure 5 below, provides the logic framework or scheme for organizing the structure of all sys-tems and processes for any function of any enterprise. This facilitates the analysis


Volume 2 Issue 4

©2002 EPPIC, Inc.

One EPPI Stage I EffortOne EPPI Stage I Effort

Leads to EPPI Stage II Efforts

©

CAD Phase 1 CAD Phase 2 CAD Phase 3 CAD Phase 4

©1999 CADDI, Inc.

Project Planning & Kick-off

Analysis Design ImplementationPlanning

Targeting EPPI - Phase 1

©2002 EPPIC, Inc.



Analysis of the Current State


Design of the Future State


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©2002 EPPIC, Inc.


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©2002 EPPIC, Inc.

One EPPI Stage I EffortOne EPPI Stage I Effort

Leads to EPPI Stage II Efforts

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©2002 EPPIC, Inc.









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©2002 EPPIC, Inc.










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©2002 EPPIC, Inc.


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L3Operations Planning & Management


L5Process ImprovementPlanning & Management


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Figure 2

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The Key EPPIC Models, continued (Continued from page 5)

and/or design of the wiring of the enterprise (much as finance is wired up and down and across the enterprise. Enterprise systems/processes are organized into three super-groupings: leadership, core and support. The Stakeholder HierarchyThe Stakeholder HierarchyThe Stakeholder HierarchyThe Stakeholder Hierarchy...Figure 6 on this page. provides visual guidance for bal-ancing conflicting requirements between stakeholders. The “customer is not king” in our view. The governments and their agencies in our various markets are the real kings, not the customers. Balancing each other’s demands is the key. EPPI Tier 2 ViewEPPI Tier 2 ViewEPPI Tier 2 ViewEPPI Tier 2 View...Figure 7 suggests that Process Maps are at best equal to a Per-formance Model and often less than. It’s my bias. I believe that the Performance


Volume 2 Issue 4

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© 2002 EPPIC, Inc.

EPPI – Tier 2

Two complementary views of process performance

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GovernmentGovernment

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©2002 EPPIC, Inc.

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©2002 EPPIC, Inc.






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©2002 EPPIC, Inc.

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Figure 6 Figure 7

Key TasksDescribes the key activities needed to produce the outputs

DeficiencydE=EnvironmentdK=Knowledge/skilldI=Individual

attribute/valueKey Outputs and Metrics or MeasuresDescribes what is produced from doing the job tasks and identifies key performance measures of each output

Typical Performance GapsIdentifies any typical ways the output or task does not meet performance standards

Probable Gap Cause(s)Identifies most likely causes for each typical performance issue/ deficiency

©2002 EPPIC, Inc.

TMC - The Most Convenient StoresStore ManagementPerformance Model

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Form Design ©2002 EPPIC, Inc. 12/02 Page 1

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©2002 EPPIC, Inc.

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Figure 8


(Continued from page 6)

Model is best in capturing process performance details, and can provide a bigger-picture view of both the process and the human performance requirements. Performance ModelPerformance ModelPerformance ModelPerformance Model...Figure 8 on page 6, provides an overview of the data de-tails and organization scheme for an AoPs’ Performance Model chart. Each Area of Performance (AoP) would have a chart of one or more pages of this type of detail. Management & IC AoPsManagement & IC AoPsManagement & IC AoPsManagement & IC AoPs...Figure 9 on this page links the AoPs of manage-ment (supervisors through executives) to those of Individual Contributors. The Core of Management “oversees” all Indi-vidual Contributors’ work performance, the AoPs from their Performance Mod-els. EPPI Tier 3 ViewEPPI Tier 3 ViewEPPI Tier 3 ViewEPPI Tier 3 View...Figure 10 on page 8, presents a macro-view of the enablers of peak, mastery performance, including both the human assets and environmental assets. These assets can be systemati-cally derived using the Performance Model as the driver! EPPI HARS & EARSEPPI HARS & EARSEPPI HARS & EARSEPPI HARS & EARS...Figure 11 on the next page spells out the EPPI taxonomy for


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An IC’s AoPs can be “owned” by the IC’s department, an/or “owned” by another department and thus the performance requirements are set by another manager.

Management AoPsManagement AoPs Every “manager,” from the top executive on down, has “direct reports.” The manager might themselves have both Management and IC AoPs. This is especially true at the lower management levels. The AoP relationship between management and individual contributors is portrayed here.

Every “manager,” from the top executive on down, has “direct reports.” The manager might themselves have both Management and IC AoPs. This is especially true at the lower management levels. The AoP relationship between management and individual contributors is portrayed here.

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An IC’s AoPs can be “owned” by the IC’s department, an/or “owned” by another department and thus the performance requirements are set by another manager.

Management AoPsManagement AoPs Every “manager,” from the top executive on down, has “direct reports.” The manager might themselves have both Management and IC AoPs. This is especially true at the lower management levels. The AoP relationship between management and individual contributors is portrayed here.

Every “manager,” from the top executive on down, has “direct reports.” The manager might themselves have both Management and IC AoPs. This is especially true at the lower management levels. The AoP relationship between management and individual contributors is portrayed here.



© 2002 EPPIC, Inc.

EPPI – Tier 3 View

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© 2002 EPPIC, Inc.

EPPI – Tier 3 View

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Figure 10

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Figure 10


(Continued from page 7) human and environmental enablers of mas-tery performance. EPPI Enabler MatricesEPPI Enabler MatricesEPPI Enabler MatricesEPPI Enabler Matrices...Figure 12 on page 8, depicts the relations of Performance Model AoPs and the Enabler categories and their matrices. EPPI HAMSEPPI HAMSEPPI HAMSEPPI HAMS...Figure 13 on page 10 depicts the Human Assets Management Systems (HAMS) that organize and provision the hu-man performers for the enterprise process efforts.

The TDSVThe TDSVThe TDSVThe TDSV––––Training & Development Systems View ModelsTraining & Development Systems View ModelsTraining & Development Systems View ModelsTraining & Development Systems View Models ...is the model-set for the analysis and design of the training function (or a learning function or a knowledge management system function).


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Tools/Equipment Category: 2K/S Item Link to AoP Crit Diff Vol Dep


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©2002 EPPIC, Inc.









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(Criticality, Difficulty, Volatility, Depth)

©2002 EPPIC, Inc.

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Materials & Supplies

Consequences


(Psyc

hological,

Phys

ical, Intelle

ctual)

$$$

© 2002 EPPIC , Inc.Figure 11

Figure 12

At first glance, T&D Systems View paints a formidable picture of the ideal business-driven training and de-velopment organization. Then it dawns on you that, intentionally or not, formally or informally, you're al-ready doing these things. The question Guy Wallace raises is, "how well?" If I were a CEO, this is how I would look at my training and development function.

John M. Swinney Performance Consulting

Bandag, Incorporated Whether you are new in the Training Business or an “old hand,” this book will provide you with as much guidance as you need to get the job done. Guy has provided material that leaves “no stone unturned” yet there is sufficient flexibility for application in all training organizations. Well thought out. Many fresh ideas along with solid reminders of things we knew we should do, but we have, somehow, let go by the wayside.

Charline A. Wells Programs – Manager – Corporate Training

Sandia National Laboratories

What others have said about:

T&D Systems View “T&D Systems View is an excellent resource for anyone with a management role in train-ing. The book has useful guidelines and mod-els on how to structure and manage the T&D function. The models should drive meaning-ful discussions that lead to better decisions about the roles, responsibilities, and relation-ships of the enterprise’s leadership, T&D as a function, and T&D’s internal customers.”

Judith Hale Hale Associates

T&D Systems View is a useful guide for any organization assessing current T&D processes or establishing new ones. It’s emphasis on T&D delivering ROI and shareholder value is a timely message and one critical to any T&D organization’s viability today.

Carol Nicks Director, Workforce Development

Verizon

Book available at Amazon.com and ISPI.org

for $25.00 plus s&h and a 10% discount for ISPI member at ISPI.org

(Continued from page 8) The TDSV Clock Face with DescriptionsThe TDSV Clock Face with DescriptionsThe TDSV Clock Face with DescriptionsThe TDSV Clock Face with Descriptions...Figure 14 on this page, is an example of the L-C-S AoP Framework applied to a T&D function. Upon closer examination, with a few word changes at the title and description level, we believe to be a valid and effective model of the structure of any/every department, function, or en-terprise unit, and even for the whole en-terprise. Leadership systems/processes are organized into three super-groupings: leadership, core and support. TDSV Clock face Customer Supplier InteTDSV Clock face Customer Supplier InteTDSV Clock face Customer Supplier InteTDSV Clock face Customer Supplier Inter-r-r-r-facesfacesfacesfaces...Figure 15 on page 11, provides a look at the usage of the Clock Face in de-

scribing the points of interface between one process and another. “Outputs as In-puts” are the batons handed off from upstream to downstream processes. The PACT Processes for Training & Development ModelsThe PACT Processes for Training & Development ModelsThe PACT Processes for Training & Development ModelsThe PACT Processes for Training & Development Models ...are the ISD model-set for performance-based education, training, and develop-


Volume 2 Issue 4


Perform ance Appraisa l & M anagem ent System s

C om pensation & Benefits System s

Rew ard & Recognition System s

O rganization & Job Redesign System s

Staffing & Succession P lanning System s

Recru iting & Selection System s

Tra in ing & Developm ent System s

Perform ance Appraisa l & M anagem ent System s

C om pensation & Benefits System s

Rew ard & Recognition System s

O rganization & Job Redesign System s

Staffing & Succession P lanning System s

Recru iting & Selection System s

Tra in ing & Developm ent System s

HA M S 1 HA M S 5

HA M S 6HA M S 2

HA M S 3 HA M S 7

HA M S 4

Learningby

Design

Governance and Advisory Systemis the central, driving force behind the

strategies for business-based T&D.

Strategic Planning System is effective only if it addresses the critical business

needs—the showstoppers andmake-or-break opportunities—of the

enterprise today andtomorrow.

Operations Planning and Management System organizes

and guides the day-to-dayoperations and managementof the various T&D functions.

Cost/Benefits MeasurementSystem organizes the

measurement and reportingof all T&D-related metrics.

Process Improvement Systemresponds to issues and trends

from the Measurement System.

Product and Service Line Design Systemdefines the high-priority and critical

T&D products and services that must beoffered to the marketplace as

determined by ISD methodologies suchas Curriculum Architecture DesignSM (CAD).

Product and Service Line Development Systemcompletes the product/service line T&D bybuilding or buying, or by modifying existing

products and services using ISD methodologiessuch as Modular Curriculum DevelopmentSM (MCD)

and Instructional Activity DevleopmentSM (IAD).

Product and Service Line DeploymentSystem organize and distribute the T&Dproducts and services in several ways,

including traditional instructor-led, group-paced deliveries; self-paced readings;computer-based delivery; Web; etc.

Marketing and CommunicationsSystem organizes, distributes,

and collects informationthroughout the T&D marketplace.

Financial Asset ManagementSystem are the process that

tracks and monitors the fiscalobligations of the T&D enterprise.

Human and Environmental AssetManagement System organizesand manages the acquisition,

development, assessment, andretention of the T&D staff, plus itprovides the environment and

infrastructure required to supporttheir performance.

Research and Development Systemis the process that keeps the T&Dorganization on the cutting edgewhen deemed appropriate to the

needs of the overall business.

© 2002 EPPIC, Inc.

Learningby

Design

Learningby

Design

Governance and Advisory Systemis the central, driving force behind the

strategies for business-based T&D.

Strategic Planning System is effective only if it addresses the critical business

needs—the showstoppers andmake-or-break opportunities—of the

enterprise today andtomorrow.

Operations Planning and Management System organizes

and guides the day-to-dayoperations and managementof the various T&D functions.

Cost/Benefits MeasurementSystem organizes the

measurement and reportingof all T&D-related metrics.

Process Improvement Systemresponds to issues and trends

from the Measurement System.

Product and Service Line Design Systemdefines the high-priority and critical

T&D products and services that must beoffered to the marketplace as

determined by ISD methodologies suchas Curriculum Architecture DesignSM (CAD).

Product and Service Line Development Systemcompletes the product/service line T&D bybuilding or buying, or by modifying existing

products and services using ISD methodologiessuch as Modular Curriculum DevelopmentSM (MCD)

and Instructional Activity DevleopmentSM (IAD).

Product and Service Line DeploymentSystem organize and distribute the T&Dproducts and services in several ways,

including traditional instructor-led, group-paced deliveries; self-paced readings;computer-based delivery; Web; etc.

Marketing and CommunicationsSystem organizes, distributes,

and collects informationthroughout the T&D marketplace.

Financial Asset ManagementSystem are the process that

tracks and monitors the fiscalobligations of the T&D enterprise.

Human and Environmental AssetManagement System organizesand manages the acquisition,

development, assessment, andretention of the T&D staff, plus itprovides the environment and

infrastructure required to supporttheir performance.

Research and Development Systemis the process that keeps the T&Dorganization on the cutting edgewhen deemed appropriate to the

needs of the overall business.

© 2002 EPPIC, Inc.

Figure 13

Figure 14


(Continued from page 10) ment that, with minor adaptation, be-come the basis for EPPI methods for enterprise process performance im-provement.

The Key PACT Models...The Key PACT Models...The Key PACT Models...The Key PACT Models...The key models of PACT include: PACT CAD Phases-Outputs-Teams...Figure 17, portrays the phases of CAD—Curriculum Ar-chitecture Design, the systems engineering level of PACT, and identifies the key outputs and teams involved by each the 4 phases. PACT CAD Outputs by Phase...Figure 18, por-trays more detail regarding the key linkages of the various data produced in each of the 4


Volume 2 Issue 4

The International Society for Performance Improvement (ISPI) devel-oped a program through which individuals can apply to receive the designa-tion of Certified Performance Technologist (CPT). It recognizes practitioners who have demonstrated proficiency in 10 Stan-dards of Performance Technology in ways that are in keeping with the CPT Code of Ethics. The International Society for Performance Improvement's certification is per-formance-based rather than education-based. For more information go to:

www.ispi.org

11

55

22

44

3399

88

7 7 66

1111

1010

12 12

Output/input:ROI Forecasts/

Aerials for Project XYZ

11

55

22

44

3399

88

7 7 66

1111

1010

12 12

Output/input:ROI Forecasts/

Aerials for Project XYZ

Figure 15

Figure 16

Join the over 250 CPTs currently differentiating themselves through this

professional designation!



(Continued from page 11) CAD phases.


Volume 2 Issue 4

Groucho Marx (1895-1977)

A child of five would understand this. Send someone to fetch a child of five.

CAD CAD Phase 1Phase 1

Gate ReviewGate ReviewPresentationPresentation

CADCADPhase 2Phase 2






Key Outputs

Project Teams* and Estimated Time Burdens

* of customers and stakeholdersand Master Performers

Phases & Gate Reviews

•••• Task/Plan/Schedule •••• Cost/Price

CAD CAD Implementation Implementation

PlanPlan

•••• Target Audience Data •••• Performance Model•••• K/S Matrix•••• Existing T&D Assessments

•••• T&D Path •••• T&D Planning Guide•••• T&D Event Specs•••• T&D Module Specs

•••• Gap Priorities •••• Maintenance Priorities•••• Cost Model•••• Priority Cost Forecast

Project Steering

Team

©2002 EPPIC, Inc.

CAD CAD Design Design

DocumentDocument

CAD CAD Analysis Analysis ReportReport

CAD CAD Project Project

PlanPlan

Project Steering

Team

1/2 day

Project Steering

Team

1 day

Project Steering

Team

1 day

Project Steering

Team

1/2 day

AnalysisTeam

2–4 days

DesignTeam

2–4 days

Implementation

Planning Team

1–2 days



Analysis Design


















Key Outputs

Project Teams* and Estimated Time Burdens

* of customers and stakeholdersand Master Performers

Phases & Gate Reviews

•••• Task/Plan/Schedule •••• Cost/Price


PlanPlan


PlanPlan

•••• Target Audience Data •••• Performance Model•••• K/S Matrix•••• Existing T&D Assessments

•••• T&D Path •••• T&D Planning Guide•••• T&D Event Specs•••• T&D Module Specs

•••• Gap Priorities •••• Maintenance Priorities•••• Cost Model•••• Priority Cost Forecast

Project Steering

Team

©2002 EPPIC, Inc.


DocumentDocument


DocumentDocument




PlanPlan


PlanPlan

Project Steering

Team

1/2 day

Project Steering

Team

1 day

Project Steering

Team

1 day

Project Steering

Team

1 day

Project Steering

Team

1 day

Project Steering

Team

1/2 day

Project Steering

Team

1/2 day

AnalysisTeam

2–4 days

AnalysisTeam

2–4 days

DesignTeam

2–4 days

DesignTeam

2–4 days

Implementation

Planning Team

1–2 days

Implementation

Planning Team

1–2 days



Analysis Design






AnalysisAnalysis DesignDesign


Figure 17


(Continued from page 12)

And There And There And There And There Is MoreIs MoreIs MoreIs More Many exter-nally pub-lished arti-cles, past newsletter articles and presentations made at In-ternational conferences and at local chapters are available for free at: www.eppic.biz Look in the Resources tab for articles, presentations, job-aids (2 Pagers) organized by our three major types of models-methods: 1– EPPI– Enterprise Process Performance Improvement 2– TDSV– Training & Development Systems View 3– PACT– the PACT Processes for T&D.

Volume 2 Issue 4

Albert Einstein (1879-1955)

The only thing that interferes with my learning is my education.

Analysis Analysis PhasePhase

Implementation Implementation PhasePhase

KickKick--off Phase off Phase

Performance Model Job: A

Performance Model Job: B

Performance Model Job: C

Performance Model Job: D

Target Audience

Data Job: A

Target Audience

Data Job: B

Target Audience

Data Job: C

Target Audience

Data Job: D

Knowledge/ Skill Matrix

Existing T&D

Assess-ments

T&DModule Specs

T&D ModuleInventory Framework

T&DEvent Specs

T&D Path for a Job/Job Family

Individual T&D Planning Guide

Design PhaseDesign Phase

©2002 EPPIC, Inc.

Gap Priorities

Project Plan

Analysis Analysis PhasePhase

Implementation Implementation PhasePhase

KickKick--off Phase off Phase

Performance Model Job: A

Performance Model Job: B

Performance Model Job: C

Performance Model Job: D

Target Audience

Data Job: A

Target Audience

Data Job: B

Target Audience

Data Job: C

Target Audience

Data Job: D

Knowledge/ Skill Matrix

Existing T&D

Assess-ments

T&DModule Specs

T&D ModuleInventory Framework

T&DEvent Specs

T&D Path for a Job/Job Family

Individual T&D Planning Guide

Design PhaseDesign Phase

©2002 EPPIC, Inc.

Gap Priorities

Project Plan

Figure 18


Key CAD Outputs by Phase

A shepherd was herding his flock in a remote pasture when suddenly a brand-new BMW advanced out of a dust cloud towards him. The driver, a young man in a Broni suit, Gucci shoes, Ray Ban sunglasses and YSL tie, leans out the window and asks the shepherd, "If I tell you exactly how many sheep you have in your flock, will you give me one?" The shepherd looks at the man, obviously a young man, then looks at his peacefully grazing flock and calmly an-swers, "Sure. Why not?" The young man parks his car, whips out his Dell notebook computer, connects it to his AT&T cell phone, surfs to a NASA page on the Internet, where he calls up a GPS satellite navigation system to get an exact fix on his location which he then feeds to another NASA satellite that scans the area in an ultra-high-resolution photo. The young man then opens the digital photo in Adobe Photoshop and exports it to an image processing facility in Hamburg, Ger-many. Within seconds, he receives an email on his Palm Pilot that the image has been processed and the data stored. He then accesses a MS-SQL database through an ODBC connected Excel spreadsheet with hundreds of complex for-mulas. He uploads all of this data via an email on his Blackberry and, after a few minutes, receives a response Fi-nally, he prints out a full-color, 150-page report on his hi-tech, miniaturized HP LaserJet printer and finally turns to the shepherd and says, "You have exactly 1586 sheep." "That's right. Well, I guess you can take one of my sheep," says the shepherd. He watches the young man select one of the animals and looks on amused as the young man stuffs it into the trunk of his car. Then the shepherd says to the young man, "Hey, if I can tell you exactly what your business is, will you give me back my sheep?" The young man thinks about it for a second and then says, "Okay, why not?" "You're a consultant," says the shepherd. "Wow! That's correct," says the young man, "but how did you guess that?" "No guessing re-quired," answered the shepherd. "You showed up here even though nobody called you; you want to get paid for an answer I already knew; to a question I never asked; and you don't know beans about my business ...." " ... Now give me back my dog." (author anonymous)

Volume 2 Issue 4

There are over 50 resources for you on the EPPIC web site, including:

• ArticlesArticlesArticlesArticles • PresentationsPresentationsPresentationsPresentations

• Job Aids and Tools and TemplatesJob Aids and Tools and TemplatesJob Aids and Tools and TemplatesJob Aids and Tools and Templates

...for the practitioners of PACT Processes for T&D, our Enterprise Proc-ess Performance Improvement methods, and our T&D Systems View assessment and design models and methods.

Stuff of Interest on the EPPIC Web Site

“gopher” more at www.eppic.biz

The Occasional Joke Section

Trust Trust Trust Trust ———— doesn’t come easy. doesn’t come easy. doesn’t come easy. doesn’t come easy. Experience Experience Experience Experience ———— doesn’t come quickly. doesn’t come quickly. doesn’t come quickly. doesn’t come quickly.

GGGGuy W. Wallace’s consulting clients since 1982…uy W. Wallace’s consulting clients since 1982…uy W. Wallace’s consulting clients since 1982…uy W. Wallace’s consulting clients since 1982…

Including 3 of 5 Including 3 of 5 Including 3 of 5 Including 3 of 5 and 5 of 10 5 of 10 5 of 10 5 of 10 and 10 of 50 10 of 50 10 of 50 10 of 50 and 18 of 100 18 of 100 18 of 100 18 of 100 and 29 29 29 29 of the current FoFoFoFortune 500rtune 500rtune 500rtune 500

2000200020002000————TodayTodayTodayToday Abbott Laboratories, Eli Lilly, Fireman’s Fund Insurance, General Motors, GTE, Johnson Controls,

Norfolk Naval Shipyard, Siemens Building Technologies, and Verizon. 1990199019901990————1999199919991999 Abbott Laboratories, ALCOA, ALCOA Labs, Alyeska Pipeline Services Company, American Man-

agement Systems, Amoco, AT&T Network Systems, Bandag, Bank of America, Baxter, Bellcore Tech, British Petroleum-America, Burroughs, CCH, Data General, Detroit Ball Bearing, Digital Equipment Company, Discover Card, Dow Chemical, EDS, Eli Lilly, Ford, General Dynamics, Gen-eral Motors, H&R Block, HP, Illinois Bell, Imperial Bondware, MCC Powers, NCR, Novacor, Occi-dental Petroleum Labs, Spartan Stores, Sphinx Pharmaceuticals, Square D Company, and Val-uemetrics.

1982198219821982————1989198919891989 ALCOA, ALCOA Labs, Ameritech, Amoco, Arthur Anderson, AT&T Communications, AT&T Mi-

croelectronics, AT&T Network Systems, Baxter, Burroughs, Channel Gas Industries/Tenneco, Dow Chemical, Exxon, Ford, General Dynamics, HP, Illinois Bell, MCC Powers, Motorola, Multi-graphics, NASA, Northern Telecom, Northern Trust Bank, and Westinghouse Defense Electron-ics.

Guy W. Wallace has been in the T&D field since 1979 and a training and performance improvement consultant since 1982. His clients over the years have included 29 of the current Fortune 500, plus NASA, BP, Novacor, and Siemens. He has analyzed and designed/ developed training and development for almost every type of business function and process. He is the author of three books, more than 50 articles, and has pre-sented more than 50 times at international conferences and local chapters of ISPI, ASTD, at IEEE, Lakewood Conferences and the Con-ference on Nuclear Training and Education. He has served on the ISPI Board of Directors as the Treasurer on the Executive Committee (1999–2001) and was later elected as the president elect for 2002-2003, becoming the president of ISPI for 2003-2004 in April 2003. Guy’s biography was listed in Marquis’ Who’s Who in America in 2001. Guy is a CPT, a Certified Performance Technologist.

Guy W. Wallace, CPT

to protect and improve the enterprise

The Enterprise Process Performance Improvement Consultancy Inc.

We work on the business systems that enable the human side of

enterprise process performance, including:

performance-based Recruiting & Selection, Training & Development,

Appraisal & Performance Management, and Compensation Systems

If your current Master Performers can do it, why not everyone else?

Achieve Peak PerformanceAchieve Peak Performance

pursuing performance - eppic...introduction in this article i am going to attempt to quickly,...

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