My Process Infrastructure Engineering Platforms Evolution from 1993

One of Two Graphics From 1993

This is one of those two graphics – the HR Infrastructure Engineering Platforms 1993.

HR Infrastructure Engineering Platforms 1993 Guy W Wallace

There was also an Infrastructure Engineering Platform for the non-HR (people) side of a Process orientation from 1993.

The intent was to have two graphics – one for the human side of Process – and the other to cover the non-human side. And then to bring them together into one model.

By side – I mean Requirements.

My partners and I were working on a new book in 1993 – covering both “sides” of Quality – or what we then called Human Performance Technology.

1994 QRM Book Cover

Note: I cannot find the 2nd graphic and have been looking for it for years.

Those 1993 Hand Drawn Graphics Evolved Then To This 2-Pager

Side One…

Slide1

Side Two…

Slide2

And the Book Evolved Too

2011 f FTTPIC book cover

For more information and/or to order, please go – here.

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TBT Short Video: Steve Villachica – HPT Practitioner 2010

Shot at the ISPI Conference in 2010.

Just over 8 minutes

The 2 Video Podcast Series on HPT

HPT – Human Performance Technology – the application of science (technology) to improve performance of the individual, the team, and the organization levels.

The HPT Practitioner Video Podcast Series are short videos of HPT Practitioners – speaking to a script.

The HPT Legacy Video Podcast Series are longer videos, in an interview format, loosely following a script and following tangents at times.

Over 55 videos in these two collections.

See the entire series of HPT Practitioner and HPT Legacy Series Videos – here.

For information about ISPI – the International Society for Performance Improvement – please go here.

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An ISD Processes Maturity Model

Level 1 – No ISD Processes are Organized

ISD methods and processes, such as ADDIE or SAT or SAM or ETC, are unique to each practitioner … Everybody does it “their own way.”

It’s much more of an artistic endeavor than an engineering effort.

As such, ISD projects efforts and results are NOT predictable in time/schedule, costs or quality.

If a project went well, you probably just got lucky. And you probably should have been at the race track’s betting window that day too. Because remember – you were just lucky that day.

You hero you!

ISD Maturity Model

But that is not good stewardship of shareholder equity.

That’s no way to run a railroad or any other business. Whatever, whenever, however.

It ought to be a crime.

As the Maturity Model suggests – this is a very immature approach to ISD. Perhaps in your world this is appropriate. Perhaps not.

Where are you? Is it here? Level 1?

Or are you beyond that?

Level 2 – Some ISD Processes are Organized

Here someone somewhere is getting a handle on some of what is needed to run an ISD (or a Performance Improvement) shop – at the business unit level.

Some processes may have been mapped formally and some people may actually be following the defined processes locally. Perhaps some are following some semblance of ADDIE plus other processes.

That’s a start – but there is more to any business entity than its New Product Development process, which is all that ADDIE is.

Is this where your organization is at currently?

Level 3 – Most ISD Processes are Organized

As obvious by the title this is where more and more ISD Processes are mapped, communicated, and perhaps followed/adhered to – as driven by the Enterprise.

It can happen! I’ve seen it!

Is this where you are at?

 

…now please note the difference coming –

this next level seems to me to be more of a “step increase” than just being at the next level IMO…

Level 4 – ISD Processes are Managed

The language of organized versus managed should be/could be telling. It’s the difference between having an organized view of your processes – and actually managing them using data.

Do you know your own “development ratios” for your different types of deployment and complexity? Can you be predictive about costs, schedules and quality? Can you see where some efforts actually beat those standards – and where others do not?

Is this where you are currently at?

Level 5 – ISD Processes are Managed and Improved

Here the data being collected continuously or statistically is being used to find areas in the processes for tightening up and/or loosening up – improving them.

I am a fan of a Tom Peter’s phrase: loose-tight and tight-loose. That means/suggests that some processes should be tight. And others should be loose. And it sometimes means that that need is a situational variable. Be flexible when planning and conducting your ISD efforts.

Is this where you are at? Continuously improving your ISD Processes using data versus opinions?

If so – very cool!

Well done!

So What? What’s the Big Deal?

If you were the single shareholder of your Enterprise – you’d already know the answer.

It would be your money that is being put to best use rather than wasted.

So ask: what’s in it for me/ the learner/ the management/ the stakeholders?

WIIFM/L/M/S?

My Model for Addressing ISD Process Management

My model has the “system” for T&D or L&D or Knowledge Management – has 12 sub-systems – that number is of course somewhat arbitrary – acknowledging that the number could have been 10 or 13, etc.

Here is an overview of the 12.

Slide36

At the Business Unit/Department level – all of the processes BTW – beyond those that some might think of ISD in the strictest sense – those 12 sub-systems operate from formally to  informally.

The goal is not to formalize everything. The goal is to formalize everything that is an issue (problem or opportunity) with an ROI worthy of the effort.

Some problems or opportunites are so small in value that it’s better to ignore and live with them than to fix everything – except when you’ve got unlimited time, money, etc.

Addressing EVERYTHING just because you could is not logical – unless – you have those limited resources and don’t need to concern yourself with ROI as a screening mechanism.

And by ROI – I mean the predicted ROI – used to compare that opportunity to invest shareholder equity into something – compared to other opportunities.

Not as ROI as the ultimate measure of the return on a past investment – as there are too many variables

My Clockface Model

From this 2001 book – which is available as a free PDF – here.

2001 TDSV Book Cover 1

Note: I am currently running a monthly Blog series on the 12 sub-systems of a T&D System.

See the series opener – here – on 12 O’Clock High – Governance & Advisory systems/processes – which is the most important sub-system IMO – because from there – everything should flow in terms of directions and resources – and ultimate accountability – for what should be a collaborative effort – in addressing the business/ enterprise needs for Learning & Development.

That’s where/how you “get aligned” to their needs. At 12 O’Clock.

  • Marketing your Learning Content would go better if seen as result of a collaborative response to both target audience & management demand.
  • Doesn’t matter how good your L&D content is if you are not perceived to be in total alignment with the business.

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Monday Morning Quarter PACT #42

Take a Quarter Hour or Less

To develop your ability to adopt and adapt the PACT Processes for ISD – to meet your Requirements and Constraints.

For Performance Improvement and positive ROI when properly targeted.

Slide1

The PACT Video Shorts Series Index and Links

Series Index Page

A- PACT Overviews

B- PACT Analysis

C- CAD – Curriculum Architecture Design

D- MCD – Modular Curriculum Development

E- IAD – Instructional Activity Development

F- Project Planning & Management

G- Group Process Facilitation Tips

H- EPPI – Performance Improvement

*** *** *** ***

This week’s video…

F9- Development Team 

Video Short F9- Development Team

Reminder – this is just one video of a collection of over 55 free “School of PACT” videos, that in combination with free books, articles, presentations and for fee books intends to enable the practice of performance-based Instructional Systems Design. To improve Performance Competence at the worker level, the work level, and the workplace level. For Individual, Process and Organizational performance improvement.

You may view them in sequence – or bounce around to eventually do just some or all of them.

See the Resource Tab or The Pursuing Performance Blog and the EPPIC Web Site for additional free resources – here.

See the entire School of PACT video collection Index – here.

What is PACT?

PACT is performance-based ISD… at 3 levels… with common analysis and project management approaches, tools and techniques… to speed the ISD process… to be effective while being efficient…

PACT Logo w 5 Methodologies 2

Other PACT Resources

See all of the EPPIC Videos on YouTube – here.

Books for free – here.

Books for sale – here.

Slide3

This MMQP Series

This Blog series will post each Monday at 8 am east coast time (USA).

Gopher-perched-transparent

Go for it – here – Monday Mornings!

Why PACT?

The benefits?

Slide40

PACT is Proven

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Final Friday of the Month: Part 2 – Assessing Your T&D/ Learning/ Knowledge Systems

In this month’s Final Friday Feature we will address…

1 O’clock: T&D Strategic Planning System

  1. Enterprise Strategic Plans Surveillance Process
  2. T&D Strategic Planning Process

This 12-part Blog series addresses the systems and processes of an organizational entity addressing T&D/ Learning/ Knowledge Management. Original source is my 2001 book:

2001 TDSV Book Cover

Free Book PDF

For more on this model please see the free 400+ page book: T&D Systems View at www.eppic.biz – which is intended as both an analytic and design tool – here.

The T&D/ L&D Clockface Model

We are “rockin’ round the clock” starting from the 12 O’Clock portion of the model – the most important sub-system in the system you have in place for T&D/ Learning/ Knowledge Management – IMO.

Your models may vary.

The 12 clockface positions of the T&D Systems View model each represent a subset of the total system’s Processes of T&D.

They are organized into three groupings.

– T&D Leadership Systems and Processes

– T&D Core Systems and Processes

– T&D Support Systems and Processes

Slide39

1 O’clock: T&D Strategic Planning System

  1. Enterprise Strategic Plans Surveillance Process
  2. T&D Strategic Planning Process

– T&D Strategic Planning System – 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 elements of the enterprise.

1.1- Enterprise Strategic Plans Surveillance Process Outputs and Their “Utilities”

The key outputs from the Enterprise Strategic Plans Surveillance Process include the following:

Key Outputs Key Utilities
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
This focuses both the T&D organization staff and the T&D Governance and Advisory System members on those strategic issues (problems and opportunities) critical to the overall enterprise.

Is It Broken? Clues and Cues

Your Enterprise Strategic Plans Surveillance Process may be broken if

– 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.

1.2- T&D Strategic Planning Process Outputs and Their “Utilities”

The T&D Strategic Planning Process interfaces with many of the other T&D systems’ processes. It gets its primary inputs from the Enterprise Strategic Plans Surveillance Process. It provides its outputs primarily to the T&D Governance and Advisory System. The key outputs from the T&D Strategic Planning Process include the following:

Key Outputs Key Utilities
T&D strategic plan Provides a visible link between the T&D strategies and drivers of them (the strategic plans of T&D’s key customers) and provides input to T&D resource plans to keep them aligned with the needs of their customers.

Is It Broken? Clues and Cues

Your T&D Strategic Planning Process may be broken if

– 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.

Prior Posts In This 2015 Series

Part 1: 12 O’clock: The T&D Governance & Advisory System – January 2015

Part 2: 1 O’clock: The T&D Strategic Planning System –  February 2015

Clock - no bg copy

Free Book PDF

For more on this model please see the free 400+ page book: T&D Systems View at www.eppic.biz – which is intended as both an analytic and design tool – here.

Guy W. Wallace

Guy W. Wallace, has been an external ISD/HPT consultant since 1982, is the president of EPPIC Inc., and is a past president of ISPI – the International Society for Performance Improvement. He has consulted with 75+ clients on ISD efforts since 1982, including projects with more than 45 F500 firms.

He is the author of the book:  lean-ISD, a recipient of an ISPI 2002 Award of Excellence. He has also authored/co-authored 13 other books.

He may be reached via, and related resources may be obtained, at his web site: www.eppic.biz or via email at: guy.wallace @ eppic.biz

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TBT Short Video: Jeanne Farrington – HPT Practitioner 2012

Shot at the ISPI Conference in 2012.

Just over 7 minutes

The 2 Video Podcast Series on HPT

HPT – Human Performance Technology – the application of science (technology) to improve performance of the individual, the team, and the organization levels.

The HPT Practitioner Video Podcast Series are short videos of HPT Practitioners – speaking to a script.

The HPT Legacy Video Podcast Series are longer videos, in an interview format, loosely following a script and following tangents at times.

Over 55 videos in these two collections.

See the entire series of HPT Practitioner and HPT Legacy Series Videos – here.

For information about ISPI – the International Society for Performance Improvement – please go here.

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