Revisiting a Curriculum Architecture Design Project From 2003

I was recently contacted by a participant in a 2003 CAD – Curriculum Architecture Design project.

Guy,

I hope this email finds you doing well and still in business.  I have recently returned to (shipyard) from an overseas assignment and am in the middle of a proficiency crisis.  The Shipyard has experienced considerable churn in both retirements (old CSRS System), attrition from promotions, and an influx of new hires (onboarding).  This has resulted in a degradation in proficiency at the deckplate.  The SY is working to address this internally (I have suggested that you might be a resource) and when I attended a recent “Competency Summit” with the shops and codes I remembered working with you to develop a model for Supervisor and Zone Manager development.  I have often spoken of how exciting that project was.  It is without a doubt the most process driven, disciplined process I have ever personally participated in.

I am not sure how this all works, but is it possible to retrieve an electronic or hard copy of the results of that study/development project to share here at (shipyard)?  I do not like to re-invent and I believe that not only can we revisit these two areas, but I would like to convince Senior Leaders that it would be money well spent to engage you in additional development along the same lines:  Onboarding – New Hire to Productive Employee, Review of Career Development Programs such as the Apprentice Program and the Helper-trainee program, Engineering Development program, etc.

I have discussed this with Lisa (She is now the Code XXXX for the SY) and she has a positive impression of this project.  Art has retired and Jonathan is no longer at NNSY.  As I introduce a new generation here at NNSY to your processes, I would like to have some good product to demonstrate what was accomplished.

Thank you.
Respectfully,
Gary

I just sent over a PDF of the Phase 2: Analysis Report – the Phase 3 Design Document – and the Phase 4 Implementation Plan (with a name change to better reflect and resonate with the client’s internal processes and people).

Background

The Game Plan was to conduct Performance Analysis and the Curriculum Architecture Design on two levels of management, and then continue up the chain and do the next two while simultaneously moving across to another Department and doing the same for the first two levels of management. This was going to be performance-based Management and Leadership Development. This was being done for the Norfolk Naval Shipyard – run by NAVSEA on behalf of the US Navy.

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A common framework that reflects PROCESS PERFORMANCE and not Competencies – which are simply enablers. Without understanding the performance context – specifically for each target audience with a different context – it was unlikely that any Instructional/Learning Solutions would actually impact performance in the desired manner. If the content is not “authentic enough” – it will not develop new knowledge and skills. It will be a waste – as they say. Not totally. Only about 85% – because about 15% can learn out of context and apply in another context. Such as their job.

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Does most of your management and leadership development focus on the authentic contexts of your managers and leaders?

More

This effort and the overall “architectural” approach – was covered in depth in a 2010 Post – here.

Systematically Conducting the Analysis and Design for Management Development Learning Paths

CAD Path Supervisors

As a former USN sailor I have to help.

Go Navy!

# # #

Final Friday of the Month: Part 8 – Assessing Your T&D/ Learning/ Knowledge Systems

In this month’s Final Friday Feature – for August 2015 – we will address…

7 O’clock: T&D Product and Service Line Deployment System

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

T&D Product and Service Line Deployment System – This system’s processes organize the operations of the T&D distribution channels, including traditional instructor-led, group-paced classroom deliveries, but also Web and Intranet delivery systems, CD-ROM/ CBT modes, etc.

This also includes all of the media and methods for deploying either traditional or nontraditional T&D/L&D.

This is one of the more volatile areas of the model, with constant change in deployment media, modes and platforms.

Preface

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… T&D Systems View… which is available as a free PDF, and as a paperback for $20.00 USD plus s&h.

2001 TDSV Book Cover

The T&D/ L&D Clockface Model

We are “rockin’ round the clock” – so-to-speak – 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 and thoughts may vary. And may need to.

Slide1

The T&D Clock-Face Model

The 12 clockface positions of the T&D Systems View model each represent a subset of the total system’s Processes of T&D. Not all are of equal consequence, and therefore, imporatnce – and then worthy of improvement efforts. Sometimes you need to live with it as it is and do the best given current realites. But othertimes you need to address the improvement potential inheirant in any poor practices, policies and processes.

The T&D Systems View model’s (sub) Systems are organized into three groupings. Each of the 12 Systems’ Processes – the target of your assessment/analysis and/or design/development of improvement efforts. The 3 groupings are:

– T&D Leadership Systems and Processes

– T&D Core Systems and Processes

– T&D Support Systems and Processes

Another view of these is next…

Slide2

Here is the “big picture” – ala the Clock-Face View – with System Call-Outs – for your once over…

Slide39

Back to the model…

7 O’clock: T&D Product and Service Line Deployment System

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

T&D Product and Service Line Deployment System – 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, etc.

This includes all of the media and methods, modes and platforms, virtual or bricks-and-mortar facilities, for deploying either traditional or nontraditional T&D/L&D and Knowledge Management content.

7.1 &D Master Materials Storage and Retrieval Process Outputs and Their “Utilities”

The key outputs from the T&D Master Materials Storage and Retrieval Process include the following:

Key Outputs Key Utilities
Available T&D products for ongoing deployment These are the products of the overall T&D product line and their subassemblies.

Is It Broken? Clues and Cues

Your T&D Master Materials Storage and Retrieval Process may be broken if

  • 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.

7.2 T&D Master Materials Change Management Process Outputs and Their “Utilities”

The key outputs from the T&D Master Materials Change Management Process include the following:

Key Outputs Key Utilities
Updated T&D products for ongoing deployment These are the updated products of the overall T&D product line.

Is It Broken? Clues and Cues

Your T&D Master Materials Change Management Process may be broken if

  • Outdated materials are still being used in deployment after updating.

7.3 T&D Scheduling Process Outputs and Their “Utilities”

The key outputs from the T&D Scheduling Process include the following:

Key Outputs Key Utilities
T&D deployment schedule Allows all sorts of other plans and activities to be scheduled.

Is It Broken? Clues and Cues

Your T&D Scheduling Process may be broken if

  • 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 understocked (unavailable) when requested.

7.4 T&D Facilitator and Coach Development and Certification Process Outputs and Their “Utilities”

The key outputs from the T&D Facilitator and Coach Development and Certification Process include the following:

Key Outputs Key Utilities
Trained deployment and support staff These are needed for the deployment and support required by the T&D design.

Is It Broken? Clues and Cues

Your T&D Facilitator and Coach Development and Certification Process may be broken if

  • 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.

7.5 Facilitator-led T&D Deployment Process Outputs and Their “Utilities”

The key outputs from the Facilitator-led T&D Deployment Process include the following:

Key Outputs Key Utilities
Delivered group-paced T&D People are trained in performance-relevant knowledge and skills by competent delivery staff using appropriate environmental supports.
Deployment metrics and feedback Allow assessment and evaluation of things beyond the content and the delivery staff.

Is It Broken? Clues and Cues

Your Facilitator-led T&D Deployment Process may be broken if

  • 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 non-content items such as room, facility, and equipment issues.

7.6 Self-paced T&D Deployment Process Outputs and Their “Utilities”

The key outputs from the Self-paced T&D Deployment Process include the following:

Key Outputs Key Utilities
Delivered self-paced T&D People are trained in performance-relevant knowledge and skills.
Deployment metrics and feedback Allow assessment and evaluation.

Is It Broken? Clues and Cues

Your Self-paced T&D Deployment Process may be broken if

  • 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.

7.7 Coached/Mentored T&D Deployment Process Outputs and Their “Utilities”

The key outputs from the Coached/Mentored T&D Deployment Process include the following:

Key Outputs Key Utilities
Delivered coached/
mentored T&D
People are trained in performance-relevant knowledge and skills.
Deployment metrics and feedback Allow assessment and evaluation.

Is It Broken? Clues and Cues

Your Coached/Mentored T&D Deployment Process may be broken if

  • 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 non-content items such as room, facility, and equipment issues.

Part 8 Summary

The T&D Product and Service Line Deployment 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, etc.

This includes all of the media and methods, modes and platforms, virtual or bricks-and-mortar facilities, for deploying either traditional or nontraditional T&D/L&D and Knowledge Management content.

All for the sake of Enterprise performance IMO. And not for its own sake.

Which unfortunately is all too often the case.

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

Part 3: 2 O’clock: The T&D Operations Planning & Management System – March 2015

Part 4: 3 O’clock: T&D Cost/Benefits Measurement System – April 2015

Part 5: 4 O’clock: T&D Process Improvement System – May 2015

Part 6: 5 O’clock: T&D Product and Service Line Design System – June 2015

Part 7 – Assessing Your T&D/ Learning/ Knowledge Systems

Clock - no bg copy

Free Book PDF

Again – for more on this model please see the free 400+ page book: T&D Systems Viewatwww.eppic.biz – which is intended as both an analytic and design tool – here. It is also available as a $20 paperback.

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 Instruction and Documentation efforts since 1982, including projects with more than 45 F500 firms.

gww - EPPIC Inc Info

Guy is also the author of the book:  leanISD, a recipient of an ISPI 2002 Award of Excellence.

1999 lean-ISD Book Cover

lean-ISD – is available as a free PDF and/or a $30 paperback – here.

Guy has also authored/co-authored 13 other books.

See the Resources tab at his web site at: www.eppic.biz

Guy may be reached via email at: guy.wallace@eppic.biz

See Guy’s LinkedIn Profile – here.

# # #

Focus on the Performance Requirements – and Enable Them

Focus and Refocus and Refocus

Focus first on your primary value chain – or chains. And their Processes.

Slide4

Assess their current state adequacy and troubleshoot if the perceived ROI – dollar-izable and not – makes it worthwhile – given all of the other places an Enterprise might need to invest in for continuous improvement and dis-continuous improvement.

Tweak and/or Boom!

Enablers

Assess the enabling systems and their outputs/ contributions. For their adequacy in terms of quantity, quality, timeliness and their cost. And the costs of non-conformance … all the while taking a broader systems view … because no process or process set is an island – so to speak.

Slide10

It’s that simple – not that it’s simple at all.

That’s why you need to take the systems view first – and an improvement-set view next.

Not first.

IMO.

# # #

My 1st Friday Favorite Guru Series: Timm Esque

We begin the First Friday of this month, August 2015, with another of my Favorite Gurus, Timm Esque.

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I first met Timm via NSPI – now ISPI the International Society for Performance Improvement – back in the late 1980s. I’ve attended many of his presentations over the years – and always find something of great utility in his sessions.

He is a rock solid Performance Improvement expert who freely shares his approaches in using evidence based practices for measured results.

I’ve been a fan for decades.

About Timm

Timm J. Esque is a dedicated student of management practices and an internationally known thought leader on performance improvement and project management. Since 1996, Timm has been helping high stakes project teams do what they say they are going to do, leading to faster delivery of higher quality products at lower cost. Many if not most technical projects at Intel Corporation (where Timm worked for 15 years) still begin with a project planning technique Timm helped develop called “Map Day”.

Timm is co-Founder and Managing Partner of Ensemble Management Consulting, whose clients include some the world’s fastest and most valuable global corporations, as well as small and medium sized businesses. Timm’s work with project teams has been featured in Product Development Best Practices Report and Training Magazine. He has been cited as an expert on performance under pressure in the Wall Street Journal and quoted in many other publications.

Timm frequently presents and publishes his findings. He has published over 50 articles and chapters in a variety of publications. He was a regular essayist for ISPI’s Performance Journal from 1997-2002. Timm’s book No Surprises Project Management: A Proven Early Warning System for Staying on Track (ACT Publishing, 1999) describes in detail the commitment-based approach to project management. He has authored an award winning book on management in general calledMaking an Impact: Building a Top Performing Organization from the Bottom Up (CEP Press, 2001) and edited a third book called Getting Results (HRD Press, 1998). His most recent article is “Motivation 3.0: A User’s Guide”, due to come out in a special issue of PI Journal in 2015.

Timm and his team enjoy traveling and working with different cultures. Timm has taught, consulted or presented to project managers in Canada, Czech Republic, Chile, China, Cyprus, France, India, Ireland, Israel, Korea, Macedonia, the Philippines, Portugal, Taiwan, Turkey, Germany, Singapore, Taiwan, the UK and across the United States.

Timm is a Certified Performance Technologist (CPT) and a former Board Director for the International Society of Performance Improvement. Timm received his B.S. in Psychology from Arizona State University in 1981 and his MEd in Educational Technology from Arizona State University in 1985. He was lead developer of the Masters of Technology Management curriculum for the University of Phoenix, and is a Master Trainer of the Chain Gang Simulation for improving individual and team productivity.

Timm is a 2002 recipient of ISPI’s DISTINGUISHED SERVICE AWARD – This award recognizes outstanding and significant contributions to the betterment of ISPI on a long-term basis. Prior to 1991, this award was called the Outstanding Member Award.

Timm is a co-founder of Ensemble Management…

Ensemble Management Consulting

Ensemble Management Consulting is a premier training and consulting firm focused on helping organizations achieve success through Commitment-Based Project Management (CBPM). Led by Timm Esque and Mike Porter, prominent advocates and experts of the CBPM approach, Ensemble is at the forefront of applying the new commitment-based methodology to changing the way teams and organizations collaborate and succeed in executing complex, high stakes projects (and not so complex ones as well).

Ensemble has worked with project teams, team leaders, and program managers in a range of organizations and across many sectors. The Ensemble team brings considerable industry experience from managing large scale projects and cross-functional and virtual teams to bear in their engagements with client organizations. While CBPM is just now emerging into the mainstream, Ensemble has been using and promoting it for over 15 years.

Timm’s Specialties

Commitment-Based Project Management, Project Management Consulting, Project Management

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Articles by Timm

Here are just two of Timm’s many publications. Find more on his web site.

Books by Timm

No Surprises Project Management: A Proven Early Warning System for Staying on Track

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Striving for agile, adaptive teams and organizations is a growing trend in management education, and for good reason. Modern organizations operate in an environment of intense competitive pressure and technological uncertainty. No Surprises Project Management anticipated this trend and remains the best documented description of how pressure and uncertainty, when not addressed, combine to produce mediocre to poor performance. More importantly, No Surprises Project Management provides key principles and a system of practices for achieving excellent performance even in the most challenging high stakes environments.

Making an Impact: Building a Top-Performing Organization from the Bottom Up

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What’s a Self-Sustaining Performance System? It’s an innovative approach to performance consulting that promotes long-term performance improvement by helping individuals, departments and entire organizations learn to: Prevent performance problems from occurring in the first place, identify when performance problems do arise,and resolve those problems so that they do not reoccur. The Self-Sustaining Performance System approach has generated remarkable bottom-line business results for a wide variety of organizations.

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

Videos of Timm

HPT Practitioner Video 2011

I recorded this video with Timm at the ISPI Conference in 2011.

My Lessons Learned From Timm

Timm has a great approach to project management – leveraging people up and down the hierarchy, to create buy in, and accountability – and to quickly drive results.

His article series with Carl Binder and Julie Capsambelis, available on the ISPI web site on “Got Results?” was inspirational.

Timm on Social Media

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Contact Info for Timm

Web site – here.

Email

Share Your Stories

If the work of Timm Esque has been a valuable influence and/or resource for you – please share your stories about that in the comments section below.

Or simply share a URL there that is relevant.

And – thank you – for sharing!

The My First Friday Favorite Guru Series

We each have many influencers, mentors, both active and passive, knowingly and unknowingly in their respective roles in our development.

This series is my attempt to acknowledge all of them… one by one… in no particular order… as I attempt to consciously reflect on what I have learned and whom I have learned it from, regarding all things “Performance Improvement” – my first focus.

I have a long list.

Lucky me.

Next month – Jim Pershing.

Links to All of the Past Posts in the MFFF Guru Series

Here is a page with links to all of the Past Posts from this My First Friday Favorite Guru Series, as listed below – find that – here.

  • Timm Esque – August 2015
  • Ryan Watkins – July 2015
  • Ken Silber – June 2015
  • Roger Chevalier – May 2015
  • Darryl Sink – April 2015
  • Jeanne Farrington – March 2015
  • Don Clark – February 2015
  • Frank T. Wydra – January 2015 RIP
  • Philip B. Crosby – December 2014 RIP
  • Donald L. Dewar – November 2014 RIP
  • Joseph M. Juran – October 2014 RIP
  • W. Edwards Deming – September 2014 RIP
  • Bonnie B. Small – August 2014 RIP
  • Walter A. Shewhart – July 2014 RIP
  • Carl Binder – June 2014
  • Ruth Clark – May 2014
  • Rob Foshay – April 2014
  • John Carlisle – March 2014
  • Miki Lane – February 2014
  • Harold Stolovitch – January 2014
  • Bill Wiggenhorn – December 2013
  • Will Thalheimer – November 2013
  • Roger Kaufman – October 2013
  • Roger Addison – September 2013
  • Ray Svenson – August 2013
  • Dick (Richard E.) Clark – July 2013
  • Allison Rossett – June 2013
  • Carol Panza – May 2013
  • Jane Bozarth – April 2013
  • Judy Hale – March 2013
  • Margo Murray – February 2013
  • Neil Rackham – January 2013
  • Robert (Bob) F. Mager – December 2012
  • Joe H. Harless – November 2012 RIP
  • Thomas F. Gilbert – October 2012 RIP
  • Sivasailam Thiagarajan (Thiagi) – September 2012
  • Geary A. Rummler – August 2012 RIP
  • Dale Brethower – July 2012

Here is a page with links to all of the above Past Posts in My First Friday Favorite Guru Series – here.

# # #

Final Friday of the Month: Part 7 – Assessing Your T&D/ Learning/ Knowledge Systems

In this month’s Final Friday Feature – for July 2015 – we will address…

6 O’clock: T&D Product and Service Line Development/
Acquisition System

   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

Preface

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… T&D Systems View

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: http://eppic.biz/resources/free-book-pdfs/free-book-pdf-td-systems-view/.

The T&D/ L&D Clockface Model

We are “rockin’ round the clock” – so-to-speak – 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 and thoughts may vary. And may need to.

Slide1

The T&D Clock-Face Model

The 12 clockface positions of the T&D Systems View model each represent a subset of the total system’s Processes of T&D. Not all are of equal consequence, and therefore, imporatnce – and then worthy of improvement efforts. Sometimes you need to live with it as it is and do the best given current realites. But othertimes you need to address the improvement potential inheirant in any poor practices, policies and processes.

The T&D Systems View model’s (sub) Systems are organized into three groupings. Each of the 12 Systems’ Processes – the target of your assessment/analysis and/or design/development of improvement efforts. The 3 groupings are:

– T&D Leadership Systems and Processes

– T&D Core Systems and Processes

– T&D Support Systems and Processes

Here is the “big picture” – with System Call-Outs – for your once over…

Slide39

Back to the model…

6 O’clock: T&D Product and Service Line Development/
Acquisition System

   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

T&D Product and Service Line Development/Acquisition System – This system’s processes organize the efforts to build, buy and use, or buy and modify T&D consistent with the performance-based requirements and the T&D product line architecture designs, as well as the services needed to meet the high-payback, critical business needs.

6.1  T&D Product and Service Line Development and Acquisition Program Management Process

Process Outputs and Their “Utilities”

The key outputs from the T&D Product and Service Line Development and Acquisition Program Management Process include the following:

Key Outputs Key Utilities
Portfolio/program plans for developing and updating T&D content, reusing “content chunks” as appropriate • For program/project management plans and budgets.• For ongoing deployment after pilot-testing.
Portfolio/program plans for purchasing T&D content • For program/project management plans and budgets.• For ongoing deployment after pilot-testing and modification (as the license agreement permits with the copyright holder).

Is It Broken? Clues and Cues

Your T&D Product and Service Line Development and Acquisition Program Management Process may be broken if

  • 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).

6.2    T&D Custom Development Process

Process Outputs and Their “Utilities”

The key outputs from the T&D Custom Development Process include the following:

Key Outputs Key Utilities
T&D product “masters” for ongoing deployment (composed of content chunks) • These are the products of the overall T&D product line.• The chunks, either shareable or unique, reduce overall life-cycle costs for the product and the entire T&D product line.

Is It Broken? Clues and Cues

Your T&D Custom Development Process could be broken if your

  • 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.

6.3  T&D Purchased Product Acquisition Process

Process Outputs and Their “Utilities”

The key outputs from the T&D Purchased Product Acquisition Process are the same as for the prior process and include the following:

Key Outputs Key Utilities
Purchased/licensed T&D products for ongoing deployment These are some of the products of the overall T&D product line.

Is It Broken? Clues and Cues

Your T&D Purchased Product Acquisition Process may be broken if

  • 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.

6.4    T&D Purchased Product Modification Process

Process Outputs and Their “Utilities”

The key outputs from the T&D Purchased Product Modification Process include the following:

Key Outputs Key Utilities
T&D products for ongoing deployment These are the products of the overall T&D product line.

Is It Broken? Clues and Cues

Your T&D Purchased Product Modification Process may be broken if

  • 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.

6.5.   Existing T&D Maintenance Process

Process Outputs and Their “Utilities”

The key outputs from the Existing T&D Maintenance Process include the following:

Key Outputs Key Utilities
T&D products for ongoing deployment These are the updated products of the overall T&D product line.

Is It Broken? Clues and Cues

Your Existing T&D Maintenance Process may be broken if

  • 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.

Part 7 Summary

If you don’t have a deliberate and flexible/responsive architecture of products and services via some master planning efforts in collaboration between customers and suppliers – the critical business issues will not be properly addressed because the T&D System may be aligned to something, but it is mis-aligned to the enterprise’ Critical Business Issues – CBIs. And done so in a manner that communicates to all areas and concerns. IMO.

6 O’clock: T&D Product and Service Line Development/
Acquisition System

   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

T&D Product and Service Line Development/Acquisition System – This system’s processes organize the efforts to build, buy and use, or buy and modify T&D consistent with the performance-based requirements and the T&D product line architecture designs, as well as the services needed to meet the high-payback, critical business needs.

For more on this T&D Systems View 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.

For the free PDF to download – or the paperback book for $20 – please go:  here.

http://eppicinc.files.wordpress.com/2010/07/tdsv-book-2007-pdf.pdf

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

Part 3: 2 O’clock: The T&D Operations Planning & Management System – March 2015

Part 4: 3 O’clock: T&D Cost/Benefits Measurement System – April 2015

Part 5: 4 O’clock: T&D Process Improvement System – May 2015

Part 6: 5 O’clock: T&D Product and Service Line Design System – June 2015

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Free Book PDF

Again – for more on this model please see the free 400+ page book: T&D Systems Viewatwww.eppic.biz – which is intended as both an analytic and design tool – here. It is also available as a $20 paperback.

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 Instruction and Documentation efforts since 1982, including projects with more than 45 F500 firms.

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Guy is also the author of the book:  leanISD, a recipient of an ISPI 2002 Award of Excellence.

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lean-ISD – is available as a free PDF and/or a $30 paperback – here.

Guy has also authored/co-authored 13 other books.

See the Resources tab at his web site at: www.eppic.biz

Guy may be reached via email at: guy.wallace@eppic.biz

See Guy’s LinkedIn Profile – here.

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An Enterprise Process Performance Improvement Framework for Analysis

With a Process Orientation 

And a focus on Performance.

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The Framework?

I’ve been using this – or some variant of this – since the mid-1980s.

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For More

There is a book available – and many Blog Posts – search on “Management AoPs” – to find those.

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Book info – available as a Kindle and/or as a Paperback – here.

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