Who Drives Learning Investments and Monitors Results?


In an Enterprise Learning Context – it should be the Stakeholders.

The 12 clockface positions of the T&D Systems View model each represent a subset of the total system of T&D -or L&D -or KMS. They are organized into three groupings.

  • T&D Leadership Systems and Processes
  • T&D Core Systems and Processes
  • T&D Support Systems and Processes

This is from my 2001 book: T&D Systems View – recently updated into a new book with a new title: The Curriculum Manager’s Handbook.

12 O’clock: T&D Governance and Advisory System

1. T&D Governance Process

2. T&D Advisory Process

T&D Governance and Advisory System – This system’s processes organize all of the key stakeholders of the enterprise in order to formalize the channels of communication for providing advice from the T&D internal marketplace customers and governance from the leaders of the enterprise.

Process Outputs and Their “Utilities”

The key outputs from the T&D Governance Processes include the following:

Key Outputs Key Utilities
General goals, objectives, and measures for the T&D system’s operations These help others within the T&D operations processes determine where to focus their improvement and investment resources. These channel efforts and build and maintain the infrastructure required to operate.
Specific goals, objectives, and measures for the T&D system’s products and services These help others outside the T&D operations processes determine where to focus their improvement and investment requests for resources. These operate the infrastructure to build products and services for key targets with high-payback potential.
Ultimate approval for any and all initiated T&D business case projects, and the business rationale for any/all T&D efforts and resources These help others understand the impetus and importance of any effort that they may be directed to participate in, as well as explain and document the “costs of conformance” (to a standard/benchmark), and the “costs of nonconformance.”
Budget, headcount, facilities, and other resources within their budgetary control or influence These ensure that the executives in control of enterprise resources (and on the board of governors for T&D) understand the link between their requests for T&D and the resources necessary to accomplish their goals.

Is It Broken? Clues and Cues

Your T&D Governance Processes may be broken if…

  • 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.

Process Outputs and Their “Utilities”

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

Key Outputs Key Utilities
Proposed T&D projects, return on investment, and the budget requirements (headcount and expense dollars) These allow the board of governors to see a longer range approach to meeting the needs of critical audiences in successive waves, driven by priorities based on both their cost of conformance and cost of nonconformance.
Completed T&D project efforts and specific T&D products and byproducts Products are then released to T&D deployment (delivery) after successful completion of the development projects.

Is It Broken? Clues and Cues

Your T&D Advisory Processes may be broken if…

  • 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 macrodevelopment 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.

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. Or see the update in the new (in 2011) book: The Curriculum Manager’s Handbook:


For info about the book, Table of Contents – and ordering from Amazon’s CreateSpace online e-store – please go here.

Guy W. Wallace, CPT, has been an external ISD/HPT consultant since 1982, is the president of EPPIC Inc., has been a member of ISPI since 1979, is a past president of ISPI, and was the author of the book:  leanISD plus 11 other books, is a recipient of an ISPI 2002 Award of Excellence for lean-ISD – among other awards and recognition.

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