Here below is a SlideShare Presentation of a presentation that I did 10 years ago today for Purdue’s Jim Russell – which is also available as a PDF in the Resources Tab of this site.
Project Management – Purdue – 2001 – 15 page PDF – delivered for Jim Russell’s students at Purdue – covers my project planning “activity block diagram” which is the basic building block for all of my project planning at the detailed level, plus the Project Plan task/role/schedule chart format and organization structure that I had been using for my client proposals and project plans since 1982.
One of the reasons that Project Planning has been important to me my entire career – is that I was expected to plan each effort as part of the client buy-in process – not for doing any Instructional Design/Development effort – as that was THEIR choice – but to sell them on THIS APPROACH.
They wanted it done – and we planned to do it. That we we could slip in a quick but thorough analysis effort AND demonstrate that it wouldn’t fall into the category of Analysis Paralysis – and that they would have a chance to review that Analysis data before it was used for Design and then used for Development, etc. If they had questions – which sometimes they did – we had a forum to answer them and to get EVERYONE aligned to the plan and the resources required to conduct it.
That led us to the next issue: who to analyze? Who were the exemplars (Master Performers) – and we always let the client group (a Project Steering Team most often) handpick them – and we would model the content after what we found the Master Performers doing. We also include “other SMEs” so that the appropriateness of what we uncovered could be checked before being used.
Getting your content to be authentic is one thing. Having it be accurate, complete and appropriate is sometimes another. Sometimes the Master Performers – the best of the Target Audience – take short-cuts, violate the governmental laws/regulations/codes – or the enterprise policies/procedures – and that’s not good.
So I always encourage a blend of expertise – actually doing the job to a level of mastery – and other perspectives on other aspects of that performance that differ project by project.
Here is a link to an article I authored in 1986 in the Newsletter of the Chicago Chapter of ISPI (then NSPI) on “Project Management for Training.” Like I said – I go way back on this topic. This was also addressed in my 1999 book: lean-ISD and the recent updates to those books – see those here.
Here is more in-depth Presentation set of slides from my 90 minute session at ISPI in 2009…
And here is also a video – just under 90 minutes – of me delivering the session from 2009…
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