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

3 O’clock: T&D Cost/Benefits Measurement System

3.1    Cost/Benefits Measurement System Design and Deployment Process

3.2    Ongoing Cost/Benefits Measurement and Feedback Receiving Process

3.3    T&D Project Lessons Learned Process

3.4    Results Reporting and Archiving 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:

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

3 O’clock: T&D Cost/Benefits Measurement System

3.1    Cost/Benefits Measurement System Design and Deployment Process

3.2    Ongoing Cost/Benefits Measurement and Feedback Receiving Process

3.3    T&D Project Lessons Learned Process

3.4    Results Reporting and Archiving Process

T&D Cost/Benefits Measurement System – This system’s processes organize the measurement and reporting of all T&D metrics and provide the data and interpretations, where appropriate, to the T&D leadership, staff, and all of the key customers and stakeholders in the T&D marketplace.

3.1 Cost/Benefits Measurement System Design and Deployment Process Outputs and Their Utilities

The key outputs from the Cost/Benefits Measurement System Design and Deployment Process include the following:

Key Outputs	Key Utilities
T&D measurement system design, e.g., BSC	This design allows the T&D Governance and Advisory System to judge the need for and potential effectiveness of the planned process, before development/deployment planning.
T&D measurement system development and deployment plans	These plans guide the effort to create (or buy) and install the T&D measurement system.

Is It Broken? Clues and Cues

Your Cost/Benefits Measurement System Design and Deployment Process may be broken if

• You don’t measure or plan to measure key T&D efforts.
• There is not a systematic business approach used to decide which efforts get measured and which do not.
• Measurement is inconsistent, labor intensive, and the results reported are not insightful.
• You rarely or never measure learning, performance, and/or business results.

3.2 Ongoing Cost/Benefits Measurement and Feedback Receiving Process Outputs and Their “Utilities”

The key outputs from the Ongoing Cost/Benefits Measurement and Feedback Receiving Process include the following:

Key Outputs	Key Utilities
Measurement (raw) data	Provides specific data regarding any one T&D product(s) or other T&D effort, enabling calculations and projections for return on investment, cost of conformance, and cost of nonconformance.
Measurement reports and interpretations	Provide both generalized and specific data (depending on the target audience for the report) regarding any one or any group of T&D products or other T&D efforts, enabling calculations and projections for return on investment, cost of conformance, and cost of nonconformance.

Is It Broken? Clues and Cues

Your Ongoing Cost/Benefits Measurement and Feedback Receiving Process may be broken if you

Don’t know your general or specific costs, satisfaction levels for any or all of your stakeholders, mastery levels of learners after training, transfer levels back to the job, and return on investment for any or all of your critical T&D efforts.

Initially collected data, but efforts to do it have declined over time.

3.3 T&D Project Lessons Learned Process Outputs and Their “Utilities”

The key outputs from the T&D Project Lessons Learned Process include the following:

Key Outputs	Key Utilities
Lessons learned reports (by project)	Provide feedback to all involved in the particular project/effort.
Lessons learned archives	Enable a search for information about what works and what doesn’t under certain conditions in similar projects/efforts. It is an enterprise wide compilation, organized by system and process type.

Is It Broken? Clues and Cues

Your T&D Project Lessons Learned Process may be broken if

• You keep seeing the same kinds of mistakes and ineffective, costly approaches being used over and over again in successive projects.
• Your team doesn’t know what worked and what didn’t work in the past, or why.

3.4 Results Reporting and Archiving Process Outputs and Their “Utilities”

The key outputs from the Results Reporting and Archiving Process include the following:

Key Outputs	Key Utilities
Results reports	Provide feedback to project teams and sponsors soon after projects are completed (or in process, depending on the system design) for individual project management.
Results summaries	Provide feedback to T&D management and the governance and advisory groups soon after projects are completed (or in process, depending on the system design) for overall system management.

Is It Broken? Clues and Cues

Your Results Reporting and Archiving Process may be broken if

• Your stakeholders don’t know the results of the investments and expenses made in enterprise T&D.
• You can’t really begin to predict the future in terms of T&D costs and returns based on past T&D projects/efforts.
• You can’t go back and look at or find past project results.

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

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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