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

4 O’clock: T&D Process Improvement System

4.1    T&D Issues Generation and Assessment Process

4.2    T&D Improvement Project Planning and Management 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

4 O’clock: T&D Process Improvement System

4.1    T&D Issues Generation and Assessment Process

4.2    T&D Improvement Project Planning and Management Process

T&D Process Improvement System – This system’s processes organize the quality/process improvement efforts for both continuous improvement and discontinuous improvement to the processes of the entire T&D system.

4.1 T&D Issues Generation and Assessment Process

The key outputs from the T&D Issues Generation and Assessment Process include the following:

Key Outputs	Key Utilities
T&D issues and opportunities report	Provides insight and potential targets for improvement for consideration by the T&D Governance and Advisory System and T&D leadership.

Is It Broken? Clues and Cues

The T&D Issues Generation and Assessment Process may be broken if

• Big T&D system problems and opportunities are not determined, validated, or addressed in a rational, systematic manner.
• Major T&D problems that aren’t addressed incur avoidable, recurring costs that reach a level of significance and/or intolerance that detracts from the key business focus of the T&D system.

4.2 T&D Improvement Project Planning and Management Process

The key outputs from the T&D Improvement Project Planning and Management Process include the following:

Key Outputs	Key Utilities
Project plans for each improvement	Allow better management of each project.
Master plan for all ongoing projects	Allows better management of the bundle of projects (a program).
Project status reports	Allow visibility of project performance in terms of schedule and cost performance, and raise issues (problems/opportunities) related to the project’s success.

Is It Broken? Clues and Cues

The T&D Improvement Project Planning and Management Process may be broken if

• Improvement initiatives are undertaken without a clear plan of tasks, responsibilities, schedule, or costs.
• Improvement initiatives are routinely poorly conceived, behind schedule, or over budget.
• Improvement initiatives are not considered “true projects” with expectations for results, resources, communication, etc., equivalent to “client work.”
• Projects drift and seem uncontrolled despite a well-documented plan.
• None of the really big problems are being addressed.

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 – Assessing Your T&D/ Learning/ Knowledge Systems

Free Book PDF

Again – 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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