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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