Dec 25 2015

Final Friday of the Month: Part 12 – Assessing Your T&D/ Learning/ Knowledge Systems

In this month’s Final Friday Feature – for December 2015 – and the next-to-last of this 12-part series – we will address…

11 O’clock: T&D Research and Development System

11.1 T&D Methodology and Technology Surveillance Process
11.2 T&D Internal and External Benchmarking Process
11.3 T&D Methodology and Technology Pilot-Testing Process

T&D Research and Development System – This system’s processes organize the surveillance and testing of various new T&D methods and T&D technologies for the potential purposes of internalization.

Preface

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… T&D Systems View… which is available as a free PDF, and as a paperback for $20.00 USD plus s&h.

The T&D/ L&D Clockface Model

We are “rockin’ round the clock” – so-to-speak – 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 and thoughts may vary. And may need to.

The T&D Clock-Face Model

The 12 clockface positions of the T&D Systems View model each represent a subset of the total system’s Processes of T&D. Not all are of equal consequence, and therefore, imporatnce – and then worthy of improvement efforts. Sometimes you need to live with it as it is and do the best given current realites. But othertimes you need to address the improvement potential inheirant in any poor practices, policies and processes.

The T&D Systems View model’s (sub) Systems are organized into three groupings. Each of the 12 Systems’ Processes – the target of your assessment/analysis and/or design/development of improvement efforts. The 3 groupings are:

– T&D Leadership Systems and Processes

– T&D Core Systems and Processes

– T&D Support Systems and Processes

Another view of these is next…

Here is the “big picture” – ala the Clock-Face View – with System Call-Outs – for your once over…

Back to the model…

11 O’clock: T&D Research and Development System

11.1 T&D Methodology and Technology Surveillance Process
11.2 T&D Internal and External Benchmarking Process
11.3 T&D Methodology and Technology Pilot-Testing Process

11.1 T&D Methodology and Technology Surveillance Process

Outputs and Their “Utilities”

The key outputs from the T&D Methodology and Technology Surveillance Process include the following:

Key Outputs	Key Utilities
Key T&D methodology and technology trends and emerging capabilities	Will provide input to the next process where some will be explored further to assess their capability, feasibility, and desirability.

Is It Broken? Clues and Cues

Your T&D Methodology and Technology Surveillance Process may be broken if
You are not constantly, systematically surveying the marketplace for what’s new.
Customers or other leaders in the enterprise are asking you about methodology or technology that you are unaware of.

11.2 T&D Internal and External Benchmarking Process

Outputs and Their “Utilities”

The key outputs from the T&D Internal and External Benchmarking Processes include the following:

Key Outputs	Key Utilities
Benchmark studies	Provide insights into how things are done elsewhere (internal or external to the enterprise).

Is It Broken? Clues and Cues

Your T&D Internal and External Benchmarking Processes may be broken if
You reinvent systems, processes, or products that already exist.
You start development or improvement efforts with only the old model and a blank sheet in front of you, instead of with several new models borrowed from elsewhere.

11.3 T&D Methodology and Technology Pilot-Testing Process

Outputs and Their “Utilities”

The key outputs from the T&D Methodology and Technology Pilot-Testing Processes include the following:

Key Outputs	Key Utilities
Test results for T&D system methods, technologies, equipment, and tools	Help avoid implementation of items that will not really work as needed or desired.

Is It Broken? Clues and Cues

Your T&D Methodology and Technology Pilot-Testing Processes may be broken if

Things get implemented without testing, resulting in scheduling and cost issues and reduced ROI.
You never pilot test new methods, techniques, tools, etc.
Too many things have been implemented in the past that just haven’t worked out as well as first thought.

Part 12 Summary

R&D is essential to keeping pace with the potential to improve performance. It must be planned and executed in alignment with the needs of the enterprise.

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: 3 O’clock: T&D Cost/Benefits Measurement System – April 2015

Part 5: 4 O’clock: T&D Process Improvement System – May 2015

Part 6: 5 O’clock: T&D Product and Service Line Design System – June 2015

Part 7: 6 O’clock: T&D Product and Service Development System – July 2015

Part 8: 7 O’clock: T&D Product and Service Deployment System – August 2015

Part 9: 8 O’clock: T&D Marketing and Communications System – September 2015

Part 10: 9 O’clock: T&D Financial Asset Management System – October 2015

Part 11: 10 O’clock: T&D Human & Environmental Asset Management Systems – November 2015

Part 12: 11 O’clock: T&D Research & Development System – December 2015

Free Book PDF

Again – for more on this model please see the free 400+ page book: T&D Systems Viewatwww.eppic.biz – which is intended as both an analytic and design tool – here. It is also available as a $20 paperback.

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 Instruction and Documentation efforts since 1982, including projects with more than 45 F500 firms.