L&D: Tuesday L&D Processes Audit 06: Quarterly Operations Planning and Budgeting Updates Process

T&D Process 2.2: Quarterly Operations Planning and Budgeting Updates Process

Note: In my 2001 book I continued my decades old name for the profession as T&D – Training & Development.

Convert for your use as necessary. I will use both T&D and L&D in this weekly series for 2018.

Slide1

Not all loose processes need to be tightened up.

You should only do that Investment if the Returns warrant.

Slide2

Learning By Design vs Learning By Chance

When the Cost of Non-Conformance of poor Process/people Performance warrants the Investment in T&D/ Learning/Knowledge Management Content – then make those investments.

And – just because an L&D profession can determine a valid Learning Need and gap in Content – does not in and of itself warrant meeting that need – in any manner.

It’s a Business Decision. 

Slide3

The L-C-S Framework View

I use both views…

Slide4

Overview of the Big Picture

Slide5

T&D Process 2.2: Quarterly Operations Planning and Budgeting Updates Process

Process Purpose

The Annual Operations Planning and Budgeting Process plans for and allocates the resources that the enterprise has partitioned to the T&D system and to all of the various T&D organizations and processes, in a manner consistent with the strategic needs of both the enterprise and the T&D system itself.

Slide12

Process Description

The Annual Operations Planning and Budgeting Process allocates its constrained, limited resources to its current targets. Those targets include projects for its customers, as well as projects for its internal processes and infrastructure development or improvement projects.

If the T&D system is not undertaking efforts to meet its own strategic needs (for example, conducting T&D-related research and development or eliminating its own current shortfalls), one day it will not be “at the ready” to assist the high-performing organization in meeting the knowledge and skill needs of the critical human assets.

The Annual Operations Planning and Budgeting Process must be built using reality-based estimates from prior experiences. Using pretend, aggressive estimates in the desire to drive down costs or cycle times, without any real experience, needs to be recognized for what it is. That approach/philosophy only drives a need for a backup plan in case the “blue-sky plans” need to be adjusted back to reality.

It’s no good running out of resources midway through the year, forcing drastic plan changes and dropping some efforts altogether due to unrealistic numbers and unrealistic plans that are “discovered” too late.

The Annual Operations Planning and Budgeting Process interfaces with many of the other T&D systems’ processes. It gets input from the T&D Strategic Planning System and the T&D Governance and Advisory System. It provides plans (marching orders) and budgets (funding authorization or actual funds/assets) to all of the other T&D systems in order to carry out the current operational plan. These will be updated as needed by the other two processes within this system.

For More About This Process In the T&D Systems View

See my 2001 book: T&D Systems View.

Slide6

Click on image to link to the download page.

T&D Systems View is also available as a $15 Paperback book – and $7.50 as a Kindle – for more information and/or to order – please go – here.

This 2018 Weekly Series Continues Next Tuesday

For Past Series Posts search this site using: “Tuesday L&D Processes Audit”

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