L&D: Tuesday L&D Processes Audit 14: T&D Product and Service Line Program Management Process

T&D Process 5.1: T&D Product and Service Line Program Management 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.

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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. 

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The L-C-S Framework View

I use both views…

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Overview of the Big Picture

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T&D Process 5.1: T&D Product and Service Line Program Management Process

Process Purpose

The T&D Product and Service Line Program Management Process oversees the effort to determine, across the enterprise, which T&D priorities to address. The decisions made as to which of the highest priorities from the various units/segments of the enterprise should be addressed, and in what order, are the province of the governance and advisory group. This process interacts with the Governance and Advisory System and responds, perhaps planning and implementing over a multiyear period, depending on the complexity of the enterprise.

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Process Description

The T&D Product and Service Line Program Management Process exists to determine the sequence of projects to address specific performance-based needs, with available T&D resources based on the prioritized, critical enterprise needs.

No target audience should be addressed because it’s their turn. Only address those target audiences that are in mission-critical processes and are experiencing performance issues or are expected to have performance issues where the cost of nonconformance (CONC) is large, and the cost of conformance (COC) suggests return on investment that is sufficient compared to the enterprise hurdle rates and other opportunities.

There is no sense in spending shareholder equity, future profits (or investment dollars), for low-payback returns. You wouldn’t invest your own money that way.

If the T&D system is supporting a Knowledge Management System, human competency effort, or ERP systems, it should deliberately populate such a system for “push” audiences only.

A “push” audience is one for which the T&D Governance and Advisory System specifically targets and resources T&D efforts to address an issue of sufficient magnitude. If T&D expenditures are to become investments with significant payback, the leaders of the enterprise need to deliberately identify these targets and then resource the efforts for T&D to carry out.

All T&D efforts for development and delivery should be for “push” audiences only, and all T&D content should be built specifically for them. T&D content is expensive in terms of both its initial costs and its life-cycle costs. But design and development can be done in such a way that T&D content chunks, also known as learning objects (as well as other names), are made available to “pull” audiences at a minimal incremental cost. Never should the typically constrained resources of an enterprise be invested in the low-hanging fruit of meeting the lower-payback needs of “pull” audiences.

The T&D staff assigned to this process collaborates with advisory groups representing their functions and any of their “owned” enterprise processes. Functions, such as sales or finance, own certain systems and processes that include players from multiple functions. Examples include engineers involved in sales-owned proposal and bid process, or sales reps and engineers involved in finance-owned expense reimbursement process. The various T&D product and service lines are determined by addressing these constituencies as reflected in the advisory group structure. See Figures 9-2, 9-3, and 9-4.

Advisory groups could be structured as simply as marketing and sales, engineering, manufacturing, staff, and management. As always, it depends. Look at your organization chart. Then take similar disciplines (such as accountant, engineers, writers), organize them into learning communities, and establish a T&D advisory committee.

The advisory groups are facilitated in this process to make their case to the board of governors as to what T&D efforts should take place, and provide business cases for each of their requests. The T&D board of governors will allocate the limited resources at their disposal to maximize returns. The board of governors may have provided input initially to the advisory groups as to their role in upcoming/ongoing enterprise initiatives and where to focus their own investigations.

This approach helps to meet the current issues of the enterprise as well as to prepare the enterprise for its future, based on inputs from the functional process owners.

Current issues and strategic needs should always get all of the resources, very deliberately, as determined by the Governance and Advisory System. This process works the T&D side of the collaboration and feeds it.

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

See my 2001 book: T&D Systems View.

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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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