L&D: Tuesday L&D Processes Audit 17: T&D Product and Service Line Development and Acquisition Program Management Process

T&D Process 6.1: T&D Product and Service Line Development and Acquisition 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.

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 6.1: T&D Product and Service Line Development and Acquisition Program Management Process

Process Purpose

The T&D Product and Service Line Development and Acquisition Program Management Process, much as the first process within 5 o’clock, is intended to deliberately control the multiple efforts for development and acquisition for putting high-priority, high-payback T&D products and services in place.

Slide23

Process Description

The T&D Product and Service Line Development and Acquisition Program Management Process provides the program-level command and control (and targeted empowerment) that is very necessary in this Internet-speed world in which we live. Command and control does not necessarily need to proceed and operate in slow motion if the processes are well specified, defined, and developed.

Too much is at stake and “haste makes waste.” The need to avoid waste, of course, has to be balanced with the need for rapid responses to meet fast-moving issues and needs.

Just as our personal lives move fairly rapidly in today’s world, we probably do not subscribe to the notion that “whatever, whenever, however” is okay when it comes to our house purchase, life savings and retirement investment strategies, where our kids go to school and college, and what kind of training and car we put our new 16-year-old drivers in before anxiously waving goodbye as they drive off to pick up their friends for an evening of cruising.

And so it goes for the not-so-minor investments in human competence development needed to deal with current issues and/or move the enterprise forward.

Assuming that the number of T&D products and services to either develop, acquire, modify, or maintain is large, careful control is necessary to safeguard both the shareholders’ and other stakeholders’ interests.

T&D is very expensive. Initial costs can be very high. Life-cycle costs are too often an afterthought in many situations and are also very expensive. You not only need to ask “if we build it, will they come?” but also “if we build it, can we maintain it?” And then ask, “What does that do to return on investment and economic value add?”

The same is true for services as well as products. Why build it if you’re not willing to project future needed life-cycle costs for maintenance and administration? Too often T&D is built or acquired without the due diligence of asking what else have we purposely or inadvertently signed ourselves up for in terms of costs over the long haul.

Shareholders would be both against past practices and angry if they truly understood the history of our oblivion. This process ensures that this problem is minimized, as nothing is perfect in a non-zero defect world, according to the statisticians.

 

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”

# # #

EPPIC w Gopher Logo

Advertisements

Leave a Reply

Please log in using one of these methods to post your comment:

WordPress.com Logo

You are commenting using your WordPress.com account. Log Out /  Change )

Google+ photo

You are commenting using your Google+ account. Log Out /  Change )

Twitter picture

You are commenting using your Twitter account. Log Out /  Change )

Facebook photo

You are commenting using your Facebook account. Log Out /  Change )

Connecting to %s

This site uses Akismet to reduce spam. Learn how your comment data is processed.