L&D: Tuesday L&D Processes Audit 45: T&D Methodology and Technology Surveillance Process

T&D Process 11.1: T&D Methodology and Technology Surveillance 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.


Not all loose processes need to be tightened up.

You should only do that Investment if the Returns warrant.


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. 


The L-C-S Framework View

I use both views…


Overview of the Big Picture


T&D Process 11.1: T&D Methodology and Technology Surveillance Process

Process Purpose

The T&D Methodology and Technology Surveillance Process keeps track of what is going on in the worlds of ISD technology and ISD methodology, as well as with all other elements of the T&D system, such as information technology/information system capabilities for development and deployment of T&D.


Process Description

T&D organizations should be conducting targeted, by design and not random, research into the leading-edge ISD processes, tools and techniques, and T&D products of various content and nature. They should then compare both new and old T&D systems, techniques, tools, and “what results achieved at what costs analyses,” for potential consumption by all of the various T&D systems and processes on the T&D Systems View clockface.

T&D should be focused on the evolving methods and technology of ISD processes and on ISD products and their deployment.

Process technology might include what is already available in the ISD marketplace, such as analysis tools, design tools, development tools, evaluation tools, and project management tools. Are they compatible or “integrateable” into the current systems and tools?

T&D product technology might include development and deployment systems or the marketing world’s “distribution system.” These systems and processes develop and deploy T&D via various media and methods, such as books, videotapes or audiotapes, wall charts, classroom sessions, auditorium sessions, computer access Web sites and computer-based learning programs, and satellite-downloaded two-way video and audio systems. The technology is rapidly evolving.

Computer-delivered content is becoming less expensive to generate and deploy. If targeted at the right content and intermixed with other learning strategies, it can be the backbone of the organization’s human resource development/knowledge management/enterprise requirements planning (ERP) HR module systems.

If T&D and its customers are skilled at tapping into the Internet, the intranet of the enterprise, and/or the use of other storage devices, then the amount and timing of content can be in much better control.

Technology and methodology currently available from outside can be easily ascertained by attendance at any one of several T&D-oriented conferences and expos. Understanding some of the newer delivery methods nowadays requires a basic knowledge of information technology.

After the data-gathering portion of your benchmarking of the available T&D technology, methodology, tools, and techniques, you can use the framework provided by the T&D Systems View clockface to help you better see fit and function issues as you determine the total life-cycle costs for any major or minor T&D system change.

Don’t make a change in technology and methodology based simply on first costs. Understand the total life-cycle costs for any purchase before making any commitments. What are the technology and methodology installation costs, if any? What are the annual technology and methodology operations, maintenance, or repair costs?

You must determine where new technology and methodology may better enable, today and in the future, and at what costs. And how does the new technology and methodology square with how work will be conducted in the near- and medium-term future?

The ever-evolving world of information technology will allow us to more easily (but not without some additional effort) capture and report data related to our function and impact within the enterprise. That same information technology evolution is changing how T&D is used by the customers (the T&D user). Other stakeholders, such as the target audience’s management and owners, should have easier access to data about the T&D investment and should know exactly what the returns are.

Current and leading-edge ISD technology and methodology data can be gathered from a variety of sources, including the use of benchmarking processes. Training journals and books provide a wealth of information and methods from external sources. Internal T&D organizations can share their methods and results.

Internal data needs to be gathered, such as target audience demographic data, that identifies many factors about the targets of the T&D investment, such as their current use of desktop computers, laptops, or palmtops, and helps the T&D system understand current systems. Insights such as these may help determine which T&D distribution channels might be used to better reach their customers.

Additional research into those particular deployment technologies, in terms of their future, costs, user-friendliness, ease of learning, ease of usage, and costs typical for content development, need to be understood and considered in any large-scale system.

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

See my 2001 book: T&D Systems View.


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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