Whether you are new to learning and performance or a seasoned veteran, this webinar will help you understand the critical success factors in running a successful learning and performance organization, considering both the internal operation of your department and its overall presence in the larger enterprise.

1. Increasing the
Business Impact of
the Training
Organization

2. Agenda
Agenda
An overview of training development
Why implement a training development
process?
What should a comprehensive training
development process accomplish?
Developing a project plan
Implementation and tracking
Critical success factors

3. Business Perspective
The Role EPD
Creating the strategy and setting the appropriate
investment level.
Aligning the learning enterprise with the business.
Improving individual and organizational performance.
Designing efficient and effective development and
delivery strategies.
Managing the learning enterprise as a business.
Developing productive partnerships.
Managing organizational talent for business growth.
Demonstrating value of the learning enterprise.
October 2004 - Jack J. Phillips, Ph.D.

4. Business Perspective
Enterprise Perception of EPD
Discretionary
Not Strategic
Hard to measure results
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5. Business Perspective
Total Training Expenditure
$45,000,000
$40,000,000
$35,000,000
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$0
00 00 0 00 00
5,
0
0 ,0 0 ,00 0 ,0 0 ,0
1 2 4 8
Employees
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6. Business Perspective
 Before: Training development
 ID
 Knowledge objects
 Interactions
 Simulations
 Students made  During: Training delivery  Who passed?
aware  Classroom  What was taken?
 Students allowed  Web  When was it taken?
to enroll  Facilitated distance
 CD ROM  Notify appropriate personnel
 Give students
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preparation time  Satellite
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7. Business Perspective
Measurability of Results
Sa le s Production Ma rke ting Applica tion IT Infra structure T ra ining
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Interactive 7

8. Business Perspective
$600,000,000
$500,000,000
$400,000,000
$300,000,000
$200,000,000
$100,000,000
$0
$500,000,000 $1,000,000,000 $5,000,000,000 $10,000,000,000
Marketing IT Training
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9. Instructional Perspective
What we believe about learning impacts our
thinking (Old Style)
Organization is responsible for learners training
Learners are passive
Time and productivity are not critical
Classroom: multi-day classes consisting of
asynchronous lectures with little interaction
Virtual Classroom: multi-day classes consisting of
asynchronous lectures with little interaction
Self-paced CBT: If the learner was entertained, he/she
would learn. “Boring”, “static” content didn’t teach people
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10. Instructional Perspective
What we believe about learning impacts learning
technology (New Style)
Learner is responsible for learner’s training
Learners are active seekers
Time and productivity is everything
Learning is active, not passive, and comes in a wide
variety of forms
Classroom: multi-day classes consisting of synchronous
lectures with abundant interaction and use of technology
Virtual Classroom: multi-day classes consisting of
synchronous lectures with abundant interaction and use of
technology
eLearning: Learner will seek and adapt to a style that best
suits his/her needs and goals. They generally know what
they don’t know.
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11. Instructional Perspective
The new learner
Dale Zwart: Learner readiness, doesn’t know
what he/she doesn’t know , motivated and
equipped to actively seek required information
EduTainment not necessary
Simple and interesting will do
Learner engagement important
Interactions can be simple
Page turners have a place
Blended learning is current defacto
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12. Instructional Perspective
Increasing Number of Delivery Mediums
Instructor-led training
Seminars
Remote labs
Online mentoring
Virtual classroom
Virtual communities
Simulations
Satellite
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13. Instructional Perspective
Increasing Number of Delivery Mediums
CD-ROM
Video on demand
Audio on demand
Web books
Books
EPSS
Assessment
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14. Instructional Perspective
So what is the big deal about eLearning?
In 90’s was going to be the killer application on
the internet, multibillion dollar industry
“Better” way to learn
Improved retention
Saves travel costs
Reduced learner seat time
24 X 7 content availability, Just-in-time training
Faster deployment and time to competency
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15. Production
Production Values and Local Bandwidth
Wars
Achieving Sound, Graphic, Video Quality
CD-ROM was gold standard
Proprietary video and graphics accelerators and
specialized cards
Network delivered: IT folks went nuts
Intranet delivered: IT folks went nuts
Demo
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16. Delivery
Managing Distance Learning Today
Challenges of each medium: CD-ROM, Intranet,
Network, Internet, Satellite, Webinars
Internet Delivered: IT folks went nuts
Firewalls, Security
Administration: Participation, Grades
Delivery
Updates
Downloads and plug-ins
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17. Training Development
Evolution of eLearning Technology 90’s
1992: CD presentation with database engine
1993: PC-based LMS
1994: End user technical training in eight Latin-based
languages
1994: End user technical training in DBCS Japanese and
Chinese
1994: Hybrid training CD
1995: Corporate training portal with “push” internet-based
client updates
1996: Internet-deployed LMS
1998: Conversion of traditional classroom courses to
knowledge objects
1999: Knowledge Object Manager
2001: Facilitated distance learning
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18. Training Development
Development and Acquisition Costs
Decreasing costs of technology and
development
Rising customer sophistication
Smaller budgets
Mixed teams
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19. Training Development
Development and Acquisition Costs
Advanced Authoring Tools
Reusable Learning Objects
Dynamic Course Generation
Templates
Mega Training Libraries: SkillSoft, others
Mega Reference Libraries: Books 24 X 7
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20. Training Development
Decreasing Development Costs
eLearning Development Costs/Finished Hour
$45,000
$40,000
$35,000
$30,000
Cost/Hour
$25,000
$20,000
$15,000
$10,000
$5,000
$0
1990 1995 2000 2005 Future
Year
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21. Training Development
Delivery Costs
Hardware Costs
Infrastructure Costs
Telecommunications Costs
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22. Training Development
Evaluation
From Kirkpatrick’s Four Levels
Return on Investment (ROI)
Strategic Alignment
Cost Justification
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23. Training Development
Duration of training 33 hrs
Estimated student numbers 750
Period over which benefits are calculated 12 months
Costs
Design and development $40,930
Promotion $4,744
Administration $12,713
Faculty $86,250
Materials $15,000
Facilities $40,500
Students $553,156
Evaluation $872
Total cost $754,165
Benefits
Labour savings $241,071
Productivity increases $675,000
Other cost savings $161,250
Other income generation $0
Total benefits $1,077,321
Return on investment 143%
Payback period 8 months
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24. Training Development
Training Expenditures Average $1,200 per Employee
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25. Training Development
Resource Strategy Detail Advantages Challenges
Outsource Complete Network outsources entire Least impact on Communication of goals
Project project including project internal staff, cost and flexibility to meet
management. Project schedule control through project changes
and quality are monitored fixed price bidding,
through scheduled reviews and speed, and
sign-offs specialized skills
Outsource Specific Network outsources specific Maximizes all Coordinating mixed team,
Project Development project functions that are not resources, skill tasks, and process flow
Functions core competencies e.g. sets, and
programming, graphics, efficiencies
animations. Project Management
combined responsibility of
Network and Vendor Company
Internal Staff Only Network completes project with Most control and Internal staff may be over
internal resources exclusively potentially lowest taxed and have difficulty
cost maintaining priorities
between multiple on-going
projects
Internal Staff Network completes project with Reduces resource Coordinating mixed team,
Augmented with internal resources augmented by requirements on tasks, contractor
Contractors contractors internal staff acquisition, and cost
control. Project
Management resources
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26. Training Development
Business Opportunities
New Development Market
Conversion Market
Maintenance Market
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27. Training Development
eLearning Expenditures
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28. Training Development
Function ILT Virtual ILT Lo Band WBT Hi Band WBT
Project
Management 5 7 12 40
Instructional
Design 35 53 62 100
Programming 0 10 40 120
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Creative 10 10 10 40

29. Training Development
Typical Resource Requirements
Resource Assignments
350
300
250
200
Hours
150
100
50
0
ILT Virtual ILT Lo Band WBT Hi Band WBT
Project Management Instructional Design Programming Creative
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30. Training Development
Typical Resource Requirements
Resource Assignments
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
ILT Virtual ILT Lo Band WBT Hi Band WBT
Project Management Instructional Design Programming Creative
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31. Training Development
Factor Risk Level
Risk Assessment Experience with content High
New technology Low
Audience commitment Average
Available client resources High
Available Edge resources Low
Availability of required Average
content
Readiness of required High
content
Realistic deadline Low
Content delays Average
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Review delays
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32. Training Development
Summary Industry Trends
An increased preference for the use of
individual contractors
Less regard for “learning science”
Move away from “Edutainment”
A trend away from total project outsourcing
Gives customer more control and flexibility but
less accountability
Business Process Outsourcing
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33. Training Development
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34. Training Development
Why utilize training development process
Can say “yes” more times than “no”
Better management of resources
Maximum value to business
Reduced stress
Better department efficiency
Accountability
Tracking and planning

35. Training Development
Why not utilize training development process
Too much additional work
Time tracking not professional
Hard to use
Will be used against me
Inaccurate measurement of my performance
Push back
Speed to market
Other BPO arguments

36. Training Development
Philosophy
Tyranny of quality and perfection, good enough
is good enough.
Don’t spend more to fix a problem than the
problem costs you.
Moon shot analogy and the role of quantitative
analysis.
Goal of an identifiable and measurable
improvement for the time and money spent.
Don’t cure world hunger.

37. Training Development
Setting Accurate and Measuring Progress
Attainable Objectives and Status
Making
Adjustments

38. Training Development
Components of training development

39. Training Development
Audience Quiz
How large is your training development staff
1-10
10-20
20-30
30-50
>50

40. Training Development
Why utilize training development process
Feature
Function
Benefit

41. Training Development
Development Efficiency Effects Business Impact
Business Impact
$25
Measurable Business
$20
Impact (Million)
$15
$10
$5
$0
$100,000 $75,000 $50,000 $25,000
Average Project Cost
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42. Training Development
Development Efficiency Effects Business Impact
Justifiable Projects
25
Number of Projects
20
15
10
5
0
$100,000 $75,000 $50,000 $25,000
Average Project Cost
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43. Training Development
eLearning Development Costs
eLearning Development Costs/Finished Hour
$45,000
$40,000
$35,000
$30,000
Cost/Hour
$25,000
$20,000
$15,000
$10,000
$5,000
$0
1990 1995 2000 2005 Future
Year
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44. Training Development
Enterprise Wide Training Expense
$7,000,000 $6,500,000
$6,000,000
$5,000,000
$4,000,000 $3,250,000
Costs
$3,000,000 $2,600,000
$1,950,000
$2,000,000 $1,300,000
$650,000
$1,000,000 $325,000
$0
5 10 20 30 40 50 100
Staff Size

45. Training Development
Where is a $12,800,000 Budget Spent?
$366,490
$475,080
$827,996
$950,159
$5,090,138 Salaries
Travel
Conferences
Outsourcing
Products
Other
$5,090,138
Source 2004 ASTD Industry Study

46. Training Development
What do you get for $12,800,000
New content development
Maintenance
Infrastructure
Delivery

47. Training Development
The components of training development
Determining project scope
Resource planning and assignments
Project scheduling
Project management, tracking, and adjustment

48. Training Development
Audience Quiz
Who has a development process in place?

49. Training Development
Project Evaluation and Intake
Flowchart
of Determine Project Scope and Cost
o Hours of training
o Delivery medium
process o Production value
Determine Resource Plan
o Overall development skills needed
o Specific resource requirements by skill
o Total FTEs by skill, quantity, and timing
Determine Project Plan
o Develop tasks and milestones
o Assign resources
o Implement Project Plan
Project Management, tracking, and adjustment
o Status tracking
o Hours capture
o Adjustments

50. Determining Project Scope
Delivery Mediums
eLearning
Instructor-led training
Virtual classroom
CD-ROM
Satellite
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51. Determining Project Scope
Development and Acquisition Costs
Advanced Authoring Tools
Reusable Learning Objects
Dynamic Course Generation
Templates
Mega Training Libraries: SkillSoft, others
Mega Reference Libraries: Books 24 X 7
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52. Determining Project Scope
Metric Estimating
The first is an estimating model based on both our experience and standard industry
metrics. This metric utilizes a standard development ratio associated with each hour of
training developed. Following are some typical development ratios used in project
estimation.
Top Down Estimating
A second model utilizes a top-down estimating model. This is especially useful in projects
having special requirements. With this method, we establish a base price from similar
projects that we have previously completed. We use this as a basis and then apply the
differences between the two projects to the overall cost estimate.
Bottom-up Estimating
A third model is used to estimate very complex projects having special characteristics. It is
a bottom-up estimating model. In this model, all the components of the project are
identified and estimated individually and then rolled up into a total project estimate. We
have found during our 11 years in the business that Metric Estimating produces very
accurate estimates for most projects.
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53. Determining Project Scope
Characteristic ILT & Virtual ILT Lo Band WBT Hi Band WBT
Development hours per 40-60 120 300
hour of finished training
Instructional Strategy Linear, knowledge Linear, knowledge transfer, Linear, knowledge transfer,
transfer show/tell/do show/tell/do, scenario-based
Theme and Motif Simple, common visual More complex, minimal storyline Full storyline and theme
theme, clip art development development
Screen Design and Layout Simple, minimal graphics More complex, sophisticated graphics Complex design, graphics and
for visual engagement and interaction to reinforce learning interactions to reinforce
and interest objectives as well as visual learning objectives, simulate
engagement and interest tasks, as well as visual
engagement and interest
Interactions Graphics, minimal Graphics, more numerous and Graphics, more numerous and
interactions, one per five complex interactions, one per three complex interactions, one per
screens screens screen
Media Graphics Minimal voice-over and video Rich voice-over and video
Navigational Scheme Linear Linear with some hierarchical Hierarchical navigation
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navigation
Skills Assessment Linear with feedback Linear, feedback, some remediation, Linear, feedback, remediation,
scores captured scores captured
Development tools and Standard, non- Standard, non-proprietary Standard, non-proprietary
technology proprietary

54. Determining Project Scope
Target Format
Original
Format Virtual Lo Band Hi Band
ILT
ILT WBT WBT
ILT
N/A 20 40 200
CD-ROM
N/A N/A 100 150
Paper based
60 80 50 300
Revision % based on original development costs
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55. Resource Planning and Assignments
Project Team
Project Management
Instructional Design
Programming
Creative
Quality Assurance
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56. Resource Planning and Assignments
Audience Quiz
Do individuals on your staff play multiple roles?
ID/PM
ID/Developer
PM/QC
ID/PM/QC

57. Resource Planning and Assignments
Virtual Lo Band Hi Band
Function ILT ILT WBT WBT
Project
Management 13% 12% 10% 13%
Instructional
Design 75% 63% 33% 27%
Programming 0% 8% 33% 27%
Creative 13% 17% 13% 20%
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Copyright Edge Interactive 11% 13%57

58. Resource Planning and Assignments
Typical Resource Requirements
Resource Assignments
350
300
250 Quality Control
Creative
200
Hours
Programming
150 Instructional Design
100 Project Management
50
0
ILT Virtual ILT Lo Band WBT Hi Band WBT
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59. Resource Planning and Assignments
Hours of training 8
Low Band
Training Type WBT
Development Ratio 120
Total Development Hours 960
Monthly Resource
Requirement
Total Allocated
% of Total hours for
Resource Project Hours project Oct Nov Dec
Project Management 10% 96 32 32 32
Instructional Design 33% 317 120 100 49
Programming 33% 317 20 120 40
Creative 13% 125 40 70 34
Quality Control 11% 106 10 40 46
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60. Resource Planning and Assignments
Monthly Staff Hours
140
120
100 Project Management
Instructional Design
80
Programming
60
Creative
40 Quality Control
20
0
Oct Nov Dec
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61. Resource Planning and Assignments
Training Hours 40.0 24.0 16.0 8.0
Project Size (Hours) 4,800 2,880 1,920 960
Person Months 36.9 22.2 14.8 7.4
Task Hours 40 FTE 40 FTE 40 FTE 40 FTE
PM 10% 12.0 3.7 7.2 2.2 4.8 1.5 2.4 0.7
ID 33% 39.6 12.2 23.8 7.3 15.8 4.9 7.9 2.4
Art 13% 15.6 4.8 9.4 2.9 6.2 1.9 3.1 1.0
Programming 33% 39.6 12.2 23.8 7.3 15.8 4.9 7.9 2.4
QC 11% 13.2 4.1 7.9 2.4 5.3 1.6 2.6 0.8
Total 100% 120.0 36.9 72.0 22.2 48.0 14.8 24.0 7.4
Assign no more than 40 hours to an individual task, more is all the time in the world
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62. Resource Planning and Assignments
Staff Requirements
35.0
30.0
25.0
Person Months
20.0
15.0
10.0
5.0
0.0
40.0 24.0 16.0 8.0
Training Hours
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63. Resource Planning and Assignments
Total Allocation for All Projects
30.00
26. Expanets FSS Analysis
25. Expanets FSS CBT Conversion
24. Expanets FSS ILT to WBT
23. Pfizer Adams KC Test Addition
25.00 22. Avaya IP Telephone
21. Avaya DEF IP Solutions
20. Sun-New Hire Partner
19. Sample 2 Project
FTEs (Full Time Equivalents)
20.00 18. Sample 1 Project
17. Qwest EEL-C
16. Hewlett Packard Omnibook
15. Children's Hospital NCCFC
14. NCH Infosearch Update
15.00
13. Avaya Web VTT Softphone
12. Avaya ECLIPS Tier 1 Training
11. BSCS - Bioinformatics
10. BSCS - NIH4
10.00 9. BSCS - NIH3
8. Qwest IMA Rel 8
7. Qwest Wireless Type 1
6. Qwest Billing Update-Sub Account
5.00 5. Qwest IMA
4. Qwest LSOG 5 Release
3. Qwest 5x4 Phase 2 updates KC, QRG and courses
2. Qwest EEL
1. USW PH4 UNE-P Centrex Products
0.00
11 /01
/2 1
/2 1
1 2 /0 1
/2 1
01
7/ 1
7/ 01
7/ /01
7/ /01
8/ 1
8/ 1
8/ 01
8/ /01
8/ /01
9/ 1
9/ 01
9/ /01
9/ /01
10 /01
/1 1
/1 1
/2 1
/3 1
/1 1
/1 1
/1 1
10 0/0
10 7/0
10 4/0
11 4/0
11 1/0
12 2/0
1 2 9 /0
0
/0
0
/0
10 3/0
11 7/0
12 /0
4/
1/
8/
5/
6/
7/
8
11
18
25
15
22
29
12
19
26
1
/5
/
2
/
6/
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64. Project Dynamics
Why are you so tired at the end of the day?
Risk/Certainty dynamic
Perfection/Good enough dynamic
Multiple Personalities on a Project
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65. Project Dynamics
Factor Risk Level
Risk Assessment Experience with content High
New technology Low
Audience commitment Average
Available client resources High
Available resources Low
Availability of required Average
content
Readiness of required High
content
Realistic deadline Low
Content delays Average
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Review delays
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66. Project Dynamics
“Discovery”
Customer Under
desire for defined goals
“best” and
product objectives
Project
Dynamics
Customer Business
delays: climate
content changes
Customer Your desire
delays: for “best”
reviews product
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67. Project Dynamics
Personalities in aOwner
Vendor Business project
Customer management
Customer champions
Customer Subject Matter Experts
Project Managers
Instructional Designers
Graphic Artists
Programmers
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68. DISC Personality Types
DISC type Description
Independent, persistent, direct.
Dominant Energetic, busy, fearless.
(Direct, Driver, Demanding, Determined, Focus on own goals rather than people.
Decisive, Doer) Tell rather than ask.
Ask 'What?'
Social, persuasive, friendly.
Energetic, busy, optimistic, distractable.
Influential
Imaginative, focus on the new and future.
(Inducement, Inspiring, Impressive,
Poor time managers. Focused on people than tasks.
Interacting, Interesting)
Tell rather than ask.
Ask 'Who?'
Consistent, like stability.
Accommodating, peace-seeking.
Steady
Like helping and supporting others. Good listeners and counsellors.
(Submissive, Stable, Supportive, Shy,
Close relationships with few friends.
Status quo, Specialist)
Ask, rather than tell.
Ask 'How?' and 'When?'
Slow and critical thinker, perfectionist.
Conscientious
Logical, fact-based, organized, follows rules.
(Cautious, Compliant, Correct,
Don't show feelings. Private. Few, but good friends.
Calculating, Concerned, Careful,
Big-picture, outlines.
Contemplative)
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69. DISC Personality Types
Preference Dominant Influential Steady Conscientious
Focus on other people X X
Independent, internal X X
Energetic and busy X X
Tell rather than ask (vs.
X X
opposite)
Imaginative, big-picture,
X X
future-focused
Like stability and
X X
predictability
Like change (vs. stability) X X
Task-oriented (vs.
X X
people)
Flexible to changing
X X
world
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70. DISC Personality Types
People-focused Task-focused
Active, Outgoing Influential Dominant
Passive, Internal Steady Conscientious
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71. Solution Definition and Investment
Acquired skills
and knowledge
Organizational
Leadership
facilitation
Workload Effective
Motivation
Performance
Native skills
Infrastructure
and knowledge
Processes
and procedures
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