Succeed at Developing Training when the Software is Under Development Your company is releasing brand new software to its customers and it’s your job to create the instructor-led training materials for a worldwide audience. The problem is the software is under development, functionality and the interface are volatile, the requirements, design and testing documents for the software are nonexistent and communication with subject matter experts is limited. Sound like an impossible task?

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Michaels & Associates Docntrain, Ltd. dba Michaels & Associates
11639 E. Wethersfield Road, Scottsdale, AZ 85259 USA
marketing@michaelsandassoc.com www.michaelsandassoc.com
Phone: 480-614-8440 Toll-free: 877-614-8440 Fax: 480-614-2775
Copyright © 2009 Michaels & Associates Docntrain, Ltd. dba Michaels & Associates. All rights reserved.
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S U C C E E D AT D E V E L O P I N G T R A I N I N G W H E N
THE S O F T WA R E I S U N D E R D E V E L O P M E N T
Your company is releasing brand new software to its customers and it’s your
job to create the instructor-led training materials for a worldwide audience. The
problem is the software is under development, functionality and the interface
are volatile, the requirements, design and testing documents for the software
are nonexistent and communication with subject matter experts is limited.
Sound like an impossible task?
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How to Do It and Avoid the Pitfalls
Let’s face it—most learning development managers would pack up their desk and contact a
professional recruiter before taking on a project like this. The odds are heavily stacked against
success. The thought of drowning in all the work, rework, late nights and other pitfalls trying to make
the training a success sends shivers. But, you can do it with five-star results.
Before you get started, take a deep breath and take solace in the fact that it’s not about how many
hours you put in, how hard you work or how flexible and reactionary you are to changes. Rather, it’s
about using a methodical approach to analyze, design, develop and deliver great training. Success is
within reach if you follow these simple guidelines.
1. Align the right team
2. Determine your processes and procedures
3. Identify the needs of your entire audience
4. Get stakeholder approval
5. Develop in chunks
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Align the Right Team
Failure to align the right team can result in a severe disconnect in the expectations for the training and to the desired learning outcomes. The right
team consists of key stakeholders, subject matter experts (SMEs) and instructional designers who are savvy in determining the scope, project
schedule and direction based on input from the stakeholders and subject matter experts.
Bribe Subject Matter Experts
Building relationships with the right SMEs is paramount when developing instructor-led training for software that is still under development. SME bait
(a.k.a. baked goods and other bribes of a similar nature) is a good way
start building rapport. At a minimum, bribing with baked
goods ensures that people won’t run and hide when
they see you coming. When people can connect or
relate to your plight, it is human nature for them to
want to help. One way to help SMEs (and in this
case, software developers) relate to your predicament
is to show them a diagram of your instructional design
process. More than likely they will be amazed at
how closely the instructional design and
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systems design processes relate. Other things you can do to help turn the dire situation of limited
time with SMEs are to educate them about the importance and value of the training and be
conscious of their time. Build a schedule that both of you can live with, and prepare your questions
ahead of time. You can even give your questions to the SMEs ahead of time, to reduce the ―face
time‖ you spend with them.
Identify a Point of Contact
If for entertainment reasons you would enjoy watching your team run amuck, do not assign a point
of contact. The havoc that follows might be worth the price of admission. On the other hand, if
derangement is not the state you were going for, select a point of contact from the business side.
This is the ―go to‖ person for your developers. This person should be able to find the answer to
technical questions, coordinate and reconcile reviews and validate or approve changes to the
materials. Make certain that the point of contact is committed to the responsibilities that come with
this role. Getting answers to questions, reconciling reviews and making project decisions in a timely
manner are essential to success and can take a fair amount of their time.
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Determine Your Processes and Procedures
Write a will to avoid probate and estate taxes before throwing yourself out of a third story window, or keep the project under control by using solid
processes and procedures. Set up processes for project communications, analysis, design and development. Set up procedures for reviews, change
requests and versioning. Think of your processes and procedures as the rules of engagement for the project, and make sure every
person involved knows and follows the rules.
Allow Room for Flexibility
Recognize upfront that since the software is not complete, you may have to be
flexible. Build into your processes and procedures the ability to develop out of
sequence. This way you can work on the parts of the software that are ready
instead of developing and then changing due to modifications in functionality.
Fine Tune Your Templates
Waiting to perfect your templates until after you begin development can result
in scrapping what you have and starting over with a new template. While you’re
waiting for the software to become somewhat stable, make formatting and usage
decisions about your templates. Then fine tune your templates to conform to
your design before you begin development.
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Identify the Needs of Your Entire Audience
You’ve heard it before – you’ve got to walk before you can run. The saying is also true when developing instructor-led training materials. To avoid
the pitfalls of a poor design and ultimately poor training, you must first complete a thorough analysis. Start the analysis by identifying the
needs of your entire audience. For instructor-led training courses, the audience extends past
the learner and includes the instructor. When analyzing your learner and instructor audience,
consider prior knowledge, motivations and abilities for both groups of people.
Gain a Clear Picture of the Desired Learning Outcomes
Armed with knowledge about your audience, it’s time to clarify what your audience
should learn. Continue your analysis by determining the skills and attitudes you want
your learners to acquire. To do this, first find out what customer problem(s) the new
software product solves and the functionality it will have. Then, research the most
important tasks learners need to perform to use the software effectively. Be sure to
discover the level of competency required to define success. With this information, you
should be able to compose well written learning objectives. Your objectives should be
specific and describe a measureable behavior, the conditions necessary to perform the
behavior and the desired level of competency. Make sure to get stakeholder approval
for the objectives you write.
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Determine the Instructional Strategy
Now that you have well written objectives and stakeholder approval, it’s time decide how to
teach the skills and attitudes you want learners to perform. Use your objectives to determine
and create the best ways to present, practice and assess the material, but keep in mind that
the more learners interact with the material the better they learn.
Determine the Strategy for the Instructor Guide
During the analysis, spend time finding out about the instructor’s prior knowledge,
motivations and abilities. Then, put that information to use and decide how much information
and support the instructor will need to effectively teach the material. Design the instructor
guide to include this information in an easy-to-find format.
Get Stakeholder Approval
During the analysis, design and development phases in the project, be sure to get
stakeholder approval. This is so important because it ensures that everyone is on the same
page. Stakeholders know what they are getting and you know what you’re developing. The
next page includes a checklist of guidelines to help focus your stakeholders review efforts
during the different phases of the project.
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Review Criteria Questions to Consider
Please use the questions below to guide your hands-on review. Your expertise and knowledge in the content area is important to the development of accurate and
useful training materials. The responsibility of the reviewer is to assure that information provided in the materials is complete, clear, and accurate from a content
standpoint and to assure that the materials are accurate and useful from a business perspective.
Complete and Accurate Content User Experience
 Do the tasks in the materials align with the desired learning  Are the materials easy to use or navigate?
outcomes?
 Does the overall design layout meet business needs?
 Do the tasks identify what the user needs to know to be
 Are the graphic or other media elements such as slides appropriate
successful?
and of reasonable quality?
 Is there anything included that should not be included?
 Is branding or use of logos correct?
 Is the content technically accurate?
 Is the content clear, concise and complete?
Overall Experience
Instructional Strategy  Can the learner apply the skills and attitudes taught in the
materials immediately?
 Is the presentation of the tasks in a logical order?
 Does the mix of presentation, practice, activities and assessment
fit well together?
 Are the activities accurate and meaningful to end-users?
 Do the materials adequately describe the systems and the job
tasks?
 Are all the procedures and instructions clear and accurate?
 Are there cautions that should be included (i.e. about system data
loss, risks to the company in certain types of sales or situations,
etc.)?
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 Do the materials offer useful tools such as a job aid or reference
card where appropriate?
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Develop in Chunks
Okay, now that you have stakeholder approval, you’re ready to start development. When software is
still in the development stages, the most effective approach to developing training materials is to
break down your efforts into smaller chunks. Developing in smaller chunks allows you to be more
flexible because you can work as parts of the software become complete or more stable. Chunking
may also create opportunities for you to reuse content in a different context.
Store Content Chunks in a Central Repository
Keep your project organized, manageable and accessible by storing your content in a central
repository available to all team members. By keeping content in one place, it’s easier to assemble all
of your learning chunks into a course when you’re finished.
Polish the Graphics for Your Materials Last
Don’t worry about getting polished screen shots early on. It’s a waste of time and you’ll end up
redoing this work. Instead, wait until the end of the software development lifecycle when most of the
bugs are fixed and the functionality and interface are mostly stable.
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If you’re ever tasked with developing training for software that is under development don’t pack up your desk and contact a professional recruiter.
Instead, follow these simple guidelines and deliver great training.
Not sure where to start? Drop us a line and we'll be glad to get you started. Michaels & Associates — where tough training comes easy.
marketing@michaelsandassoc.com www.michaelsandassoc.com toll-free: 877-614-8440
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