EIDT 6501 Training and Development (Week 1)

Greetings to my Walden 6501 Classmates

First, thank you for subscribing to my blog, I'm looking forward to much dialogue with each of you!


What a journey! We have finally reached the last and final class of our Instructional Design Masters' program. It's a bittersweet ending as I am elated to be finished with homework, but saddened my scholastic relationship with you all is ending. Luckily for us we will always be connected via the World Wide Web


Okay, it's time for me to take care of a couple things here in the office, we have a post due in a couple days on The Truth About Training so stay tuned

Project Management 6145 Week 6-Analyzing Scope Creep

This week our blog topic is the ever-scary topic of scope creep, here’s our blog assignment:

Describe a project, either personal or professional, that experienced issues related to scope creep. What specific scope creep issues occurred? How did you or other stakeholders deal with those issues at the time? Looking back on the experience now, had you been in the position of managing the project, what could you have done to better manage these issues and control the scope of the project?

So let’s first start with the question, “what IS scope creep?”

According to our required text, scope creep is “the natural tendency of the client, as well as project team members, to try to improve the project’s output as the project progresses” (Portny, et al., 2008, p. 350). Another definition that truly hits the nail on the head so to speak is, “the tendency of a project to include more tasks or to implement more systems than originally specified, which often leads to higher than planned project costs and an extension of the initial implementation date” (What is scope creep, 2007).

In my previous position we took part in a deployment of a case management system that was implemented enterprise-wide. This deployment was a high-profile effort and everyone on my team was expected to travel to support the deployment effort. In the end our team was responsible for training the application, supporting that application (providing field support, as well as support via phone/email), providing support documentation, designing/developing/implementing another training module to later replace the in-person training.  What is interesting is our contract did not originally include all of these provisions esp. with a staff of only 8 people (most of which were on the road).

These issues, and the many that arose as a result, were almost always dealt with in a defensive and reactive (vs. proactive) manner. It seemed we were always reacting to a new development, and/or a new client request that simply came out of nowhere.

In the government contacting realm this is always precarious territory as a contractor never wants to tell the client “no”.  This could possibly result in the client seeking a contract with another organization, and no company wants to lose business (i.e. revenue).

Looking back, I feel a lack of documentation was one important area that could have been done better.  Meaning, many of our processes were undocumented including change requests.  Without documentation it is difficult to see what is in existence, what is being requested, what has been changed, and the results of the requested change. From a project management stand point our organization left themselves very open for later problems to arise.

In an article entitled, “10 Ways to Tackle The Scope Creep”, Miles Burke provides important ways to avoid scope creep:

References

Burke, M. (2010, November 26). 10 Ways to Tackle the Scope Creep » SitePoint. SitePoint » Web Design, Web Development, Freelancing, Tech News and more. Retrieved October 13, 2011, from http://www.sitepoint.com/10-ways-tackle-the-scope-creep/

Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E. (2008). Project management: Planning, scheduling, and controlling projects. Hoboken, NJ: John Wiley & Sons, Inc.

What is Scope Creep?. (2007, October 10). FollowSteph.com . Retrieved October 13, 2011, from http://www.followsteph.com/2007/10/10/what-is-scope-creep/

Project Management 6145 Week 5-Estimating Costs and Allocating Resources

Hello Everyone!

We have made it to week 5 already of our project management course!  I can’t believe we’ve already made it this far and are almost finished.  It has definitely been interesting and I have gained a lot of great information.

This week we have freebie assignment:

To prepare for this assignment, conduct a web search (listservs, message boards, blogs) and locate at least two resources that would be useful in estimating the costs, effort, and/or activity durations associated with ID projects. Explore the sites and consider how you might use them to help plan a project’s schedule, budget, or break down a project’s tasks.

Here are the websites I found that hopefully will be of some assistance:

 

1. Estimating Costs and Time in Instructional Design

 The title pretty much says it all!  This website has a plethora of information ranging from training cost guidelines, to estimating development hours, and development time for e-learning modules.  This is a great place to look in determining how many hours it may actually take to develop the specified item.

It also provides great low-cost resources designers can utilize to help keep costs down. 

2. Development Time, Costs and Instructional Design of a Web Course

 Similar to the above resource, it provides cost breakdown for faculty developming distance learning (web courses)

 3. How to Make Accurate Time Estimates

 What I like most about this article is its honest perspective in determining how much time a given activity takes, using something called the “fudge ratio”.  Of course this seems completely inapplicable but it can be applied in an instructional design team.

It would require the project manager to be proactive and track how long basic processes of the ADDIE model actually take to be completed within the team and then use this as the basis for future estimates. By no means is this a fool-proof method, but it is a place to at least start…

Project Management 6145 Week 3-Communicating Effectively

Okay so I actually have it together this week and have my blog completed on time!  Kudos to me for getting it together J

So this week we have an interesting assignment regarding “how you communicate with different stakeholders is of equal importance to what you communicate and can influence how your message is interpreted”.

As you know I like to outline the assignment for you so you know what I’m talking about, here it is:

To prepare for this assignment, view the multimedia program "The Art of Effective Communication." In this program, you will observe a piece of communication in three different modalities: as written text, as audio, and as video. Pause after receiving the communication in each modality, and reflect upon what you interpret the message to mean. Think about the content and tone of the message. Record your interpretation of the message after receiving it in each modality. Then reflect upon the experience by considering the following:

• How did your interpretation of the message change from one modality to the next?
• What factors influenced how you perceived the message?
• Which form of communication best conveyed the true meaning and intent of the message?
• What are the implications of what you learned from this exercise for communicating effectively with members of a project team?

 Post your interpretation of the message as it was delivered in each of the different modalities, pointing out what, if anything, changed about your interpretation from one modality to the next. What did you learn that will help you communicate more effectively with others in the future?

“Communication is not just words” (Stolovitch, n.d.), this is a very important anecdote to remember when communicating with others. Effective communication is influenced by:

All of these items can directly influence how your message is transmitted and ultimately received by your listeners.  How often have we heard “that’s what I said, but that’s not what I meant?”

Overall I did not feel the message was misconstrued among the different modalities as the words, tones, and body language all synced up for the most part. However I definitely understand how in a different context this could be very, very different. The use of the capitalized acronym “ETA” in the email could be considered yelling, the tone in the voicemail could convey anger, annoyance, and frustration, or the crossed-arm body language of the face-to-face discussion should lead to a heated argument. 

References:

Stolovitch, H (n.d.). Communicating with Stakeholders.  [Video] Available: Laureate Education, Inc.

 

Project Management 6145 Week 2-Learning from a Project Post-Mortem

Greetings All,

Well I am definitely a person deeply rooted in pattern and routine…as a result of assuming my blog had our “typical” due date of Sunday I am totally late with this posting.  Alas, it’s a lesson learned and one that I will not repeat next week…moving on J

This week, as the blog title eludes too, is learning from a project post mortem.  It’s nowhere near as dreadful as it sounds, it’s simply a “way to learn best practices and avoid mistakes on a future project [by] review[ing] the results and activities from a project that you have completed”. Outlined below is the assignment as provided by our professor:

To prepare for this assignment, recall a project that you worked on in the past, either personal or professional, that was not successful or did not result in the desired outcomes. You may be creative and use an example from your personal life that may not relate to your job. Using the Project “Post Mortem” Review Questions found on pages 42–43 of The Project Management Minimalist, recall your experience with the project and jot down answers to as many of the questions as you can (you do not need to submit these responses). Then, reflect on the following:

• What processes, project artifacts, or activities did you include in the project that contributed to its success?
• What processes, project artifacts, or activities did you not include in the project that might have made the project more successful?

Hopefully everyone is familiar with this document, if not I have hyperlinked a copy using Google docs for your reference.

The project that I commonly refer to is one with my previous employer, and I was the project lead.  Sadly and incidentally, it is a perfect example of almost everything NOT to do on a project. As I’ve mentioned in several class discussions, the project was the conversion of an in-person training course to an online format to be deployed overseas.

Contributions to Project Success:

The one activity that I feel I did a good job on (and I had control of) was my communication with my team.  As the lead, I stayed in constant communication with my manager regarding the status of the project, as well as my team regarding the status of their tasks. I utilized emails, in-person meetings, as well as conference calls to make sure we were all on the same page.  I also effectively communicated with the client regarding our status on the project and our timeline for completion of specific tasks.

Room for Improvement:

Aside from the client and their differing visions for the project, there were several things that we as a team could have done differently.  A key factor is in training and familiarizing the team with the ADDIE model. Due to the client, and our lack of formal training, the project was never rooted in grounded principles.  For example learner analysis was not performed, objectives were not specified in the manner in which they should have been, there was little time given to truly analyze, design, develop, implement, or evaluate the project.

An important factor that Dr. Stolovitch provided for successful id projects, is the let the instructional design process guide the work.  I feel this factor was missing from the beginning that caused a already volatile project to be more stressful than need be.

References

Greer, M. (2010). The project management minimalist: Just enough PM to rock your projects! (Laureate custom ed.). Baltimore: Laureate Education, Inc.

Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E. (2008). Project management: Planning, scheduling, and controlling projects. Hoboken, NJ: John Wiley & Sons, Inc. 

Project Management

Hello everyone!


Welcome to my page and the continuation of my Walden University adventure in a M.S. in Instructional Design and Technology!


After an entirely too short break I'm back in class and this portion of the semester will be spent on Project Management in Instructional Design.  We're definitely getting to the serious, nitty-gritty, portion of the degree program now.


I'm definitely interested in learning as much as I can so that I can hopefully avoid many of the pitfalls I've seen in project management-I'm sure you know what I mean ;-)
Seriously though, as an instructional designer we are often expected to also be a project manager of our portion; but sometimes the overall project itself.

I'm hoping that after this course is over I will be motivated to purse a PMP or CAPM certification...or maybe I'll be smart and weight until I'm closer to the completion of this program before I start another project.

Again, thanks for following me and I hope that we learn a lot from one another this semester