The Truth About Training

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puzzle-1152794_960_720Source: https://pixabay.com/en/photos/truth/

Hello, I think you need to give a lot of consideration to the impact that a good training program will have on your business in relation to specific business outcomes you wish to achieve which is in line with your strategic business plan. Usually, a major deciding factor is funding and the associated return on investment which may not be realized immediately. The use of technology tools could deliver training that reaches a number of employees thereby reducing the cost per head in face-to-face training. Investing in training will give you a competitive edge in the global market as your staff develop specific skills to effectively meet targeted business outcomes. This will also improve the self-worth of your staff as they will  value  your interest in their professional development; a knockoff benefit will be lower turnover rate. 33% of respondents in a study conducted want their employers to train them for their roles. If you will give me a few minutes of your time, I will show you just how much training can help you address challenges you have now with even more added value.

Welcome to my Blog – Training and Development

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People-640x480Welcome to my blog for my Training and Development Course as part of my MS IDT qualification. As much as this blog is meant for responding to assignments in the course, I hope to learn from others through constructive feedback which will challenge my think toward becoming a reliable professional.

My name is Ayeshat Addison and I am passionate about Training, Performance Improvement, Curriculum Building, Teaching and of course my lovely family.

Analyzing Scope Creep

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scope creep

Source: http://www.raamstijn.nl/eenblogjeom/index.php/informatiemanagement/1609-nooit-meer-scope-creep-volgens-nicole-de-swart

 

Avoiding scope creep on any project should not be the object of the project manager; the focus when it comes to scope creep is to ensure that it is controlled and does not get out of hand. According to Portny, Mantel, Meredith, Shafer, Sutton, and Kramer “Scope creep is inevitable with projects, but a change control system can lessen it’s stressful aspects (p. 348, 2008).

 

I can think of quite a number of projects which went out of control but I think I will discuss a website revamp project. This project has been going on for longer than any project of that sort should take. Stakeholders felt they should all have control over the turnout of the project and as much as Dr. Stolovitch pointed out the project manager is not God on projects it actually became necessary to actually put a cap on the direction that the “suggestions” were taking the project (n.d.) The were quite a number of scope creep issues: –

  • It was not clear what key stakeholders meant by revamping the website and so the project manager was expected to come up with a model for the revamped website
  • At almost every check-in, the key stakeholders had something new they wanted to add and could not differentiate from what was essential
  • When the project design was almost done, it was decided to conduct a survey from various categories of users for their input; of course the suggestions were all over the place.

Naturally a blame game ensued with the untrained project manager being blamed for delays in the project. It was later decided that the project needed to be streamlined into manageable parts with key, essential deliverables prioritized and then any add ons would be added to the scheduled as upgrades.

 

Honestly, if I were to be responsible for such a project some year’s back I would probably have made the same mistakes. After learning about scope creep and change control, I realize that the Project Manager has a duty to keep a tight reign on the project but not too tight as to stifle the project. I also like the idea of a sign-off document for change of scope (Stolovitch, n.d.), which will help keep track of the kinds of requests, that comes in. Essentially, I would implement a change control system that is both reflective and purposeful and would allow for scope creep to be monitored and controlled (Lynch and Roecker, 2007).

 

References:

Lynch, M. M., & Roecker, J. (2007). Project managing e learning: A handbook for successful design, delivery, and management. London: Routledge. Copyright by Taylor & Francis Group, LLC.

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.

Laureate Education (Producer). (n.d.). Monitoring projects [Video file]. Retrieved from