1. PRACTICAL MANAGEMENT TEMPLATES
AND TOOLS FOR STRATEGIC/TACTICAL
PLANNING
Deborah Stone, CPT
CEO & President
Steven Villachica, Ph.D., CPT
Chief Learning Officer
www.dls.com
Presented at the June, 2003, Training Directors’ Forum, Phoenix, AZ
.
Supplemental Materials

2. TABLE OF CONTENTS
SESSION NUMBER/CODE 507................................................................... ii
SLIDES ......................................................................................................1
PLANNING APPROACH ...........................................................................21
GAPS AND OPPORTUNITIES ACROSS THE ENTERPRISE...............................22
CALCULATING BENEFITS.........................................................................23
DEVELOPMENT RATIOS ...........................................................................24
FACTORS THAT AFFECT DEVELOPMENT RATIOS ......................................25
MORE ON PROTOTYPING AND USABILITY TESTING ..................................27
ROAD MAP EXAMPLE 1...........................................................................29
ROAD MAP EXAMPLE 2...........................................................................30
RISKS AND MITIGATION STRATEGIES .......................................................32
DEPICTING THE SCOPE OF WORK ............................................................33
TOOLS ....................................................................................................34
BIBLIOGRAPHY........................................................................................38
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3. SESSION NUMBER/CODE 507
Practical Management Templates and Tools for Strategic/Tactical Planning
DESIRED KNOWLEDGE OR EXPERIENCE
None. Prior experience in strategic and tactical planning will help.
OBJECTIVES
In this session you’ll learn a proven, practical, evergreen approach to practical planning that will help
ensure success, obtain buy-in, and align the enterprise from the top down and the bottom up. You will
learn how to:
1. Apply a proven, practical approach for strategic and tactical planning for your own e-learning
and performance improvement efforts.
2. Link business drivers, strategic intent, strategic initiatives, and tactical approaches.
3. Use templates and tools to support the planning process.
THE INSTRUCTORS
Deborah L. Stone
President and CEO of DLS Group, Deborah has received 17 professional Awards of Excellence, including
Microsoft’s Outstanding Product Award, for work in performance technology, Performance Support
Systems, and technology-based training geared to managers. A frequent author and presenter at
Training, the Training Directors’ Forum, TechKnowledge, ISPI, and many corporations, Deborah
completed her graduate work in instructional technology at San Francisco State University. She was
ISPI’s 1991-93 Vice President of Technology Applications and the co-developer of ISPI’s first HPT
Institute Deborah also co-authored the chapter on PSS that appears in the second edition of the
Handbook of Human Performance Technology.
Steven W. Villachica, Ph. D.
Steve is a Chief Learning Officer for DLS Group, where he specializes in applying cognitive research and
assessment to technology-based delivery platforms. He co-authored the chapter on PSS appearing in the
second edition of the Handbook of Human Performance Technology. Steve was 1998 Cracker-Barrel Co-
Chair, an ISPI Regional Consultant, and member of the nominations committee. He is chair of the 2003
Analysis of Needs, Problems, or Opportunities conference track. A two-time winner of ISPI’s
Outstanding Systematic Approach award, he completed his doctorate in educational technology at the
University of Northern Colorado.
DLS Group, Inc.
2774 E. 2 nd Ave, Penthouse Level Training Directors’ Forum
Denver, CO 80206
Phone: 303-333-4513 June 8-11, 2002 • Phoenix, AZ
dstone@dls.com svillachica@dls.com
www.dls.com
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all approaches and content herein may not be used or distributed without the prior written consent of the authors. ii
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4. Practical Management Templates and
Tools for Strategic/Tactical Planning
Deborah L. Stone, CPT
President and CEO
Steven W. Villachica, Ph. D., CPT
Chief Learning Officer
Presented at the 2003 Training Directors’ Forum, Phoenix, AZ
DLS Group, Inc. Denver, CO
www.dls.com
©2003 by DLS Group, Inc. All rights reserved. Aside from instance of fair use, all approaches and content herein may not be used or
s
distributed without the prior written consent of the author.
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FPlease NoteE
n We’ve changed the order of some of
the slides
n We will address the major points that
appear in the description and the
objectives
n We will describe a practical approach
to strategic and practical planning
embedded within a more robust one
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1

5. Topics
n Background
n Strategic Planning
n Tactical Planning
n Operational Planning
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Environmental Scan
There’s Trouble in the Kingdom!
n 60% typical start
rate (ASTD & the
Masie Center, 2001)
n 30% typical
completion rate
(Institute of IT
Training, 2003)
n Widespread
techno-lust
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2

6. The Planning Cycle
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Why E-Learning Plans Fail
Eight Common Reasons
n Misalignment with business drivers
n Siloed solutions
n Inadequate cast of characters, including lack of
sponsors
n Analysis paralysis
n “Event” versus “process” perspective
n Same development approaches for all efforts
n The “hammer problem”
n Inadequate time/attention to change management
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7. Why Planning Efforts Fail
Inadequate Attention to the Technology Mix
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Topics
üBackground
üStrategic Planning
n Tactical Planning
n Operational Planning
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8. Planning Approach
Strategic Planning
u Solution
Components
u Solution
Integration
u Customer
Pathing
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Strategic Planning
What It Is
n In its most fundamental sense,
strategic planning links the business
objectives of the enterprise to the
strategies used to meet them. A
business case provides the relevant
economic information.
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5

9. Strategic Planning
Strategic Business Objectives and Strategies
n Example Business Objectives
(based on drivers)
l â time to market
l á niche market product
share
n Example
HR/Learning/Performance
Strategies
l Ensure sales readiness
via a set of integrated, at-
the-fingers, interventions
l Increase niche product
sales via available
sales/marketing tools
available on a 24/7 basis
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Strategic Planning
An Aligned Situation
STRATEGIC BUSINESS HR/LEARNING/
OBJECTIVES PERFORMANCE
OBJECTIVES
nâ time to market n Integrated, at-the-fingers,
interventions available
ná niche market
24/7 at time of need
product share
n Focused, data-driven
sales/marketing/
education tools available
on a 24/7 basis
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6

10. Strategic Planning
A Misaligned Situation
STRATEGIC BUSINESS HR/LEARNING/
OBJECTIVES PERFORMANCE
OBJECTIVES
n â time to market n á course
enrollment
n á niche market
product share n á stick time
ná student
satisfaction
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Strategic Planning
Readiness Factors
n Ready
l Organizational
and work
environment
issues
n Willing
l Change
management
n Able
l Skill/resource
development
Cross & Dublin (2003)
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7

11. Strategic Planning
Process Review
? Adapted from Buchanan & Soley, 2003
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Strategic Planning
Gaps & Opportunities across the Enterprise
Process Process Process Process
1 2 3 4
Enterprise ü ü ü
Opportunity 1
(Customers)
Enterprise ü ü ü
Opportunity 2
(Customers)
Enterprise ü ü ü ü
Opportunity 3
(Customers)
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8

12. Strategic Planning
The Business Case
n Executive Summary
n Recommendations
n Budget
n Schedule
n Benefits/ROI
n Measures
n What We Need
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Business Case
Calculating ROI
Benefits
ROI =
Costs
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9

13. Business Case
Calculating Benefits
1999 2000
Unit of performance (salary, sales to
date, or exemplary revenue)
X .35 .26 Gain in performance (post – pre)
X .55 .47 Percentage of performance
attributable to e-learning/PI
X .71 .59 Percentage of reps’ time spent on
tasks requiring e-learning/PI
X 500 500 Number of participants
= Value of e-learning/PI benefits
? Adapted from Spenser (1985)
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Business Case
Calculating Costs
n Number of Students
n Courses per Year
n Course Length
n Number of Participants
n Employee Pay (Burdened)
n Instructor Bill Rate
n Travel Costs
n Classroom Rental
n Course Development Costs
n Course Maintenance Costs
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10

14. Planning Approach
Tactical Planning
u Solution
Components
u Solution
Integration
u Customer
Pathing
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Tactical Planning
What It Is
n In a fundamental sense, tactical
planning specifies solutions and
approaches to realize the business
case. Tactical planning should also
address risks/mitigants and provide a
scope of work.
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11

15. Tactical Planning
Solutions and Approaches
n Strategy: Integrated, at-the-fingers,
interventions available 24/7 at time of
need
n Example solutions and approaches
l “Big-Tent” approach to E-learning
l Readiness assessment
l LMS/LCMS
l EPSS
l Process Reviews
l Rapid Application Development
(RAD)
l Prototypes
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Tactical Planning
A “Big Tent” Approach
n Providing organizations “what they
need, when they need it, in the form
they need it so they perform in a way
that consistently meets… [business]
objectives.”
? Villachica & Stone (1999)
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16. Tactical Planning
More on the “Big-Tent” Approach
n Learning n Task Structuring
n Information Support Support
n Knowledge
n Coaching
n Data
n Knowledge
n Tools
Management
n Communication
n Interaction &
n Collaboration
Collaboration
? Gery (2002)
n Guidance &
Tracking
? Rossett (2002)
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Tactical Planning
Integrated Solutions to Improve Performance
E-Learning/
Performance
Improvement
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17. Tactical Planning
Linear ISD versus RAD Approaches
--Adapted from Foshay (1995)
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Tactical Planning
Road Map Example 1
u Solution
Components
u Solution
Integration
u Customer
Pathing
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18. Tactical Planning
Road Map Example 2
Basic Curriculum Path
0 Protopic Sales Performance System
1 Job Training (Overview) 2 Product Information 3 Job Tools 5 6 7
(Overview) (Overview) Mentoring Mentoring Community
(Overview) Tool of Practice
(Overview) (Overview)
1.1 Pre-Work 2.1 Sales Brochure 3.1 MSOffice
1.1.1 Preassessment 2.2 Protopic Product Info 3.2 Palm Pilot
1.1.2 Dermatology Fundamentals 2.2.1 Monograph 3.3 T M S
(3.25 Hours) 2.2.2 MOA Brochure 3.4 Pre-Call
1.1.2.1 Welcome 2.2.3 File Card 3.4.1Physician
1.1.2.2 Selling Protopic 2.3 Backgrounders Profile
1.1.2.3 Intro to Dermatology 2.3.1Professional 3.4.2Expected
1.1.2.4 Intro to Immunology Sales Aid Needs
1.1.2.5 New Strategies in AD 2.3.2 Prescribing 3.4.3Expected
Management Information Objections
1.1.2.6 Steroid Use and AD 2.3.3Clinical Trials 3.5 Resource
1.1.2.7 Dermatology Case Study 2.4 Leave Behinds Matcher
1.1.3 Sales Fundamentals (3.5 hours) 2.4.1 Journal Articles 3.6 Post -Call
1.1.3.1 Protopic Fundamentals 2.4.2Consumer Info 3.6.1 Rep
1.1.3.2 Clinical Trials Case Study 2.5 Web Site Reflection
1.1.3.3 Clinical Reprints Case Study 2.5.1 Training 3.6.2Manager
1.1.3.4 Prescription Info Case Study 2.5.2Health Care Coaching
1.1.3.5 Protopic Sales Aid Case Study Professionals
1.1.3.6 Sales Process and Physician 2.5.3Consumers
Types 2.6 Core Launch
1.1.3.7 Using Protopic DTC Materials Materials
2.7 Buying Cycle
2.8 How Physicians
Learn
1.2 Corporate Training (3 days)
-5 2.9 Protopic Reference
Binder
1.2.1. Who is FHI?
1.2.2. Computer Training 2.10 JAAD Supplement
2.11 Visiting Speaker
Slides
2.12 AAD Poster
1.3 Basic Training (3 days) Presentation
1.3.1 FHI Marketing & Sales Welcome 2.13 Sales Competencies
1.3.2 Dermatology Fundamentals Role Play 2.14 Clinical Reprints
1.3.3 Immunology Fundamentals Role Play 2.15 Dermatology
1.3.4 Protopic Sales Aid Role Play Learning System
1.3.5 Clinical Trials Role Play CDs
1.3.6 Clinical Reprints Role Play 2.16 Protopic Video Tape
1.3.7 Prescription Information Role Play 2.17 Protopic DTC
1.3.8 Objection Handling: Comparative Campaign Materials
Analysis Role Play 2.18 Frequently Asked
1.3.9 Objection Handling: Protopic versus Questions (FAQs)
Steroids Role Play
1.3.10 Objection Handling: Protopic versus
Elidel Role Play
1.4 Conversational Selling (2.5 days)
KEY
1.5 Advanced Role Plays (1.5 days) ONLINE
PERFORMANCE SUPPORT SYSTEM
CLASSROOM/INSTRUCTOR-LED
1.6 Advanced Objection Handling & Presentation Skills (2-4 days) INFORMATION
JOBTOOLS/SOFTWARE
APPLICATIONS
1.7 Instructor Training (2 days)
-3 COACHING/SHADOWING
COMMUNITY OF PRACTICE
1.8 Mentor Training (2 days)
-3
4 Continuing Education
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Tactical Planning
Road Map Example 2
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19. Tactical Planning
Risks and Mitigation Strategies
# Risk Likelihood Criticality Owner Mitigants
¨ High ¨ High
¨ Medium ¨ Medium
¨ Low ¨ Low
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Tactical Planning
Depicting the Scope of Work and Schedule
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20. E-Learning/PI Business Case
Frontloading Costs in the Budget
60 55
50
40
30 30 Traditional
30 25 RAD
20 20
20 15
10
10 5 5
0 0
0
Alig Ana Des Dev Im E
nm l ign elop plem valuat
ent ysis ent
men
t atio ion
n
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Tactical Plan
Communicating the Tactics
n Risks/mitigation strategies
n Scope of work/schedule
n Accountabilities
n E-learning/PI
infrastructure
n Evaluation measures
n Benefits/ROI
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21. Planning Approach
Operational Planning
u Solution
Components
u Solution
Integration
u Customer
Pathing
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Operational Planning
What It Is
n Operational planning describes how
the e-learning/performance
improvement solutions will be
developed and implemented across
the enterprise. A project plan
describes each effort in detail.
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22. Operational Planning
Individual Project Plans
n Executive Summary
n Introduction
n Approach
n Scope of Work
n Roles and Responsibilities
n Schedule
n Budget
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Strategic/Tactical Planning
Practical Templates and Tools
u Solution
Components
u Solution
Integration
u Customer
Pathing
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19

23. Questions? Comments?
?
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1
39
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20

24. PLANNING APPROACH
u Solution
Components
u Solution
Integration
u Customer
Pathing
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25. GAPS AND OPPORTUNITIES ACROSS THE ENTERPRISE
Process 1 Process 2 Process 3 Process 4
Rep Training Sales Calls Ordering
Enterprise Opportunity 1 Ø New rep training takes Ø Reps have trouble Ø Reps must re-key
Customers: Reps too long to complete addressing physician’s hospital orders
Ø New rep training isn’t objections using Ø Reps aren’t using time-
transferring well to the existing marketing saving features of the
job materials existing ordering
Ø Case studies are software
hypothetical and Ø System won’t allow
obsolete reps to order directly
Enterprise Opportunity 2 Ø Managers aren’t Ø Managers lack Ø The order approval
Customers: Managers meeting sales quotas adequate release time process takes up too
with their new reps to provide coaching much time
Ø Incentives do not Ø Too many orders
account for coaching require re-work
Enterprise Opportunity 3 Ø There is too much Ø Printing and
Customers: Marketing overlap between the dissemination costs for
marketing and training printed material are
materials that reps use excessive
Enterprise Opportunity 4 Ø There is too much Ø Paper-based course
Customers: Training overlap between the exams do not match
marketing and training real on-the-job
materials that reps use behaviors.
Ø Per diem training costs
are too high
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26. CALCULATING BENEFITS
2004 2005
Unit of performance
X .35 .50 Gain in performance (post – pre)
X .55 .47 Percentage of performance attributable to e-learning/performance
improvement
X .71 .59 Percentage of reps’ time spent on tasks requiring application of e-
learning/performance improvement
X 1500 1500 Number of participants
= Value of e-learning/performance improvement benefits
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27. DEVELOPMENT RATIOS
Development Time to Create
Delivery Medium 1 User Contact Hour
• Instructor -led Training 18 - 125 hours1
• Self-Instructional Manuals 75 - 150 hours 1
• Computer-Based Training 200 - 450 hours1
• Multimedia 300 - 600 hours1
• Web-based and E-learning 20 - 750 hours1
• Performance Support System 150 - 600 hours
Development Time
• Hypertext Information Systems 2 - 5 hours per pop-on window
• Task-based Online Help/Cue Cards 3 - 5 hours per pop-on window
• Procedural Software Documentation $100 per page1
(print-based) 1 - 4 hours per page
• Policy/Procedure Documentation (print- $120 per page1
based)1
• Linear Video $1,500 - $2,500 per running minute
3-10 hrs for videotaped lecture; 100 hours for
broadcast quality
• Interactive Video 300 hours per hour
• Animation $3,000 - $8,000 per minute
• Expert Systems 0.5 - 8 hours per rule
1 Excludes costs for printing, packaging, and shipping.
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28. FACTORS THAT AFFECT DEVELOPMENT
RATIOS
Scope
TYPES OF R ISK
Technology
Organization
ORGANIZATIONAL FACTORS
• Span of control and level of project sponsor.
• Dedication and relationship of client and supplier project managers.
• Quality of product (from both the customer’s and supplier’s perspective).
• Number of reviews and timelines for sign -off.
• Previous experience with the customer.
• Amount of end-user involvement in analysis, design, and implementation.
• Amount of available expertise in the subject matter.
• Quality of communications.
• Presence of hidden agendas.
• Expected amount of time spent not related to designing or revising the instructional
materials. Some developers estimate that this typically consumes about 80 percent of
project time.
SCOPE FACTORS
• Number of expected user contact hours.
• Cognitive performance requirements (conceptual, procedural, problem-solving).
• Complexity of content.
• Number, type, and complexity of components.
• Availability, quality, and accuracy of existing content.
• Complexity and frequency of interactions (performance requirements).
• Specificity of the performance requirements.
• Number and complexity of graphics, animation, and multimedia.
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29. • Ease of use.
• Familiarity of target audience with medium.
• Quality of finished product requirements.
• Length of course.
• Degree of remediation (e.g., quizzes, selective module reviews).
TECHNOLOGY FACTORS
• Development and implementation platform, authoring and architecture/network
environment.
• Distribution.
• Available bandwidth.
• Familiarity with development approach.
• Availability and expertise in specialized development tools, libraries, and templates.
• Experience of development team.
• Degree to which development team has worked together before.
• Rigor of the project management and change management processes.
• Development model the project team employs (traditional ADDIE’s linear, “waterfall”
approach versus Rapid Application Development (RAD) or other 4 th generation ISD
model).
• Availability of project management data describing a similar development effort.
• Availability of appropriate templates or toolsets.
• Need for specialized peripherals (e.g., touch screens, digitizers, robotics).
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30. INTEGRATED SOLUTIONS TO IMPROVE
PERFORMANCE
E-Learning/
Performance
Improvement
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31. MORE ON PROTOTYPING AND USABILITY
TESTING
Prototyping
DEFINITION
An iterative design approach that produces successive approximations of the end product
BENEFITS
Ø Test the accuracy and completeness of performance requirements.
Ø Ensure the design of the intervention meets the performance requirements.
Ø Facilitate end-user “buy-in”
Ø Create an “assembly line” for the development effort.
Usability Testing
DEFINITION
A “pre-pilot” test employing a small, but representative, sample of end users to ensure that:
Ø End users can intuitively and self-sufficiently use materials to meet business needs and
objectives.
Ø There are no hidden points of confusion.
Ø Training time is minimized.
BENEFITS
Ø Minimizes the number of substantive changes from later pilot tests
Ø Improves overall quality
Ø Ensures that you deliver what end users want, and what they can use
Ø Can be low cost, as dictated by the intervention, end users and stakeholders
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32. ROAD MAP EXAMPLE 1
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33. ROAD MAP EXAMPLE 2
Pharmaceutical Sales Support System, part 1
Basic Curriculum Path
0 Protopic Sales Performance System
1 Job Training (Overview) 2 Product Information 3 Job Tools 5 6 7
(Overview) (Overview) Mentoring Mentoring Community
(Overview) Tool of Practice
(Overview) (Overview)
1.1 Pre-Work 2.1 Sales Brochure 3.1 MS Office
1.1.1 Preassessment 2.2 Protopic Product Info 3.2 Palm Pilot
1.1.2 Dermatology Fundamentals 2.2.1 Monograph 3.3 TMS
(3.25 Hours) 2.2.2 MOA Brochure 3.4 Pre-Call
1.1.2.1 Welcome 2.2.3 File Card 3.4.1 Physician
1.1.2.2 Selling Protopic 2.3 Backgrounders Profile
1.1.2.3 Intro to Dermatology 2.3.1 Professional 3.4.2 Expected
1.1.2.4 Intro to Immunology Sales Aid Needs
1.1.2.5 New Strategies in AD 2.3.2 Prescribing 3.4.3 Expected
Management Information Objections
1.1.2.6 Steroid Use and AD 2.3.3 Clinical Trials 3.5 Resource
1.1.2.7 Dermatology Case Study 2.4 Leave Behinds Matcher
1.1.3 Sales Fundamentals (3.5 hours) 2.4.1Journal Articles 3.6 Post-Call
1.1.3.1 Protopic Fundamentals 2.4.2 Consumer Info 3.6.1 Rep
1.1.3.2 Clinical Trials Case Study 2.5 Web Site Reflection
1.1.3.3 Clinical Reprints Case Study 2.5.1Training 3.6.2 Manager
1.1.3.4 Prescription Info Case Study 2.5.2 Health Care Coaching
1.1.3.5 Protopic Sales Aid Case Study Professionals
1.1.3.6 Sales Process and Physician 2.5.3 Consumers
Types 2.6 Core Launch
1.1.3.7 Using Protopic DTC Materials Materials
2.7 Buying Cycle
2.8 How Physicians
Learn
1.2 Corporate Training (3-5 days) 2.9 Protopic Reference
1.2.1. Who is FHI? Binder
1.2.2. Computer Training 2.10 JAAD Supplement
2.11 Visiting Speaker
Slides
2.12 AAD Poster
1.3 Basic Training (3 days) Presentation
1.3.1 FHI Marketing & Sales Welcome 2.13 Sales Competencies
1.3.2 Dermatology Fundamentals Role Play 2.14 Clinical Reprints
1.3.3 Immunology Fundamentals Role Play 2.15 Dermatology
1.3.4 Protopic Sales Aid Role Play Learning System
1.3.5 Clinical Trials Role Play CDs
1.3.6 Clinical Reprints Role Play 2.16 Protopic Video Tape
1.3.7 Prescription Information Role Play 2.17 Protopic DTC
1.3.8 Objection Handling: Comparative Campaign Materials
Analysis Role Play 2.18 Frequently Asked
1.3.9 Objection Handling: Protopic versus Questions (FAQs)
Steroids Role Play
1.3.10 Objection Handling: Protopic versus
Elidel Role Play
1.4 Conversational Selling (2.5 days)
KEY
1.5 Advanced Role Plays (1.5 days) ONLINE
PERFORMANCE SUPPORT SYSTEM
CLASSROOM/INSTRUCTOR -LED
1.6 Advanced Objection Handling & Presentation Skills (2-4 days) INFORMATION
JOB TOOLS/SOFTWARE
APPLICATIONS
COACHING/SHADOWING
1.7 Instructor Training (2-3 days)
COMMUNITY OF PRACTICE
1.8 Mentor Training (2 -3 days)
4 Continuing Education
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34. Pharmaceutical Sales Support System, part 2
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