Management
of a Training Program
January 12 – 14, 2009
Learning Objectives
• Understand the role of a training manager and a
trainer of ICT users’ training activities.
• Prepare a training management plan
• Describe a method to develop a process of
determining the:
– background of would-be training participants; &
– approach to the training.
• Describe a method to select trainers for the
training activities.
Scope of Training
Training Management Framework
Training Plan, Design and Methods
Monitoring and Evaluation
Training Management Tools
Scope and Schedule
Day 1
• Introduction
– Learning Objectives
– Scope
• What is a Training
Program
- Framework
- Management Approach
• Quality Planning:
- Preparing for the Work Plan,
Budget and Logistics
Day 2 and 3
• Preparing for a Training
Plan
- The Stakeholders
- The TNA
• Training Methods
-
Use of Equipment and
Technology
• Monitoring and
Evaluation
• Summary and Conclusion
Training Methodology
•
•
•
•
Lecture and Discussions
Case Examples
Workshops
Training Materials and Templates
Framework Setting
Management of a
Training Program
What is a Training Program?
• A set of learning
activities
• Designed to
meet the
objectives of the
learner and the
organization.
A Training Program
Varied reasons for training - to introduce,
develop, enhance
- Knowledge,
- Skills
- Orientations/attitudes
that are helpful to meet and advance the
intentions of an organization.
Why manage a training program
A training program whether simple or complex needs to be:
–Designed and Planned
–Organized and Coordinated,
–Monitored and Evaluated
A training manager must be on top
of the training program
Managing a Training Program
• Why train?
• Who will attend the training?
• What are the learning objectives?
Strategies? Coverage?
• How will the training program be
implemented?
• Who is/are the trainor/s?
Managing a Training Program
• What are the requirements to carry
out the training program? What are
the schedules, timeline, and budget of
the training program?
• What are the opportunities and risks
of the program?
Review: ICT for Development
Training
Program
Hierarchy of Results
•
•
•
•
Strategy and Purposes
Goals and Objectives
Inputs
Activities
Significant ICT/PM
Problems
Frequency
A project office or a clearly
defined project organization
42%
Integrated Methods
41%
Training and Mentoring
38%
Policies and Procedures
35%
Implementation Plans
23%
Executive Support
22%
Source: Computerworld, cited in Taylor, 2004
Lessons Learned in PM & ICTD
• Participation
• Local Ownership and Capacity
Development
• Mix of Technology
• Multi Stakeholders Partnership
• Alignment with Poverty Reduction
Strategies
Source: SDC 2007
Lessons Learned in PM & ICTD
•
•
•
•
•
Financial and Social Sustainability
Risk Considerations
Competitive Enabling Environment
Institutional Ownership and
Leadership
Invest in Researches
Source: SDC 2007
Training Program = Project
Project - A set of principles,
practices, techniques applied to
1lead project teams and 2control
project schedule, cost, and risks to
deliver the results of a successful
project to the delighted
stakeholders.
What do you Manage
scope
time
workplan
integration
quality
deliverables
risk
issues
cost
procurement
stakeholders
communication
PM/Training Focus
Process
People
Optimum
Performance
Technology
Project Management
• Scope –covers all of the work required to complete the project successfully.
Some of the tools and techniques include definition of the project need,
identification of key stakeholders, identification of project drivers, development of
operational concepts, and identification of external interfaces. (Mathur)
• Time –refers to the duration of the project and the estimated time when tasks
will be completed. Tools that help manage time include Gantt charts schedulers.
• Cost –refers to the money allocated and the money that will be spent for project
activities, tasks and services. Project managers need to manage costs well.
• Integration –refers to coordination of project plans to create a consistent,
coherent document. It also involves making tradeoffs among competing
objectives and alternatives to meet or exceed stakeholder needs & expectation.
(PMI cited in Wikipedia)
Project Management
•
Quality –refers to standards, forms, user focus and reliability of planned project
performance.
•
Human Resource –refers to the people (individuals, teams, contracted professionals)
who will be involved in the project.
•
Communication – refers to the messages that need to be put across to manage change
& expectations.
•
Risk –the collective term for uncertainties that pose threats, limitations and obstacles to
the achievement of project goals and objectives. Risks could be internal or external. The
manager needs to ensure that risks are minimized, mitigated or leveraged to benefit the
project process.
•
Procurement – This refers to the process of acquiring goods and services, infrastructure
and equipment that are needed by the project to meet its goals, objectives &
deliverables.
What are the PM Phases
Project Cycle Management
Systems Life Cycle
PM Phases
Project
Life
Cycle
Systems
Development
Life Cycle
CON
CEPT
REQUIRE
MENTS
DESIGN
IMPLE
MENTA
TION
INTEGRA
TION &
TEST
SYSTEMS
INSTALLA
TION
MAINTE
NANCE &
SUPPORT
Source: Taylor, 2004
PM Good Practices
• Defining what has to be accomplished in relation to time, cost,
technical and quality performance parameters;
• Developing a plan, implementing the plan and ensuring that
progress is maintained in line with objectives;
• Using appropriate project management techniques and tools
to plan, monitor and maintain progress;
• Employing appropriate and skilled persons accountable for its
successful accomplishment.
• Ensuring the alignment of development goals and priorities
with the goals of the development project with
stakeholders.
PM Good Practices
• Communications and Communications Planning,
designing a plan how to communicate effectively with
stakeholders
• Project Tracking, continuously and consistently checking
the status of scope, schedule and costs
• Managing Changes, deciding whether or not to accept,
or reject or to integrate the changes right away
• Managing Risks, identifying events that could adversely
affect the project as early as possible and incorporate
action plans necessary to avoid or mitigate these risks.
Source: Simon Buering, http://www.computerworlduk.com
Quality Planning
Management of a Training Program
Planning
• Essential Processes/Disciplines
– Training Plan: Details
– Milestone: Approved Training Plan
• Tools
– Work Breakdown Structure (WBS)
– Gantt Chart
– Cost Analysis
• Sample Tool/Template: WBS
Training WBS Sample.odt
Planning the Work, Resources
and Costs
Work
Breakdown
Number of
Days to Do
the Work
Who will do
the work
Other
Resources
Needed
Cost of the
work to be
done
Outputs
Work Breakdown Structure
Source: Taylor, 2004
Sample Work Breakdown
Sample Gantt Chart
Training Cost
• Cost Analysis
– Direct Costs
•
•
•
•
Administrative and Management Costs
Services/Instruction – Instructors/Facilitators
Instructional Materials
Training Equipment
– Indirect Costs
• Services
• Utilities and Facilities
• Participants’ Costs
• Others
Sample Training Cost Budget and Summary.docx
Preparing for a Training
Program
Management of a Training Program
The Training Task
Goal
Input
Learner’s
Role
TASK
Facilitator’s
Role
Activities
Settings
Intercultural Approach
Nunan, 1989: 10 – 11 cited in Corbett, 2003
Training Task
• Goal – the pedagogical purpose of the task
• Input – the stimulus provided by the facilitator
for learning to occur
• Activities – full range of communicative
activities to serve goals
• Learner’s role – vary and progresses from
activity to activity, stage to stage
• Facilitator’s role – mirror image of the learner
• Settings – the mode of learning (e.g. individual
or group work)