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 FrameworkTraining Management Framework

Training Plan, Design and MethodsTraining Plan, Design and Methods

Monitoring and Evaluation Monitoring and Evaluation

Training Management Tools 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

riskissues

scope time

workplanintegration

qualitydeliverables

stakeholderscommunication

costprocurement

People Process

Technology

Optimum

Performance

PM/Training Focus

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

CONCEPT

REQUIREMENTS DESIGN

IMPLEMENTA

TION

INTEGRATION & TEST

SYSTEMS INSTALLA

TION

MAINTENANCE & SUPPORT

Project LifeCycle

Systems DevelopmentLife Cycle

Source: Taylor, 2004

PM Phases

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

doneOutputs

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

TASK

Goal

Input

Activities

Learner’s Role

Facilitator’s Role

Settings

Nunan, 1989: 10 – 11 cited in Corbett, 2003

Intercultural Approach

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)