Rapid Prototyping that REALLY Works!

Presented by:• Sharon Boller, Bottom-Line Performance, Inc.• Denise Rucker, Effective Performance Solutions, Inc.

Agenda

What is rapid prototyping?– Definitions– A real-life story

Rapid prototyping in action– Say Yes Shoe Store

Moving from design into development

Objectives

Define rapid prototyping and the elements of the Cube

ModelDesign a customer service training program using the Cube ModelSelect the best learning activitiesRecognize techniques to streamline development and implementation

Our Definition

An approach to training program development that combines analysis and design steps and creates a bridge into preliminary development of the end product.The end result is a robust design document that streamlines the development process.

The Kitchen Table Story

The Situation– Need for a workshop to teach OD

consulting; client had defined processes

– Target audience HR managers with little/no consulting experience

– Delivery method already defined workshop

– Design needed quickly

Rapid Design Approach

Identifying major tasks associated w/ OD consulting.Specifying what an HR Manager needed to know and be able to do to effectively implement the processes.Identifying common mistakes new managers might make.Identifying what learners already knew or knew how to do.Describing the appropriate performance check.Identifying post-training support required.

Use flipcharts

and Post-Its

Rapid Design Approach (cont)

Specified content needed to support objectives.Wrote descriptions of learning activities that built skill and knowledge required to complete the performance check.

Use flipcharts

and Post-Its

Rapid Design Approach (cont)

Created detailed design in 1.5 days.If you want to expedite development, it’s critical to include all designers who will participate in development.Process can be done with a single designer.

Your Turn: Part 1 of Case Study

Read the case study.Form a triad.As a group, review the instructional goal and complete Step 1 of the Cube© Model using the worksheet provided.Take 12 minutes.

Your Turn: Say Yes Shoe Store

Instructional Goal:– SYS sales clerks will provide exemplary customer

service. They will create a warm, friendly environment for shoppers, conduct error-free transactions, and provide accurate answers to all customer questions.

Answers to Part 1

Demonstrate interpersonal communication skills

Apply policies and procedures

Demonstrate product knowledge

Part 2: Two-Minute Brainstorms

Take two minutes for each of the following activities:– Identify what SYS sales clerks need to know and be

able to do to perform your assigned task.– What common mistakes might new SYS sales clerks

make when performing this task?– What are you assuming that learners will already

know when they come to training?

Part 3: Performance Check and Post-Training Support

Identify the appropriate performance check for your assigned task. (How will you test learners to make sure they’ve achieved the objective?)Identify appropriate post-training performance support.Take 10 minutes.

Part 4: Bridging into Development

Key question to ask:– What learning activities and content are essential to

helping learners gain the knowledge and skill needed to complete the required performance check?

Use more

Post-Its!

Streamlining Development and Implementation

Spend lots of time creating templates; save time later using templates. Develop 1 module first; refine it; then do others.Encourage “content-only” first draft review (no typos, grammar issues, etc.)Push HARD for face-to-face reviews w/ clients.Identify key decision-maker; clarify responsibilities of EACH review team member.

Streamlining Development and Implementation

Develop and standardize a formal process for review:– Name drafts; define stages– Inform review team of estimated time required – be brutally

honest

Create coaching guides for post-training follow-up. Include step-by-step instructions.For instructor-led only: Create easy-to-follow leader’s guides with icons, cue words, and copies of visuals.

When face-to-face reviews aren’t possible:– Specify what each reviewer’s task is.– Define who will resolve differences in opinion.– Have a face-to-face with project manager.– Put requested changes in writing before actually making

them. (laundry list).

Develop a standardized implementation checklist:– Timeline, activities (pre, during, post), responsibilities

Standardize train-the-trainer process