Newsletter EPPIC Template 2007a · PDF file05.09.2007 · you want to ground your...

The Last of Pursuing Performance? Adios, to the quarterly Pursuing Performance newsletter—deployed on both paper and electronically as a PDF.

The Continuation of Pursuing Performance on the Web After 10 years plus...I started renumbering the Volumes six years ago...I have decided to stop publishing this quarterly newsletter on paper and in a PDF e-newsletter in favor of writing for my Blog:

http://pursuingperformanceblog.blogspot.com/ The intent is to keep publishing, but in a more current, flexible, retrievable format. Other than books—see the notice for the new book on page 15. In March I wrote 64 Postings for my Blog, in April 43, in May 47, in June there were 37, in July 14, and in August there were 15. I haven’t posted anything for this month, September 2007, yet. The truncated tiles for all of these Postings are listed in the following pages of this last news-letter. You may subscribe in a number of ways to the Blog “Pursuing Performance.” See the Blog top right of the right-side column for the tools to let you do so. I will continue with my web site at www.eppic.biz where I offer all sorts of free content in the form of my copyrighted books, chapters, articles, presentations, tools and templates. As well as copies of all of the Pur-suing Performance Newsletter archives. See you on the web and at conferences!

►►►►►

View Point

Last Paper Pursuing Performance Newsletter

Pursuing Performance Volume 6 Issue 4 Fall 2007

with EPPIC Inc. and Guy W. Wallace

A Quarterly Print and e-Newsletter

EPPIC Inc.Achieve Peak Performance

EPPIC Inc.EPPIC Inc.Achieve Peak Performance

to protect and improve the enterprise

Pursuing Performance - The EPPIC Newsletter - Spring 2007 ©2007 EPPIC Inc. All rights reserved. www.eppic.biz

Issue Content

• Blog Postings at the Pursuing Performance Blog

— Guy W. Wallace, CPT

• Free T&D Systems View Workshop Slides

— Guy W. Wallace, CPT

For past copies and other content see the

EPPIC web site

Resources tab

“Gopher” moreat eppic.biz“Gopher” moreat eppic.biz

Free ISD Content at www.eppic.biz

Including

• Books • Presentations • Articles • Tools • Templates

Volume 6 Issue 4


Note: Formatted for Printing in a Booklet style

Pursuing Performance is a free newsletter, published seasonally,

from EPPIC and Guy W. Wallace on both paper and on the EPPIC web site as a pdf file

under the tabs: Resources/Newsletters at

www.eppic.biz

Pursuing Performance is for the leaders, managers, and individual contributors of those business functions, systems and processes that ensure that the right human knowledge, skills and attributes are available in a timely, efficient and effective manner in support of the enterprise processes. For you we offer our insights and many examples of our integrated concepts, models, methods, tools and techniques regarding our PACT Processes for T&D/ Learning/ Knowledge Management, our T&D Systems View, and Stage 1—Targeting EPPI, from our Enterprise Process Performance Improvement methods.

Pursuing Performance—EPPIC’s Quarterly Newsletter




EPPIC Inc.

20417 Harborgate Court #510 Cornelius NC 28031

office: 704– 895– 6364 mobile: 704– 746– 5126

email: [email protected] web: www.eppic.biz

EPPIC helps you orient your enterprise T&D/ Learning/ Knowledge Management

Systems to the Performance Requirements of the Enterprise Processes


Volume 6 Issue 4

Catching Up to the Technology

The Pursuing Performance Blog By Guy W. Wallace, CPT

Blogging I started my adventures in the Blogosphere in the spring of 2003. I posted two Posts and then let it lie dormant for several years, until this spring when I decided to update many of my past writings and presentations and post them to the Blog. So the whole Blog underwent a facelift...dump the old Postings, change of colors, fonts and the entire layout. All the Blogspot tools had become much more friendly and there are a dozen or so Widgets (Web tools) of practical use, from the hundreds and hundreds out there, that I borrowed for this update. Then, as you see shortly, I went wild with my updating task. Here is a listing (of truncated titles) of all of the Postings on the Blog. You can also easily search the Blog using key words. See the Seach box at the top right of the Blog.

http://pursuingperformanceblog.blogspot.com August (15)

Free 5-Day Workshop Materials for DIY - T&D System...

Copyright Infringement = Piracy

The PACT Process for Instructional Activity Develo...

Thankful for Endeavor's Safe Landing Today - and T...

The PACT Processes and the PST - Project Steering ...

The PACT Processes will take you to ReUse City!

Governance and Advisory Systems and Processes Alig...

(Continued on page 5)

Learning is not the end goal. Specific "Performance Competence" is. Generic Competencies are only foundational if they can transfer to another performance context. Research suggests that they usually will not. Formal Performance-based Instruction & Information is needed, where warranted by the risks and rewards, to enable the workflow, either during and/or prior to the workflow performance. For Performance Competence. And ROI.


In Memory of Gabriel D. Ofiesh - One of the Founde...

Performance-based Competencies = "Performance Comp...

Are Development Ratios for ISD Efforts Meaningful?...

For Your Informal Learning - Smokey (the) Bear - H...

Establishing an HR Platform

E-Learning "Learning Styles" Challenge for $1000.0...

Wanted: Translations of 3 Books

Book Overview: lean-ISD

July (14)

How I Easily Check On My Favorite Blogs Daily

Process for Collaboratively Handling an Agenda Ite...

Assess How Well You Are Designing for the Life Cyc...

Understanding COMPETENCIES and their process workf...

Past Posting on the Path of perform-ance-based T&D/...

11 O’clock: T&D Research & Develop-ment System

Is planning "passé" in a rapid develop-ment world?

Step 1– Smoothly Segueing from Train-ing to Perform...

Consequences - the rewards and pun-ishments - the r...

lean-ISD? What is ISD - Instructional Systems Desi...

The PACTLogic for ECA - Enterprise Content Archite...

Establishing AoPS and Completing Performance Model...

(Continued from page 4)


Volume 6 Issue 4


Volume 6 Issue 4

A 3rd APPO for PACT Performance Modeling and K/S A...

Another APPO for Performance Modeling and K/S Anal...

June (37) "Simple Summer Job" Applications Exercise - for Pe...

Developing Your EPPA to Enable Developing Your ECA...

Informal or Formal Learning Quiz

PACT Practitioner Certification Levels and Designa...

20,000 Plus Downloads of the lean-ISD book!

PACT Methods - Evolving with the Application Tests...

PACT Study Guide for Level 1 PACT Practitioner Cer...

The Service Offerings of EPPIC

A performance-based Qualification/Certification Sy...

Using the PACT Processes to Develop Performance Co...

For information about PACT Prac...

Management AoPs - to Specifically Define - Assess ...

Systematically Deriving the Enabling Knowledge/Ski...

Lessons in Lesson Mapping

What Enables the Processes Designed to Meet Stakeh...

Talent Management via EPPI Methods

The Beginning-Middle-End of the Beginning of the T...

The ECA Route to ReUse City in the PACT Processes

Announcing the New 3 Day Coaching Session Series f...

Pursuing Performance Quarterly Newsletter "e" Vers...

Using PACT's CAD Methods for Knowledge Management ...

Certifying PACT Practitioners Demonstrated Capabil...

The PACT Content Organization Scheme for performan...

Quotes from PACT Clients and Practitioners

Enterprise Process Performance Architecture

The Key Inputs to Instructional Design in the PACT...

The PACT Processes on Podcasts

The K/S Matrices - Capture and Report Out the Enab...




What early reviewers wrote about:

lean-ISD By Guy W. Wallace

Recipient of

ISPI’s 2002 Award of Excellence

for Instructional

Communication

Geary A. Rummler from the Performance Design Lab says, “If you want to ground your fantasy of a ‘corporate university’ with the reality of a sound ‘engineering’ approach to instructional systems that will provide results, you should learn about the PACT Processes. If you are the leader of, or a serious participant in, the design and implementation of a large-scale corporate curricu-lum, then this book is for you. This system could be the difference between achieving bottom-line results with your training or be-ing just another ‘little red school house.’ ” Dale Brethower, Ph.D. from Western Michigan University says, “This book is not an easy read, it is something much better. It is a book written for people who share Guy Wallace’s passion for developing training that adds value, for people who are so committed to competence for themselves and the people they serve that they are willing to do what it takes to develop training that adds value. The best way to use the book is as a guide in doing projects . . . it describes the why and the what and offers many wise and useful suggestions about how.” Jim Russell, Professor of Instructional Design at Purdue University says, “This highly structured and detailed process for instructional design provides excellent guidelines for advanced students and practitioners. The focus is on improving training and development processes and products in business and industry.” John Swinney, from Bandag, Inc. and president of ISPI says, “Guy Wallace is giving away the magic. This book provides a model and methodology to help a training function link its long-term outputs to the busi-ness needs of the organization. The PACT Processes help introduce the voice of the customer into any train-ing organization whose mission is to improve performance.” Miki Lane, senior partner at MVM The Communications Group says, “lean-ISD takes all of the theory, books, courses, and pseudo job aids that are currently on the market about Instructional Systems Design and blows them out of the water. Previous ‘systems’ approach books showed a lot of big boxes and diagrams, which were supposed to help the reader become proficient in the design process. Here is a book that ac-tually includes all of the information that fell through the cracks of other ISD training materials and shows you the way to actually get from one step to another. Guy adds all of the caveats and tips he has learned in more than 20 years of ISD practice and sprinkles them as job aids and stories throughout the book. How-ever, the most critical part of the book for me was that Guy included the project and people manage-ment elements of ISD in the book. Too often, ISD models and materials forget that we are working with real people in getting the work done. This book helps explain and illustrate best practices in ensuring success in ISD projects.”


This book is available as a free PDF at: www.eppic.biz

Volume 6 Issue 4

The Performance Model Chart - A Data Capture and R...

Stepping Quickly Through the PACT Processes - 3 le...

12 O’clock: T&D Governance and Advisory System

More About 7 Tasks for 7 Goals

Seven Tasks for Seven Goals

Job Satisfaction Doesn't Guarantee Performance

Are You Investing In a Certificate Program or a Pr...

The Many Uses for a Performance Model Derived Set ...

The Impact Matrix - An Application of the 2x2 Matr...

May (47) The HAMS and the Top 22 Best Practices for Talent ...

7 Reasons to Consider for Adopting/Adapting the PA...

The Early Reviewers... John C...

The T&D Path...a Learning Continuum Visual

Object Design in the PACT Processes

UPDATE: 12-Part ISPI PX Series

The Detailed Project Plan

25 Years of Clients in the ISD/HPT Space

Memories Stirred By Another Memorial Day Ap-proachi...

Performance-based "Personal and Interpersonal" Kno...

Project Planning for performance-based ISD Ef-forts...

Structured and Unstructured OJT

Paying for Employee's Education Makes Them More Li...

Push-Pull Knowledge Management Systems

Thoughts About ISD

Teaming for Training & Development Efforts

If the Customer ISN'T King - Who Is?




More Good Stuff - From Brenda Sugrue

The reality of e-learning - in 2000 - is very diff...

A Valued Resource - Harold D. Stolovitch

Learn to Learn Better - An En-abler for Improved Fo...

Job Satisfaction Doesn't Guaran-tee Performance - P...

Announcing - Deming Plaza - Powell Wyoming

Ripples and Waves of the Gurus and Grifters

Ray Svenson

It's Not About Learning - It's About Performance C...

The Soft Side of Six Sigma - by Joe Kilbride

Sense and Nonsense in HPT - According to Brethower...

In Memory - Richard (Dick) Lincoln

What is the "gap" in Generational Learn-ing Styles?...

Become a BPTrends Member for Free

Curriculum Architecture Design - Not an ADDIE-type...

ISD Evaluation - Why Smiley Sheets Stink

What EVIDENCE is necessary to Conclude the Truth?

The Learning Organization - Revisited

Missed Opportunities at ISPI and Acciden-tal Learni...

Thinking about some of the discourse and logic bei...

A Trusted Source - Richard E. Clark, PhD



Volume 6 Issue 4


Mindframe - The Lesson Map of Instructional Activi...

Resolving Conflict in Form vs Function

The Research Evidence Against Informal Learning

Sometimes the Attempt to Directly Transfer Theory ...

Debunking the Myth - There Is No Such Thing As “Le...

The Big Question is...PowerPoint - What is Appropr...

The Unfortunate Top 10 Ways to MAXIMIZE T&D Expens...

Segueing from Training to Performance Improvement

A Common Frame For Specifying the Unique and Commo...

April (43) Some Words on "Competencies" by Don Tosti

Learning While Training - Biography of a Bird Dog

Project Review- 1987- Product Management Process T...

Debriefing the PACT Processes Analysis and De-sign ...

Introduction to: Areas of Performance

The PACT Process Facilitator - Part 3 of 3

The PACT Process Facilitator - Part 2

The PACT Process Facilitator - Part 1

Management Areas of Performance and the Baldrige C...

Off to the ISPI Spring Conference

The Learning Label is Too Much About Us

Management Areas of Performance - Book Reviews

"Management Areas of Performance" Book Now Availab...

Related to My Sessions at the ISPI Spring Conferen...

Process – Human Assets – Environmental Assets

First Focus on Performance and Then Enable That

CAD - Curriculum Architecture Design



Volume 6 Issue 4


“Guy Wallace has written an appropriate follow-up to his lean-ISD [book]. The breadth and depth of his latest book, T&D Systems View, is very impressive. He uses the analogy of a clockface to thoroughly explain his 12-system process. The procedure in the book allows you to assess any training and development operation from a systems’ perspective. It is easy to read and follow thanks to its consistent structure and format from chapter to chapter. An excellent overview of the process is included, along with helpful checklists.”

—James D. Russell, Professor of Educational Technology, Purdue University, Visiting Professor of Instructional Systems, Florida State University “[T&D] Systems View explains why the T&D function must be managed as a total system: to meet the challenges of a rapidly changing marketplace. The book shows, in detail, what must be managed competently for a T&D manager to ensure that learn-ing happens by design rather than by chance. The best T&D managers manage the system components described in the book, though probably not as well as they will after studying and thinking through how to fill in the weak or missing components.”

—Dale Brethower, Ph.D., Professor, Western Michigan University “T&D Systems View is a useful guide for any organization assessing current T&D processes or establishing new ones. Its emphasis on T&D delivering ROI and shareholder value is a timely message and one critical to any T&D organization’s viability today.”

—Carol Nicks, Director, Workforce Development, Verizon “Whether you are new in the training business or an ‘old hand,’ this book will provide you with as much guidance as you need to get the job done. Guy has provided material that leaves ‘no stone unturned,’ yet there is sufficient flexibility for application in all

training organizations. Well thought out. Many fresh ideas along with solid reminders of things we knew we should do, but we have, somehow, let go by the wayside.” —Charline A. Wells, Programs Manager – Corporate

Training, Sandia National Laboratories “Guy Wallace has done it again! After demystifying the ISD process in his lean-ISDSM book, he tackles the corporate training and development system and puts it in a business-focused perspective. Whether you are in-house or serving as an external consult-ant, you will find Guy’s model an invaluable tool for enterprise training and development. This analytic and design process en-sures that you dot all the i’s and cross all the t’s when moving your company or client to Learning by Design, not Learning by Chance. The elegant clockface model helps you develop a clear picture of any organization and clearly helps you map out how best to effectively manage all the elements of the enterprise. Once the elements are mapped out, the model, through en-closed assessment and prioritizing tools, helps determine where and when to put corporate assets to maximize corporate return on investment. This is a must-have book for any consultant or organization that is concerned about improving the performance of their organization through improving processes and competencies.”

—Miki Lane, Senior Partner, MVM Communications


T&D Systems View

By Guy W. Wallace



Volume 6 Issue 4


Case Study: The Cost of Informal Learning versus F...

The Enterprise Enabling Asset Systems

The Big Question - ILT and Off-the-Shelf Vendors –...

The Sooner You Address The Right Situations Formal...

Am I Being Unreasonable Here?

How Do You Define and Measure Performance? Just As...

Managing "Performance Competence" Requires Specifi...

INNOVATION may be RISKY within the Execution of th...

Your Enterprise Content Architecture of performanc...

Are You Competing for Talent Formally or Informall...

Human Asset Management Systems - That are Per-forma...

Learning Is JUST One Part of the Process Puzzle

When I Develop a Blog Posting - I Often "Interrupt...

What's the point? Why invest? In LE...

Metrics for Learning

Innovation within Execution might be a good thing,...

80% Is Informal Learning - Because the Enterprise ...

The PACT Processes and Workflow

What "Informs/Drives" Your T&D-Learning-Knowledge ...

My Global Network Ex-pands

Organizing Your Enterprise Content Architecture fo...

When to "lean" Learning Toward Formal and/or In-for...

One of My Sessions at



Volume 6 Issue 4


Mark Graham Brown Large government and corporate organizations continue to spend money on canned or custom-developed leadership programs that fail to produce effective managers. This book presents a proven methodology for determining the specific management competencies needed for success in your own organization. By using this approach, based on studies of your most effective managers, you will build the foundation of a program that will allow you to select and train a large cadre of effective managers and leaders. John Coné One of the great strengths of the book is that it is NOT about competencies. You make an outstanding point that there is more to the job than just possessing (or even exhibiting) competencies. I really liked the book. Now, I have to be honest with you - it surprised me that I did. I have never been a fan of "workbook" type books that require me to do a lot of introspection and homework. Maybe that's because I'm lazy, or maybe because they require me to accept the models in the book as I go along rather than deciding after I have read it all how well they will apply to my world. Whatever the case, when I saw how your book was organized, I figured I wouldn't like the format and then I'd have to figure out how to tell you that. But it didn't happen that way. I think it is because of the way the book is organized, and perhaps also because you keep things relatively simple. You don't ask me to buy into a complicated and unusual model; but one that is pretty straightforward and logical. I also think that using the technique of directing people to the chapters that apply to them the most (as you do in Chapters 4 and 18, for example) prevents us from having to slog through work that we are not sure goes to the heart of our concerns. That is a brilliant move, and I wish more authors used the approach. Thanks for the chapter summaries. They keep the reader on track and tell us what you as the author think are the key points of each chapter. The intros also do a great job of keeping us oriented. The book reads easily and is very clear and concise. Judy Hale I do like the way you have grouped the areas of performance. You have developed a useful tool and process to help identify, define, and evaluate managerial competencies. Darlene Van Tiem Tremendous performance management tool! Competence is key to inspiring, challenging, and coaching employees. Every leader should require Management Areas of Performance as part of a performance assessment empowering their managers to develop competencies, thus improving competitiveness and organizational effectiveness. Comprehensive, well organized, and motivational. Actually, I think that it is a terrific succession planning, career development, and employee development piece. You have presented, in detail fashion, the full set of compe-tencies. You have not glossed over issues and made it a simple book.


Management Areas of Performance

By Guy W. Wallace


Volume 6 Issue 4


ISPI- QMMPASDTEWATOMP

It's More Processes Than Your Rapid Development Pr...

It's about Performance Competence at all levels an...

The Costs for a Lack of Process and Practice CLARI...

March (64) The 5-Tier Enterprise Content Architecture of the ...

Performance-based Curriculum Architecture Design

What the "A!??!"

Informing the ISD Design Process with Perform-ance-...

And who judges that? ...

How "Performance-Relevant" are the Collabora-tions ...

How Careful Are You and Your Learning System with ...

VERY Formal Learning is sometimes the only WAY TO ...

Modular Curriculum Development - MCD - a PACT Proc...

Curriculum Architecture Design - CAD - a PACT Proc...

Chunking Instructional Content for Appropriate Reu...

More "lean-ISD" Book Reviewer Quotes

Lean-ISD Book Reviewer Quotes

If the Performance Relevance Isn't Obvious You Nee...

How do you Leverage Enterprise Performance Com-pete...

Developing Bench Strength?

What were those lessons learned the last time arou...

Use a Performance Competence Spin for Collabora-tio...



Volume 6 Issue 4


From Chapter 1: A performance-based qualifi-cation/certification system verifies and docu-ments that a person is Performance Compe-tent, that they are capable of “performing tasks to produce outputs to stakeholder re-quirements.” This is done by having the candidate either perform the task while being observed and questioned by a qualified assessor and/or assessing the quality of the end product and perhaps interviewing stakeholders and/or others involved in the performance. The assessor uses a “test” form that contains standards for the procedures that must be followed and the criteria for correct performance. The completed test form becomes the documented record of qualification for the task. The battery of “tests” covers all the critical tasks the individual must be able to perform in a specific role such as Control Room Operator, Sales Representative, or Six Sigma Black Belt practitioner. When an individual has qualified on all the tasks for an assigned role, they can be said to be “fully qualified” or “certified” for that role.

Coming this Fall 2007—

Performance-based

Employee Qualification/Certification Systems

By Ray Svenson and Guy W. Wallace

This book will be made available as a free PDF at both:

www.raysvensonconsulting.com

and www.eppic.biz

Volume 6 Issue 4


Sometimes Executives Don't Have the Perspective

Gradiations-Blends of Learning Targets and Methods...

Targeting Learning for Performance Competence

I was trying to keep up on my reading...impossibl...

A Social Network dedicated to Pursuing Performance...

PACT is Performance-based AND Data-driven

The PACT Podcast Series - Free Podcasts

Are Your Approaches Leveraging? Or Averaging?

Learning Theory or Performance Theory?

Striving-Driving for Targeted Performance Competen...

Are You At a Crossroad Regarding Formal or Informa...

As a Business Owner I Approached T&D and Certifica...

T&D Paths guide Individual Development Planning

The Only Valid Measures are Complex and Expensive ...

Collaborating with the Customer in ISD Efforts

Are You Averaging Your "Content Quality" Up or Dow...

Performance-based ISD is about the Ter-minal Object...

Performance Competence By Design - Not Learning By...

Why wouldn't you want your ISD processes to be lin...

Formal Learning is Addressed by the PACT Processes...

Is the Current State Appropriately the De-sired End...

Formalizing the Informal Speeds Our Way

The learner/Performer in an Enterprise-context

Defining- Performance Competence of the learner/Pe...



Volume 6 Issue 4


Watch Your Language - It May Signal Your Intent

Is Performance Competence Averaging Up - or - Aver...

PACTools Enable Performance-based ISD

Organizing In Advance of the Info-Glut

The 4 Keys to Enterprise Performance

Target Your Informal Learning Investments for ROI

Targeting Specific Process Performance for All Ins...

ARM Yourself - To Get: Aligned - Resourced - Measu...

Setting Up Your ECA Content Templates for Developm...

How Would Learning Systems Tech-nology Change the I...

The Acid Tests for Your T&D/ Learn-ing/ Knowledge M...

The Key Stakeholder Requirements of Your T&D/ Lear...

A Process-Centric Functional Enter-prise Process Ar...

The Demise of the Corporate Uni-versity?

A Human Assets Management Systems approach to Tale...

Feeding the Talent Management Systems with Specifi...

The Future Convergence of BPM and ISD

Avoiding Redundant Instructional Content - By Desi...

Thoughts on Learning Objectives and Informal Learn...

Informal Learning - Learning By Chance

The ECA - Enterprise Content Architecture

Beginning with the End Tactics In Mind? Or the Goa...

And there will be more published every month!

►►►►►


Volume 6 Issue 4

Squaring ISD away won't happen just because you've embraced a great ISD methodology-set, or that you've successfully segued to Performance from Instruction. It will be because you've got enough of a loose-tight handle on all of the moving parts. As in all of the "processes" required to run ISD like a business. The book T&D Systems View now has a companion piece - my client workshop, which I have decided to make available to the ISD public for free.

The T&D Systems View Performance Improvement Assessment Workshop is intended to systematically examine the T&D/ Learning/ Knowledge Management organization systemically - by assessing the ade-quacy of 47 processes organized into 12 systems of the T&D systems - which of course if part of the Enterprise system - inside a marketplace system or systems - in our global world - in-side the big system of the known and unknown Universe. 5 Days? I developed this 5-day version for a delivery in Russia last year that didn't happen. You might be able to get through it in 2 or 3 days. I was expecting there to be "language" issues during delivery and was trying to keep the pace slower than my normal top-end speed. The 10 am start time and 6 pm ending time reflects my potential client's needs and desires. Adapt - don't adopt - unless THAT does makes sense. The workshop PowerPoint Show has 373 slides, and many building graphics/text that will give you carpel tunnel after clicking through the entire PPS. So be careful! And it is an 80 MB file - that is available on my web site at http://www.eppic.biz/. You can get a free PowerPoint Viewer from MicroSoft to view the PowerPoint Show if you don't have PowerPoint. But first, at www.eppic.biz click on the Free Book link for the T&D Systems View book and that will take you to the page where you can download that file of the workshop slides - as well the book! You can break the WS into many different segments/configurations for your delivery situation and constraints: Five 1 day sessions (or three 1 day sessions at a faster pace than Guy in Russia), etc. Or take your ISD staff through the first part up to the Quick As-sessment and then use the Assessment Tool in Chapter 5 of the book. And then stop.

Whatever fits your needs and constraints. And good luck with it!

►►►►►

Free Workshop PowerPoint Show at www.eppic.biz

x


Trust — doesn’t come easily. Experience — doesn’t come quickly.

Guy W. Wallace’s consulting clients since 1982 ... while at Svenson & Wallace Inc. (1982-1997) and CADDI Inc. (1997-2002) and EPPIC (2002 to today)…

Over 40 Fortune 500 (since 1982)

2000—Today Abbott Laboratories, AMS, Eli Lilly, Fireman’s Fund Insurance, General Motors, GTE, Johnson Controls,

NASCO, NAVAIR, NAVSEA, Norfolk Naval Shipyard, Siemens Building Technologies, and Verizon.

1990—1999 Abbott Laboratories, ALCOA, ALCOA Labs, Alyeska Pipeline Services Company, American Management

Systems, Amoco, AT&T Network Systems, Bandag, Bank of America, Baxter, Bellcore-Tech, British Petroleum-America, Burroughs, CCH, Data General, Detroit Ball Bearing, Digital Equipment Company, Discover Card, Dow Chemical, EDS, Eli Lilly, Ford, General Dynamics, General Motors, H&R Block, HP,

Illinois Bell, Imperial Bondware, MCC Powers, NCR, Novacor, Occidental Petroleum Labs, Spartan Stores, Sphinx Pharmaceuticals, Square D Company, and Valuemetrics.

1982—1989 ALCOA, ALCOA Labs, Ameritech, Amoco, Arthur Anderson, AT&T Communications, AT&T Microelectronics, AT&T Network Systems, Baxter, Burroughs, Channel Gas Industries/Tenneco, Dow Chemical, Exxon, Ford,

General Dynamics, HP, Illinois Bell, MCC Powers, Motorola, Multigraphics, NASA, Northern Telecom, Northern Trust Bank, and Westinghouse Defense Electronics.

Project Overviews for each project are available at www.eppic.biz

In “About EPPIC” and in Guy’s Professional Bio pdf

Clients listed in “Black” = single project customer

Guy W. Wallace, CPT has been in the T&D field since 1979 and a training and performance improvement consultant since 1982. His clients over the years have included over 40 Fortune 500 firms, plus NASA, NAVAIR, NAVSEA, and non-US firms: BP, Novacor, Opel, and Siemens.

He has analyzed and designed/ developed training and development for almost every type of business function and process. He is the author of three books, several chapters, and more than 70 articles. He has presented more than 70 times at international conferences and local chapters of ISPI, ASTD, and at IEEE, Lakewood Conferences, ABA, the Conference on Nuclear Training and Education, and at the Midwest Nuclear Training Association.

He has served on the ISPI Board of Directors as the Treasurer on the Executive Committee (1999–2001) and later as the President-Elect for 2002-2003 and President for 2003-2004.

Guy’s professional biography was listed in Marquis’ Who’s Who in America in 2001. He was designated a CPT — Certified Performance Technologist in 2002. He was recruited as a Thought Leader for ISPI Instructional Systems Professional Community in 2004.

Guy W. Wallace, CPT


EPPIC Inc.

[email protected] www.eppic.biz

We can help you in creating internal

performance-based

Training & Development / Learning /

Knowledge Management Systems & Processes

to Achieve Peak Performance!



9/5/2007

Newsletter EPPIC Template 2007a · PDF file05.09.2007 · you want to ground your...

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