About this lesson
In the typical project of today, a project training plan is essential to address the challenges with project resources. At this time in the project, the impact of the training plan that was developed is assessed. In addition, changes to the project team will likely require modifications to the training approach.
Measure Training Outcomes
As training has become a more prevalent aspect of project planning and management, the project leadership team must assess the outcomes of the training to drive continuous improvement.
When to use
Following the completion of a training program, the impact of the training on the team performance and interactions over the next phase or sprint should be evaluated to ensure the training has been effective.
As part of the project planning process, a training plan should have been developed that addressed skills training, team dynamics training, formal education/certification, and on-the-job training. As the training is delivered, the project leader and core team members should be assessing the performance of both individuals and the team as a whole to determine the effectiveness of the training and to determine the need for any follow-up training.
Training programs that focus on training project management methodology including phases, sprints, decision-making gates, and team member roles should impact how smoothly a project is executed and controlled. This will be realized in a significant reduction in risk due to the clarity of expectations and the interactions that occur.
Training programs that focus on building technical skills, be they functional skills, team dynamic skills, or project management skills, should improve the performance of tasks on the project. To the extent that the project plan is well crafted and managed, this will impact overall project performance. However, the immediate effect should be to see fewer errors and less budget or schedule variance.
A common technique used on projects is on-the-job training. The primary impact of this approach is that the individual is learning while doing, so there is an immediate improvement in the quality and performance of their work. The Sprint retrospectives and Lessons Learned sessions after each project phase should be providing immediate assessment of how well the training is progressing. These sessions can be used to kick off another round of the Shewhart cycle for continuous improvement: Plan, Do, Check, Act.
Hints & tips
- Don’t place much stock in the training evaluations that people complete at the end of training sessions. Those are often an indication of whether the individual was entertained, not whether they learned.
- Measurements are often made against a standard and the standard for most project teams is how well they did on the last phase or sprint. If the team is brand new, use a company standard until the team creates their won baseline performance.
- Different people learn at different rates and in different ways, if the training does not seem to be working, try a different approach.
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