Project Management for Trainers

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American Society for Training and Development, 2000 - Business & Economics - 160 pages
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When it comes to the daily management of time and effort, trainers are no different from every other employee, manager, or even consultant - without a solid project plan, deadlines are hard to meet. Yet, many perfectly competent professionals, including trainers and other workplace learning professionals, continue to take a ""seat of the pants"" approach to project management. This is a book that will show you why this unpredictable approach to developing and managing training projects is inefficient and unworkable. You will find solid advice for improving or validating an existing training project management process, or if needed, creating a whole new training project management system.
 

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Contents

Beginning the Project
1
What Is a Project?
2
Important Stakeholder Roles
4
Navigating This Book
5
How to Take Advantage of This Book
7
Summary
9
Practical Exercises
10
Defining the Project
13
Budget
78
Troubleshooting
80
History Tells Us
83
Practical Exercises
84
Reviewing the Project
91
A Sample Postproject Review Template
92
Sample Process for Postproject Review
93
Using Systems Thinking to Review a Project
96

Documenting the Business Objectives
14
Documenting the Learning Objectives
16
Documenting Scope
18
Documenting Risks
19
Documenting Constraints
22
Creating a Stakeholder Communication Plan
25
Summary
27
Planning the Project
35
Finalizing the Business and Learning Objectives
36
Some Practical Help
37
Creating the Work Breakdown Structure
38
Creating the Budget
47
History Says
49
Practical Exercises
50
A Course Development Template
57
The Learner First Approach
58
A Repeatable but Flexible Process
67
Summary
68
Managing the Project
71
Establish Monitoring Criteria
72
Risk
74
Schedule
76
History Tells Us
98
Summary
99
Practical Exercise
100
Managing Performance Consulting Projects
103
A Rational Plan
104
Working Back From the Due Date
108
Summary
109
Practical Exercise
110
A Template for Managing External Suppliers
115
The Secret to Success
116
Detail vs Flexibility
118
Contractor Law
121
Confidentiality
122
Establishing Communication Standards
123
Change Management
125
Knowledge Transfer
129
Practical Exercises
130
The Project Begins
133
Summary
137
Resources
139
About the Author
145
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About the author (2000)

Lou Russell is president and CEO of Russell Martin & Associates. She is the author of the ATD Press books Project Management for Trainers, Leadership Training and 10 Steps to Successful Project Management, among other titles. In addition to her many books, she contributes frequently to Computer World, Cutter Executive Reports, and Network World, among others, and publishes Learning Flash, an electronic newsletter.


Lou speaks at several national and international conferences, such as the Project Management Institute, Project World, and LotuSphere. She holds a bachelor's degree in computer science from Purdue University, where she taught database and programming classes, and a master's degree in instructional technology from Indiana University.

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