Peter R. Hybert: detailed Project/Client History
2006
Lean Tools and Leadership Skills
This project consisted of the development of approximately
eight-days of group-paced training to support the transformation of a diverse
corporation to a lean enterprise. It included tailoring lean concepts and tools,
along with the necessary skills for lean team leaders, to provide the
organization with a practical, integrated, and modular training program for use
in two large deliveries or as custom-assembled deliveries for specific
situations/ locations.
SPX Corporation
2005
Valuation Training Development
This project consisted of working with the
SMEs through a rapid design and development process for a two-day group-paced
training program (including a “pre-read” and simulation).
Huron Consulting Group
Sourcing Methodology Training Revision
This project consists of a revision to a three-day existing
program that teaches new analysts to perform their role in the client's
strategic sourcing consulting practice. Our role was to create pre-course
materials to help prepare learners for the group-paced program, help standardize
the way the methodology is depicted, and to incorporate additional interactivity
into the program while keeping the program deliverable by internal SMEs.
Huron Consulting Group
Competency Definitions for Science and Technology Functions
Definition of
competency areas and specific behavioral descriptors for Science and Technology
roles involved in research, commercialization, and regulatory functions.
Cadbury-Schweppes
Project work performed through a contract with Quid
Pro Quo Consulting.
Overviews for Key Duties and for New Product Introduction to Operations
Creation of a series of over twenty instructor-led and self-paced
programs providing the “big picture” concepts and “why’s” for selected duties
and content.
Eli Lilly and Company—Global Devices Division
Training and Qualification for Detailed Investigation of Complaints, Lot Release, and FMEA
This project consisted of analyzing performance and creating
performance-based qualification instruments and instructor-led training for the
above duties.
Eli Lilly and Company—Global Devices Division
Performance-Based Qualification and Knowledge Test Development for Pharma Market Systems
Development of
a series of qualification tests (eight based on performance, one based on
knowledge) for sales and technical staff working in the regulated environment
business.
Siemens Building Technologies
Parenteral Operations Analysis and Macro-Curriculum and Qualification Design
This project consisted of analyzing eight different operating
areas to define operator duties and qualification requirements. Following the
analysis, we defined training and qualification paths for each area.
Instructional designers from the client organization then took over development
of more than 300 instructional objects (including concept, skill practice,
performance checklists, and other formats) to both streamline the learning
process and improve operator capability. The resulting program will align the
training with job duty requirements, thereby integrating learning with
procedures and simplifying the compliance requirements for operators and
supervisors.
Eli Lilly and Company
Curriculum Planning Meeting
For this project we facilitated a group meeting to define the
architecture of an overall series of training products for delivery by an
internal group specializing in coaching various types of discovery, development,
and manufacturing teams.
Eli Lilly and Company
Personal Bankers and Small Business Specialist Analysis
This project consisted of conducting a performance and
knowledge/skill analysis to define and clarify the work performed by these two
audience groups across multiple types of banks and in various markets. The end
client used the data to both modify the role definitions, identify performance
improvement opportunities (to be addressed through Six Sigma team efforts), and
to identify training needs.
(Client name withheld per agreement.) Project
work performed through a contract with The Hobson Group.
Job Analysis of Customer Service Associate and Setup Configuration Analyst Roles
Group-process analysis of the job tasks and supporting
capabilities (including
knowledge/skills/required attributes) and development of capability models for
above roles. This information was used for definition of a number of HR system
elements, including role profiles, competency models, recruiting requirements,
etc.
Hewitt Associates
2004
Curriculum Design for Benefits Analyst Roles
This project was essentially an expansion of the Technology Core
curriculum design project (below) to include a key customer service
role--Benefits Analyst. It is a new role (i.e., “future state”) role and will
share instructional objects with the Technology Core roles where appropriate.
Hewitt Associates
Technology Core Curriculum Design
This project consisted of the analysis of three core technology
roles (primarily programmers and systems analysts) as impacted by changes in
team roles, technology, and work process. The analysis was used to design
learning paths and an instructional object inventory for all three audience
groups.
Hewitt Associates
Document Taxonomy and Meta-Data Design
This project consisted of defining the basic file structure for
all shared documents for the organization, along with common naming conventions.
The intent was to improve accessibility of documents, eliminate redundancy, and
as a result leverage organizational know-how.
Knight Foundation
FMEA Facilitator Qualification
This project consisted of the design and qualification process
and supporting materials for engineers and quality professionals charged with
performing failure modes and effects analysis for medical devices.
Eli Lilly & Company
Quality System Overview Session
This project consisted of the design and development of
presentation materials and job aids to overview the quality system within the
devices division.
Eli Lilly & Company
Quality System Interface Needs Analysis
This project consisted of an analysis of a series of performance
issues related to the interface with the quality system within the devices
division. The outcome is a series of recommendations for process/organization
changes, tools, and training to improve organization performance related to
compliance, document cycle time, and morale.
Eli Lilly & Company
“Devices 101”
This project was to design and produce an “emedia” program
providing an overview of the customers, markets, products, organization, and key
business processes in Lilly’s device division. Intended for new employees, the
program included information-rich printed job aids that distilled key
information from the program for easy reference in meetings, etc. as the new
employee comes up to speed on a complex business. (PRH Consulting engaged Glen
Ellyn Media and Mindsight for scripting, and technical and production
expertise.)
Eli Lilly & Company
Parenteral Operator Curriculum Development
Pete led a team of six designer/developers in a large scale,
rapid turnaround training development project to create instructional and
qualification materials for five operator curriculum paths. By using templates
and leveraging the curriculum design, the team was able to deliver approximately
4 weeks of classroom and lab (hands-on) training—including trainee materials,
instructor materials, knowledge tests, and performance qualification
instruments—within an eight-week period!
Eli
Lilly & Company
2003
Parenteral Operator Training Design
This project includes analyzing the work
performance and enabling knowledge/skills operators need to perform
pharmaceutical product manufacturing within a parenteral plant.
Eli Lilly & Company
Operational Leadership Development
This project includes the development of
"gap" programs from the curriculum design project listed below. Pete is leading
a team of designers and developers to create materials to support the global
roll-out of the curriculum.
Eli Lilly & Company
Alliance Management Performance Measurement System Design
This project used previous analysis work
to define how individual alliance manager performance could practically and
effectively be measured, given a wide range of individual assignments. The
process used a QFD-like matrix to identify key parameters that could be measured
and then to select a subset to actually be measured. The project included
development of a pilot version of the measurement system and the associated
business process for collecting the data and reporting the results.
Eli Lilly & Company
Supply Chain Curriculum Design
This project included analysis and design
of competency models and curriculum paths for thirteen different supply chain
roles. This curriculum relies heavily on one-on-one coaching and reinforcement
of common models across the entire organization to build internal capability.
Eli Lilly & Company
PDS Organization Curriculum Design
This curriculum design project resulted in
design of competency models and “future-state” curriculum paths for ten
different roles, spanning all but the marketing portion of this standalone
device business within Eli Lilly. The goal was to shift focus and training time
away from compliance toward building capability (while still remaining compliant
with the regulations and related policies).
Eli Lilly & Company
Operational Leadership Curriculum Design
This project included performance and
knowledge/skill analysis to create a detailed model of the capabilities (both
performance and enabling “competencies”) needed to perform as a leader
specifically within a manufacturing environment. The data was used to design a
curriculum paths for each level of leadership.
Eli Lilly & Company
2002
Alliance Manager Competency Model and Curriculum Map
This project
included performance and knowledge/skill analysis to create a detailed model of
the capabilities (both performance and enabling “competencies”) needed to
perform the job of Alliance Manager. This data was used to create a curriculum
map, identifying training and development opportunities related to the
capabilities and a recommended sequence aligned with a typical career path. It
also included a competency assessment tool and its integration into the overall
performance management and development planning process.
Eli Lilly & Company
Develop Qualification Instruments for Validated Critical Environments
Building on the
Time to Performance system, this project required the development of twelve
qualification instruments to certify engineering specialists working in
facilities that require system validation (typically, due to FDA requirements).
Siemens Building Technologies
2001
Underwriting Curriculum Architecture Design Project
Pete was the
lead analyst and designer for an overall corporate curriculum for the
underwriter population spanning Fireman’s Fund’s five different business
segments.
Fireman’s Fund Insurance Company
Credit and Collections Simulator Instructional Activity Development Project
In the previous
project, CADDI developed call scenarios and learning units for representatives
performing consumer sales and service work. In this project, we targeted
collection call performance. Internal SBC developers built the scenarios while
the CADDI team developed the learning units.
SBC
Customer Service and Collections Simulator Instructional Activity Development Project
Another call
center project! Pete led a team to create and pilot 100 call simulations and
fifteen learning units (plus exercise examples) for their customer service and
collections agents servicing consumer loan customers.
DaimlerChrysler Services
Consumer Sales Call Center Personnel – MCD
Pete was the
lead MCD designer for several complete curriculum paths within a complete
redesign of the Consumer Sales training for associates in both premerger
organizations (Bell Atlantic and GTE).
Verizon
Call Center Simulator – Job Analysis, Content Design, and Development of Learning Activities and Simulations
This project
was essentially a new technology development project to build a computer-based
learning tool that allows customer service representatives to practice customer
calls by speaking with a computer—the “Contact Flight Simulator.” It
involved voice recognition, computer-based training, simulation, and testing,
all deployed over the intranet. The technology was handled by a number of other
vendors—our role was the creation of a library of 100 simulations and
approximately the same number of Learning Units, pilot testing the system with
end users, and certifying client developers on creating/modifying new material
for the libraries. Pete led the content development team to define the call flow
model and specify a range of simulations spanning key types of orders, various
customer types, degrees of sales complexity, etc. The challenge was trying to
promote consistency while addressing necessary variations between the various
operating companies (Ameritech, Southwestern Bell, and Pacific Bell), between
individual regions, or, in some cases, between states.
SBC
Retail Site Operators Development Program—Global Curriculum Strategy
As part of an
effort to create a global curriculum “template” for all Retail Site
Operators, we facilitated a planning process to compare existing curriculum
designs from Exxon, Mobil, and Esso and to define a common learning path. We
also created a Project Plan for the work the client team needs to complete in
order to create the common version materials.
ExxonMobil Fuels Marketing Company
Wholesale Markets Billing Associates Modular Curriculum Development Project
As part of a
large-scale consumer sales curriculum design project, Pete facilitated an
analysis meeting.
Verizon
Curriculum Design for Wholesale Market Billings
Pete worked
with Guy (the first time on a CAD since 1994!) to design a curriculum
architecture for billing service representatives who deal with wholesale
customers across five centers. The goal: as usual, shareable modules and reduced
training cycle time. The result? Training reduced from more than 70 days to 11
to 20 days (depending on the job).
GTE Service Corporation
Talon Control System Curriculum and Content Architecture Design
Supporting the
introduction of a networked control system of six new products based on a new
communications protocol can get complicated, especially when they are being
developed concurrently with the training. Pete’s 21st curriculum
design and 46th modular content architecture design project were
completed in parallel—as the system evolved, more of the modules were designed
and detailed into lessons.
Siemens Building Technologies, Inc.,
Landis Division
Miscellaneous Consulting
Pete consulted
with an internal team on how to use the PACT analysis process to build on
existing competency and skills framework data.
Hewlett Packard
1999
Performance Tests
To help further
detail and clarify the specific performance requirements for certification, Pete
worked on 150 performance test instruments to support the technology transfer at
GMU.
General Motors
Practitioner Certification and Coaching
As part of the
overall technology transfer of the PACT Processes for T&D to General Motors
University and their strategic suppliers, Pete conducted the MC/MI Analysis
Workshop and observed, coached, and certified practitioners performing the
analysis process.
General Motors
Comparative Value Study
This project
was a variation on the existing training assessment process within the CAD
process. For a selected set of content areas, we researched comparable
alternatives in the marketplace and compared strengths and weaknesses.
Modular Curriculum Design and Development of ABCs of Selling APOGEE
An eight-day,
group-paced training program to teach sales engineers how to determine customer
needs, quantify business impact/return, and present and demonstrate the APOGEE
product line. (APOGEE is a complete, networked control system consisting of a
server-based workstation, several types of control cabinets, and devices for
controlling the equipment in a commercial facility, including lighting, HVAC,
and other systems.) The course included a reference tool and two simulation
exercises, along with a number of other activities.
Siemens Building Technologies, Inc., Landis Division
CORE Program Design
Before moving
into job-specific training, there is a great deal of industry and company
knowledge/skills new employees need. This project resulted in a design for a
combination of a self-study CBT program and a 40-hour, group-paced classroom
program.
Siemens Building Technologies, Inc., Landis Division
Qualification/Certification System for Project Managers, Project Engineers, and Group Operations Supervisors
As part of the
Time to Performance project, qualification instruments for the project manager,
project engineer, and group operations supervisor roles were developed. In the
process of developing those instruments, Pete, along with Kelly Smith, were also
able to certify three Siemens practitioners in the process.
Siemens Building Technologies, Inc., Landis Division
Overall T&D Module Inventory Framework
Concluding the
Time to Performance project, we handed off a current version of the T&D
Module Inventory Framework. This required reconciling CAD-level designs for
modules with actual modules resulting from various development projects.
Siemens Building Technologies, Inc., Landis Division
Time to Performance Implementation Support
Implementation
support was primarily performed by the internal Siemens team. Our role was to
provide consulting on the process and design help with the various communication
tools. To help inform the field organization, Pete facilitated the design of an
on-line newsletter, as well as other infoware.
Siemens Building Technologies, Inc., Landis Division
Curriculum Implementation Plan Update
In 1996,
Imperial Oil worked with Pete, along with Dottie Soelke, to design a curriculum
architecture for retail site managers within their automotive business unit.
Since that time, Imperial had been steadily working on executing the development
plan to build/refine the retailer development program. This year, they asked
Pete to facilitate a meeting to review the current business plan, technology
changes, competitive issues, participant feedback, and other change drivers and
put together a plan for the next three years.
Imperial Oil Company
ISPI Awards of Excellence Application
Based on
participant feedback, improvement results, and comparison to “best-in-class”
programs, Imperial decided to submit their New Retailer Development Program (NRDP)
for an ISPI Award of Excellence. We provided coaching on the criteria and
assistance with completing the application. (They won!)
Imperial Oil Company
Brand Management and Market Research Curriculum Development Planning Guides
Pete created a
management training session and individual development-planning tool to support
a curriculum designed and introduced by Eli Lilly’s Global Sales and Marketing
Training Organization for market research professionals. Since it worked well,
we did another one for the Brand Management curriculum. The tool was an expanded
version of the “PACT standard version” in the CAD process. It included a
team development-planning tool as well, so that managers could make sure their
organization as a whole had all the skills/capabilities it would need for the
work they were expected to deliver.
Eli Lilly and Company
1998
Project Manager/Group Operations Supervisor/Project Engineer
Pete’s 18th
CAD project was the design of an integrated Development and Qualification Path
for the above audience groups. This design was also integrated with the
previously completed Specialist HVAC curriculum so that T&D Modules/Events
could be shared where practical.
Siemens Building Technologies, Inc.,
Landis Division
Specialist Lab Curriculum Architecture Design
This CAD was
really an extension of the Specialist HVAC CAD addressing the additional
performance and knowledge/skill requirements for installing, starting up, and
maintaining systems controlling critical environments, such as chemical labs and
industrial clean rooms.
Siemens Building Technologies, Inc.,
Landis Division
Administrative Process Design/Development
This project
resulted in a set of administrative processes for use by home office staff in
managing the overall qualification system, including record keeping, continuous
improvement/change management, and technical oversight for the system.
Siemens Building Technologies, Inc.,
Landis Division
Qualification/Certification System for Engineering Specialists
The role of
engineering specialist is a hybrid between a “journeyman” specialist, a
project engineer, and a design engineer. Pete facilitated a team of top field
performers to define the role and then to select and sequence Qualification
Instruments from these roles into a single path for the engineering specialists.
This project illustrated the type of benefits possible once a critical mass of
analysis and design work is done with a target audience group for cycle time
reduction and reuse.
Siemens Building Technologies, Inc.,
Landis Division
Base Line Specialist Modular Course Design
Having
developed Qualification Instruments to measure “time to performance,” the
next step toward reducing the time to performance was to provide learning
alternatives that are more readily available and in the right size “chunks”
to help someone learn what is necessary to pass the qualification tests quickly.
This project began with the design of a distributed training system and produced
detailed lesson-level designs for key modules within the base line portion of
the specialist Qualification Path.
Siemens Building Technologies, Inc.,
Landis Division
Qualification and Curriculum Architecture Design for Engineering Specialists Working in Critical EnvironmentsTM/Validated Systems
Pete’s 20th
CAD addressed the performance of advanced technical work in a highly regulated
(and high liability) environment. This project was challenging because it dealt
with an emerging performance that was part future-state and part evolving (with
widely different approaches across the Analysis/Design Team members). It came in
handy to have had experience in the pharmaceutical industry and with the TQM
discipline.
Siemens Building Technologies, Inc.,
Landis Division
Qualification/Certification System for Design Engineers, Specialists
As part of the
Time to Performance project, Pete also spent time in the trenches developing
Qualification Instruments for the audiences listed above.
Siemens Building Technologies, Inc.,
Landis Division
Delivery and Instructor Certification for Various PACT Process Workshops
Continuing with
the PACT Process Technology Transfer effort, Pete supported the workshop
deliveries as a facilitator and as an observer/coach of internal instructor
candidates.
General Motors
Design of a Curriculum Architecture for Supplier Quality and Supplier Development Engineers
This was
Pete’s 15th CAD project for engineers who interface with General
Motors’ worldwide suppliers to help certify and/or improve the quality of
their output (and often the productivity of their operations, as well). These
engineers support the development and introduction of new products and
components, as well as existing products.
General Motors
Design of Curriculum Architecture for Communications Professionals
For this
project, the analysis had been completed, but CADDI was tapped to provide a
designer to meet the client schedule target. The team wanted to develop a single
path for all communications professionals, including public relations staff,
plant communicators, executive coaches, speechwriters, and others. And, they
did.
General Motors
Curriculum Architecture Design and Implementation Planning for Human Resource Professionals
Pete used the
results from an analysis performed by two PACT practitioners (licensed and
trained through our technology transfer project with General Motors University)
to pick up the last two phases of the project. The challenge was to design a
path for all human resource professionals―a widely varied target audience,
both in terms of career path and role assignments. The result was a
“multistreamed” path with shared and unique training addressing the needs of
HR specialists ranging from plant administrators to corporate planners (and most
of the roles in between).
General Motors
Qualifications Catalog for Engineering
To support an
SAP R3 implementation, Pete led a project to use the PACT Processes to analyze
performance and knowledge/skill requirements for mechanical, electrical,
software, project, and systems engineers as input to the development of a
qualifications catalog. We also adapted the CAD design process to scrub the raw
data into a manageable number of clear qualification items within a hierarchy
(similar to the 5-Tier Module Inventory Structure). The client used the project
outputs to implement an employee assessment and development planning process and
to evaluate existing and “gap” T&D.
Rockwell Collins
1997
Project Manager/Group Operations Supervisor Incentive Program
This
“miniproject” required Pete to facilitate a one-day meeting with a group of
16 field operations managers to define the parameters for a performance-based
incentive system for the above audience.
Landis & Staefa, Inc.
System Specialists (HVAC) Curriculum Architecture Design
To accompany
the “Time to Performance” qualification system, the curriculum was
redesigned to better match the Qualification Path. Since both the qualification
system and Curriculum Architecture Design are based on the same Performance
Model and Knowledge/Skill Analysis, the CAD required a relatively minimal
incremental effort. (As an aside, the Performance Model and Knowledge/Skill
Analysis were used by another team to revise the job descriptions.)
Landis & Staefa, Inc.
Qualification/Certification System for System Specialists
This project
was undertaken to reduce the “Time to Performance” for new hires so Landis
& Staefa could keep pace with their rapid sales growth. As the lead
consultant on the project, Pete designed and planned the overall approach,
analyzed specialist work performance requirements, and specified Qualification
Instruments. The challenges of this project were to design a system that will be
acceptable across a network of decentralized branches, to design an overall
administrative system with minimal implementation overhead, and to install the
system into the business so that it becomes a normal part of the work
environment.
Landis & Staefa, Inc.
Sales Training Design for Facilities Management Services
This was an
extremely accelerated project in which Pete led the Design Team in defining
Training Modules for branch sales introduction to selling the Facilities
Management business.
Landis & Staefa, Inc.
Coaching and Simulation Development on Performance Contracting for Engineers
Pete provided
coaching to the client development team on project management and developed the
role Datapaks for the simulation exercise.
Landis & Staefa, Inc.
Modular Curriculum Design—Call Center Customer Service for University Customers
This project
was Pete’s 38th MCD project in which an entire product training
series was designed using a Design Team as a model for six additional
“clone” series.
McLeodUSA (formerly Consolidated
Communications)
Curriculum Architecture Design for Call Center Customer Service and Operations Representatives
This project
was Pete’s 13th CAD project. It supported the redesign of the
entire customer service processes for a new Call Center. Besides designing the
CAD, the team also used the Performance Modeling data to identify 13 proposed
solutions to address the highest priority environmental deficiencies.
McLeodUSA (formerly Consolidated
Communications)
Consulting on ISD and Project Management Processes
To enable the
client to manage the development of the curriculum, Pete provided ISD expertise
to create a modified version of the PACT MCD process defining standard
milestones within the development and pilot for use by a diverse development
team.
McLeodUSA (formerly Consolidated
Communications)
Consulting on Learning and Development Processes
Pete presented
the CAD and a competency modeling approach based on the Performance Modeling and
Knowledge/Skill Analysis processes to a corporate-level HR team and participated
in the planning of how these approaches could be tested/implemented within NOVA.
NOVA Chemicals
MI Design Workshop Development
Pete took the
lead role in developing the MI Design Workshop within the MC/MI series for
General Motors. One of his goals was to illustrate how a designer can integrate
their own ISD approach within the PACT MCD/MI design process. And, for this
workshop, Pete developed his 12th simulation.
General Motors
Design of Structured, On-the-Job Assignments for Tool & Die Supervisors
Pete led a
design meeting to use Performance Model data to identify job assignments that
could be integrated into an 18-month supervisor development program. The intent
was to help participants make a direct link between classroom learning;
structured, on-the-job training; and the job.
General Motors
Coaching of MC/MI Practitioners
On an as-needed
basis, Pete coached various trained practitioners in preparing for, conducting,
and documenting CAD process meetings.
General Motors
Delivery of the MC/MI Analysis and MI Design Workshops
As part of an
overall Technology Transfer agreement with General Motors, Pete conducted five
deliveries of the above workshops for groups ranging from 7 to 16 participants.
The challenge was assessing exercise performance to determine capability to
perform on the job (for certification purposes).
General Motors
Retail Site Management Curriculum Architecture Design
Pursuing a
strategy of operational excellence, Imperial Oil decided to use the CAD process
to redesign their training for Esso retailers. Pete’s 12th CAD, the
challenge was to create a design that would fit a wide range of store sizes and
market segments.
Imperial Oil
1996
Modification of the CADDI PACT Processes for General Motors
Consulted with
General Motors to explain the PACT Processes and to define modifications to
process steps and outputs to customize it to General Motors.
General Motors
Development/Adaptation of the MI Briefing, Performance Modeling Workshop, and Toolkit
Consulted with
General Motors and served as a subject matter expert for the design and
development of components of the various tools for supporting the technology
transfer.
General Motors
Design of a Service Operations Management Course
Designed a
five-day, group-paced training course on managing customer service agreement
accounts. Though this course did not include a simulation, it did include a
number of job-related exercises, including making management decisions based on
labor, material, and financial data.
Landis & Staefa, Inc.
Design of a Performance Contracting Course
Pete used a
combination of the PACT Processes for CAD and MCD to define the engineer’s
role in the performance contracting process, and then designed a “mini-CAD”
of 60 modules. Then, he led the field Design Team through the design of a
five-day, group-paced training program including his 11th simulation.
Landis & Staefa, Inc.
Curriculum Architecture Design for Help Desk Technical Support Engineers
This CAD
(Pete’s tenth) addressed technical and customer service training needs for
technical support engineers for a manufacturer of high-end file servers. The
challenge in this project was to meet the company’s intent to avoid “handing
off” customers who call in for help—this required rethinking the role played
by new engineers, as well as creating an accelerated development process.
Auspex Systems, Inc.
Curriculum Architecture Design for PNBB/PNBE Process Operators
Pete designed
this, his ninth CAD, to address the operators of a batch chemical manufacturing
process. The analysis and Curriculum Path identified ways to make it easier to
use “fill-in” resources from other areas during peak workloads, as well as
to develop new operators.
Curriculum Architecture Design for Global Operations
Pete’s eighth
CAD addressed 12 roles involved in FDA submissions for investigative and new
drug applications. Much of this CAD was addressed through job aids and
structured, on-the-job training delivery. In this project, Pete also used the
Performance Model data to generate a role profile, listing performances and
knowledge/skill requirements for the job, that was used for recruiting and
selecting new job candidates.
Eli Lilly and Company
Curriculum Architecture Design for Price List Representatives and Medical Information Specialists
These audiences
are involved in supporting drugs that are currently on the market—either
researching or communicating information to healthcare professionals or
patients. (As a side note, almost immediately after the Analysis Phase the
client reorganized, changing some tasks and shifting others between roles. The
client was able to use the Performance Model to help direct and document the
change with minimum effort.)
Eli Lilly and Company
Design and Development of a Prototype Database for Storing and Managing Performance Model and Curriculum Architecture Design Data
Pete guided the
development of the above database to enable the client to have greater use of
the data following the CAD project.
Eli Lilly and Company
Technology Transfer Training for Combinatorial Chemistry
Pete designed
and developed application exercises (“canned labs”) for training chemists in
combinatorial chemistry methods as part of the client’s licensing of this
technology to other companies.
Sphinx Pharmaceuticals
Curriculum Architecture Design for Industrial and Wholesale Marketing Support Roles
Pete’s sixth
CAD addressed customer service roles’ performance within a petroleum wholesale
organization. Key features of the design included extensive use of structured,
on-the-job training and cross-training. This was also Pete’s first
“formal” use of the Performance Model data to identify solutions for
environmental performance gaps.
Imperial Oil
1995
Curriculum Architecture Design for PNBB/PNBE Process Operators
Pete designed
this, his ninth CAD, to address the operators of a batch chemical manufacturing
process. The analysis and Curriculum Path identified ways to make it easier to
use “fill-in” resources from other areas during peak workloads, as well as
to develop new operators.
Curriculum Architecture Design for Global Operations
Pete’s eighth
CAD addressed 12 roles involved in FDA submissions for investigative and new
drug applications. Much of this CAD was addressed through job aids and
structured, on-the-job training delivery. In this project, Pete also used the
Performance Model data to generate a role profile, listing performances and
knowledge/skill requirements for the job, that was used for recruiting and
selecting new job candidates.
Eli Lilly and Company
Curriculum Architecture Design for Price List Representatives and Medical Information Specialists
These audiences
are involved in supporting drugs that are currently on the market—either
researching or communicating information to healthcare professionals or
patients. (As a side note, almost immediately after the Analysis Phase the
client reorganized, changing some tasks and shifting others between roles. The
client was able to use the Performance Model to help direct and document the
change with minimum effort.)
Eli Lilly and Company
Design and Development of a Prototype Database for Storing and Managing Performance Model and Curriculum Architecture Design Data
Pete guided the
development of the above database to enable the client to have greater use of
the data following the CAD project.
Eli Lilly and Company
Design and Development of an Organizational Capability Assessment Workshop
This workshop
was for staff consultants performing organizational capability assessment
supporting strategic business planning efforts. We created the OCA process, and
Pete led the MCD process (his 32nd) to design the workshop and simulation.
Amoco Corporation
Delivery of Product Management Process Training—New Product Introduction
A five-day,
simulation-based course for product planners and managers within the switching,
operations systems, wireless, and business units on how to plan the development
and introduction of a new product.
AT&T Network Systems
1994
Operations Management and Self-regulated Team Curriculum Architecture Design
Pete’s fifth
CAD addressing the performance needed to support the introduction of
self-regulating teams in the production environment.
Novacor, Corunna Site
Strategic Plan for Training & Development (Phase 1)
Pete conducted
a series of executive interviews, co-facilitated planning sessions, and
developed the Phase 1 report assessing the overall business needs at the site
and the implications for the T&D function.
Design and Development of a Total Quality Guidebook
Led a Design
Team using a modified PACT MCD Process to design a 160-page guidebook describing
total quality principles, concepts, tools, and resources for technical and
administrative staff. He also performed some of the development work.
NASA Lewis Research Center
Development and Delivery of Product Management Process Training—New Product Introduction
Pete designed
and developed simulations and group-paced training on how to lead a
cross-functional product team.
AT&T Network Systems
Delivery and Train-the-Trainer for Product Management Process Training—Life Cycle Management
This course
design was a conceptual clone of the new product version, except that the
content and simulations are designed around leading a cross-functional product
team through the key decisions following product introduction, including
promotion and growth, customer support, and through discontinuance.
AT&T Network Systems
1993
Companywide Curriculum Architecture Design
Co-designed a
curriculum architecture to support the re-engineering of an entire distribution
business. The CAD contained 20 Curriculum Paths and more than 700 modules
addressing 53 business processes.
Spartan Stores/ISSC
Delivery and Train-the-Trainer for IPD Training for Program and Team Leadership
This was a
five-day, simulation-based, group-paced course on how to lead a team through the
product development process.
Lockheed (General Dynamics)
Total Quality Workshop
Pete used the
MCD process to design and develop a two-day workshop on total quality
principles, process improvement techniques, and implementation planning to be
delivered by us at Cornell.
Cornell University
Redesign of the Product Management and Market Management Curriculum Architecture and NS 1251: Product Management Process Training
This project
was an update of an earlier project in which the Performance Model,
Knowledge/Skill Analysis, and Existing Training Analysis were validated/expanded
before revising the Curriculum Architecture Design. As a result, the eight-day
keystone training course was reconfigured into two five-day programs, which led
into Pete’s 28th and 29th MCD projects.
AT&T Network Systems
Design of a Multilevel Training Evaluation System and Instruments to Support a Large-Scale Business Process Re-engineering Effort
This project
was to design an integrated set of evaluation instruments addressing
Kirkpatrick’s “four levels” (plus some operational measures) that would
work to track the BPR training and that could be instituted as an ongoing
training evaluation system following the BPR effort.
Amoco Production Company
1992
Delivery of IPD Training for Program and Team Leadership
See below for a
description of the project.
Quality in Program Management Course Design
A truncated
application of the MCD process to design a workshop on the application of
quality tools and methods in the program management of large-scale systems
integration projects. This was Pete’s 27th MCD project and seventh
use of simulation exercises.
Digital Equipment Corporation
Design of Reactor 300 (PRISM) Training Course and Verification Tests
Pete used
Performance Modeling and Knowledge/Skill Analysis to design and develop
structured, on-the-job training and performance tests for batch chemical process
operators in his 26th MCD project.
NALCO
1991
Development of IPD Training for Program and Team Leadership Development
Co-designed and
facilitated initial deliveries of a five-day, simulation-based training course
for leaders of various types of aircraft development teams. (This was Pete’s
25th MCD project.)
General Dynamics
Development, Delivery, and Train-the-Trainer for Marketing Process
Training
Delivery (USA) of Product Management Process Training
An MCD effort
to define and instill marketing process knowledge and skills for marketing
professionals in a technical industry. Pete led the development team through the
handoff to Network Systems instructors. This was Pete’s fifth opportunity to
develop performance-based simulations (rather than simply exercises or cases).
AT&T Network Systems
Development of Service Technician Selection System Training Course
Pete designed
and developed this self-paced program to train managers in the use of a
comprehensive, standardized selection process that involved interviewing
candidates using a benchmarked questionnaire, evaluating their performance in a
role-play, and administering a standard aptitude test.
Whirlpool Corporation
Supporting the Sale: A Team Approach
A briefing for
technical sales team members (including account managers, technical support, and
sales office management) addressing key “watch-out-fors” in customer contact
situations such as sales meetings and service calls. This project included a
video, job aid/pamphlet, and a small facilitator guide for use in sales office
training sessions.
AT&T Network Systems—Wireless Business Unit
Managing a Diverse Workplace
Development of
a facilitator guide for use by retail store managers in local training programs
on diversity, the Americans with Disabilities Act, and sexual harassment.
Sears
The intent of
this project was to design “gas chromatography for dummies”—nontechnicians
who needed to analyze a sample chemical quickly without understanding the many
nuances of setting up the instrument and interpreting the results. Pete used an
abbreviated MCD process to map the performances, identify an overall training
process, and specify a set of job aids for his 20th MCD project.
Occidental Chemical Corporation
1990
Development of Labor Relations Training
This project
was the first use of the “Lesson Map of Activities,” which is really the
heart of the MCD group design process. This five-day, simulation-based training
program addressing the management of bargaining unit employees (across six
different agreements) was piloted in 90 days after the Steering Team kick-off
meeting and was very well received. This was in large part due to the commitment
of the Analysis Team that, after completing the Analysis Phase, actually
insisted in staying on to complete the Design Phase (even though we really
didn’t need to keep all of them an extra two full days!)
Illinois Bell
Development of Composites Bonding and Fabrication Training
This was an
80-hour, group-paced training program for manufacturing technicians building
composite aircraft components for stealth fighters. One of the project
challenges was that the manufacturing methods were being refined as the training
was being developed.
General Dynamics
Development of Test Instruments for Product Management Process Training
This small
project required the development of pre- and posttests to accompany the
simulations as an additional source of participant achievement data.
AT&T Network Systems
1989
Delivery and Revision of Product Support Planning and Management Training
This five-day,
simulation-based training course addressed the management of a cross-functional
team through the planning of the product service and support channels, warranty
processes, product upgrades and “recalls,” and discontinuance.
AT&T Network Systems
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