Analysis of Needs and Outcomes 

Research, Design and Development 

Evaluation and Revision

Plan Implementation and Follow-up 

Each of these stages guide the decision-making process through feedback to the R&D team.  In this way decisions are based on evidence of what works rather than intuition. 

The identification of outcomes is an iterative process that evolves through data analysis in strategic planning.  This incorporates processes mandating regular evaluation of targeted outcomes for their appropriateness and relevance.  Frequent assessment of both the progress towards goals and objectives and the effectiveness of the processes themselves is a standard feature in the planning process of CPT that ensures overall viability of recommended courses of action. 

With the concurrence of the stakeholders, CPT may conduct meeting sessions using a computer and projection technology called the Option Finder‘.  This process permits the participants to rate the alternatives presented anonymously by using a radio keypad.  The technology facilitates the consensus process and increases the number of issues that can be addressed in each session. Ultimately, this strategy aims to achieve Peter Drucker’s first criterion of performance improvement: striving “to do the right thing.” 

In creating a strategic plan for its clients, CPT employs the following five steps concurrently during the design/production phase: 

1.  Involvement of all levels of the sponsoring organization simultaneously. 
2.  Acquisition of design requirements from all stakeholders. 
3.  Reconciliation of differences in design requirements. 
4.  Conducting of an iterative design review for consensus. 
5.  Providing the means for continuous improvement. 

Specific interventions may be suggested at this point including development of delivery systems such as video, computer-assisted instruction, and interactive multimedia. CPT is capable of carrying out this phase of the process as it is well equipped with hardware, software and network connections to accomplish the proposed tasks. The LSI production component, Multimedia Laboratories, works with both the R&D team and clients to design and develop effective and attractive instructional and promotional materials. Where development of high-end technologies (such as electronic performance support systems) are involved, CPT uses a “storyboard and rapid prototyping” approach. This strategy reduces development time and cost by creating a rough but testable model of the final product, thereby eliminating the need for extensive “front-end” analysis. 

The Center for Performance Technology has developed a process model for the systematic analysis of evaluation data that incorporates quality standards and controls.  This model involves three phases in the evaluation process: 1) collection and analysis of data to support strategic planning; 2) identification of baseline status for all outcomes, goals and objectives and; 3) establishment of foundations for creating collaborative evaluation teams. Here, CPT is addressing Drucker’s second criterion for performance improvement of “doing things right.” A more detailed version of the Center’s Evaluation Model is available for review upon request. 

Any performance improvement plan must address the issues involved with change management.  Managing change requires a proactive stance.  The nature of the change must first be clarified with particular attention paid to the identification of the involvement and roles played by all personnel impacted by the change.  For example, if a new approach to training office personnel is going to be introduced, change management suggests that the sponsorship needed will include the support of the appropriate supervisors and administrators. 
  
After the clarification phase, the change must be announced to all stake-holders in ways that meet the needs of each audience.  A process of diagnosis is sometimes used to gauge training needs and potential sources of resistance.  Based on the results, an implementation plan can then be developed and used.  The final phase requires monitoring progress and problems. 

A critical component of the change management process is inviting the participation of diverse groups and ensuring that equity is achieved through this involvement. To facilitate this and other aspects of a formal change management process, CPT often uses implementation architecture developed by ODR, Inc., of Atlanta.  The Center has worked with the ODR, Inc. Management of Change™ model for the past five years and found it to be very effective in promoting consensus and acceptance of the change process.