1. * Dr. Christopher R. Bennett HTC Infrastructure Management Ltd.
07/16/96
Developing a Training Programme for a National Pavement Management System
Dr. Christopher R. Bennett
HTC Infrastructure Management Ltd. *

2. New Zealand’s PMS In 1999 NZ adopted a national PMS*
07/16/96
New Zealand’s PMS
In 1999 NZ adopted a national PMS
Used dTIMS from Deighton Associates Ltd. of Canada
Ultimately will be used by all Road Controlling Authorities (RCAs)
Has been applied on all road types and classes
The size and scope of the implementation necessitated a major training exercise
Purpose of this slide and the next slide is simply to give the audience an understanding of the nature of our network *

3. Importance of Training
Many PMS system implementations fail because of:
Do not meet technical needs
Do not fit in with the ‘culture’ of the organisation
Staff do not have the necessary training to make full use of the system
At the onset of the NZ project the need for training was recognised
It was included in all elements of the project’s design

4. Development Expectation

5. Approach Adopted
Undertake a ‘Training Needs Assessment’ to establish potential training demands and skill levels
Develop a preliminary training programme
Test the training programme in pilot studies
Get feedback from the participants
Refine the programme
Fully implement training

6. Training Needs Assessment
Purpose Was to Establish:
Who needed training
Training demand
Levels of training required
Available resources
Training locations and dates
Training cost

7. Training Questionnaire Results
Wanted hands on workshops
Preferred training manuals to multi-media
Many interested in training were at a management as opposed to technical level
Periods identified when training should not be held
Identified maximum number of participants as high as 500

8. Key Conclusions
Self funding with high initial costs recouped over 2 years
Develop training manuals
Participants wanted paper based manuals - not electronic
Have seminars and workshops at different locations around the country
Needed to run training with hands on computer work

9. Training Model Have four levels: Management
Technical 1 (General use of system)
Technical 2 (Detailed use of system)
Technical 3 (Calibration and model development)
Only first three required initially

10. Issues Technical Levels 1 and 2 would be the bulk of training
Management training designed to be an introduction so all had to attend
Required proficiency at one level before going to next -- not rigidly enforced
Management done with presentations; Technical 1 and 2 with hands-on work
Management half-day; Technical 1 and 2 full-day

11. Training Materials Developed three manuals 1: Reference
Detailed discussion of theory and system
2: Software Users Guide
How to use supporting software
3: Using the Systems and Tutorials
Referred to as the ‘dTIMS for Dummies’ book
Most popular and widely used volume

12. Management Training Purpose was to ‘sell the project’
Answered the question ‘what is in it for me’
Introduced managers to PMS concepts
Showed samples of the typical outputs

13. Technical 1 Overview of the modelling process
Introduction to supporting software
Theory of dTIMS
Discussion of:
treatments
triggers
resets

14. Technical 2 More detailed discussions on theory and basis for system
Strategies
Optimisation
Modelling Issues
Running dTIMS

15. Training Programme Required a team of management and support staff
Had to be flexible for locations due to national coverage
Dependable over long term
Not dependent on one or two specialists
Financially self sustaining
Linked to universities and research programmes

16. Structure
HTC Infrastructure Management Ltd. appointed as manager and to develop materials
Adminstered all aspects of the training (very time consuming!)
Ran courses
Ultimately will ‘train the trainers’ to expand the pool of expertise

17. Training Venues
Started off using universities but had to fit in with their holidays so training constrained
Commercial computer training companies very expensive
Also took a great deal of time to setup for each course
Purchased (used) notebook computers which freed us from venue problems and only required setup once

18. 1999/2000 Training Programme
Ran 11 courses and had 381 person-days of training
28% Management only
20% Technical 1 only
52% All three

19. Training Feedback Questionnaire
Pre-announcement and registration process;
Training venue and catering;
Use of the training aids (e.g. computer presentations, white board etc);
The ability of the presenters to facilitate the learning;
Feedback on the understanding of technical topics and material covered; and
Space for further comments.

20. Feedback Ratings from Participants

21. Success Factors
Both the course and the course materials need to be informative (teach what the participants want to learn);
The courses need to have a balanced mix of materials to keep interest levels high;
The course must be interesting and have an element of enjoyment for the attendees to want to attend;
The administration and support for attendees must be efficient and effective; and,
The breaks for refreshments and lunches must be timely, well organised, an enjoyable experience and cater for varied tastes.

22. Conclusions Don’t underestimate the need for training
Do a full training needs assessment BEFORE starting
Invest sufficient funds to develop proper materials
Keep the materials relevant and simple
Be flexible with your plans and delivery
Get feedback AND LISTEN TO IT