1. UMBC 603 Job Aid
For Larry Monroe

2. Analysis Data-gathering element of instructional design
The who, what, where, why and by whom of the design process
Foundation for any instructional design project
Instructional designers can never know too much
Curiosity is the first skill that belongs in the designer’s tool kit

3. Analysis Sequence Client Request Gap Analysis Yes Root Cause Analysis
is the cause of the gap known?
Client Request
Gap Analysis
Yes
Root Cause Analysis
Training Needs Analysis
Make Recommendation
Lack of skill/knowledge a root cause?
Yes No

4. Analysis must determine:
if a problem exists that can be appropriately addressed by training
what goals and objectives the training should address
what resouces are available for the project
who requires the training and their needs (population profiles)
all additional data needed to successfully complete the project

5. Performance Gap Analysis (PGA)
A gap analysis starts with the articulation of the desired and current states of business and employee performance
The descrepancy (or gap) is defined in clearly quantifiable terms
Compare your current state (with less than ideal performance) to the future state (with ideal performance)
What are your current business results, stated in measureable terms?
What would your business results look like if performance was where it should be?
A PGA is generated anytime you have a client

6. PGA Model Desired State Current State Operational Results
The results the business wants to achieve
Operational Results The results the business is achieving
Employee Performance
What employees would know or do differently in the future to produce the desired operational results
Employee Performance What employees know or do that keep operational results where they are today

7. Performance Gap Questions
Describe what your business results would be if this were a perfect world.
What activities would your employees need to be engaged in to achieve ideal business results?
What leads you to believe that this is an issue?
If things were going right, what would the outcome of this process be?
What activities are employees engaged in that contribute to the issue?
How would employee performance look different if your desired outcomes were achieved?

8. Desired Results or State
PGA Model
Desired State Current State
Desired Results or State
Current State
Performance Gap
(Delta)

9. Root Cause Analysis (RCA)
Process of examining a performance gap and determining why the gap exists
Provides a holistic approach that may or may not involve training
Focus on the question: Why are employees not peforming as desired?
Do not imply a solution
Define the performance gap without bias!

10. RCA
Conduct a root cause analysis if the reasons for the gap are complex
Key Questions to ask are:
How do performers know when they perform the task correctly or incorrectly?
Are there consequences for poor performance?
Do performers know how to perform the required activities?
Do performers see benefits in performing the required activities?
Is the workflow conducive to efficient performance?
Have expectations for performance been set and clearly communicated?

11. RCA Factors to Consider
Physical Resources – Tools, materials, technology, supplies and so on
Structure/Process – Steps to follow, realistic policies, mission statement and so on
Information – Performance feedback, clear standards, reliable data
Knowledge – Training aids, coaching, mentoring, OJT, continuing education
Motives – Recognition, bonuses, opportunitiy for advancement
Wellness – Better health care systems, counseling, exercise, relaxation, diet

12. Front-End Analysis (FEA)
Creates a blueprint for creating instruction
Can save time and money
Defines project requirements, describes the ideal performance or instruction to meet the project requirements, and identifies acceptable alternatives

13. The FEA Process Define the learning or job as it exists now
Define the best possible learning or job outcome after training or other solutions
Rank the new goals in order of importance
Identify discrepancies between “what is” and “what should be”
Determine positive areas of learning or job performance

14. The FEA Process Set priorities for actions
List all possible solutions along with the impact of not providing any solution
Define the impact of each solution with regard to time, money, and customer satisfaction
Make recommendations, based upon learning or performance goals, desired results, financial resources, and other relevant factors

15. FEA Report
The FEA process provides the who, what, when, why, and how of instruction
Combines analysis into one report that may or may not recommend training
If training is required, a Training Needs Analysis follows

16. Training Needs Analysis (TNA)
Dive deep into all of the details you need to know in order to design a training solution to help close a gap in employee skills or knowledge
Use PGA and RCA to feed into this analysis
Make recommendations, based upon learning or performance goals, desired results, financial resources, and other relevant factors

17. TNA Sub-Analysis Audience Analysis – Target Population
Job Analysis – Duties and Tasks, competencies
Task Analysis – Step-by-step of job tasks
Content Analysis – What to include in training
Environmental, Media and Cost-Benefit analysis may also be included

18. Training Needs Analysis (TNA)
Questions to consider to ask the Subject Matter Experts (SMEs)
What is the issue that training will address?
Who is the target audience?
What are the consequences to the learning audience if the learning objectives are not met?
Describe the subject matter (content)
How often will the content need to be updated?
Additional questions can be found in ASCD Infoline Pubilication in the job aid section

19. References:
Hodell, Chuck. ISD from the ground up: a no-nonsense approach to instructional design. Alexandria, VA: American Society for Training & Development, Print.
Franklin, Maren. "Performance Gap Analysis." Infoline March.0603 (2006): Print.
Bunson, Stan. "Front-end Analysis: Blueprint for Success (Part 1)." Learning Solutions Magazine. Learning Solutions, 11 July Web. 8 Dec <