1. Our Knowledge Management System Performance Competence Requirements
Choose what you need.
Imagine
Our Knowledge Management System
for YOUR Job’s
Performance Competence Requirements
L&D
By Job Code
Imagine Capturing and Sharing Created and Curated Content by Job Code – and Enabling a personalized approach to Individual Development Planning

2. We build or buy some content for everyone, and other content just for your job.
Highly Shared
L&D
Somewhat Shared
Highly Shared
Somewhat Shared
Not Shared
Sharing Content Will Reduce the Life Cycle Costs for Providing Performance Competence Developing Content

3. L&D
We have all the Performance Support including the L&D Content you need, organized by the Areas of Performance and Processes of your Department.

4. Some of the Curated Content is appropriately shared with other Departments and Jobs but some is quite unique.
Highly Shared
L&D
Somewhat Shared
Highly Shared
Somewhat Shared
Sharing Content Will Reduce the Life Cycle Costs for Providing Performance Competence Development Content.

5. Once you see your entire organization as bundles of Processes you can more easily see what’s shared and what’s unique.
L&D

6. L&D
It’s not all about Learning. It’s all about Performance Competence. Even in a Learning Organization.

7. It requires an Analysis of the Performance Requirements
L&D
It requires an Analysis of the Performance Requirements
– which are set by the Stakeholders.

8. We determine the Areas of Performance for each Critical Job
L&D
We determine the Areas of Performance for each Critical Job
with Master Performers from that job along with Other SMEs.

9. L&D
Then for each AoP - Areas of Performance - we create a Performance Model identifying the Outputs and Measures and the Tasks, Roles and Responsibilities, the Typical Gaps and their Probable Causes.

10. We use 17 Categories of Enabling Knowledge and Skills
L&D
We use 17 Categories of Enabling Knowledge and Skills
to derive a Bill of Materials for our Targeted Performers’ eventual Performance Competence Development Paths, or L&D Paths.

11. L&D
Here is an Example K/S Matrices for one Categories of Enabling Knowledge and Skills. Each Item is derived from the Performance Model and linked back to the AoP it enables and is further assessed.

12. We Need to Keep our Content Evergreen
Then for each AoP - Areas of Performance - we create a Performance Model identifying the Outputs and Measures and the Tasks, Roles and Responsibilities, the Typical Gaps and their Probable Causes.
We Use This Architecture to Help Us with ReUse and Content Pruning and Maintenance.
L&D
We Need to Keep our Content Evergreen
or Get Rid of It.

13. We create Development Paths or Roadmaps with the same Master Performers who helped define the Performance and Enabling Knowledge and Skills to insure its appropriateness.
L&D
The Path is a Suggested Sequence and Timing – modified for each learner/Performer based on their job assignment specifics and their incoming education and experience.

14. We facilitate a “downselect” from everything on the Path
with an Individual Planning Guide tool, as not everyone needs everything, nor do they need it in the suggested sequence.
L&D

15. All of our methods for doing this are covered in great detail
L&D
All of our methods for doing this are covered in great detail
in this 1999 book. It cover the PACT Processes lean methodologies for T&D/ Learning/ Knowledge Management.

16. This book 6 Pack from 2011 is an update to lean-ISD
L&D
This book 6 Pack from 2011 is an update to lean-ISD
and extends the lean-ISD methodologies into a
Performance Improvement methodology-set.

17. Focus on the Performance Requirements – and Enable Them.
The PACT Processes lean methodologies for T&D/ Learning/ Knowledge Management are a subset of the Enterprise Process Performance Improvement methodology-set.
L&D
Focus on the Performance Requirements – and Enable Them.

18. The 12 Variable-Sets of Process Performance
L&D
Focus on the Performance Requirements – and Enable Them.
One of the things you need to do during Instructional Analysis is to determine the real Root Causes for gaps from ideal performance in the Current State. It’s not always Knowledge/Skills.

19. L&D
Once you know what the gaps are you can look upstream to the organizational entities responsible for providing the Process with what they need for the human and the non-human enablers.

20. should be called. Because we have earned it.
First Protect and then Improve the Enterprise
We could call ourselves a Performance Improvement organization. But we are waiting for our clients to decide that’s what we
should be called. Because we have earned it.

21. Over 400 Free Resources on PACT and EPPI are available…
L&D