Well, your project is on the express track and it’s all systems go. You’re fast approaching the training phase in the project plan. When creating the project plan, you took the logical approach. You knew you couldn't train too early. People will forget what they've learned. However, you couldn't leave it for the last minute either. You've even put in a placeholder for “re-training”...just in case. There will be new systems and new processes. People’s job functions may be changing…in some cases drastically. Now it’s time to prepare and to start working with the training department. Wait…there’s a new surprise for you…you are the training department! Okay. After you've had a moment to accept this fact, you get to work. You line up the subject matter experts; oversee creation of the training materials (documentation, tests, cheat sheets, videos, self-running demos, etc.) and start working on a specific training schedule. You review the plan with program management and the departmental managers. You schedule some run-throughs to make sure that all the bases are covered. You pencil in “approved” dates for one-on-one hands-on sessions and some classroom sessions. You’re good to go, right? Wrong! Face it early and avoid the pain: Training is a continual process, not just a series of static events! Accept this fact and you will become a better teacher. Moreover, the trainees will actually learn to operate successfully within the new paradigm. So next time, make sure that the project plan reflects this reality from the start. For now, don’t ditch all the good work you've done on the materials and the formal sessions…just remember, there’s a lot more to it.

Jeff Lowell

If you missed it, click here for the INTRO.  To easily see all of the current posts in contiguous reverse order (newest to oldest), click on the "10 Observations" link under the Categories heading in the sidebar on the right side of the page. Be sure to catch the next chapter:  10. It's over...or is it?

I want to encourage everyone who reads this post to add comments (that tiny link at the very bottom of the post) and share their experiences as well. Oh, and please feel free to re-post and share (please use the buttons provided for LinkedIn, Twitter and Facebook).  If you're interested in doing a guest post or want to present an alternative view, contact me

Sometimes you know better than everyone else in the room. And, other times you don’t. When you do, you need to stand up for what you know is right…especially when time and money are at stake. How you say it matters. It can be hard to contradict the prevailing opinion. So, be sure to use tact. You may not like having to “sell” the obvious, but you still have to do what’s right for the project…and your client.

As important as it is to stand your ground, you have to know when to be flexible. You always need to keep an open ear and an open mind. Projects are collaborative efforts. The best ideas can come from unlikely sources. Through discussion, it may become clear that you don’t have all of the necessary information and your understanding is not complete. As a senior project team member, you need to know how to listen to your team and change direction if the project’s success depends on it. But you also have to know when to stand up for the client, especially when they don’t stand up for themselves. 

Jeff Lowell

If you missed it, click here for the INTRO.  To easily see all of the current posts in contiguous reverse order (newest to oldest), click on the "10 Observations" link under the Categories heading in the sidebar on the right side of the page. Be sure to catch the next chapter:  9. The train (and re-train) is coming.

I want to encourage everyone who reads this post to add comments (that tiny link at the very bottom of the post) and share their experiences as well. Oh, and please feel free to re-post and share (please use the buttons provided for LinkedIn, Twitter and Facebook).  If you're interested in doing a guest post or want to present an alternative view, contact me.