Analyze the causes of two (2) common legal problems in training. Suggest two (2) approaches to avoid these common legal problems. From the case study, examine two (2) of the unexpected variables and events that occurred in the project. Recommend approaches to handle these unplanned events. Determine two (2) things you, as the project manager, would do throughout the project to ensure that the four (4) key stakeholders are satisfied with the evaluation results.
CHAPTER 16: Instructional Design Project Management
For the past two years, Green Energy, a company specializing in renewable technology, has been developing a new solar panel for residential application. Now that the product is ready to be launched nationwide, you have been asked to quickly prepare training for the sales force and installation technicians. The product manager tells you that the new product rollout will take place in about three months! The product manager promises to provide you unlimited access to subject-matter experts (SMEs) and sales representatives as needed. The product manager also invites you to join the weekly product rollout meetings, which include about 25 engineers as well as representatives from marketing, sales, legal, information technology, and human resources. At the first weekly meeting you attend, a debate develops among the engineers concerning several technical changes being considered that will affect installation procedures.
As you begin work on the task analysis, the SME informs you that he has just been placed on another project, so his time will be limited. Several other engineers provide assistance, but none of them have expert knowledge, and the product information they provide is inconsistent. The sales representatives are continuously preempted by sales calls, so they keep rescheduling meetings. After you create a draft prototype, you ask the lead design engineer, the sales manager, and a field installer to review the materials. At the review meeting, it’s obvious that the sales manager has not reviewed the materials critically, and the lead design engineer and field installer disagree on the correctness of the technical installation procedures. The product design manager informs you that no budget is available to support a website and to develop a training video but suggests asking the sales manager for financial support. When you meet with the sales manager, he tells you that the two-day training will have to be cut to four hours. At this point, you cannot determine whether the sales manager or product design manager is now in charge and which manager has the final authority to sign off on the training prototype. As you begin to discuss changes with your web programmer, she reminds you that she will be on vacation for the next two weeks. You feel a perfect storm rising. Could you have taken some action early on to better manage this project?
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