Personal Development Plan

 

Personal Development Plan

Name:  Bolden, Pamala                                                          Current Position:  Secondary Mathematics Teacher

Imminent Position:  Regional Mathematics Coach

                                                                                                                                                
Competencies:

• Strengths
• Team Player
• Ability to lead or take subordinate position
• Positive supporter of team members in time of need
• Lead by example
• Strong Technology Skills
• Intermediate to advanced skills on Microsoft Office products
• Quick study on most software or other technologies
• Hardware and peripheral experience
• Strong Analytical Skills
• Systematic problem solver
• Seek final resolution to all problems

Areas for Improvement

• Ability to delegate tasks when necessary
• Perfectionist
• Relationship building

• Development Goals
• Long-term
• Complete a Leadership Specialist training program (Formal Education).  This will be a vital step in preparing for a leadership position.  I would be able to help train future leaders by serving as a teacher in new courses.
• Establish and maintain an ongoing mentoring relationship with a senior management leader.  This leader will be able to “help develop a less experienced employee” (Noe, 2013, pg. 394)  A mentor will help me to develop skills I did not previously possess. These skills could include building relationships with new employees, cultivating management skills, and provide opportunities for me to interact with other women and minorities to share experiences, and gain the exposure and skills needed to move into management positions (Noe, 2013).    
• Short-term
• Request and fulfill “job enlargement” responsibilities.  Job enlargement could be classified as “special project assignments, switching roles within a work team, or researching new ways to serve clients and customers” (Noe, 2013, pg. 388).  This will allow me to not only take on new responsibility, but it will help me build new skill sets and built new relationships.
• Volunteer to participate in any “onboarding” activities.  “Effective onboarding is related to many important outcomes for the employee and the company including higher job satisfaction, organizational commitment, lower turnover, higher performance, reduced stress and career effectiveness” (Noe, 2013, pg. 404)  I believe you cannot be an effective leader until you have been an effective servant. Onboarding would allow me to serve others in turn developing my leadership skills.

Next Assignments 

• Volunteer for Onboarding activities Fall 2014
• Begin Leadership Training Spring 2015

• Training and Development Needs
• Tuition Reimbursement
• Recommend or assign mentor

Technology and Learning

Technology and Learning

Advancements in technology have undoubtedly changed the way we live, learn, train, and play.  Learning and training especially are experiencing a continuous metamorphosis of sorts that will impact the way institutions educate students or corporations train employees.  Many technological innovations have already influenced education and training programs across the country.  I believe we will continue to see the impact of technology on learning and training for years to come.  My top five picks for technologies changing the face of future learning and training programs are below with a description of their impact.

 

1.     E-learning offers some advantages other online training methods have not yet incorporated.  Noe says “e-learning initiatives are designed to contribute to a company’s strategic business objectives” (Noe, 2013, pg. 325).  These e-learning initiatives allows “training to be delivered faster and to more employees in a shorter period of time” and “”offer training to geographically dispersed employees at their own locations” (Noe, 2013, pg. 327)  E-learning can be accessible to not only employees but suppliers, vendors, and potential customers as well.  Companies such as Lucent and Nike uses e-learning for product training.    

 

http://langevin.com/workshops/e-learning-links

http://www.bing.com/images/search?q=images+for+e-learning&qpvt=images+for+e-learning&FORM=IGRE

 2.     Podcasts are “audio or video program content distributed in episodes using software such as RSS” (Noe, 2013, pg. 345).  Podcasts are best used for “narrative-based content that inspires the user’s imagination using music and sound effects” (Noe, 2013, pg. 345).  Learners can use podcasts to study interviews, stories, or role plays created by SMEs.  Many portable devices such as iPhones, iPads, or notebook computer support podcast technology.  Therefore, learners or trainees have the advantage of listening and learning on the go.

http://www.podcastalley.com/

http://www.bing.com/images/search?q=images+for+podcasts&qpvt=images+for+podcasts&FORM=IGRE

3.     Blended Learning, in my opinion, offers the best of both worlds of online and face-to-face learning.  Noe says “blended learning courses provide learners with the positive features of both face-to-face instruction and technology-based delivery and instructional methods” (Noe, 2013, pg. 338).  He goes on to say “in comparison to classroom delivery, blended learning provides increased learner control, allow for self-directedness, and requires learners to take more responsibility for their learning” (Noe, 2013, pg. 338).  Other advantages of blended learning includes discussing and sharing observations with classmates, “provides for more social-interaction”, and gives learning a real-life meaning.

http://www.educause.edu/library/blended-learning

http://www.bing.com/images/search?q=images+for+blended+learning&qpvt=images+for+blended+learning&FORM=IGRE#a

4.     Social Media are defined as “online and mobile technology used to create interactive communications allowing the creation and exchanges of user-generated content” (Noe, 2013, pg. 335).  Facebook, MySpace, LinkedIn, Twitter, blogs, and wikis are all classified as social media.  Some of the advantages of learning using social media are “being used as a coaching and mentoring tool”, linking to resources for learning new content, “reinforcing and sustaining learning”, and “engaging Generation X and millennial employees” (a huge advantage in my opinion)  (Noe, 2013, pg. 335)

http://www.onextrapixel.com/2011/05/06/35-examples-of-well-integrated-social-media-links-in-web-design/

http://www.bing.com/images/search?q=images+for+social+media&qpvt=images+for+social+media&FORM=IGRE#a

5.     Thinkering Space is a new up and coming child-friendly space that’s positioning itself as “the new digital landscape [that] is radically changing how and where kids learn, play, interact and experience the physical environment” (Fahnstrom & Moura, n.d.)  A 2008 acticle calls Thinkering Space “a hybrid system …designed to support face-to-face collaboration [in addition to] accommodat[ing] remote and mixed reality interactions” (Moura & et al., 2008, pg. 148).  Thinkering Space aims to support thinking skills such as “teambuilding and innovation” (Moura & et al., 2008, pg. 148).

http://thinklab.typepad.com/think_lab/2007/06/thinkering_spac.ht http://blogs.birmingham.k12.mi.us/thinkeringstudio/category/authors/jordywhitmer/

http://relibraries.wikispaces.com/file/view/Thinkering_Space.jpg/265191230/400x299/Thinkering_Space.jpg

References

Fahnstrom, D. &. (n.d.). Thinkering Spaces. Retrieved Apr 9, 2014, from IIT Institute of Design: https://www.id.iit.edu/research-projects/faculty-led-research/thinkering-spaces/

Moura, H. F. (2008). Thinkering Space, An Experiment in Exploratory Learning. The International Journal of Learning, 147-156.

Noe, R. (2013). Employee Training and Development. New York: McGraw-Hill.

A Mock Needs Analysis for Men's Warehouse

A Mock Needs Analysis for the Men’s Warehouse

I like the way men look in a nicely, tailored suit.  The Men’s Warehouse guarantees men too will “like the way they look”.  (Men's Warehouse, 2014)  The Men’s Warehouse has been servicing men needs for tailored suits and casual clothing for over forty years.  Their guarantee is men will not only “like the way they look”, they will be “truly satisfied with [their] shopping experience”.  This guarantee is backed by their ironclad commitment to customer service.   (Men's Warehouse, 2014)  It is their commitment to customer service that has driven this business to be a leader in it’s field. 

If a needs assessment for the instructional design process for training were to be performed on this company, it should start with the organizational analysis. Noe said “organizational analysis involves determining the appropriateness of training”.  It is not uncommon for clients to believe training is the answer to all of their problems.  However, training is not always the answer.  No one wants to deliver unnecessary training.  Whereas “training is often necessary,…[it is] rarely sufficient”.  According to Stolovitch and Keeps, “training only works where there are skill and/or knowledge deficiencies”.  (Stolovitch & Keeps, 2004, pg. 11)  The stakeholders most instrumental at this point would be the upper-level management.  Their input would be necessary to determine if the training would be in alignment with the business strategies.  Upper-level management can provide the docutmentation on training budgets, sales projections, and anticipated profit projections.  Additionally, they can offer information on the talents needed in the organization to be leaders of products and services offered in their market. 

The person analysis would be the next key component of the needs assessment process.  The person analysis has three key features: (1) “determining [if] deficiencies result from lack of knowledge, skill, or ability”, (2) determine “who needs training” (3) determine “employee readiness for training”.  (Noe, 2013, pg. 114)  These questions could be best answered by mid-level management.  The Men’s Warehouse should include their fashion director and fashion stylist during this analysis.  They would be involved in activities such as budgets spent on training, who will be trained, and what training that would improve customer service and product.  The could also provide statistics on consumer satisfaction.  This could be done using customer surveys or questionnaires and inteviews.

The task analysis would be the final step in the process and here is where the master tailors could offer their talents.  They would be involved in the details of their craft.  They would know what knowledge, skills, and behavior that would make the training a success.  I would imagine they would not only focus on customer service but cut, fit, and styles of the suits as well.  They could provide historical data on the types and frequency of various alterations or avg number of customers served weekly.  

After all of the requirements are met for each component, the most appropriate action for training can be determine.    

References

Men's Warehouse. (2014). Retrieved Mar 13, 2014, from Men's Warehouse: http://www.menswearhouse.com/webapp/wcs/stores/servlet/ContentAttachmentView?contentName=MW4ABThome.html&catalogId=12004&top=&parent_category_rn=&categoryId=&langId=-1&storeId=12751

Noe, R. (2013). Employee Training and Development. New York: McGraw-Hill.

Stolovitch, H. &. (2004). Training Ain't Performance. Alexandria: ASTD Press.

The New Look Of Training

Now more than ever, companies are trying to find ways to not only be competitive but be the trailblazer in their industry.  What make companies such as IBM, the Walt Disney Company, or Campbell Soup company leaders in their field?  The common thread among these companies leading them to success is strategic training.  Training is not what it used to be.  Training has gone through a paradigm shift such that it is now tied into the business strategies of an organization. It has been quoted that IBM “has committed more than $700 million to its learning initiatives, which it believes are critical for achieving its business strategy”.  (Noe, 2013, pg. 60) Raymond Noe said “giving employees opportunities to learn and develop creates a positive work environment, which supports the business strategy by attracting talented employees, as well as motivating and retaining current employee”.  (Noe, 2013, pg. 60)  Organizational leaders such as managers, trainers, and human resource personnel “have began to recognize the potential contribution to business goals of knowledge that is based on experience”.  (Noe, 2013, pg. 61)  Therefore, training is no longer limited to “events employees are required to attend”.  (Noe, 2013, pg. 61)  The way training is now designed is by “aligning training and development with the company’s strategic direction…to ensure that training contributes to business needs”.  (Noe, 2013, pg. 71)  I think we need to talk more about the new look of training.  May I give you a call?

References

Noe, R. (2013). Employee Training and Development. New York: McGraw-Hill.

An Analysis of Scope Creep

An Analysis of Scope Creep

I experienced scope creep while designing my major project for my Distance Learning class at Walden University.  The objective of the project was to design an online technology orientation course for a Philosophy class using a Course Management System (CMS).  We were given instructions to research and select a CMS from a list of CMSs provided to us.  I did my research on a CMS that appeared to be similar to a software package I was already familiar with and after my research decided to choose that one.  Everything was ready to load into the CMS but it all came to a screeching halt when I was unable to load the software on my computer.  Scope creep occurred when I had to change my selection of CMS.  The changed occurred late in the project and I was totally unfamiliar with the newly selected CMS.  This change negatively impacted my project in two specific ways.  First, my timelines were negatively affected.  I needed more time to become acclimated with the product but our timelines were not being extended.  Consequently, the quality of my deliverable suffered immensely.  I was not able to meet all of my scope objectives.   

Looking back on this experience, there are several strategies that could have been employed to better manage the scope creep of the project.  Dr. Van Rekom has said over and over “Scope creep is inevitable – build in time and money for it ahead of time”.  (Laureate Education, 2009)  Since the timelines where not going to be adjusted, I probably could have reallocated my existing time on the project.  For example, I probably should have spent less time designing the modules and increased my time learning/loading information into the CMS.  I could have also examined several of the CMS systems since I was not familiar with any of them.  Consequently, I could have benefited from some introductory training on the new CMS.  This could have been accomplished through online videos and training modules.  Portny et al. suggested providing training to those new and lack experience on a project.  (Portny, et al., 2008)  Finally, I should have never sacrificed quality.  Budrovich said “do not trade-off quality…but scope and time you can”.  (Laureate Education, Practitioner Voices: Resource Challenges, 2009)  If I had followed through on some of these ideas, I probably would have experienced a more positive outcome.

Resources

Laureate Education, I. (2009). Practitioner Voices: Overcoming Scope Creep. Laureate Education, Inc.

Laureate Education, I. (2009). Practitioner Voices: Resource Challenges. Retrieved July 11, 2012, from Walden Univ. Mobile Learning: https://class.waldenu.edu/webapps/portal/frameset.jsp?tab_tab_group_id=_2_1&url=%2Fwebapps%2Fblackboard%2Fexecute%2Flauncher%3Ftype%3DCourse%26id%3D_1341360_1%26url%3D Portny, S. M. (2008). Project Management. Hoboken: John Wiley & Sons, Inc.

Portny, S. M. (2008). Project Management. Hoboken: John Wiley & Sons, Inc.

Websites for Estimating Cost and Allocating Resources for Projects

Websites for Estimating Cost and Allocating Resources for Projects

http://www.pmhut.com/estimating-the-cost-of-project-management

This article is an easy read on how to estimate the cost of project management activities.  It has a “verbal” flowchart design.  It describes the most basic form of cost estimation called Analogy Estimation and the conditions that are most appropriate for using this method.  (Collet, 2013)  If your conditions are not conducive for this method, a decision should be made to continue to the next stage in the “verbal” chart.  The Parametric Cost Estimating (PCE) method helps one understand the cost drivers of a project.  In the PCE practice, cost drivers are divided into categories and ranked according to complexity and risk. The ranks are then translated into cost estimates.  This article was most useful for getting an understanding of how to categorize the cost drivers and assign a rank to better estimate a cost for each activity.  This is a quick and easy read worth reading.

http://pmstudycircle.com/2012/06/4-tools-to-estimate-costs-in-the-project-management/

This blog reminded me of the four piece puzzle logos used a lot in the back in the 80’s. 

 

This article describes four common “pieces of the puzzle” (if you will) used to estimate cost in project management.  Each piece of the puzzle represents a different method of cost estimation.  The four tools briefly discussed are Analogous Estimating, Parametric Estimating, Bottom-Up Estimating, and Three Point Estimating.  (Usmani, 2012)  Each puzzle piece describes when it is best used and the benefit it provides.  This article is most useful for potentially identifying which cost method to use for a project.

References

Collet, B. (2013, Sept. 1). Estimating the Cost of Project Management. Retrieved Oct. 3, 2013, from The.Project.Management.Hut: http://www.pmhut.com/estimating-the-cost-of-project-management

Usmani, F. (2012, June 30). 4 Tools to Estimate Cost in the Project Management. Retrieved Oct. 3, 2013, from PM Study Circle: http://pmstudycircle.com/2012/06/4-tools-to-estimate-costs-in-the-project-management/

The Art of Communication

Have you ever heard the phase “It’s not what you say; it’s how you say it”?  This is the thought that came to mind when I reflect on this week video The Art of Communication.  The same message delivered three different ways can change the way it may be interpreted by the recipient.  I would also say, the mode in which the message was delivered is just as important as well.   One important point Budrovich mentioned in this week resources was to “tailor your communication strategy to fit the specific needs of each stakeholder”.  (Laureate Education, 2009)  The message being delivered was clearly sent to someone who is obviously busy.  My first question would be; How can I best get this important message to this individual and get a timely response?  The e-mail message was probably the most effective mode of delivery given the current state of technology.  The voicemail would probably require a longer response time if someone is in a meeting and the face-to-face may not be possible.  The message I hear in all three modes is a sense of urgency.  Whereas I see the e-mail being the best mode of delivery, the tone of the e-mail seems more abrasive in an attempt to communicate the importance of what is needed.  Another problem I see with e-mail is it is too vague.  We can only assume the recipient knows the exact report and the exact data that is needed by the writer of the e-mail.  Stolovich tells us to “avoid ambiguity”.  (Laureate Education, Communicating with Stakeholders, 2009)  The e-mail will probably need follow-up on the recipient part to clearly clarify the information they are being asked to deliver causing even further delays.  Stolovich says communications should be “clear, concise, and focused”.  (Laureate Education, Communicating with Stakeholders, 2009)  The voicemail would have the same issues here as the e-mail again causing more delay.  But the face-to-face would be good for meeting the need of immediate feedback or answers to questions.

The audio message and the face-to-face message came off with a bit more sensitivity.  The tone seems mild and less threatening than the e-mail.  The statement in the message that said “I might miss my own deadline, if I don’t get your report soon” took on a whole different meaning for me in the e-mail vs. the voicemail/face-to-face message.  (Laureate Education, The Art of Effective Communication, 2009)  I felt as if there would be some type of repercussion or retaliation from this statement in the e-mail.  The same statement in the voicemail and face-to-face message spoke a tone that said to me “I understand you are busy but I really need your report to complete mine”…non-threatening.  This to me was a more sensitive approach.  Stolovich tells us to be sensitive when communicating with stakeholders.  (Laureate Education, Project Management Concerns: Communication Strategies and Organizational Culture, 2009)   

It is important in all three modes to document the communication.  Stolovich reminds us to document oral communications.  (Laureate Education, Communicating with Stakeholders, 2009)  However, one of the most important tips I gathered this week was “adjust your behavior to fit whatever is convenient for them [stakeholders]”.  (Laureate Education, Practitioner Voices: Strategies for Working with Stakeholders, 2009)  

References

Laureate Education, I. (Director). (2009). Communicating with Stakeholders [Motion Picture].

Laureate Education, I. (2009). Practitioner Voices: Strategies for Working with Stakeholders. Baltimore, MD.

Laureate Education, I. (2009). Project Management Concerns: Communication Strategies and Organizational Culture. Retrieved from Laureate Education, Inc.

Laureate Education, I. (2009). The Art of Effective Communication.