DRAFT

GCO Project Management

Tool

May, 2016
How to Use this Tool

The tools are organized according to critical checkpoints

during project management process.

1. Match the work progress with the tool and find out
where you are

2. Think about the problems you confront and choose

the corresponding tool type
3. Click on the tool type to go to that section of the
presentation.
 GCO PM Tool Index

The tools are organized according to critical checkpoints during project management process. Click
on the tool type to go to that section of the presentation.

Planning Execution Delivery

Checkpoints

Project Initiation Kick-off Meeting PMO/SC Review LT / Key User Performance

Report Go-live Support

• Key Factors Defini • Project Initiation Charter • PMO Status Revie • Status Dash • Final Report Str • Follow-up
tion • Project Phases w Meeting board to ucture Activity
Worksheet • Project Timeline • Steering Committe LT • Project Closing Plan
• Project Initiation e • Catch-up Check • Hyper Car
• Project Governance
Charter Report With Key Us List e Plan
• Project Team Structure
• Project Phases • Quality and Risk ers • Project Result
• Work
• Work Stream Bre Stream & Responsibilities Management
akdown • Work Stream Plan • Change Request
& Authorization Fo
rm

Change Management
• Change Management Plan
• Stakeholder Analysis
• Change Impact Analysis
• Engagement & Communication
• Training & On-the-job Support
DRAFT
Key Factors Definition Worksheet
- Get the Project Facts
AWARENESS
Situation (Key Facts):
Key facts that are considered largely indisputable

Complication (Need for Change Now – “burning platform”):

Why the business needs to consider change:
• Burning platform: “Competitor A has recently won 20% of client’s market share”
• New opportunity/ trigger: “Regulatory changes now allow client to conduct business in China”

Goal:
The single, most important imperative the business should follow:

ADVOCACY
Desired Outcomes at End of Project: Out of Scope:

In Scope:

CLARIFICATION
Sponsors: Criteria for Quality:

Decision Makers (Who will resolve critical issues):

Budget:

< Back
DRAFT
Project Initiation Charter
- Interpret the Facts into a Project

Background – Why Goal – What

Project Background: Project Overall Goal: Specific √

Measurable √
Phased Outcome (Key Milestones):
Agreed √
1. … by the end of …
2. … by the end of … Realistic ×
3. … by the end of …
Time-bound ×

Project Objectives - How Scope – To Whom, When

• Objective 1: Deliverable: Statement of Work - In scope:
• Objective 2: • … • …
• Objective 3:

Stakeholder:
• … Statement of Work - Out of
Scope:
• …
Estimated Duration:
• …

< Back
DRAFT
Project Phases
-Generally Break Down Project Works

Phase 1 Phase 2 Phase 3 Phase 4

Name of phase 1 Name of phase 2 Name of phase 3 Name of phase 4

Duration 2 weeks 4 weeks 3 weeks 2 weeks

• Activity 1 • Activity 1 • Activity 1 • Activity 1

Activities
Per Phase
• Activity 2 • Activity 2 • Activity 2 • Activity 2
• Activity 3 • Activity 3 • Activity 3 • Activity 3

Phased  Phase 1:  Phase 2:  Phase 3:  Phase 4:

Outcomes

< Back
DRAFT
Work Stream Breakdown Process
- Break Down Project Works From Goals

Derived Activity Potential Frameworks

Example
Activity 1.1
Objective
Content
Activity 1.2 Work Stream 1
Objective 1
Preparation
Activity 1.3

Activity 1.4
APP
Work Stream 2
Implementation
Activity 2.1

Project Goal Objective 2 Activity 2.2

Process &
Activity 2.3 Work Stream 3
Model Design

Activity 3.1 Work Stream 4 Training

Objective 3 Activity 3.2

Work Stream 5 FF Enablement
Activity 3.3

< Back
DRAFT
Project Timeline
-Timely Organize Project Works

Project Phase 1 Project Phase 2

2016
Key Activities & Milestones
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Work Stream 1 Phase Sign-off

xx
Deliverable xx Milestone xx
xx

Work Stream 2

xx

xx
Deliverable xx Deliverable xx

Work Stream 3 Phase Sign-off

xx
Deliverable xx
xx
Go-live

Sponsor/ Business User Review

Legend Sponsor/Stakeholder Review Milestones Phased Outcome

Deliverables Go-live

< Back
 TOOL
Project Governance Illustrative Contents
-Develop Systematic Control & Governance

Meeting Purpose Occurrence Attenders Timeslot

• Project overall update • LT (20 mins report

LT Report
• Decision & Support Needed As required • PMO leveraging China
(Optional) • Next steps LT Meeting)
Project Governance

• Manage overall progress and provide

directional guidance • Steering
Steering • Decision & Support needed (especially committee Every other
At project Wednesday
Committee on scope change, budget approval,
milestone • PMO
Meeting etc.) 2pm ~3pm
• Manage cross function conflicts

U
• Review project status n
• All work stream
• Resolve issues, dependencies and Every Thursday
PMO Meeting Weekly leaders
risks at project management level 2pm~3pm
• PMO
• Next Steps

< Back
DRAFT
Project Team Structure
-Identify Resources & Reporting Structure

Governance Structure Key Responsibilities

LT Sponsor • Set strategic direction & success
criteria, budget approval and make
decision

Steering Committee • Accountable for operational level

decision and alignment

PMO • Accountable for the overall Project

management
• Own the agenda & escalate topics to
SC related to key milestone, scope
change & budget approval
• Monitor project deliverables & budget

Work Stream 1 Work Stream 2 Work Stream 3 Work Stream 4

• Accountable for the work stream

project success
• Own and manage work stream quality,
time, resource, issues & mitigation
plan

Cross Functional / Business Representative

• Secure commitments and provide
cross-functional support for projects
• Coordinate function resources to
support on project execution

< Back
DRAFT
Work Stream & Responsibilities Illustrative Contents
- Identify R&R

Work Stream Lead Responsibility

1. Business requirement collect & Analysis

1. New Model & 2. New model design, validate& enhancement (On-line & off-line)
…
Operation 3. Meeting Operation in all phases(Pilot & scale up)
4. Project data analysis/business insight report

1. APP Business requirement analysis

2. APP Development … 2. Manage vendor to develop APP timely with high quality
…

… … …

… … …

… … …

< Back
DRAFT
Work Stream Plan Illustrative Contents
-Organize Work Stream Activities

2016
Key Activity
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

•XX Content Design

Content Final

•XX Solution Solution Go-live

•xx

•xx

Activity Key Milestone Target date Team Member

XX Content • xx content validation • 4.26
Design • xx content finalization • 5.5

XX Solution • xx solution finalization & discussion

• xx solution go-live

xx • xx

Important Milestone

< Back
DRAFT
Change Management Plan Illustrative Contents
-Organize & Plan 4 Change Management Activities

Month 1 Month 2 Month 3 Month 4

W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4

Stakeholders
Project Kick-off Interview Go live
Stakeholder
Management Stakeholders
Analysis

Stakeholder
Analysis Report
Change
Change Impact Impact
Assessment Analysis
CIA Report

Communication Plan
Engagement &
Communication Monitor & Track of Communication Plan

Go-live
Communication
Training &
Knowledge
Sharing Training Material
Development
Training Day

< Back
DRAFT

PMO Status Review Meeting

< Back
DRAFT
PMO Executive Summary Illustrative Contents
-Call Out Key Actions At the Beginning

MM/DD/YYYY Implementation Work Plan Alignment

Aligned the integrated work plan details and content for XX Solution
implementation among project Leaders and regional FF teams on XX,
XX, 2016

MM/DD/YYYY 2nd Steering Committee Meeting

PMO followed up with individual Activity owner regarding the Activity
status and reported in the Monthly China XX Project Committee meeting
on XX, XX, 2016

MM/DD/YYYY Monthly Update to Global Head

Each work stream owner should submit project progress summary of the
past month before this Friday (XX, XX, 2016) for next monthly update to
Global Head at XX, XX, 2016.

Legend Completed Upcoming

Mission Mission
< Back
DRAFT
Overall Project Status As of MM/DD/YYYY
-Give a Whole Picture of Work Stream Status

Key Work Streams Status Work Stream Leaders

xx xx
xx xx
xx xx
xx xx
xx xx

Legend

Tracking not started On track Slightly delayed Significantly delayed Update Unreceived
< Back
DRAFT
Work Stream Timeline Overview
<Work Stream Name>, <Work Stream Lead>

2016
Key Activity
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

•XX Content Design

Content Final

•XX Solution Solution Go-live

•xx

•xx

We are here now

Activity Key Milestone Target date Team Member

XX Content • xx content validation • 4.26
Design • xx content finalization • 5.5

XX Solution • xx solution finalization & discussion

• xx solution go-live

xx • xx

Legend Milestone Totally on track Not Started

Mostly on track but with

Completed some issues
Delayed
< Back
DRAFT Status
Work Stream Weekly Status
<Work Stream Name>, as of MM/DD/YYYY

Major Activities Achieved (Current week ) Major Activities Planned (Next Week)

Key Milestones (Next 4 Weeks) Target Date

Issues/Risks Proposed Mitigation Responsible Personnel End Date

<Issues and risks identified> <Activity items to address the risk> <Work Stream team member> MM/DDYYYY

Necessary Decisions Responsible Personnel End Date

<Decisions needed to solve issues/risks> <Name, Department> MM/DDYYYY

Legend No major issues, No significant delays With Issues or delays but will not impact project key milestones

Major issues, will have impact on project key milestones

< Back
DRAFT

Steering Committee Report

< Back
DRAFT
PMO Executive Summary Illustrative Contents
-Call Out Key Actions At the Beginning

MM/DD/YYYY Implementation Work Plan Alignment

Aligned the integrated work plan details and content for XX Solution
implementation among project Leaders and regional FF teams on XX,
XX, 2016

MM/DD/YYYY 2nd Steering Committee Meeting

PMO followed up with individual Activity owner regarding the Activity
status and reported in the Monthly China XX Project Committee meeting
on XX, XX, 2016

MM/DD/YYYY Monthly Update to Global Head

Each work stream owner should submit project progress summary of the
past month before this Friday (XX, XX, 2016) for next monthly update to
Global Head at XX, XX, 2016.

Legend Completed Upcoming

Mission
Mission
< Back
DRAFT
Project Timeline & Status Overview
-Give a Whole Picture of Project Progress & Status

Overall
Project Phase 1 Project Phase 2
Status*
2016
Key Activities & Milestones
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Work Stream 1

Activity xx
Deliverable xx Milestone xx
Activity xx

Work Stream 2

Activity xx

Activity xx
Deliverable xx Deliverable xx

Work Stream 3

Activity xx
Deliverable xx
Activity xx
Go-live
Sponsor/ Business User Review

We are here now

Note: As long as one work stream not on track, the
overall project status should be highlighted
Legend No major issues, No significant delays With Issues or delays but will not impact project key milestones

Major issues, will have impact on project key milestones

< Back
DRAFT
Project Charter for Steering Committee Report
-Summarize Key Findings & Evoke Discussion Points

Project Overall Status Involving Activity/Work Stream if not On Track Planned Response
Quality - Phased Outcome

Time - On Schedule

Resource - Budget & HR

Scope - Statement of Work

Key Accomplishments Since Last Report Upcoming Priorities Until Next Report
Business stakeholders review: Work Stream 2
• XX • Activities: XX
Work Stream 1 • Meeting: XX
• Activities: XX Work Stream 3
Work Stream 3 • Activities: XX
• Activities: XX …
• Meeting: XX
...

Major Risks/Roadblocks/(Inter)Dependencies (for this reporting period):

Item Activity Owner Due Date Status

Not start

Started

Legend On-Track Change / Caution Issue / Urgent Attention

< Back
DRAFT Status
Work Stream Bi-weekly Status
<Work Stream Name>, as of MM/DD/YYYY

Major Activities Achieved (Current Cycle) Major Activities Planned (Next Cycle)

Key Milestones (Next 4 Weeks) Target Date

Issues/Risks Proposed Mitigation Responsible Personnel End Date

<Issues and risks identified> <Activity items to address the risk> <Work Stream team member> MM/DDYYYY

Necessary Decisions Responsible Personnel End Date

<Decisions needed to solve issues/risks> <Name, Department> MM/DDYYYY

Legend No major issues, No significant delays With Issues or delays but will not impact project key milestones

Major issues, will have impact on project key milestones

< Back
DRAFT
<Project Name> Status Dashboard to LT
- Report Major Achievements & Seek for Directions

Project Manager: Project Sponsor: Project Status: Planning/Execution/Closing

Project Overall Status Involving Activity/Work Stream if not On Track Planned Response

Quality - Phased Outcome

Time - On Schedule

Resource - Budget & HR

Scope - Statement of Work

Achievements Since Last Report

• <Brief statement on positive changes since last report>
• <Continue to specifically focus on Issues solved>

Necessary Decisions Responsible Due Date

<Decisions needed to solve issues/risks> <Name, Department> MM/DD/YYYY

Upcoming Activities Date

<Activity items to be done until next report> MM/DD/YYYY
1.
2.
3.

Legend On-Track Change / Caution Issue / Urgent Attention

< Back
DRAFT
<Project Name> Catch-up With Key Users
- Report Major Achievements & Seek for Business Alignment

Project Manager: Project Sponsor: Project Status: Planning/Execution/Closing

Summary: provide brief overview of project

Start
Project Goal Date

Project End
Objectives Date

Phase 1 Phase 2 Phase 3 Phase 4

Name of phase 1 Name of phase 2 Name of phase 3 Name of phase 4

We are here now
Achievements So Far
• <Brief statement on positive changes>

Necessary Decisions Due Date

<Decisions & confirmation needed from business teams> MM/DD/YYYY

Upcoming Activities Date

<Activity items to be done next> MM/DD/YYYY
1.
2.
3.

< Back
DRAFT

Quality & Risk Management

< Back
DRAFT
Risk Forecast Guidelines
- Identify Risks & Plan Responses

Low Probability: <25% Medium Probability: 25%~50% High Probability: >50%

Low Impact: may cause delay Medium Impact: may cause delay more High Impact: may cause delay
within 1 month and little relation to than 1 month or moderate impact to other more than 1 month and pend other
other activities activities but no pending risk activities

IMAPCT→
Low(1) Medium(2) High(3)
PROBABILITY↓
Monitor these
risks & propose
mitigation plan
High(3)

Medium(2)

Low(1)

Monitor these
Ignore these risks in risk
risks register
< Back
 TOOL
Risk & Issue Register
-Keep Track of Risk / Issues& Responses
Risk Tab

Issue Tab

Full Version Risk&Issue

Register < Back
Change Request & Authorization Form
-Submit & Record Project Change

Irrelevant of the level of impact of the change on the project, a change

request must be generated in order to record the changes during the
implementation of the project.

Full Version Change Request

& Authorization Form< Back
DRAFT
Project Closing Check List
-Ensure Complete Handover

No Item Accountable Status Completion

Personnel (Completed/Not yet) Time

1 Obtain formal acceptance of deliverables

2 Ensure all project documentations archived

3 Formalize any later actions that should be

taken by maintenance and support group

4 Set up hyper care plan or project revisit plan

if needed

5 Send final report

< Back
DRAFT
Rough Final Report Structure Illustrative Contents

-Present a Structured Final Report to Key Users of Project Practices

A final report structure may look like:

• Recap on Project Background & Business Goals
• Facts Sharing
• E.g., Industry Benchmark, Market Opportunity
• Project Goals & Objectives Recap
• Project Brief & Key Outcomes
• Project Methodology & Approach
• Project Outcomes
• E.g., New Operation Model, New Process Highlight
• Key Achievements (Project Results)
• E.g. Pilot Progress, KPIs, Shift on Learning Curve
• Next Steps
• Later Actions & Follow-up Suggestions
• Lessons Learnt
• Appraisal to Team Members & Contributors
• Appendix
• Detailed Project Design
• any interim outcomes that you think worth sharing…
< Back
DRAFT

Project Result

< Back
DRAFT
Project Outcome: Analytics Result Illustrative Contents
-Performance Summary

Sales Growth for Pilot Brands YTD Sales Achievement vs. Target
(Unit: Million RMB)
60%
2016-7
50%

40%

30%

20%

10%

0%
2016-2 2016-3 2016-4 2016-5 2016-6 2016-7
Actual Sales
-10% (Launch)

-20% Actual GR Rate Target GR Rate

LY GR Rate

Growth Rate & Actual/Target by Region Centers for Pilot Brands (Since Launch)
140.0% 60%
120.0% 50%
100.0% 40%
80.0%
30%
60.0%
40.0% 20%
20.0% 10%
0.0% 0%
A/T East North South West Central Growth

Sales A/T Growth

< Back
DRAFT
Project Outcome: Analytics Result Illustrative Contents
-Cross Reference

Usage Rate Comparison for Model Lift

6.00%

4.78%
4.00%
Usage Rate (%)

2.7
Model lift

2.00%
2.01% 2.08%

0.00%
Control Group Control Group Applied model
(Executed in Jan) (Executed in Jan) (Executed on Jan)

< Back
DRAFT
Project Outcome: Analytics Result Illustrative Contents
-Industry Benchmark

Degree of Digital Capability

Fundamental Advanced Sophisticated

Digital Channel
Call Center

WeChat

Email Marketing

Previous Pfizer Before XX

Virtual Meeting

Remote
Detailing
Proposed Pfizer After XX Applied in 2016

Legend Competitor A Competitor B Competitor C

< Back
DRAFT

Hyper Care Plan

< Back
DRAFT
Hyper Care Plan – Escalation Path Illustrative Contents

-Follow the Critical Incident Escalation Path for Urgent or Severity Issues

Business BT 3rd Party Vendor

VP: VP: VP:

Director: Director: Director:

Rest of Process
Core Process

SM: SM: SM:

Team/Process Lead: Team/Process Lead: Team/Process Lead:

24 hours 48 hours

< Back
DRAFT
Hyper Care Meeting Plan Illustrative Contents

-Organize Systematic Reporting & Review Mechanism

Strategic Level

Objective:
• Escalations Monthly
• Supporting Metric Overview Governance
• Trends, Exceptions and Business Outcomes Meeting
• Identify objectives for upcoming month
Tactic Level

Objective:
• Analyze data from the operating level. Weekly Service
Weekly Escalation
• Challenge current process and define process adjustments. Performance
Meeting
• Get a conclusion for process improvement. Metrics Reporting
Operative Level

Objective:
• Solve operational concerns / issues.
• Identify occurrence / recurrence on the Tracking All the
Cycle Meeting
field. Inputs.
Based on Process
(Daily)

< Back
DRAFT
Hyper Care Meetings
-Clarify Hyper Care Governance Model in Details

Meeting Frequency Audience Agenda Document Owner Plan Since

< Back
DRAFT

Stakeholder Analysis

< Back
DRAFT
Stakeholder Grouping
Illustrative Contents
-Identify Each Stakeholder Group

Stakeholders
Type of stakeholder Definition
(Examples)

 Individual decision makers who have the authority

Sponsor to legitimize a change effort
 Executive Board, Sales Lead

 Individuals or groups highly impacted by the

Target change, and are therefore major focus of the  Reps, DM
change effort

 Individuals and/or groups who have a vested

Involver interest in the success of the change
 Medical, Compliance

< Back
DRAFT
Stakeholder Assessment Questions Examples
-Brainstorm on Stakeholder Interview

Category Example Questions Stakeholder Groups

Awareness • How do you know about this Project? To all groups

About the • Do you feel that you should be more informed and
Project communicated?
• What are your expectations to the project? • To all groups
• What are the benefits that the project may bring to • To target
Expectations you and your teams? • To target & involver
• What will motivate you to follow and get involved in
this project more?
• From your perspective, what is your biggest concern To all groups
Concerns about this project?
• Do you have suggestions to that?
• What are your needs in receiving communications for To all groups
Project the duration of the project?
Communication • What is your preferred internal communications
channel?
• What is your preferred training approach? • To sponsor & target
Project Training • What topics do you think the end-user training should • To sponsor & target
cover?

< Back
DRAFT
Assessment Result Summary of <Stakeholder Group>
-Summarize Stakeholder Group’s Voice About Project’s CM

Current Position on Change Commitment Curve CM Requirements & Approach Proposition:

Engagement & Communication
• Awareness/Understanding/Adoption/Commitment

Expectation to the Project

Concern and Issue CM Requirements & Approach Proposition:

Training

< Back
DRAFT

Change Impact Analysis

< Back
DRAFT
Describe and Classify Change Impact
-Facilitate to Identify Impact Level
Low
• Minimal changes to the
Technology system (represents <25%
of the existing system)
• Re-training of existing job
- change represents
People
<25% of existing
responsibilities (process &
technology)
• Minimal changes
Process (represents <25% change
to the existing process)
Medium
• Moderate to significant
change (represents 25-
50% of the existing
system)
• Re-training of existing job
- change represents 25-
50% of existing
responsibilities (process &
technology)
• Moderate to significant
change (represents 25-
50% of the existing
process)
High
• New system or major change
to existing system (>50%
modification required to the
existing system
• New job, Relocation, Re-
training due to change
greater than 50% of
existing responsibilities
• New system or major change
to existing process (greater
than 50% of the process will
be affected)
< Back
DRAFT
Project Change Impact Summary
Illustrative Contents
-Summarize Overall Project Change Impact

Category Change Impact Description Change Degree

L M H
Technology • Medium change to System

• No new staff or job roles L M H

People • No organization restructure

• Minor changes to existing processes or minimal new processes

Process • Minor Administrative procedures and policies L M H

< Back
DRAFT
Detailed Change & Corresponding Action
-Map Change With Actions

Actions
Type of
Impact Area Communication Policy &
Change Training
s Procedure
Knowledge Requirements Y Y

Organisation Structure Y Y
People
Performance Management &
Y Y
Rewards
Talent Management Y Y

Business Process Y Y Y
Operating Policies and
Process Y Y Y
Procedures
Regulatory & Compliance
Y Y Y
Requirements
Automation Y Y Y

Technology Manual Y Y Y

Additional fields Y Y

< Back
DRAFT
Change Impact Assessment Report
-Derive Actions from Impact Analysis & Stakeholder’s Change Requirements

Change Change Change Impact Change Stakeholder Training Commun Policy Potential
Details(As-is Impact Type Impact ication Change Change
vs. To-be) Description Level Action

(Text (Text • People H/M/L Y/ Y/ Y/

e
Exampl

description) description) • Process N N N

• Technology

Full Version
Detailed Change
Impact Assessment Report

< Back
DRAFT

Engagement &
Communication

< Back
DRAFT
Communication Objectives Setting Illustrative Contents
-Set High-level Communication Plan Based on Stakeholder Analysis

Target
Time Period Commitment Key Message & Objectives
Level
Sponsor Target Involvers
Team Users
• Build right mind set to embrace process
First 2 Months Awareness
and technology change  
• Build understanding of project goals and
First 2 Months Awareness
benefits   

• Build awareness and support of project

First 2 Months Acceptance
achievements 
• Build awareness and understanding of
Month 2 –
Month 3
Understanding specific changes impacts based on   
change impact output
• Build commitment to participate in
Month 4 Acceptance Training, Operational Readiness Test and  
Go Live
• Build acceptance
• Share testimonial of successful change
Month 5 Commitment
• Highlight Activity on feedback for  
improvements

< Back
DRAFT
Communication Detailed Plan Illustrative Contents

-Break Down Into Detailed Plan Incorporating Change Impact Assessment

Awareness Understanding Acceptance Commitment

Month 1 Month 2 Month 3 Month 4 Month 5
Target
No Objective Channel
Audience W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4

Advocate outcome
• Management Go Live
1 benefits at the • X
Meeting
leadership level

Build right mindset • Poster

2 • X
to face change • WeChat

Build awareness of • Brochure

3 project benefits & • X • Poster
goals • Town-hall

• System
Build understanding Demo with
4 • X
of what will change activity
• Briefing
Build commitment • WeChat
to participate in • Town hall
5 • X
Training and Go • Poster
Live • Email

Go Live • Email
6 • X
Communications • WeChat

Build acceptance of
7 • X • Roadshow
project outcomes

< Back
DRAFT

Training & On-the-job

Support

< Back
 Training & Learning Approach

Learning Alignment Curriculum Planning & Learning Delivery Learning

Design/Development Administration

Aligning an Building, buying and Planning & Enabling

organization’s reusing content delivering learning learning
learning needs with • Curriculum Planning/ across a mix of management and
business objectives Strategy media administrative
• Business Alignment • Content Development • Delivery Planning services
• Budgeting & & Maintenance • Delivery Execution • Learning Setup
Prioritization • Technology • Course Catalog
• Learning/ Curriculum Infrastructure Management
Plan Management • Tracking
• Help Desk

< Back
DRAFT
High-level Training Approach Case Sharing
- Set High-level Training Approach

Master Trainers Training

Trained by
• 40+ GCO Training Managers • PforceRx Project team
Who? • They will be responsible for the cascade of • 2-day workshop
PforceRx training to 700+ DM plus 90+RM • 2-3 Batches
• 22th-26th Sep. 2014

End-User Training
Trained by
• 700+ DM plus 90+ RM • Master Trainers
Who? • DMs will be responsible for the cascade of • 1-day Workshop
PforceRx training to 4000+ MICS • 30 Batches
• 6th Oct. - 17th Oct.

MICS Training
Trained by

• 4000+ MICS who will be interacting with PforceRx • DM

Who? • 1-day workshop
as part of their day-to-day routine.
• 180 Batches
• 20th Oct. - 14th Nov.

< Back
DRAFT
Follow-up Activity Plan Illustrative Contents
-Assure Project Delivery Quality via Communication

Month 1 Month 2 Month 3

Target
Actions
Groups
W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4

Site Re-visit

1st Revisit 2nd Revisit 3rd Revisit

Questionnaire/
Survey
Survey Survey Analysis
Dissemination

Focus Group
Discussion
1st Focus 2nd Focus
Groups Groups
Interviews Interviews
…

Legend Checkpoints/Milestones

< Back