Читать книгу Training Evaluation A Complete Guide - 2020 Edition - Gerardus Blokdyk - Страница 9
ОглавлениеCRITERION #3: MEASURE:
INTENT: Gather the correct data. Measure the current performance and evolution of the situation.
In my belief, the answer to this question is clearly defined:
5 Strongly Agree
4 Agree
3 Neutral
2 Disagree
1 Strongly Disagree
1. How will measures be used to manage and adapt?
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2. Was a business case (cost/benefit) developed?
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3. What causes innovation to fail or succeed in your organization?
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4. What is your Training Evaluation quality cost segregation study?
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5. How do you verify the authenticity of the data and information used?
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6. Do you have any cost Training Evaluation limitation requirements?
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7. How do you measure efficient delivery of Training Evaluation services?
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8. What would it cost to replace your technology?
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9. What are the Training Evaluation investment costs?
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10. Among the Training Evaluation product and service cost to be estimated, which is considered hardest to estimate?
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11. When are costs are incurred?
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12. What are the costs and benefits?
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13. Do you effectively measure and reward individual and team performance?
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14. How sensitive must the Training Evaluation strategy be to cost?
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15. What happens if cost savings do not materialize?
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16. How will your organization measure success?
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17. What kind of analytics data will be gathered?
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18. How do you verify and develop ideas and innovations?
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19. Why do you expend time and effort to implement measurement, for whom?
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20. What measurements are being captured?
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21. Are the Training Evaluation benefits worth its costs?
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22. What are the types and number of measures to use?
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23. What can be used to verify compliance?
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24. Are the measurements objective?
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25. How do you know that any Training Evaluation analysis is complete and comprehensive?
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26. Where is it measured?
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27. How frequently do you verify your Training Evaluation strategy?
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28. Is the solution cost-effective?
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29. What are you verifying?
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30. How do you focus on what is right -not who is right?
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31. What are the costs?
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32. Is it possible to estimate the impact of unanticipated complexity such as wrong or failed assumptions, feedback, etcetera on proposed reforms?
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33. How are measurements made?
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34. What is your decision requirements diagram?
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35. How will you measure your Training Evaluation effectiveness?
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36. Why do the measurements/indicators matter?
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37. What methods are feasible and acceptable to estimate the impact of reforms?
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38. Who should receive measurement reports?
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39. Which aspects of the training have the greatest impact?
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40. When should you bother with diagrams?
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41. Will Training Evaluation have an impact on current business continuity, disaster recovery processes and/or infrastructure?
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42. Have you included everything in your Training Evaluation cost models?
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43. How frequently do you track Training Evaluation measures?
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44. What does a Test Case verify?
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45. How does cost-to-serve analysis help?
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46. How will the Training Evaluation data be analyzed?
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47. When is Root Cause Analysis Required?
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48. Are the units of measure consistent?
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49. Do the benefits outweigh the costs?
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50. What is the root cause(s) of the problem?
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51. Are indirect costs charged to the Training Evaluation program?
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52. Who is involved in verifying compliance?
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53. Does Training Evaluation analysis show the relationships among important Training Evaluation factors?
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54. Can you do Training Evaluation without complex (expensive) analysis?
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55. How do you measure variability?
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56. What are your key Training Evaluation organizational performance measures, including key short and longer-term financial measures?
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57. What does verifying compliance entail?
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58. What do you measure and why?
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59. How do you quantify and qualify impacts?
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60. What are the estimated costs of proposed changes?
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61. What harm might be caused?
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62. How will costs be allocated?
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63. How long to keep data and how to manage retention costs?
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64. Does your organization systematically track and analyze outcomes related for accountability and quality improvement?
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65. What does losing customers cost your organization?
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66. What users will be impacted?
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67. Was a life-cycle cost analysis performed?
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68. How do your measurements capture actionable Training Evaluation information for use in exceeding your customers expectations and securing your customers engagement?
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69. What are the uncertainties surrounding estimates of impact?
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70. How can you measure the performance?
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71. What details are required of the Training Evaluation cost structure?
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72. Are you aware of what could cause a problem?
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73. Do you aggressively reward and promote the people who have the biggest impact on creating excellent Training Evaluation services/products?
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74. Who pays the cost?
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75. Are there measurements based on task performance?
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76. Where can you go to verify the info?
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77. The approach of traditional Training Evaluation works for detail complexity but is focused on a systematic approach rather than an understanding of the nature of systems themselves, what approach will permit your organization to deal with the kind of unpredictable emergent behaviors that dynamic complexity can introduce?
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78. Has a cost center been established?
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79. What are your customers expectations and measures?
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80. What are your operating costs?
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81. What are the costs of delaying Training Evaluation action?
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82. Are missed Training Evaluation opportunities costing your organization money?
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83. How do you verify your resources?
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84. Why bother to measure sales training?
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85. How do you measure success?
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86. How do you aggregate measures across priorities?
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87. Do you have a flow diagram of what happens?
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88. Which costs should be taken into account?
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89. What does your operating model cost?
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90. Which Training Evaluation impacts are significant?
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91. How do you verify and validate the Training Evaluation data?
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92. How is progress measured?
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93. What is an unallowable cost?
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94. What drives O&M cost?
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95. Have you made assumptions about the shape of the future, particularly its impact on your customers and competitors?
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96. How is performance measured?
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97. Have design-to-cost goals been established?
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98. How is the value delivered by Training Evaluation being measured?
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99. What disadvantage does this cause for the user?
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100. What is measured? Why?
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101. How can you measure Training Evaluation in a systematic way?
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102. What could cause you to change course?
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103. Is the effectiveness of training measured?
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104. Are there competing Training Evaluation priorities?
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105. What are the strategic priorities for this year?
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106. Does management have the right priorities among projects?
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107. Do you verify that corrective actions were taken?
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108. Where is the cost?
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109. What could cause delays in the schedule?
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110. How do you measure lifecycle phases?
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111. Are actual costs in line with budgeted costs?
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112. Are Training Evaluation vulnerabilities categorized and prioritized?
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113. Have any impacts reached outside of your organization?
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114. What is the Training Evaluation business impact?
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115. How to cause the change?
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116. How are you verifying it?
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117. Is the cost worth the Training Evaluation effort ?
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118. What relevant entities could be measured?
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119. Does Training Evaluation analysis isolate the fundamental causes of problems?
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120. What causes investor action?
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121. How can you reduce the costs of obtaining inputs?
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122. How will effects be measured?
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123. How can a Training Evaluation test verify your ideas or assumptions?
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124. What are the costs of reform?
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125. What are allowable costs?
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126. What are your primary costs, revenues, assets?
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127. What causes mismanagement?
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128. What is the cost of rework?
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129. How can you manage cost down?
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130. What are the current costs of the Training Evaluation process?
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131. How do you do risk analysis of rare, cascading, catastrophic events?
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132. Does a Training Evaluation quantification method exist?
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133. When a disaster occurs, who gets priority?
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134. What is your cost benefit analysis?
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135. How do you control the overall costs of your work processes?
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136. How do you verify performance?
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137. Which measures and indicators matter?
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138. Are you taking your company in the direction of better and revenue or cheaper and cost?
