Change?!? Oh, change...inevitable change.

Over the past 10 years, the standard format for the new hire training model consisted of a 6-week didactic learning session with intermittent practical sessions. The new hire training sessions tend to be driven based upon the business need and organization headcount. In 2010, the leadership team, consisting of the local Site Lead (Manager) and Supervisors, decided to schedule a new hire training to begin in the month of August. In preparation of the scheduled training the training team began project planning. August approached and the new hire class began and ended as scheduled. As the trainers evaluated areas of opportunity to prepare for potential trainings in 2011, the leadership team landed news on the team regarding an additional new hire training class intended to begin in the month of November. Although unanticipated, the trainers were prepared to revamp the August schedule for the upcoming class and extend the designated training room; the leadership team agreed.

As time grew closer to the November training start date changes to the training (project) plan became vast. To ensure the new hire associates received the appropriate human resource information and tools for the job the leadership team requested that five 1-hour or 2-hour modules be added to the training roster without the extension in project timeframe. The requested changes identified the need to change the scope of the project in relation to the timeline, resource allocation, and identify potential business impacts. In such cases, Greer (2010) offers potential solutions on how to effectively address and manage scope creep. One key element of consideration would be to remain calm (p. 36). Scope creep, whether positively or negatively impacting a project, can be overwhelming and at times generate additional energies in relation to the project team and resource allocation. To avoid becoming overwhelmed any change in scope should be backed by written approval by project stakeholders and/or the client (Greer, 2010; Laureate Education, Inc., n.d.).

The training team scheduled a meeting with the leadership team to further discuss the identified changes which resulted with an agreement between both parties to extend training an additional two weeks which allowed for the new hire associates to receive the equal amount of time of subject matter training in relation to previous programs. Unfortunately such a changed also extended the timeframe in which the trainers would be allocated to the project 100% of the time impacting the base business requirements. Looking back on the experience, the requested change would have been managed differently by scheduling the human resource information and tool sessions during a designated week either before or after the subject matter training to maintain focus and avoid potential business impacts and mitigate risk. To date, the new hire training has been under a microscope in relation to delivery methods and approach to further mitigate risk in direct relation to timeframe and resource allocation. To address many of the underlying issues the new hire training will be revamped to be inclusive of a blended and self-paced e-learning environment. Although ideal from a regional perspective, budgeting is another aspect of such a change and result of scope creep that must be considered to be success. Either way, obtaining approval is critical and being flexible in relation change is even more critical!



Resources

Greer, M. (2010). Project “post mortem” review questions. In The project management minimalist: Enough PM to rock your projects!. Retrieved from http://sylvan.live.ecollege.com/ec/courses/56611/CRS-CW-4894953/educ_6145_readings/pm-minimalist-ver-3-laureate.pdf

Laureate Education, Inc. (Producer). (n.d.). Practitioner voices: You can’t win them all. Video program retrieved from http://sylvan.live.ecollege.com/ec/crs/default.learn?CourseID=4744647&Survey=1&47=6571740&ClientNodeID=984650&coursenav=1&bhcp=1