A really good project. (Training).

HERE'S How A GOOD MANAGER CAN orchestrate a major project so that training is enabled and the project is a success.

Hypothetical Mortgage Company decided to implement imaging. After the postclosing audit, all files would be imaged and all future access to the file would be through computer images. This involved completely new skill sets for the records area and modification to the skill sets of dozens of user groups throughout the company.

The manager painstakingly researched potential vendors, and chose one with stable software and a proven track record. Because of this, the trainer had a system that worked dependably.

The software was brought in and tested for compatibility with existing systems. Key users, including the assigned trainer, were able to hack around on the system. Because of this, the trainer was able to learn the new system thoroughly.

The manager made a realistic rollout schedule. Additional bodies would be needed. A staffing schedule was blended into the rollout schedule. Because of this, the trainer knew approximately when he would need to be ready to train, and he knew about how many new and experienced people he would need to train.

Since the rollout schedule was realistic, it had built into it adequate time for the trainer to develop and test the training material. Because of this, the training material was carefully thought-out and professionally developed. It was tested on the system and its viability was proven.

The manager asked the trainer how much time would be required for training delivery. The trainer broke out the trainee population by experience level and job function, and presented a detailed plan of how much training each group should receive. The manager promptly approved the plan. Because of this, ample training time was reserved for every system user according to his or her needs.

The manager communicated that full attendance and satisfactory completion of the training were mandatory. Because of this, all participants showed up on time, worked hard and completed the training.

After the training was complete, the manager welcomed the trainer into the workplace for several days to observe and help out. Because of this, "mop-up" training was conducted informally, as needed.

The manager correctly anticipated that there would be high initial turnover. She predicted turnover by job function, and sat with the trainer to plan new-hire training for the coming 12 months. Because of this, a new-hire training plan was created far in advance, training space was reserved and the trainer's calendar was cleared to deliver imaging training.

The manager understood that the trainer would be required to move on to other projects. Therefore, she assigned an appropriate person from her staff to observe the training and prepare to deliver it himself. Because of this, there was a contingency plan for delivering the training in place months before it was needed.

The manager said, "Each of these steps was a lot of time and work for me. But if I hadn't done it this way, cleaning up the resulting mess would have been even more time and even more work."

Andrew Hubbard is national training director for Irwin Mortgage Corporation in Indianapolis. He can be reached at [e-mail].