1. Mission Possible: Applying Systematic Approach to Analysis Eileen Maeso, CPT CDR Jennifer Sinclair April 11, 2016

2. ISDFEA (Harless ABCD)/HPTSNA/HPT Needs AssessmentPerformance basedGap Analysis Major Accomplishments/Tasks/StepsCurrent State (Actual Performance) Optimal State (Desired Performance) aDDIE/Skills/KnowledgeHPT Interventions: Environmental Skills/Knowledge Assignment/Selection Motivation/Incentive Determine Gaps HPT: Environmental Skills/Knowledge Assignment/Selection Motivation/Incentive Training outcome Intervention Recommendations

3. Alignment with all stakeholders- continuous process Current State (Actual Performance) Optimal State (Desired Performance) Gaps/Root Causes Interventions Evaluation-continuous

5. 1.Focus on results or outcomes 2.Take a systemic view 3.Add value 4.Work in partnership with clients and stakeholders 5.Determine need or opportunity 6.Determine cause 7.Design solutions including implementation and evaluation 8.Ensure solutions' conformity and feasibility 9.Implement solutions 10.Evaluate results and impact R S V P Principles Practice ©2014 ISPI All Rights Reserved

7. Skills and knowledge: influences on performance are the cognitive information, abilities, or discrimination processes the end-user/performer must memorize, or have access to (job aids) in order to accomplish a task. Environmental: The workplace provides environmental performance influences. They include the policies, procedures, instrumentation, ergonomics, tools, and climate that facilitate the accomplishment of a task. Assignment and selection: influences on performance are those elements that address personnel requirements and or standards for an existing or new position. Motivation and incentives: influences on performance are the intrinsic and/or extrinsic factors that may influence a performer to conduct or not conduct a task. Typically, motivation and incentive influences include feedback, recognition, independence, and monetary or non-monetary rewards. Based on Joe Harless’ ABCD Model

8. Work, Worker, Workplace Constant Alignment What to do when you don’t have buy-in Constant communications Stakeholders buy-in-engage and keep PROSCI model-structured approach

9. Practical Application AIS

10. Your mission, should you choose to accept it, is: given the case study, current state, optimal state and job aids, determine the gaps and make recommendations. Include how you will evaluate whether your recommendations are successful and how you plan to get and keep buy-in with stakeholders. As always, should you or any of your analysis agents get caught not adding value, not taking a systems view, not focusing on results or not establishing partnerships, the Company President will disavow any knowledge of your actions. Good Luck!