Managing the TBT project

A little planning goes a long, long way Getting off to the right start Coming over all logical A time for everything Who's coming to the party? Hope for the best, expect the worst Keeping a friendly eye When trouble brews The morning after the night before

THE DEVELOPMENT OF a technology-based training (TBT) programme is, to all intents and purposes, a software project and, as such, is a risky venture. In fact, between one third and two thirds of software projects exceed their schedule and budget targets before they are delivered. So, if we’re responsible for a TBT project, what do we do - resign ourselves to the inevitable or do our best to break the trend? We have a choice.

In this article, Clive Shepherd outlines a systematic approach to the management of TBT projects that could help you to break the trend. It draws upon Clive’s involvement over more than 15 years with literally hundreds of TBT projects, some extremely successful, some best forgotten.

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