Just-in-Time Just-in-Case Learning to Enhance Project Performance

SECOND EDITION                                                            

 Lawrence V. Suda, CEO

Palatine Group, Inc.

New York, USA

Many organizations are facing difficulties of both capability and capacity – in simple terms, having enough of the right skills and knowledge to be able to get all the work completed to sustain competitive advantage. Even prior to the astonishing developments of the last half decade and the beginning of this decade, the global landscape was changing rapidly and the pressures on individuals and organizations were becoming evident. Developments during this decade only increased the pressures on projects and individuals to have the right skills and knowledge in order to remain competitive, to learn and adapt quickly. These pressures are likely to continue and become even more severe in the foreseeable future.  As entire world economies, governments, and markets reshape on a massive scale never seen before, organizations, projects and people are experiencing levels of unprecedented change. This picture is acknowledged by organizational and project leaders worldwide.

It’s against this setting that the delivery of learning supporting the development of new skills, knowledge and behavioral capabilities, with speed, scale and responsiveness has never been more important. Organizational learning functions are facing increased challenges, as well as great opportunities, to re-shape their interventions to keep pace with these rapid of changes. It follows that harnessing the power of technology to provide and deliver the right training and knowledge at the right time is central to improving talent on a global scale within all parts of all organizations desiring to stay competitive in the next decades.

This paper and presentation will examine how learning can be enabled and enhanced through the strategic and innovative use of a range of learning technologies. The focus is on learning of individuals and teams within an organizational context.

Learning Challenges and Changing Business Demands in a New World 

The world of learning and development professionals today was unthinkable a decade ago. Their jobs are evolving from the administration and leading traditional classroom and straightforward transactional tasks to developing and building strategic capacity and capability within the workforce to meet the goals and objectives of the organization.

The key responsibilities and challenges of learning and development professions in all organizations are strategic. Their real value lies in their strategic contribution toward meeting the current and future organizational goals and objectives. Ulrich and Brockbank’s research found that 43% of the human capital function comes from a more strategic focus (RBL 2006).

When the organization’s business strategy and human capital strategy are aligned, an organization can show up to a 250% increase in business performance compared with organizations taking a more tactical focus (ASTD 2005) As reported by the ASTD and IBM research, senior level executives expect the learning and development function to be working and building workforce capability in support of the future organizational strategy. But, the fact is that the human capital functions are still focused on tactical work to meet the immediate demands of the organization. One survey found that 66% of respondents said that the human capital function was not responding quickly enough to the strategic challenges related to profitable new growth (HRPS 2007). This is in large part due to the fact that most human capital functions are understaffed and are forced to meet immediate workforce needs.


To read entire paper (click here)

Editor’s note:  Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  This paper was originally presented at the PMI Global Congress North America 2013 in New Orleans, Louisiana, USA and included in the congress proceedings; republished here with author’s permission.

About the Author 

flag-usaLawrence-V.-SudaLawrence V. Suda 

Palatine Group / Management Worlds

New York, USA 

Lawrence Suda is the CEO and an Officer at Palatine group/Management Worlds, Inc. with over 30 years project and program management consulting and training experience to numerous government and private sector companies. The Palatine Group/Management Worlds specializes in creating computer-based simulations for project management and leadership training. Larry’s career emphasis is on organization behavior, project management, operations management, strategic management and enterprise-wide project management for leading companies and government agencies throughout the world, including: NASA, US Navy, Departments of Commerce, Treasury, Energy, Health & Human Services , Agriculture, DAU and others and in the private sector to such companies as General Electric, Proctor & Gamble,  ALCOA, URS, Verizon, Boeing, Lockheed/Martin, Hewlett-Packard, Perot Systems, PPG Industries, United States Steel and others. Before founding Palatine Group/Management Worlds, Larry worked in the private and public sectors at the US Environmental Protection Agency and was an Assistant Professor at the University of Maryland. Mr. Suda is a frequent speaker at PMI and IPMA Conferences in the United States and Europe and has led workshops for PMI’s Seminars World in various locations around the World. He is an adjunct professor at Drexel University teaching Global Project Leadership.  He can be contacted at [email protected].