Training Program

a key process area for level 3: Defined

Training Program involves first identifying the training needed by the organization, projects, and individuals, then developing or procuring training to address the identified needs.

Each software project evaluates its current and future skill needs and determines how these skills will be obtained. Some skills are effectively and efficiently imparted through informal vehicles (e.g., on-the-job training and informal mentoring), whereas other skills need more formal training vehicles (e.g., classroom training and guided self-study) to be effectively and efficiently imparted. The appropriate vehicles are selected and used.

This key process area covers the practices for the group performing the training function. The practices identifying the specific training topics (i.e., knowledge or skill needed) are contained in the Ability to Perform common feature of the individual key process areas.

Goals

Goal 1

Goal 2

Goal 3

Commitment to perform

Commitment 1 -- The organization follows a written policy for meeting its training needs.

1. The needed skills and knowledge for each software management and technical role are identified.
2. Training vehicles for imparting skills and knowledge are identified and approved.

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   Examples of approved training vehicles include:
   • classroom training,
   • computer-aided instruction,
   • guided self-study,
   • formal apprenticeship and mentoring programs, and
   • facilitated videos.

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3. Training is provided to build the skill base of the organization, to fill the specific needs of the projects, and to develop the skills of individuals.
4. Training is developed within the organization or obtained from outside the organization when appropriate.

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   Examples of external sources of training include:
   • customer-provided training,
   • commercially available training courses,
   • academic programs,
   • professional conferences, and
   • seminars.

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Ability to perform

Ability 1 -- A group responsible for fulfilling the training needs of the organization exists.

Ability 2 -- Adequate resources and funding are provided for implementing the training program.

• the organization's training plan,
• training materials,
• development or procurement of training,
• conduct of training,
• training facilities,
• evaluation of training, and
• maintaining records of training.

1. A manager is designated to be responsible for implementing the organization's training program.
2. Tools to support the training program activities are made available.

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   Examples of support tools include:
   • workstations,
   • instructional design tools,
   • database programs, and
   • packages for developing presentation materials.

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3. Appropriate facilities are made available to conduct training.

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   Classroom training facilities should be separated from the students' work environment to eliminate interruptions.

   Where appropriate, training is conducted in settings that closely resemble actual performance conditions and includes activities to simulate actual work situations.

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Ability 3 -- Members of the training group have the necessary skills and knowledge to perform their training activities.

• training in instructional techniques, and
• refresher training in the subject matter.

Ability 4 -- Software managers receive orientation on the training program.

Activities performed

Activity 1 -- Each software project develops and maintains a training plan that specifies its training needs.

1. The set of skills needed and when those skills are needed.
2. The skills for which training is required and the skills that will be obtained via other vehicles.

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   Some skills are effectively and efficiently imparted through informal vehicles (e.g., informal training and presentations, reading books and journals, "chalk talks," brown-bag lunch seminars, on-the-job training, and informal mentoring); while other skills, to be effectively and efficiently imparted, need to be based on more formal training vehicles (e.g., classroom training, computer-aided instructions, guided self-study, facilitated video, and formal apprenticeship and mentoring programs).

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3. The training that is required, for whom it is required, and when it is required.

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   Refer to the Ability to Perform common feature in all other key process areas for examples of specific training needs.

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   Where appropriate, training for individuals is tied to their work responsibilities so that on-the-job activities or other outside experiences will reinforce the training within a reasonable time after the training.

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4. How training will be provided.

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   Training may be provided by the software project, by the organization's training group, or by an external organization.

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   Examples of training appropriately done by the software project include:
   • training in specific applications and requirements of the project,
   • training in the project's software architecture, and
   • other training more effectively or efficiently performed at the project level.

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Activity 2 -- The organization's training plan is developed and revised according to a documented procedure.

1. The plan uses the software projects' training needs identified in their training plans.
2. The specific training to be provided is identified based on the skills needed by the organization and when those skills are needed.
3. The organization's training plan is revised, as appropriate, to incorporate changes.
4. The organization's training plan is reviewed by the affected individuals when it is initially released and whenever major revisions are made.

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   Examples of affected individuals include:
   • senior management,
   • software managers, and
   • managers of software-related groups.

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5. The organization's training plan is managed and controlled.

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   "Managed and controlled" implies that the version of the work product in use at a given time (past or present) is known (i.e., version control), and changes are incorporated in a controlled manner (i.e., change control).

   If a greater degree of control than is implied by "managed and controlled" is desired, the work product can be placed under the full discipline of configuration management, as is described in the Software Configuration Management key process area.

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6. The organization's training plan is readily available to the affected groups and individuals.

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   Examples of affected groups and individuals include:
   • senior management,
   • the training group,
   • the managers of software-related groups,
   • software engineering (including all subgroups, such as software design),
   • software estimating,
   • system engineering,
   • system test,
   • software quality assurance,
   • software configuration management,
   • contract management, and
   • documentation support.

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Activity 3 -- The training for the organization is performed in accordance with the organization's training plan.

1. The specific training needed within the organization and when it is needed.
2. The training that will be obtained from external sources and training that will be provided by the training group.
3. The funding and resources (including staff, tools, and facilities) needed to prepare and conduct or procure the training.
4. Standards for instructional materials used in training courses developed by the training group.
5. The schedule for developing and revising the training courses that will be developed by the training group.
6. The schedule for conducting the training, based on the projected need dates and the projected number of students.
7. The procedures for:
   • selecting the individuals who will receive the training,
   • registering and participating in the training,
   • maintaining records of the training provided, and
   • collecting, reviewing, and using training evaluations and other training feedback.

Activity 4 -- Training courses prepared at the organization level are developed and maintained according to organization standards.

1. A description of each training course is developed.

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   Examples of the topics addressed by the description include:
   • intended audience,
   • preparation for participating,
   • training objectives,
   • length of the training,
   • lesson plans,
   • criteria for determining the students' satisfactory completion,
   • procedures for periodically evaluating the effectiveness of the training, and
   • special considerations, such as piloting and field testing the training course, needs for refresher training, and opportunities for follow-up training.

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2. The materials for the training course are reviewed.

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   Examples of individuals who review the training materials include:
   • instructional experts,
   • subject matter experts, and
   • representative students from pilot sessions of the training course being reviewed.

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3. The materials for the training courses are managed and controlled.

Activity 5 -- A waiver procedure for required training is established and used to determine whether individuals already possess the knowledge and skills required to perform in their designated roles.

Activity 6 -- Records of training are maintained.

1. Records are kept of all students who successfully complete each training course or other approved training activity.
2. Records are kept of all students who successfully complete their designated required training.
3. Records of successfully completed training are made available for consideration in assignments of the staff and managers.

Measurement and analysis

Measurement 1 -- Measurements are made and used to determine the status of the training program activities.

• actual attendance at each training course compared to the projected attendance,
• progress in providing training courses compared to the organization's and projects' training plans, and
• number of training waivers approved over time.

Measurement 2 -- Measurements are made and used to determine the quality of the training program.

• results of post-training tests,
• reviews of the courses from the students, and
• feedback from the software managers.

Verifying implementation

Verification 1 -- The training program activities are reviewed with senior management on a periodic basis.

Verification 2 -- The training program is independently evaluated on a periodic basis for consistency with, and relevance to, the organization's needs.

Verification 3 -- The training program activities and work products are reviewed and/or audited and the results are reported.

1. The process for developing and revising the organization's training plan is followed.
2. The process for developing and revising a training course is followed.
3. Training records are properly maintained.
4. Individuals designated as requiring specific training complete that training.
5. The organization's training plan is followed.

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  antoine@apple2.com 29-04-2000