When ID Projects Derail

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If you’re an instructional designer, you most likely know the feeling. You’re two-thirds of the way through designing an L&D project, and you learn there’s been a hitch. Maybe it’s a change in leadership. Or a missing subject matter expert. Or a new technology platform than the one you had crafted your solution around. Meantime, you’re also two-thirds the way through your budget and about that far along with the time allotted for the project.

If you’re an instructional designer, you most likely know the feeling. You’re two-thirds of the way through designing an L&D project, and you learn there’s been a hitch. Maybe it’s a change in leadership. Or a missing subject matter expert. Or a new technology platform than the one you had crafted your solution around. Meantime, you’re also two-thirds the way through your budget and about that far along with the time allotted for the project.

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There are ways to prepare for and address these challenges, as Juan Mavo-Navarro shares in the TD at Work issue, “ Mitigate the Impact When ID Projects Derail .” Projects can go off track for a number of reasons, often due to “communication breakdowns, shifting priorities, and sponsor-related changes,” writes Mavo-Navarro.

There are ways to prepare for and address these challenges, as Juan Mavo-Navarro shares in the TD at Work issue, “Mitigate the Impact When ID Projects Derail.” Projects can go off track for a number of reasons, often due to “communication breakdowns, shifting priorities, and sponsor-related changes,” writes Mavo-Navarro.

How Likely, How Severe?

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Changes often relate to one or more of the triple constraint factors: scope, time, and cost. Scope refers to the work needed to deliver a successful project; while time refers to the project schedule; and cost is the budget allocated for project staff, materials, and other resources.

Changes often relate to one or more of the triple constraint factors: scope, time, and cost. Scope refers to the work needed to deliver a successful project; while time refers to the project schedule; and cost is the budget allocated for project staff, materials, and other resources.

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While some of these factors may be within the instructional designer’s control, many won’t be, such as a change in organizational priorities or vision.

While some of these factors may be within the instructional designer’s control, many won’t be, such as a change in organizational priorities or vision.

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When details of the project change, it matters how much that change affects the project. Does a SME provide feedback a few days late? Perhaps you can make up the time or even build some extra time into the project timeline at the start. But losing a project sponsor, having one’s budget cut dramatically, or seeing the organization change a technology platform can all have a severe impact on the project.

When details of the project change, it matters how much that change affects the project. Does a SME provide feedback a few days late? Perhaps you can make up the time or even build some extra time into the project timeline at the start. But losing a project sponsor, having one’s budget cut dramatically, or seeing the organization change a technology platform can all have a severe impact on the project.

Think Ahead

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Instructional designers don’t have to wait for the shoe to drop. They can consider what could happen, how likely it is to happen, and how detrimental it would be to the project. Early identification can save headaches—and potentially, the project from collapsing.

Instructional designers don’t have to wait for the shoe to drop. They can consider what could happen, how likely it is to happen, and how detrimental it would be to the project. Early identification can save headaches—and potentially, the project from collapsing.

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L&D professionals don’t need to go it alone on potential constraints. “Project managers, in collaboration with project sponsors, should initiate conversations early in the project to raise awareness of those risks.” This will secure buy-in for potential changes should it come to that, support from stakeholders to help mitigate risks, and draw on wisdom from previous experience to recover the project.

L&D professionals don’t need to go it alone on potential constraints. “Project managers, in collaboration with project sponsors, should initiate conversations early in the project to raise awareness of those risks.” This will secure buy-in for potential changes should it come to that, support from stakeholders to help mitigate risks, and draw on wisdom from previous experience to recover the project.

Can This Project Be Saved?

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Should a risk materialize, project teams will be in better alignment if they’ve communicated early and often. Mavo-Navarro provides several questions to ask to help.

Should a risk materialize, project teams will be in better alignment if they’ve communicated early and often. Mavo-Navarro provides several questions to ask to help.

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Does the change affect basic instructional elements, such as learning objectives, intended learners, or assessments?

Does the change affect basic instructional elements, such as learning objectives, intended learners, or assessments?

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Will it make a difference in instructional strategy or delivery? “Consider a scenario where a decision leads to moving from instructor-led training to asynchronous e-learning. That would require redesigning modules and selecting a new authoring tool,” writes Mavo-Navarro.

Will it make a difference in instructional strategy or delivery? “Consider a scenario where a decision leads to moving from instructor-led training to asynchronous e-learning. That would require redesigning modules and selecting a new authoring tool,” writes Mavo-Navarro.

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Does the change mean new requirements or constraints, such as around compliance or stakeholder involvement?

Does the change mean new requirements or constraints, such as around compliance or stakeholder involvement?

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These changes primarily concern project scope. Other changes may mean a compressed schedule or a change in availability of a stakeholder for their review, affecting other tasks (time); or vendor fees, labor costs, or technology integration (cost).

These changes primarily concern project scope. Other changes may mean a compressed schedule or a change in availability of a stakeholder for their review, affecting other tasks (time); or vendor fees, labor costs, or technology integration (cost).

Moving Forward

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After identifying the changes, project teams can decide what to prioritize based on the organization’s capability to absorb the additional work in its budget and timeline. Is the change a “must have” such as compliance updates; a “should have” such as activities to make the modules more engaging and thus more likely to change behavior; a “could have,” that is, making a long-term difference but not necessary in this phase of the project; or a “won’t have,” such as adding bells and whistles but which would come with a big price tag and significant delay.

After identifying the changes, project teams can decide what to prioritize based on the organization’s capability to absorb the additional work in its budget and timeline. Is the change a “must have” such as compliance updates; a “should have” such as activities to make the modules more engaging and thus more likely to change behavior; a “could have,” that is, making a long-term difference but not necessary in this phase of the project; or a “won’t have,” such as adding bells and whistles but which would come with a big price tag and significant delay.

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Solutions might include rapid prototyping or timeboxing to get quicker delivery or to devote staff to only this project; freeware or a lower-priced authoring tool; or curating available content (with proper attribution) that has no licensing fee.

Solutions might include rapid prototyping or timeboxing to get quicker delivery or to devote staff to only this project; freeware or a lower-priced authoring tool; or curating available content (with proper attribution) that has no licensing fee.

Showcasing Critical and Strategic Thinking

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When instructional designers communicate well, factor in cost and time, and make contingency arrangements, they showcase their long-term planning, financial acumen, and strategic-thinking capabilities.

When instructional designers communicate well, factor in cost and time, and make contingency arrangements, they showcase their long-term planning, financial acumen, and strategic-thinking capabilities.

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You can’t erase every potential risk or change, but you can make use of the situation as an opportunity.

You can’t erase every potential risk or change, but you can make use of the situation as an opportunity.