Officer Recruiter Online Course

Officer Recruiter Online Course Patrick George EDU627 Kathy Milhauser, DMgt, PMP

Officer Recruiter Online Course

Introduction This project is to redesign the Officer Recruiter Online Course (OR-OC), the current web site terminal learning objectives (TLO) and enabling learning objectives do not match up to that of the current residency course. The current training site has limited interactivity and is just a bunch of information links with no true TLOs or ELOs. The 14th of March we initiated the process with the Navy Orientation Recruiting Unit (NORU) to redesign the look and feel of the web site, update the content, create more interactivity, and incorporate more check on learning questions. Technology used to complete this project is going to be Lectora and Creative Suites 5.5. During this visit to NORU we established a timeline and emailed it to the stakeholders on the 15th of March for their updates or changes in the timeline to meet their deadlines. Once this is completed then we will have the most important thing which will be the sign-off from Commander Rodman, this will be completed by my boss Ed Lizotte or myself which will conclude the project initiation according to Cox, and I can begin on step two of the four-step combo(Cox, 2009, pp. 42-43). The opportunities for this project are; 1. To assist Post Universities partnership with the Navy Orientation Recruiting Unit (NORU) continues forward and branching out further into the Navy. 2. Keeping Post employee Mike Brown authorization to continue to brief the Navy Orientation Recruiting Unit students on the college benefits for Post University which increases the military enrollments for Post University. 3. Allow the Director of military programs for Post University Ed Lizotte to engage deeper into the Navy by showing Commander Rodman the true benefits of partnering with higher education organization to expand both the Navy and Post University through cost cutting analysis.

Officer Recruiter Online Course

The top two stakeholders in this project is NORU and Post University; 1. NORU we have the following stakeholders; a. Rodman, Michael Cmdr NORU, Commanding michael.j.rodman@navy.mil;

b. Rhyner, Joseph C NCC NORU, A-LSO joseph.c.rhyner@navy.mil; c. Jewell, Glenn A CIV NORU, Learning Dir glenn.jewell@navy.mil; d. Vadnais, Robert F CDR NORU, Learning DH robert.f.vadnais@navy.mil; e. Sank, Joseph LT NORU joseph.sank@navy.mil; f. Phelps, Roger D LCDR NORU, NRLA DH roger.phelps@navy.mil; g. Baird, Thomas NCC NORU, NRLA thomas.baird1@navy.mil; h. Lofton, David NCCM NORU, NRLA david.lofton@navy.mil. 2. Post University we have the following stakeholders; a. Frank Mulgrew, President of OEI

b. Ed Lizotte, President of the Military Enrollments c. Michael Brown, Post Enrollment advisor to NORU d. Patrick George, Post DOD Instructional Designer Reminder that this is just the first level or key stakeholders and there are at least two more levels of stakeholder not mentioned. Project Proposal This project is to redesign the Officer Recruiter Online Course (OR-OC), the current web site terminal learning objectives (TLO) and enabling learning objectives (ELO) do not match up to that of the current residency course. The current web site will receive a facelift to make it more modern with an updated appearance. Update the content so that it is current with that of the resident course. Migrate the proctored exam to an LMS for ease of updates, also to expedite the

Officer Recruiter Online Course

release to the field force; currently this is done by making multiple discs and mailing them to the field representatives. Project Scope Statement To redesign the Officer Recruiter-Online Course (OR-OC) by 1 Sep 2013 at a cost of 960 man hours. Project will also have a travel cost of three trips to Pensacola, Fl. to maintain the project continuity/communications with the command. This will be in three day increments for a total of nine days at a cost of $900 in airfare; $787.50 in hotel expense; total cost $1687.50. Project Work Breakdown Structure The work breakdown structure (WBS) is described as a deliverable orientated, hierarchical decomposition of the work to be executed(Cox, 2009, p. 74). 1. Gain access to the Navys program QuestionMark Perception. 1.1 Contact Glenn Jewels Navy Orientation Recruiting Units (NORU) Director of Training (DOT) to assist in gaining access. 20130319 1.2 Contact Melisse Sellers, CIV NETPDTC, N624C melisse.sellers@navy.mil to complete the required security screening in order to have access to military computers and programs. 1.2.1 Send Melisse my previous background check that was used by the Army that gave me a computer access card (CAC) card for access to their computer programs. 1.2.2 Send Melisse a copy of the front and back of current computer access card (CAC) so be used for my Navy account.

Officer Recruiter Online Course

1.3 Contact Laura L. Davis, CTR NETPDTC, N624 to complete level one training requirements to obtain an administrator account on the Navy's version of QuestionMark Perception. 1.3.1 1.3.2 Complete level 1 training on 20130410 at 1200hrs. Send training results to Melisse so that my account can be created. 2. Receive the final exam questions from the DOT Glenn Jewels, which are to be loaded in QuestionMark Perception. 20130322 2.1 Break these questions down into the three training areas Programs, Processing and Marketing. 2.1.1 Receive additional questions from instructors to create three complete pools of questions. 20130420 3. Receive the terminal learning objectives (TLO) and enabling learning objectives from Thomas Baird the Officer Recruiting Instructor. 20130329 3.1 Create a new TLO/ELO acceptance page for programs section of the web site. 3.1.1 Setup this page as a user login and acceptance of the TLO/ELOs 3.2 Create a new TLO/ELO acceptance page for processing section of the web site. 3.2.1 Setup this page as a user login and acceptance of the TLO/ELOs 3.3 Create a new TLO/ELO acceptance page for prospecting/marketing

Officer Recruiter Online Course

section of the web site. 3.3.1 Setup this page as a user login and acceptance of the TLO/ELOs 4. Review/Analysis of the Officer Recruiting Outcomes to Officer Recruiting site assessments with the DOT and OR instructors. 20130409 4.1 Check outcomes which should now match with what is being taught at the residence course at NORU. With the exception of the basic recruiting techniques which are taught to new Sailors becoming recruiters for the first time. 4.1.1 Web site will be used as a training site for returning recruiters with previous experience, and also as refresher training or sustainment training for new recruiters. 5. Create, update, quizzes/assessments in QuestionMark Perception. 20130423 5.1 Update the quizzes at the end of each section and redirect the quiz links to the QuestionMark perception quiz. 5.2 Update the end of course quiz and redirect the quiz links to the QuestionMark perception quiz. 6. Create the new beta site to be tested by the instructors. 20130603 6.1 Schedule meeting with Commander Rodman to finalize any missing points of his interactive vision. 20130610 6.2 Final review prior to testing recheck all links to ensure they are active and transfer student to the correct location. 20130610

Officer Recruiter Online Course

6.2.1

Release beta link to the instructor and director of training and Navy recruiting leadership academy department chief. 20130617

7. Review and integrate the resident Officer Recruiting Course and the Officer Recruiting Online Course.20130801 7.1 After final review launch site on Post Universities server and ensure that all master trainers in the Navy field force has received the new link for training. 20130901 Project Components The project components that were chosen for this project are the Communication Plan, Project Budget, and Risk Assessment. The reason was because these three area were the most underdeveloped parts of the project. Communication Plan The communication processes for the military consist of the sender, receiver and the message. The military has a source which would start at the higher chain of command; the commander will conduct a meeting where a suggestion will arise to make something better. The commander will task one or more of his subordinates to provide him/her with a course of action (COA). The staff will then use a process called the military decision making process (MDMP) and come up with three COA for the commander to choose from in making his/her decision. This is what Cox calls the source in the communication process(Cox, 2009, p. 153). Starting off with this project during the initial meeting we determined that e-mail would be the primary means of communication and the telephone would be the secondary method. This was decided based on the distance between the developer, and the instructors. Now this distance

Officer Recruiter Online Course

is causing a barrier to effective communication. These barriers would be the attitudes and noise. Noise being the main cause of the breakdown in communication, this would be the instructors regular workday interferes with the project work that they need to complete. Attitude comes from the amount of work that they are expected to complete verse other instructors who duty day consists of just eight hours. Solutions, to the existing problems are as followed; first, need to budget in two additional WebEx sessions as a precaution in case things get too out of hand. Second, use Post University representative who has rapport with the instructors to be my voice, eyes and ears at NORU. He could assist greatly by talking with the instructors face to face and at no cost because he already occupies space at the location. Third, I will use the my fault email ploy which is nothing more than giving the instructors that are missing deadlines a way out by blaming myself for losing or not following up based on the timeline. Project Budget To redesign the Officer Recruiter-Online Course (OR-OC) by 1 Sep 2013 at a cost of 960 man hours. Project will also have a travel cost of three trips to Pensacola, Fl. to maintain the project continuity/communications with the command. This will be in three day increments for a total of nine days at a cost of $900 in airfare; $787.50 in hotel expense; total cost $1687.50. In addition, there will need to be the expense of two additional WebEx sessions as a communication barrier breakthrough this cost is around $85.00 per session increasing the budget by $170.00. Also an additional 15 man hours to employ Mr. Brown to assist in instructor communication for one hour a week for fifteen weeks. Risk Assessment Risk is another factor that has been neglected in the overall project. Risk is low, because currently Post University has already provided them a web site that is better than they originally

Officer Recruiter Online Course

had when we started to look at this project. If we played the devils advocate for a minute and asked ourselves what is the worst that could happen then we could say that by not meeting timeline hit points that we would have an overall project failure. This could lead to the command thinking that Post University is incompetent and stop allowing us to brief their student on the benefits of enrolling in Post University. But the likelihood of this happening is so slim that we could still rate the risk as low. The military uses something called Composite risk management (CRM) for more information you can go to: http://www.arcent.army.mil/soldiers-familiescivilians/command-safety/composite-risk-management it is mainly for safety, life and limb situations but when this scenario is applied to the same procedure we come up with a low/low factor when it comes to risk. Actually, we could say that if someone needs to miss a timeline event it should be the customers who miss the hit time because it takes all the pressure off the developer especially when it comes to content. The developer can build the shell but without the content the project cannot progress past place holders. Evaluating and closing the project This is the final phase of the NORU project, or step four of the four-step combo mentioned by Cox(Cox, 2009). During this process the project will cover the end of the ADDIE process although this project is not totally completed at this time, this project will be finalized over the next couple of months. Summary When starting this project it seemed like a bridge too far, but through Coxs Project management skills for instructional designers(Cox, 2009) this past eight weeks has pieced together what now seems like an easy project plan. We started out identifying a problem and worked toward a solution that was suitable for all the stakeholders involved. We developed a

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project proposal that was later signed off by the stakeholder as a valid project. We then published the project scope with the work breakdown structure to ensure that everyone involved in the project knew their tasks to be completed. Identifying three additional areas with emphasis on the trouble spots, like the communication plan, project budge, and risk assessment. Now were at the evaluation and closing the project phase any changes after this will result in a new project.

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References

Cox, D. M. T. (2009). Project Management Skills for Instructional Designers A Practical Guide. Bloomington, IN: iUniverse.