Making Improvements to the Army Distributed Learning Program

by Shanley, Michael; Crowley, James C.; Lewis, Matthew W.; Straus, Susan G.; Leuschner, Kristin J.; Coombs, John

• ISBN13: 9780833052025
• ISBN10: 0833052020
• Format: Paperback
• Copyright: 2012-04-15
• Publisher: RAND Corporation

Summary

In FY 2007, the Army's Training and Doctrine Command (TRADOC) asked RAND Arroyo Center to assess the performance of The Army Distributed Learning Program (TADLP) and provide options for improving DL performance. The study found that TADLP, despite high expectations, to date has had a relatively narrow focus, and has provided, at best, a modest benefit to unit readiness. The program also lacked a structured process for evaluation and improvement. The research concluded that major changes would be required to meet increasing DL requirements within the Army. For the near term, the study identified several initiatives that would increase the impact of the Army's interactive multimedia instruction (IMI) program and improve both the quality of the product and the efficiency and responsiveness of the process. These initiatives include adding flexibility to the courseware acquisition strategy, ensuring that sufficient resources are dedicated per training hour, undertaking systematic process improvements to reduce IMI cycle times for production, increasing local participation in IMI production and contract production, and instituting a program-level IMI evaluation component to support TADLP improvements. The study also made three broader recommendations to increase TADLP's impact and cost-effectiveness over the longer term: (1) employ blended learning options to significantly expand DL's role, (2) integrate TADLP with Knowledge Management (KM), and (3) enhance key management functions to achieve TADLP transformation. Key management functions include (a) development of a program-level evaluation component, (b) development of concepts, plans, and directives for TADLP transformation, (c) implementation of a spiral development approach, and (d) performance of the combat developer role. Book jacket.

Table of Contents

Preface	p. iii
Figures	p. ix
Tables	p. xi
Summary	p. xiii
Acknowledgments	p. xxv
List of Acronyms	p. xxvii
Introduction	p. 1
Distributed Learning Is Becoming an Increasingly Important Part of the Army's Training Strategy	p. 1
TADLP Resources Are Declining	p. 5
Purposes of This Study	p. 6
Approach	p. 7
Organization of This Report	p. 10
Features of The Army Distributed Learning Program (TADLP)	p. 13
TADLP Overview	p. 14
Courseware	p. 17
Army Learning Management System (ALMS)	p. 23
DL Facilities	p. 28
IMI Development Process Description	p. 29
Chapter Summary	p. 34
The State of Army DL	p. 35
Program Impact	p. 36
Efficiency of Utilization of Courseware Resources	p. 38
Quality of Courseware Output	p. 45
Cycle Time for Courseware Production	p. 50
Responsiveness of the Process for Producing Courseware	p. 55
Chapter Conclusions	p. 57
Improvements to the IMI Program	p. 59
Add Flexibility to the Courseware Acquisition Strategy	p. 60
Ensure Sufficient Resources for Stand-Alone IMI	p. 68
Undertake More Systematic Process Improvements to Further Reduce Cycle Times	p. 74
Increase Local Participation in IMI Production and Contract Administration	p. 82
Strengthen the IMI Quality Evaluation Component	p. 86
Chapter Conclusions	p. 91
Transforming TADLP to Better Support Training and Leader Development Requirements	p. 93
New Demands on Training and Leader Development Point to Need for Transformational Change	p. 94
Blended Learning Options Have the Potential to Significantly Expand DL's Role	p. 96
In-House IMI Production Has Effectively Supported Blended Learning Courses	p. 109
Chapter Conclusions	p. 110
Integration of TADLP and Knowledge Management Learning Delivery	p. 113
The Knowledge Management Program and Its Objectives	p. 114
KM Learning Delivery Programs	p. 117
Ongoing KM Learning Delivery Enhancements	p. 125
Benefits of KM Learning Delivery Program to Operational Forces	p. 126
Conclusions, Directions for Improvement, and Better Integration with TADLP	p. 130
Enhancement of Key Management Functions to Achieve TADLP Transformation	p. 137
Coordination, Integration, and Collaboration Across the Army Are Needed to Accomplish Functions	p. 138
Evaluate and Assess Ongoing TADLP	p. 140
Develop Revised Concepts, Plans, and Directives	p. 150
Implement a Spiral Development Approach	p. 155
Perform Combat Developer Role	p. 161
Chapter Conclusions	p. 166
Conclusions, Recommendations, and Implications	p. 167
Conclusions	p. 167
Recommendations	p. 168
Implications	p. 169
Appendix
Interview Methods and Questionnaires	p. 171
Potential Explanations for Outcomes from Army Schools' Point of View	p. 189
Bibliography	p. 201
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