A Narrative Case Study Scaling Complementary Project Management Processes and the Instructional Designer Role to Effect Technology Change

Abstract

This chapter features a narrative case study from the author’s own experience implementing a new set of production processes and project management software tool within an aerospace training organization. The chapter highlights the specific processes utilized for this large-scale technological change and provides evidence that the skills instructional designers acquire in both academics and professional settings may position them to effectively lead large-scale technological implementations within corporate settings, a topic not extensively covered within the literature. Outlined within this case study is the use of financial business analysis, a large team mapping exercise, and specific insights found in decreasing resistance to change and encouraging stakeholder buy-in. This chapter puts forth that project management processes share many commonalities with existing instructional design and human performance technology (ID/HPT) models but should not be viewed as the same thing. Rather, the chapter suggests these processes be viewed as complimentary, especially in large scale project circumstances. Finally, this chapter concludes with additional evidence supporting the concept that instructional designers are well situated to excel in project management practices.