Модель Брюса Аарона V Model — различия между версиями

Версия 01:38, 7 декабря 2014

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http://www.accenture.com/SiteCollectionDocuments/PDF/ROL_4.pdf

The ‘V Model’ as adapted by Bruce Aaron (see http://www.astd.org/pdfs/W207.pdf) is based on an approach in the IT world used for developing software.

Imagine a ‘V’ where the left hand slope is labelled analysis and design. From the top, moving down the slope you will find ‘business need’, then ‘capability requirements’ then ‘human performance requirements’ and finally at the bottom, where the left and right hand slops join, you will find ‘performance solution’. From the top of the right hand slope (labelled measurement and evaluation) you will find ‘ROI / business results’, then moving down we come to ‘capability status’, then ‘human performance impact’.

The connection between each element and its element on the opposite slope and at the same level is deliberate – the symbiosis almost between analysis and design, and measurement and evaluation. It is both formative and summative in looking at capability/process as well as solution/product.

It is very much designed to support the ROI approach, though it is not immediately apparent if the ROI and evaluation can be readily forecast before committing to the solution – arguably the model supports the concept even if it is light on the details of how this is done.

Interestingly none of the models, with the possible exception of the ‘V’ model, suggests who should be responsible for doing which bits, though with the bulk of the thinking having been done by people connected to the training world, there is an assumption, borne out in practise, that the trainers do it (and take the hit for a poor result).