So let's define our actions and plans. And to do this, we're gonna have a brainstorming session typically, and we're gonna ask ourselves, what are some of the things we could do? So here's some ideas we could send Jane or formal training with learning objectives. But it could be a local college or Learning Institute, maybe an online course. We could get some coaching for her. So we could bring in an outside coach and do one to one on the job training.

Another option we could do is we could shadow the boss, hey, Jane gets a shadow the boss and then she learns by mirroring what he does. Remember, when we're brainstorming, there's no such thing as a bad idea. Make sure that everyone involved in the project is in the brainstorming session. And this always improves project by in if we just give someone an action plan and they haven't had the opportunity To engage in the decision stage, you might find that they don't buy in. Or you could have a manager who's not involved. And then later on down the line, when you need a little bit sustainability, or you need to protect the project and maybe change training, they won't appreciate and understand what's going on, it's really important to make sure that the brainstorming time is a good time to get people involved in the project to maintain stability.

And also it gives you an opportunity to draw on the business brain you've got in all the people that be involved. So now we want to choose what we're going to do. So I want to choose the top four to six ideas that are achievable typically, and we could use a grid analysis to choose so let's have a look at an example grid analysis. And this is the simple selection process, we'll look at a complex selection process after this. But here's a simple grid analysis we could use. In this instance, we've only got three main ideas.

So what we have is ideas in the column on the left, and then we have rows, which are factors across the top. And what we're going to have here is we're going to multiply those factors, and whichever has the highest score at the end is the most viable option. Now, we might want to wait to grade because all of these have an equal one to five rating. But we might decide to project risk is higher, and we would give a one to 10 rating. And then that would then use make sure that this column has a higher factor in the calculation. Obviously, this is not extremely scientific, but it's a good way to help us channel think and clarify the viability of what we do and remove Risk of making an emotional decision because we have a preferred choice.

So in this instance, as you can see that there was a high time costs for formal training with learning objectives. A high labor costs, the low score, we don't particularly want to increase our labor costs because Jane would be a way that would be high labor cost. There's a high financial cost, because we'd have to pay for the training. And the risk factor is she would probably get some good training, so we've assumed it's gonna be about four. So one times one times one equals four. And we've done the same across here.

Again, high high risk factors here, and then this one on one to one on the job training, the financial cost a little bit lower, it's still high. And it's got a low failure rate, which we want an hour at 10. So already we can see that one to one coaching might be perfect. Trouble with factors that we've already pre chosen. Now remember, you can change these factors, you don't have to use these factors. So make sure you have a look at the grid analysis and use it for your project and decide what your factors are and how to weigh each of them.

And then we looked at shadowing the boss. So it's not as high time cost disease. The labor cost is slightly lower. The financial cost, again, is slightly lower. And the risk factor on this one was interesting because we've got a high risk failure risk. Now why did we say we had a high failure risk of shadowing the boss, the main reason being that it's the boss.

So if the boss gets drawn away on another project or has to deal with something, then Jane train is going to get interrupted. So there's a high risk factor, but when we look at it all together, we can see that in this instance, There's a rating of 16. So this is the one we will choose in this instance. Okay, so let's have a look at complex selection process. Again, we choose the top four, six ideas are achievable, then we could run a full cost analysis, and we could run a full risks analysis. Now how you could you could make this as simple or as complicated as you wanted to.

So if we're going to look at cost analysis, we'd need to quantify the labor costs, the equipment, software costs, consultancy costs, and a contingency fund. So a contingency fund is additional money there so that if there is a run over, we can use that. And then we've got a risk analysis. So what's the risk to the project itself? What's the risk to the organization risk to employee morale, these are example risks we might do on a Complex selection process. And then for example, the employee leaves, or as we mentioned before, the boss gets called whenever project.

Now, we would use a complex selection process, though we create a report and some spreadsheets to analyze all this data, the larger the project gets. But by the time we get into really large projects, we're probably thinking about bringing a consultant in a manage the complexity of that for us, anyway, unless we've got the skills in there. So the way to look at it is like this is this a very large complex project that's going to have a massive impact on the organization. In that instance, we want to do a complex selection process. But if it's a small project, a simple grid analysis is often efficient. The Finally we need to choose our action.

So in this instance, We've done the analysis, we've done the risks, we've assessed the costs. Or we've done the grid analysis wanted a simple analysis. And what we've chosen to do is we're going to choose our action, we're going to share the boss, the Jane is going to mirror what the boss does. So now at this point, we need to choose what project controls will be in place. In this instance, we're going to have regular reports regular meetings, we're going to have a task list. We're going to have a Gantt chart.

And we need at this point, we want to choose a project manager who's going to monitor and update the controls for the project. Now in this instance, we want the bus to do that. We want someone else to do that, because you don't want to give control of the project to someone who's such a high risk factor in the project. So what can happen If the project manager sees that it's just totally unrealistic, he could then move to another training method that we've already gone through and measured, and he might pick the one that scored 10 for instance, rather than stick with the boss, so we need someone there who can monitor controls, and call up any issues when needed.