This first in a series of articles on an instructional development project management model discusses the role of the project manager, and outlines the phases of the model that is used to meet training needs. Highlights include project planning, instructional development (including creating the materials), and followup (including evaluation). (LRW)

Outlines procedures involved in the formative evaluation of training materials in a draft stage before they are produced in their final form. The project manager's role is described, guidelines for conducting the tests and determining revisions are given, and worksheets to use in the process are provided. (LRW)

Describes an in-house instructional development process designed to enhance curriculum documentation. Highlights include front end analysis; establishing a Curriculum Review Advisory Board that includes an instructional systems designer, management personnel, and subject matter experts; use of the objective worksheet; use of the lesson plan form;…

The first of two articles designed to provide guidelines for the instructional development phase of instructional systems development focuses on general instructional methods supporting all instructional tasks. Teaching methods that support selective attention, processing in working memory, and connecting in long-term memory are described and…

Describes the production of master instructional materials as one step in a project management model for instructional development. Maintaining a balance between instructional integrity and production values is discussed; the manager's role is described; and guidelines for involving subject matter experts and the sponsors in production are…

Examines an instructional systems design (ISD) model used by Bell Laboratories as an illustration of how heuristics can be brought to bear upon the design and development of instructional materials. Ten references are listed. (Author/MER)

Describes a program through which employees were assigned to positions other than their own for job training purposes. The benefits of such a cross-training program, factors that should be considered prior to program planning, a model for effective implementation, and follow-up to promote retention of new job skills are covered. (KRN)

Describes the case study method as a form of simulation and presents guidelines for their use in professional training situations. Skill development in problem solving is highlighted as a reason to use case studies; steps in creating a case are outlined; and the effectiveness of case studies is discussed. (LRW)

Arguing that good screen design is an important part of good instructional design for computer-based training, this article describes how to design screens to facilitate learning and provide for appropriate student-computer interaction. Topics discussed include general text and graphics design, screen layout, use of color, and effective design for…

Discussion of visible models of training course organization covers uses for course designers, including clarifying course structure, planning lessons, communicating course requirements, and presenting a course overview; six steps to produce a visible model; and benefits for designers, instructors, and students. An example of a schematic diagram…

Discussion of the strengths and weaknesses of various approaches to needs assessment is followed by a description of the five phases of the flexible composite needs assessment approach, START (Systematic Technique for Assessing Resources and Training/Development) for developing training programs within various types of organizations. (EAO)

Describes an approach to the creation and use of a database for generating training or instructional materials. Eight steps in creating a database are presented, database management programs are discussed, and use of the database to create lesson plans, tests, study guides, and other products is explained. (LRW)

Defines and discusses task analysis and presents a method by which goals can be achieved with the integration of task analysis and design. Highlights include the fact that prerequisites must be kept in mind during the development process. (JKP)

Three alternatives to instructional development are briefly described: shifting more instructional responsibility from developer to learner; implementing an instructional system utilizing paraprofessionals, content experts, and peers; and selecting and adapting existing instructional materials. (MBR)

Discussion of managing instructional development projects focuses on organization--the step between planning and implementation. Results of poor organization are discussed, and three major tasks of the manager are explained: establishing work groups; assigning responsibilities and authority; and delineating relationships between groups. (Contains…