Ariel Performance Centered Systems, Inc.
6675 Loveland -Miamiville Road
Loveland, OH 45140
(513) 677-2515 - (513) 677-9840 FAX



info@arielpcs.com
Ariel Meeting Room

Ariel's Presentations

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"Performance-Centered Portals" by Gary Elsbernd and Matt Hummel. Workshop held at forUSE2002, Portsmouth, New Hampshire, August 25-28, 2002.

Performance-centered portals provide access to knowledge, data, task structure, job aids, and tools needed to support the organizational goals. Performance-centered portals go beyond navigation and centralization of information to directly promoting organizational values and individual performance through focused and customizable presentation of corporate resources available at a click. Performance-centered design can be an attribute of commercial, learning, or corporate portals, but few portals have taken the steps to design to enhance individual performance. In this session, we will look at how Performance-centered portals can be designed to enhance individual employee performance and make a direct impact on an organization’s bottom line. The session covers types of portals, individual and organizational impact, and getting started.

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"Performance Centered Business Models and Processes: Keys to Effective KM" by Burton A. Huber and Gloria Gery. Workshop held at KM World, Santa Clara, California, October 25, 2001.

KM has become many things to many people. Finding ways to optimally capture and manage an organization’s knowledge resources is critical. Once captured and stored, implementing these resources into the context of the work becomes the next major task for system designers and developers. A design and architecture with a focus on end user performance is perhaps the most effective way to achieve these goals. Real world examples and case studies demonstrate the value of this approach. Our findings indicate one key principal: the power of KM is directly proportional to the level with which performance design is integrated into the tasks of the end user. Learning is a function of doing — it only makes sense to provide users with the knowledge resources they need to complete tasks at hand. Learn how organizations from Fortune 500 companies to small Internet start-ups are leveraging KM designs into effective performance centered systems that provide real value and have a definite business impact.

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"Form Follows Function" by Matt Hummel and Lee Pietzsch. Presented at KM World, Santa Clara, California, October 25, 2001.

Are you spending significant time and resources building knowledge management tools only to find that they are under-utilized? Often the work of managing knowledge focuses on content as an object or structure and overlooks an important perspective in the design process. Designing knowledge management tools that provide optimal support for work performance also requires analysis of function — how people will use the knowledge. This session explores how a functional approach to design of knowledge management tools can dramatically improve usage and ultimately the business bottom-line.

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"First Things First: Developing a Visionary Design for Knowledge Management " by Frank Brusca. Paper presented at KM World, Santa Clara , California, November 1, 2001.

Before any system is built, there must be ideas. Translating abstract ideas so that the vision is understood is difficult. The use of visionary designs allows development teams to better make their case by dynamically illustrating processes, structure and interfaces. Text and graphics alone more often than not fail to convey your objective. Brusca and a client present how they developed their KM vision and used visionary designs to ensure that all understood the vision, knowledge and information ideas.

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"Designers in Toyland: The Fisher-Price Story" by Burton A. Huber and Matt Hummel. Paper presented at Online Learning and Performance Support 2001, Los Angeles, California, October 1, 2001.

Fisher-Price's toy designers work in a highly creative and competitive environment where they must bring toy designs from concept to market quickly. Presentation includes Ariel's work with Fisher-Price to create a vision prototype and the resulting system. Review information about:

  • The work Fisher-Price has done to support its product engineers.
  • The company's strategic vision, which demonstrates a single, e-business system that supports design teams, improves communications and streamlines processes that once were manual and complex.

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"Moving to Performance Support: What about the Training?" by Burton A. Huber, Gloria Gery, Marge Reid, Ken New, Frank Brusca, and Gary Elsbernd. Paper presented at Online Learning and Performance Support 2001, Los Angeles, California, October 2, 2001.

Moving from classroom instruction to performance support can result in dramatic changes for any training group. Join a panel of leaders who have moved their training groups through this transition. Review information about:
  • Strategies for refocusing a training organization in a performance support environment.
  • How training is changed when performance support is introduced.
  • How to reposition your training organization in a new performance support environment.
  • The benefits of making this transition.

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"It Ain't Gonna Swing Without that Vision Thing: Making the Case for Visionary Design Prototypes" by Frank Brusca and Bryan Carter. Paper presented at Online Learning and Performance Support 2001, Los Angeles, California, October 3, 2001.

The use of a visionary prototype allows performance support and IT teams to better make the case for a design by dynamically illustrating processes, structure and interface that text and graphics alone cannot. Review information about:

  • A definition of a visionary design prototype.
  • Examples of visionary design prototypes.
  • The skill-sets and tools needed to successfully complete your visionary design prototype.
  • Costs and benefits of a visionary design prototype.

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"How to Transform Your Call Center Into a Contact Center" by Burton A. Huber and Lee Abington Pietzsch. Paper presented at Call Center Exchange, December 3, 2000.

The service center of the future will utilize many technologies and tools to go beyond the state of customer care today. While new technologies are becoming more commonplace and available, the opportunities to provide higher levels of service more efficiently has become a reality. Customers are demanding more and better methods to contact you - what is your strategy? Gain an in-depth understanding of how many companies are making the change from call center to contact center. Review case studies from development and research projects from some of the largest, world-class service center environments to describe this intriguing industry movement:

  • Create real-time access to service centers
  • Provide high impact self-service options
  • Collaborate with the customer online
  • Build a model for the contact center.

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"EPSS in the Marketplace: Making e-Commerce Sites Successful" by Frank Brusca and Bryan Carter. Paper presented at Performance Support 2000, Denver, Colorado, September 27, 2000.

While performance-centered design has its roots in job-related activities, its greatest potential is in e-commerce. So far, only a few commercial Web sites make use of EPSS elements. Review design elements that work - as well as elements that don’t - to learn:

  • Elements of good and bad e-commerce Web site design.
  • Productive use of performance-centered design elements.
  • How to apply customer-focused design elements to commercial Web site designs.

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"The Adventures of Jane Doe, EPSS Superhero" by Debbie Cone, Holly Paolino and Betty Mackay. Paper presented at Performance Support 2000, Denver, Colorado, September 26, 2000.

Performance Support Development, American Express Financial Advisors; Holly Paolino, Senior Consultant, Ariel Performance Centered Systems See how a mild-mannered trainer took her job to new heights by leveraging her knowledge and championing a performance-centered system that ultimately improved efficiencies 30%. Learn:

  • Tips and tricks of a change agent.
  • What battles to fight and which to ignore.
  • Why seeing is believing — and starting small is the only way to go.
  • How you, too, can become a superhero (plus new skills to jump-start your career).

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"Why Build Half a Bridge? Making the Case for EPSS" by Burton A. Huber, Evelyn Watkins, and Ray Merrill. Paper presented at Performance Support 2000, Denver, Colorado, September 25, 2000.

Ever tried to explain what performance support is? Explore the various types of performance support and the business rewards of each, using a flexible presentation template to learn how to:

  • Explain performance support to management and coworkers.
  • Identify and remove knowledge barriers to optimum performance.
  • Select performance support systems to mediate knowledge barriers you cannot remove.
  • Build a business case for getting it done.

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"Online Learning/Performance Support 2000 Sponsor Demonstration" by Burton A. Huber and Amy Wilson. Paper presented at Performance Support 2000, Denver, Colorado, September 25, 2000.

Ariel demonstrates examples of recent work that highlight the characteristics of effective performance centered design. Applications are drawn from several industries.

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"Don't Let Carpenters Design Your Home" by Ray Merrill and Debbie Cone. Paper presented September 14, 2000.

Ariel demonstrates examples of recent work that highlight the characteristics of effective performance centered design. Applications are drawn from several industries.

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"Beyond the Hype: Emerging Technologies for PS" by Paul Grunwald and Karl Steiner. Paper presented at Performance Support '99, Los Angeles, California, October 20, 1999.

AI. HTML. Electronic visualization. Collaborative filtering. XML. Natural language processing. The jargon list continues to grow, but behind the hype and cryptic acronyms lie some powerful and increasingly mature technologies. Learn:

  • What new technologies do and do not currently offer.
  • What is commercially available to support development.
  • Benefits and effort involved in implementing these technologies.
  • Implications for performance-centered development.

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"The Impact of EPSS on Training at American Express Financial Advisors" by Betty Mackay. Paper presented at Performance Support '99, Los Angeles, California, October 20, 1999.

Moving from a classroom-based training environment to electronic delivery of training and performance support has tremendous advantages. But it also presents enormous challenges. From a case study of the introduction of an EPSS that moved a customer-service curriculum from classroom instruction to self-paced multimedia, learn:

  • Factors that led management to consider a change in approach.
  • Benefits realized when the new approach was implemented.
  • Design and transition strategies.

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"From ROI to Results, More Success at PricewaterhouseCoopers" by Nancy Chirdon, Burton A. Huber and Karl Steiner. Paper presented at Performance Support '99, Los Angeles, California, October 20, 1999.

At the PS '98 conference, the Return on Investment (ROI) model was presented for a major project. Several projects have completed and significant progress has been made since last year. These projects have progressed from justification to results. The session includes overviews of several projects with demonstrations of the resulting work and status of the applications. Frieda Aboyoun and members from the PwC teams present their results with assistance from their teammates from Ariel Performance Centered Systems, Inc.

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"Performance Support '99 Workshop" by Gloria Gery. Presented at Performance Support '99, Los Angeles, California, October 20, 1999.

Develop an understanding of the characteristics and behaviors of software systems that generate immediate work performance.

  • View demonstrations of numerous systems and discuss what makes them work.
  • Focus on the difference between traditional and performance centered systems.
  • Understand the relationship between intrinsic support that is inherent to the software and extrinsic and external support that compensates for the inability or failure to incorporate support directly into the software.
  • Understand how development methods differ for creating these new kinds of systems.
  • Realize the roles and relationships of different team members, including those with traditional training backgrounds.
  • Discuss the relationship between performance support and knowledge management.

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"Developers from Mars, Trainers are from Venus, and Users from Earth" by Frank Brusca, Matt Hummel and Ray Merrill. Paper presented at Performance Support '99, Los Angeles, California, October 19, 1999.

To make EPSS happen, a team must combine disciplines from different functional organizations. Failure to communicate and integrate these disciplines can hamper development of the system. From an overall project plan — presented from a project manager’s point of view — examine key leverage points from various disciplines (users, business operations/management, training, technical writing, software development) necessary to design, construct, deploy and maintain EPSS.

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"Strategy Panel: Been There, Done That" by Betty Mackay, Debbie Cone, Tamara Jarrow and Evelyn Watkins. Paper presented at Performance Support '99, Los Angeles, California, October 18, 1999.

Learn from advocates of performance support who have been there and done what it takes to successfully implement performance support in their organization. These individuals share a vision of using a performance-centered approach to developing systems and an ability to forge a new direction within their companies. Panelists will share their key strategies, followed by an open question-and-answer period.

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"Ariel Sponsor Demonstration" by Ariel Team. Paper presented at Performance Support '99, Los Angeles, California, October 17, 1999.

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"Reengineering Driven Performance Support at AT&T Global Information Solutions" by Julius Alberici, Frank Brusca, Christine Campbell, Georgia Evans, Mary Schoenherr and Darlene Weghorst (AT&T Global Information Solutions, Dayton OH). Paper presented at Performance Support 1995, Washington, D.C., September 7, 1995.

AT&T Global Information Solutions is a 111 year old, global business with revenues in excess of $7 billion. Dramatic changes in the computer and information systems market have created a need for greater customer focus and operational efficiency. To respond to this need, the field operations which sell, deliver and install solutions for customers became the focal point for a major reengineering effort known as Quote to Cash. The reengineering group established a Training/Performance Support Team to develop a strategy and programs to prepare associates to implement the process and supporting systems, and then to develop associate proficiency to perform their roles to mastery levels. The Team determined that traditional training methods would not meet the learning demands being placed on the associates.

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