Your Chief Virtual Learning Architect

Learning to Performance

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Custom Design & Delivery

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Predictive Evaluation

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Enterprise Learning Strategy

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Dave Basarab Consulting has elevated the training experience, offering an end-to-end comprehensive approach that includes training strategy, instructional design, development, delivery , post program training transfer, and evaluation (via the unique Predictive Evaluation methodology). Virtual Chief Architect Dave Basarab has combined all of these individual training elements with his user-friendly, comprehensive Learning to Performance approach, which significantly increases companies' training ROI.

Why we are different

Innovation: Our primary focus is creating learning programs using a Learning to Performance approach.
Expertise: Dave offers the depth and breadth of his experience, including working internally at prestigious companies (Motorola, Ingersoll Rand and Pitney Bowes) as well as his knowledge and expertise as a highly-respected, sought-after consultant.
Partnership: Basarab collaborates with companies, serving as their own Chief Learning Officer whenever they need to plan, strategize, or implement training initiatives.

Training Services

Enterprise Learning Strategy

Enterprise Learning Strategy

At Dave Basarab Consulting, we're experts in creating Enterprise Learning Plans. We work with you to develop your company's learning strategy and direction.

Custom Design, Development, & Delivery

Custom Design, Development, & Delivery

Custom training is an effective way of developing the capability required to execute your strategy. We are a custom design house that creates programs specific to your business.

Learning Burst Development

Learning Burst Development

We can create and deliver your courses via our unique Learning Burst Method - keeping your employees at their jobs while receiving world-class training.

Predictive Evaluation

Predictive Evaluation

We predict the ROI for your courses and establish success gates. We then evaluate the course against the success gates to show value realized and continually improve results.

Leadership Development

Leadership Development

Turn-key virtual custom leadership development program that combines world-class leadership speakers/educators with post-event personalized coaching to provide you with a cadre of highly skilled leaders.

Predictive Evaluation

How to manage scope creep in custom training development

Custom training development is meant to solve a defined capability problem, yet projects often grow as stakeholders add audiences, topics, formats and reporting requirements. The danger is not adaptation itself; it is uncontrolled expansion. When new work enters without a decision about time, cost, quality or risk, the learning brief becomes harder to deliver and the original business outcome is diluted.

For Australian learning teams, the pressure can be amplified by hybrid work and participants spread across Sydney, Melbourne, Brisbane and Perth. Procurement may also expect a clear quote, approval trail and evidence of value, while leaders negotiate in practical shorthand such as “no worries, just add that cohort.” A sound approach keeps those conversations constructive while making project boundaries visible before design begins.

Set the boundary before design starts

Begin with a one-page scope baseline covering the business problem, target behaviours, audience, learner numbers, delivery mode, duration, assessment, reporting, assumptions and exclusions. Record what is included as clearly as what is not. This baseline is not bureaucracy; it is the reference point used to distinguish clarification, a useful refinement and a material expansion.

Strong executive sponsorship for learning also gives the project a decision-maker who can resolve priority conflicts without opening every request to the supplier. The sponsor should approve the baseline, agree the tolerance for change and make trade-offs visible. That is particularly important when a request arrives verbally during a busy review cycle.

Trace requests to workplace capability

A focused training needs analysis should connect each proposed addition to an observed performance gap. “We need more leadership content” is a solution preference, not yet a need. Ask what people cannot do, where that shows up in the work, and which measure would indicate improvement. This keeps stakeholder ambition tied to a usable business case.

Document the source, owner, urgency and expected benefit of every request. Genuine compliance or accessibility needs take priority over convenience, while duplicate ideas can often be met through job aids, manager reinforcement or existing resources. For Australian programmes, privacy obligations under the Privacy Act 1988, where applicable, and accessibility requirements should be treated as baseline constraints rather than optional additions.

Build a lightweight change-control rhythm

Hold a short, regular commercial and design review, with the project manager, instructional designer, business owner and sponsor represented. A simple comparison helps separate harmless clarification from work that changes the promise:

Decision point	Stay within the baseline	Approve a controlled change
Outcome	Existing agreed performance result	New result requiring a business case
Audience	Named cohort and agreed learner profile	Material change in volume or needs
Delivery	Agreed mode, timing and facilitator plan	New location, modality or schedule
Evidence	Agreed assessment and reporting	Additional measures or evaluation cycle
Commitment	Work absorbed within tolerance	Time, cost or risk formally accepted

Write each decision in a change log and update the scope baseline, schedule, budget and acceptance criteria together. If a request changes several linked elements, show the combined effect; approving a small addition to content can quietly create new assessment, localisation and production work.

Compare options before approving change

Price the whole impact, not just the visible request. One extra module may require subject-matter review, media updates, facilitator notes, accessibility checks, learner support and revised evaluation. Custom instructional design should therefore be assessed as a connected workload, particularly for learning bursts, leadership programmes or enterprise rollouts delivered across several Australian locations.

When several requests point to wider organisational change, strategy refresh signals deserve attention before more content is commissioned. Sometimes the right option is a phased release, a reusable core, train-the-trainer preparation or a separate business case. Dave Basarab Consulting’s Predictive Evaluation can then help forecast adoption, behavioural impact and return on investment, giving the sponsor evidence for choosing the option with the strongest likely value.

Controls that keep the project moving

These controls are most effective when they are simple enough to use under normal delivery pressure:

Freeze the approved scope baseline and attach it to every review.
Log each request with its source, business rationale, owner and urgency.
Use a standard change note covering effort, lead time, cost, risk and dependencies.
Require sponsor approval before changed deliverables enter the production schedule.
Review adoption and business evidence at agreed milestones, not only at launch.

The practical takeaway is to make every accepted change visible in the brief, budget, schedule and evaluation plan. Clear governance protects the original business promise while allowing the training to respond to legitimate new evidence.

Learning to Performance

Learning to Performance, a complete training approach, gives companies world-class training to drive significant return. This approach includes upfront work (Impact Mapping, design), training (for staff and company executives), and post-training efforts to ensure training transfer. This unique recipe - the key for successful training and adoption - is changing the way companies implement training. This methodology could work with any content for organizations in any industry.