The proposal includes four hours of training. That is an example session length, not an answer to whether an editor can publish a notice or an administrator can create an account for a new colleague.
Buy the skills people need after launch. Then choose the duration, groups and format that support those skills.
Group participants by their tasks
Editors, case handlers and administrators do not all need the same training. List the core tasks for each group. Include everyday work and less frequent but important actions, such as reversing an incorrect publication.
Ask for exercises using prepared data. Participants should complete tasks themselves rather than only watch the trainer. Establish whether a separate practice environment will be available and for how long.
Describe the intended outcome
A useful description might be: “After training, an editor can create a page, add a document, check the preview and send it for approval.” You can then observe whether they complete the journey and where they need help.
Agree group sizes and arrangements for people who cannot attend. If training takes place before the final system changes, plan an update to the materials. Otherwise staff may learn a workflow that no longer matches the version they use.
Plan for the following day
Ask for task-specific instructions and a way to raise questions after the first independent attempts. A recording can help, but a short guide to “changing an appointment” may be easier to use during everyday work.
Separate preparation, delivery, extra groups and follow-up help in the quote. Check who updates the instructions when functions change. This turns “training” into a practical plan for preparing the team rather than a meeting to tick off before the project closes.
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