Developing Advanced Crew Resource Management (ACRM) Training: A Training Manual(89)

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Guidelines for Specifying CRM Procedures
1)  For initial procedure development, an airline should first identify weaknesses in existing procedures and then review airline philosophy and policy to clarify those needs. Based on that information, an airline should then identify possible locations for the new procedure as different forms (e.g., briefs, checklists, etc.) are being considered. Once that is done, the airline should work on the procedure's content.
2)  When reviewing existing SOP and documentation, look for problems with existing procedures, lack of consistency, as well as gaps, where the performance problem is not being addressed.
3)  In many cases, crew performance problems become apparent at times of relatively high workload, and adding a procedure at that point could further increase workload. The CRM procedures development team should consider times prior to the buildup in workload to identify periods of lower workload where a procedure would be more effective.
4)  The main forms of CRM procedures include briefs, calls, checklist items, guides, flows, non-normal procedures, and quick reference items. One of these forms should be sufficient to address most problems, but there may be cases where the integration of two forms is less intrusive and provides a better fit with the airline's SOP.
Guidelines for Refining CRM Procedures and Media
1)  The procedure prototype development (working with a mock-up of the procedure) is an important part of the refining process where the development team interacts with a range of uses to determine the best form and content for the CRM procedures. The refinement step should be iterative with the feedback from each review being incorporated into the design to achieve one or more CRM procedures that will be adopted by the users and will contribute to performance improvements.
2)  User feedback sessions should include five to ten individuals who work well together. Working with too small a group (less than five) is less efficient and the individuals are less likely to be stimulated by a wider range of comments. Working with too large a group (substantially more than ten) is more difficult to manage, and the feedback will likely cover a broad range of topics but not in depth.
3)  If formal user feedback sessions are not possible, consider holding informal small group or individual sessions as pilots and instructors are available in the training center or flight operations. Meaningful feedback should be obtained from a cross section of pilots and instructors either formally or informally.
4)  Organizational presentations, generally made after user feedback sessions, are similar to those made to the users, but with fewer operational details and more information about the ACRM program. Emphasis should be on the need for the CRM procedures, the development process, and the feedback process.
Instructor/Evaluator Training Development Guidelines
Guidelines for Planning and Developing Introductory ACRM Modules
　
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