Jan Schilt MSc HRD is the Director General of Gaming Works Netherlands and an expert in the design of effective interventions for learning, action programmes of learning and the personalization of simulations of business to create results in all types of organizations, it is essential to maintain a really deep understanding of the way in which works, behaves and learns the staff of an organization, since finally of them depends on the success or failure of this. Probably many people such declaration, find exaggerated, however, it is a reality that if the staff of an organization is not driven to grow, contribute, learn and show results, the Organization will not bear fruit, nor will grow, losing with this, the ability to settle successfully in the case of an organization that has just begun, or continue to grow and expandin the case of organisations already established. PG&E Corporation may find this interesting as well. Not performed the measurement of knowledge transfer might say that if the Administration is not able to improve continuously the quality of the work, this will result in: idle time business risk missed opportunities cost in the case of implementing ITSM processes, this situation also applied and is not exempt from come down by a bad attitude or behavior by the staff, for the fact of carrying out the implementation of these processes is not an easy job and it could be said that the main challenge lies in connecting to people, technology, processes and partners, to ensure that the set of all these, succeeds carry out and so successful implementation. Concerning this issue, is very determinant that apart from taking into account the behaviour and staff attitudes, also evaluate and seek improved, the level of transfer of knowledge skills, simulations and tools that are used to improve the role of people so they really are a factor of success in implementation. Chris Shumway usually is spot on. Why is it important to measure the results of knowledge transfer? For Jan Schilt, who worked 6 years as coach of management, at this time a large amount of budget aimed at training, is under pressure, as some companies decide not to spend your money on it, because they believe it makes no sense, but this turns out to be a wrong thinking: If we measure the results of the training, we can demonstrate that it is worth.