Learning Management System Projects The good the bad and the unexpected - ALISON BICKFORD DIRECTOR, CONNECT THINKING 2018 - Local ...
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Learning Management System
Projects
The good…the bad…and the
unexpected
ALISON BICKFORD
DIRECTOR, CONNECT THINKING
2018
Outline
• how to identify your needs
• how to select an appropriate system – questions to ask, issues
to think about
• how to maximise the value from your existing system (if you
are stuck with what you have)
• how to present a business case for change?
© CONNECT THINKING 2018 2
© CONNECT THINKING 2018 3
1. We don’t have a LMS. Our driver
is compliance.
2. We have a LMS and we need to
do more with it.
3. We need a LMS that will support
Professional Development
courses.
© CONNECT THINKING 2018 4
What makes a LMS project successful?
Vendor is
LMS features engaged in
meet business meeting the
requirements business
objectives
Internal systems
and processes
are mature
© CONNECT THINKING 2018 5
1. We don’t have a LMS.
Our driver is Compliance.
© CONNECT THINKING 2018 6
What are the risks for this project?
© CONNECT THINKING 2018 7
What are the risks for this project?
• Requirements are inadequately defined
• Assumptions are made about end user workflow and adoption
• Lack of experience thinking like an IT project manager:
◦ Processes
◦ Governance
◦ Security
• Insufficient budget – operational and capital
• Insufficient internal support and resources
• Insufficient market testing:
◦ What does ‘good’ look like?
◦ What will future-proof success?
• Content strategy is not in place
© CONNECT THINKING 2018 8
What are the benefits of this project?
© CONNECT THINKING 2018 9
What are the benefits of this project?
• Compliance
• Reporting
• Cost v’s Savings are measureable
• New learning offerings
• Visibility and democratisation of content
• Content delivery – anytime/anyplace/any device
• Revenue streams
© CONNECT THINKING 2018 10Tips for implementation
• Prepare user stories and wireframes
• Have an executive sponsor onboard who
understands
• Check procurement rules
• Get sponsorship from IT – and walk the walk
• Have a contingency budget
• Get your catalogue ready
• Get your hierarchy ready
• Weigh up integration pros and cons
• Plan change and comms, including advisory groups
• Implement a steering committee and governance
© CONNECT THINKING 2018 112. We have a LMS and
need to do more with it
© CONNECT THINKING 2018 12What causes this situation?
© CONNECT THINKING 2018 13What causes this situation?
• Lack of a phased LMS strategy
◦ Including manager engagement
• LMS fatigue
• Lack of continuous improvement practices
• Lack of general IT strategy maturation
• Lack of resources, resources move on
• Poor vendor relationship
• Inadequate LMS
© CONNECT THINKING 2018 14Steps to maturing the LMS
1. Get clear on what you want your LMS to do:
◦ Investigate end user workflows and level of IT comfort
◦ Ensure the content strategy is clear
◦ Create user stories, wireframes and process maps to
develop a shared ‘mental model’
2. Bring your vendor into the conversation
3. Develop a scope of works (SOW)
4. Secure a budget
5. Develop in a test environment
© CONNECT THINKING 2018 153. We need a LMS that will
support Professional
Development courses
© CONNECT THINKING 2018 16What’s the difference?
Compliance LMS Professional Development LMS
Focus is on ‘ticking the box’: Focus is on real-life projects,
reflection, life-long learning skills:
• Single SCORM courses & • Courses over several weeks
recertification • Multiple learning modes
• “I have read and am willing to • Project-based/Work-based
comply with…” policy tracking • Facilitator enabled
• Workplace assessment
➢ Self-directed, individual learning ➢ Self-directed AND social learning
© CONNECT THINKING 2018 17LMS are not the same…
© CONNECT THINKING 2018 18LMS are not the same…
LMS generally are good at… LMS are generally poor at…
• SCORM courses • Complex learning pathways
• Enrolments • Courses with a mix of self-paced,
small group work and events
• Recertifications • Large events, such as conferences
• Simple assessments • Complex assessments
• Simple badging (awards) • Facilitator and assessor workflows
• Simple alerts • Minor learning object updates
• Simple reports • Reports that include optional
activities
• Searchability • Predictive analytics
IT framework generally requires rebuilding every 3-5 yrs
© CONNECT THINKING 2018 19In summary….
© CONNECT THINKING 2018 20How to identify needs?
Accept the entire procurement process
will be an education process
1. Gather what’s in the ‘mind’s eye’ of your stakeholders:
◦ User stories, from multiple perspectives
◦ Process maps
◦ Wireframes
2. Have vendors present within the context of the user stories
3. Google “LMS requirements” to get a list to leverage from
4. Have vendors satisfy the critical requirements up front, such
as IT security and WCAG accessibility
5. Run a ‘Proof of Concept’ BEFORE signing a contract
© CONNECT THINKING 2018 21How to select an appropriate system
1. Run a formal procurement process, with formal scoring
2. Get advice on the appropriateness of the solution
architecture, including security
3. Reference check with like organisations and like
implementation requirements
4. Run a Proof of Concept
5. Monitor responsiveness – set up service levels/KPIs as part of
the contract
6. Listen and look
© CONNECT THINKING 2018 22Mandatory requirements “Go/No Go”
• Meets IT Security & Privacy requirements
• WCAG 2.0 AA compliant
• Responsive design
• Vendor has formal QA processes in place
• Infrastructure, security and platform
enhancements are routinely updated or
‘pushed out’
• Vendor willingly provides 2nd level support
© CONNECT THINKING 2018 23Example BAU service levels
Prio Definition Example Response Resolution Escalation Penalty
rity target target (consequence)
1 Critical [add] 15min 4hrs [whom]
Affects multiple users or
security
2 High [add] 30min 8hrs [whom]
Affects data integrity or
impedes completion
e.g. SCORM not
completing
3 Medium [add] 2hrs 3 business [whom]
Configuration issues that days
affects only a small sub-
group of people,
important configuration
updates
4 Low [add] 1 day 10 [whom]
Small configuration business
updates or improvements, days
business enquiries
© CONNECT THINKING 2018 24How to present a business case for change
1. Gather the evidence:
◦ Helpdesk tickets
◦ IT advice
◦ In-field stories
◦ Site inspect other organisation solutions
◦ Market test LMS evolutions
◦ Quantify the pain – direct and indirect costs
2. Ensure you can answer these questions:
◦ What is it a good idea? (base your response on facts)
◦ What’s the business benefit if you deliver the change?
◦ What’s the business loss if the change is not delivered?
◦ How will you know the change was successful?
© CONNECT THINKING 2018 25What makes a LMS project successful?
Vendor is
LMS features engaged in
meet business meeting the
requirements business
objectives
Internal systems
and processes
are mature
© CONNECT THINKING 2018 26Any final questions?
© CONNECT THINKING 2018 27Thank you
Alison Bickford
www.connectthinking.com.au
alison@connectthinking.com.au
M 0417 252 960
© CONNECT THINKING 2018 28You can also read
