e-Learning Project Management

1. e-Learning Project Management Brian Popken

2. Introduction and Overview Introduction PM Basics Step 1: Initiating PM Basics Step 2: Planning PM Basics Step 3: Executing and Controlling PM Basics Step 4: Closing Recommendations Summary

3. The e-Learning Landscape: Technology and Business Needs Drive Demand 2011- $38 billion! • Reducing travel, instructor, facilities and job-related costs • Greater flexibility for creating audience-focused curriculums • Greater accessibility with 24x7 availability • Greater quantity of learning by aggregating a “blended” curriculum • More effective learning for different learning styles • Record keeping to more effectively manage workforce performance • Complying with laws and regulations, such as Sarbannes-Oxley, etc. 2006- $10 billion Business needs and cost of e-Learning investments make project success an expectation and increase the risks for failure for those involved

4. Confronting Project Management Challenges What are the common IT and HR drivers? How do you measure success? What are the key design and technical considerations? Meeting Business Needs What are the considerations for rollout and implementation? How to minimize risk? What should be considered in planning for implementation What impacts may there be on the organization? Some view managing an e-Learning project as an exercise in “controlled chaos.” However, a multidisciplinary approach and use of sound design and project management principles can significantly reduce the risks.

5. e-Learning is Multidisciplinary…Requirements and constraints for the project plan Information Technology Performance Improvement • “Digitally Focused” • Software/hardware • Technical specifications Closing Controlling Human Resources Executing • “People Focused” • Learning/Training • Job Performance Planning Initiating Performance and talent management may be additional objectives

6. Initiating Introduction PM Basics Step 1: Initiating PM Basics Step 2: Planning PM Basics Step 3: Executing and Controlling PM Basics Step 4: Closing Recommendations Summary

7. PM Basics Step 1: Initiating • Describe the Project • What is the business need? • What data will be produced to support the organization? • Performance Management? • Talent Management? • Compliance? • If courseware, what are the Knowledge, Skills and/or Abilities (KSA) required to meet business objectives? What is the learner expected to be able to do after completing? • Identify Stakeholders and Team Members • Information Technology • Human Resources • Business Units • Customers • Align Expectations • Cost • Schedule • Organizational Impacts

8. Aligning e-Learning and Business Strategies Attract and Retain Customers Increase Sales Channel Performance Reduce Customer Fulfillment and Support Costs • Identify Gaps between: • Business Objectives and Performance • Knowledge Requirements and Existing Competencies • Available and Potential Resources Provide Skills and Knowledge to Meet Strategic Objectives Marketing Sales Production Management

9. Impacts on the Organization… Key stakeholders at each level • Issues that should be considered and documented include: • Processes for identifying and budgeting e-Learning projects • Responsibilities of departments and business units • Technical and design specifications • Software and/or course testing and installation • Legacy system interface (s) • Support Services • Maintenance

10. Planning Introduction PM Basics Step 1: Initiating PM Basics Step 2: Planning PM Basics Step 3: Executing and Controlling PM Basics Step 4: Closing Recommendations Summary

11. PM Basics Step 2: PlanningThe devil is in the details • Define the Product/Expected Outcome • E-Learning Technical Specifications • Other Technical Constraints • Design Considerations • Schedule and Sequence the Tasks • If technology driven consider Rational Unified Process for software development • If courseware driven consider ADDIE or other instructional design model • Spreadsheet, “matrix” or MSProject tools provide visibility and help organize workflow • Risk Assessment/Mitigation • Include intermediate deliverables and project “gates” to minimize change • Integrate scope control and cost data into change procedures

12. Defining the Product:e-Learning Technical Considerations The Aviation Industry CBT Committee (AICC) Institute of Electrical and Electronics Engineers (IEEE) e-Learning standards, continue to evolve even while guiding the present day design and programming Emerging Standards: • Common Cartridge • Open Learning Services Architecture (OLSA) Advanced Distributed Learning (ADL) (SCORM) 1.2?--- 2004?

13. Other Common Technical Constraints:…Common sense, but often overlooked requirements • Is the solution compatible with appropriate e-Learning industry standards? • Is it compatible with supported security restrictions, e.g. firewall, security certificates, network and VPN settings, Flash and Active X, security, cookies? • Is compatible supported software standards e.g. browser configuration and plug-ins, e.g., Internet Explorer, Netscape, Firefox? • If courseware, is it compatible with any existing enterprise Learning Management System and client/network environment? • Will file types and size be compatible with network and bandwidth capabilities? • If a software acquisition, does it support multiple delivery modalities? • Will the software support any required simulations, or multiple languages? Bottom line: Will it support the training objectives for the organization?

14. Defining the Product:Design Considerations Generation X- the “video game” generation Generation Y- technology savvy, spatial thinking and learning styles “The paradigm of traditional training and learning is rapidly changing as “baby boomers” are retiring and being replaced by a younger workforce.” Aging workforce with traditional learning styles Learning “objects” in the form of e-learning courseware can be a strategic tool in business Learning Management Systems have enabled the aggregation and management of information Access to information when and where it is needed Leveraging the technology in a way that provides the information in the form of learning, in a way that is most useful to its audience, and at the right time and place, can be critical to business success

15. Schedule and Sequence the TasksExample: Courseware Design and Delivery • Follows the ADDIE Model- Analyze, Design, Develop, Delivery, Implementation, Evaluation • Schedule multiple tasks with intermediate deliverables and check-offs • “Cascade” deliverables to minimizebottlenecks and milestone creep • Ensure early testing for compatibility with target environment • Pilot/Validation is for evaluation of effectiveness

16. Executing and Controlling Introduction PM Basics Step 1: Initiating PM Basics Step 2: Planning PM Basics Step 3: Executing and Controlling PM Basics Step 4: Closing Recommendations Summary

17. PM Basics Step 3: Executing and ControllingKeys to success are change control and communication • Change Requests • Include process for initiating, approving, and checking changes • Project Manager approves all requests impacting scope /schedule • Scope Control • Project Manager and Development Manager monitor change requests through Change Log • A critical PM document • Performance and Progress Reports • May be formal or informal depending on size of the project, individuals involved • For large projects minimum of monthly and circulated to team members and all stakeholders • Include current status, deliverables produced and in progress, scope changes and schedule updates, issues

18. Change Requests- Change Control LogExample: Courseware Development • Single resource for all Project Deliverables- a “Living Document” • Separate indexes or tabs for major intermediate deliverables • Includes description, cost/schedule impact, approvals and verification

19. Closing Introduction PM Basics Step 1: Initiating PM Basics Step 2: Planning PM Basics Step 3: Executing and Controlling PM Basics Step 4: Closing Recommendations Summary

20. PM Basics Step 4: Closing • Implementation • Final Deliverables in specified format and per Naming/Versioning Instructions • Test logs can verify technical specifications: ADL SCORM RTE, ADL Content Package Conformance, Resource Validator, Manifest Validator, Matadata File Report • Delivery in stages through Development Environment to Production • Customer Sign-off • Following delivery to Production • Project documents and source files archived • Evaluation • A continuing process • Source data include support desk reports, student reports, • Business performance /ROI

21. Measuring Success…Course completions = Return on Investment • Business Performance: • Customer Retention • Sales Performance • Productivity • Defect Reduction • Support Costs • Compliance Costs The true but hardest to measure affect is on business performance. • Learner Performance: • Time to Competence • Turnover Reduction • Traditional Measures: • Instructor, Travel Costs, etc. • Learner/Manager Feedback • Completions ROI Return On Investment Low $$$ High

22. Planning for Implementation and Beyond…Creating, & Managing e-Learning for “Knowledge on Demand” Preparing for “Web 2.0” techniques and for “3rd Wave” Learning Technologies Technologies that fundamentally change the way learning is delivered raise new questions for management, resulting in a whole new “learning curve” “Marketing” e-Learning as a commodity Changing roles to refocus trainers from the learner to the organization- Performance and Talent Management Changes in training development processes Selecting and repurposing existing courses Level/Type of Effort Role Shift New Technologies

23. Recommendations Introduction PM Basics Step 1: Initiating PM Basics Step 2: Planning PM Basics Step 3: Executing and Controlling PM Basics Step 4: Closing Recommendations Summary

24. Recommendations for e-Learning ….a strategy to overcome key challenges • Develop, implement and publicize a global “Operating Discipline” or governance document that provides: • Individuals and responsibilities for e-Learning management and budgeting • Information Technology • Human Resources • Comptroller • Business Units • Processes for identifying and initiating e-Learning projects • Detailed technical specifications including LMS, server, network and client • Project Management requirements including procedures and recordkeeping • Develop a multi-year strategy that includes a “vision” for Talent and Performance Management as well as future technologies– Define how eLearning will support business objectives!

25. Summary Introduction PM Basics Step 1: Initiating PM Basics Step 2: Planning PM Basics Step 3: Executing and Controlling PM Basics Step 4: Closing Recommendations Summary

26. Summary • This presentation raised and discussed the following for Project Managers when planning a projected related to e-Learning: • E-Learning is multidisciplinary involving both IT and HR processes • It is a growing discipline and is expected to reach to $38 billion by 2011 • There are a number of considerations when planning an e-Learning project: • Business drivers • Design and technical considerations • Strategy to identify tasks and constraints • Implementation planning • Impacts on the organization • Measuring Return on Investment Questions?

27. Brian Popken http://www.pinneast.com brianp@pinneast.com