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Page 1 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
e-Learning Project Management
Brian Popken
Page 2 - April 11, 2023 – PROPRIETARY AND CONFIDENTIALPage 2 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
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
Page 3 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
The e-Learning Landscape: Technology and Business Needs Drive Demand
2011- $38 billion!
2006- $10 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.
Business needs and cost of e-Learning investments make project success an expectation and increase the risks for failure for those involved
Page 4 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Confronting Project Management Challenges
What are the common IT and HR drivers?
Meeting Business Needs
What are the key design and technical considerations?
How to minimize risk?
What should be considered in planning for implementation
What impacts may there be on the organization?
What are the considerations for rollout and implementation?
How do you measure success?
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.
Page 5 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
e-Learning is Multidisciplinary…Requirements and constraints for the project plan
Performance and talent management may be additional objectives
Information Technology
Human Resources
Performance Improvement
Executing
Closing
Controlling
Initiating
“Digitally Focused”
Software/hardware
Technical specifications
“People Focused”
Learning/Training
Job Performance
Planning
Page 6 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
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
Page 7 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
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
Page 8 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Aligning e-Learning and Business Strategies
Marketing Sales Production Management
Attract and
Retain Customers
Increase Sales Channel Performance
Reduce Customer Fulfillment and Support Costs Provide Skills
and Knowledge to Meet Strategic Objectives
Identify Gaps between:
•Business Objectives and Performance
•Knowledge Requirements and Existing Competencies
•Available and Potential Resources
Page 9 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
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
Page 10 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
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
Page 11 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
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
Page 12 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Defining the Product:e-Learning Technical Considerations
Emerging Standards:
Common Cartridge
Open Learning Services Architecture (OLSA)
The Aviation Industry CBT Committee (AICC)
Advanced Distributed Learning (ADL)
(SCORM)
1.2?--- 2004?
Institute of Electrical and Electronics
Engineers (IEEE)
e-Learning standards, continue to evolve
even while guiding the present day design and
programming
Page 13 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
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?
Page 14 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Defining the Product:Design Considerations
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
Aging workforce with traditional learning
styles
Generation X- the “video game” generation
Generation Y- technology savvy, spatial thinking
and learning styles
Access to information when and where it is
needed
Learning Management Systems have enabled the
aggregation and management of
information
Learning “objects” in the form of e-learning courseware can be a
strategic tool in business
“The paradigm of traditional training and
learning is rapidly changing as “baby
boomers” are retiring and being replaced by a younger workforce.”
Page 15 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
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 minimize bottlenecks and milestone creep
• Ensure early testing for compatibility with target environment
• Pilot/Validation is for evaluation of effectiveness
Page 16 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
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
Page 17 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
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
Page 18 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
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
Page 19 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
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
Page 20 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
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
Page 21 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Measuring Success …Course completions = Return on Investment
Traditional Measures:
•Instructor, Travel Costs, etc.
•Learner/Manager Feedback
•Completions
Business Performance:
•Customer Retention
•Sales Performance
•Productivity
•Defect Reduction
•Support Costs
•Compliance Costs
The true but hardest to measure affect is on business
performance.
Low $$$ High
Learner Performance:
•Time to Competence
•Turnover Reduction
ROI Return On Investment
Page 22 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Planning for Implementation and Beyond …Creating, & Managing e-Learning for “Knowledge on Demand”
Selecting and repurposing existing courses
Changes in training development processes
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”
Changing roles to refocus trainers from the learner to the organization-
Performance and Talent Management
“Marketing” e-Learning as a commodity
Level/Type of Effort Role Shift New Technologies
Page 23 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
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
Page 24 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
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!
Page 25 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
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
Page 26 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
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?
Page 27 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Thank You
Brian Popken
http://www.pinneast.com