Page 1 - June 12, 2014 – PROPRIETARY AND CONFIDENTIAL e-Learning Project Management Brian Popken

Page 2 - June 12, 2014 – 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 - June 12, 2014 – PROPRIETARY AND CONFIDENTIAL The e-Learning Landscape: Technology and Business Needs Drive Demand $38 billion! $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 - June 12, 2014 – 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 - June 12, 2014 – 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 - June 12, 2014 – 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 - June 12, 2014 – 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 - June 12, 2014 – 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 - June 12, 2014 – 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 - June 12, 2014 – 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 - June 12, 2014 – PROPRIETARY AND CONFIDENTIAL PM Basics Step 2: Planning The 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 - June 12, 2014 – 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? ? Institute of Electrical and Electronics Engineers (IEEE) e-Learning standards, continue to evolve even while guiding the present day design and programming

Page 13 - June 12, 2014 – 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 - June 12, 2014 – 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 - June 12, 2014 – PROPRIETARY AND CONFIDENTIAL Schedule and Sequence the Tasks Example: 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 - June 12, 2014 – 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 - June 12, 2014 – PROPRIETARY AND CONFIDENTIAL PM Basics Step 3: Executing and Controlling Keys 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 - June 12, 2014 – PROPRIETARY AND CONFIDENTIAL Change Requests- Change Control Log Example: 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 - June 12, 2014 – 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 - June 12, 2014 – 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 - June 12, 2014 – 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 - June 12, 2014 – 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 3 rd 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 - June 12, 2014 – 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 - June 12, 2014 – 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 - June 12, 2014 – 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 - June 12, 2014 – 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 - June 12, 2014 – PROPRIETARY AND CONFIDENTIAL Thank You Brian Popken