LMS: User Acceptance Testing
A portion of your audience should test any large-scale technical system before it is rolled out to the general population, whether it is an LMS or even a core of online courses. In regard to the LMS, user acceptance testing (UAT) should really occur on two planes: end users and “back end” users, such as the learning and development organization. Let’s look at how you can ensure that UAT occurs on both planes – and also some best practices for both.
One of the first sources for UAT information is your vendor. Set up a meeting with the vendor representative to find out how they would recommend testing the system. By the time you are ready for testing, your vendor should know your audiences, both internal and external, almost as well as you do. The vendor may be able to provide sample scripts, testing areas, and project plans. In addition, your vendor should be able to create a “copy” of your LMS to be used for testing, instead of using the live database. When you’ve obtained information and assistance from your vendor, take the time to develop and customize the UAT process even further. Remember that your time spent on the front end will probably save both time and money in the long run.
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LMS: Building the System
You can look at the build out of your learning management system as the point where “construction” begins. This phase usually occurs directly in line with the vendor and your agreed-upon project plan and timelines. But try to avoid leaving the entire build out in the hands of the vendor. In other words, you should stay on top of each phase and every development during the build out just in case any issues arise. Ask for consistent progress reports from the vendor’s representative and your project manager, if you have one. Stay in constant communications with the vendor’s team to ensure that nothing is missed. In addition to this, it may be a good idea to schedule project meetings on a regular basis just to “check in”.
Internally, the build out is also a good time to maintain your communications channel with the internal IT department. With this channel open, you can report any issues, have your IT department look at them, and determine if anything is going to hold up the progress of the installation. Another best practice is to ask the vendor if they will allow small “tests” of functions that have been built out, just to ensure that those functions are meeting your specifications. Along with your IT department, you should be able to manage the construction of the LMS without any issues.
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LMS: Further Due Diligence
You can probably take a deep breath after your selection of LMS vendors has been made. But don’t get too comfortable before the implementation begins. During the time period between the selection and the signing of contracts, start moving forward on conducting some final due diligence in relation to the LMS, its functionality, its specifications, and the vendor. First, let’s discuss contracts.
Most organizations have a legal counsel that reviews contract documents before they are signed. But you most certainly want to review the contracts yourself, especially if the legal counsel was not involved in vendor selection. This may go without saying, but sometimes the temptation exists to let legal do all of the heavy lifting when it comes to contracts. In addition to the legal review, consider having a contract specialist from IT or another area review the documents.
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LMS: The Vendor Search
The process of finding an LMS vendor can be just as taxing as the whole LMS implementation process in general. In today’s market, there are many providers who are looking to add you to their satisfied client list, so your due diligence and patience in the selection process are absolute requirements. One of the first items on your vendor selection list should be to conduct thorough research, so let’s look at how to start.
First, go to your industry network, such as colleagues in the training and development business or your local ASTD or ISPI chapters. Find out who is using an LMS and whether they are truly satisfied with their vendors. You’ll find that a conversation definitely occurs with clients who are extremely happy or fairly disappointed, so be aware of the “horns and halos” effect. Look for patterns in LMS vendors in relation to your networks’ industries, business needs, organizational size, and training needs. When you have a sizable list of vendors, begin your research on your own first.
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LMS: Training Department Analysis
No matter how large or small your organization is, the department that will probably use the learning management system more than anyone else is your own training and development organization. For the most part, administration, data entry, data usage, and “back office” functions will be run via the training department. Because of this, it is vitally important that you lead your staff through a thorough needs analysis.
Consider how your staff is currently organized. There may not be many staff members, but each one has a function. Or, you may have various staff in various departments throughout the training organization. Break the staff down into functional areas that relate to the LMS, such as administration, design, delivery, development, reporting, and technology. Use these breakdowns as the starting point for your learning organization analysis.
First, look at the administrative function of the LMS. Who is going to be responsible for initial and regular data entry? For example, courses may need to be set up as a one-time event, with classes being added regularly. Will an LMS administrator conduct the one-time set up, and then move class access to instructors? Or will the administrator maintain control of this function? Plus, will there be a data management “checkpoint” person throughout the LMS life cycle?
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LMS Implementing and Analysis
Before you even begin the selection and implementation process for your LMS, you should first turn your attention to the analysis and assessment of various aspects of your organization, its structure, and its learning needs. We will treat this analysis and assessment as steps one through four of the ten-step LMS implementation process. Plus, you’ll also need to assess your own learning and development organization’s needs in regard to the system, but we will discuss that as a separate step in your process.
To start with, you’ll want to analyze and assess the audience in general. This may seem easy, but some organizations have a diverse population in terms of technical experience, corporate or organizational learning experience, and even willingness to use online or hosted systems in regard to their personal development. In order to assess your audience, you may want to consider a survey that asks the organization’s members about their technical experience, their willingness to register for courses online, their ability to take courses online, and also their perceptions of learning management system tasks, activities, and functions.
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Developing Internally vs. Licensing Externally : a Combined Approach
We’ve discussed eLearning in terms of internal development versus external licensing as two separate approaches. For many organizations, a separate approach using one or the other method may work. But what about an organization that has some leeway in regard to its eLearning programs? A combined approach using both internal and external eLearning content might be the way to go.
First of all, what is a combined approach? There is no number, such as 50% of content, or “demarcation line”, such as all regulatory training should be outsourced to a vendor. A combined approach will work with the organization’s budget, infrastructure, staff, and audience to come up with the right combination of internal and external content.
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Benefits and Potential Drawbacks of External eLearning
Licensing external eLearning content can provide you and your organization with definite benefits, along with some potential drawbacks. Again, as we discussed on the benefits and obstacles to developing internally, your role is to determine where the greatest benefit lies. But as we are discussing external licensing, remember that it can be a temporary approach. As we will see, the infrastructure requirements are much less than developing your own eLearning. First, let’s examine the benefits of the external licensing approach.
In terms of cost, we will examine both time and money. In relation to time, externally licensing your eLearning content can be quick and efficient. Once you decide on the vendor and sign the contract, delivery may be relatively quick. And there is no run-up to full staffing, like you would need to do with internal development. Cost is another potential benefit. Remember that the cost of both approaches will depend on your infrastructure, the number of users, and the current technological condition of the organization. But suppose that most of these factors are in place: a per-head eLearning course may not be a major cost at all, especially up front.
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eLearning: About External Licensing
When your organization needs eLearning programs but doesn’t have an internal program in place, external licensing of eLearning may be a good choice. Many eLearning and LMS providers offer external training that you can use as part of your organization’s learning and development program. Let’s take a basic look at external licensing, as well as discuss what you’ll need to create your eLearning program using this approach.
First, what is external licensing of eLearning? In the simplest terms, external licensing means that you choose and “purchase” courses and programs “off the shelf” from vendors. These vendors, in turn, host the learning, deliver it to your organization, and manage the content for you. We will examine benefits and potential obstacles of external licensing in our next discussion, but you may already see yours developing here.
So what does the external licensing “recipe” require? First, in terms of personnel, you’ll need your staff to choose and review courses and programs. This means that your staff should have, at the very least, assessed the audience for learning needs and outcomes. With this knowledge, your learning and development staff will be able to narrow down their choices of online courses and programs. Along with staff, you may need SME’s or stakeholders to review the courses, as well. After all, you probably do not want to roll out an eLearning program that does not meet the approval of SME’s or stakeholders.
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Benefits and Potential Drawbacks of Internal eLearning
Internal development of eLearning brings both benefits and a few potential drawbacks to learning and development as well as the organization as a whole. As with any business decision, your job is to determine if and when the benefits will outweigh the drawbacks. Or, you may determine that drawbacks will be no more than a blip on your radar. Let’s look at the benefits of internal development first.
One of the primary benefits of developing eLearning internally is the control that comes with it. As the developer and owner of the content, your organization has the ultimate control of each and every word, activity, test question, and evaluation. This means that if your organization sometimes has rapid or constant changes in policies, procedures, products, or regulations that affect training content, you’ll be able to implement those changes quickly and efficiently. Plus, you can tailor your content to your audience so that it makes a long-lasting impact on the learner.
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