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Lose the Fear: How to Replace Your Learning Management System (LMS)

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In a recent Brandon Hall Group survey of Learning Management System trends, more than 78% of organizations reported using an LMS. Of those organizations, more than 33% said they were looking to …

In a recent Brandon Hall Group survey of Learning Management System trends, more than 78% of organizations reported using an LMS. Of those organizations, more than 33% said they were looking to upgrade and replace their current technology.

Where do you start? What are best practices to make the switch?

Experts suggest selecting and implementing a replacement learning technology should be taken more seriously than the original LMS implementation. When replacing its LMS, an organization has considerably higher levels of expectation, years of data and content creation to manage and transfer, plus numerous governance groups and stakeholder inputs to consider.

Watch "Lose the Fear: How to Replace Your Learning Management System (LMS)," presented by Brandon Hall Group and Saba. Learn the key practices to not only minimize the fear of making a transition, but also prepare for a positive experience and enterprise-wide success.

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  • For those of you who don’t know us, Saba is a global leader in providing next generation talent management cloud solutions. The name “Saba” means a variety things in different languages, including Greek and Arabic. In Greek and Arabic, its meaning is derived from Sheba, who represents “dawn” or “new beginning.” In Spanish, the word “Saber,’” which is close to “Saba,” means “to know.” At Saba we believe that learning and knowledge can drive new beginnings and continuous transformation. In fact, Saba has always been about transformation and we believe that learning and development processes are the most transformative and mission critical processes for your people and your organization. As a pioneer and leader in people development since 1997, Saba’s mission is to help our clients transform their talent management and people development processes to drive better business results and competitive advantage. We have built a global company with this single mission in mind. Today, we have 2,200 customers worldwide, representing 31 million users.Our customer base is extremely global. Our solutions are deployed in 195 countries, and in 37 languages. We have a broad ecosystem of more than 200 partners worldwide working together to provide world-class content, support and services to our global customers. We’re committed to continuous product innovation. We invest 18%+ of our annual revenue in product development – among the highest in in the industry, and has invested more than $200 million in total in our product innovation in the history of Saba. When you see our products you will see how this investment is paying off to help clients just like you.
  • Best Practices in Upgrading Learning Technologies: Reduce fear and create a strategy for success! Your business needs are changing fast, and so are the demands placed on your current learning technology. Learning leaders must stay a step ahead of their business, but that can be difficult when dealing with antiquated technology and limited delivery options.  Do you have that nagging awareness that it is time to switch your learning technology, but haven’t wanted to face the reality.  Over 30% of organizations in a recent Brandon Hall survey had plans to replace their existing LMS solution. Most of them look forward to the transition with dread and concern. Can they make a solid business case for the change? Will the transition impact business processes or mission critical learning needs?  Join Scot Lake Sr. Learning Analyst for Brandon Hall Group and Saba’s Naren Patil, Sr. Director of Product Marketing , as they share insights that can help reduce your fear of the change, and increase your odds of success.   They’ll discuss best practices from 100’s of successful transitions, in creating a strategy for the upgrade, as well as tools and tricks for preparing your organization for a limited impact change.  Key take always include:Insights on business strategies for changeBest practices selecting for the future, not just today A technology migration framework, highlighting both the risks and rewards in the migration processTips for preparing your organization and data for a straight-forward changeInsights into managing expectations and change management goalsAward winning case studies and practical steps to help you make a successful transition
  • Global workforceConfigurableDomains, Audience Types and configurable workflowsScalabilityExtended enterpriseMobileSocialIntegration of Central with LMStesting and assessmenteCommerceUnified ProfileIntegration with TM
  • SCORM 2004 introduced a complex idea called sequencing, which is a set of rules that specifies the order in which a learner may experience content objects. In simple terms, they constrain a learner to a fixed set of paths through the training material, permit the learner to "bookmark" their progress when taking breaks, and assure the acceptability of test scores achieved by the learner. The standard uses XML, and it is based on the results of work done by AICC, IMS Global, IEEE, and Ariadne.Contents [hide] AICC (2012 - CMI-5, will provide backward compatibility to both legacy specifications. (Aviation industry content standards) The International Federation for Learning, Education, and Training Systems Interoperability (LETSI) is an international nonprofit organization focused on enabling technical interoperability for computer-based learning, education, and training systems
  • Transcript

    • 1. Replacing Your LMS Best Practices in Replacing your LMS Title Building a Business Case for Replacement Subtitle Name David Wentworth, Senior Learning Presented By: of Presenter Analyst © 2013 Brandon Hall Group, Inc.
    • 2. About Brandon Hall Group A preeminent research based advisory and analyst firm. Covering topic areas that provide strategic insights for executives and practitioners that are responsible for learning, talent, growth and business results within their organizations. Our focus is on ensuring continuous business performance. • • • • Established in 1992 Nearly 200,000 subscribers Over 10,000 clients globally Memberships and Research “Empowering Excellence in Organizations” Research Focus Client-Driven Offerings • Learning and Development • Talent Management • Leadership Development • Sales and Marketing • Executive Management • Supporting Technology Systems • Social Media and Communications • Research Membership Program • KnowledgeBases • Technology Selection • Strategy and Planning • Customized Benchmarking • Performance Driven Organization Diagnostic • Vertical Market Analysis • Workshops • Excellence Awards • Smartchoice® Certification 2 © 2013 Brandon Hall Group, Inc.
    • 3. Conversation Information David.Wentworth@BrandonHall.com cdenault@Saba.com David Wentworth Senior Analyst Brandon Hall Group @DavidMWentworth @mathchuck Charles DeNault Senior Director Product Marketing Saba David Wentworth Charles DeNault © 2013 Brandon Hall Group, Inc.
    • 4. Contents Best Practices in Upgrading Learning Technologies: Reduce fear and create a strategy for success! • Upgrade/Replacement Business Drivers • Building the Business Case • Overcoming Gun Shy! Selecting with Confidence • Migration Framework • Summarizing your Plan © 2013 Brandon Hall Group, Inc.
    • 5. The Evolving Learning Technology Landscape Is your organization currently considering replacing your LMS? 2013 2012 Yes 53% Yes No No 52% 47% 48% BHG LMS Survey, 2013 N=568 © 2013 Brandon Hall Group, Inc.
    • 6. The Evolving Learning Technology Landscape Is your organization currently considering replacing your LMS? Single System Yes 54% Multiple Systems No Yes No 52% 46% 48% BHG LMS Survey, 2013 N=568 © 2013 Brandon Hall Group, Inc.
    • 7. Complete “Unified” System •Enrollment •Launch online courses •Testing •Track progress and completion •Learning paths •Reporting Learning (Core) Learning (Robust) •Manage classrooms •Virtual classrooms •Manage competencies •Performance support •Certification management •Skill gap analysis •Content authoring •E-commerce Talent Management Reporting and Analytics Talent Collaboration •Onboarding •Leadership development •Workforce planning •Sourcing & Recruiting •Social learning •Networks •Media •Mobile © 2013 Brandon Hall Group, Inc.
    • 8. Question Respond in the Comments section below What is primarily driving the decision to change LMS platforms in your organization? 1. Cost 2. Outdated system 3. Poor reporting 4. Integration with other systems 5. System is difficult to use 6. Need social/mobile capabilities 7. We are not considering change at this time 8. Other © 2013 Brandon Hall Group, Inc.
    • 9. Answer Over 48% of BHG surveyed organizations are looking to upgrade and replace their current systems, up from 33% in 2011 Other Reasons • Disparate systems • New technologies • Need single solution Top 3 Reasons for Upgrading or Switching LMS's 30% 25% 20% 15% 10% 5% 0% BHG LMS Survey, 2013 N=568 © 2013 Brandon Hall Group, Inc.
    • 10. New Drivers for Change 12% 15% Say mobile features are one of their top 3 reasons for switching Mobile Social Social 11% Say mobile features are one of their top 3 requirements for a new system 8% Say social features are one of their top 3 requirements for a new system Say social features are one of their top 3 reasons for switching © 2013 Brandon Hall Group, Inc.
    • 11. Building the Business Case for Change • What business issues are not being solved with the current solution? • What challenges with the current system are affecting business outcomes? • Identify key business issues that can be addressed by new LMS solution. • Attempt to quantify the cost of the above and measure that against the cost of making the switch. © 2013 Brandon Hall Group, Inc.
    • 12. Building the Business Case for Change 1. 2. 3. 4. 5. 6. 7. 8. 9. Identify and consult business case stakeholders Analyze and document the business requirements Identify the key business drivers for implementing an LMS Identify possible risks Create a current state cost analysis Create a future cost analysis Identify the expected return on investment (ROI) Develop a clear recommendation Market and communicate the business case within your organization 12 © 2013 Brandon Hall Group, Inc.
    • 13. Question Respond in the Comments section below What is the main pushback you hear against making a switch? 1. Lack of measureable benefits 2. Too much invested in legacy systems 3. New integrations perceived as too difficult 4. Inability to demonstrate ROI 5. Learner reluctance 6. Other © 2013 Brandon Hall Group, Inc.
    • 14. Where to Start? 14 © 2013 Brandon Hall Group, Inc.
    • 15. Steps for Replacement 1. 2. 3. 4. 5. 6. Create a short list of systems Develop a set of use cases Set up scripted demos Talk to current customers Write an RFP Evaluate the proposals © 2013 Brandon Hall Group, Inc.
    • 16. Major Requirement Concerns • • • • • Global requirements System integration requirements Configuration and customization requirements Scalability (expansion of domains, audiences, and rules) Unique internal and external audience needs – – – – Talent integration Ecommerce Certification Mobile and social • Support and partnership • End-user experience (admin, managers, learners) © 2013 Brandon Hall Group, Inc.
    • 17. Top 3 Most Important New Requirements WANTED! 1. A system that’s easy to use 2. More robust reporting features/analytics 3. Simpler integration with enterprise systems integration 40% 35% 30% 25% 20% 15% 10% 5% 0% BHG LMS Survey, 2013 N=568 © 2013 Brandon Hall Group, Inc.
    • 18. Preparing for Success Selection Implementation • Find business stakeholders • Identify strategy & business drivers • Governance body for selection • Data management strategy • Change management strategy • • • • Partnership with solution provider Training and planning sessions Project management ownership Implementation and maintenance governance • Staged testing environments (Development sites, Sandbox sites, Backups) • Communications and Marketing © 2013 Brandon Hall Group, Inc.
    • 19. Vendor Relationships • Migration Plan: One that fits the size, scale, and scope of your migration • Project leads and managers with migration experience (not just implementation experience) • Migration tools: Data mapping scripts and batching, Pre-built integration API’s, Development and testing sites • Migration Resources: Scaled Training and Onboarding Programs, 24/7 Technical Support, Multi-language support, • Migration Measurement: Tracking tools and statistics, Milestones, Services Agreements, © 2013 Brandon Hall Group, Inc.
    • 20. Building a Migration Framework © 2013 Brandon Hall Group, Inc.
    • 21. Migration Framework Planning Areas System integrations – internal Risks 1. and external Logins, system APIs, clean data, competing data structures 2. Structure and domain setup Multiple domains, multiple levels, multiple roles, multiple rules 3. Content & data transfer Data mapping, data cleaning, content ownership, content portability 4. Globalization setup Languages, financial data, government data regulations 5. Reporting & security Historical data, permissions, business data integration 6. Administration change Admin selections, training, communications 7. End-user change Access points, change management plan, support tools, 8. Stakeholder changes Governance model, business impact © 2013 Brandon Hall Group, Inc.
    • 22. Security Facebook Rules ERP CRM Field Names Marketing News LOGIN YouTube Security Security Content Rules Finance HRIS Field Names Profiles Security Rules Intranet Field Names Profiles TM LMS Communications Content 1. System Integration © 2013 Brandon Hall Group, Inc.
    • 23. System Integration Key Practices 1. Identify current and future system integration requirements. – ERP, HRIS, CRM, YouTube, Communication (Conferencing), Outlook, etc. 2. Understand vendors experience integrating with each of these elements. 3. Define what needs to be shared between systems (now and future) 4. Define how often shared items need to be updated. 5. Define the value of each connection (business goal for each connection). 6. Map table to table (where is the data held in each system), theory first. 7. Prioritize each connection and begin defining required (APIs, Scripts, Middle-data-warehouses). 1. System Integration © 2013 Brandon Hall Group, Inc.
    • 24. Case Study, Toyota Planning, integration and ease of use lead to success ◼ Strategic Consulting Increase Sales and Improve Service ◼ Enterprise Integration ◼ ◼ Process Optimization Single Sign On 140,000 sales, engineers, and manufacturing employees Lack of integration negatively impacted learning objectives ◼ HRIS – Workday integration ◼ SSO Saba Consulting helped with integration and training strategy Improved product launch, technical and fixed operation training Ease of Use 2. Structure and Domain © 2013 Brandon Hall Group, Inc.
    • 25. Audiences • • • • • • • • • Internal Learners External Learners Super Administrators Regional/BU Administrators Help Desk Governance Committee Members Instructors Content Authors Content Owners Who are they? Where do they all sit? What are their security needs? Do they need more or less communication? 2. Structure and Domain © 2013 Brandon Hall Group, Inc.
    • 26. Structure and Domain Setup Key Practices 1. Identify all audiences and taxonomies. – Internal and external audiences 2. Identify what data you will need for each audience. 3. Identify where they fit in a hierarchy or group structure. Will they be in multiple groups and locations? 4. Identify taxonomy of groups and organizational structures. – Internal and external 5. Identify branding, sharing, and reporting needs, between groups & roles. 6. Map out multiple scenarios for multiple branding, sharing, and reporting needs (work with vendor to test and model these). 2. Structure and Domain © 2013 Brandon Hall Group, Inc.
    • 27. Case Study, Yum! Brands Managing a large complex organization ◼ Monetization challenges ◼ 2 Million+ course completions per year! Reduced employee turnover by 20% ◼ Multiple countries 400K users 400,000 users trained using standardized classes ◼ Different brands Established Saba as the global learning system ◼ 2% increase in hospitality scores in just 3 months Many roles Proliferation of content Cost of ILT Compliance needs 2. Structure and Domain © 2013 Brandon Hall Group, Inc.
    • 28. Taxonomy Catalog Curriculum Group Role Experience Unit Learning Track /Certification Course CEO SVP Lesson SVP Director Director Manager Manager Learning Element Director Manager Class Specialist 3. Content & Data Transfers © 2013 Brandon Hall Group, Inc.
    • 29. Content & Data Transfers Key Practices 1. Assess and map taxonomy for current content – Active Use, storage requirements, updates required, master locations, ownership 2. Assess and map taxonomy for current data – Active Use, storage requirements, updates required, master locations, ownership 3. Identify realistic content standards requirements – 4. 5. 6. 7. 8. Scorm 1.2 vs. 2004, AICC?, Work with IT on data standards Ensure the vendor understand both, and have people who can talk to both needs Build or review data and content migration scripts, validation scripts, etc. Test, test, test Double-check after transfers 3. Content & Data Transfers © 2013 Brandon Hall Group, Inc.
    • 30. Case Study, Leading Financial Org Large Organizations with Multiple Data and Content Transfer Needs ◼ Large Employee Pop Migrated and Validated ◼ ◼ ◼ Existing content End-User Expectations ◼ System Integrations Large Financial Org HR requirements Stored data transfers and load procedures for: ◼ ◼ ◼ ◼ Validation Required Programs in progress ◼ ◼ ◼ Multiple Domains 400,000 Employees 18,000 Domains 9 Million Transcripts ◼ Users and Jobs Catalogs Transcripts Scheduled enrollment and history Learning plans Session and meeting details Instructors (roles and courses) Facility locations 3. Content & Data Transfers © 2013 Brandon Hall Group, Inc.
    • 31. Global Setup Key Practices 1. Identify current and future regions of business. – 2. Work with HR community to regional government requirements. – 3. Is the system setup for Arabic reading (right to left) or Asian characters, etc. Accepted financial denominations, aggregation & valuation of those denominations Regional content sites and data holding sites? Work with Internal governing community to confirm global standards. – – 5. European Union, German and France Works Councils, China Gov Requirements Identify cultural considerations and setup questions for vendors. – – – 4. Internal and external audiences Will you try to meet everyone’s language preferences or pick 4 or 5 standards? Will content, LMS shell, and support need to be offered in multi-languages? Confirm and test all settings with global community. 4. Global Setup © 2013 Brandon Hall Group, Inc.
    • 32. Reporting & Security Key Practices 1. 2. 3. 4. 5. 6. 7. 8. Identify current reports and use. Validate the relevance of these reports and their continued value. Identify reporting gaps (business needs not being met). Assess new reporting capabilities and dashboards, for their ability to address reporting gaps. Re-think security requirements versus security norms. Identify opportunities for transparency and openness. Produce sample reports and verify format, layout, location, schedule, and drill down requirements before final configurations. Assess reporting value regularly. 5. Reporting and Security © 2013 Brandon Hall Group, Inc.
    • 33. Audience Preparation Key Practices Administrators End-Users Stakeholders Communication Plan Communication Plan Communication Plan Login Review Login Review Login Review Reporting Assessment Reporting Assessment Reporting Assessment Assessing Use/Role Assessing Use Meeting Schedule Training Plan Training Plan Decision Schedule Support Plan Support Plan A Change Management Strategy is a Strategy for Success! 6-8. Audience Preparation © 2013 Brandon Hall Group, Inc.
    • 34. Question Respond in the Comments section below What will be your biggest challenge in migrating systems? 1. Integrations 2. Structure and domain setup 3. Content and data transfer 4. Global setup 5. Reporting and security analysis 6. Audience preparation 7. Other © 2013 Brandon Hall Group, Inc.
    • 35. Requirements We Hear from Our Customers Unified Learning Suite • Virtual classroom, testing & assessment, and content management • Social, mobile, and collaboration Configurable business process & solution • Configurable domains, audience-types , and workflows Advanced certification management & compliance Extended enterprise support Social, Mobile & Collaborative Global & Scalable capabilities • Pre-requisites, equivalency and CE credit, and automation • EU Right to Learn, eSignatures, audit trails • eCommerce support: for-profit training • Configurable processes • Anywhere and offline mobile access • Next-generation social learning • Learner and Admin interfaces in multiple languages • Global support, platform and network © 2013 Brandon Hall Group, Inc.
    • 36. Summary and Wrap Up • Ensure you have solid business drivers for your upgrade plans and strategies. • Identify the most critical new requirements needed in your new platform, but also identify the items you are not willing to lose. • Ensure your selection process is as diligent this time around as it was the first time around – think future. • Ask all the right questions of your vendor. • Create a migration framework specific to your organization. • Factor in change management and marketing requirements • Communicate your plans clearly and often © 2013 Brandon Hall Group, Inc.
    • 37. Click here to Learn More www.saba.com © 2013 Brandon Hall Group, Inc.