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Key Steps to Transitioning to a Global Learning Environment

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Alcon Laboratories, incorporated in Hünenberg, Switzerland, with U.S. operations based in Fort Worth, Texas, has a team of more than 15,500 dedicated employees worldwide across 75 countries and …

Alcon Laboratories, incorporated in Hünenberg, Switzerland, with U.S. operations based in Fort Worth, Texas, has a team of more than 15,500 dedicated employees worldwide across 75 countries and develops, manufactures and distributes hundreds of eye care products in more than 180 countries. In 2007, Alcon identified a need to consolidate training management systems across the company, moving from a siloed environment to an integrated global environment. In this webinar, you will learn the key steps to gain buy-in from different levels of the organization, how to gain consensus on processes and configuration of the learning management system, and best practices for implementation planning and go live during a multiyear endeavor.

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  • 1. Key Steps to Transitioning to a Global Learning Environment
    You can listen to today’s webinar using your computer’s speakers or you may dial into the teleconference.
    If you would like to join the teleconference,
    please dial 1.866.469.3239 and enter access code: xxx xxx xx.
    You will be on music hold until the seminar begins.
    #CLOwebinar
  • 2. Key Steps to Transitioning to a Global Learning Environment
    Speaker: Cara Ellison Senior Manager, Global Training and Documentation
    Alcon Laboratories
    Moderator: Kellye Whitney Managing Editor
    Chief Learning Officer Magazine
    #CLOwebinar
  • 3. Tools You Can Use
    • Q&A
    • 4. Click on the Q&A icon on your floating toolbar in the bottom right corner.
    • 5. Type in your question in the space at the bottom.
    • 6. Click on “Send.”
    #CLOwebinar
  • 7. Tools You Can Use
    Polling
    Polling question will appear in the “Polling” panel.
    Select your response and click on “Submit.”
    #CLOwebinar
  • 8. Frequently Asked Questions
    1. Will I receive a copy of the slides after the webinar?
    YES
    2. Will I receive a copy of the webinar recording?
    YES
    Please allow up to 2 business days to receive these materials.
    #CLOwebinar
  • 9. Key Steps to Transitioning to a Global Learning Environment
    Kellye Whitney
    Managing Editor
    Chief Learning Officer magazine
    #CLOwebinar
  • 10. Key Steps to Transitioning to a Global Learning Environment
    Cara Ellison Senior Manager, Global Training and Documentation
    Alcon Laboratories
    #CLOwebinar
  • 11. Key Steps to Transitioning to a Global Learning Environment
    Cara Ellison
    Senior Manager
    Global Training & Documentation
  • 12. Webinar Overview
    In this webinar, you will learn the key steps to:
    gain buy-in from different levels of the organization
    how to gain consensus on processes and configuration of the learning management system
    best practices for implementation planning and go live during a multiyear endeavor
  • 13. Poll
    Are you planning to implement a global learning management solution during 2011?
    Yes?
    No?
  • 14. Key Points
    Executive Support & System Ownership
    Global Project Team
    Requirements
    Configuration
    Pilot
    Implementation
    Communication is key!
  • 15. Do Your Homework!
    Identify the situation
    Categorize
    Identify the solution and benefits
    Communicate & “Sell”
    Obtain Executive Endorsement
    Get the right “system owner”
  • 16. Identify the Situation
    Carefully determine what the current situation
    Involve/interview those who deal with the problems daily
    Look at the big picture
    Examples:
    Multiple learning management systems within the company
    Multiple platforms/versions of a particular LMS
    Redundancy of data
    Inefficiency of resources - validation
    Compliance risks – “holes”
  • 17. Categorize the Situation
    Examples…
    Regulatory
    Inability to determine global compliance on global training events
    Business
    Inefficient use of resources
    Duplication of data
    Technical
    Unable to keep up with software patches/upgrades
    Supporting multiple interfaces
    Financial
    Upgrade and patch process is time-consuming, inefficient and costly
    Cost of Patches including validation ~ $20K/patch/instance
    Cost of Upgrades including ~ $125K/instance
  • 18. Identify the solution and benefits
    Based on the current situation, develop a proposed solution with benefits to offset each of the existing issues “categories”.
    Align the proposal to overall company/corporate objectives when possible (i.e., operational effectiveness)
    Example:
    Evaluate the feasibility of implementing a global LMS based on a single software instance. If requirements can be fulfilled in a single LMS instance, then a Global LMS implementation project will begin with planning/implementation in 20XX.“
    Benefits:
    Business
    Eliminate redundancies in processes and data entry
    Allows for global interfaces to HR and document data
    Regulatory
    Increased ability to demonstrate Regulatory compliance
    Increased ability to measure training effectiveness
    Financial
    Significant Cost Reduction associated with patching/ upgrading/validating in one global instance
    Technical
    Allows for a single system to be supported by IT staff
    Easier to implement patches/upgrades to a single system
  • 19. Communicate and “Sell” to Stakeholders
    Communicate the current issues and proposed benefits with senior stakeholders and get their buy-in
    Communicate compliance risks and proposed benefits with head of QA/Compliance
    Communicate technical risks and proposed benefits with head of IT
    Communicate financial risks and proposed benefits with head of Finance
  • 20. Poll
    What is the biggest reason your company doesn't have a global learning management solution?
    A) Cost
    B) Lack of resources
    C) Lack of a global system owner
    D) Management doesn't understand the need for a global solution
    E) What we have works fine for us
  • 21. Obtain Executive Endorsement
    Obtain meeting with Executive Team to present situation and proposal
    Include specifics regarding:
    Compliance
    Resources
    Financials
    Upon agreement by Executive Team, request an Executive Sponsor (i.e., CEO) to endorse the project
  • 22. “System Owner”
    Obtain a “system owner”…must have
    Strong leadership qualities
    Knowledge and understanding of the training processes
    Knowledge/relationships with the training leads/managers within the company
    Knowledge and understanding of regulatory/compliance requirements
    Strong skill set in:
    Verbal and written communication
    project management
    negotiation
    facilitation
  • 23. Develop a Global Project Team
    Include a primary and secondary team member from every organization/location which will be impacted.
    Include functional areas as well as IT
    Define and communicate accurate responsibilities of team members
    Hold a “kick-off” meeting with all Global Project Team members in attendance
    Explain the current situation, the proposal and the benefits
    Explain the Global Project Team will be integral for decision-making
  • 24. Educate the Global Project Team
    Ensure “Team” understands the current situation and benefits of global platform
    Educate “Team” on new features/functions available via a global software platform
    “Boot Camp”
    Eliminate anxiety/fears
    Address questions head-on…be up-front
  • 25. Requirements Gathering
    Spend the time on requirements!
    Group Global Project Team into logical sub-teams for requirements gathering
    Recommend no more than 8-10 individuals in a workshop
    Include the right individuals – those who know the process the best/deal with the issues
    Allocate plenty of time for each sub-team workshop
    Ask pre-defined questions of each sub-team
    Have a pre-defined requirements template to capture:
    Business need
    Requesting organization/location
    Regulatory implication (if applicable)
    Prioritization
    After sub-team’s requirements are defined, then go-back and prioritize
  • 26. Requirements Documentation & Review
    Document requirements concurrently each sub-team workshop
    If at all possible, have a skilled technical writer assist with documentation
    After all sub-team workshops conducted, consolidate all requirements into a single document
    Identify conflicts
    Schedule time to resolve conflicts
    Once conflicts are resolved, distribute consolidated requirements to Global Project Team and request comments/feedback
    Schedule workshop sessions to review requirements document with the Global Project Team
    Especially those areas which had conflicts
  • 27. Requirements Approval
    Obtain written approval of consolidated requirements
    Representation from each primary Global Project Team member
    Your requirements become the baseline for everything else that your Team will do…spend the time up front to do this activity correctly!
  • 28. Software & Configuration
    Once requirements are determined, determine software solution and configuration to best fit requirements
    Know up front, all requirements will probably not be met by a single software solution
    Importance of requirements’ prioritization
  • 29. Configuration
    Once a software solution is determined, engage your software provider as a consultant to help determine the best configuration to meet your requirements.
    Request an experienced consultant from your vendor
    Allow your requirements to drive the configuration of the software…not vice versa!
  • 30. Configuration Documentation
    Document your configuration in some type of “living” document
    Include each area of the software that is configured
    Processing options/automatic processes
    System configurations
    Report settings
    Field/referernce values
    Security roles/workflows
    Etc.
    Link each section of configuration document back to approved requirements document
    This document will become the Team’s “Bible”…
    this is worth the time!
  • 31. Configuration Communication & Approval
    Once the configuration document is complete, distribute to Global Project Team and request their review/feedback
    Schedule sessions to review configuration document as a Team
    Communicate, communicate, communicate
    Obtain written approval of consolidated configuration document
    Representation from each primary Project Team member
  • 32. Team Pilot
    Once agreed to configuration has been implemented in a “test” environment, schedule a “Pilot” workshop with Global Project Team members participation
    Schedule Pilot Workshop for 3-5 days
    Set up security in the “test” environment (based on requirements and configuration documentation)
    Develop scenarios for each Team member to execute (cradle to grave scenarios)
  • 33. Team Pilot
    Set expectations at beginning of Pilot
    Project Team members learn the software
    Execute pre-defined scenarios
    Identify issues and/or potential changes to configuration
    Identify “show-stoppers”
    Make the Pilot very interactive
    Conduct daily “wrap-up” sessions to document issues/questions
  • 34. Team Pilot
    Document all issues at the end of the pilot
    Prioritize
    Identify “show-stoppers” and understand why
    Define a Pilot “Conclusion” which includes all prioritized “show-stoppers”
    Obtain written approval of Pilot “Conclusion” document
    Representation from each primary Project Team member
    Present “Pilot Conclusion” to Executive Sponsor and Steering Committee
    Allow Steering Committee to help drive resolution of “show-stoppers”
    Adjust “Configuration” document to reflect any changes made/agreed to during Pilot
  • 35. Implementation
    Once “Pilot” issues are resolved, begin implementation planning activities
    Implement the “configuration” agreed to in the Pilot
    Develop a Strategy/Plan to “on-board” all of the impacted locations…options include:
    “Big Bang” – all at once
    Staggered go-lives
    Develop strategy/plan for data migration (if applicable)
    What will/will not be migrated…
  • 36. Implementation
    Develop and document an “Implementation Guide” which each site/organization will follow:
    Data clean-up
    Data migration
    Training of end-users/administrators
    Procedures
    Security
    Consistent milestones for each site/organization
    Communicate and review the “Implementation Guide” with all Global Project Team members
    Ensure they understand their responsibilities and resource commitments prior to beginning implementation activities
  • 37. Implementation
    Engage Global Project Team Members to participate in setting their go-live date
    Based on the Implementation Guide and consistent milestones
    Require management endorsement for each go-live date to ensure it aligns with other priorities
    Require Global Project Team members and local site/organization management to have the implementation go-live dates defined within their annual performance objectives
  • 38. Training
    Communicate new “system” is coming ~ 6 weeks prior to go-live…include:
    benefits and “big picture”
    “how will this impact me?”
    Training schedule (if applicable)
  • 39. Implementation
    Require monthly status updates on implementation milestones by each site/organization
    Communicate monthly implementation status to Global Project Team, Steering Committee and Executive Sponsor
    Conduct a “lessons learned” after each “on-boarding”
    Make adjustments in implementation guide if necessary
    Communicate any adjustments
  • 40. Team Communications
    Frequent and on-going communication
    You can’t over-communicate…
    Monthly Status Communications to
    Project Team
    Executives
    Bi-Monthly Project Team Meetings
    WebEx or in person
    Quarterly Steering Committee Meetings
    Executive updates and decisions
  • 41. Summary of Key Points
    Gain buy-in from Executives, as well as Project Team members
    Obtain a strong system owner
    Get the “right” Project Team appointed
    Involve ALL parties
    Help ALL to understand the “big picture”
    Communicate, communicate, communicate
    Top-down – Executives to Project Team
    Bottom-up – Project Team to Executives
  • 42. Question & Answer
    Cara Ellison Senior Manager, Global Training and Documentation
    Alcon Laboratories
    Cara.Ellison@AlconLabs.com
    #CLOwebinar
  • 43. Join Our Next CLO Webinar!
    Thursday, Jan. 20th, 2011
    What to Consider When Designing Content for Adaptive Learning
    CLO Webinars start at 2 p.m. Eastern / 11 a.m. Pacific
    Register at www.clomedia.com/events
    Join the CLO Network: http://network.clomedia.com/
    #CLOwebinars

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