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 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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Key Steps to Transitioning to a Global Learning Environment

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

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