Company overview Kevin Corti, PIXELearning Apply Group Symposium 31 st  January 2008 Demystifying the design, development ...
Company overview Session structure <ul><li>The Landscape </li></ul><ul><li>- organizational, designer & audience needs </l...
Company overview That word…’game’ Immersive Learning Sim vs Serious Game etc - What does the market think? “ A rose by any...
Company overview <ul><li>Organizational requirements </li></ul><ul><li>rapid implementation </li></ul><ul><li>cost effecti...
Company overview <ul><li>E-Learning designer requirements </li></ul><ul><li>motivate / engage </li></ul><ul><li>higher lev...
<ul><li>Cost effectiveness (or cost reduction!) </li></ul><ul><li>Performance improvement </li></ul><ul><li>Productivity i...
<ul><li>Client: </li></ul><ul><li>US-based ‘Big 4’ accountancy firm </li></ul><ul><li>Not first sim project </li></ul><ul>...
Simulate job-specific processes Promote internal tools and sources of support (‘job aids’) Build ‘soft skills’ AND Make th...
2,000 a year From all over the USA Very diverse (other than age) Motivated Don’t want to be lectured at Very tech savvy Th...
Conceive, design, develop, test and implement inside 5 months. A ‘Hard stop’ – classroom session booked – no ‘fudge factor...
Standardised global desktop Very high security settings ‘ No connectivity’ policy Delivered in external hotel resort User ...
“ XBOX look & feel” Use fictional characters to drive simulation flow with dialogue-based instruction, guidance and direct...
Multiple stakeholders and personalities Client needed heavy guidance – initial vision lacked clarity Design first, develop...
Compliance – technical content accuracy Branding – look & feel, text Formal alpha – testing by client’s L&D team Formal be...
Primary goal – enable quality performance improvements Formal learning assessment to L4 Kirkpatrick ROI analysis (Phillips...
Screen examples
Company overview <ul><li>People & organizational roles </li></ul><ul><li>Who needs to be involved & what do they do? </li>...
Company overview <ul><li>Where do you need to focus? </li></ul><ul><li>clear organizational objectives </li></ul><ul><li>c...
[1] Fail to recognize that a simulation/serious game is a complex  software  application. It is NOT ‘content’ strung toget...
[3] Fail to select (and keep to) an appropriate design/development  process Classic ‘waterfall’ vs ‘iterative’ - consider ...
[5] Have inadequate project  communication . ‘ Meet’ regularly - make everything available to people who need to see/input...
[7] Don’t establish change management protocols Variations to initial design (especially if in ‘waterfall’ mode) MAY have ...
Kevin Corti, CEO, PIXELearning [email_address] Company web:  www.pixelearning.com LinkedIn:  www.linkedin.com/in/kevincort...
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A N G I L S Symposium 001

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  • A N G I L S Symposium 001

    1. 1. Company overview Kevin Corti, PIXELearning Apply Group Symposium 31 st January 2008 Demystifying the design, development and deployment of large-scale, internet-based immersive learning simulations.
    2. 2. Company overview Session structure <ul><li>The Landscape </li></ul><ul><li>- organizational, designer & audience needs </li></ul><ul><li>Project walk through </li></ul><ul><li>stages, issues, challenges and process </li></ul><ul><li>Discussion points </li></ul><ul><li>Roles, time, costs, approach, pitfalls & risks </li></ul>
    3. 3. Company overview That word…’game’ Immersive Learning Sim vs Serious Game etc - What does the market think? “ A rose by any other name would still smell as sweet, but would a game by some other name sell to the executive suite?” - Jeff Johannigman
    4. 4. Company overview <ul><li>Organizational requirements </li></ul><ul><li>rapid implementation </li></ul><ul><li>cost effectiveness / cost reduction </li></ul><ul><li>performance, productivity & quality gains </li></ul>Quick, cheap and good – are these competing pressures? <ul><li>Yes….if you try to create a solution from scratch each time! </li></ul>The (ILS) landscape
    5. 5. Company overview <ul><li>E-Learning designer requirements </li></ul><ul><li>motivate / engage </li></ul><ul><li>higher level thinking/learning activity >> build skills </li></ul><ul><li>‘ game the skill’ – realistic yet safe environment </li></ul><ul><li>E-Learner requirements </li></ul><ul><li>be engaged / satisfaction / fun? </li></ul><ul><li>personal and vocational relevance – links to explicit desires/needs </li></ul><ul><li>task-based / problem-centric / ‘learning by doing’ </li></ul>The (ILS) landscape
    6. 6. <ul><li>Cost effectiveness (or cost reduction!) </li></ul><ul><li>Performance improvement </li></ul><ul><li>Productivity improvement </li></ul><ul><li>Quality gains </li></ul><ul><li>Develop realistic and measurable ROI argument </li></ul><ul><li>Establish clear processes for sign off and change controls </li></ul>Don’t try to sell ‘FUN’ to a C X O!
    7. 7. <ul><li>Client: </li></ul><ul><li>US-based ‘Big 4’ accountancy firm </li></ul><ul><li>Not first sim project </li></ul><ul><li>Ambitious goals </li></ul><ul><li>Large budget </li></ul><ul><li>Project timescale: 5 months </li></ul><ul><li>The client was already convinced that the transfer of skills can not take place without opportunities to practice in an authentic and immersive environment. </li></ul>ILS case study
    8. 8. Simulate job-specific processes Promote internal tools and sources of support (‘job aids’) Build ‘soft skills’ AND Make the learning experience relevant to the actual job function Reduce ‘time to competency’ Aid recruitment process The challenge
    9. 9. 2,000 a year From all over the USA Very diverse (other than age) Motivated Don’t want to be lectured at Very tech savvy The audience
    10. 10. Conceive, design, develop, test and implement inside 5 months. A ‘Hard stop’ – classroom session booked – no ‘fudge factor’ Ensure consistent learning experience for all Deliver explicit & measurable performance & quality gains Objectives
    11. 11. Standardised global desktop Very high security settings ‘ No connectivity’ policy Delivered in external hotel resort User environment
    12. 12. “ XBOX look & feel” Use fictional characters to drive simulation flow with dialogue-based instruction, guidance and directive feedback Embed fictional and instructional info in realistic context (e.g. emails) Mix simulation authenticity with game engagement qualities Design considerations
    13. 13. Multiple stakeholders and personalities Client needed heavy guidance – initial vision lacked clarity Design first, develop after (waterfall) – didn’t work! Many concept mock-ups & prototypes needed Iterative releases (weekly reviews) Development approach
    14. 14. Compliance – technical content accuracy Branding – look & feel, text Formal alpha – testing by client’s L&D team Formal beta – with detailed testing plan/dedicated testers Final release - intensive testing by client (usability, learning & technical) Observation of actual use for future updates “ Post mortem” Testing
    15. 15. Primary goal – enable quality performance improvements Formal learning assessment to L4 Kirkpatrick ROI analysis (Phillips) / organisational impact measurement “ Simulation bridges the gap between classroom training and actual job experience ” Very significant productivity gains Evaluation/assessment
    16. 16. Screen examples
    17. 17. Company overview <ul><li>People & organizational roles </li></ul><ul><li>Who needs to be involved & what do they do? </li></ul><ul><li>The importance of a ‘SME’ and a single ‘vision holder’ </li></ul><ul><li>Timescales & costs </li></ul><ul><li>Does Sim project mean long project? </li></ul><ul><li>Are sim projects ‘big budget’? </li></ul>Big issues
    18. 18. Company overview <ul><li>Where do you need to focus? </li></ul><ul><li>clear organizational objectives </li></ul><ul><li>clear learning objectives </li></ul><ul><li>know the IT environment </li></ul><ul><li>understand who will use it and how it will be used </li></ul><ul><li>establish solid working processes </li></ul><ul><li>Clarity of vision = effective design = effective implementation </li></ul>Getting it right
    19. 19. [1] Fail to recognize that a simulation/serious game is a complex software application. It is NOT ‘content’ strung together to form a linear course. [2] Fail to assess actual (as opposed to perceived) organisational needs at both strategic and operational levels. The ‘what, who, why, when & how’ enquiry process. Getting it wrong
    20. 20. [3] Fail to select (and keep to) an appropriate design/development process Classic ‘waterfall’ vs ‘iterative’ - consider how well requirement is pre-defined, time and budget availability. [4] Have too many voices / design by committee The contractor ideally needs a single client contact who has the authority to say yes or no. Implications are: delays, changes, cost and feature creep. Getting it wrong
    21. 21. [5] Have inadequate project communication . ‘ Meet’ regularly - make everything available to people who need to see/input/approve. [6] Don’t identify milestones & establish clear ‘sign off’ protocols e.g. Concept layouts - NFM – Alpha – Beta - FCR Getting it wrong
    22. 22. [7] Don’t establish change management protocols Variations to initial design (especially if in ‘waterfall’ mode) MAY have $ and time implications and MAY also effect effectiveness of final release. Needs to be approved by client single point of contact Getting it wrong
    23. 23. Kevin Corti, CEO, PIXELearning [email_address] Company web: www.pixelearning.com LinkedIn: www.linkedin.com/in/kevincorti Blog: http://theevilnumber27.wordpress.com Richard Naish, MD, Qi Concepts [email_address] Company web: www.qiconcepts.co.uk LinkedIn: www.linkedin.com/in/richardnaish +44 (0) 24 7623 6971

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