Coordinating mLearning with print production

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Presentation given at mLearnCon 2011. Discusses Cambridge University Press experience in moving into iOS apps that coordinate with print textbooks.

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  • In-app and with-web analytics Put an email link in the app Lessons learned sessions are a PM best practice
  • Coordinating mLearning with print production

    1. 1. Coordinating mLearning with Print productionRod Gammon, Associate Manager, Digital PublishingSally Searby, Global Director, Digital
    2. 2. The story400+ year-old publisher embraces mLearning.•  What was easy?•  What was hard?•  What did we learn?
    3. 3. The easy part: Content•  Pool of trained Editors and Production staff•  Established processes for asset creation•  Established values in pedagogy, design•  Deep understanding of courses (content coordinated across many products)
    4. 4. 3 ways to leverage print to mLearning•  Adapt successful content•  Build assessment from reference•  Take the brand in new directions
    5. 5. Adapt successful content
    6. 6. Build assessment from reference
    7. 7. Go in new directions
    8. 8. The hard part: Business processes•  400+ years of how it s been done•  New media = Low sales forecast = Scarce resources•  Processes and staff ability developed on the fly•  New business models
    9. 9. Important things•  Get Digital involved early•  Constantly manage expectations•  Adjusting processes != chaos•  Learning requires conscious effort•  You will work outside the job description
    10. 10. Get Digital involved early•  Manuscript is the product database v.1.0•  Content matters, but so do features•  Marketing goals define the analytics campaign•  Asset organization matters –  Format –  Naming –  Development sequence•  Start with a detailed, agreed specification = $$, time saved
    11. 11. Constantly manage expectationsPrint staff are outside comfort zone. Offer: –  Training –  Communication –  Helpfulness and commiserationBut be firm: –  The specification is written because it matters –  Processes must serve development, not traditional publishing –  Change requests must be purposeful
    12. 12. Adjusting processes != chaosProcess changes are necessary for new products,but it takes organization outside of comfort zone. –  Document the changes –  Communicate the reasons –  Train the staff
    13. 13. Learning requires conscious effort•  Collect analytics•  Be available to customers•  Seek feedback internally•  Document as if it will be done again (it will) –  Issues –  Pended features –  How it was done –  How it works
    14. 14. You will work outside the job descriptionLaunching in iTunes required a software PM to do tasks usually assigned to: –  Legal –  Accounting –  Marketing –  Distribution
    15. 15. Print mLearningLong lifespan, high unit cost Brief lifespan, low unit cost = Publish perfect = Get it out and updateAssets similar to final product Assets are ingredientsPrint = Content + Layout Apps = Content + FeaturesStatic presentation Variable presentationWell-defined development Emerging developmentprocesses processes
    16. 16. 3 dimensions of project difficulty•  Cross-product design consistency•  Degree of interactivity•  Project management reliability –  Budget –  Schedule –  Change control
    17. 17. Useful services•  Test Flight: Goodbye UDID headaches•  Google Analytics: Tag ads with clear URL aliases•  Flurry Analytics: Like Google analytics in apps•  App Figures: Better reports than iTunes ConnectAll have a freemium tier.
    18. 18. Thank you.Roderick Gammon Sally Searbyrgammon@cambridge.org@rodgammon h"p://cambridgemobileapps.org   h"p://cambridge.org/us/esl  

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