The document outlines key steps for transitioning to a global learning management system. It recommends gaining executive buy-in, appointing a strong project owner, gathering requirements from a global team, documenting configurations, piloting the system, and implementing with ongoing communication. The summary focuses on high-level recommendations around executive support, requirements gathering, piloting, and communication throughout the multi-year transition process.

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

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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

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