This document outlines plans for a pilot learning management system (LMS) project at a company to help advance its talent management strategies. The project aims to gain experience using an LMS, understand its impact, and prepare for enterprise-wide rollout. Key steps include designing and testing the LMS with pilot courses for 200 users, and evaluating results to decide next steps. Risks like unclear responsibilities and lack of user preparedness are identified. Change management is seen as critical, starting small and communicating the benefits of the LMS.

1. Towards integrated talent
management
LMS Readiness Stage

2. Agenda
• Introductions
• Drivers
• Where we aim to be 5 years from today
• Lego land (building blocks –approach)
• Roadmap (maturity model)
• The players (Atrivision - HRD-MIG-Coms-ICT)
• Stage 1: readiness project
• Approval & signatures

3. Drivers
Today
• Ambitious business plan
• Mission oriented in need of
strong values embedded into
personnel
• Rapid growth
• High recruitment rate
• ………………….
Tomorrow
• Need for enhancing
alignment of learning strategy
with business strategies and
performance objectives
• Learning culture needs to be
reinforced
• Significant improvement of
the existing competency
framework and curricula
• ………………………….

4. Five years from now…
Our house of learning
Learning
concept
strategic
Organization
Development
(change)
Subject Matter
Expertise & Skills
(going concern)
Personal Skills
Jobs, roles, competencies
tactical
planning & logistics
operationallearning management system
administration & management info

5. Building Blocks
Optimized
workforce
Integrated
performance
Competency driven
Managed learning
Ad Hoc
Content
Management
Program Strategy
& Design
LMS
Content
Management
Collaboration
Program Strategy
& Design
Change
Leadership
Testing &
Assessment
LMS
Content
Management
Collaboration
Program Strategy
& Design
Change
Leadership
Testing &
Assessment
Competency
Management
LMS
Content
Management
Knowledge
Management
Collaboration
Program Strategy
& Design
Change
Leadership
Testing &
Assessment
Competency
Management
Performance
Management
LMS
Content
Management
Knowledge
Management
Collaboration
Program Strategy
& Design
Change
Leadership
Testing &
Assessment
Competency
Management
Performance
Management
LMS
Visibility and Control
Cost Avoidance
Proficiency
Competitiveness
Shareholder value
Level 5
Level 4
Level 3
Level 2
Level 1
Not happeningFully Engaged Partially EngagedProject Scope

6. Mobilisation Transition Transformation
• Validate concept &
value
• Validate & adjust
processes
• Define service
management
framework
PoC
• 2 blended courses
for approx 200
users
• Introduce Learning
Management
• Pilot Learning
Services
• Gain Experience
Pilot
• Hosted LMS
• Learning Services
Framework
• Learning
Operational
Framework
• Validated & refined
CLS
• Learning
Programme Plan
Deliverables
01/04/08 01/05/09 01/05/10 01/05/12
•People and
communicati
ons
•Knowledge
transfer
•Service
delivery
infrastructure
•Service
Management
Framework
•Contract and
financial
management
•Technology
and work
environment
Focus
•Installed LMS
behind firewall
•Interoperability
with e-Synergy
and Navision
•Learning
Services &
Content Center
•General Skills
Curricula
•Core BU
Professional
Skills curricula
•Draft
Competence
framework
Deliverables
•Project
Management
•HR
Architecture
agreed and
documented
(process,
roles,
interactions)
•All HR IT
Applications
implemented
where
appropriate
•Technical
Architecture
and systems
environments
established
•Change and
communicati
ons managed
within the
CAP©
framework
•HR Sourcing
project and
establishmen
t of Suppliers
& Vendors
services
Focus
01/09/08
Hosted LMS Pilot Start
Focus
Operation
•Service
Delivery
•Operational
Excellence

7. LMS Readiness Stage
Proposed Project Plan

8. An LMS is about
• A first step in implementing a long term HR
vision
• Access to both central and decentral course
offerings
• Management information about the uptake
and cost of training
• Sharper purchasing contracts
• Running efficient learning processes

9. Project objective
Piloting the use of an LMS:
• Gain experience using the LMS
• Understand the impact on the organization
• Prepare a smart program plan for enterprise
wide implementation

10. Success is:
• The LMS supports Econcern’s learning
processes efficiently
• Both the back office and the employees
understand the functionality of the LMS and
are able to work with it
• Need identified to extent the course catalog,
the user group and the functionality of the
LMS

11. High Level Schedule
September October November December January February March
Design
Realisa-
tion
Test &
Imple
menta
tion
Live – Pilot Courses
Implementation
Plan
Go/No go
descision

12. Risks
• Responsibilities not clearly defined
• Lack of consensus about preferred configuration of the
LMS and the learning processes
• Back office not fully prepared at live date
• Employees not supported optimally because of lack of
knowledge and experience in the back office
• Changes in the preferred design and scope of the
project, causing delay in project delivery.
• Rebranding of Econcern coincides with the LMS project
(risk or opportunity to launch properly?)

13. Change Management
Key to a successful implementation is the
embedding in the organization. This requires:
• Start small, plan developing steps carefully
• Meaningful evaluation of the readiness stage
• Communication to stakeholders and the
business
• Powerful learning programs
• Back office training