Our LMS....Don't Get Me Wrong About it.

So this was interesting.  Today someone at a partner organization contacted me to get my impressions of Moodle verses the system I am currently using.  Apparently some of my posts from months and actually years past may have given the impression that I completely dislike my LMS.  That is not true.  Who doesn't dislike there LMS a little.  However, overall it's not that bad.  Sure there are some things I would like to see differently on it.  An upgrade next week may do just that.  The meeting I have with the CEO of the company may bring along even greater changes.  I'm excited that he likes to get together at least once a year to discuss potential changes that we can make to the system.  How many LMS CEO's come to you, in person and ask "So what can we do better?"

So just to clarify some of my earlier postings, please ensure if you refer back to them, that you take the date of the posting into context.  This was a long journey for us and that was mostly because we started from the bare minimum to the elabourite system it is now.  Also, if anyone every wants more clarification about any point I've made about our LMS implementation, feel free to contact me directly and I will give you the honest truth.  I'll hold nothing back and let you know the good, bad and ugly of implementing an LMS and going from a paper world to an electronic one.

Here are some thoughts on my old postings (a letter to my CIO):
The blog indeed has been a place for me, personally, to capture, vent and share my experiences with an LMS and its implementation in general. A great deal of the items mentioned stem from the initial implementation of the system. As you know, when we first got on board with the system it was not even close to the system we have now.

The close working relationship I have had with the vendor, my tech support there and even the CEO is one of the strongest points for the system.  As for my blog, if one is to put in “LMS” to search for items that I have posted I am happy to make some clarifications.

• October 21, 2010 – is a about how I would have started implement the system and in fact start the entire project differently. This was a lessons learned post that other’s might find interesting if they were starting from where we started. This was more about getting staff on board and not the system itself.
• September 16, 2010 – Is about our core curriculum roll out and some of the issues regarding staff completion.
• August 31, 2010 – similar to above, including “After some time with the system now live and working more with the vendor most of these issues have now been resolved and any further issues seem to be more user error than anything.”

The next one is from 2009

• Dec. 10, 2009 – upgrade was install and some issues were present. My tech support and I have a perfect reporting system for this and I have actually shared this document with several other elearning professionals around North America. It is an Excel document, but the process works perfectly and any issues like these do get repaired quickly.
• Sept. 28, 2009 – about creating tutorials online (an info posting only)
• Sept. 23, 2009 – the launch of the LMS – this is more of a complaint by me that not as many people were as excited about the launch as I was….hence the later posting in Oct. 2010 of lessons learned.

Anything prior to this would be during the initial implementation where we were I was in fact working for months with the vendor to create the system that is seen today. A very different system then from back in 2007 when we first started this project.

If there are any other points within the blog that anyone would like clarification about, I am more than happy to expand on them and give a personal account.

Comments, feedback and discussions that I have had with other elearning professionals, using other LMS have enlightened me to know that no one system is perfect. Neither is any one vendor. My issues of the past, present and future with the system are not uncommon. The fact that I have a support team that will fix any issue in a timely manner, is willing to and implements suggestions for improvements virtually every time I give them, is a company and LMS that I am happy to back up.

A Few Lessons Learned from an LMS Implementation (or what I would do differently)

Well it's been a few months now since I rolled out our LMS at our organization and FORCED (at least that's what the staff think) the staff to complete 6 mandatory course.  I humbly admit that I failed in a few aspects of this roll out.  I wouldn't say my initial plan was at fault, more so my follow up when the masses did finally start to use the system.

One step I would do in another was would be to send more progress reports out weekly (for this initial launch) to the management team on how users are completing the mandatory course task.  [The system was live for 6 months with basic classroom registration, then 6 mandatory courses were launched hospital wide.]  Had they known more frequently the progress we may have had more compliance early on.  I think this would have eliminated some of the confusion and "broken-telephone" conversations about the material that spread throughout the organization.  I think it may have also eliminated much of the trouble shooting I had to do as everyone tried to login at once, however this did find some fatal flaws the system had as well.

I would also increase tutoring sessions (what we call "lunch and learns") to assist those new to this format of learning and would spread them out not only to occur at the start of the launch, but also in the middle of the "mandatory package" time frame.  Even more importantly having a few sessions at the end when everyone was scrambling to complete the courses.  It seems to completely slip my mind that the late adopters that would login and try to do the courses were also those that needed the most help in learning how to use and navigate the system.  

This was our first true year of having staff use the LMS for mandatory training.  The management team didn't start to make sure their staff had done the courses until after the 4 month deadline and once staff did start going in more frustrations from those that are less computer savvy emerged.  I had, at this point, moved on from the "implementation/orientation" phase of the LMS and had lost my own interest and sympathy in training staff that didn't bother to "come out" to learn about the new system during the initial rollout.  I'd advise others that are starting out in implementing their systems to prepare themselves that when they are keen to rollout the new system, it may be months before the staff of your organization is ready to listen to you.  Finding that enthusiasm in yourself (again) to go out there and be as energized, enthusiastic, and willing to show it off the system are as key the first day for the early adopters as it is when the others come to you knowing they too must figure out how to use the system.

Struggling in a Dept of One

I know after going to the eLearning Guild Annual Gathering last year and chatting with folks I met that there are so many of us that are little departments of only one or if you are lucky two people with in them. I find that I am constantly struggling day-by-day to get accomplished what I need to get done. Especially right now as we are looming closer to a date that we have targeted as launching our LMS. I have had little to no time to prepare even the basics that I need to in order for the pilot piece to take place.

I work within the Organization Development department of our hospital and there are 3 other staff members, but each person has their own area that they look after. There is a director, a manager, a consultant (working on culture implementation), and then there is myself. I'm the only one working on the LMS, elearning, development, implementation, training, demos, etc. I will have some SME's eventually, but it's going to take a while to get there.

I just more and more am feeling the stress of the other office duties creeping in and taking over my time that I would much rather be spending on our corporate elearning development. It's very difficult to express this frustration to management when they too are struggling coping with their work load. We all must pitch in daily to keep the office functioning and our customers feeling attended to properly.

I'm curious how others cope within their departments of one or two and if you have any great tips and tactics for getting by and managing it all.

LMS Update and How My Organization Has Adapted to Online Learning

Our LMS implementation has been painful. Our nurse educators are keen to get everything they have been doing in classes or have access to in PowerPoint up onto the system. Not the best idea. So I'm slowly taking a topic at a time (mostly what is being driven by Ministry mandatory training first) and creating courses. We rolled out the system with registrations to classroom based courses and are biggest promoter is our Health and Wellness classes (pilates, yoga, etc). That got many people use to using the system, learning how to find and register for a course. It also got me to learn new ways to manipulate the system to "advertise" or list the courses in a more attractive manner than the default settings allow.

The next large push that met much resistance happened this past summer. We rolled out our Core Curriculum modules. 6 modules that are time consuming and painfully detailed. With little time to create them, the online versions are not entirely better than the paper versions of these courses. However, some of the feedback regarding the new online courses has been very positive.

Having to do training online has been a large change for many of our staff. There have been complaints of computer to staff ratios. There is, and always seems to be the argument, do staff train on work time or on their own time. If it is mandatory it should be on work time, but budgets are tight and no one has money to do this arrangement. So time is an issue even when it is online and they can go in and out as often as they want. However, the more I spread this message the more staff like that idea.

Management was very keen on the idea that staff could no longer do one paper test and pass it to all their colleagues to copy and hand in. The fact that online training is individual, increased the accountability factor tenfold and that is an extremely positive thing.

We are only just looking into integrating some blended courses into our curriculum, but this will most likely come with leadership courses that we offer and perhaps unit orientations. We have not quite got to that stage although I have presented many ideas.

The stats that my LMS put out aren't the best at this point in time. An upgrade that as been promised from the vendor for quite some time. I'm crossing my fingers it comes soon. I do know that since we launched the annual mandatory 6 courses (WHMIS, Occupational Health and Safety, Infection Prevention and Control, Incident Reporting, Accessibility, Emergency Codes) that 1000 people have registered for at least 1 of the 6 courses and 700+ have completed them. Not super stats based on the paper version, but on the other hand I do know that all of these people that passed actually looked at the material this year and didn't just fill in the bubbles on the answer sheet.

Some problems that we had come up were that even though I had 3 or 4 sets of eyes look at the courses, some errors were still found. These were spelling, grammatical and the occasional wrong answer to a multiple choice question. When these errors were corrected and uploaded as new versions into the LMS, learners that had registered prior to the new upload seemed to have error messages occur.

Staff that needed to take a course more than once to make grade often didn't have a certificate of completion issued to them.

Some courses didn't track completion. Some frozen and after multiple attempts learners got too frustrated to continue.

Some courses wouldn't relaunch and resume where a learner left off.

After some time with the system now live and working more with the vendor most of these issues have now been resolved and any further issues seem to be more user error than anything. I was really hoping the launch would be more seamless and less painful for my users, but that was a bit of a dream looking back now. I should have known how it might roll out considering the implementation struggles I had.

I'm happy to see that people are using, most are keen too, and that their hasn't been a lot of negative feedback. I'm most excited when I have a late-career nurse call me, frustrated that they can't figure it out, and after a few minutes on the phone with them walking step-by-step through registration and course launch that they exclaim "wow, I really can do this."

eLearning & LMS Implementation Mentor Needed

Driving for 3 days at 8 hours at a shot gave me lots of time to think, ponder, and worry more and more about the LMS implementation that is a few weeks away. I reach out to my peers quite often through this and am so grateful for all the help I continue to receive. I know now I really need your assistance again or even a mentor that I can ask questions of and bounce ideas off as I move forward over the next few months.

I am a department of one and I am only a subsection of our Organization Development department. My project is of course then not the priority of the department, but one of several priorities (yes, an oxy-moron for sure). I made the mistake of looking a my email the last night of my vacation and that threw lots of questions and worry my way.

Please assist/answer any of these if you can either through this blog or through my direct email. Any advice is sincerely appreciated.

1) I have many depts in my organization that are all wanting to develop self-learning packages (everyone is sick of doing training for 2600 people 10 students at a time).

• Do I let them each develop their own training and leave it at that?
• Do I let them do the developing and then assist with giving suggestions where it can be improved?
• Do I develop guidelines/procedures that they have to follow when creating their own training packages? (Does anyone have an example?)
• I've had recent questions about getting Articulate. I know Articulate and Captivate each have their own merits. Wondering if someone that has used both can give me some background on their preference?
• Do I let them produce their packages in PowerPoint and then have them give the material to me to convert into elearning courses?

Any suggestions.......(whew)....I'm ready for vacation again and haven't even stepped foot back in the office yet.

Latest LMS Implementation Issue - External Access

So one (of the many) things to keep me awake at night right now, in regards to my LMS implementation is the whole issue around access. Currently our intranet is not accessible externally. Our LMS portal runs through our intranet.

Management and physicians have access to the network from home or external offices. The issue now is the 2600 other staff that don't. The several issues I have with this are how do we expect staff do complete mandatory education that will be provided as elearning packages if we 1) don't have enough computer stations for them to use, and 2) have limited amount of free time we can give them on the job to do the packages. The logical choice then appears to let them work on it at home through the elearning system.

Hense my dilemma.....that does not exist. Please tell me these issue begin to dwindle at some point.

E-Learning by Design, Not by Default (eLearning Guild Online Forum)

E-Learning by Design, Not by Default: An Overview for Setting your e-Learning Strategy - Clark Quinn, Ph.D. Quinnovation (blog)

Today the eLearning Guild began hosting another set of online forums. The opening session was by Clark Quinn of Quinnovation. I enjoy making notes in this "live blogging" manner so that I can refer back to them and I can share them a bit as a review of the presentations.

Clark's presentation was a great start to September's series of online forums. It was an extremely informative session for all levels of users of elearning design and development. He was wonderful at making sure all attendees' questions were addressed. I look forward to catching any presentations he may give in the future.

"We can no longer just learn everything we need at the beginning and hope that it will carry us through the rest of our career lives."

Problems group was facing with elearning:
multilinquistists
distance
resources
time
money
changing regulations
more simulations
competing with small organizations
internationalization
workers coming in with less skills then desired
retiring expertise
motivating learners
growing number of students
access for all learners

Is eLearning a solution or a distraction?
easy to try, but never the be all and end all of every thing

What do participants think eLearning is?
self paced, online
blogs, wikis, rss, courses, websites,
integration of technology into the learning/training process
web based
delivered over the internet/intranet

split between any learning over an electronic means and specifically training/course based

Elearning Myths
is a panacea
will go away soon
is about the technology
is about content
will replace training
is difficult and/or expensive (not with web 2.0 applications)
cheaper (no, used to sell it, but not cheaper - goal is to execute better for the same money)
only for the new generation (no)
if you build it, they will come
if you build it, they will learn (must lead to meaningful change and learning that works, is applied)

"It's not about learning it's about doing. Doing things better and more effectively."

Empowering the organization through information systems.

Trying to achieve:
Integration. Innovation. Execution. Efficiency. Effectiveness. Performance Support. Community.

Strategy:
Step 0:
Tech - hosted or web based conferences
Benefits - broad reach, low downtime, single investment into system
Costs - you tend to get low quality, increased maintenance

Step 1: Improved Instructional Design
Tech - LMS - for tracking, are we getting the ROI we expect (LMS tend to have all the money put into system and non left for content)
Benefits - getting learning that will motivate and involve learners
Costs - improve capabilities, gets over used, is very novice based

Step 2: Performance focus
Tech - portals of resources (policies, procedures, other info)
Benefits - better performance, supports more then novices
Costs - redundant development, hard to search/use (many different ways to search for info by all users)

Step 3: eCommunity
Tech - blogs, wikis, discussion boards, yellow pages
Benefits- supports top performers, captures hidden knowledge (experts can talk, share new knowledge, brainstorm, one level of education supports another)
Costs - needs support, hard to catalyze

Step 4: Greater integration
Tech - CMS (material from others), xml/dita (semantics and tags added to info)
Benefits - decrease overlap, efficiency, silos eliminated between user groups
Costs - organization tends to become coordinated

Step 5: Broader Distribution can be supported by step 4 - making learning mobile
Tech - devices (mobile, cell phones, pdas, etc), media tools
Benefits - trading bandwidth for convenience, listen while driving, learn while waiting, don't need large amounts of paper to take learning with you, Context sensitive - ie: fedex scanning a pkg before handing over,
Cost - redundancy can occur (low bandwidth, higher bandwidth), conversion costs for media

"if you're not measuring it, why use it" don't assume it's perfect from the beginning

Step 6: Performance Ecosystems - Suites of resources so that everyone can work to their best, single place to go for what you need
Tech - competency, content (description), roles (who you are and what you can have access to, or tasks you might handle)
Benefits - unified approach to everyone's efforts
Costs - linking systems throughout and organization as well as the organization

Words people were wondering definitions for:
web 2.0
SMS
ERP
LMS - learning management systems
CMS - content management systems
ILT - Instructor Based Training
WBT - Web based training
CBT - Classroom based training

Participants were 53% at level 0 and 30% level 1, a couple at level 2, 3 and 5

Essential eLearning Elements
-organizational implementation
-some project management to focus, keep scope, find resources, keep schedule
-enlightened Instructional Design
-performance focus (think of supporting full performance not just course content)
-flexibility (adapt to users, new technology)
-technology savvy (know what it is good for, get what you need but don't go overboard)
-good partners/advice (find people who can support your efforts)

Learning
1) present....apply...practice...reflect...present...appy...practice...reflect
2) reference framework...examples...space practice...job aids...communicaiton...reference framework...examples...space practice...job aid....communication

-spacing practice out will promote retention and understanding of material
-reference examples can become job aids that learners can take to the real application
-included self reflection tests for learners to decided if they are ready to move on

"You're not about training/learning, you're abut empowering performance."
"You're not about computers or web, you're about all technology."

Next steps:
-identify your needs as an ID and organization
-assess your readiness
-recruit needed capability
-scan for opportunities
-choose your priorities
-plan your implementation
-execute

My Breakfast Byte on LMS Pitfalls

I facilitated a Breakfast Byte session at the eLearing Guild Annual Gathering and wanted to capture the points I shared and those of the participants. It's a long list so be prepared and is not in any particular order. These are many of the questions I've had to answer as I've gone along trying to get my system up.

1. Get your hands on a demo or sandbox version. Make sure you get to play with the LMS before purchasing.
2. Don't be in a rush to find something and just get it implemented.
3. If possible check to see what system others in your industry are using.
4. Make sure your team of stakeholders knows what they are looking for and need prior to viewing the demo. Make sure they are as informed as you.
5. Set weekly progress meetings with your vendor.
6. Ensure each side of the implementation knows exactly what tasks are being accomplished by each side (you and your vendor)
7. Make sure your HR database of employees has all the data you really need to track and report on your staff. Older HR systems may not have everything you need.
8. Make sure your HR system can communicated with the LMS system.
9. Consider whether you need an LMS that can be accessed from home or is inside the company "walls" enough. Can the LMS handle external access?
10. Training, training, training. Make sure you as the Administrator get training from a Learner level, then an Instructor level, and finally the Administrator level. Know what each person will see and be able to access.
11. Don't get pressured by the vendor to launch before you are comfortable with the system and know it is up to your personal/dept standards of excellence. Credibility will be lost by you if you launch to early and have too many bugs.
12. Ensure the reporting is extremely robust, customizable, exportable.
13. Roles - most LMS seem to offer training broken into learning roles. Is this a method you can use to group training for staff? Is this something that fits with your corp's learning models.
14. How robust is the testing/quizzing of the system? Is it even built in? Does the LMS mark a pass/fail or can it track down to the question level?
15. Can you import courses that have been created elsewhere and track the results from participation?
16. How well does the vendor understand SCORM compliance? Can they explain it to you?
17. Can you import courses or does the vendor have to do this for you? Each course could cost more money.
18. How user friendly and easily navigational is the system for learners, instructors and administrators?
19. Can students be easily updated, added, maintained?
20. Can the system be changed easily to match your organization's needs/branding? Can you do this or does the vendor have to make these changes?
21. Can you group your courses into categories that make sense to your learners?
22. Do you have a checklist of all the components that you want to see in an LMS to match your vendor against?
23. Can the system create courses (some can and still call themselves an LMS and not an LCMS)? More importantly, if so how robust are they or do you need to think about looking into a 3rd party course creation tool.
24. What types of content can be imported? video, audio, ppt, doc, xls, pdf, swf, anything else?
25. Do you and your vendor have the same idea of how the system will initially roll out? 1 course or several, only registration or online courses as well? Make sure you are both clear on what "go live" means.
26. Do you have the most current version of the system or are updates being created as you are trying to implement your system?
27. How often will you get updates?
28. Do you offer classroom courses as well as online courses? If so how well does the system manage the classroom courses for you based on your current training methods.
29. Research lots of LMSs before even going to the RFP stage. You'll be able to eliminate those that don't meet your requirements before going to stakeholders for input.
30. Name your LMS - give it a name that will mean something to your employees and keep them coming back to the system to learn.
31. Take advice from the vendor on how to role out the pilot of the system, but stick to what you also know will work best for your organization. They may have the methodology, but you may know the sample size that works best for you.
32. Find an IT buddy. Someone that can help you out and translate the computer language talk that goes along with implementing a system and getting it to talk to your internal system.
33. Find an LMS mentor, someone that has implemented a system before. Even if they implemented a different product they'll be able to advise.
34. Not everything is going to work 100% from the very start, so take it easy on yourself. Don't expect it all to fall into place right away.
35. Figure out what LMS elements are most important to you and get them up and running for the pilot, then work from there on making it more and more robust.
36. Do you have a backup plan should another dept start thinking and shopping for their own LMS?
37. How responsive is the vendor to your inquiries, troubleshooting, etc
38. Is there a yearly licence or one time fee, or per user fee
39. How often are upgrades issued? Are they part of the fee?
40. How long does the pilot take? How long do they think it will be up and running based on past customers?
41. Does the system track external learning events?
42. Do other users have comments they can share from learners of the system? Learner feedback?
43. Can you send email notification to learners?
44. Can it be integrated with your particular online calendar system?
45. Can you assign course dates to learners or do they have to assign themselves?
46. Is there space on the dashboard for news, updates, info text, on homepage?****
47. Is it searchable? By course title or right into a course? Do you have to use it’s elearning building tool to make it searchable?
48. Can you administer hands-on practical tests?
49. Are evaluations for courses available?
50. Does it have discussion boards, wikis, etc? Are these important to you? Do you even need them?
51. Does it have other social networking tools?
52. What is built in and what has to be an add-in?
53. How robust is the support documentation for the user and for the learner?
54. Can you set up courses that online some staff can access and not others? - assigned to a role?
55. Go to the top if you have to? Maybe weekly conversation with your project lead, but monthly meeting with owner of company or sales rep to keep project on track.
56. Try to list all the steps you will need to cover to get the system going.
57. What for vendors/sales reps that bully and are they showing you the "real" system? Can you see a demo from an actual user with out the vendor present?
58. How secure is the data by the vendor - if hosted?
59. Be prepared to go over budget.
60. Find out one key contact (from the provider) for your implementation project so that you can maintain constant communication.
61. Can you get ROI reporting from the system?
62. Can you produce performance appraisals, career paths, development paths? Is this something you need as an organization?
63. You can "turn off" the elements of the LMS you don't need or won't use.

Listing the Steps of the LMS is Difficult

I'm working on my performance plan of the last year and I'm finding it surprising that the area that has occupied the most of my work life, the LMS implementation, is proving to be the most difficult to map out.

I'm having little difficulty in listing all the steps for issuing our core training packages. I very quickly mapped out the process I followed to host our annual spring gathering for all staff. I even was able to list a few other major projects, but the LMS.....wow that is much more difficult.

Now I must find out why that is proving so hard. My best guess is that is has been a real trial and error from day one. There has been gains and set backs since the beginning and set backs seem to last so long that you forget where you last left off. I'm at that point currently. I last had a meeting with one of my end users in November. Once we met again last week we had a difficult time in trying to remember what we had first discussed and agreed upon. Basically we had to start over. Relook at the issues we "thought" we had previously, were they still the same, and did we have new ideas which with to rectify.

Now that I'm being forced (almost against my will) to list out the steps I'v currently followed and those that I plan to follow I'm having some trouble working through them. For the most part I believe it is avoidance, but I would suggest at this point to others to document your steps as you meet/pass them. I have an email trail, but if I could do things differently this would be one item I would have done much more in depth from the start.

Feeling behind, overwhelmed, leading to discouragement - LMS blues

So I guess I have the LMS blues. I'm coming to what should be the final stretch of getting the LMS functioning. I should have access to a new version of the system. I should have several courses on it for users to try out. I should have our HR system talking to our Active Directory system, talking to the LMS and functioning. I should have a pilot group all set ready to give it all a try. I should feel like things are coming together.

BUT I DON'T.

I, like most of you, feel completely swamped by the every day tasks that come my way. The barrage of emails, the phone calls, and the drop-ins. They are all taking their toll and time away from me being able to concentrate on the tasks at hand. Getting the LMS running.

I'm in a bit of a panic there in that I'm not convinced the people that can (IT) have been able to get the HR system to have all the fields populated that should be populated so that we know who reports to whom instead of who gets paid by whom. Even if that is completed, I'm not sure our Active Directory is picking it up yet. However, as B.J. Schone has told me many times....always have an IT buddy and I think Ryan is mine. I gave him some blank discs today...he said he can get the AD up to speed in no time. So I hope it works, I just have no control or authority to say "make it happen".

As I said the drop-ins have been a bit overwhelming so I don't know if the new system is ready for me to try out or not. When I say new I mean a few tweaks here and there. But the vendor's idea of a pilot group and my idea are off by about 60 people. I don't want to test the system and see if it works and functions. It should upon purchase. I do want to have a small representation of various users give it a go and tell me if they can easily navigate and find what they need, register, take a course. If they can't then perhaps some tweaks, but more likely change the training to address the gap.

Finally the time line. According to the vendor I should have everything in place, oh let me see, yesterday. Doesn't work like that. Most of the elearning people I have connected with are departments of one. How many of us have time to concentrate on one thing either? Don't get me started if you are in health care. My colleagues here in Ontario would definitely know that most of us wear 2, 3, and sometimes 4 different hats. Each of those have their own priorities as well and let's not talk about where our bosses think our priorities should start.

Okay. I feel better, well at least feel it's off my chest. Thanks for the rant. I think I've covered a few concerns I hope you'll concern if you go through an implementation.

LMS Implentation Tips

It's a great feeling that after blogging for almost a year now, that I'm being requested to answer questions and give my opinion on various topics. I certainly am no expert in anything, but it is great to pass on experiences and opinions to others, as I have requested the same from many new colleagues I have met through blogging.

I had someone ask me yesterday about my LMS implantation and could I recommend anything after going through the "ordeal" (oh yes, people warned me, but would I listen...)

Some key primary things I wish I had known then:

• you want a very robust system to create content - interactive content
• content can be created and imported by a wide variety of tools (video, audio, PPT, Doc, xls, pdf, swf, basically anything you can think of and more)
• you want a very robust quiz/testing feature (multiple choice, yes/no, essay, matching games, etc, basically anything you can think of and more)
• reporting structure needs to be flexible so you can get the reports you want, but also have many already included, (by student, by course, by instructor, by date, etc)
• be able to import courses that are pre-purchased
• ability to import courses your self (not by the vendor - costs incurred each time)
• user friendly interface for instructors, administrators, and more importantly the students (staff)
• ability to easily interact with your staff database so that students can be created/updated/maintained easily
• easy ability to modify and change the system to suit your organization's needs (internally or by vendor)

My partner-in-crime here at work, Matt - in charge of the intranet side of this project, reminded me today of "How Projects Really Work". Make sure you take a look at this as most projects feel like this and true to form this currently represents our LMS implementation. Matt and I are determined to make it work, but we also would love to start over knowing what we know now. (I'm currently putting in a requisition for 2 super-hero capes....we'll need and deserve them by the end of it all).

Other posts from my LMS Journey:

Friday, September 7, 2007 LMS - I don't want to be Little Miss Should've
Monday, September 24, 2007 LMS Project....A Little More Progress
Tuesday, October 2, 2007 Creating a Nav Model with Mindomo - LMS Project continues
Thursday, October 4, 2007 Is your HR tracking prepared to take on your new LMS?
Tuesday, December 11, 2007 LMS Training Finally Here
Thursday, January 3, 2008 LMS - lingers on but isn't getting launched as hoped
Tuesday, January 22, 2008 Too many job roles is hindering the LMS launch
Friday, February 8, 2008 Looking for Types of Reports to Get From an LMS
Sunday, March 9, 2008 LMS still not up and going - but I have do have a new question?

Honoured by a reposting of "LMS Pitfalls" to Spanish site

I was honoured earlier this week by a fellow blogger requesting if he could re-post my post on LMS Pitfalls. Anthony Montalvo of Buenos Aires, Argentina pens the blog 34.35°S, 58.24°W - Navegando el aprendizaje 2.0.

I really agree with one the comments of his re-posted version and that is that many on the list should very much be part of our common sense when implementing an LMS. The reality though is that some of these we take for granted and just assume the system will work or function as we expect. What seems natural and second hand to you may not have crossed the LMS vendor's mind.

Anthony's blog includes other topics such as collaboration, implementation, Moodle, and answers to The Big Question among many other things. Take some time to stop by his blog to read and comment on a few posts. He does offer translation of his blog, so everyone is welcome.

Back to the grind stone, almost!

Well my first day back from vacation did not disappoint. I tried extremely hard while away to never think of work; I think I succeeded about 98% of the trip. I had planned to come back and even had blocked off 3 solid days to just click through every single screen of my LMS.

I'm now at the MAKE IT HAPPEN OR ELSE stage of the implementation project. Now realizing I have little choice (economically) for any change to a new system and now need to focus in on every detailed aspect of the system from both a user perspective and an administrative perspective. My goal is to create a list of everything I want to change and prioritize the changes needed with respect to being able to launch the LMS. Is the change a must have, nice to have, can make do with out if necessary? This list of changes will then be presented to the vendor along with my posse (the initial project lead, representative from purchasing - we're still in RPF, and perhaps my director) for discussion on whether any of the requests are possible.

At first I was getting responses from my vendor rep. "yes we can look into that", then it turned to "I'll see what the IT guy suggests", to finally "no". I didn't like the no's and so the new strategy of a list and meeting with the CEO of the company will be our next step. I believe most of my ideas won't require too much change, but I know this is the way every end user thinks.

So my first day back, as I said, was to be the launch of the great little new plan. Of course the "work gods" had different ideas for me and of course our Organization Chart needed to be produced instead. I'm not sure why suddenly so many people want this particular document. I'm also not sure why I'm the one creating it....oh yes, let's thank my former boss for that one (she's lucky I like her so much or I would track her down). One full day of work was all it took me to produce half of the chart. Yes one full day = half an org. chart. I'm hoping a have system down now and the second half will come more quickly so that I can move forward with my LMS must haves.

Great to be back.

Proving My Worth & Explaining Why I Need Less Interuptions

It's been almost 3 weeks since I returned from my vacation and the 3 solid days of LMS work I had scheduled for myself still has not occurred. It's amazing how many "this is number one" priorities come up in a single day. I came back to having to create org. charts, produce yet another paper version of curriculum, general document creation, meetings, budget concerns, binder stuffing, a/v equipment malfunctions, coordinating of orientation, and it goes on and on and on.

I am finally (I think) at almost a point where I can get back to "the number one priority" (for the moment) of going through the LMS step-by-step looking for bugs, issues, and general strangeness. However, there is another priority that I believe for a change may actually be something I should concentrate on first and stop looking at as an annoyance; My Performance Development Plan. Makes me shiver just to say the words.

I've never had to do one before...ever. However, my department is responsible for creating the document and is requiring the entire management team have them completed. So, as a FINE EXAMPLE, our department has been "strongly recommended" to complete ours as well. I am not a list person by any sense of the imagination and having to list out my priorities and objectives for the year is very painful. Listing further all the implementation steps is driving me to pull my hair out and my eyes to cross.

However.....

I now realize that my supervisors seem to have little understanding in how much is needed to be done to get the LMS working and continue to have it function. I've been working on it in bits and pieces now for such a long time that it seems to be one of those things that will never get done and therefore is moving lower on their priority list. This isn't true of others in the organization that are asking me where it stands and will it be ready soon. Yes and no....depending on if I get to actually concentrate more then 10 minutes at a time on the tasks needed for it to succeed.

I'm beginning to understand myself that I need to make my Performance Plan my first priority. This is not only because I have a meeting about it next week, but also because it will allow me to show clearly everything that I have done up until this point. More importantly it will help me to demonstrate all the tasks that will be needed to get the system functioning. I'm expecting that once they see how much is truly involved they will perhaps back off the "this is number one priority now" mentality and maybe even help me to protect my time from others in the organization as well.

I'll certainly post the results of my plan and meeting after they occur next week and hope that they are greatly positive.

LMS Project Finally Begins - Doc Management (Day 1 part 3)

The second set of meetings for the project centred around the component piece that will manage our policies and procedures. Currently we have approximately 5000+ pieces of paper (I think) that represent our P & P within the hospital.

This has little focus within my position (nor do I want it to) but I did want to sit on the meeting to see what our LMS vendor was going to do for us and how the new document management system will help our organization's processes.

The process for implementation of this system will begin with the importing of all the current documents we have. The plan is to use text recognition software to scan in and capture the policies and procedures. If that does not work someone will have to manually recreate them (NOT ME!).

The system, once we get using it and set up our lines of policy approval, will then track a new policy, procedure, form, or other document from Author, to a DMS (document management specialist), to several committees and their members for consultation, then different approving bodies for final publishing. Documents online will be the current version while printed copies will have water marks on them notifying the user that is it not a current/working version. The system will also notify users of up coming documents that are up for review.

We are greatly aspiring that this new tool will allow us to have only the most current of documentation "floating around", will essentially eliminate the "floating around" notion and there will be one central location to find the files, that anyone can access them at any time, and that new policies or procedures do not take months/years to get approved.

Once again it will be great to see how this truly works in action.

LMS - I don't want to be Little Miss Should've

"Okay, okay, okay...it's not all my fault Tony." --- I'd rather be Little Miss Splendid

Tony Karrer (eLearning Technology) posted today on his blog, 10 Gotcha's when implementing an LMS into your organization. Apparently after sharing my frustration yesterday, Tony helpped to point out that I may be experiencing #1 - Starting With an Unrealistic Expectation of What You Need, #4 - Failing to Identify Key Differentiating Use Cases, and #6 - Not Testing a LMS.

We've (my org.) have been trying to step into the LMS world since....uggg, my calendar says....2003. I'll start with Tony's #6 Gotcha. Yes, I'll admit to this one. No we didn't get hands on testing of anything and I think the reason we never asked was, we just wanted something anything, just give us the darn thing. 2003-2004 we had an IT Director that was keen on the whole project, got all the stake holders together and looked at one demo after another after another. He left, the project went stale, the money got filtered elsewhere and we lost the momentum. 2005 the new IT Director gets more push about an intranet....no...sorry....no funding, figure something else out. So, our make shift intranet is born. It's used. More and more department want a page/section on the site. Ah-ha, now he has some leverage to find funding and begin the ball rolling again. However, we are going to make sure we get an all in one package from someone that includes and intranet, doc management and LMS. After a billion more demos, some the same from the first round, we narrow it down to two vendors. I will share here as well that during one point of all this searching around there were issues with trying to make sure we were doing what other hospitals in the area/affiliates were doing. It would have helped with pricing, sharing, hosting, etc., but again we were sick of waiting and went and begun our own project. With the two vendors chosen, we invited every stakeholder we could think of (maybe too many) and armed with a series of must-haves we evaluated them again through demos (and referenced other hospitals using the products) and put it to a vote. Again, I'll add here.... we finally had the funding approved, we just wanted one, any one, get it going. So....no there was no hands on testing. (FAIL - perhaps, time will tell regarding our product and our satisfaction, but this was definitely an oversight.)

Gotcha #1...Unrealistic Expectation....okay maybe, this is a definite we'll see. I don't think we are aiming too high here. We know it's going to be a real challenge to get our staff to start using and embracing the system. I really would just love something that is going to track our staff education (outside the organization), something to help with booking the internal courses, and something to launch and better yet marked the annoying core curriculum (still marking the paper ones from June). (PASS - but barely, I think are expectations are okay, but listening and believing the implementation time line was very, very silly.)

Gotcha #4 - Failing to Identify Key Differentiating Use Cases...I'm going to admit here....I'm not sure what this one means. I'm going to need some help clarifying this mistake.

I will be very interested to see if any of the other Gotchas show up during this project. I'm keeping track now.

Organization Structure? We need that?

Once again the LMS haunts me night and day. I should have bought stocks in Advil. Looking back at the implementation process and how poorly it has progressed is very much due to the fact that we do not have an HR system that properly or even semi-adequately has any organizational structure.

Each staff member is only linked by the department budget that pays for them. It is entirely a payroll system and now that we are finally moving forward with the LMS and looking forward to online performance systems and talent management systems; my little "wait did you guys think about...." is rearing its ugly head again and again. We have no system currently that displays which staff report to which manager, manager to director, director to VP. This can be tracked through many different systems, but this is completely impractical for any other usage.

The task has been placed onto the shoulders of one of our IT staff and a person in HR. I'm crossing my fingers very tightly that they can solve this issue quickly and simply as I don't want to have to map how our 2600 employees report.

Where does the time go? Ever thought of tracking it?

I've convinced my Director that we need to dedicate some of my time to be more concentrated soley on the LMS implementation and development. Now that the big projects for the year have either happened or are well under way, my time now is a little more free for flexibility.

The question came up though, once we do decide how much time to dedicate, what do we take away to release some time. So I was asked, "What does my day consist of?" Ever try to answer a question like that when you have a job that would give most butterflies a nervous breakdown. My work day consists of 3 minutes on this task, 2 on this one, 10 on this one, 3 on this one....etc, etc, etc. I don't really remember ever in 8 years having a solid half day, let alone hour to work on something. It just never seems to be that way.

So today I found a simple online timer that I am using to track my tasks. I'm using Work Timer. It has the ability for me to create multiple projects and clock in and out for each of them. There is then an archive button that will record all the in's and out's for a day for the various projects. There is also a task's lists and Today's Projects functions as well. All items can have a cost per hour calculated for them as well.

Here's an example of a piece of my day:
Intranet maintenance -> 0:29:10
Helping with excel, -> 0:24:05
Misc Brenda help -> 0:14:09
Answering phone call -> 0:06:44
AV Trouble Shooting -> 0:02:19
Answering Emails -> 0:02:01
Misc. Walk Ins -> 0:01:16

It's a neat tool for a very nasty task - the dreaded time tracking.

Good Advice for Solving Problems

Lee Lefever posted a nice piece last night on their experience at Common Craft Show regarding producing their many fabulous videos on RSS, Social Bookmarking, and etc.

Some great advice that really struck for me when considering our upcoming LMS implementation was:

"If you're about to start something new, don't spend weeks trying to make the first attempt perfect. Get started as quickly as possible and learn as you go. Tinker, experiment and look for the big things you can tackle as you go. Solve problems when they need to be solved and you won't feel as overwhelmed by all the things that could be fixed."

I think I've been a little wound up thinking about getting the Cadillac version out there for our staff to really get excited about it, but at this point I need to realize that a Vespa will do. We have nothing right now so anything that gives staff easier access to course registration and material is going to be better.

Communication with your provider is the key

I called a meeting with our LMS provider on Friday. It felt as if we had come to a stand still again with the entire project. Some of that was on our part some on the part of the vendor.

Year end is never great time in any organization for true productivity. Top that off with our organization going through the Accreditation process. "Participating in accreditation demonstrates an organizations commitment to quality health care to its staff, patients, clients, and community. In the pursuit of excellence, thousands of health organizations voluntarily participate in Accreditation Canada's accreditation program each year." Getting down to serious LMS work really didn't fall high on my list of priority to-dos.

Once I had finished the majority of my accreditation tasks I got back into the fine details of the LMS. For a week (at least when I could) I looked at as many components of the system as I could. Looking for items I wanted changed, items I needed change, and components that just weren't functioning. Compiling a long list of these into a table, I sent them off to the vendor, our project lead, and our purchasing contract negotiator.

Our negotiator called a meeting with the vendor and to my surprise (and I use that loosely) I began to get a few more emails. Responded to my email queries were more timely. What had happened? We called. That's it.

Wrapping this little episode up....what I want to highlight again is the truly important need of communication from you to the vendor and from the vendor back to you. Both need to know where the other is in the the implementation process. I was being side tracked by other priorities, they were as well, but in doing so they have created some upgrades that I didn't know about and would have solved many sleepless nights and countless meetings I was having with my users. More regular discussions and open communication could bring your project to a conclusion much more quickly, with less complications and head aches.