Best Practices in Replacing your LMS: Building a Business Case for Replacement

TitleSubtitleName of Presenter

© 2014 Brandon Hall Group, Inc.

Best Practices in Replacing your LMS: Building a Business Case for ReplacementPresented By:

David Wentworth, Senior Learning Analyst, Brandon Hall GroupCharles DeNault, Senior Director, Product Marketing, Saba


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4©2014 Brandon Hall Group, Inc.

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HCM Excellence Conference 2015

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[email protected]@Saba.com

@DavidMWentworth@mathchuck

David WentworthCharles DeNault

David WentworthSenior AnalystBrandon Hall

Group

Charles DeNaultSenior Director

Product Marketing Saba

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AgendaBest Practices in Upgrading Learning Technologies:Reduce fear and create a strategy for success!

• Upgrade/Replacement Business Drivers

• Building the Business Case

• Overcoming Gun Shy! Selecting with Confidence

• Migration Framework

• Summarizing your Plan

Presenter

Presentation Notes

Best Practices in Upgrading Learning Technologies: Reduce fear and create a strategy for success! Your business needs are changing fast, and so are the demands placed on your current learning technology. Learning leaders must stay a step ahead of their business, but that can be difficult when dealing with antiquated technology and limited delivery options. Do you have that nagging awareness that it is time to switch your learning technology, but haven’t wanted to face the reality. Over 30% of organizations in a recent Brandon Hall survey had plans to replace their existing LMS solution. Most of them look forward to the transition with dread and concern. Can they make a solid business case for the change? Will the transition impact business processes or mission critical learning needs? Join Scot Lake Sr. Learning Analyst for Brandon Hall Group and Saba’s Naren Patil, Sr. Director of Product Marketing , as they share insights that can help reduce your fear of the change, and increase your odds of success. They’ll discuss best practices from 100’s of successful transitions, in creating a strategy for the upgrade, as well as tools and tricks for preparing your organization for a limited impact change. Key take always include: Insights on business strategies for change Best practices selecting for the future, not just today A technology migration framework, highlighting both the risks and rewards in the migration process Tips for preparing your organization and data for a straight-forward change Insights into managing expectations and change management goals Award winning case studies and practical steps to help you make a successful transition


Is your organization currently considering replacing your LMS?

The Evolving Learning Technology Landscape

BHG LMS Survey, 2012 N=347





47%53%

2012Yes No





47%53%

2012Yes No

48%52%

2013Yes No






46%54%

Single SystemYes No





46%54%

Single SystemYes No




52%48%

Multiple SystemsYes No


Complete “Unified” System

•Social learning•Networks•Media•Mobile•Search

•Onboarding•Leadership development•Workforce planning•Sourcing & Recruiting•Performance Support and Career Development

•Manage classrooms•Virtual classrooms•Manage competencies•Performance support•Certification management •Skill gap analysis •Content authoring •E-commerce

•Enrollment•Launch online courses•Testing•Track progress and completion

•Learning paths•Reporting

Learning (Core)

Learning (Robust)

CollaborationTalent

Talent Management

Reporting and Analytics


Poll Question

What is primarily driving the decision to change LMS platforms in your organization?1. Cost2. Outdated system3. Poor reporting4. Integration with other systems5. System is difficult to use6. Need social/mobile capabilities7. We are not considering change at this time8. Other


0%

5%

10%

15%

20%

25%

30%

Top 3 Reasons for Upgrading or Switching LMS'sOver 48% of BHG

surveyed organizations are looking to upgrade

and replace their current systems, up

from 33% in 2011


Other Reasons• Disparate systems

• New technologies

• Need single solution


New Drivers for Change

MobileSocial

8%Say social

features are one of their top 3 requirements

for a new system

12%Say mobile features are

one of their top 3 requirements

for a new system

11%Say social

features are one of their top 3 reasons for

switching

15%Say mobile features are

one of their top 3 reasons for

switching

Social


Building the Business Case for Change

• What business issues are not being solved with the current solution?• What challenges with the current system are affecting business

outcomes?• Identify key business issues that can be addressed by new LMS

solution. • Attempt to quantify the cost of the above and measure that against

the cost of making the switch.


1. Identify and consult business case stakeholders2. Analyze and document the business requirements3. Identify the key business drivers for implementing an LMS4. Identify possible risks5. Create a current state cost analysis6. Create a future cost analysis7. Identify the expected return on investment (ROI)8. Develop a clear recommendation9. Market and communicate the business case within your organization

Building the Business Case for Change

20


Poll Question

What is the main pushback you hear against making a switch?1. Lack of measureable benefits2. Too much invested in legacy systems3. New integrations perceived as too difficult4. Inability to demonstrate ROI5. Learner reluctance6. Other


Where to Start

22


Steps for Replacement

1. Create a short list of systems2. Develop a set of use cases3. Set up scripted demos4. Talk to current customers5. Write an RFP6. Evaluate the proposals


Lanxess LMS Evaluation Based on Catalogue and 4 Use Cases

Step 1 Step 2

Definition of catalogue criteria and 4 use cases

Provider demonstration of use cases and completion of questionnaire

Step 3

Evaluation of presentation and questionnaire

3.5 Months from Kickoff to Go Live!


Major Requirement Concerns

• Global requirements• System integration requirements• Configuration and customization requirements• Scalability (expansion of domains, audiences, and rules)• Unique internal and external audience needs

– Talent integration– Ecommerce– Certification– Mobile and social

• Support and partnership• End-user experience (admin, managers, learners)

Presenter

Presentation Notes

Global workforce Configurable Domains, Audience Types and configurable workflows Scalability Extended enterprise Mobile Social Integration of Central with LMS testing and assessment eCommerce Unified Profile Integration with TM



0%5%

10%15%20%25%30%35%40%

Top 3 Most Important New Requirements

WANTED!1. A system that’s easy to

use

2. More robust reporting features/analytics

3. Simpler integration with enterprise systems


Preparing for Success

Selection• Find business stakeholders• Identify strategy & business

drivers• Governance body for selection• Data management strategy • Change management strategy

Implementation• Partnership with solution provider• Training and planning sessions• Project management ownership• Implementation and maintenance

governance• Staged testing environments

(Development sites, Sandbox sites, Backups)

• Communications and Marketing


Vendor Relationships

• Migration Plan: One that fits the size, scale, and scope of your migration

• Project leads and managers with migration experience (not just implementation experience)

• Migration tools: Data mapping scripts and batching, Pre-built integration API’s, Development and testing sites

• Migration Resources: Scaled Training and Onboarding Programs, 24/7 Technical Support, Multi-language support,

• Migration Measurement: Tracking tools and statistics, Milestones, Services Agreements,


Building a Migration Framework


Migration FrameworkPlanning Areas Risks

1. System integrations – internal and external

Logins, system APIs, clean data, competing data structures

2. Structure and domain setup Multiple domains, multiple levels, multiple roles, multiple rules

3. Content & data transfer Data mapping, data cleaning, content ownership, content portability

4. Globalization setup Languages, financial data, government data regulations

5. Reporting & security Historical data, permissions, business dataintegration

6. Administration change Admin selections, training, communications

7. End-user change Access points, change management plan, support tools,

8. Stakeholder changes Governance model, business impact


LMS

Finance

Communications

Marketing

ERP

Intranet

CRM

YouTube

News

Facebook

TM

HRISSecurity

Security

Rules

Field Names

Security

Rules

Field Names

ProfilesSecurity

Rules

Field Names

Profiles

LOGIN

Content

Content

1. System Integration


System IntegrationKey Practices

1. Identify current and future system integration requirements.– ERP, HRIS, CRM, YouTube, Communication (Conferencing), Outlook, etc.

2. Understand vendors experience integrating with each of these elements.

3. Define what needs to be shared between systems (now and future)

4. Define how often shared items need to be updated.

5. Define the value of each connection (business goal for each connection).

6. Map table to table (where is the data held in each system), theory first.

7. Prioritize each connection and begin defining required (APIs, Scripts, Middle-data-warehouses).

1. System Integration


Strategic Consulting

Enterprise Integration

Single Sign On

Ease of Use

Process Optimization

Increase Sales and Improve

Service

Case Study, ToyotaPlanning, integration and ease of use lead to success

◼ 140,000 sales, engineers, and manufacturing employees

◼ Lack of integration negatively impacted learning objectives◼ HRIS – Workday

integration◼ SSO

◼ Saba Consulting helped with integration and training strategy

◼ Improved product launch, technical and fixed operation training

2. Structure and Domain


Audiences

• Internal Learners• External Learners• Super Administrators• Regional/BU Administrators• Help Desk• Governance Committee Members• Instructors• Content Authors• Content Owners

Who are they?

Where do they all sit?

What are their security needs?

Do they need more or less communication?



Structure and Domain SetupKey Practices

1. Identify all audiences and taxonomies.– Internal and external audiences

2. Identify what data you will need for each audience.

3. Identify where they fit in a hierarchy or group structure. Will they be in multiple groups and locations?

4. Identify taxonomy of groups and organizational structures.– Internal and external

5. Identify branding, sharing, and reporting needs, between groups & roles.

6. Map out multiple scenarios for multiple branding, sharing, and reporting needs (work with vendor to test and model these).



YUM! Brands: Supporting Multiple Brands & LanguagesDramatically accelerate deployment to support business expansion

• Single catalog• Portals for each brand• Reusable templates for localization

• 40,000 restaurants, adding 2000/yr• Millions of employees, completions• 2% Increase in hospitality scores


Taxonomy

Catalog

Curriculum

Learning Track/Certification

Course

Lesson

LearningElement

ClassCEO

SVP

Director

Manager

Director

Manager

SVP

Director

Manager Specialist

Group Role Experience Unit

3. Content & Data Transfers


1. Assess and map taxonomy for current content – Active Use, storage requirements, updates required, master locations, ownership

2. Assess and map taxonomy for current data– Active Use, storage requirements, updates required, master locations, ownership

3. Identify realistic content standards requirements– Scorm 1.2 vs. 2004, AICC?,

4. Work with IT on data standards5. Ensure the vendor understand both, and have people who can talk to

both needs6. Build or review data and content migration scripts, validation scripts, etc.7. Test, test, test 8. Double-check after transfers


Content & Data TransfersKey Practices

Presenter

Presentation Notes

SCORM 2004 introduced a complex idea called sequencing, which is a set of rules that specifies the order in which a learner may experience content objects. In simple terms, they constrain a learner to a fixed set of paths through the training material, permit the learner to "bookmark" their progress when taking breaks, and assure the acceptability of test scores achieved by the learner. The standard uses XML, and it is based on the results of work done by AICC, IMS Global, IEEE, and Ariadne. Contents [hide] AICC (2012 - CMI-5, will provide backward compatibility to both legacy specifications. (Aviation industry content standards) The International Federation for Learning, Education, and Training Systems Interoperability (LETSI) is an international nonprofit organization focused on enabling technical interoperability for computer-based learning, education, and training systems


AflacMoving to Cloud with Multiple Data and Content Transfer Needs

20,000 Users Legacy Sys.

Content and Transcripts

Add 20,000 Users

Validation Required

System Integrations

End-User Expectations

◼ Migrated and Validated◼ 40,000 Employees◼ Domains◼ Business Units◼ Classrooms◼ Courses◼ WBT Content◼ Certifications◼ Curricula◼ Communities



Global SetupKey Practices

1. Identify current and future regions of business. – Internal and external audiences

2. Work with HR community to regional government requirements.– European Union, German and France Works Councils, China Gov Requirements

3. Identify cultural considerations and setup questions for vendors.– Is the system setup for Arabic reading (right to left) or Asian characters, etc. – Accepted financial denominations, aggregation & valuation of those denominations– Regional content sites and data holding sites?

4. Work with Internal governing community to confirm global standards.– Will you try to meet everyone’s language preferences or pick 4 or 5 standards?– Will content, LMS shell, and support need to be offered in multi-languages?

5. Confirm and test all settings with global community.

4. Global Setup


Reporting & SecurityKey Practices

1. Identify current reports and use.2. Validate the relevance of these reports and their

continued value.3. Identify reporting gaps (business needs not being met).4. Assess new reporting capabilities and dashboards, for

their ability to address reporting gaps.5. Re-think security requirements versus security norms. 6. Identify opportunities for transparency and openness.7. Produce sample reports and verify format, layout,

location, schedule, and drill down requirements before final configurations.

8. Assess reporting value regularly.

5. Reporting and Security


Audience PreparationKey Practices

Administrators End-Users StakeholdersCommunication Plan Communication Plan Communication PlanLogin Review Login Review Login ReviewReporting Assessment Reporting Assessment Reporting AssessmentAssessing Use/Role Assessing Use Meeting ScheduleTraining Plan Training Plan Decision ScheduleSupport Plan Support Plan

6-8. Audience Preparation

A Change Management Strategy is a Strategy for Success!


Poll Question

What will be your biggest challenge in migrating systems?1. Integrations2. Structure and domain setup3. Content and data transfer4. Global setup5. Reporting and security analysis6. Audience preparation7. Other


Requirements We Hear from Our Customers

•Virtual classroom, testing & assessment, and content management• Social, mobile, and collaborationUnified Learning Suite

•Configurable domains, audience-types , and workflowsConfigurable business process & solution

•Pre-requisites, equivalency and CE credit, and automation•EU Right to Learn, eSignatures, audit trails

Advanced certification management & compliance

•eCommerce support: for-profit training•Configurable processesExtended enterprise support

•Anywhere and offline mobile access•Next-generation social learning

Social, Mobile & Collaborative

• Learner and Admin interfaces in multiple languages•Global support, platform and network

Global & Scalable capabilities


Summary and Wrap Up

• Ensure you have solid business drivers for your upgrade plans and strategies.

• Identify the most critical new requirements needed in your new platform, but also identify the items you are not willing to lose.

• Ensure your selection process is as diligent this time around as it was the first time around – think future.

• Ask all the right questions of your vendor.

• Create a migration framework specific to your organization.

• Factor in change management and marketing requirements

• Communicate your plans clearly and often


Questions?

[email protected]@Saba.com

@DavidMWentworth@MathChuck

David WentworthCharles DeNault

David WentworthSenior AnalystBrandon Hall

Group

Charles DeNaultSenior Director

Product Marketing Saba


47

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Category:	Technology
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