#ASTD 2014: A Mix of Old and New

Embracing my new association.

Even as I was making my way up the escalator to Hall D in the Washington Convention Center on Tuesday to hear Tony Bingham deliver the Big Announcement, I had already decided that the theme for this blog post to summarize my experience at ASTD's 2014 International Conference and Exposition (ICE) was going to be: a mix of the old and new.  Tony himself had started me on this path with his introductory remarks about change before yielding the stage to Arianna Huffington for a poignant, humorous, and inspiring keynote address derived from her new book, Thrive. "Change is important," he said.  "L&D professionals must get more involved in change management."  He was setting the stage not just for Ms. Huffington, but also for the announcement he would deliver at the end of the second day.

Change would be a recurring theme throughout the conference.  We heard it in the excerpts from Thrive as we were asked to focus on well-being, wisdom, and wonder to prepare ourselves for success. We heard it again in Tuesday's keynote address from General Stan McChrystal.  He expressed it as "the need to adapt" which he clearly illustrated using examples such as the Jet Blue crew landing their plane safely in the Hudson River, and the completion of the raid on Osama Bin Laden's compound by the Navy Seals, even after one of their helicopters crash landed at the beginning of the mission.

Change links the old and the new.  If we do it right, we discard tools and behaviors we no longer need, in favor of new ones.  But we also carry forward experiences and wisdom that can still serve us well in the future we are trying to create.   So here are examples of the juxtapositions of old and new I experienced during this year's conference:

• I stopped by Ken Blanchard's booth in the Expo Hall on Tuesday.  It was his 75th birthday.  He was surrounded by many of the books he has published over the years.  They are those short, easy-to-read type books that seem commonplace nowadays.  But those of us from my generation remember them as groundbreaking alternatives to the large textbook-like business books of the time. It is the same way the session leaders at ICE were advocating the idea of short learning bursts as opposed to full-blown courses today.

   
• I attended a session on Designing Learning for a Global Audience.  Alongside new information about addressing language and cultural differences, the session leaders were presenting design principles from Clark & Mayer's e-Learning and the Science of Instruction (and I'm not entirely sure they knew that!)
   
• In another session I attended on Social Learning, I heard ideas presented that came right out of Gloria Gery's Electronic Performance Support presented while Jane Hart's Comet's Tail of Workplace Learning Trends was being shown on the screen.
   
• On my trip home from the conference, I posted a tweet to illustrate what I had learned in Jane Bozarth's  Show Your Work session.  Jane's recent and current work inspires me to think creatively about learning.  My tweet was favorited by the Bob Pike Group.  Bob's Creative Training Techniques course and handbook provided similar inspiration to me as a new trainer early in my career.

• Finally, in announcing that ASTD is changing its name to the Association for Talent Development, Tony Bingham talked about "where we've been" and "where we're going." That was clearly illustrated when we arrived at the conference center Wednesday morning to see all of the old ASTD banners and marketing collateral had already been replaced with new ATD branded material.

As I stated earlier, if we go about change the right way, we bring a mix of old and new with us as we move forward.  For me, I find it easy to identify with being part of ATD.  The new name encompasses the work that I've done so far in my career and it embraces the wider possibilities of supporting global audiences with a broader range of services.  I think I can live with that.

Three Angles of Approach for Instructional Design Reviews

In a world where most e-learning development is rapid e-learning development, one of the design process elements that could be easily overlooked is the design review. Instructional Designers and Course Developers who are challenged with getting new modules out the door as quickly as possible to meet a business need may be tempted to skip design reviews as they try to crunch their project timelines down by a few days. But this is a risky proposition. Experience shows that the chances the developer got everything right the first time are slim to none. Skipping design reviews might seem like a great way to save time, but pushing modules out without them may diminish learning and create rework.

Design reviews don’t have to cause project delays if they are planned properly. Anyone who is working to develop a course against a tight deadline will have a pretty good handle on what is going to be done by when. The key is to use this information to schedule design reviews as early on as possible. This will lock in the reviewers and also create additional incentives to keep the project on track. Don’t worry about unforeseen circumstances that might jeopardize readiness by the review date. Put a stake in the ground! The worst that could happen is that the review meetings will need to be postponed and rescheduled.

The bigger issue is: who needs to be involved in the design reviews? Ideally, as few people as possible but reviewers have to be able to cover all the necessary angles. There are three key ones to consider:

Content – Subject matter experts should weigh in on whether or not the content covered in the module is accurate. Since most instructional designers will work with subject matter experts while developing a course, this should be the easiest reviewer to secure.

Learners - Even if the content is accurate, it may not necessarily be relevant. A learning partner who is familiar with the target audience can help by answering questions such as: Is there content missing that the audience might need? Is there content included that could be dropped? Is the module coming across in a way that is clear and motivating to the target audience? Getting questions like these answered during the review process will help pilot tests go more smoothly.

Learning – There is more to learning than just communicating content. The module has to be instructionally sound. A peer review by another instructional designer will ensure the objectives are being met and the learning activities lead to intended outcomes.

And of course, any additional set of eyes is helpful for catching errors, typos or technical glitches.

Branding Learning vs. Learning Brand

Over the last few months as we have been developing processes for our company’s newly formed Learning Shared Services, we have had many discussions about branding and brands. We have pulled together workplace learning professionals from at least ten separate training departments that were operating independently within the company to create our Shared Services group. As you can imagine, we have quite a hodgepodge of looks, feels, and approaches to providing learning services to reconcile into something that can effectively serve the enterprise both globally and locally.


The team that I assembled to work on our project management and course development processes has had much dialog and debate around branding and brands. One of the first things we needed to do was to draw a distinction between the two - so we could define both for our needs - before we could move forward.

Branding Learning - We agreed that how we are Branding Learning is reflected in the look and feel of the learning materials we produce for Instructor-led, virtual classroom, and e-learning programs. It includes design and placement of logos, color schemes and the like on our materials and program communications. It is a subset of our Learning Brand. To address our branding issues, we took two immediate steps:

(1) Neutralize all old program branding in favor of common company branding guidelines, color schemes, fonts, etc.

(2) Develop a new “family of skins” for our e-learning programs and a standardized approach to creating instructor guides and participant materials for instructor-led training. (Note: special thanks to the elearning brothers for helping us to create the new skins.)

Learning Brand - Our Learning Brand is reflected in the image created by the experiences our learners and business partners have when they interact with us through classes, projects, portals and any virtually any place in which we have a presence. There are three things we need to work on to ensure the brand image we project, is the one we intend:

(1) Brand Alignment – We need to ensure that our brand is aligned with business expectations. Some questions we need to answer for ourselves are: What do our business partners look to us for? What do we contribute to the business? How do we impact business results such as growth and profitability?

(2) Brand Presence – We need to market our services and be visible when and where the business expects to find us. Some considerations here include: What channels are our learner and business partners most likely to use to engage our services? Do our marketing messages convey competence, relevance and credibility as a learning partner? Are our messages and offerings in synch with business needs? Is our branding consistent in all places in which the business will encounter us?

(3) Brand Experience – We need to match the expectations created by our marketing in the delivery of our services. Considerations here include: Are we consistent in our offerings? Do our learners get what they expect out of our classes and services? Do our services meet their needs? Are our e-learning programs consistent in quality, usability, and results achieved? Do we live up to “the deal” when learners attend our instructor-led or virtual classroom programs?

Whether you are operating on a local or enterprise level, these considerations are important to ensure alignment and the right positioning to support your business’s needs.

Two Years and Still Growing

Today is the second anniversary of the launch of Many Ways to Learn. I never thought there would be much interest in a blog about workplace learning, but here we are two years later. When I talk about my work among friends and family, everyone runs the other way. But this blog does have a modest following, and the connections I’ve made through it have been enriching both personally and professionally. Feedback indicates people are gaining something by reading it, which makes it worthwhile to continue.


Two years ago, I started writing this blog as part of a personal experiment. I was not using social media tools at all. As a learning professional, I felt it was important to understand these tools. I wanted to see if they held any promise for use alongside our formal learning offerings. I didn’t expect they would, but I was wrong. They certainly proved to hold promise. I slowly began to introduce them to my team members. I have a creative bunch so I wanted to see what ideas and suggestions they might come up with for usage in service to our learners. At the time, terms like informal learning, social learning, personal knowledge management, and content curator were not part of our day-to-day working vocabulary. I’m happy to say they are today. In November 2009 I really began seeing the possibilities. I wrote this blog entry: Web 2.0 Learning Shift to describe what I saw happening. Since then we have implemented a number of non-traditional learning solutions at my company to give our learners alternatives to classroom training or self-paced e-learning. Do we have all our learning opportunities embedded directly in the workstream? No, we don’t. Do we have more learning opportunities in the workstream than we did two years ago? I am proud to say yes, we do.

Here are a few more YES/NO situations to describe the current state of learning at my company.

YES – people are having workplace discussions and sharing resources though social media.

NO – not everyone in the company is on board.

YES – we have a formal social media policy.

NO – we don’t block people from using twitter or facebook at work.

YES - we do have our own internal social media network (through Yammer) available to employees worldwide.

NO – our senior leaders are not all active in our social media network.

YES - we do have online discussion groups and virtual meet-ups to promote learning.

NO - we can't measure what people are learning through these groups, but their discoveries are evident.
YES – we are conducting classes virtually.

NO – we are not using virtual reality tools like Second Life.

YES - our virtual classes are interactive discussions.

NO - our virtual classes are not passive PowerPoint webinars.

YES – we do have wiki-based tools and activities that allow learners to build off each other’s ideas.

NO – we don’t have control over what people post or the edits they make – but it has not been a problem.

YES – we have created learning environments in SharePoint to help our employees manage their learning experiences.

NO – they don’t all take to SharePoint like a duck takes to water.

YES – we do offer just-in-time access to workplace answers through our knowledge management system.

NO – we have not retired our learning management system.

YES – our employees are accessing (some) audio and video content through mobile devices.

NO – the mobile content does not mainly originate from the learning department.

YES – we do capture and share best practices through social media tools.

NO – our social media tools are not the most commonly used means of sharing best practices.

YES – we have increased our employees’ ability to learn through informal means.

NO – we haven’t stop designing and delivering Instructor-led classroom training.

YES – we develop a lot of rapid e-learning programs.

NO – our e-learning programs are not all award winners, but they don’t have to be to be effective.

The last two years have certainly been interesting. They have shown me there are indeed Many Ways to Learn. Through writing this blog and interacting with readers, I’ve discovered a lot and grown quite a bit as a learning professional. I’ve used what I have learned to help my department evolve and to help employees in my company be successful. I also hope this blog has led others to make a few discoveries. Thanks for reading.

Inspired by the Lectora End-to-end eLearning Solution

This week two of my team members and I attended the Lectora User’s Conference in Cincinnati. (Lectora is an elearning development tool from Trivantis.) It has been a few years since I last attended this conference. It has certainly grown. There was double the number of attendees at this year’s event, which was a bit surprising. The last Lectora conference I attended was held in Las Vegas, a place that certainly offers more to do in the off hours. But it was the tool, not the location that compelled me to return to this event. Before the end of 2010, I purchased a few licenses for Trivantis’s then new release: Lectora Inspire. The Inspire version of Lectora improved on what was already a great tool for authoring elearning by including the ability to launch and use flypaper, Camtasia and Snagit right from inside the software. My team members and I wanted to attend this conference to get ideas from both the folks at Trivantis and the other conference-goers, on how to take advantage of these great new capabilities. We got that and much, much more.

The Trivantis team put together a terrific event that included captivating keynote addresses from Elliott Masie, on key learning trends, and Tim Ferguson, CIO at Northern Kentucky University, on the explosion of mobile learning. Each day, these were followed by practical, informative sessions and workshops on how to use the new tools built into Lectora Inspire.

But the biggest news from the conference was the four announcements from Trivantis:

1. They’ve entered into an agreement to acquire flypaper, a tool that allows you to add interactivity to your courses by creating flash animations and effects simply, without having to be a flash developer.  This should lead to even more capabilities in future versions of the Lectora tool.
2. They introduced Snap! by Lectora, a PowerPoint-to-elearning tool to serve the same needs as Articulate and Adobe Presenter at the low cost of $99.  From the looks of it in the demonstration, they are going to give the other guys a run for their money.
3. They launched WeLearn, a new social eLearning network. They tried something similar a few years ago, but didn’t get much traction with it. WeLearn is a retooled approach that is currently in Beta.
4. They introduced CourseMill Express, a lower end version of their CourseMill Learning Management System that should be helpful for small businesses that don’t have the funds to invest in a full-blown LMS.

All-in-all, this was quite an event. It gives someone like me, who leads an enterprise team of instructional designers and course developers, a lot to think about. The Lectora line up now creates a strong end-to-end solution with Snap! at one end and Inspire (including flypaper, Snag-it and Camtasia) at the other. I could outfit my team members with the tools they need based on their level, but have them all working across the same platform.

Note:  To read messages from the conference-goers on twitter, search on #2011LUC. 

Instructional Design is Not Dying

Instructional Design has been on mind lately. Having just finished reflecting on my first year experiences as a blogger and as a member of the web 2.0 learning community, I realize that a lot of my focus over the last year has been on informal learning topics. I started this blog as a way to explore web 2.0 tools, partly to educate myself, and partly to contribute and share what I could with others about my experiences as I attempt to integrate these technologies into workplace learning. This got me thinking about how little of my explorations have been focused on instructional design for formal learning. Then I read this blog post Is Instructional Design Dying? over at the eLearning Authority this morning which compelled me to write this tonight.

I’ve been working in learning & development roles for a number of years. First and foremost I consider myself to be an instructional designer. And while I admit that I no longer spend as much of my time involved in rigorous design these days, it informs everything that I do. Yes, we are in the non-linear age of elearning programs and informal learning but does that mean we should abandon systems thinking? Just because we develop elearning rapidly, it doesn’t mean we have to do it poorly. Don’t we still need to analyze tasks and learner behavior to know what needs to go into a rapid elearning course? And even though we may not be able to prescribe the path our learners take as they pursue their learning goals through informal means, can’t we still be thoughtful and creative about what we place in their path?

Like many who are using rapid elearning tools today, early in my career my approach to instructional design was based on intuition. Trial and error was my course development process. I remember my excitement when I first encountered the Dick & Carey model. It allowed me to be more deliberate in my approach to design and my results were consistently better.

Some people criticize the Dick & Carey model for being too rigid and inflexible for learning in today’s world. To those people I would say, “It’s a model.” It is a representation of our reality, but it is not our reality. It is up to us as learning professionals to bring insight, flexibility, and creativity to the design process.

A few years ago, I gave away my copy of The Systematic Design of Instruction - a great reference book on how to apply the Dick & Carey model - to a new staff member in my department who was just beginning her career as a course developer. Earlier this year, I bought a new copy for myself because even though things are changing, it is still important to my work.  But if I come across another enthusiastic novice course developer, I just might give this copy away too.

This Week at the Technology Assisted Learning Conference...

I spent the first half of this week in Chicago at Corporate University's Technology Assisted Learning Conference.  The conference was small, but impactful.  It provided a nice mix of presentations by industry thought leaders pointing out near-horizon future directions, and case examples from practitioners who are making good use of currently available technologies for their learners today.  As an added benefit, the conference was co-located with Social Media for Recruitment. Both conferences' schedules were aligned to allow for networking.   And although the conference was small, it did attract a wide range of attendees, including participants from a variety of industries (Finance, Real Estate, Technology) and geographies (Saudi Arabia, The Netherlands).  I was proud to be listed among a great group of speakers that included Allison Rossett, Tony O'Driscoll, and Charles Beckham each of whom delivered presentations that lived up to expectations to be the highlights of the event.

Dr. Rossett started things off with a keynote address on creating engaging elearning.  She shared practical advice organized into a list of "5 Essentials" which I summarized in my notes as:  The Right Stuff (relevant content), Guidance (providing certainty through clear navigation and instructions), Active (setting the level of challenge in the zone of proximal development), Relationships and Connectivity (capturing the power of the social experience), and There When Needed (clear, accessible, nothing unrelated).  Shortly afterwards, Tony O'Driscoll took the podium to bring us all into the immersive world of Learning in 3D as described in the book he co-authored with Karl Kapp (who's pre-conference workshop I unfortunately missed.)  Towards the end of the day Charles Beckham walked us through applications for the new social learning community platform, Jambok.

These were the expected highlights of the event.   However, sandwiched in and around these presentations were case studies highlighting technology applications in learning from a variety of companies.  I got to kick things off in the opening slot on day two with a case on our virtual approach to onboarding.  It was such a pleasure to be able to share the work we are doing with others in the learning community.  With that out of the way, I enjoyed presentations highlighting practices at The Nielsen Company (global learning community of practice), Harley Davidson (global elearning translation and deployment - and very high on the cool factor), excellRx, Inc. (using avatars - without making them too creepy!), AIMCO (creating cheap, effective, viral video) and others.

All in all, it was a blast.  This was Corporate University's first Technology Assisted Learning Conference.  I have a feeling it is an event that will grow in popularity over time.

Exploring the Elements of Online Communication

Although we are all connecting with each other online through one medium or another, there is really a small, finite set of content elements that make up the core of what we communicate.  Over at his excellent blog Clive on Learning, Clive Sheperd writes that "all online communication, whether that’s published content, live online events or social media, make use of the same key media elements: text, audio, images, animation and video."  He has put together an e-book of some of his blog posts that cover these media elements to help e-learning designers, virtual classroom facilitators, and online communicators in general to know how and when to use each of these elements to construct effective online communication.

For each element he describes what it is good for, what it is not so good for, how it should be optimized for online delivery, how it combines with the other elements, and how it is represented online.

It makes a handy little reference tool.  And if you are not into e-books, don't worry.  He has assembled the original blog posts with links on a single page so you can access the information that way as well.

Follow the link to Clive's blog below to check it out:

Clive on Learning: Media Chemistry – exploring the elements of online communication

New Skills for Instructional Designers

The annual Learning Solutions 2010 Conference put on by Learning Solutions Magazine and the eLearning Guild was held this week in Orlando.   Think of it as sort of a "spring break for elearning geeks."  Unfortunately it was not in the cards for me to attend.   But no matter; in this age of social media, it is pretty easy to pick up the highlights of an event through twitter, YouTube, SlideShare, etc.  So the only thing you really miss is the opportunity to say hello to friends that you haven't seen in a while, or colleagues that you have only met on line.

One of the sessions that caught my attention was titled New Skills for Instructional Designers presented by Cammy Bean, Koreen Olbrish, and Ellen Wagner.  They introduced a fresh take on the skills used by instructional designers depicted in the four-quadrant diagram above.  It incorporates Learning & Performance, Creativity, Technology, and Business Insight to describe the role.  Essentially, their message is "to be an instructional design professional, you need to attend to all four quadrants."

I was able to piece together a few items related to their presentation:

Here is a description of the four quadrants, courtesy of Claudine Caro's blog:

I = Learning, Pedagogy & Assessment

• Adult learning theory
• Instructional Design theory
• Assessment and quizzes
• Curriculum Design
• Defining learning objectives

 D = Creativity & Production

• Facilitation/ instructors
• Writing
• Video Production
• Audio
• Graphics Design
• Games Design
• Animation

 I = Business Intelligence

• Business needs assessment/analysis
• ROI
• A seat at the C-level table
• Project Management

T = Architecture & Implementation

• Authoring Tools
• Programming
• SCORM / AICC
• Learning Management Systems
• QA
• Tracking and Reporting

Check out the presentation deck from their session, courtesy of SlideShare:

New Skills for Instructional Designers

 And check out Ellen Wagner delivering her segment of the presentation on the Secret Handshakes of Instructional Design, courtesy of YouTube.

I thank these folks for their great presentation. I think we are going to be seeing and hearing more discussion about this set of skills in the near future.

Doing It Right: Instructional Design without Cutting Corners

What a pleasure it is when you are able to do a learning project the "right way."    This week, my team and I finished training for a group of managers in one of our business segments.   This was a project that we initiated in the fall.  It was carried out according to plan and within the next few weeks, we will have our final set of measures on its overall impact.

When I say we did this the "right way," what I mean is that we were able to follow our instructional design process without having to cut corners along the way.  You might be thinking, "Well, don't you always do that?"  But in truth, we are often forced to make compromises on our projects to meet business deadlines, work within budget constraints, or cater to the expectations of a particularly influential business leader.   But on this project, we were not constrained by any of those things.

The project was to provide training to approximately 35 managers who were mostly long-tenured and experienced, but who have recently had to deal with significant changes to their job.  Here is how it went:

Analysis - We originally approached the head of this business unit to get an understanding of the outcomes that were expected from the changes that were put in place, and to get his perspective on the impact he thought these changes would have on his managers.  Next, we had two rounds of discussions with four managers who were part of the target audience.  After the first meeting with them, we drafted an analysis report to feed back to them our understanding of the audience characteristics, the job, and the key tasks that were changing.  In our second meeting with the managers, we validated and fine-tuned the information gathered in the first meeting.  After that, we presented our analysis findings and a training design proposal, including a draft of the agenda and objectives, to the business unit leader and the Vice Presidents into whom the targeted training audience reported.   They provided some additional insights that we incorporated into our agenda and we were ready to begin designing the program.

Design & Development -  We chose a blended approach including two online assessments and an e-learning module as pre-work, a three-day classroom learning event, and follow-up learning opportunities made available through a SharePoint site set up specifically for this class.  The design process for the classroom event was relatively quick and easy.  Most of the training needs could be addressed with existing material that had been used for other programs.  There were a few key segments that would be new, but they were all on topics that were easy to research.  Finding appropriate content was not an issue.  Designing learning activities that would be effective at making the learning points was a little more challenging. But that is certainly a part of the job that my team enjoys doing.

Pilot & Revisions - Since our total audience was relatively small (at 35 managers) we did not really have the opportunity to conduct a full blown pilot.  We broke the audience into three delivery groups and viewed our first delivery in December as a quasi-pilot.   Overall it went well, but as with any new program for a new audience, there was room for improvement.  We huddled up afterwards, examined our level one feedback, talked to a few of the participants and observers, updated our design document, and made some adjustments for our second and third deliveries.

Implementation - By the time our second delivery rolled around, we were confident that we had the right program to meet their needs.   We were clear on which segments needed the most support and which would meet with resistance, and we prepared ourselves accordingly.  For all three classroom events, we had one of the Vice Presidents with us during delivery.  We carved out a small but important segment for them to specifically deliver, and for the rest of the time they were with us, they were able to provide clarification or join in the discussion as we covered the other items on the agenda.   Their presence and involvement was a key factor in the program's success.

Evaluation & Follow-up - For this program, we used level one (participant reaction) and level three (behavioral change) measurements.  The level one measurements were taken directly at the end of the classroom sessions.  For the level three measurements, we use the Friday5s goal management system over a ten-week period after training.  Each participant was asked to set two specific goals at the end of their classroom session.  These goals get input into the Friday5s online tool where the class participants can go to receive online coaching and track their progress.  Also, we continue the momentum created in the classroom by allowing participants to connect with each other after the event through a SharePoint site that was set up specifically for this program. 

On the whole this was a very satisfying project.  We got to help our managers and help our business by doing what we do best: creating a learning opportunity that met specific needs for a specific audience.   And, we got chance to do it right!

Tips for the New Year Part 1: Outsourcing e-Learning

2009 was a tough year for most of us in Learning & Development. The economy forced us once again to do some belt tightening. It seems that every time we are absolutely sure we can’t possibly do any more with any less, we end up finding a way to do just that. But with the New Year having arrived, there is again reason to be optimistic.

Predictions indicate the economy will regain its strength. This means business leaders will be shifting their priorities from reducing operating expenses onto strategies for developing profitable growth such as driving innovation and renewed customer focus.

Learning & Development and Talent Management departments will be called upon to devise and execute the Human Resource component of these business strategies. But with these departments operating in a “leaner and meaner” mode after 2009, tactical functions such as course development and delivery are more likely to be outsourced or temporarily handled by other members of the workforce. So this week and next, Many Ways to Learn is offering some practical advice on how to approach these situations. This week’s blog entry will cover tips on how to manage an outsourced e-Learning project. Next week’s will address how to conduct a train-the-trainer session for new or occasional trainers.

Outsourcing e-Learning

Whether you are considering outsourcing e-Learning development for the first time or looking to supplement in-house development in order to keep up with demand, here are a few things that I have found to be critical to keeping a project on track:

Assign Internal and External Project Managers – In order to have the project run smoothly, you want to make sure you have a single-point of accountability with your e-Learning vendor. They should assign a “go to” person who will accept your input, answer your questions, address your problems, and provide status updates at regular intervals throughout the project. Alternately, your e-Learning vendor should have a similar “go-to” person inside your company to coordinate internal resources and manage communications on your end. Ideally, this person should be an instructional designer.

Hold a Project Kick-off Meeting – Once you have accepted a proposal and agreed to work with a particular e-Learning vendor, you should hold a project kick-off meeting. The meeting should be attended by all parties who have a role in the launch of the program. On the vendor side, this should include the project manager, script writer, graphic artist, course developer, and technical support person. On the customer side, meeting attendees should include the project manager, subject-matter experts, Learning Management System administrator, technical support person, and any other relevant parties who need to provide input to the vendor.

Agree on an Interface at the Beginning of the Project – The skin or shell in which the e-Learning program will be deployed may not be the first thing on everyone’s mind, but once development work starts, making changes to the interface could cause a chain reaction of changes to other program elements leading to project delays. Some e-Learning vendors will have preferred templates from which you can choose a particular look; others will provide a custom-designed interface. Either way may sure the look is right for your company and your culture before development begins in earnest.

Identify and Distinguish between “Reviewers” and “Approvers” – Once the project gets underway, there will be a series of milestone review points during which your vendor will need to receive approval to move on to the next stage of the project. Typically, approval will be needed for the interface design, overall concept, objectives, script, storyboard, graphics, interactions, narration, and content tests. In my experience, internal reviews with stakeholders and subject-matter experts can often be the cause of project delays. That it is why it is important to clearly identify who must approve each element before moving onto the next phase of the project, versus who are “nice to have” additional reviewers. Don’t lose valuable time waiting for input from someone who is only marginally interested in the outcome of the project.

Schedule and Communicate Your Internal Review Schedule – Expect there to be at least four reviews during the project:

• Script & Storyboard Review 
• Graphics/Interactions Review 
• Narration/Audio Review 
• Final Review

A good e-Learning vendor will provide a uniform template for collecting comments and feedback which should make this process easy. But it is important that anyone who must provide approvals is aware of the deliverable dates so they can set aside ample time for review.

Plan for Testing and LMS Integration – It is a great feeling when you have proceeded through all your project reviews and your vendor delivers the final files for deployment. However, sometimes modules that have functioned perfectly throughout the development process will act differently when published on your Learning Management System. That is why it is important to involve technical support people in your kick-off and to build steps into your project plan for testing and LMS integration.

Use Written Change Orders If Needed – Sometimes the shared vision of the concept that everyone seemed to have after the kick-off meeting does not always hold its course throughout the project. When that happens, it will necessitate changes that are above and beyond the scope of the original project. Your internal reviewers and approvers need to understand the implications of requesting large-scale changes. In those cases, you should have your e-Learning vendor prepare a written change order informing you of what new work needs to be performed, what additional costs it might involve, and an updated project timeline.

I have found that attending to these items can save a lot of time, money and headaches for all concerned. If you have additional advice to share on outsourcing e-Learning, please add your comments below.