mark steiner. session agenda introductions session approach roles milestones & deliverables...

Mark Steiner

Session AgendaIntroductionsSession ApproachRolesMilestones &

DeliverablesWriting and

Responding to RFPs

AssumptionsEstimation TypesEstimation

Techniques/ Spreadsheets

PitfallsQ & A

mark steiner, inc. htttp://www.marksteinerinc.com 2

Who am I?BS Industrial Tech. ‘88MS Instructional Design

‘9220+ years eLearning &

interactive media dev. experience

Dozens of projects from 2 min. to 33 hours in runtime

Familiar with many development tools

Presenter - eLearning Confs. US & Europe

Started own eLearning consulting company in March 2001


In what sector do you work?A. Corporate

B. Academic

C. Government/Municipality

D. Other


What is your role?

A. Project Manager

B. Instructional Designer

C. Developer

D. Other


What’s an Average Project?A. $10,000 or less

B. $10,000 - $50,000

C. $50,000 - $100,000

D. Greater than $100,000


A Quote . . .

All people who have turned out worth anything have had the chief hand in their education.

–Sir Walter Scott


Session Approach I usually dislike when people say:

“Oh, it’s an art.” Art vs. Science: I’m going to attempt to

identify as much of the science as I can. Science = Process: Remember the Scientific

Method? I’m a science / process person, therefore this

session will have that sort of approach Ummm . . . There’s still some art to it. ; )


Roles Strategy

eLearning Project Manager

eLearning Strategist Content

Instructional DesignereLearning ProgrammerInstructional DeveloperGraphicsMedia SpecialistTraining Administrator

TechnologyTechnical ArchitectIntegration Specialist

ClientBuyerAcceptorProject ManagerReviewerSME


Another Quote . . . The secret of getting ahead is getting started. The secret of getting started is breaking your complex overwhelming tasks into small manageable tasks, and then starting on the first one.

–Mark Twain


Milestones and Deliverables Needs Analysis Design Document Prototype Storyboards Scripts Alpha/Beta/Final Other Services


A Calculator Example

Comparing Traditional Learning to eLearning


Launch

RFPs PollA. I’m not sure what RFP stands for.

B. I know what it stands for but have never written one.

C. I have written and/or responded to a few of them.

D. I have written and/or responded to many of them.


Writing RFPs Carefully and succinctly define the problem Define the RFP process: Format, Protocol, Submission

Requirements, etc. Determine key dates both in the RFP process and project

milestones Determine evaluation criteria, check for internal

company/department requirements Get help (inside or outside) if needed If you can’t define the problem and are too vague,

responding companies will have too little to go on, cause wide ranges of solutions and cost estimates. Perhaps consider changing the scope to only include analysis.


Writing RFPs: Sample RFP OutlineAdministrative Section Ground rules Bidder’s conference Relevant dates Proposal/submission format Mandates a proposal outline

and pricing outline Evaluation Criteria Mandatory requirements Optional requirementsTechnical Section Description of current situation Current technical environment Current limitations Provide specific background information Provide specific examples Description of proposed environment Make requirements functional

in nature

Management Section Project management plan Delivery and acceptance Maintenance, Training, Documentation Vendor qualifications and referencesPrice Section Cost of building the application Vendor software, third-party software System hardware required Project Management Installation Maintenance, Training, DocumentationAppendices – Technical /Contract Info Current technical infrastructure Corporate standards Sample contract Non-disclosure agreements

Responding To RFPs Read the RFP very closely Quickly determine Go/No Go status Follow the RFPs prescribed process Do any colleagues have experience with

the company and/or RFPs? Bidders meeting basics My opinion: Unless you’re a large

company and/or have an “In”, it's a hard way to go.


A Quote . . .

Good fences make good neighbors.

–“Mending Wall,” by Robert Frost


Another Quote . . .

Problems that go away by themselves come back by themselves.

–Marcy E. Davis


Documenting Assumptions Define *everything*

that you can Client Participation Central Point of

Contact Review and

validation parameters

Delay penalties Runtime

Travel Project file formats Technical

Specifications Duplication Revisions Knowledge Transfer List and Define any

other Risks and Constraints


Estimation Types:Time and Materials Usually an initial estimation of cost is

given in a range (between $X and $Y) Risk is minimized for vendor Client only pays for hours worked Profit built into rate structure My advice: If possible, always pitch

analysis as initial step.


Estimate Types: Fixed Cost Key Point: Fixed cost does not mean the cost can never

change. It means that the cost is fixed to a scope. If the scope changes, so should the cost.

It also assumes the scope is definable, so then the cost can be fixed (linked) to the defined scope.

Risk is built into price. Add 15 – 40% Why are there so many neon lights & fine hotels in

Vegas? When, then?

Client requirementRepeated, consistent, well-defined project(s)Sometimes Vegas pays out big buck$.


Another Quote . . .

Whenever things sound easy, it turns out there’s one part you didn’t hear.

–Donald E. Westlake

Dig the well before you are thirsty.–Chinese proverb


Estimation Techniques

Estimating Via Key Categories Estimating Via Run Time and Screens Estimating Via Detailed Screen

Information Filling in the Details


Estimating Via Key Categories Content/Research Technical Complexities Media Richness

Launch Calculator

Another Calculator Perspective


Estimating via Run Time and Screens What’s an hour? 30-50 Screens per hour Based on mix of interactivity/screen type 10-30 seconds for text-only screen 1-1.5 minutes for MC questions


Estimating Via Detailed Screen Information Occasionally, the detailed Design Document is

already complete. Similar to Run Time, except for amount of info

available. Analysis is finished-maybe. Less art, more science Build a matrix that contains all screen/ interaction

types. Assign a cost factor to each. Apply metrics to content to determine cost


Filling in the Details

A Spreadsheet via Roles A Spreadsheet via Process and Roles Using Microsoft Project


Client CommunicationEstablishing Value Not to be a marketing weasel, but define

and communicate your Value Proposition.

But . . . find and use your own words. Leverage the situation so that it would

be foolish and risky for the client *not* to heed your advice.

If the former is not possible, perhaps it's not a project you should undertake.


Another Quote . . .

Smooth seas do not make skillful sailors.–African proverb


Pitfalls List Unclear scope Scope creep Unclear client/vendor roles No single point of contact with client/vendor Ill-defined system specifications Hours allocated to a task not sufficiently

dissected/broken down Lack sufficient skill base to complete a project


Contact InformationMark [email protected] 773-392-79673036 N. LeavittChicago, IL

See examples of eLearning Calculators, Reusable Learning Objects, related links, past conference slides and materials, and other information at:

marksteinerinc.com Click on Resources


Final Quote . . .

He who is afraid to ask is afraid of learning.– Danish proverb


Q & A

What questions do you have?


mark steiner, inc. htttp://www.marksteinerinc.com

mark steiner. session agenda introductions session approach roles milestones & deliverables...

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