replacing your lms with brandon hall group

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Name of Presenter

© 2015 Brandon Hall Group, Inc.

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

Presented By:

David Wentworth, Senior Learning Analyst, Brandon Hall Group

Charles DeNault, Senior Director, Product Marketing, Saba


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About Brandon Hall Group“Empowering Excellence in Organizations”

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[email protected]

[email protected]

@DavidMWentworth

@mathchuck

David Wentworth

Charles DeNault

David Wentworth

Senior Analyst

Brandon Hall

Group

Charles DeNault

Senior Director

Product Marketing

Saba

Conversation Information


Thank You to Our Sponsors!


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


Is your organization currently considering replacing your

LMS?

The Evolving Learning Technology Landscape

BHG LMS Survey, 2012 N=347



LMS?


48%52%

Yes No



LMS?



46%54%

Single System

Yes No


LMS?



46%54%

Single System

Yes No


LMS?


52%48%

Multiple Systems

Yes No


Phase 1: Planning and Alignment

Determine Internal Business Drivers

• Identify key business drivers

• Identify critical business and talent challenges

• Identify expectations for talent technology and validate the feasibility

Achieve Executive Alignment

• Gain agreement

• Gain direction

• Refocus if necessary

• Gain support

Deliver Task Force Toolkit Training

• Equip project team (HR and talent leaders, executives, other Business leaders, and HRIT leaders) with a Technology Selection Toolkit

• Review process and project plan

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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. Cost

2. Outdated system

3. Poor reporting

4. Integration with other systems

5. System is difficult to use

6. Need social/mobile capabilities

7. We are not considering change at this time

8. 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


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 stakeholders

2. Analyze and document the business requirements

3. Identify the key business drivers for implementing an LMS

4. Identify possible risks

5. Create a current state cost analysis

6. Create a future cost analysis

7. Identify the expected return on investment (ROI)

8. Develop a clear recommendation

9. Market and communicate the business case within your organization

17

Building the Business Case for Change


Poll Question

What is the main pushback you hear against making a switch?

1. Lack of measureable benefits

2. Too much invested in legacy systems

3. New integrations perceived as too difficult

4. Inability to demonstrate ROI

5. Learner reluctance

6. Other


Phase 2: Discovery

Technology Market Overview

• Provide overview of the talent technology market for core team and HR and leaders, executives and other business leaders

Determine System Requirements

• Discuss high-level user functional and technical requirements

• Survey/interview stakeholders to determine additional end user requirements

Use Case Development

• Facilitate development of use-case scenarios

• Develop functional and technical requirements based on completed use cases

• Define most critical functionality

• Define integration requirements

19


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


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


Phase 3: Technology Vendor Evaluation

Initial Vendor List

• Develop a list of solution providers (usually 3-5) that meet high-level technical and functional requirements and who will be invited to participate in the RFI/RFP process

Develop RFI and/or RFP

• Develop the RFI/RFP by leveraging the prioritized requirements, use cases and company profile and technology Client to distribute RFIs/RFPs

Shortlist and Evaluate

• Based on the RFI/RFP responses, invite 3-4 vendors to conduct on-site use-case demonstrations

• Support onsite use-case demonstrations

• Score vendor demonstrations using a demo scoring template

22


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,


Phase 4: Technology Vendor Selection

Final Selection

• Technology selection scorecard

• Scoring ensures that technology and functional requirements are met

• Scoring ensures that technology solution links to business drivers

Contract Negotiations

• Comparative pricing and total cost of ownership tools and research

• Support negotiations and leverage additional insights using solution provider profile information and market intelligence

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Lanxess LMS Evaluation Based on Catalog and 4 Use Cases

Step 1 Step 2

Definition of catalog criteria and 4 use cases

Vendor demonstration of use cases and completion of questionnaire

Step 3

Evaluation of presentation and questionnaire

3.5 Months from Kickoff to Go Live!


Phase 5: Technology Implementation

Recommendations

Change Management

• Plan change management efforts including:

• Communications

• Risk Mitigation

• Stakeholder Analysis

• Define a detailed implementation plan

Implementation Strategy

• Develop technology roadmap

• Establish technology governance to ensure business-driven decisions technology implementation

27


Building a Migration Framework


Migration Framework

Planning 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 transferData mapping, data cleaning, content

ownership, content portability

4. Globalization setupLanguages, financial data, government data

regulations

5. Reporting & securityHistorical data, permissions, business data

integration

6. Administration change Admin selections, training, communications

7. End-user changeAccess points, change management plan,

support tools,

8. Stakeholder changes Governance model, business impact


LMS

Finance

Communications

Marketing

ERP

Intranet

CRM

YouTube

News

Facebook

TM

HRIS

Security

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

◼ Multiple LMSs for 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

• 1.5 MM learners

• 2% Increase in hospitality scores


Taxonomy

Catalog

Curriculum

Learning Track

/Certification

Course

Lesson

Learning

Element

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 standards

5. Ensure the vendor understand both, and have people who can talk to both needs

6. Build or review data and content migration scripts, validation scripts, etc.

7. Test, test, test

8. Double-check after transfers


Content & Data TransfersKey Practices


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



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 Stakeholders

Communication Plan Communication Plan Communication Plan

Login Review Login Review Login Review

Reporting Assessment Reporting Assessment Reporting Assessment

Assessing Use/Role Assessing Use Meeting Schedule

Training Plan Training Plan Decision Schedule

Support 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. Integrations

2. Structure and domain setup

3. Content and data transfer

4. Global setup

5. Reporting and security analysis

6. Audience preparation

7. Other


Requirements We Hear from Our Customers

• Virtual classroom, testing & assessment, and content management

• Social, mobile, and collaborationUnified Learning Suite

• Configurable domains, microsites, audiences , and workflowsConfigurable business

process & solution

• Pre-requisites, equivalency and CE credit, and automation

• EU Right to Learn, eSignatures, audit trailsAdvanced certification

management & compliance

• eCommerce support: for-profit training

• Multiple audience supportExtended Enterprise

• Anywhere and offline mobile access

• Communities, discussions and user generated contentSocial, Mobile, Intelligent &

Collaborative

• Multiple language support

• Global support, platform and networkGlobal & 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]

[email protected]

@DavidMWentworth

@MathChuck

David Wentworth

Charles DeNault

David Wentworth

Senior Analyst

Brandon Hall

Group

Charles DeNault

Senior Director

Product Marketing

Saba


46

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