MM Changing Your Learning Management System: a case study Marilyn Mitchell, MBA Konica Minolta Business Solutions Dr. Gary Woodill, EdD. Operitel Corporation.

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““Changing Your Learning Management System: Changing Your Learning Management System: a case study”a case study”

Marilyn Mitchell, MBAMarilyn Mitchell, MBA

Konica Minolta Business SolutionsKonica Minolta Business Solutions

Dr. Gary Woodill, EdD.Dr. Gary Woodill, EdD.

Operitel CorporationOperitel Corporation

Mar. 15, 2005Mar. 15, 2005

The ScenarioThe Scenario

• Minolta deployed its first Learning Minolta deployed its first Learning Management System in 2000. Management System in 2000.

• Through changes in business processes, Through changes in business processes, customer needs and ROI opportunities, we customer needs and ROI opportunities, we discovered a new LMS was necessary to drive discovered a new LMS was necessary to drive our business forward.our business forward.

• Minolta deployed its second LMS in 2003.Minolta deployed its second LMS in 2003.

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The ScenarioThe Scenario

FeaturesFeatures First LMSFirst LMS New LMSNew LMS

Launch DateLaunch Date October 2000October 2000 August 2003August 2003

Online registrationOnline registration eMail Message CentereMail Message Center (at an extra cost)(at an extra cost) Online threaded Online threaded discussiondiscussion (at an extra cost)(at an extra cost)

eCommerceeCommerce (at an extra cost)(at an extra cost) Accurate, speedy Accurate, speedy reportingreporting

Robust Data Search Robust Data Search

Webinar posting and Webinar posting and managementmanagement (at an extra cost)(at an extra cost)

ROI Assessment metricsROI Assessment metrics

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Objectives:Objectives:

• Common trends in consumer and Common trends in consumer and eLearning technologieseLearning technologies

• Examine common issues with LMS Examine common issues with LMS systemssystems

• Review critical issues with our first LMSReview critical issues with our first LMS• Outline the process of changing to a Outline the process of changing to a

new LMSnew LMS• Report on differences with the new LMS Report on differences with the new LMS • Q&AQ&A

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Common Issues with LMSsCommon Issues with LMSs

• Exaggerated claimsExaggerated claims Hype curve of the industryHype curve of the industry

• Focus on technology, not on sound educational Focus on technology, not on sound educational principlesprinciples

• Poor designs that are inflexible, hard to Poor designs that are inflexible, hard to changechange

• Lack of integration with other learning Lack of integration with other learning technologies technologies

• Failure to manage a wide variety of types of Failure to manage a wide variety of types of online content online content

• Don’t use the advantages of the new computer Don’t use the advantages of the new computer technologies to engage and excite learnerstechnologies to engage and excite learners

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Hype CycleHype Cycle Consumer technologies (Gartner) Consumer technologies (Gartner)

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Hype CycleHype Cycle e-Learning (Kevin Kruse) e-Learning (Kevin Kruse)

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Common Issues with LMSsCommon Issues with LMSs

• Exaggerated claimsExaggerated claims Hype curve of the industryHype curve of the industry

• Focus on technology, not on sound educational Focus on technology, not on sound educational principlesprinciples

• Poor designs that are inflexible, hard to Poor designs that are inflexible, hard to changechange

• Lack of integration with other learning Lack of integration with other learning technologies technologies

• Failure to manage a wide variety of types of Failure to manage a wide variety of types of online content online content

• Don’t use the advantages of the new computer Don’t use the advantages of the new computer technologies to engage and excite learnerstechnologies to engage and excite learners

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History of e-Learning at Konica MinoltaHistory of e-Learning at Konica Minolta

• Started with home grown systems Started with home grown systems • Multiplicity of databases, servers, Multiplicity of databases, servers,

content, etc.content, etc. No coherent planNo coherent plan

• First online course First online course Driven by an immediate need to train 400 Driven by an immediate need to train 400

dealers in a short period of timedealers in a short period of time

• SAP implementation projectSAP implementation project• Konica Konica

LMS meant “lady management system”LMS meant “lady management system”

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Process of Choosing our first LMSProcess of Choosing our first LMS

• Vendor was already working with the Vendor was already working with the companycompany

• No research carried out on alternatives No research carried out on alternatives or business needsor business needs

• Low expectations, no visionLow expectations, no vision• No idea of how much it would cost No idea of how much it would cost • No focus, no one in chargeNo focus, no one in charge

Being driven by the needs and desires of Being driven by the needs and desires of both sales and serviceboth sales and service

• Instructor led courses vs. onlineInstructor led courses vs. online Main benefit was less travelMain benefit was less travel

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Issues with our first LMSIssues with our first LMS

• As an early adopter, we had to suffer through As an early adopter, we had to suffer through the limitations of early LMS software the limitations of early LMS software e.g., no registration functionse.g., no registration functions

• Both our staff and the vendor were learning Both our staff and the vendor were learning “on the job”“on the job”

• No requirements from us other than all No requirements from us other than all training records needed to be in one locationtraining records needed to be in one location

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Issues with our first LMSIssues with our first LMS

• With experience, it was clear that the software With experience, it was clear that the software had not been designed with usability in mindhad not been designed with usability in mind

• Had been designed as a technology without an Had been designed as a technology without an educational perspectiveeducational perspective

• Vendor had to make all changes, and charged Vendor had to make all changes, and charged handsomely for each changehandsomely for each change

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Facing the Limitations of the LMSFacing the Limitations of the LMS

• We drew up a requirements list and submitted it to the We drew up a requirements list and submitted it to the vendorvendor

• The price for changing the LMS to meet all of our needs The price for changing the LMS to meet all of our needs was higher than buying a new system “off the shelf”was higher than buying a new system “off the shelf”

• A feeling that we were “boxed in” by proprietary A feeling that we were “boxed in” by proprietary software where we had no control over changessoftware where we had no control over changes

• Lots of resources being used by both sidesLots of resources being used by both sides• Many promised features were just “vaporware”Many promised features were just “vaporware”• Mounting frustration levels as we were often told that Mounting frustration levels as we were often told that

“we can’t do that until the next release”“we can’t do that until the next release”• Biggest frustration – LMS crashed when running reports Biggest frustration – LMS crashed when running reports

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The Beginning of ChangeThe Beginning of Change• We were hesitant to make changes without another We were hesitant to make changes without another

system in placesystem in place• Need for flexibilityNeed for flexibility

Business units and organizational structures kept changingBusiness units and organizational structures kept changing Over 90 days to make a change in the LMS Over 90 days to make a change in the LMS

• By now we knew moreBy now we knew more We were able to define current and future business We were able to define current and future business

requirements for an LMS, and project costsrequirements for an LMS, and project costs

• Proper requirements gathering process Proper requirements gathering process Resulting in a detailed specifications documentResulting in a detailed specifications document

• Input from all business units Input from all business units • Overcoming resistance to changeOvercoming resistance to change• Had to be honest with our vendorHad to be honest with our vendor

Vendor was able to continue doing business with usVendor was able to continue doing business with us

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Choosing a new LMSChoosing a new LMS

• Investigation of alternative systems Investigation of alternative systems • Significant amount of money involved Significant amount of money involved • Needed to feel comfortable with a new Needed to feel comfortable with a new

vendorvendor• Needed to try out the system to get Needed to try out the system to get

“buy-in”“buy-in”• Developed ambassadors who did demos Developed ambassadors who did demos

for different parts of the companyfor different parts of the company• Needed an LMS that met all Needed an LMS that met all

requirements, but which was flexible requirements, but which was flexible enough to easily change as requiredenough to easily change as required

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LearnFlex: the new LMSLearnFlex: the new LMS

• LearnFlex was designed from the ground up by LearnFlex was designed from the ground up by educatorseducators

• It was also designed as a set of database It was also designed as a set of database driven components that were easily driven components that were easily reconfigured as the business changedreconfigured as the business changed

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LearnFlex: the new LMSLearnFlex: the new LMS

• The flexibility of the system was demonstrated The flexibility of the system was demonstrated when Konica merged with Minolta during the when Konica merged with Minolta during the implementation phase implementation phase Easily adapted to the new reality without being Easily adapted to the new reality without being

reprogrammedreprogrammed

• Met all of Konica Minolta’s requirementsMet all of Konica Minolta’s requirements

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Managing the Change ProcessManaging the Change Process Client ViewClient View

• Vision, ownership and leadershipVision, ownership and leadership• Executive sponsor team (“virtual corporation”)Executive sponsor team (“virtual corporation”)• Project managers for both the company and Project managers for both the company and

the vendorthe vendor• Set realistic goals in spite of pressure to Set realistic goals in spite of pressure to

change quicklychange quickly• Didn’t pull the plug on the old system until it Didn’t pull the plug on the old system until it

was clear that the new LMS could take overwas clear that the new LMS could take over• Set a schedule – needed to be adjusted as the Set a schedule – needed to be adjusted as the

project progressedproject progressed• Continual communicationsContinual communications

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Managing the Change ProcessManaging the Change Process Vendor ViewVendor View• Executive in charge had technical, business, Executive in charge had technical, business,

and change management experience and change management experience • Separate dedicated implementation team Separate dedicated implementation team • Client is an integral part of the implementation Client is an integral part of the implementation

teamteam• Software is configured as opposed to being Software is configured as opposed to being

customized customized • Dual objectives - ensure client satisfaction and Dual objectives - ensure client satisfaction and

ensure that a 100% knowledge transfer of the ensure that a 100% knowledge transfer of the daily business of using the software is daily business of using the software is transferred to the clienttransferred to the client

• Administrative tools for client to make their Administrative tools for client to make their own changesown changes

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Managing the Change ProcessManaging the Change Process Vendor ViewVendor View

• Formal change management process managed Formal change management process managed by a committee of vendor and client staffby a committee of vendor and client staff

• All change requests documentedAll change requests documented• Centralized document repository for all Centralized document repository for all

changes with a Help Desk ticket system changes with a Help Desk ticket system • Vendor must be as agile and accommodating Vendor must be as agile and accommodating

to changes/pressures as much as possible. to changes/pressures as much as possible. • A partnership not a vendor-client relationshipA partnership not a vendor-client relationship• Change is seen as positive Change is seen as positive

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The Difference The Difference after two yearsafter two years• Capabilities have tripled in terms of what we Capabilities have tripled in terms of what we

can now docan now do• We are able to show the value of trainingWe are able to show the value of training• Training group has changed from a cost center Training group has changed from a cost center

to a revenue generatorto a revenue generator• The new LMS is extensible – new communities The new LMS is extensible – new communities

have been added who were not previously have been added who were not previously servedserved

• Much less stress and frustrationMuch less stress and frustration• Training is now in high demandTraining is now in high demand• Users see new possibilities, new ways of using Users see new possibilities, new ways of using

the LMSthe LMS• Positive feelings by end users and Positive feelings by end users and

administrators of the systemadministrators of the system

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Lessons LearnedLessons Learned

• Walk away from vendors who only ‘talk’ Walk away from vendors who only ‘talk’ about their technology about their technology

• Vendors must show a deep Vendors must show a deep understanding of teaching and learning, understanding of teaching and learning, business needs, and design in addition business needs, and design in addition to superior technology skillsto superior technology skills

• Understand the costs involvedUnderstand the costs involved• The system must be able to be run by The system must be able to be run by

educators, not IT departmentseducators, not IT departments

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Lessons LearnedLessons Learned

• The right LMS can be an enabler, The right LMS can be an enabler, opening up new possibilitiesopening up new possibilities

• With new vision comes new confidence With new vision comes new confidence and empowerment for the usersand empowerment for the users

• Don’t suffer with a system that can’t Don’t suffer with a system that can’t meet your needsmeet your needs

• Maintain a great sense of humorMaintain a great sense of humor• Take the plunge…!Take the plunge…!

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Recap:Recap:

• Common trends in consumer and Common trends in consumer and e-Learning technologiese-Learning technologies

• Examined common issues with LMS Examined common issues with LMS systemssystems

• Reviewed critical issues with our first Reviewed critical issues with our first LMSLMS

• Outlined the process of changing to a Outlined the process of changing to a new LMSnew LMS

• Reported on differences with the new Reported on differences with the new LMS LMS

• Q&AQ&A

Sharing ExperiencesSharing Experiences

• Open DiscussionOpen Discussion

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Good LuckGood Luck

• Thank you!Thank you!