on the wrong tram ll 1210 clint smith

LearnWorksLearnWorks

November 26 2010conVerge10

On the wrong tram?On the wrong tram?better ways of getting e-capabilitybetter ways of getting e-capability

Clint SmithDirector



http://www.youtube.com/watch?v=ktcWYR-dWtA&feature=related

http://www.youtube.com/watch?v=vx3OTnMOmtc

http://www.connies.com.au/about_us


Survey: 2008 E-learning Innovations projects

• $5.3 funding for 140 projects

• approx 50% for business-provider partnerships

• survey in June 2009 to review impact and embedding of the e-learning innovation

• research and review by LearnWorks


Impact: follow-up deliveryRTO survey: What delivery follow-up has there been?



Impact: flow-on programsBusiness partner survey: What flow-on delivery (other courses) has there been?


Impact: sustainable teamsBusiness partner survey: Is the 2008 team supporting other e-learning initiatives?



How do you embed e-learning?

• Teambuilding: retain teams to implement other initiatives

• Benchmarking: measure your e-progress against others

• Market research: check the demand for e

• Repertoire: extend your e-learning delivery options and tools

• Planning: integrate e-learning in other plans

• Upskill: build your staff e-capability

• Support: resource e-mentors or champions

• Fund: investigate other sources and models

• Partner: make alliances to build scope (especially clients)

• Prepare: build learner e-skills and awareness

• Market: sell benefits to management, staff, learners, clients

Embedding checklist, Victoria, 2008

Sneaky questionHow many of these tasks and strategies are initiated by or carried out by trainers/teachers?So will PD for them help?


Embedding e-learningPartner survey: which of these these strategies have you used?


Most did a bit of everything – but building e-skills (staff, learners) main focus


So what e-capabilities do you need?


Strategic e-capabilities



• Interpreting trends in using web-based technologies for training

• Analysing business opportunities and threats from the technology trends

• Monitoring e-learning development in competitors

• Identifying types of e-learning relevant to the training business

• Picking winners (e-learning initiatives for success and impact)

• Articulating the role of e-learning in the business









Get googling: who offers what you offer online? Who does it best? Where are they?









ie business analysis

There are handy tools for this on the popular Designing and implementing e-learning site

Question: how do you build this stategic capability? More courses (PD)?


… and more strategic e-caps

• Developing an e-learning game plan

• Marketing, supporting, monitoring and updating the game plan

• Establishing clear leadership goals and targets

• Identifying, developing and supporting e-learning leaders

• Recruiting or developing appropriate e-skills for the business

• Designing and implementing e-learning embedding strategies

ie planning & leadership

Recent research indicates a major shortage of these e-caps in VET in Oz.


oh no! even more…

• Identifying business, learner and user technology service needs• Evaluating, selecting and implementing e-learning systems and services• Integrating e-learning needs in Web and intranet services• Developing user-friendly processes and interfaces

ie systems development

Technically, e-learning is mostly about good Web services. It’s not some exotic new beast.

So you gotta have good geeks. You want ones that get off on delivering things that work, for you, at the customer end.


Management e-capabilities

When 2008 projects failed, the problems were mostly this area – project management.


Management e-capabilities

• Managing e-learning projects, on time and on budget

• Establishing flexible staffing to support e-learning

• Establishing team workflow processes for e-learning initiatives

• Contracting and managing e-learning specialists for skill gaps

• Managing e-learning content development staffing and processes

• Managing contracted e-learning content development

ie project management

Many education and training providers lack the flexibility to support project-based activity: their processes & structures are wrong. So e-learning can be a major change management challenge.


and some more…

• Evaluating the impact and value of e-learning initiatives

• Providing e-learning consultancy services to business clients

• Marketing e-learning internally, including to client employees

• Promoting e-capability externally

ie marketing

There are free benchmarking tools available on the Framework site


Design and delivery capabilities

• Analysing client/learner needs and readiness for e-learning

• Selecting an appropriate e-learning mix (self-paced, facilitated, blended)

• Selecting appropriate delivery tools for an e-learning solution

• Designing e-learning sequences and activities

• Using e-learning tools, resources and systems for training delivery

• Using e-learning tools for assessing learning outcomes

• Providing client/learner/employee induction to e-learning

• Facilitating group learning online

• Providing support for e-learners

The Designing e-learning site has several handy tools to help with these tasks


Learning materials developmentcapabilities

• Sourcing content for e-learning courses

• Customising available e-learning materials

• Writing and editing content for e-learning

• Designing and storyboarding e-learning materials

• Producing media resources for e-learning (audio, video, graphics, animation)

• Developing (programming) e-learning materials

• Packaging e-learning materials (learning objects)

and also … The yellow items are the ones which the 2008 projects had most trouble with.


Learning materials developmentcapabilities

• Sourcing content for e-learning courses

• Customising available e-learning materials

• Writing and editing content for e-learning

• Designing and storyboarding e-learning materials

• Producing media resources for e-learning (audio, video, graphics, animation)

• Developing (programming) e-learning materials

• Packaging e-learning materials (learning objects)

• Managing contracted development of e-learning materials

• Providing non-specialist (rapid) development tools for teachers

• Supporting and coordinating individual teacher development of materials


So who do you spend your e-capability development budget on? Why? How?

• Director, Owner, Board

• Planners, business managers, finance officers

• Senior managers, education

• Senior managers, corporate/admin/IT

• Middle managers, project managers

• Industry consultants/sales/extension

• E-learning leaders/champions/innovators

So – just roll out more PD for this lot? Will that work? Why and why not?


So who do you spend your e-capability development budget on? Why? How?

• Director, Owner, Board

• Planners, business managers, finance officers

• Senior managers, education

• Senior managers, corporate/admin/IT

• Middle managers, project managers

• Industry consultants/sales/extension

• E-learning leaders/champions/innovators

• Teachers/trainers/tutors/lecturers

• Learning materials developers

• Media producers

• E-learning support/admin staff/IT (LMS etc)

• Library/resource centre staff

Tricky bit here is the overlap of roles. Who needs to do what? How? Work processes again!


Download the E-capability Checklist at www.ecapability.com.au


The power of projects: the e-sauce for success

1 delivery: products to learners

2 rationale for e: business case

3 budget: known investment

4 timeline: to delivery

5 a plan: stages, deliverables, milestones

6 strategic support: embedding

7 team: work processes

8 marketing: showcasing

From 2008 Survey


The power of projects: the e sauce

1 delivery

2 rationale for e

3 budget

4 timeline

5 a plan

6 strategic support

7 team

8 marketing

It’s a No 8 to... Toorak!


So how do you build your e-capability?


Capability-building strategies for e-learning Method 1: Immersion therapy

e

blog

wiki

e-port


Toorak check: immersion

✗ delivery

? rationale for e

✗ budget

✗ timeline

✗ a plan

✗ follow up

✗ team

✗ marketing


Capability building strategies for e-learning Method 2: Smorgasbord of tools

e

ee

ee


Toorak check: smorgasbord

✗ delivery

✗ rationale for e

✗ budget

✗ timeline

✗ a plan

✗ follow up

✗ team

✗ marketing


Capability-building strategies for e-learning Method 3: Credentialling

ee

e


Toorak check: credentialling

? delivery

? rationale for e

? budget

? timeline

✗ a plan

✗ follow up

✗ team

✗ marketing


Capability-building strategies for e-learning Method 4: Strategic gap analysis

e e


Capability-building strategies for e-learning Method 4: Strategic gap analysis

e

e

e


Toorak check: strategic gap analysis

✗ delivery

rationale for e

? budget

? timeline

✗ a plan

✗ follow up

team

? marketing


Strategic gap analysis sample: RMIT University


Capability-building strategies for e-learning Method 5: Mentoring

e


Toorak check: mentoring

? delivery

? rationale for e

✗ budget

? timeline

? a plan

? follow up

? team

✗ marketing

U of Ballarat: “Elves” program, $1m over 3 years. ROI?


So how do you really, really build your e-capability?


The no fuss model


So how do you get e-capability? Top 10 tips

• Plan for successpick and resource winners: start from the business case, not the technology or pedagogy or PD

• Lead the changeinvest in and support management-led, trainer-supported initiatives, not heroic innovations with no flow-on.

• Just deliverfocus most investment on products (courses), not people or processes

• Count bodiesset e-learning delivery targets, 1–3 years by project/course, not technology uptake audits.

• Think projectsdrive change through clear, monitored projects for both product and process/platform development.


So how do you get e-capability? Top 10 tips

• Use what you’ve gotbuild from existing skills, plus specialists/contractors (mentors), plus JIT training for specific project: save your money on blanket immersion therapy.

• Look after your matesdevelop and sustain teams, your main IP (good processes, clear roles, confident resourcing, JIT skills)

• Think delivery solutionsselect the right delivery mix from your available and mature repertoire, avoid tool fetishes.

• Sell it, sell it again, and keep sellingMarket your e-solutions internally and externally, all the time.

• Reward performersFind clever ways to acknowledge successful delivery solutions by teams (eg funds to try out new approaches).


Ding ding! Fares please!

Clint SmithDirectorLearnWorksperformance design services

[email protected] 9528 53370410 569 386skype clintos2

on the wrong tram ll 1210 clint smith

Education

elearning needs

e repertoire

elearning partner survey

valueof elearning initiatives

management ecapabilities

elearning delivery options

elearning innovation

eskills staff