1. Building the Enterprise Learning Roadmap Jim Everidge

2. Who this is targeted for  Existing LMS owner that is contemplating how to leverage early success across the business  Existing LMS owner that is faced with an upgrade (versions or vendor) and has additional business opportunities to apply learning technology to  New learning manager chartered with building a plan to use learning technologies across the enterprise

3. Agenda 1. Goals of Developing a Roadmap 2. Where to Start the Roadmap 3. Activities in Execution 4. Deliverables

4. Reasons for Learning Technology Effectively Administer Training Integrate Learning Applications Impact Business Workflow Show Financial Return Drive Strategic Goals Importance to the Organization Frequency of Reason

5. Expected Benefits  Business Value  Increased Revenues  Decreased Costs  Cost Avoidance  Increased Revenues  More training delivered  Timely delivery of training  Consistency in the learning experience  Decreased costs  Lower delivery costs  Reduced travel expenses  Lower licensing costs  Cost avoidance  Complex reporting  Consistency in reporting

6. Case Study – Strategic Impact  Profile  Telecomm  Acquisition of ‘equal’  Hotly competitive market  Analysts expect short ramp  Intervention  ‘Rehire’ 37,000 employees  Train them in less than 30 days  Recognition by CEO as one of the top 3 CRITICAL operational activities in the acquisition  Results  More than 30,000 hours of ILT content boiled down to online training  Largest VC server cluster in the world  600,000 Courses complete in 25 days  ‘Training’ operations declared a success  Challenges  Completing the content development in ‘merger’ time  Delivering technology with no hiccups

7. Case Study – Financial Impact  Profile  Staffing company  17 Countries (EMEA, NA, AP)  250,000 personnel  Decentralized training  High turnover  Intervention  From: Country-specific onboarding, global guidelines  To: 16 week onboarding, managed by LMS, blended learning, job shadow, manager-coach  Results  Complex measurement: Testing, task completion, competency assess, HR measures, survey, business measures  Business measures – calls (5x), visits (2x), prospects (4x), Revenues (4x), Gross Margin (5x)  Challenges  Be an Agent for Change  Demonstrate Business Impact  Be Accountable  Create a Roadmap

8. Learning Suite A Suite is a collection of point products that are tightly integrated and increase a product’s functionality. Learning vendors are packaging four categories of learning support: Learning Management Virtual Classroom Content Management and authoring Professional Services Some vendors go further and offer analytics and performance management. The Gartner Group Magic Quadrant for eLearning Suites, 2004

9. Top Learning Suite Players  Leaders  SumTotal Systems  Saba Software  WBT Systems  IBM  KnowledgePlanet  Challengers  Oracle  Pathlore (SUMT)  Plateau  THINQ (Saba)  Visionaries  CyberU  HyperWave  KnowledgeNet (Thomson)  Meridian KSI  Outstart  SAP  Siebel (Oracle)  Vuepoint The Gartner Group Magic Quadrant for eLearning Suites, 2004

10. Unified User Experience Typical Learning Suite

11. Enterprise Planning vs. Initiative Deployment  Initiative Deployment  Discovery – focused on business workflow  Planning – One release with specific capability  Development – Configuration and integration  Pilot – testing  Deployment – release  Enterprise Planning  Discovery – Enterprise view of business initiatives  Planning – Staged releases of multiple groups

12. Goals of the Enterprise Learning Roadmap  Alignment  Align the system to Business Goals  Refine the Enterprise Deployment strategy and Governance Model  Planning  Define which components of an enterprise LMS suite to utilize  Define how the LMS relates to other enterprise applications  Develop a schedule for releases  Resourcing  Derive resource and budgeting requirements

13. Where to start on the Roadmap?  Key Business Drivers  Derived from existing business measures and activity  Balanced Scorecard  Performance Management  Develop Priority and Importance  Balances both Strategic and Financial measures  Results in a time-based sequencing for the application of technology to the business

14. Develop Business Requirements  High level requirements – focus on  Business metrics  Audience  Initiatives  Technology constraints  Requirements will enable development of a Gap Analysis  Useful if there are a small number of replacement or upgrade system candidates  Requirements are supported by Training Initiatives

15. Developing Priority & Importance  Organize training initiatives  Identify initiatives that could benefit from learning technology  Describe initiative, audience impacted, opportunity for improvement  Rank importance within business unit  Survey participants  Force distribution  Rank priority among business units  Executive participants  Force distribution

16. Roadmap Considerations  Release cycles  Release timing  ‘Corporate Footprint’  Business Unit Configurations  Customizations  Strategic or financial impact  Business unit and/or executive validation

17. Release Scheduling Milestones: Discovery Planning Development Pilot Delivery

18. Release Scheduling

19. Sample Roadmap

20. Customizing the Approach  Involvement  Strategic  Political  Buy-in  Deliverables  Business Case  Roadmap Elements  Governance  Budget & Resource Pro Forma  Gap Analysis  Critical Path  How long to get started?  Responsiveness  End date?

21. Benefits of the Enterprise Roadmap  Alignment  Connects the strategic vision to the tactical activities  Aligns deployment groups based on both complexity and readiness  Communications  Defines plans and goals to leadership and support organizations (e.g., IT)  Provides a communication vehicle for internal teams and deployment groups  Highlights the scope of the changes the organization is making

22. Roadmap Lifecycle  Initial draft  Validation tool  Discussion document  Initial Roadmap  Used to begin Release 1 Deployment  Vendor Selection  Implementation  Evaluation  Reevaluate Roadmap  Prior to each subsequent release

23. Q&A - Discussion Jim Everidge, President Rapid Learning Deployment, LLC (770)874-1190 x 222 JEveridge@rapidld.com www.rapidld.com