Saba - Replacing Your LMS with Brandon Hall - Slides

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Lauren Dixon
Associate Editor
Chief Learning Officer Magazine
Best Practices to Replacing
Your LMS

Best Practices to
Replacing Your LMS
David Wentworth,
Principal Learning
Brandon Hall Group
@DavidMWentworth
Charles DeNault,
Senior Director,
Product Marketing
Saba
@MathChuck

Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com
Learning & Development
Talent Management
Leadership Development
Talent Acquisition
Workforce Management
RESEARCH PRACTICES
© 2015 Brandon Hall Group 3

Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com © 2015 Brandon Hall Group 4
Now entering its 21st year, the Brandon Hall Group Excellence Awards
Program is the most prestigious awards program in the industry. Often times
called the “Academy Awards” by Learning, Talent and Business Executives,
the program was one of the first of its kind in the learning industry.
There are more than 50 CATEGORIES that entrants can select from
across Learning and Development Technology, Talent Management
Technology, Talent Acquisition Technology, Workforce Management
Technology, and Sales Performance Technology.

Follow us on Twitter: @BrandonHallGrp | www.brandonhall.com © 2015 Brandon Hall Group 5
January 27-29, 2016
PGA National Resort and Spa
Palm Beach Gardens, FL
Super Early Bird
Rates Start at
$895

Agenda
© 2015 Brandon Hall Group 6
Evolving Learning Technology Landscape
Phases of LMS Selection
Migration Framework
Takeaways
Questions

Is your organization currently considering replacing your LMS?

38%
62%
Yes No
BHG LMS Survey, 2015

45%55%
Installed
Yes No

45%
55%
Installed
Yes No
32%
68%
SaaS
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
12

Complete “Unified” System
•Social learning
•Networks
•Recommendations
•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%
Top 3 Reasons for Upgrading or
Switching LMS'sMore than one-third of BHG
surveyed organizations are
looking to upgrade and
replace their current
systems
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

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. A platform that can adapt to
changing needs
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

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
25

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 transfer
Data mapping, data cleaning, content ownership,
content portability
4. Globalization setup
Languages, financial data, government data
regulations
5. Reporting & security
Historical data, permissions, business data
integration
6. Administration change Admin selections, training, communications
7. End-user change
Access 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
Profiles
Security
Rules
Field Names
Profiles
LOGIN
Content
Content
1. System Integration

System Integration
Key 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).

Strategic
Consulting
Enterprise
Integration
Single Sign On
Ease of Use
Process
Optimization
Increase Sales and
Improve Service
Case Study, Toyota
Planning, 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

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?
2. Structure and Domain

Structure and Domain Setup
Key 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 & Languages
Dramatically 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 Transfers
Key Practices

Air Canada
6 Weeks: Move to Cloud with Multiple Data and Content Transfer Needs
1. Project Plan
2. Users and
Data Map
3. Finalize RDI
Templates
5. Content
Acceptance
4. Testing SSO,
Validate Data
6. Cutover to
Live System
◼ Primary Driver: Add mobile
training for 3000 Pilots
◼ Project team of 8 people
◼ 5 from Air Canada
◼ 3 from Educe
◼ 2 Day Blackout
◼ 95% of CBT is now on Tablets

Global Setup
Key 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 & Security
Key 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 Preparation
Key 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 collaboration
Unified Learning Suite
•Configurable domains, microsites, audiences , and workflows
Configurable business
process & solution
•Pre-requisites, equivalency and CE credit, and automation
•EU Right to Learn, eSignatures, audit trails
Advanced certification
management & compliance
•eCommerce support: for-profit training
•Multiple audience support
Extended Enterprise
•Anywhere and offline mobile access
•Communities, discussions and user generated content
Social, Mobile, Intelligent &
Collaborative
•Multiple language support
•Global support, platform and network
Global & 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?
David Wentworth,
Principal Learning Analyst
Brandon Hall Group
@DavidMWentworth
Charles DeNault,
Senior Director,
Product Marketing
Saba
@MathChuck

Thank You
Please submit additional questions or inquiries to
success@brandonhall.com
For more information, visit us at www.brandonhall.com
David Wentworth,
Principal Learning Analyst
Brandon Hall Group
@DavidMWentworth
Charles DeNault,
Senior Director,
Product Marketing
Saba
@MathChuck

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