Mobile Learning Project Management
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mLearncon 2015 - So you are building your first mobile learning project in your organization—where do you start and what steps do you need to take to be successful? Just because you are experienced in managing an eLearning project doesn’t mean you are ready to project manage a mobile learning project. There are many differences, and plenty of new landmines to watch for. In this session you will look at the project management steps of developing a mobile learning project, using a real case study as an example of what to do and what not to do. You will receive and examine a template and sample mobile learning project management plan that includes front-end analysis, specifications documents, budgets, change management plan, development plan, implementation plan, and project evaluation. You will leave this session with a new appreciation and preparedness for mobile learning project management.
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Mobile Learning Project Management
- 1. Mobile Learning Project Management Debbie Richards Creative Interactive Ideas
- 3. Project management is the discipline of planning, organizing, motivating, and controlling resources to achieve specific goals. A project is a temporary endeavor with a defined beginning and end (usually time-constrained, and often constrained by funding or deliverables), undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value. http://en.wikipedia.org/wiki/Project_management
- 5. Business Strategy • Who is the audience? • What is the need? • What problem are you trying to solve? Understanding the business issues that are driving a mobile learning project is especially important when it comes to selling the idea to, and obtaining a budget from, senior management. Mastering Mobile Learning by Chad Udell and Gary Woodill
- 6. Business Case Implementation needs to be a response to a specific set of business problems. Goal: What part of the need does it address? What do you want to achieve with this project? A clear goal defines priorities, which in turn lead to the mobile solutions you will need to find or create.
- 7. Goals • What are the project objectives? • What are the expected outputs from the mLearning project? • What are the criteria for assessing project success?
- 8. Include • Scope – pilot, staggered implementation or global rollout • Metrics – how measure success? Assessments • Estimates – Project costs, benefits = ROI
- 9. Executive Summary Compose a single page that will provide a clear, concise summary of the proposed solution. Include a high-level overview of your research that leads you to the proposal.
- 10. Problem Statement Clearly state the specific business problem(s) to be addressed.
- 11. Background Include significant information regarding skills, knowledge, budgeting and performance that contribute to the business problem. Indicate in general terms what’s required to resolve or alleviate the business problem(s).
- 12. Solution/Objectives Proposed Solution: Outline the proposed solution. Project Objectives: State what the proposed solution is trying to accomplish.
- 13. Current Process Identify the organizational processes that the proposed solution will affect including • Internal departments • Clients • external partners • Vendors • Competition
- 14. Requirements List the resources needed to complete the project • Staff • Hardware • Software • Time • Budget
- 15. Stakeholders • Identify stakeholders at different levels of the organization – they will become your “champions” • Gather and evaluate their requirements
- 16. Business Unit Managers Business unit managers own the problems that training solves. Until you know what your business unit managers are trying to accomplish, you can’t talk to them about potential results.
- 17. Executives • Executives focus on two things: strategy and outfoxing the competition. • They will be interested most in information that discusses sales, revenues and profits, as well as what will increase the company’s market share. • They are looking for you to convince them that your mobile learning initiative is worthy of the organization’s time, effort and money.
- 18. Learners • Who at your organization (or outside) will actually use the material you develop? • Do your employees work remotely and require “point of need” training support, or does your workforce travel often and need access to training materials from airplanes or other places with no internet access?
- 19. Need? • Determine whether there is a need for mobile learning in the organization – Identify the gaps in the existing training methods – Analyze how mobile learning can fill those gaps.
- 20. Need • If there is a need – Analyze audience to prepare a list of employees who could benefit from mobile learning – Is workforce ready for mobile learning and has the knowledge needed to use the mobile devices?
- 21. Development • Project Manager • Stakeholder committee • Communications team • Development team • Delivery/Deployment team
- 22. Technology • Choices – Company owned or BYOD – What software is needed? Who will deploy and test? – Security policies? • Management – IT – External vendor
- 23. Work closely with IT • Crucial differentiators in resolving infrastructure needs and security protocols • Help with establishing consistent policies on providing mobile devices to employees and accommodating BYOD
- 24. mLearning Project Course Design Authoring App Design LMS Integration Testing and Deployment QA Deployment
- 25. Alternatives Describe other options to implementing the proposed solution. Updates – documentation – backups – library/assets Be sure to include basic requirements for each and estimate project risks, ramp-up time, costs and project delays.
- 26. Compare Alternatives & State Advantages • Compare and contrast each of the alternatives with the proposed solution. • State similarities and differences, benefits and detriments, and costs associated with each option. • Summarize the advantages of your proposed solution, paying particular attention to such items as ROI and cost/benefit analysis, as well as the impact on revenues, profits and expenses.
- 27. Project Management Considerations • Articulate and update policies that may be impacted by the project • Review ethical and privacy standards that the technology may require
- 28. Additional Considerations List critical success factors other than metrics • Effects on partnership agreements with specific vendors, internal marketing and promotion • Potential need for help desk or customer support.
- 29. Constraints What limits your mLearning initiative? – Organization-based (for example, you don’t have the in-house skills to build a mobile app) – Technical-based (such as the small screen size of your targeted mobile platform).
- 30. Assumptions • Do you assume a certain dollar return? • Or productivity increase? • Or accident decrease?
- 31. Action Plan/Recommendation Propose specific action steps. State your short-term and long-term action plans, including major milestones.
- 32. Success Measurements Outline how you will measure the solution’s overall success (tie directly to Project Objectives).
- 33. Implementation Plan • Should be dynamic and adaptable • Anticipate additional decisions and information that may come later in the project • Include: – Detailed Specification Document – Budget – Change Management Plan
- 34. Implement/Deploy • Operations team trained in – Mobile learning usage – Management and operations – Procedures of the system • Will assist users going forward – report back to team issues/changes needed • Perform regular evaluations and collect usage data
- 35. Measure Results • Quantitative – click rates, downloads • Qualitative – user surveys, focus groups, performance improvement • Turn insights from data into program improvements. • Use learner feedback as a valued guide when developing new mobile capabilities
- 36. Advocate for Greater Investment • Use effectiveness and concrete examples of mobile learning’s positive effects on business pain points to demonstrate mobile’s contribution to the organization. • Influence budgeting for and greater adoption of mobile programs.
- 37. 1.Working title 2.Type of mLearning (language, health, environment, learners with learning difficulties…) 3.Project goal (what do you want to achieve with this project? 4.Target audience (Who will be the learners for this mLearning project?):: 5.What type of technology and infrastructure can be expected? (which type of mobile device will be offered or do the target audience have at their disposal? What type of connectivity is to be expected on the target audience level? Is there stable electricity? http://de.slideshare.net/ignatia/planning-mlearning-project
- 38. 6. Possible guarantees for sustainability (most of the time this is the most difficult part of a mLearning project or any technology project. Try to come up with durable ideas: using what the target population has, keeping costs low....) 7.Who are ALL the stakeholders that might influence the project 8.Deadline or timeline for developing the project 9.A broader description of the project (elaborate the overall project, possibly with a scenario describing how the learning cycle of the project evolves) http://de.slideshare.net/ignatia/planning-mlearning-project
- 39. Start Slowly and Build Thoughtfully • Pick one project, and don’t try to do a lot of things at once. • Clear focus, realistic schedules, specific goals, and small-scale pilots allow for evaluation and adjustments at every stage of development. Steve Sniderman, Amway
- 44. References Mastering Mobile Learning by Chad Udell and Gary Woodill Building a Business Case for Mobile Learning: http://ihrim.org/Pubonline/Wire/August12/SumT_wp_FieldGuide_MobileLearning. pdf http://www.learningsolutionsmag.com/articles/1359/mobile-elearning-design-how- to-survive-your-first-mlearning-project The Mobile Learning Landscape 2015 www.td.org/mobilelan dscape
- 45. Debbie Richards Email: debbie@cre8iveii.com Office: 713-523-0888 Cell: 713-419-1198 @cre8iveii
Notes de l'éditeur
- Business unit managers own the problems that training solves. They are pragmatic; their overriding interest is getting the job done—and soon. Until you know what your business unit managers are trying to accomplish, you can’t talk to them about potential results. The business unit manager is usually training’s primary sponsor. The “right client” is the decision-maker who understands the end goal and has responsibility for the organizational area in which the problem occurs. When you’re working with the right client in your organization, measuring results is not difficult. Start with the business unit manager’s business problems and work backwards. The most important step in measuring performance is to pin down the business manager’s answer to the classic question: “What’s in it for me?” Your joint examination of the problem will clarify the gap between the results desired and the results you’re actually getting. Determine what major skill gaps and learning deficiencies are holding people back and estimate the expected dollar value to be gained by eliminating the deficiency. Make sure you get agreement on the expected outcomes, how they will be measured and what constitutes good performance.
- No organization has the resources to do everything it might want. Senior executives are forced to choose where the company’s top priorities lie, what comes first, whether initiatives should be completed in-house or outsourced, and which will yield the greatest return. A good business case shows expected consequences of the action over time, and, most importantly, includes the methods and rationale used to quantify benefits and costs. Executives focus on two things: strategy and outfoxing the competition. Consequently, they will be interested most in information that discusses sales, revenues and profits, as well as what will increase the company’s market share. Consequently, they are looking for you to convince them that your mobile learning initiative is worthy of the organization’s time, effort and money. To make their analysis clear, distill a complex business alternative into a three- or four-page business case to provide a tool that supports planning and decision making, including information about which vendor to choose and when to implement.
- Who at your organization (or outside) will actually use the material you develop? Ideally, you should create individual profiles for the different learner “types” you have. Do your employees work remotely and require “point of need” training support, or does your workforce travel often and need access to training materials from airplanes or other places with no internet access? Do all your learners use the same mobile devices, or is there a mix? Understanding your target learners’ profiles will help you refine your goals.
- What limits your mLearning initiative? Constraints can be organization-based (for example, you don’t have the in-house skills to build a mobile app) or technical-based (such as the small screen size of your targeted mobile platform).
- What limits your mLearning initiative? Constraints can be organization-based (for example, you don’t have the in-house skills to build a mobile app) or technical-based (such as the small screen size of your targeted mobile platform). Many of these assumptions will play into the target learner profiles that you develop above (for example, if your workforce isn’t tech-savvy enough to operate a web-based app, that’s a constraint). You should also lay out any assumptions about the actual impact the mLearning initiative will have on your organization. Do you assume a certain dollar return? Or productivity increase? Or accident decrease?