The Business Case For ELearning [Electronic resources] نسخه متنی

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The Business Case For ELearning [Electronic resources] - نسخه متنی

Tom Kelly, Nader Nanjiani

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Ongoing Governance



As the project unfolds, cross-functional collaboration is critical for success. Identifying the various team members representing the range of departments in a matrix organization allows broader perspective and alternative viewpoints on the project to be added.


Planners should identify and recruit a team of cross-functional participants to act as a small task force for the development and delivery of the program. The task force should be responsible for decision making on plans, priorities, and implementation. It should include the project manager, who would have the ultimate responsibility of ensuring project completion under time and budget. Having a governance model in place ensures that the stakeholders are not only involved at a macro level, but that they are also involved with the program's ongoing implementation.




Hindsight Is 20/20: It Is a People Business



What types of people will it take to be successfulto survive this trip?


You need people who have developed software products: program and project managers who think differently and solve problems differently than the successful training professionals; not instead of, but in addition to those training professionals.


You need managers who think outside of their education box. You cannot solve new technology problems with older technology analysis. You need catalysts that cause, embrace, and successfully manage change. To be successful, you need account managers who can skillfully and artfully create and nurture the relationships you must form with other parts of the company or with outside vendors. You might need a poet or a few musicians to round it out so that you don't drift too far from the human valuesinteresting, engaging, and compelling; values that are often missing from content we all create. Not that you will actually be adding poetry or music (although you might), but these "creative types" may help keep your products "human" and as close to engaging or enjoyable as feasible.


Hire people who agree with your vision, values, and ethics, but who have a different perspective than you do. They openly and honestly question your direction and your tactics because they see different ways to accomplish the same goals. Usually, people make better decisions when they are forced to look at the problem and the solution from different, even opposite, angles. Constructive opposition makes the mind grow stronger and the thoughts clearer.


Separate from their skill sets, the e-learning team must be composed of flexible, creative people who know that during this experimentation they will experience the absence of success. You should add people to the mix who have a software development background and no training background at all. If there are any game programmers you can add, they will be helpful to the new pace and problem set your team will experience. Web folks and tools-integration people as well as video and audio specialists should be selected; again, these people probably have no training background. You still need all sorts of education and training professionals, product generalists, and people who are adventurous, action oriented, and driven to make a difference.



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