Learning management systems are not simply technical tools that can be purchased without planning. Long-term success for LMS implementation requires effective leadership. If the implementation is poorly planned or executed, the new LMS will likely fail to make a difference in the normal workflow.
This article discusses the steps and ingredients of a successful LMS implementation process.
1. Define clear roles
Well planned is half done – and the second half is always easier when all parties know what to do. That is why it makes sense to delegate responsibilities for each step of implementation – and long-term maintenance from the beginning.
Who takes care of content production, whose responsibility is it to collect user feedback, how is user data being analyzed? Who designs and coordinates training and support for new users, who manages and resolves problems?
The smaller the organization is, the more likely all these tasks are delegated to a single individual. Tech support is also likely outsourced to the supplier or an external IT support. It is important for an organization to have a realistic understanding of their resources and plan the LMS implementation accordingly.
2. Involve all stakeholders
Even though managing the implementation process was delegated to HR or IT, the entire organization needs to be involved in designing and executing the implementation project. This makes it easier to consider all user needs and make the LMS implementation smoother.
When planning the implementation, put together a heterogeneous project team. Collaborate between different departments and involve domain experts. Discuss, collect feedback, and manage expectations.
Implementation needs to consider all users, including learners, supervisors, content producers, administration, IT, and so on. The more feedback and guidance you can accumulate, the better the implementation project is likely to be.
Even if only a small team or department was responsible for the technical implementation, it is important to understand user needs and potential use cases for the learning management system. Understanding needs and managing user expectations is critical.
3. Communicate and train
It is important to communicate consistently to avoid under-use. Lack of information, lack of skills, or simply resistance to change can be barriers to successful use of the LMS, particularly in the early stages of implementation.
If the new platform is not being used as widely as expected, this might depend on a number of factors. It makes sense to prepare for the most common issues actively.
Communicate early on that the implementation will take place. Make sure everyone understands when and why the new platform will enter use. Understanding the motivation behind information system procurement reduces resistance.
Provide sufficient guidance and training for new users. Do not forget to provide sufficient long-term technical support. Sufficient support for users is crucial both in the short and the long term.
Often the software provider has the best capabilities to organize user training. Often it makes sense to consider user training already when comparing suppliers and to be aware how much of the training can be outsourced.
4. Integrate the new LMS with existing systems
Separate information systems may be under-used in the long term. Siloed data management is in no one’s interest. While it may in some cases be more flexible to simply start using a tool before creating system integrations, ignoring them altogether may result in waste.
Information systems and digital tools work always as a component in a broader architecture of software and processes. For instance a learning management system may benefit from sharing log-in credentials with or transferring data to other information systems.
When implementing a new learning management system, make sure the supplier installs relevant systems integrations. The better the LMS is integrated to other systems, the better the user experience is likely to be.
5. Execute the first training program
It is usually not necessary to transfer all possible learning content to a new system on day one. Often it is best to start with a limited pilot project to test the system and the new training workflow. When a limited number of new users are introduced to the platform in the beginning, the implementation project is usually easier to manage. This also makes it easier to collect qualitative feedback from users.
Besides, content production is an interactive process. Every time a training program is completed, it produces new data that can be used to improve on training materials and pedagogical processes. The first training program does not need to be perfect. Rather, establish realistic and reachable goals for quality and collect data in order to develop the courses further.
Use reasonable time and effort to plan the first online course. The first batch of students will inform how training should be developed in the future and what kind of (re-)training should be provided to the teachers. Be aware that online courses may require new pedagogical models. Old training materials can inform the creation of online courses, but often it is not enough to simply upload old materials online.
6. Monitor and document
Online training is an iterative process. All training and teaching informs future iterations of the course. Monitoring learning and understanding why specific approaches work or don’t is important for developing contents and pedagogical models. There should be a workflow for monitoring learning and identifying areas of development.
The user organization needs to identify metrics for assessing the impact of teaching and training. Metrics need to be concrete enough to inform decisions. That a course should save time, increase productivity, or offer better user experience are good principles, but vague goals.
For instance in the context of software implementation projects measurable goals can be staying under budget, participation rates in new courses, quantity of new users, or time spent on training materials.
In the short term analytics helps to identify needs for interventions and helps to keep the implementation project on track. Project managers can identify problems and resolve them in a timely manner.
For instance if users are not taking online courses, the project manager can find out why – is there a technical issue on the platform, have the new courses not been marketed internally, or is there simply not enough time to participate? Or if there is a high drop-out rate, the project manager might try to find quality issues in the training materials.
How to guarantee LMS implementation success with Workseed
LMS implementation projects are complex endeavors that have a number of success factors. A successful project requires good planning, sufficient resources, and the right skills.
A motivated and skilled project team is key for implementation success. A learning management system is not simply a technical procurement. Integrating it to an existing workflow requires skill and planning. That is why choosing the right vendor is part of guaranteeing a successful implementation.
It is a priority at Workseed to guarantee that new customers are not left on their own. That is why Workseed provides extensive support for implementing the platform.
For Example Merivaara, part of the Lojer corporation, appreciated the support Workseed provided for designing their pedagogical approach. We collaborate with Merivaara to design a new program for product training for external partners. Read the full customer story here.
Laurea University of Applied Sciences implemented Workseed in an expedited manner for almost 2000 health care students. The LMS implementation project was extensive and ambitious. In the end the project was a patent success, mostly due to good collaboration between the project team and the provider. Read the full customer story here.
In case you are planning to develop learning management in your organization, why not book a demo here. Our experts can help you plan implementation and tell you more about our project management experience.
