10 steps to implementing an lms white paper sept 2010

Implementing an Learning Management System
10‐Steps Process to your LMS
CapitalWave Inc. | White Paper

September 2010

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Table of Contents:

LMS Steps 1‐4: Analysis …………………………………………………………………….….…3

Training Department Analysis ..………………………………………………………………………..4

The Vendor Search ..………………………………………………………………………..5

Further Due Diligence .……………….………………………………………………………..6

Building the System .……………………………………………………………………..….8

User Acceptance Testing .……………………………………..……….……………………..…9

Training, Marketing, and Technology……………………………………………………………….……….10

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LMS Steps 1‐4: Analysis you've already centralized training and
development, you probably have a good idea of
Before you even begin the selection and what courses exist, which ones need to be
implementation process for your LMS, you converted to an online format for LMS delivery,
should first turn your attention to the analysis and which ones will need to be listed as
and assessment of various aspects of your classroom in the registration functions of the
organization, its structure, and its learning system.  If you have not centralized learning,
needs. We will treat this analysis and the implementation of an LMS is a good reason
assessment as steps one through four of the to undertake the task. Various departments
ten‐step LMS implementation process. Plus, within the organization may have their own
you'll also need to assess your own learning and training programs that need to be "housed"
development organization's needs in regard to within the LMS environment. Keep in mind that
the system, but we will discuss that as a simply pulling training opportunities into the
separate step in your process.   LMS does not mean that the training and
development department has to take them
To start with, you'll want to analyze and assess over completely ‐ it simply means that training
the audience in general. This may seem easy, and development must be aware of each
but some organizations have a diverse offering.
population in terms of technical experience,
corporate or organizational learning experience, Step three involves technical analysis. Is the
and even willingness to use online or hosted organization's technical infrastructure ready for
systems in regard to their personal an LMS? Does adequate bandwidth exist? Do
development. In order to assess your audience, laptops and desktop computer setups have the
you may want to consider a survey that asks the necessary hardware and software to offer the
organization's members about their technical LMS and online courses? To discover the
experience, their willingness to register for answers to these questions, form a solid
courses online, their ability to take courses relationship with the organization's IT decision‐
online, and also their perceptions of learning makers before you begin LMS vendor
management system tasks, activities, and demonstrations. This way, you'll have access to
functions.   the people who can "make or break" the LMS
and its functionality, and you'll also be able to
Site visits are also helpful when assessing your ensure that there are no surprises during your
audience. For example, a manufacturing rollout.
environment may not allow for widespread
access and use of an LMS, but a corporate Step four is business‐case analysis. Any
environment might. You can also learn quite a department within the organization that plans
bit about the population the LMS will serve by to use the LMS should be asked what functions
simply observing their work habits, as well as they may need. For example, departments with
those of their supervisors.   a large number of positions and career path
possibilities may need to utilize career pathing,
Next, take the time to examine what learning is course tracking, and transcripts. But small
already in place within the organization. If departments may only want to access what the

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organization provides via the LMS. If you are these breakdowns as the starting point for your
lucky enough to have a project manager learning organization analysis.
assigned to the LMS implementation, he or she
will most likely create written business case First, look at the administrative function of the
analyses for each area as you interview them LMS. Who is going to be responsible for initial
for their LMS needs. From these assessments, and regular data entry? For example, courses
you can create a list of the features and may need to be set up as a one‐time event, with
functionalities that are absolutely necessary, classes being added regularly. Will an LMS
"nice to have", and not necessary. And you can administrator conduct the one‐time set up, and
use your list to narrow down your vendors, then move class access to instructors? Or will
eliminating those that cannot provide what the administrator maintain control of this
your organization needs in a learning function? Plus, will there be a data
management system.   management "checkpoint" person throughout
the LMS life cycle?
The analysis phase of your LMS implementation
is perhaps the most important. Without solid Next, consider the overall structure of the
facts about the organization, its technology, and policies related to LMS usage. For example,
its business needs, the LMS runs a high risk of what is the passing grade for courses, both
missing the mark. Next, we will look at internal online and instructor‐led? Will you have a
needs analysis, that is, within the training and failure policy that leads to a retake? Or are
development organization. some courses, such as compliance, a pass‐fail
basis? Will certain course failures need to be
Training Department Analysis reported to managers on a regular basis? In
addition to these questions, you'll need to
No matter how large or small your organization
assess what qualifies required versus elective
is, the department that will probably use the
training, as well as which courses can be taken
learning management system more than
online and which cannot.
anyone else is your own training and

development organization. For the most part,
The third sample area is instructional design.
administration, data entry, data usage, and
Will online courses be designed outside of the
"back office" functions will be run via the
LMS, using Flash or HTML, and then packaged
training department. Because of this, it is vitally
for use on the system? Or do your designers
important that you lead your staff through a
simply need access to a pre‐packaged content
thorough needs analysis.
development system, or Learning Content

Management System (LCMS)? From your
Consider how your staff is currently organized.
organizational technical analysis, can you
There may not be many staff members, but
determine if the audience is going to expect
each one has a function. Or, you may have
social media, such as chat rooms, discussion
various staff in various departments throughout
threads, or blogs as part of their learning
the training organization. Break the staff down
experience? If so, you may need to find a
into functional areas that relate to the LMS,
vendor that offers a Social Learning
such as administration, design, delivery,
Management System, or SLMS. In addition to all
development, reporting, and technology. Use

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of this, if your organization has a de‐centralized your organization?
training structure, will managers or subject
matter experts need access to the LMS in order This is certainly a "laundry list" of functions,
to create and post online training courses? tasks, and potential business needs within the
training organization. But if you start here,
After design, shift your focus to delivery. Will all you'll have a much better idea of what
instructors have access to the LMS? Will each information and access the training teams need
person who teaches a class or course need to before the LMS is implemented. Next, we will
access rosters, record attendance, and post look at vendor selection and demonstration.
grades when each class is completed? Does the
organization need to implement a registration The Vendor Search
deadline so that instructors can prepare for
The process of finding an LMS vendor can be
classroom courses effectively? For example, you
just as taxing as the whole LMS implementation
may want to consider a registration deadline of
process in general. In today's market, there are
a day or two before the event if the class is
many providers who are looking to add you to
material‐heavy. This will be a great way to
their satisfied client list, so your due diligence
watch your budget as the LMS gets off the
and patience in the selection process are
ground.
absolute requirements. One of the first items

on your vendor selection list should be to
Another area to consider is professional
conduct thorough research, so let's look at how
development. Who within the training
to start.
organization will manage career paths and

development plans, if they are to be included in
First, go to your industry network, such as
the LMS rollout? Or are career paths and
colleagues in the training and development
development plans even necessary at the
business or your local ASTD or ISPI chapters.
beginning? In a related sense, who will have
Find out who is using an LMS and whether they
access to training participants' transcripts? For
are truly satisfied with their vendors. You'll find
example, some organizations restrict access to
that a conversation definitely occurs with
employees only, while others allow access by
clients who are extremely happy or fairly
both the employee and his or her direct and/or
disappointed, so be aware of the "horns and
indirect managers.
halos" effect. Look for patterns in LMS vendors

in relation to your networks' industries,
Finally, consider the reporting aspect of the
business needs, organizational size, and training
LMS. Which managers or executives will need to
needs. When you have a sizable list of vendors,
see class attendance, survey results, and online
begin your research on your own first.
course completions? Will this type of

information be generated as reports on a
Visit vendor websites to determine if any of
regular basis for distribution to the key players,
them serve your industry or companies within
or will those key players be allowed reporting
your industry. That may be a good place to
access at any time?  In addition, is reporting
start, since industry knowledge is a definite plus
simply an intra‐organizational function, or will it
when it comes to your provider. Most LMS
be used to support regulatory compliance for
vendors include a client list on their websites,

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so it may be easy to look over the list and find ensuring that a majority of your selection
similar organizations. One way to use the committee members will be able to be present.
information you find is to contact the Impress upon the committee that they will need
companies who are listed as clients on the to do their own research and prepare a list of
vendor website. Some people may be wary of questions for the vendors. And remind the
talking to you, but some may not be. This committee that questions need not be general ‐
approach may give you quite a bit of they can pertain to each committee member
information regarding the vendor.   and his or her area. Questions can be tough, as
well. There should not be a problem with
For the initial contact with a vendor, you may putting a vendor representative "on the spot"
want to conduct short interviews yourself. Use or requiring him or her to ask one of their
the list you created from the business analysis experts for help. After all, the vendor's goal is to
in order to construct a list of features and be transform your organization from a prospect
sure to ask the vendor representative about into a client.
their ability to provide what your organization
needs. And don't forget to run a "hard line" After the first round of demos, meet with your
when it comes to getting answers from committee to narrow down the choices.
potential vendors regarding your organization's Remember that the fewer choices you have the
business needs. Try to avoid allowing a vendor easier the final decision will be. Once you and
to "gloss over" the more minor needs; your committee have narrowed down the field,
additional functionality can cost both time and have the committee come up with a plan for a
money after the implementation has begun.   final meeting and demo before the selection. By
this time, each committee member should be
While you are looking at potential vendors, be encouraged to come up with more questions to
sure to create an internal search committee. ask the vendor.
This group should consist of members of your
organization's technology staff, an executive When your selection is made, it's time to move
sponsor, potential LMS users, department on to further due diligence.
managers, and staff from within the training
and development function. Be sure to explain to Further Due Diligence
the group that the interview process should be
You can probably take a deep breath after your
like finding the right person for a job ‐ and that
selection of LMS vendors has been made. But
there should not be a rush to conclude the
don't get too comfortable before the
search. Once you have your group, create a
implementation begins. During the time period
general interview template for the group
between the selection and the signing of
members, so that they will know what kind of
contracts, start moving forward on conducting
information you will be looking for when the
some final due diligence in relation to the LMS,
LMS vendors begin to appear in person for
its functionality, its specifications, and the
meetings and demonstrations.
vendor. First, let's discuss contracts.

When you have narrowed down your vendor
Most organizations have a legal counsel that
choices, begin to schedule demos and meetings,
reviews contract documents before they are

6

signed. But you most certainly want to review and implementation. Reporting is another area
the contracts yourself, especially if the legal that may be costly to change. For example, if
counsel was not involved in vendor selection. your organization finds that it needs a particular
This may go without saying, but sometimes the report that is not in the standard report base,
temptation exists to let legal do all of the heavy the customization is just like making a software
lifting when it comes to contracts. In addition to change. In other words, the addition of one
the legal review, consider having a contract custom report can cost just as much as making
specialist from IT or another area review the changes to your LMS on an hourly software
documents.   developer basis. A built‐in general course library
is a great resource, especially for time‐sensitive
When you begin your own contract review, look training that doesn't have to be customized to
for the general specifications of your your organization. But be sure you understand
organization's LMS setup, as well as the how and if your organization will have access to
functions you plan to purchase and use. the LMS vendor's generic course library. If so,
Obviously a glaring omission on either your part determine if the library is part of your initial
or the vendor's part is a reason to have the costs or if you will be charged on a per‐user
contracts rewritten. But also take the time to basis in the future.
compare your contract to your original business
analysis list, just to make sure you've included In relation to technical specifications, have your
all of the functionality you needed. It's easy to internal IT person review the spec
let more minor needs slip through the cracks documentation to look for any issues. In fact,
when it's time to write the contracts.   you may want to set up a meeting between the
LMS vendor's technical representative and
Another area of the contract to review; are the yours ‐ this gives them some time to discuss
costs that may be associated with certain potential issues and plan the technical rollout.
actions either now or in the future. For Plus, if these groups meet before the
example, although you may have everything implementation, they can easily head off
you need for the implementation; the problems when time is vitally important to the
organization may find it needs further LMS rollout.
functionality down the road. Review the
contract for additional cost and how those costs One of the final pieces of additional due
are factored; there may be a consultation fee diligence is project planning. Whether you are
plus an hourly charge for development, or there the project manager or you have a professional
may simply be a fee for the customization. If project manager assigned, take the time to
your vendor will charge hourly fees for create a plan for the LMS rollout. From this
customizations, go back to your network or plan, you should have a good idea of your
colleagues to see if any of them had to timeline and you should also be able to see if
customize their LMS after it was implemented. the vendor is going to be able to meet it. Along
This way, you'll have an idea of the time it takes those lines, request a project plan from your
for a software developer to customize your vendor, as well. With both an internal and
setup.  Also, look for any costs that may be external project plan, you can make
incurred for minor changes during the setup comparisons, make adjustments, and work to

7

conclude the implementation phase smoothly may have some installations to implement
and efficiently. while the system is being built. For example,
your IT department may have recommended
Next, we will discuss the initial build out, data running the LMS on its own server that may
population, and installation of your LMS. need to be installed and tested. Or, your
department may need software or hardware
Building the System upgrades in order to efficiently operate the
reporting or data mining features of the LMS.
You can look at the build out of your learning
Take the time during the build out to get all of
management system as the point where
your internal hardware and software installed
"construction" begins. This phase usually occurs
and tested.
directly in line with the vendor and your agreed‐

upon project plan and timelines. But try to
Another part of what we will refer to as
avoid leaving the entire build out in the hands
installation may be the internal training of your
of the vendor. In other words, you should stay
staff. Often part of the LMS contract is a certain
on top of each phase and every development
amount of onsite or at least virtual, in‐person
during the build out just in case any issues arise.
training for the learning staff. This may include
Ask for consistent progress reports from the
learning how to use the system as a learner, as
vendor's representative and your project
an instructor, as a designer, and as an
manager, if you have one. Stay in constant
administrator. Be sure to schedule the training
communications with the vendor's team to
during the "down time" during the build out.
ensure that nothing is missed. In addition to
Another task you can undertake during the
this, it may be a good idea to schedule project
installation phase is to determine the system
meetings on a regular basis just to "check in".
access instructions and paths ‐ with this

information, you can begin building training and
Internally, the build out is also a good time to
quick reference guides for the rest of the
maintain your communications channel with
population.
the internal IT department. With this channel

open, you can report any issues, have your IT
One of the final areas of the installation is the
department look at them, and determine if
initial and continuing population of data in the
anything is going to hold up the progress of the
LMS. First, where is the initial and regular data
installation. Another best practice is to ask the
for your training audience coming from? For
vendor if they will allow small "tests" of
example, will the HRIS transfer employee
functions that have been built out, just to
information regularly, or is this information
ensure that those functions are meeting your
scheduled for manual entry at certain time
specifications. Along with your IT department,
intervals? Be sure to schedule these data "runs"
you should be able to manage the construction
at the beginning of the LMS implementation to
of the LMS without any issues.
ensure that information housed in the LMS is

always up‐to‐date. Also, consider how you will
We will use the term "installation" to describe
set up course "shells" and class schedules.
your area's preparation for the full‐scale rollout
Typically an LMS will require you to create the
of the LMS. Keep in mind that there is usually
catalog of courses first, such as "Banking 101"
not a physical "install" of an LMS. However, you

8

or "Customer Service Basics", and then create almost as well as you do. The vendor may be
all of the class meetings and schedules. If this is able to provide sample scripts, testing areas,
the case, you will need to determine who is and project plans. In addition, your vendor
going to conduct all of the manual data entry should be able to create a "copy" of your LMS
that is required. Some organizations assign to be used for testing, instead of using the live
members of the training staff to do this, while database. When you've obtained information
others may leave this time‐consuming set of and assistance from your vendor, take the time
tasks to the LMS administrator. Alternatively, to develop and customize the UAT process even
hiring temporary workers to complete data further. Remember that your time spent on the
entry is a possibility, although these people will front end will probably save both time and
have to be trained. As with any step during the money in the long run.
installation phase, be sure to "test" data to
ensure that it is uniform in entry and The key to UAT is that the testing audience
appearance. For example, after the first data should be able to follow LMS processes from
transfer from the HRIS, locate records within beginning to end, report on success (or failure),
the LMS to make sure that the data transferred and make suggestions for any last‐minute
correctly. For courses and classes, consider changes. Let's look at a potential UAT process
having users test the data by looking up a for an LMS end user, who would be a training
particular course and class meeting. participant in your general population. The
student should be able to locate his or her own
Once the LMS has been built, the next step in record in the LMS, looking for correct employee
the implementation is User Acceptance Testing, data, such as name, position, or work location.
or UAT. The student should also be able to find a
learning plan or career path that explains which
User Acceptance Testing courses he or she should take. You may also
want the student to be able to find a learning
A portion of your audience should test any
plan or career path for a desired position, such
large‐scale technical system before it is rolled
as the next logical position for the person or
out to the general population, whether it is an
even a promotion.
LMS or even a core of online courses. In regard

to the LMS, user acceptance testing (UAT)
Next, the student should be able to locate a
should really occur on two planes: end users
course and then find a class, either online,
and "back end" users, such as the learning and
classroom, or both. The student should be able
development organization. Let's look at how
to register for a class ‐ and then take it
you can ensure that UAT occurs on both planes
immediately if it is an online offering. If the
‐ and also some best practices for both.
class is a classroom offering, the student should

be able to register, find the class location and
One of the first sources for UAT information is
time, and then go to the class when it is offered.
your vendor. Set up a meeting with the vendor
If this is the case for your LMS, you will probably
representative to find out how they would
need to make the UAT period long enough to
recommend testing the system. By the time you
include a couple of weeks' worth of classes.
are ready for testing, your vendor should know
After the student takes the course, he or she
your audiences, both internal and external,

9

should be able to again locate the record, find a Training, Marketing, and Technology
grade or record of attendance, and make sure
that credit has been posted on the learning plan When you've completed your user acceptance
or transcript.   testing, it's time to implement a highly effective
training and marketing program for the LMS.
On the back end, an LMS administrator should Remember that it's great to have the LMS up
be able to find records of online courses and running, but a lack of users and enthusiasm
immediately. This includes locating a grade as could spell disaster for the LMS and the training
well as credit on the student's transcript or initiative. So how can you ensure that training
learning plan.  For classroom courses, an and marketing entice the organization to jump
instructor should be able to record attendance on the LMS bandwagon?
and grades, and then make sure that all grades
go to the appropriate transcripts. Many times, your audience may be reluctant to
Another aspect of UAT should be your reporting log in and begin using the LMS simply because
and data mining function. You or your LMS of a lack of knowledge. Obviously the
administrator should be able to run all reports technologically savvy users may jump right in
that were part of the original LMS package, and and try to figure out how to use it, but others
then cross check the information in the reports may not be so quick. The key to this issue is to
to what exists in class and student records. An provide useful training. As with any training
additional step for the reporting function is to program, the operative term in LMS training is
pass the reports to their audience, such as an "useful". Try to avoid training on the "nice to
executive, and have that person review the haves" or functions that don't really apply to
reports. The report end user should be able to certain segments of the population. For
locate information easily, draw relevant example, end users really don't need to know
conclusions about the data, and ask questions that much about reporting.
regarding the data. If this doesn't happen, the
reporting may not be complete or it may not be At this point, it's helpful to know that your UAT
arranged in the most user‐efficient manner.   process has probably provided the best training
materials. Take your scripts and turn them into
The best way to create an efficient UAT process quick reference guides (QRG's) for accessing
is to create scripts and feedback forms for the and using the LMS. Make these QRG's available
testers. To do this, think through LMS in both hard copy and electronic formats so that
processes, as we've done here, and then create users can get to them quickly. And if your
a written script. Have users follow the script, training department is large enough, don't
add their feedback, and make any suggestions forget about creating training materials for
for change that could occur either before the them, as well. You can conduct initial training
rollout or later on.   for larger audience groups in person, online, or
even via web conferencing. If your organization
After the UAT process, you are ready to roll out. is already technologically advanced, consider
But a full‐scale LMS rollout includes marketing, adding the LMS to social media, such a blogs,
training, and technology, which we will examine discussion threads, or the organization's
in our final discussion on LMS implementation. internal Web. The main thing to remember

10

when you are training for the LMS rollout is to taken required or job‐related training, as well as
have training materials ready to go, easily who might be taking courses related to
accessible, and certainly relevant to the promotion. As part of the marketing, show
population. managers how LMS data can help them create a
succession plan ‐ and ensure that those
As training comes under control, you should employees who are interested in promotion not
also consider the marketing of the new LMS. only obtain training but also obtain the
Remember the population that may not access necessary professional development and
the LMS because of a lack of knowledge? There coaching they would need to succeed. Don't
is potentially an equal population that may not forget the executives, either. Market the LMS as
access the LMS because they are unsure of how a tool for executives to discover which courses
it can benefit them. In other words, just as your are being taken and which ones aren't. The
organization markets its products and services, executives can also look at attendance, grades,
you must market the LMS.   and even participant surveys to determine if
training is hitting the mark.
For end users, position the LMS as the best way
to access and register for training. Show the One final part of marketing is to use the new
audience that attending classes via the LMS has technology itself as a tool. For example, you can
never been easier. In addition, and perhaps position the LMS as a fantastic step forward in
more importantly, you can position the LMS to learning technology, a step forward that will
the end user audience as an efficient way to allow the learning and development
manage careers. For example, an end user can organization to become a strategic business
access his or her learning plan, take classes, and partner. This partnership will allow training and
find out what educational opportunities may its audiences to work together more effectively
exist to prepare him or her for the next career as new technology is added, ensuring that the
step. Not only this, the data collected in the organization consistently meets its goals.
LMS can be an effective way for employees to
show progress when it's time for performance As we've discussed, implementing an LMS can
evaluations.   be a difficult task. But with the ten steps we've
explored in this series, your LMS
For managers, you can market the LMS as a tool implementation can be effective, efficient, and
for career development and management. successful.
From the LMS, managers can find out who has

© Copyright 2010  CapitalWave Inc. All Rights Reserved.

Bryant Nielson – Strategic Alliance & Acquisitions Director at Financial Training Solutions a division
of CapitalWave Inc – offers 20+ years of training and talent management for executives, business
owners, and top performing sales executives in taking the leap from the ordinary to extraordinary.
Bryant is a trainer, business & leadership coach, and strategic planner for many sales
organizations. Bryant’s 27 year business career has been based on his results‐oriented style of
empowering.

11

Finaancial Training Solution (FTS), the instructor-
ns e -led division of CapitalW Wave Inc,
is a firm made of up industry profes
e ssionals having a repu utation for providing
first-
-rate training and cons
g sultancy to b
banks and other financ cial institutio
ons. FTS
offer professionals who ha extensiv knowledg experien and exp
rs ave ve ge, nce pertise in
the aareas of ban nking and fin
nance.

Blennded learning is the p philosophy o which th company was found
on he y ded. Our
ning methodology, integrating theory with practice using ou own very powerful
train y ur
train
ning tools, creates a uniquely exciti ing and effe
ective learnin environm
ng ment. The
resu pays imm
ult mediate dividdends in the retention of newly-learned concepts and
their practical ap
r pplication in the financia marketplac
al ce.

Cap lWav Inc.
pital ve
Delivering Innovative Training S
g Solutions

For further informa
ation, please contact:
e

Finan
ncial Training Solutions is a division of CapitalW
g Wave Inc.

Bryant Nielson, Direc
B ctor

http
p://www.Ca
apitalWave
e.com

http://wwww.FinancialTrainingS
Solutions.c
com
http://
/www.Your rTrainingEdge.com

Tele US: +1 (917) 477-3
T 3221
Te UK: + 44 (20) 3356 9
ele 4 9935
bryant.nie
elson@financialtrainings
solutions.com
m

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