Handouts
Web-based Training in the Healthcare Context Lynn Boyd & Linda Mosier
Session Objectives • WBT —The Concept • WBT Potential • When WBT Makes Sense • E-learning Industry
Session Objectives • Implementation Outline • Critical Success Factors • “How To” Case Study
1
Web-based Training “The use of web browsers to train via the Internet and/or Intranets.”
Web-based Training
Business Case • Appropriate situations • Advantages of WBT • Counting the cost • Present reality, future promise
2
Situations for WBT • Constantly hiring • Many learners • Wide geographic dispersion
Situations for WBT • Conflicting schedules • Work must continue • Wide skill variations • Standardized training
WBT Advantages • Lower costs • Platform independent • Greater effectiveness • Easy updates • Adult “sensitive”
3
WBT Advantages • Greater control • Certification • Change agent • Reference source • Flexibility
Pivotal Question “What is the cost differential?”
Cost Comparison 3 Year ROI = 61% $2,000,000 $1,500,000 $1,000,000
$519,000
$830,100
$221,054
$328,740
$500,000 $591,827
$655,600
Traditional
E-learning
$0
Year 3 Year 2 Year 1
4
Counting the Cost • Helpful Assumptions: –More than direct costs –Cost/benefits correlation –Shifted costs not zero –“Dumped-on” employees get “even”
Counting the Cost • Cost Distinctions: –Direct training costs –Indirect training costs –Opportunity costs
Direct Costs • Can be traced directly to training activities –Development costs –Vendor payments –Hardware –Administration
5
Indirect Costs
• Costs that ought to be allocated to training –Wages/benefits paid to trainees while they are learning –Overhead –Often twice the direct costs
Opportunity Costs
• Productivity losses incurred when employees take time to learn
–Roughly double the compensation due during training time
Counting the Cost Traditional Training Fixed Costs
Variable Costs
WBT Fixed Costs
Variable Costs
*
*
Direct Costs: Trainers' Compensation Outside Vendors Materials Development
*
Materials Production
*
*
Materials Distribution
*
*
*
*
*
*
*
*
Hardware
*
*
Software
*
*
Travel Expenses Administrative Support Indirect Costs: Learner's Compensation Overhead Opportunity Cost
* Indicates that these costs are likely to be (or can be made to be) negligible.
6
vs. Promise •Reality Really “good” stuff is rare • Bandwidth is an issue • Development requires money • Good management required
E-learning Industry Revenue in $Millions 12,000 10,000 8,000 6,000 4,000 2,000 0 1997
1998
1999
2000 2001E 2002E 2003E
E-learning Industry • Low entry barriers • High demand • Easy money…
Gold Rush!
7
• Write and publish content Content Providers • Variety of media • Variety of delivery methods • Standardization at low cost
Technology Providers • Creation, development, delivery, and management tools –Authoring –Virtual classroom –Assessment –LMS
Service Providers • Internet portals • Professional learning services
8
Implementation • Appropriate Steps • Checklist • Critical Success Factors (CSFs)
Appropriate Steps • Strategy • Champion it • Implement it
9
•Strategy Clear business objective(s) • Cross-functional team • Transition plan • Content
• Management support
Champion it –all levels
• Manage company readiness –integration with reward systems (HR) –integration with IT systems
• Internal marketing
Implement it • Vendor due diligence • Choose vendor • Implement
10
Checklist • Assessment, instructional design • Content considerations • Access to information
Checklist • User engagement • Reinforcement • Online communities
Checklist • Central tracking and administration • Scalable technology • Facilitation of change and implementation
11
Choosing an LMS
• Pick a vendor/partner • Compatible, scalable, robust –Web-enabled
• Address business needs, not just IT needs
Standards • AICC • IMS • SCORM • IEEE
• Basic hardware CSFs • Software • Compelling business case • Senior management support
12
CSFs • Competent project management • Internal marketing • A good product
The Future • Wireless • High band-width • Virtual “omnipresence” • E-learning • Modules at $2.50 each
13
Introduction • Why CBT? • Why Develop In-house • The Development Team
1/16/2001
Cypress CBT • The approach • Pre-release training • Replacement training
1/16/2001
Pre-release CBT • Employees trained before software release • Short training period • Fast development
1/16/2001
1
Design • • • •
No interface Software simulation Phone bridge Manuals or scripts
1/16/2001
Design (cont)
1/16/2001
Design (cont) • Front end (menu system) • Macromedia Authorware
1/16/2001
2
Design (cont)
1/16/2001
Storyboards • No formal storyboard • Scripting done by two employees
1/16/2001
Development • Staffing • Timeline
1/16/2001
3
Implementation • Deployment • Scheduling • Certification
1/16/2001
Replacement CBT • • • • •
Goal Complexity Audience Technology Usage
1/16/2001
Design • CBT accessed through software application • Interface was minimal • Procedural based • Plug-ins
1/16/2001
4
Design (cont)
1/16/2001
Storyboards • Formal instructional design • Informal instructional design
1/16/2001
Storyboards (cont)
1/16/2001
5
Development • • • •
Staff Timeline Template development Technology—use of development software
1/16/2001
Implementation/Maintenance • Deployment • Updates
1/16/2001
Evaluation • • • • •
Presentation of content Repetition Limited functionality Testing Bookmarking
1/16/2001
6
Testing Engine • First release testing • Database • Drawbacks
1/16/2001
Orcas CBT • • • •
The approach Complexity Technology Releases
1/16/2001
Complexity • Level 1 complexity • Level 2 complexity • Level 3 complexity
1/16/2001
7
Design • • • • •
Interactivity Tasks vs concepts Columns of text Container User experience
1/16/2001
Design (cont)
1/16/2001
First Release • Client side only • Planning for updates
1/16/2001
8
Storyboards • Formal instructional design process • Creating Objectives • Tools
1/16/2001
Development • • • • • •
Staff Using plug-ins Learning curve Managing the moving target Testing Creating the process
1/16/2001
Development (cont) A
Requirements
Design
Create Design
Approved for Coding
Code
C
A
New
Review Design CSG
On Hold
Create Reqs
Review Reqs CSG
B B
C
A
Review CodeCSG
Rejected
Postponed
Coding
B Approved
Review Design - UI
Rejected
Rework Reqs
Approved
Rejected
Review Code - PM
Rejected Approved Approved
Returned
C
Review Design PM
Requirements Released for Design
Rework Design
Review Design CSGDEV Rejected
Withdrawn
Key: B l u ebox indicates general informational only Green box indicates the beginning of the lifecycle Grey box indicates the final normal lifecycle state Red box w/White Text indicates the Final Off-normal state Red box w/Yellow Text indicates other Off-Normal states White box indicates the normal lifecycle stages Yellowbox indicates that all content is frozen
Approved
Rejected
Rework Code
Approved
Rejected
Pending Incorporation
Approved
D
D Rejected
Approved
Pending Verification
Review Design QA
Rejected
Approved Rejected
Complete
Approved
Design Released for Coding
1/16/2001
9
Summary • • • • •
In-house vs outsourcing Staffing Technology Vendors What’s next?
1/16/2001
10
Session Objectives • WBT —The Concept • WBT Potential • When WBT Makes Sense • E-learning Industry
Session Objectives • Implementation Outline • Critical Success Factors • “How To” Case Study
1
Web-based Training “The use of web browsers to train via the Internet and/or Intranets.”
Web-based Training
Business Case • Appropriate situations • Advantages of WBT • Counting the cost • Present reality, future promise
2
Situations for WBT • Constantly hiring • Many learners • Wide geographic dispersion
Situations for WBT • Conflicting schedules • Work must continue • Wide skill variations • Standardized training
WBT Advantages • Lower costs • Platform independent • Greater effectiveness • Easy updates • Adult “sensitive”
3
WBT Advantages • Greater control • Certification • Change agent • Reference source • Flexibility
Pivotal Question “What is the cost differential?”
Cost Comparison 3 Year ROI = 61% $2,000,000 $1,500,000 $1,000,000
$519,000
$830,100
$221,054
$328,740
$500,000 $591,827
$655,600
Traditional
E-learning
$0
Year 3 Year 2 Year 1
4
Counting the Cost • Helpful Assumptions: –More than direct costs –Cost/benefits correlation –Shifted costs not zero –“Dumped-on” employees get “even”
Counting the Cost • Cost Distinctions: –Direct training costs –Indirect training costs –Opportunity costs
Direct Costs • Can be traced directly to training activities –Development costs –Vendor payments –Hardware –Administration
5
Indirect Costs
• Costs that ought to be allocated to training –Wages/benefits paid to trainees while they are learning –Overhead –Often twice the direct costs
Opportunity Costs
• Productivity losses incurred when employees take time to learn
–Roughly double the compensation due during training time
Counting the Cost Traditional Training Fixed Costs
Variable Costs
WBT Fixed Costs
Variable Costs
*
*
Direct Costs: Trainers' Compensation Outside Vendors Materials Development
*
Materials Production
*
*
Materials Distribution
*
*
*
*
*
*
*
*
Hardware
*
*
Software
*
*
Travel Expenses Administrative Support Indirect Costs: Learner's Compensation Overhead Opportunity Cost
* Indicates that these costs are likely to be (or can be made to be) negligible.
6
vs. Promise •Reality Really “good” stuff is rare • Bandwidth is an issue • Development requires money • Good management required
E-learning Industry Revenue in $Millions 12,000 10,000 8,000 6,000 4,000 2,000 0 1997
1998
1999
2000 2001E 2002E 2003E
E-learning Industry • Low entry barriers • High demand • Easy money…
Gold Rush!
7
• Write and publish content Content Providers • Variety of media • Variety of delivery methods • Standardization at low cost
Technology Providers • Creation, development, delivery, and management tools –Authoring –Virtual classroom –Assessment –LMS
Service Providers • Internet portals • Professional learning services
8
Implementation • Appropriate Steps • Checklist • Critical Success Factors (CSFs)
Appropriate Steps • Strategy • Champion it • Implement it
9
•Strategy Clear business objective(s) • Cross-functional team • Transition plan • Content
• Management support
Champion it –all levels
• Manage company readiness –integration with reward systems (HR) –integration with IT systems
• Internal marketing
Implement it • Vendor due diligence • Choose vendor • Implement
10
Checklist • Assessment, instructional design • Content considerations • Access to information
Checklist • User engagement • Reinforcement • Online communities
Checklist • Central tracking and administration • Scalable technology • Facilitation of change and implementation
11
Choosing an LMS
• Pick a vendor/partner • Compatible, scalable, robust –Web-enabled
• Address business needs, not just IT needs
Standards • AICC • IMS • SCORM • IEEE
• Basic hardware CSFs • Software • Compelling business case • Senior management support
12
CSFs • Competent project management • Internal marketing • A good product
The Future • Wireless • High band-width • Virtual “omnipresence” • E-learning • Modules at $2.50 each
13
Introduction • Why CBT? • Why Develop In-house • The Development Team
1/16/2001
Cypress CBT • The approach • Pre-release training • Replacement training
1/16/2001
Pre-release CBT • Employees trained before software release • Short training period • Fast development
1/16/2001
1
Design • • • •
No interface Software simulation Phone bridge Manuals or scripts
1/16/2001
Design (cont)
1/16/2001
Design (cont) • Front end (menu system) • Macromedia Authorware
1/16/2001
2
Design (cont)
1/16/2001
Storyboards • No formal storyboard • Scripting done by two employees
1/16/2001
Development • Staffing • Timeline
1/16/2001
3
Implementation • Deployment • Scheduling • Certification
1/16/2001
Replacement CBT • • • • •
Goal Complexity Audience Technology Usage
1/16/2001
Design • CBT accessed through software application • Interface was minimal • Procedural based • Plug-ins
1/16/2001
4
Design (cont)
1/16/2001
Storyboards • Formal instructional design • Informal instructional design
1/16/2001
Storyboards (cont)
1/16/2001
5
Development • • • •
Staff Timeline Template development Technology—use of development software
1/16/2001
Implementation/Maintenance • Deployment • Updates
1/16/2001
Evaluation • • • • •
Presentation of content Repetition Limited functionality Testing Bookmarking
1/16/2001
6
Testing Engine • First release testing • Database • Drawbacks
1/16/2001
Orcas CBT • • • •
The approach Complexity Technology Releases
1/16/2001
Complexity • Level 1 complexity • Level 2 complexity • Level 3 complexity
1/16/2001
7
Design • • • • •
Interactivity Tasks vs concepts Columns of text Container User experience
1/16/2001
Design (cont)
1/16/2001
First Release • Client side only • Planning for updates
1/16/2001
8
Storyboards • Formal instructional design process • Creating Objectives • Tools
1/16/2001
Development • • • • • •
Staff Using plug-ins Learning curve Managing the moving target Testing Creating the process
1/16/2001
Development (cont) A
Requirements
Design
Create Design
Approved for Coding
Code
C
A
New
Review Design CSG
On Hold
Create Reqs
Review Reqs CSG
B B
C
A
Review CodeCSG
Rejected
Postponed
Coding
B Approved
Review Design - UI
Rejected
Rework Reqs
Approved
Rejected
Review Code - PM
Rejected Approved Approved
Returned
C
Review Design PM
Requirements Released for Design
Rework Design
Review Design CSGDEV Rejected
Withdrawn
Key: B l u ebox indicates general informational only Green box indicates the beginning of the lifecycle Grey box indicates the final normal lifecycle state Red box w/White Text indicates the Final Off-normal state Red box w/Yellow Text indicates other Off-Normal states White box indicates the normal lifecycle stages Yellowbox indicates that all content is frozen
Approved
Rejected
Rework Code
Approved
Rejected
Pending Incorporation
Approved
D
D Rejected
Approved
Pending Verification
Review Design QA
Rejected
Approved Rejected
Complete
Approved
Design Released for Coding
1/16/2001
9
Summary • • • • •
In-house vs outsourcing Staffing Technology Vendors What’s next?
1/16/2001
10
