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Casual Articles - eLearning Course Development: A How To Guide
The world is no longer right when the two words, Engineer and Insurance are used together, side by side in a conversation. Individually they are words that justify their use, with their own explanations and own meanings as those that compile dictionaries see fit! They each serve their own purpose until such a time as when they are used in the same sentence or even on the same page. Engineer and Insurance cannot be used together anymore, yes there was a time when this topic had no base but here and today it can be seen that the words are not in any sense synonymous with each other.The dictionary tells us that, insurance is “a thing providing protection against a possible event” or “money paid to insure against something or by an insurance company in the event of damage, injury, etc”. Well, that tells us something although it is a bit confusing.The dictionary tells us that an Engineer is “a person qualified in Engineering” and also it says that an Engineer is “a person who controls an Engine or a Machine”. And there we have it. It is sad that one cannot now look up “Insurance Engineer” or Engineering Insurance” to gain some valuable insight
5. IDENTIFY AND SELECT YOUR ELEARNING VENDOR FOR THE ELEARNING COURSE DEVELOPMENT
Although this document describes this as one step, it is in reality a rather involved process. Please read CMC’s white paper entitled “Selecting an eLearning vendor: A guide to making an informed decision” for a detailed overview of the vendor selection process in the eLearning industry.
6. DEVEL
I have decided that you are weird. But, don't worry... it's a good thing! ;-)Please, let me explain... I promise there's a great marketing lesson in here somewhere... ;-)Throughout my life, I've been called "weird" on more than several occasions! At first, I thought something was wrong with me. I soon began to notice that I was "different" from others in many ways.And, being a kid in grade school, you can imagine how "horrible" that feels... to not "fit in" when everyone else around you is trying their hardest to fit in or be part of a "click" - any click.Fortunately for me, I soon realized that being different or "weird" wasn't necessarily a bad thing. Because I stood out! While others were trying their best to get noticed and be popular, I was usually sticking out like a sore thumb without any effort at all!Did this draw some negative "experiences" into my life? Sure. I got my share of bullies and name-calling. But it also exposed me to some very positive experiences!Weird simply means: strange, extraordinary, odd, fantastic. And, I got to choose what that word meant t
OVERVIEW
This eLearning White Paper provides an overview of the steps involved in the development of an eLearning course. It is intended as a guide to avoiding common pitfalls that frequently occur during the development of a new eLearning course. Depending on the scope of your course some steps may not apply.
The 10 steps that will be discussed are:
1. Defining and maintaining a realistic project scope throughout the development process.
2. Defining and documenting the business case/need for the training course.
3. Identifying and recruiting business sponsors/champions.
4. Identifying and recruiting team members to assist in the course development.
5. Identifying and selecting the eLearning vendor.
6. Developing the eLearning course.
7. Testing the eLearning course.
8. Deploying the eLearning course.
9. Ensuring that there is sufficient technical support.
10. Adding content to future versions of the course.
STEPS TO DEVELOPING A SUCCESSFUL ELEARNING COURSE
1. DEFINE THE SCOPE OF THE ELEARNING COURSE
This may seem like a logical place to start and most companies do start at this point. Unfortunately, most companies do not document the course scope and as the course grows so does the scope. Considering that this may be the first time that you have developed an eLearning course, combined with the fact that you will be working with a new vendor my recommendation would be that you limit the scope of the project. Keep it simple and allow for expansion once the first version of the course is deployed. Generally the second version of the course will require additional functionality based on end user’s input and feedback. You will also most likely need to add content based on feedback.
One of the keys to successful course development is to stick to the original scope for the first version and to share this scope with the user community when you deploy the course. Don’t get distracted by comments from the Beta testing group that are outside the scope of the course. As I mentioned it is important to document the scope during the course development as Beta testing may be several months later, at which time you may be a little fuzzy on the exact scope of the initial project.
2. DEFINE BUSINESS CASE/ NEED FOR THE ELEARNING COURSE
Once again make sure that this is done right up front. Having a clear and defined business case/need for the project will be important during all phases of the project. Having a document that you can reference (and point naysayers to) will be invaluable to you. You can also use the ideas that you developed for the business case in your deployment letter to reinforce the value of the course to the target audience.
3. IDENTIFY BUSINESS SPONSORS/CHAMPIONS FOR THE ELEARNING COURSE
This is not only an astute political move, but business sponsors will also be an excellent financial and political resource during the development, testing and deployment phases of the project. Try to get business sponsors from diverse functional areas as there will most likely be cross organizational interactions that can be smoothed out by having the right mix of business sponsors on board.
4. IDENTIFY AND RECRUIT TEAM MEMBERS TO PARTICIPATE IN THE ELEARNING COURSE DEVELOPMENT
Before describing any of the details for this step I would like to make it clear that it is essential to identify and assign project leader/s for the project. Who will be the main contact between the eLearning vendor and your company? Who needs to be copied in on emails? Who is ultimately responsible for making the final decisions? I would recommend assigning one team leader. It is great to have technical people within your organization that can help your eLearning vendor with technical questions that they may have regarding your software and hardware standards. However, ultimately the team leader in consultation with the group experts needs to make the final decision. If you don’t have a central contact/team leader your eLearning vendor may become confused about who they should contact with questions that they have.
Use your business case/needs document and message to promote the course and recruit team members prior to the actual selection of an eLearning development vendor. You will need a wide range of expertise in your team including content providers; content verification and translation members; IT support such as networking, Learning Management System (LMS) staff and helpdesk. In addition, you should recruit a test audience based on the target deployment locations. These members of the team will be useful throughout the development process if you are using an eLearning vendor that develops prototypes. Regardless of prototypes, the test group will be essential during the Beta testing phase. Ensure that you select members that represent all your deployment sites. Members should also represent your user demographic in terms of technology setup. So ensure for example, that if most of your intended users have access rights restrictions on their computers that your test group represents this audience.
5. IDENTIFY AND SELECT YOUR ELEARNING VENDOR FOR THE ELEARNING COURSE DEVELOPMENT
Although this document describes this as one step, it is in reality a rather involved process. Please read CMC’s white paper entitled “Selecting an eLearning vendor: A guide to making an informed decision” for a detailed overview of the vendor selection process in the eLearning industry.
6. DEVELO
Ask most people what Aida is and they will tell you it is an opera set in Egypt. Ask a marketing person and they will tell you that it is the sales formula that all advertising must incorporate if it is to succeed.The letters stand for:A AttentionI InterestD DesireA ActionIt is a formula that can also help you write better ebay auction listings.It does not matter how well your description is written, how good your product is or what terrific value it represents if no one knows about it. So how do you grab people’s attention and get them to read your listing?We know that the majority of potential bidders will start by going to eBay’s search engine. So the important thing is to get as many key words or phrases that they might use into your title. If I am looking for a Rolex Oyster wristwatch I might type in Rolex, Oyster or wristwatch into the search engine. If you have a Rolex Oyster Wrist Watch for sale at ?25 I will not even find it if your listing title is something like “Amazing Value Top of the Range Quality Watch”The secret is to think like a buyer. EBay offer you some tools to help you gain a
This may seem like a logical place to start and most companies do start at this point. Unfortunately, most companies do not document the course scope and as the course grows so does the scope. Considering that this may be the first time that you have developed an eLearning course, combined with the fact that you will be working with a new vendor my recommendation would be that you limit the scope of the project. Keep it simple and allow for expansion once the first version of the course is deployed. Generally the second version of the course will require additional functionality based on end user’s input and feedback. You will also most likely need to add content based on feedback.
One of the keys to successful course development is to stick to the original scope for the first version and to share this scope with the user community when you deploy the course. Don’t get distracted by comments from the Beta testing group that are outside the scope of the course. As I mentioned it is important to document the scope during the course development as Beta testing may be several months later, at which time you may be a little fuzzy on the exact scope of the initial project.
2. DEFINE BUSINESS CASE/ NEED FOR THE ELEARNING COURSE
Once again make sure that this is done right up front. Having a clear and defined business case/need for the project will be important during all phases of the project. Having a document that you can reference (and point naysayers to) will be invaluable to you. You can also use the ideas that you developed for the business case in your deployment letter to reinforce the value of the course to the target audience.
3. IDENTIFY BUSINESS SPONSORS/CHAMPIONS FOR THE ELEARNING COURSE
This is not only an astute political move, but business sponsors will also be an excellent financial and political resource during the development, testing and deployment phases of the project. Try to get business sponsors from diverse functional areas as there will most likely be cross organizational interactions that can be smoothed out by having the right mix of business sponsors on board.
4. IDENTIFY AND RECRUIT TEAM MEMBERS TO PARTICIPATE IN THE ELEARNING COURSE DEVELOPMENT
Before describing any of the details for this step I would like to make it clear that it is essential to identify and assign project leader/s for the project. Who will be the main contact between the eLearning vendor and your company? Who needs to be copied in on emails? Who is ultimately responsible for making the final decisions? I would recommend assigning one team leader. It is great to have technical people within your organization that can help your eLearning vendor with technical questions that they may have regarding your software and hardware standards. However, ultimately the team leader in consultation with the group experts needs to make the final decision. If you don’t have a central contact/team leader your eLearning vendor may become confused about who they should contact with questions that they have.
Use your business case/needs document and message to promote the course and recruit team members prior to the actual selection of an eLearning development vendor. You will need a wide range of expertise in your team including content providers; content verification and translation members; IT support such as networking, Learning Management System (LMS) staff and helpdesk. In addition, you should recruit a test audience based on the target deployment locations. These members of the team will be useful throughout the development process if you are using an eLearning vendor that develops prototypes. Regardless of prototypes, the test group will be essential during the Beta testing phase. Ensure that you select members that represent all your deployment sites. Members should also represent your user demographic in terms of technology setup. So ensure for example, that if most of your intended users have access rights restrictions on their computers that your test group represents this audience.
5. IDENTIFY AND SELECT YOUR ELEARNING VENDOR FOR THE ELEARNING COURSE DEVELOPMENT
Although this document describes this as one step, it is in reality a rather involved process. Please read CMC’s white paper entitled “Selecting an eLearning vendor: A guide to making an informed decision” for a detailed overview of the vendor selection process in the eLearning industry.
6. DEVEL
Your main goal largely determines your focus. If your main goal is to cover your expenses, then your focus will be on increasing your earned income. If your next concern is how you will afford retirement, than you will probably save a portion of your income for your retirement costs. In order to afford the retirement savings, you again focus on increasing your earned income.Working for earned income is the first rung on the financial education ladder. It requires very little financial education and usually requires 40 hours/week. People who spend their life focused on earning income limit themselves to the poor or middle class. The poor work to earn an income, which they spend completely on expenses. The middle class also work for an income, which covers their expenses, liabilities (mortgage), and retirement savings (portfolio).Rich people do not work for money, they have money work for them (passive income). They replace their earned income with streams of passive income. More specifically, they manage businesses and real estate. The process by which you convert earned income to passive income is called investing. Your degree of knowledge
2. DEFINE BUSINESS CASE/ NEED FOR THE ELEARNING COURSE
Once again make sure that this is done right up front. Having a clear and defined business case/need for the project will be important during all phases of the project. Having a document that you can reference (and point naysayers to) will be invaluable to you. You can also use the ideas that you developed for the business case in your deployment letter to reinforce the value of the course to the target audience.
3. IDENTIFY BUSINESS SPONSORS/CHAMPIONS FOR THE ELEARNING COURSE
This is not only an astute political move, but business sponsors will also be an excellent financial and political resource during the development, testing and deployment phases of the project. Try to get business sponsors from diverse functional areas as there will most likely be cross organizational interactions that can be smoothed out by having the right mix of business sponsors on board.
4. IDENTIFY AND RECRUIT TEAM MEMBERS TO PARTICIPATE IN THE ELEARNING COURSE DEVELOPMENT
Before describing any of the details for this step I would like to make it clear that it is essential to identify and assign project leader/s for the project. Who will be the main contact between the eLearning vendor and your company? Who needs to be copied in on emails? Who is ultimately responsible for making the final decisions? I would recommend assigning one team leader. It is great to have technical people within your organization that can help your eLearning vendor with technical questions that they may have regarding your software and hardware standards. However, ultimately the team leader in consultation with the group experts needs to make the final decision. If you don’t have a central contact/team leader your eLearning vendor may become confused about who they should contact with questions that they have.
Use your business case/needs document and message to promote the course and recruit team members prior to the actual selection of an eLearning development vendor. You will need a wide range of expertise in your team including content providers; content verification and translation members; IT support such as networking, Learning Management System (LMS) staff and helpdesk. In addition, you should recruit a test audience based on the target deployment locations. These members of the team will be useful throughout the development process if you are using an eLearning vendor that develops prototypes. Regardless of prototypes, the test group will be essential during the Beta testing phase. Ensure that you select members that represent all your deployment sites. Members should also represent your user demographic in terms of technology setup. So ensure for example, that if most of your intended users have access rights restrictions on their computers that your test group represents this audience.
5. IDENTIFY AND SELECT YOUR ELEARNING VENDOR FOR THE ELEARNING COURSE DEVELOPMENT
Although this document describes this as one step, it is in reality a rather involved process. Please read CMC’s white paper entitled “Selecting an eLearning vendor: A guide to making an informed decision” for a detailed overview of the vendor selection process in the eLearning industry.
6. DEVEL
With the growing popularity of e-books (electronic books) and the convenience of surfing the web, printed books are having more and more competition. They are not only competing with other printed books but with books that are digitally available as well. Add this to the rising cost of book printing and book lovers are likely to bear the price for all these.So here are some tips on how to be taken off the shelves and be picked up by those that are still loyal to the written form.Choose a book design that would truly represent what is inside it. Don’t place an image that does not have anything to do with the content of the book. You can be as subtle as you want with the image but still try to make a connection between the design and what the book is all about.Try to be as consistent as you can in terms of design and fonts. If you are planning to publish a series of books, strive to be constant in your design to be able to create a sense of familiarity to your readers. If you are used to using two-colored inks on your books, do so with all your books so that your readers would know even from afar which books you wrote. And try to mini
Before describing any of the details for this step I would like to make it clear that it is essential to identify and assign project leader/s for the project. Who will be the main contact between the eLearning vendor and your company? Who needs to be copied in on emails? Who is ultimately responsible for making the final decisions? I would recommend assigning one team leader. It is great to have technical people within your organization that can help your eLearning vendor with technical questions that they may have regarding your software and hardware standards. However, ultimately the team leader in consultation with the group experts needs to make the final decision. If you don’t have a central contact/team leader your eLearning vendor may become confused about who they should contact with questions that they have.
Use your business case/needs document and message to promote the course and recruit team members prior to the actual selection of an eLearning development vendor. You will need a wide range of expertise in your team including content providers; content verification and translation members; IT support such as networking, Learning Management System (LMS) staff and helpdesk. In addition, you should recruit a test audience based on the target deployment locations. These members of the team will be useful throughout the development process if you are using an eLearning vendor that develops prototypes. Regardless of prototypes, the test group will be essential during the Beta testing phase. Ensure that you select members that represent all your deployment sites. Members should also represent your user demographic in terms of technology setup. So ensure for example, that if most of your intended users have access rights restrictions on their computers that your test group represents this audience.
5. IDENTIFY AND SELECT YOUR ELEARNING VENDOR FOR THE ELEARNING COURSE DEVELOPMENT
Although this document describes this as one step, it is in reality a rather involved process. Please read CMC’s white paper entitled “Selecting an eLearning vendor: A guide to making an informed decision” for a detailed overview of the vendor selection process in the eLearning industry.
6. DEVEL
Would you love to enjoy the benefits and freedom of having a virtual assistant but right now, you're budget is feeling a bit squeezed?There is no doubt about it, having a virtual assistant (plus bookkeeper and even a personal assistant) will help you focus on what you do best. I have someone take care of our grocery shopping, errands, and product fulfillment. Plus, I have my regular virtual assistant Kathy; I'm hiring another "technical" assistant, Kristie, and one more person to help me with P.R. tasks I'm not getting to.But what if your budget can't stretch quite that much? How do you gain the momentum of hiring help, without spending any money right now?While nothing substitutes for having an extra pair of hands working on your behalf, here are 5 simple tips to organizing your work day so you gain some of the same advantages you would by hiring an assistant.Tip #1 Answer email JUST twice a dayEmail is a time-sucking fiend, ready to drain you (sorry, I couldn't resist the Halloween reference) of precious focus, energy, and time you could spend marketing for new clients, or serving existing clients.nslation members; IT support such as networking, Learning Management System (LMS) staff and helpdesk. In addition, you should recruit a test audience based on the target deployment locations. These members of the team will be useful throughout the development process if you are using an eLearning vendor that develops prototypes. Regardless of prototypes, the test group will be essential during the Beta testing phase. Ensure that you select members that represent all your deployment sites. Members should also represent your user demographic in terms of technology setup. So ensure for example, that if most of your intended users have access rights restrictions on their computers that your test group represents this audience.
5. IDENTIFY AND SELECT YOUR ELEARNING VENDOR FOR THE ELEARNING COURSE DEVELOPMENT
Although this document describes this as one step, it is in reality a rather involved process. Please read CMC’s white paper entitled “Selecting an eLearning vendor: A guide to making an informed decision” for a detailed overview of the vendor selection process in the eLearning industry.
6. DEVELOP THE ELEARNING COURSE
This step generally involves numerous interactions between the customer and the eLearning vendor. The process should not be dictated by the eLearning vendor, but rather you should be actively involved during the development process. The critical factor to consider during the vendor selection process is whether the vendor is flexible enough to meet your eLearning needs. Most often the development process requires regular interaction between the client and the eLearning vendor. This is an important consideration prior to beginning an eLearning course as in most cases the team leader and members will need to dedicate a significant amount of time during all phases of the course development.
7. TEST THE ELEARNING COURSE ACROSS THE VARIOUS DEPLOYMENT SITES
Prior to deploying the course you need to do extensive Beta testing. Depending on the media/program/platform that is used for deployment your testing needs will change. The main thing to bear in mind with Beta testing or prototype testing during the development process is that you need to replicate the final deployment conditions of your target audience as closely as possible. This relates to issues such as rights management, firewalls/security, internet access, software configuration, server bandwidths etc.
8. DEPLOY THE ELEARNING COURSE
Prior to deployment, you need to send out a deployment letter to your target audience describing the course and what the minimum technological requirements are, the location of help files and the main contact person/s regarding specific issues or feedback suggestions. If the deployment letter is not very specific you will get feedback from users that could easily have been avoided. For example, if people don’t realize that the disc that they received is a DVD rather than a CD they may try to play the DVD on their laptop which only has a CD drive.
In addition to sending the deployment letter to all end users, it is also advisable to send any course specifications and help files to all of the local helpdesks to assist with technical issue resolution and support. You may also want to ask the eLearning vendor to put together a document that describes the main technical features and requirements to the local Help desks. This will be most valuable for course deployment on your corporate intranet or LMS.
9. FOLLOW UP TO ENSURE ADEQUATE TECHNICAL SUPPORT FOR THE ELEARNING COURSE
After deployment, follow up to ensure that users are getting the technical support that they require. If you are using an LMS for deployment you can follow up to see how many people have registered and completed the course and then compare these figures with the number of technical issues that you are facing. Generally, you will need to provide technical support to 5-15% of your end users depending on the complexity of the course and the deployment arena.
10. DETERMINE WHAT ADDITIONAL CONTENT CAN BE ADDED TO NEW VERSIONS OF THE ELEARNING COURSE
Once your course has been in the field for a couple of months get some feedback from your user community to see if there is a need to add or correct any content. If your course is successful you will most likely get content suggestions very early after deployment. Although suggestions and changes are great because they will most likely strengthen the course and broaden your audience’s knowledge base, it is important to create, maintain and update a comprehensive change control system. It is important to track such data as content changes, graphic design changes, course numbers, course descriptions, scripting and functional changes.
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