Smart learning and development (L&D) managers embrace project management’s triple constraint model: scope, schedule and budget. But these are only part of the equation. Learning initiatives inevitably spark changes — curriculums, systems, processes and team norms all evolve over time as people learn together and technology changes how work is done.  All of this change requires people for buy-in, implementation, adoption and maintenance. Without the support and engagement of people, organization-wide learning initiatives fall flat. This is why investing in both project management and change management plans is critical for an initiative to succeed.

The following case study illustrates how one L&D team from a mid-sized organization applied change management principles to a corporate learning management system (LMS) project. The article closes with a few practical lessons learned to assist L&D managers embarking on their own learning initiatives.

Background

Defence Construction Canada (DCC) is a Canadian crown corporation. DCC employs approximately 1,400 employees and has a matrix organizational structure. This includes an operational chain of command with a functional network of various technical practice areas.

At the outset of the project, DCC’s existing LMS was nearing the end of its lifecycle. A failure in the LMS could have resulted in data loss, data integrity issues and training delays. Consequently, DCC’s leadership identified the need to replace the LMS with a reliable modern system.

Project Stages

DCC’s L&D team championed the project, which was broken down into five key stages.

1.     Gaining Project Buy-In

First, the L&D team wrote the business case jointly with an IT specialist. This collaborative approach ensured the project was well rationalized. The business case was then presented to DCC’s senior management to secure project approval.  Approval included a committed budget and dedicated executive project sponsor to help champion the initiative. In turn, the project was appropriately resourced and maintained visibility as a corporate priority throughout its duration.

2.     Identifying the LMS Requirements

The L&D team then formed a multidisciplinary working group with representatives from various areas of the business (including an IT project manager) to ensure input and buy-in from critical stakeholders. The working group collaborated to identify pain points with the old LMS and necessary requirements for the new LMS. The collaboration resulted in a comprehensive list of requirements reflective of the organization’s business needs.

The working group then cross-referenced the requirements with market capability to confirm they were realistic and attainable. This check gave the working group confidence to proceed with the solicitation.

3.    Evaluating LMS Vendors

The L&D team then paired with experienced procurement personnel to finalize the solicitation plan and evaluation criteria. The final plan summarized several weighted components, including mandatory criteria, rated criteria, a demonstration, a brief trial period and price. Documenting the plan ensured the solicitation expectations were clear and unambiguous.

Vendors were advised of the requirements and given an appropriate amount of time to respond to the solicitation. The vendor submissions were assessed by a small evaluation team comprised of key stakeholders, including L&D, IT and a senior management representative.

The make-up of the evaluation team was deliberately strategic, accounting for diverse perspectives and including a senior manager. This approach, combined with the comprehensive solicitation plan, demonstrated the process’ rigour and solidified employee confidence in the solicitation. Once the team had a clear understanding of the requirements and reviewed the vendors’ submissions, the members worked together to select the successful vendor.

4.     Implementing the New LMS

After the new LMS platform was selected, the L&D team paired with internal communications specialists to develop a communications plan. The plan included tailored messages for the various stakeholders to ensure the appropriate messaging was delivered to the right people at the right time.

The L&D team also worked very closely with internal IT data analysts and specialists to undertake the data mapping, migration and software integrations. This required close collaboration with various specialists within the vendor’s team.

A small multi-disciplinary group piloted the LMS to identify any user or data integrity issues before the system was released corporately.  Issues were successfully resolved in close consultation with the vendor prior to roll-out.

The L&D team then began training various users and administrators on the system — prioritizing trainees based on urgency and need. They also established lines of communication for post-implementation issues resolution.

5.     Maintaining the New LMS

Following the initial training, the project team worked with stakeholders to determine the ongoing roles and accountabilities. The team also established ongoing corporate messaging, including status updates and sharing success stories.

The L&D team continues to actively solicit user and managerial feedback and works alongside the LMS vendor to resolve issues efficiently and effectively.

Outcome

The new LMS was successfully implemented and adopted with minimal disruption to the business. The change management plan undoubtedly paved the way for the project’s success and assisted with the project management constraints.  The project team was able to more accurately define the LMS requirements, maintain a realistic schedule and stay within budget because they applied change management principles.

Also, because of their thoughtful change management efforts, the team was able to build strong goodwill with key stakeholders — boosting both their willingness and ability to solve problems when challenges emerged.

Lessons Learned

DCC’s LMS project resulted in several lessons learned, some which might help other L&D managers advance their learning initiatives.

• Find your allies: Identify and engage with stakeholders at the project’s outset. Determine when and how often stakeholders should be consulted. Allow time for them to describe their business requirements, pain points and expectations. Seek out individuals with the appropriate knowledge, influence and capacity to support. These champions will be useful allies, assisting with troubleshooting and amplifying key messages throughout the project.
• Leverage working groups for project stages: Plan to have a core project team of key players that participate in all stages of the project (e.g., L&D, IT and project management representatives), but also stand-up and stand-down different working groups or teams as needed. Maintain some consistent representation throughout the project and leverage others’ expertise by forming tailored working groups at various project stages.

The tailored working groups will help ensure each project stage is completed efficiently and effectively. The exact size of each group will be influenced by the organization’s unique context, but guidelines generally range from 5-9 people.

Document the objectives, roles and accountabilities for each working group and their respective members. Clear direction at every project stage will prevent confusion, enhance participation and encourage timely progress.

• Careful planning is key: Allow ample time in the project schedule for upfront planning. Collaboration and consultation with stakeholders are time consuming, but it is critical to accurately define the project requirements. Otherwise, there is the risk of unforeseen delays later or, worst case scenario, the final solution may have critical flaws and fail to meet the organization’s business needs.
• Treat vendors as strategic partners: A vendor may be required for the successful implementation and maintenance of a learning initiative. If applicable, view the vendor relationship as a long-term partnership and work collaboratively to resolve issues. Invest in regular standing meetings to discuss project progress pre- and post-implementation. Review and understand the vendor’s product roadmap and quarterly updates, and seek further details on relevant initiatives.

Conclusion

We are in a time of rapid and often erratic change. Consequently, learning organizations applying change management principles to their projects are better positioned to achieve success and maintain resilience over time. L&D managers can integrate change management principles into their projects with just a bit of thoughtful planning. With this perspective in mind, change provides endless opportunities for organizations to engage and empower their people.