Elearning - September/October 2008 - (Page 18)

uptospeed ADVANCE RESEARCH The majority of pre-purchase research should happen before any vendors are contacted. “First, research your current LMS and training operations and determine what you want to achieve that you cannot accomplish with your current system,” says Mitnick. “That’s the research nobody does. Understand where data is coming from, where it is going, and why it is needed there. Why exactly do you need a new LMS?” Next, find out what platforms the IT department can support. “If your IT department is strictly a Microsoft SQL shop, don’t expect them to add an Oracle database just for the LMS,” says Mitnick. Another important item on the research agenda is to create a list of deal-breakers. “For example, if you know in advance that your organization cannot utilize ASP services, you can eliminate some vendors,” says Mitnick. “Having a list of deal-breakers will save time, once you begin contacting vendors.” When Mitnick first began researching the LMS market, he identified about 30 legitimate vendors whose products might fit the need, but he knew how to cut that list in half. “Half of the systems are offered by content providers,” he explains. “They are course-based and designed for organizations that want to track how many people took which courses. If you’re in the business of providing content and you’re looking for a way to track your billing, this is the system to consider.” The second type of LMS system is student-based and well suited for organizations that want to track their employees’ education and where they stand toward curriculum completion or certification. “If your company is tracking the education of employees, focus on a student-based system,” Mitnick suggests. How can you tell one from the other? “Ask who the vendor’s customers are. The vast majority of course-based products are bought by companies with large numbers of learners, but relatively few courses, while learner-based systems appeal to customers with usually smaller numbers of users but a significant number of course offerings. Other telltale signs are that course-based products have no ‘organization’ table or structure and do not track ‘curriculum’ or ‘programs’ while learner-based systems track and produce student transcripts. If the LMS vendor is 18 September/October 2008 Elearning! also a learning content provider, the system is almost always course-based.” The next step is to prepare a requirements document. “It explains what you want to do and may be distributed to vendors,” says Mitnick. “Some of them will eliminate themselves.” Since vendor evaluation can be a long, costly process, Mitnick recommends involving as few decision-makers as possible (one or two is best) in the initial evaluation. The end result should be a list of no more than three or four vendor candidates. To narrow the list further, Mitnick recommends dictating a demo script. “Ask the vendors to show you how their systems will operate in the context of your operation,” he explains. “You cannot visualize how a system will work based on seeing it operate in a different environment. Have all short-listed vendors do the same demo so you’re comparing apples to apples.” management systems,” he says. “It has sophisticated customization options and met all our criteria. GeoMetrix is a customer-centric boutique firm, and our relationship with them has remained excellent.” FIND A PARTNER Mitnick’s most urgent advice when dealing with vendors is to be direct, honest and reasonable. “Don’t worry about hurting their feelings,” he says. “Most good vendors would rather know the truth than be led along. However, it’s also important to be reasonable. You don’t owe them business, but you do owe them a decision. Don’t waste a vendor’s time with a price negotiation unless you are prepared to make a decision. If you get the price you want, then make a deal.” Price, however, should be the least important factor, as long as it is within budget. Satisfied customers rarely complain about the price, while dissatisfied ones complain about it no matter how low it may have been. Part of being straight with vendors is being a demanding prospect but a great customer. “We had the customizations we wanted outlined in spec before we signed the agreement,” says Mitnick. “It led to a lower cost of installation but a much higher cost of sale.” “Vendors should be prepared to demonstrate that their products can meet the needs,” says Justin Hearn, president of GeoMetrix. “But once that capability has been demonstrated on one or two occasions, the client should be confident that the entire system will work equally well. Being demanding of vendors is certainly good advice, but do it in a way that is balanced and fair.” Hearn strives for a partnership with his clients rather than a mere vendor/customer relationship. “The best projects are those which are viewed as a partnership by both sides,” he says. “Both sides must be flexible. There may be challenges along the way that call for discussion and clarification, but partners always remember that they are building a relationship together that will work effectively, benefit both sides and last into the future.” QUICK ROLL-OUT While upper management support is needed to explore and fund the LMS project, and the education or HR department Once the vendor list is down to two or three, make a decision. “Don’t linger at this stage,” Mitnick advises. “Pick one, and be done with it.” If the decision is to be made by a committee, he recommends not revealing the relative costs of the systems. “Don’t let people shape their opinions based on cost,” he says. “Rather, have everyone pick the system they like best. Quite often the least expensive will turn out to be best suited to the organization.” After beginning his research process with close to 30 vendors and seeing 14 product demonstrations, Mitnick ultimately chose Training Partner from Geo-Metrix Data Systems for his client. “It is a flexible alternative to high-priced enterprise learning

Table of Contents Feed for the Digital Edition of Elearning - September/October 2008

Elearning - September/October 2008 Contents Editor’s Note News IBM Goes Green Green Resources Deals Trendlines Learning Leader Up to Speed Cover Story: Going Green The Green Mindset? Cutting Down Turnover Tips: EET Case Study: Pacific Pulmonary Services Case Study: British Telecom Case Study: Allianz SE Case Study: LXR Case Study: St. Elizabeth Tips: Green Initiatives New Products LMS Tools Pop Quiz Last Word

Elearning - September/October 2008

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