Guidelines for Selecting an LMS (Learning Management System)

I am often asked or pulled into conversations regarding the selection of Learning Management Systems (LMSs). Selecting and implementing an LMS is not meant to be simple, but there is a process model you can follow. It is important to note the process is similar for any learning technology. Here's a punch-list for ya':

• Identify your learning stakeholders. Think internal customers, external customers, internal partners, and executive sponsors. Include those who represent employees, business partners, and customers. Involve representatives of all areas who impact and are impacted-by learning. Especially include IT.
• Do the front end analysis:
  
• Identify your business objectives, learner roles, preferred delivery modes (synch, asynch, social learning, and knowledge management requirements), budget, projected ability to support from an operations and admin perspective (do you need to support internally or on a SaaS model), etc.
  
• Factor in current vs. future needs (look three years out); and translate all this into your learning learning management needs.
  
• Internally, you may want to classify those needs into two groups: 1) mandatory requirements and 2) "nice to haves."
  
• Scenarios typically involve deciding if the organization must consolidate disparate systems into one vs. integrating two or more systems.
  
• Remember to consider integration with other learning technologies such as SCORM/AICC tracking, self-paced eLearning, mLearning, virtual classroom, virtual labs, virtual sandboxes, immersive 3D learning, traditional instructor led class management, testing, certification management, eCommerce support, etc. Will the system need to be a slave to a larger human capital management system or ERP, or will it need to include talent management capabilities? Database connectors and Application Programming Interfaces help establish the connections between these systems; you will need to know if prospective vendors support these for your systems, present and future.
  
• Yes - you need to do some research with industry reports. You may want to identify trends or features your team has not thought about. Know whether your company is small to medium business, enterprise, or global enterprise in learner-reach and size. This will help to determine which companies to look at, as many specialize in markets and services based on these classifications. I have found the Bersin & Associates annual Learning Management System reports to be very accurate and informative.
• Make sure your needs are outlined in your Request for Proposal (RFP). Many will respond and promise you the world. Comb through each thoroughly with members of your group. Identify a list of vendors who best meet the requirements in your RFP.
• Create use-cases and and or test-scripts based on your RFP and the critical business functions you will require the LMS to perform. Include a criterion based ratings system and comments sections for each use case. Remember the raters who fill this out for each vendor should be those who represent the learning stakeholders you identified earlier.
  
• Have each vendor on the short list visit your organization on-site and demonstrate how they meet the requirements outlined in your RFP and use-cases. Most should do this willingly. If companies resist - move on to the next vendor. During the use case demos, document and rate performance of each. Do not be enamored by bells, whistles, and promised-features not yet available.
  
• Compile, compare, and report on the results evaluated from each vendor. Report this back to your stakeholders so they understand the implications and can select their preferred choices. Meet and debate as many times as required to work through issues and identify which can best meet your organization's needs.
  
• When you have narrowed down to a "short-list" of 2-3 vendors. Work with each on who best meets your needs and who can negotiate the best deal for your company. Make sure stakeholders understand they are not just selecting a system, but a vendor with whom they will be establishing a long-term relationship. The efficacy of trust and reliability in such a partnership are critical. Have each vendor on the short list come back to with an implementation plan and an ongoing maintenance plan, with requirements and proposed schedules for each.
  
• Remember to do the cost benefit analysis and account for the capital implementation expenses (CAPEX) vs. the ongoing/long term maintenance, hosting, and operational costs (OPEX). Work with vendors to re-prove and re-demo on capabilities as many times as required. Those on the short list will submit contracts that need to be negotiated. Make sure all promises are outlined in your contracts.
• When deciding which to select, advise your stakeholders to select a system that:
  
• Most closely demonstrates your needs out of the box;
• Requires as little "customization" from the vendor as possible (vs. "configuration" which your organization's people can implement);
  
• Best meets your functional, budgetary, and operational requirements.
• Once you decide on a system/vendor and sign paper - make sure you have an internal team ready to manage and support the transition to the new LMS and that the team itself can transition from implementation mode to admin/operations and or oversight modes as the technology evolves and you mature with it.

This set of guidelines is not all inclusive, but you get the idea. Got questions or want to chat about this - give me a holler.

Ron Ateshian - AKA Son-of-Fire
Learning Technologist & Strategist