A N G I L S Symposium 001
Transcript of A N G I L S Symposium 001
Company overview
Kevin Corti, PIXELearningApply Group Symposium31st January 2008
Demystifying the design, development and deployment of large-scale, internet-based immersive learning simulations.
Company overview
Session structure
The Landscape- organizational, designer & audience needs
Project walk through- stages, issues, challenges and process
Discussion points- Roles, time, costs, approach, pitfalls & risks
Company overview
That word…’game’
Immersive Learning Sim vs Serious Game etc- What does the market think?
“A rose by any other name would still smell as sweet,but would a game by some other name sell to the executive suite?”- Jeff Johannigman
Company overview
Organizational requirements- rapid implementation- cost effectiveness / cost reduction- performance, productivity & quality gains
Quick, cheap and good – are these competing pressures?
- Yes….if you try to create a solution from scratch each time!
The (ILS) landscape
Company overview
E-Learning designer requirements- motivate / engage- higher level thinking/learning activity >> build skills- ‘game the skill’ – realistic yet safe environment
E-Learner requirements- be engaged / satisfaction / fun?- personal and vocational relevance – links to explicit desires/needs- task-based / problem-centric / ‘learning by doing’
The (ILS) landscape
• Cost effectiveness (or cost reduction!)• Performance improvement• Productivity improvement• Quality gains• Develop realistic and measurable ROI argument• Establish clear processes for sign off and change controls
Don’t try to sell ‘FUN’ to a CXO!
Client: US-based ‘Big 4’ accountancy firm- Not first sim project- Ambitious goals- Large budget
Project timescale: 5 months
The client was already convinced that the transfer of skills can not take place without opportunities to practice in an authentic and immersive environment.
ILS case study
Simulate job-specific processes
Promote internal tools and sources of support (‘job aids’)
Build ‘soft skills’
AND
Make the learning experience relevant to the actual job function
Reduce ‘time to competency’
Aid recruitment process
The challenge
2,000 a year
From all over the USA
Very diverse (other than age)
Motivated
Don’t want to be lectured at
Very tech savvy
The audience
Conceive, design, develop, test and implement inside 5 months.
A ‘Hard stop’ – classroom session booked – no ‘fudge factor’
Ensure consistent learning experience for all
Deliver explicit & measurable performance & quality gains
Objectives
Standardised global desktop
Very high security settings
‘No connectivity’ policy
Delivered in external hotel resort
User environment
“XBOX look & feel”
Use fictional characters to drive simulation flow with dialogue-based instruction, guidance and directive feedback
Embed fictional and instructional info in realistic context (e.g. emails)
Mix simulation authenticity with game engagement qualities
Design considerations
Multiple stakeholders and personalities
Client needed heavy guidance – initial vision lacked clarity
Design first, develop after (waterfall) – didn’t work!
Many concept mock-ups & prototypes needed
Iterative releases (weekly reviews)
Development approach
Compliance – technical content accuracy
Branding – look & feel, text
Formal alpha – testing by client’s L&D team
Formal beta – with detailed testing plan/dedicated testers
Final release - intensive testing by client (usability, learning & technical)
Observation of actual use for future updates
“Post mortem”
Testing
Primary goal – enable quality performance improvements
Formal learning assessment to L4 Kirkpatrick
ROI analysis (Phillips) / organisational impact measurement
“Simulation bridges the gap between classroom training and actual job experience”
Very significant productivity gains
Evaluation/assessment
Screen examples
Company overview
People & organizational roles- Who needs to be involved & what do they do?- The importance of a ‘SME’ and a single ‘vision holder’
Timescales & costs- Does Sim project mean long project?
- Are sim projects ‘big budget’?
Big issues
Company overview
Where do you need to focus?- clear organizational objectives- clear learning objectives- know the IT environment- understand who will use it and how it will be used- establish solid working processes
Clarity of vision = effective design
= effective implementation
Getting it right
[1] Fail to recognize that a simulation/serious game is a complex software application.
It is NOT ‘content’ strung together to form a linear course.
[2] Fail to assess actual (as opposed to perceived) organisational needs at both strategic and operational levels.
The ‘what, who, why, when & how’ enquiry process.
Getting it wrong
[3] Fail to select (and keep to) an appropriate design/development process
Classic ‘waterfall’ vs ‘iterative’ - consider how well requirement is pre-defined, time and budget availability.
[4] Have too many voices / design by committee
The contractor ideally needs a single client contact who has the authority to say yes or no. Implications are: delays, changes, cost and feature creep.
Getting it wrong
[5] Have inadequate project communication.
‘Meet’ regularly - make everything available to people who need to see/input/approve.
[6] Don’t identify milestones & establish clear ‘sign off’ protocols
e.g. Concept layouts - NFM – Alpha – Beta - FCR
Getting it wrong
[7] Don’t establish change management protocols
Variations to initial design (especially if in ‘waterfall’ mode) MAY have $ and time implications and MAY also effect effectiveness of final release.
Needs to be approved by client single point of contact
Getting it wrong
Kevin Corti,CEO, [email protected]
Company web: www.pixelearning.com
LinkedIn: www.linkedin.com/in/kevincorti
Blog: http://theevilnumber27.wordpress.com
Richard Naish, MD, Qi [email protected]
Company web:www.qiconcepts.co.uk
LinkedIn:www.linkedin.com/in/richardnaish
+44 (0) 24 7623 6971