Overview

Background

University Human Resources Services (UHRS) identified a need for a university wide learning management strategy. This included a wider change to HR systems which was an important element of the learning management roadmap. The Corporate Services Group (CSG) was keen to look in the short term at enhancing the quality and consistency of their learning and development tracking taking into consideration the diverse set of departments working in different ways - some departments must retain training records for legislative purposes while other areas deliver training and would like to retain attendance records. Some departments already work with a dedicated learning and development software package, while some are using a combination of other tools for this purpose. The outcome of the requirements gathering and procurement exercise (the CSG007 project) was the selection of the Totara LMS software which will be implemented by this project (CSG011).   This will allow CSG and the University to develop thinking about the use of a learning and development tracking system.  UHRS were consulted during the initial process and this will continue throughout the project to consider how this will fit in with the bigger university wide picture.

Scope

In scope for Phase 1:

• Validation of business requirements and ‘to-be’ processes
• Supplier installation of Totara LMS v2.9 (cloud based solution)
• Approval of UoE domain name/web address for system
• Theming and branding of site
• Technical implementation activity (e.g. Technical Architecture Document, Application and Data Architecture, Document and single sign-on)
• Gathering staff data and course catalogue data from pilot teams
• Staff and course data upload based on spreadsheets completed by pilot teams
• Development of user functionality specified in the business requirements/contract
• User functionality for Learners and Line Managers (not Trainers or Training Delivery)
• Development and testing of automated feed to manage CSG starters, leavers and changes in user data (to be ready by end of Phase 1)
• Systems integration feasibility study on the provision of:
  • Course data from UoE Event Booking application
  • A fully integrated booking process using UoE Event Booking application
• Selection of pilot users and required communications
• Appointment of system administrators for each pilot team, including arrangements for managing user data during pilot
• Development of user roles and permissions within system
• Specification of success criteria for pilot
• User acceptance testing in a Test environment
• Development of training guides or user manuals
• Deployment of the system to a production (Live) environment
• Agree service and support arrangements/support team, including a draft SLA
• Assignment of Business Service Owner / IS Service Owner and Service Manager roles for the system
• A pilot of the system by the Estates, CBS, Finance and Procurement teams
• Assessment of Totara LMS's standard, out-of-the-box reports
• Review of pilot with decisions made about further rollout and integrations

In scope for Phase 2:

• Rollout (if desired) to other CSG Business Units which do not currently use a Learning and Development tracking system
• Review of licence number requirements related to further rollout
• Develop integrations with Event Booking (where proved to be feasible from Phase 1, and where the required funding is made available)
• Project closure review and completion report

Out of scope:

• A workflow process between learners and line managers for training approvals (this was part of the contract but the user group has deemed this as no longer required)
• Implementing multiple assignments for staff
• Development of new reports in Totara LMS

Objectives and Deliverables

Benefits

• A consistent approach to recording and tracking learning and development activity
• Manage and report on activity and feedback at a department, team and individual level to identify gaps and development opportunities
• Provide transparency of spend on learning and development activity (including related costs such as travel, where possible)
• Automated reminders on qualifications renewals to ensure compliance
• Less paperwork
• Increased efficiency and engagement with the learning and development process within CSG
• Improved access to training records related to compliance
• Focus on staff development and action oriented approach to learning and development

Success Criteria

• Full adoption across the pilot teams/staff
• Positive feedback from the pilot teams/staff
• Positive feedback from stakeholders in UHRS
• Integration of an automated data feed to manage CSG starters and leavers, and an agreed approach to interface with Event Booking application