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1. When vendor does not want to change the deliver/launch date.

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Liaison model.
Some cut-over whether you like it or not.
Making them aware 6 months in advance.

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Record "what was most difficult," "what was most challenging?" and first impressions of the new LMS. And start to record/document how folks will use it for the first time.

Consider creating a preview/sandbox server to allow folks to try out the system or make a version of their course. They can become familiar with the system and report bugs/UI issues.

Offer frequent drop-in office hours (remote and in person) that are open to instructors. Go into department meetings to show the top 5 things the LMS can do and direct folks to the open office hours

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Break into smaller groups. Identify leadership groups, create opportunities for interested faculty. Make evangelists of your faculty leaders. Bottom-down communication vs top-up.

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Status updates. Timeline that lights up.
SCUP - Organization for communicating change.
Sharing status updates - newsletter. Tool tips available to them in the new system.
Not allowed to communicate. Micromanaged.

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Identify who the stakeholders are and target the message to that audience.

Consider creating a webpage with dynamic visual elements that indicate high-level successes and challenges.

It can be aligned with the communication strategy to the change management plan. Show where we are and why.

There might also be other meetings (committees, focus groups, stakeholders) where we can show the changes. We would also use these meetings as opportunities to receive feedback (that we wouldn't get from the webpage).

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Identify the project management triangle (scope, time, costs) and if one changes we need to look to decrease effort spend on the other two elements.

For scope, within the waterfall method the scope would have been defined, so we would need to return to the stakeholder and ask if the request is necessary and if it can be added to a future project where the scope can be better defined.

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Proof of concept for each vendor.
Each device has has 3 months to do live.
Across multiple campuses.
Can we use the existing ecosystem to save money
Evaluation matrices. Start wide and work to more specific examples. Move to sandbox environments. Try to include students when possible.

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Ensure original project stays in scope and put out of scope items are put in the "parking lot". Oftentimes, scope and budget changes are dependent on leadership or those with social or political capital.

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Option 1. Engage with people to review the different LMS to provide feedback (includes faculty, staff,) and these are people who are not in the LMS decision/planning committee.
Option 2. Produce Need/Want analysis, a list of features/functionalities ranked by need to have, good to have, nice to have requirements. This can be useful if there is an RFP process or if there is a workgroup tasked to make the assessment.

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Open RFP process, limited internal discussions to avoid tension or unbiased opinion, ensure objectivity, pilot programs of broad groups, and statistical analysis

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1. Survey faculty
2. Environmental scan - what other institutions and programs are using. We can also ask them what they have done and get a different perspective (especially if we're worried the vendor's perception of our needs do not necessarily align with our institution.
3. RFP - vendors had to submit a proposal.
4. Look at artifacts from previous LMS - surveys, requests/gaps that were identified, change requests.

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Chris Sharp, Ayla Moore, Kari Everett w/ Shawn

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Study and survey of faculty regarding prior LMS.
Utilization data.
No data/data is hard to find.
Bureaucracy challenges

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Waterfall makes most sense because we want to be able to document the process. Whereas Agile focuses on minimal viable product that allows for frequent iteration. When picking an LMS, we're not looking for frequent iteration isn't appropriate.

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Internal and external data. Ensure it's carefully vetted to make informed decisions. Data from all stakeholders.

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Rohan, Bill, Deb, Shakis, Alethea

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Waterfall methodology makes the most sense for an LMS conversion - there are not a lot of iterations or design considerations.

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Franklin working on shifting to a liaison model where they partner faculty with a technologist.

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Sarah Weatherman, Bogan Zamfir, Alena Shah, Caroline Kong, Jean Mandernach

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Jennie has done projects on her own.
Starting new projects for their web Department site.
Agile may work better than others. Combined with Agile.
Cost of external web designer. Time is an issue.

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Franklin, Jennie, Leisa
Jennie - Agile as the core. Kanban, Design thinking (Hybrid)

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1.  Which project management methodology will your team utilize and why?

2. How might you collect the data required to make informed decisions?

3. How might you organize internal product review processes?

4. What happens if your project has cost overruns and scope changes?

5. How will you communicate the project status to the campus stakeholders?

6. How will you support the transition?

7. Are there additional project risks you haven’t considered?

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Propose a mixed methodology. Ex: use Design Thinking to gather requirements, feedback and priorities. Use another methodology (Agile, Scrum, or waterfall) for the implementation and transition.

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Surveys to stakeholders
Focus groups
review similar migrations at similar institutions
Possibly looking at student success, retention, etc as it relates to the current LMS

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Run small pilots with internal groups of faculty
look at mission alignment

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Throw the outgoing provost under the bus
communicate what will happen if we don't spend more or change the scope -- value of the overrun

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Website that gets updated
weekly/frequent newsletters/emails
open sessions/town halls
communicate the outcome/the end result

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Training...lots of training
drop in office hours
find the cheerleaders in departments and teams that can help their peers

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more behind the scenes work than people realize
state politics
sustainability and trust