INTRODUCTION

In many computer-based training projects, most of the attention and funding goes to the acquisition of hardware and software; little goes to implementing the computer-based training. Implementation will proceed smoothly if you plan ahead for it. Implementation issues vary depending on whether you are having people train independently or in a classroom on site, or you are sending them to off-site classes.

INDEPENDENT STUDY AND ON-SITE CLASSES

There are a number of basic logistical and administrative tasks, as well as technical tasks, you will need to handle if you will be operating either independent study programs or on-site classes:

• Warranties. The warranties for the computer-based training, as well as the hardware and any support software, must be adequate, and the warranty forms completed and returned to manufacturers.
  
• Maintenance Agreements. If you plan on using the hardware and/or software for a period of time beyond the time limit of the warranty, you may want to have extended maintenance agreements for the hardware, the computer-based training, and any support software you are using. The maintenance agreements should cover failures, bug fixes, and updates. Maintenance agreements are usually cost-effective only if you are dealing with relatively large numbers of computers, or with very expensive products.
  
• Installation. All the hardware, computer-based training, and support software should be installed and running properly. The people responsible for maintaining the system should be well-versed in its operation and able to verify that there are no bugs or glitches when the system is used.
  
• Materials. Any support materials (e.g., handouts, workbooks) should be ready to use and in adequate supply.
  
• Technical Staff. The technical staff must be able to adequately deal with emergency situations and keep the CBT system operating. They should have skill in trouble-shooting and solving technical problems quickly. Technical support staff also do not have to be full-time company employees. Small and mid-sized companies may want to hire consultants and engage them on an as-needed basis.
  
• Administrative Staff. The administrative staff must have a system in place for keeping records of the training, and ensuring the training fits within the organization's overall policies and procedures.
  
• Hardware and Software Maintenance. If you do not have a long-term maintenance agreement, an adequate budget for hardware and software fixes must be maintained. You should have extra equipment available to temporarily replace broken hardware. You also should plan for hardware and software upgrades, and build the costs of these into existing and future budgets.

Another important part of implementing computer-based training is documenting your program. All computer-based training systems should have a standard description with the following information:

1. Topic of the program.
2. Description of the intended audience.
3. Description of the objectives and program content.
4. Support materials required.
5. Availability and listing of other supporting documentation.
6. Status and usage of the program to date.
7. Availability and conditions for use, including prerequisites.
8. Time for completion (average and range).
9. Address and contact information of the program authors or distributors.
10. Version information.
11. Hardware and software requirements.
12. Evaluation data.
13. Date of the documentation.

All personnel responsible for implementing the computer-based training program should maintain documentation of their activities associated with the program. Good documentation will minimize the disruptive aspects of staff turnover, allowing new people to come up to speed quickly. It will also enable the organization to provide smooth operation and maintenance, and further the development and revision of the computer-based training.

ON-SITE CLASSES

There are additional issues that must be addressed for on-site classes.

• Classrooms. You need to make sure that your classroom has enough space and appropriate doors, windows, lighting, ventilation, heating, air conditioning, telephone outlets, and electrical outlets. You can refer back to the discussion on space capacity in the chapter "Selecting the Type of Computer-Based Training" for details on these issues.
  
• Instructional Staff. The instructional staff must have considerable expertise in the course's subject in order to provide content assistance to trainees. They also should be well-versed in the computer-based training operation and prepared to answer all trainees' questions. Instructional personnel should have access to materials to facilitate implementation of the computer-based training, such as training manuals and outside expertise available via phone/e-mail. Instructors do not have to be full-time company employees. Small and mid-sized companies may want to hire consultants and engage them for a limited number of hours each week.
  
• Monitoring and Evaluation. The trainer should assess trainees' progress periodically, so he or she can fill in and flesh out concepts not grasped by the trainees. An evaluation form should be available to the trainees so they can evaluate the trainer, the course content, supporting materials, the computer-based training itself, and the training environment. This evaluation should be used to revise and improve subsequent training sessions.

Getting training sessions up and running is a complicated process. Companies need to consider a number of issues:

• Scheduling of Facilities. Handling such logistics as location, media, and equipment.
  
• Networking. Making sure the network (if it's used) is available when needed. If you are delivering CBT over the Internet and it is not available at a certain time, you cannot deliver the CBT during that time.
  
• Remote Access. Allowing trainees to access the CBT stored at one location from another location, via modem, Internet, etc.
  
• Security. Making sure the electronic records of trainees cannot be accessed by unauthorized individuals.
  
• Time Shifting. Moving personnel around to provide coverage for trainees when they are not at their job.
  
• On-the-Job and/or Off-the-Job Availability. Deciding whether trainee will have access to the CBT during working hours, "off the clock," or both.
  
• Team Access vs. Individual Access. Planning the physical setup, as well as how individual progress will be tracked, if the CBT is to be used by two or more trainees per station. Most CBT is set to record one trainee's progress per station, but there may be valid reasons for grouping trainees together at one station.
  
• Duration of Lessons, Tests, and Sessions. Handling the logistical elements needed for scheduling and calculating training times. The training schedule should provide adequate breaks to allow for reflection and absorption.

OFF-SITE CLASSES

If you are using an off-site service provider, many of the implementation issues are the responsibility of that provider. You are responsible for making sure your trainees have easy access to the off-site facility. You should schedule trainees' training times according to your organization's needs and policies, and the trainees' own preferences. You may want to make travel arrangements for your trainees as well.

You need to decide whether you are going to provide release time for trainees, have them train on their own time, pay them for the time they are in training, or some combination of these options. You may want to look into ways to provide employees with incentives to attend training, anything from small, inexpensive awards (like free pizzas), to substantial bonuses or raises.

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Questions? Contact Brett Bixler.