Articles that discuss managing change that results from instruction, facilitation, and process reengineering.
Sener Learning Services, know known as Sener Knowledge LLC, has been a client since 2003. I built John his first HTML site that included a blog, RRS feed, and dedicated site search. 
When I help instructors move from the classroom to online, I start with what they know (learning theory 101). It is easier to move forward one-step-at-a-time versus leaping. The following don’t have to be done in the order they are listed.
What is cross-training? I use this term to describe a management approach I tried as a Project Control Manager for TRW. A project control manager is responsible for managing the financial books of a government contract. The number of staff in this type of office is often limited in order to keep total project costs down. They are typically delegated to specific business tasks, enabling each member of the staff to become very good at what they do.
As the Webmaster for the Instructional Resource Center at George Mason University, I designed, developed, and delivered two introductory workshops on online databases.
At the time these were created, faculty and staff were starting to see the advantages of putting data online via a database. GMU was not prepared to allow all faculty and staff to create database driven dynamic websites. In an effort to help GMU and its faculty and staff decide how to proceed, I presented:
As a consultant for Work Smart, Inc., I performed a technology evaluation for a major health insurance company. Computer Output to Laser Disk (COLD) is a technology by which computer generated reports and documents (such as accounting reports and in-house generated invoices) are stored electronically. In 1993, the insurance company implemented a COLD system using an Optical Disk (OD) solution to replace their Computer Output to Microfilm (COM) operation.
The Vice President Information Technology for a major chemical company commissioned a study from Work Smart, Incorporated to conduct a concept study on the implementation and use of an electronic record and document management system (R&DMS) at the company's headquarters. The study would consist of the data collection, document analysis, and conceptual design/architecture phases of Work Smart’s methodology. There are two questions being answered in this study:
In brick-and-mortar higher education institutions, where online learning is a grass roots effort, the quality of the course is dependent upon the professor/instructor. In other words, online environments quite often mirror classroom environments. A good classroom environment often translates to a reasonable online experience as well. The professors who put as much energy into their ability to teach and create quality instructional strategies, as they do their research, quite often deliver a better learning experience.
MSU partnered with Jenzabar to create a system to manage non-traditional training events. In other words, non-credit courses. Multiple departments within MSU were vested in the effort. MSU Global, as a leader in developing and delivering non-credit courses, was the lead in determining the requirements for the system.
As requirements and testing task leader, I was the technical liaison between MSU Global and the technology departments responsible for the development of the system. As technical liaison, my duties included:
As an employee of George Mason University, I was asked to create a database that could be used to track the statistics associated with services offered by unit within the Department of Instructional Technology (DoIT). To make a long story short, I designed and coordinated the development of WEMS (workshop, walkins, events, equipment, and evaluation/survey management system).
The Citizen Planner online program covers the core tasks associated with being a Planning Official. The online program started as a project to convert classroom based lectures into online modules.
The program is made up of seven independent study online modules. Each module has four to eight units with an anticipated completion time of 1 hour. The seven modules and their units are sequenced to allow learning to build and expand from one module to the next. The program has since been expanded to include five special topics modules currently in development.
Instruction is often a success factor in the process of change management. When an organization changes, the change often affects how people work, how they complete their tasks.
