1、e-Learning的趨勢與應用的趨勢與應用2002/11/011認識我們認識我們w 韓慧文w 桃園石門浸信會w 數位學習專業顧問w 參與e-Learning相關研究,系統開發,經營管理等工作屆滿六年w 聯絡e-M.tww 翁嘉立w 忠僕團契w 阡絡新學網總經理w e-Learning 數位學習產業聯盟副會長w 資訊科技行銷傳播十餘年經驗w 聯絡e-MailCharlieneo-.tw2002/11/012學習型組織的重要學習型組織的重要 Nike公司成功轉型的範例70%的利潤由30%的知識工作者所創造二十一世紀的文盲不是不能讀和寫的一群,而是不能學,無法拋棄傳統習慣和不願重新再學的人2002
2、/11/013e-Learning崛起之原因崛起之原因Internet 的興起世代改變的週期知識爆炸的時代需要終身學習需要終身學習Internet帶來的是立足點平等的學習帶來的是立足點平等的學習2002/11/014e化學習型組織之績效化學習型組織之績效 GaptimeCompetence highlow傳統的學習組織e化的學習組織2002/11/015差異形成之原因差異形成之原因w 學習的彈性w 學習的方便性w 成本降低n50%時間的節省n30-60%訓練成本節省“ROI and Multimedia Training”Research Report;www.brandon-w 員工學習績效
3、之評估及精進w 訓練的即時性w 知識之分享w 員工競爭正規曲線之移動w 經營價值鏈的加值2002/11/016e-Learning的新典範的新典範Classroom Training過去式過去式新典範新典範.LibrariesWeb sitesSubject ExpertsClassroom TrainingcommunitiesLearner2002/11/017線上輔導知識社群績效評估知識管理企業學習架構企業學習架構e-Learning 的實質架構的實質架構課堂教學線上教學混程學習混程學習e-Training只是只是e-Learning的一部分的一部分eLearning:運用網際網路之技術
4、提供多樣化之學習方案藉以提昇企業之知識及績效水平它的三個基本條件An archecture of solutionNetworkabilityWeb-based platform2002/11/018e-Learning的策略架構的策略架構企業流程組織文化成員需求由上而下的推動主管的支持Task forceV.S.沒有開始就絕對不會成功資訊環境（IT infrastructure）的建構2002/11/019Strategy Level e-LearningExpandingROISupply Chain Levele-LearningLearning Community企業企業e-Learn
5、ing 之進展模式之進展模式Solution Level e-LearningCost downeeeInternet/Intranet職能地圖課程內容學習活動教學管理學習回饋eContents Levele-Learninge-Reading2002/11/0110e-Learning在企業的應用範圍在企業的應用範圍e-Learning in人力資源管理人力資源管理 訓練及補教訓練及補教知識管理知識管理業務及推廣業務及推廣學校教育學校教育客戶服務客戶服務2002/11/0111e-Learning的爭議性問題的爭議性問題w e-Learning 的學習效果？w 什麼是最適合e-Learnin
6、g的課程？w 老師的地位是否被取代了？w e-Learning 取代 c-Learning?2002/11/0112c-Learning 被認同的原因被認同的原因w 五千年的學習習慣w 人類的學習本質是社交性的w 提供專心且不受干擾的學習環境w 受訓常被視為某種形式的獎勵w 學習需要帶點強迫性在美國78.4%之企業訓練依然是實體教學 The 2000 ASTD State of the Industry Report2002/11/0113e-Learning 在學習領域的演進在學習領域的演進2000Total:$11.3B2005Total:$20.9BSource:IDC,2001In a
7、 recent vendor survey conducted by IDC.Respondents mentioned the Web as having a bigger impact on their businesses than any other factor.The efficiencies brought about be elearning will help drive most of the growth in the overall IT training market2002/11/0114e-Learning的進入障礙的進入障礙w e化的程度w 學習習慣的改變w 有
8、系統的學習內容不足w 更具親合力的工具w 完備的個人化輔導服務w 學習元件與標準的建立2002/11/0115e-Learning在教會組織的在教會組織的幾個可能應用範圍幾個可能應用範圍e-Learning in教育訓練教育訓練教案分享教案分享知識性議題知識性議題學習社群學習社群2002/11/0116謝謝謝謝!討論開始討論開始2002/11/0117討論議題討論議題2002/11/0118概論與說明 名詞定義 經驗談 傳統與現代的差異 目前的應用 優勢與迷思 發展空間與未來趨勢 其他重點議題 下一年度之方向與目標 2002/11/0119十個建置時常犯的錯誤十個建置時常犯的錯誤w 沒有願景w
9、 認為技術(Technology)與策略(Strategy)並重w 將教學平台認為是策略展開的中心w 過於重視系統建置而忽略了企業重心 w 專注於建立一個線上的傳統訓練w 未能建立有效的認知與共識w 輕忽了執行單位及架構的重要性w 認為這是短期的工作w 忽略了現有的Weakness 及threatsw 無法有效管理改變2002/11/0120推動推動e-Learning 的瓶頸的瓶頸華文學習內容極端不足華文學習內容極端不足學習內容與員工競爭力沒有直接相關學習內容與員工競爭力沒有直接相關企業知識無法累積分享企業知識無法累積分享無法快速整合產出學習的內容無法快速整合產出學習的內容員工的學習績效無法
10、有效衡量員工的學習績效無法有效衡量2002/11/0121經營線上教學之心得與經驗經營線上教學之心得與經驗各環節的人才缺一不可IT技術更基本的CSF 創意是各種工作上必備之能力組織彈性與知識管理的重要性完整的的學程設計及激勵措施適合學習者及課程深淺之學習模式 培植及累積稱職的線上師資和知識提供者個人化的加值服務 速度是關鍵彈性的服務機制 穩定及使用介面容易的系統功能 提高學員滿意度，減少衍生的客戶服務人力。教學績效教學績效服務品質服務品質經營經營人才人才2002/11/0122教學之迷思教學之迷思w 傳統教學消失中？w 網路自學不盡理想？混合式教學模式因應產生2002/11/0123eLear
11、ning全球市場全球市場0.005.0010.0015.0020.0025.00199920002001E2002E2003E2004EGlobal e-Learning Market Size EstimateOthersAsiaW EuropeN United StateN United StateN United StateW EuropeW EuropeAsiaAsiaOthersOthersWorld WideWorld Wide19991.010.190.250.151.6920002.200.250.700.273.422001E4.100.501.230.536.362002E
12、7.101.401.800.8111.112003E11.402.502.401.0317.332004E15.004.003.001.1123.11Source:IDC 2001Unit:US$B2002/11/0124 eLearning 的市場及趨勢 e-Learning之推動與建置 eLearning 在企業的應用案例簡報大綱2002/11/0125eLearning 的市場及趨勢2002/11/0126價值鏈的價值鏈的eLearning應用應用 ProcureMove/DistributeDesign/Develop/ManufacturePromote/SellFulfillSup
13、portSupplierCustomerSupport Processes(Finance,HR,-)SCMCRMERP貓Auto Desk2002/11/0127eLearning in 知識管理知識管理CISCO 案例2002/11/0128eLearning in 知識管理知識管理“By 2003,at least 60%of organizations will have converged e-learning and knowledge management programs.”n GartnerGroup,2000,“The Three E-Learning Rules That
14、 Will Bury Training”The approach to integrate knowledge management and learning is“one of the most exciting aspects of the emerging eLearning space”n Thomas Weisel Partners,LLC,January 2000 Corporate eLearning Report2002/11/0129HOW?w Re-engineering Knowledge Flow.w Embedded Knowledge into tools.w Re
15、organizing Knowledge by Tech.w Sharing Knowledge thru.Web Service.CollectStorePurifyDistributeShare2002/11/0130RIO的五種形式的五種形式(CISCO案例案例)概念Concept事實Fact程序Procedure流程Process原則Principle2002/11/0131Embedded Knowledge into tools-RIO RLO架構架構w 學習元件RLO（Reusable Learning Object）w 資訊元件RIO（Reusable Information
16、Object）w 學習元件（RLO）由資訊元件（RIO）組成2002/11/0132Learning Object Utilization結構與潤飾學習元件知識庫DELIVERY ENGINE Publish Learninge-LearningCD-ROMPrint-BasedPALMOthers工 作 流 程RIOTempleteRIOTempleteRIOTempleteRIOTempleteRIOTemplete2002/11/0133eLearning in 人力資源人力資源McDonaldsFive Years Deployment Scenario2002/11/0134McDo
17、nalds Business Situationw 29,000 restaurantsw 120 countriesw 28 languagesw 1.5 million employees with a 100%+turnover ratew Major growth plans2002/11/0135What Drives Learning at McDonaldsw Turnoverw Growthw New productw New process and technologyw Product integrity and safetyw Career development(pro
18、mote from within)w Deploying best practicesw Often first employerw Markets range is mature-growth-new2002/11/0136eLearning Strategy Planning and Timeline10/200011/0003/0102/0101/0112/00Opportunity/BusinessAssessmentData Collection ContinueseLearning Vision and Strategic ApproacheLearning System Arch
19、itectureAnd High-level RequirementseLearning Project ProposalImplementation PlanImplementation10/10Scoping11/01Working Team12/07Global Training Council12/08Group Training Leaders01/3002/01Working Team02/28Worldwide Training Conference2002/11/0137e-Learning Vision and Strategic Approach e-Learning Vi
20、sion e-Learning Strategic Approach High-Level Systems ArchitectureOpportunity/Business Assessment Business Environment Data Findings and Conclusions Relating to e-Learning Opportunities within McDonaldsScoping Project Plan Project Organization Project ScheduleDeliverables for each Phase2002/11/0138e
21、-Learning System Architecture and High Level Requirements Technology Architecture Content Architecture Organization Structures,Processes and Staffing Requirementse-Learning Business Case Load Forecast Resources Requirements Forecast Cost Benefit AnalysisImplementation PlanImplementation Work Plan an
22、d AccountabilitiesImplementation Milestone/TimelineImplementation Budget2002/11/0139Project Organizationw Sponsors-VP Learning and VP Global Restaurant Operationsw Steering Team-Executive Leadershipw Working Team-WWTL&D,Global Training representatives,IS and HR representativesw Design Team-WWTL&D wi
23、th Consultantsw Expert Reviewers-Brandon Hall and Elliott Masie2002/11/0140w Four geographic groupsnNorth AmericanLatin AmericanAsia/PacificnEuropew No more than 50 restaurants for pilotsPilot Scopew Four languagesnEnglishnSpanishnChinesenPortuguese2002/11/0141Pilot Content Componentsw CrewnHospital
24、ity/Beginning and Advanced ServicenFood SafetynLot and Lobbyw Restaurant ManagernArea ManagementnTools such as Food Safety Daily Checklist/PQRGnTraining tracking systemw Mid-managersnPurchase off-the-shelf learning modulesnTools such as Restaurant Visitation Report(RVR)(modules selected for global a
25、pplicability)2002/11/0142Pilot 要找出的答案要找出的答案w Development,translation,customization processw Mid-management,IS&HR capabilities needed to implement at restaurant levelw Learner and restaurant adaptabilityw Value of learning management toolsw Potential impact on employee and customer satisfactionw Scal
26、ability for full implementationw Technology platform requirements2002/11/0143February March April July August September October Leadership status reports Screen Countries Teams FormedGateway inplace Modules selected Vendors identified Begin Content Conversion Alpha version ready for translation Conn
27、ectivity tested Translation occurs User platforms installed and tested Baseline Measures completed Pilots BegunMarch April May20012002 Pilots Completed Evaluations completed Business case preparedMajor Milestones2002/11/0144eLearning in 訓練與補教訓練與補教巨匠電腦Two Years ImplementationMarch June September Dece
28、mber March June20012002 規劃經營模式 選擇合作夥伴 Content Template 開發 EC機制之設計及開發 平台之採購及維護 以輔助教學之方式,進行Pilot 階段 正式上線2002/11/0145eLearning in業務及推廣業務及推廣中華汽車案例2002/11/0146eLearning in 學校教育學校教育George Lucas Educational Foundation2002/11/0147eLearning in 客戶服務客戶服務Autodesk2002/11/0148Autodeskw 如何讓全世界的使用者提昇運用各種軟體之績效.w 除了服
29、務目前世界各地訓練中心之客戶外,更需針對無 法參與傳統教室課程之客戶.w 針對愈來愈短的產品上市週期,如何解決客戶服務問題.(從兩年到六個星期)Business Issuesw 建置一個提供多人使用且符合不同需求的學習環境.w 配合產品之生命週期建立快速產生學習內容之機制.Experiments2002/11/0149預定目標預定目標wIt is important not to discount any delivery Constantly look at how you bring them all together.wBlended solution:not only about tr
30、aining delivery but about integrating working and learning-learning as part of the work life.2002/11/0150Autodesk案例結論案例結論w關鍵考量因素：nType of content:Procedural,Conceptual,PracticenLearners needs:small module,asynchronousnAccess to technology:a single or multiple delivery options.w建置內容管理系統:n開發小模組的學習物件，以
31、利編輯、再製，及重覆使用w採用混合式的教學模式n自學式 CD-ROMn線上web-learning(live and self-paced)2002/11/01512002年美國年美國eLearning趨勢預測趨勢預測w Standard:SCORMw Business solutionsw New instructional designw Customer satisfaction mattersw Vendor consolidationw Global enterprise-widew Wirelessw Human capital managementSource：Online Le
32、arning 2001,10/20012002/11/01522002年台灣年台灣e-Learning趨勢預測趨勢預測w 政府推動兩兆雙星國家型計劃積極協助e-Learning及Content產業w e-Learning的交易將由純軟體的買賣轉為專業的整體服務w 遵循國際標準（SCORM/AICC）但缺乏實際的驗證w 本土化e-Learning模式逐步形成,除了解決訓練上的問題降低訓練整體成本企業更將要求能夠積極提升整體附加價值w 教育訓練機構以及大型媒體企業,積極轉進學習產業2002/11/0153eLearning平台架構的演化平台架構的演化標準的學習平台標準的學習平台下一代的學習平台下一
33、代的學習平台Course scheduling and organizationObject-oriented,n-tier,Web-based architectureBasic skills assessmentSkills gaps analysis/Pre-test and test-out featuresCourse deliveryProfiling and mapping of personalized learning pathsIntegration of third-party contentContent assembly and authoring toolsLimi
34、ted interoperability with other vendorsCompliance with industry standardsReporting of course completionKnowledge and content management capabilitiesSource:WR Hambrecht+Co2002/11/0154平台架構演化的另一個版本平台架構演化的另一個版本TodaywAutomated course catalogs wRegistration capabilitieswClassroom resource managementwLearn
35、er home pageswLinks to e-learning courses wSkills inventories(most)we-Marketplaces for learningwCustom implementation or ASP modelswBasic reportingEmerging(within 12-18 months)w High degree of configurabilityw Workflow customization,integration with other HR processesw Links with knowledge managemen
36、t,corporate portalsw Practical data/learning object standards w Efficient content creation,managementw Connectors for ERP/HRMS integration w Integrated skills/performance management,career developmentw Advanced ROI metrics,analytics w OutsourcingSource:on-line learning 2002,09/022002/11/0155平台架構演化的另
37、一個版本平台架構演化的另一個版本Emerging(within 12-18 months)w High degree of configurabilityw Workflow customization,integration with other HR processesw Links with knowledge management,corporate portalsw Practical data/learning object standards w Efficient content creation,managementw Connectors for ERP/HRMS inte
38、gration w Integrated skills/performance management,career developmentw Advanced ROI metrics,analytics w OutsourcingKnowledge ManagementLearning Object UtilizationHuman CapitalLearning ArchitectureLet right people do the right thing2002/11/0156eLearning 教材發展的情形教材發展的情形w 教材將以多元化高品質的方式呈現w 將企業的知識留存是製作eLe
39、arning教材的重要價值OTS39%Custom37%Customize24%AccessibilityInteroperabilityDurabilityReusabilityAdaptabilityAffordability國際化教材的指標2002/11/0157eLearning 服務模式服務模式2002/11/0158e-Learning之推動與建置2002/11/0159技術之誘因期望膨脹之頂點期望膨脹之頂點期望幻滅之谷底期望幻滅之谷底啟發後之爬昇啟發後之爬昇生產力之倍增生產力之倍增積極型時期積極型時期混合型時期混合型時期穩健型時期穩健型時期時間軸視界軸企業企業e-Learning
40、的發展模式的發展模式採購LMS平台採購教材自製教材試辦導入eLearning企業學習願景及架構之規劃學習文化的養成共識之凝聚及推動融入公司行政作業投資報酬率形成 知識管理的結合學習供應鏈的應用擴大電子化學習之應用2002/11/0160十個建置時常犯的錯誤十個建置時常犯的錯誤w 沒有願景w 認為技術(Technology)與策略(Strategy)並重w 將教學平台認為是策略展開的中心w 過於重視系統建置而忽略了企業重心 w 專注於建立一個線上的傳統訓練w 未能建立有效的認知與共識w 輕忽了執行單位及架構的重要性w 認為這是短期的工作w 忽略了現有的Weakness 及threatsw 無法有
41、效管理改變2002/11/0161美國教育訓練市場分布美國教育訓練市場分布 PostsecondaryEducation$268 billionCorporateTraining$66 billionChildcare$40 billionContinuingEducation$12 billionK-12Education$386 billionSources:National Center of Education StatisticsTarget Market教育市場已經成為美國第二大經濟區隔.IDC估計，西元2003年時，e-learning將佔有Target Market 40%之市場.2002/11/0162
