Coordinating mLearning with print production
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Presentation given at mLearnCon 2011. Discusses Cambridge University Press experience in moving into iOS apps that coordinate with print textbooks.
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Coordinating mLearning with print production
- 1. Coordinating mLearning with Print production Rod Gammon, Associate Manager, Digital Publishing Sally Searby, Global Director, Digital
- 2. The story 400+ year-old publisher embraces mLearning. • What was easy? • What was hard? • What did we learn?
- 3. The easy part: Content • Pool of trained Editors and Production staff • Established processes for asset creation • Established values in pedagogy, design • Deep understanding of courses (content coordinated across many products)
- 4. 3 ways to leverage print to mLearning • Adapt successful content • Build assessment from reference • Take the brand in new directions
- 6. Build assessment from reference
- 7. Go in new directions
- 8. The hard part: Business processes • 400+ years of how it s been done • New media = Low sales forecast = Scarce resources • Processes and staff ability developed on the fly • New business models
- 9. Important things • Get Digital involved early • Constantly manage expectations • Adjusting processes != chaos • Learning requires conscious effort • You will work outside the job description
- 10. Get Digital involved early • Manuscript is the product database v.1.0 • Content matters, but so do features • Marketing goals define the analytics campaign • Asset organization matters – Format – Naming – Development sequence • Start with a detailed, agreed specification = $$, time saved
- 11. Constantly manage expectations Print staff are outside comfort zone. Offer: – Training – Communication – Helpfulness and commiseration But be firm: – The specification is written because it matters – Processes must serve development, not traditional publishing – Change requests must be purposeful
- 12. Adjusting processes != chaos Process changes are necessary for new products, but it takes organization outside of comfort zone. – Document the changes – Communicate the reasons – Train the staff
- 13. Learning requires conscious effort • Collect analytics • Be available to customers • Seek feedback internally • Document as if it will be done again (it will) – Issues – Pended features – How it was done – How it works
- 14. You will work outside the job description Launching in iTunes required a software PM to do tasks usually assigned to: – Legal – Accounting – Marketing – Distribution
- 15. Print mLearning Long lifespan, high unit cost Brief lifespan, low unit cost = Publish perfect = Get it out and update Assets similar to final product Assets are ingredients Print = Content + Layout Apps = Content + Features Static presentation Variable presentation Well-defined development Emerging development processes processes
- 16. 3 dimensions of project difficulty • Cross-product design consistency • Degree of interactivity • Project management reliability – Budget – Schedule – Change control
- 17. Useful services • Test Flight: Goodbye UDID headaches • Google Analytics: Tag ads with clear URL aliases • Flurry Analytics: Like Google analytics in apps • App Figures: Better reports than iTunes Connect All have a freemium tier.
- 18. Thank you. Roderick Gammon Sally Searby rgammon@cambridge.org @rodgammon h"p://cambridgemobileapps.org h"p://cambridge.org/us/esl
Notas del editor
- In-app and with-web analytics Put an email link in the app Lessons learned sessions are a PM best practice