Project overview
Context
A telecommunications technology vendor needed to develop a comprehensive training suite to support a major product launch for operator customers. The training covered technical installation, configuration, troubleshooting, and operations — for audiences ranging from field engineers to network operations centre staff.
The programme had been attempted internally 18 months earlier and stalled due to scope creep, SME availability problems, and unclear ownership. With a contractual delivery deadline now 6 months away, the vendor engaged Sodema to rescue and complete the programme as project lead.
The challenge
- Previous attempt had produced 4 of 18 modules in inconsistent formats with no agreed style guide
- Nine SMEs across three countries, all with competing priorities — no structured review process
- Scope had never been formally agreed — stakeholders had different ideas about what "done" looked like
- Product documentation was still being updated during training development
- Multiple delivery formats required: eLearning (SCORM), ILT, and job aids — all needing to be consistent
- Contractual deadline non-negotiable — penalty clauses in the vendor agreement
Our approach
Programme audit and scope lock (Week 1–2)
We reviewed all existing materials, interviewed the project sponsor and three key SMEs, and produced a scope matrix covering all 18 modules — what existed, what was missing, what format each needed, and the dependencies between them. Signed off by the client before week 2 was out. No more scope creep after this point.
Governance framework and SME protocol
We established a structured SME review process — scheduled review windows, standardised feedback templates, and a clear escalation path when SMEs were unavailable. Each SME was given a personal schedule with their specific modules and deadlines. This was the single change that most unstuck the previous attempt.
Style guide and template development
Before development continued, we created a unified style guide covering eLearning visual design, ILT materials layout, and job aid format. The four existing modules were brought into alignment. All new development followed the guide from day one.
Parallel workstream management
Modules were developed in four workstreams running in parallel, with weekly programme review meetings tracking progress against milestones. Dependencies were managed actively — if one module's documentation was delayed, adjacent modules were prioritised to maintain overall throughput.
Phased delivery and client handover
Modules were delivered to the client in three phases — allowing early feedback on quality before the bulk of the programme was complete. Final handover included all source files, a maintenance guide, and a 3-hour handover session with the client's internal training team.
Deliverables
- Signed programme scope matrix — 18 modules with format, audience, objective, and dependency mapped
- SME review process documentation and feedback templates
- Unified style guide covering eLearning, ILT, and job aid formats
- 18 completed training modules: 12 eLearning (Storyline/Rise SCORM), 4 ILT facilitator packs, 2 reference job aid sets
- Assessment bank — 120+ questions across all technical domains
- LMS upload package with SCORM metadata and completion rules
- Programme maintenance guide — module ownership, update schedule, SME contacts
- All source files (Storyline, Rise, PowerPoint, Word) transferred to client
Outcomes
- All 18 modules delivered on schedule — contractual deadline met with 3 days to spare
- Client's internal training team rated handover documentation as "comprehensive and immediately usable"
- No scope change requests after Week 2 scope lock — a first for this programme
- SME review cycle time reduced from 3–4 weeks (informal) to 8–10 days (structured) per module
- Product launch training deployed to first operator customer within 3 weeks of handover
Tools & frameworks used
Related services
This engagement combined Custom eLearning Development, Facilitator & ILT Design, and programme management expertise. If you have a large-scale technical training programme that needs experienced project leadership — particularly in telecoms, IT, or engineering — get in touch.
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