Good SME Bad SME
Finding and working with the right subject matter experts is an art form.

Qualified SMEs are fundamental to the success of any e-Learning endeavor. Their knowledge and experience is the vital link between the real world and the completed training program. There is, however, a fine line separating good SMEs who consistently meet deadlines and go above and beyond expectations to contribute to the overall quality of a project, and bad SMEs who reluctantly accept their role only to retreat into a black void where no phone or e-mail messages can penetrate.

To discuss the art of locating and working with good SMEs, Simpact posed several questions to Amanda Cross, NexLearn’s quality assurance manager and one of our project managers, and Jessica Everton, director of editorial development at the Monterey Institute for Technology and Education. For more than a decade, Jessica has coordinated editorial, instructional design, production, and budgeting processes for custom multimedia learning software.

JE: When looking for a SME, it is important to make sure their background aligns with the goals of your project. I have found that it is best if the person has at least 5 years, and ideally 10+ years of experience in the subject you need an expert for. It is also critical to balance the length of experience with how well they have stayed current in the topic. For example, they should be aware of recent developments in the field and any technology changes.

AC: I agree with Jessica. I also think it’s important to find a SME who can dedicate time to the project. After all, if they don’t have time to share their information, it doesn’t matter how much experience they have.

JE: I have found that referrals are often the best way to find SMEs. Talking to co-workers and other experts in a specific area will often lead you to the best SMEs. Additionally, since many professionals and professors post their information on the Internet, it is often fairly easy to search the Web and find highly-qualified SMEs just by sending an e-mail to connect with them.

AC: It really depends on the course subject. Sometimes teachers, instructors, or professors have the background you need. And sometimes people who have written books or conducted research on specialized topics are the perfect fit. Of course, it’s always best if you can get references from others who have worked with the person before. That way you can get a solid idea about their performance record.

JE: A SME’s level of involvement will depend on the role they are playing in the project. A “lead SME” is an expert who is guiding the development of the project and should be heavily involved. Alternatively, an expert who is just reviewing materials may have a limited role and contribute only a few hours to the project.

AC: It’s important to get SMEs to buy-in to the project. If they truly believe that their participation will influence the quality of the final product, they will typically be more willing to meet or even exceed your expectations. If you listen to your SMEs and encourage collaboration, you will most likely see an increase in their involvement.

JE: The most common obstacle I have faced when working with SMEs is missing deadlines. The most qualified SMEs are often the people who are the busiest and have many projects they are working on simultaneously. I have found that before I hire a SME, it is best to have a blunt conversation about the deadlines (especially if the project is deadline driven). I explain to a SME that their commitment to the deadlines is critical and that they should evaluate working on my project against their other obligations. I also emphasize the importance of early communication if they feel they may not meet a deadline (so that I have time to come up with alternate plans).

AC: Yes, missed deadlines can be a huge problem. If the SMEs don’t feel the same pressure to stay on schedule as other members of the development team, the entire project can be delayed, derailed, or even lost. Communication can also be an obstacle. Identify primary and secondary communication methods and set a communication schedule, that way SMEs know how and how often to expect messages from you.

JE: I think the most critical factor for managing SMEs effectively is to set expectations at the beginning of the project. Before you hire a SME, you should clearly outline the amount of time you expect them to spend on the project, the timelines, your expectations for quality of deliverables, and the importance of timely communication. You should also put these expectations in their contract, so they are enumerated and you can refer back to them if necessary. It’s also important to build a relationship with the SME from the beginning by emphasizing open, timely communication. The stronger relationship you have with a SME, and the more frequently you communicate, the smoother the project will go.

AC: It’s important to communicate project objectives at the beginning. Make it clear to the SMEs what the project is about, including its goals and its target audience. Sometimes SMEs have wonderful ideas about certain content to include or how it can be presented, but it might not be right for that particular project. You have to stay focused on the bottom line, which is satisfying the customer by making sure the user actually learns what they are supposed to learn.