4 Graybar Company Profile Leading distributor of electrical, telecommunication, and networking products
5 Graybar Company Profile Employee ownedFortune 500 Corporation based in St. LouisServing North American markets since 1869
6 Graybar Company Profile Elisha Gray, an inventor, and Enos Barton, an entrepreneur, founded Gray & Barton in Cleveland in 1869In 1872, this partnership became Western Electric CompanyWestern Electric became the exclusive manufacturer of the telephone equipment for the Bell System and by the early 1900s, grew to be one of the largest manufacturing concerns in the world
7 Graybar Company Profile Western Electric also managed a thriving electrical distribution business, furnishing its customers with non-telephone products made by other manufacturers.This electrical distribution business was spun off from Western Electric and organized into a separate company, Graybar Electric Company, Inc., in 1925.Graybar employees bought their company in 1929.The corporate headquarters moved from the Graybar Building in New York City to St. Louis in 1982.
8 Graybar Company Profile - Today $4.08 Billion Sales$500 Million Inventory250 Locations7400 Employees
9 Graybar Company Profile - Today Millions of SKUsThousands of Material VendorsThousands of Purchase Orders per dayHundred Thousands CustomersOrders, Price, & Availability Checksnumber in the thousands per dayGraybar business volumes:SKUs – 1.4 MillionOrders per day 40,000Price and Inventory checks/day 30,000Pricing conditions 20,000,000Sales order lines per day 145,000Purchase order lines per day 45,000Local Inventory SKUs = 3,200,000 of which 458,000 are at the zone level??? Locations250,000 customers4,700 Material Vendors7,300 employees2,000 retireesNational Suppliers 48,000 with 85,000 Pay recordsLocal Suppliers 354,000$3.8 Billion Sales$500 Million Inventory
12 Graybar Project - Outside Recognition GRAYBAR RECEIVES 2003 INFOWORLD 100 AWARD FOR TECHNOLOGY LEADERSHIP - ST. LOUIS, November 13, 2003“As a recipient of the 2003 InfoWorld 100 Award, Graybar’s ERP system was selected from a field of 160 entrants as “an outstanding example of enterprise innovation and IT leadership” by a panel of the magazine’s editors.GRAYBAR IT INFRASTRUCTURE RECOGNIZED IN 2004INFORMATIONWEEK 500 RANKING - ST. LOUIS, September 20, 2004GRAYBAR IT INFRASTRUCTURE RECOGNIZED IN 2003INFORMATIONWEEK 500 RANKING - ST. LOUIS, October 6, 2003“The InformationWeek 500 identifies the best technology and business practices of companies that demonstrate patterns of technological, procedural, and organizational innovation.”
13 Defining and Selecting Super Users in a Diverse Environment
14 How to define and select Super Users in a diverse environment Defining a Super User is unique to your businessThere is no set definition of a Super User!The Super User can function as a full time team member that participates in system design, testing, implementation, training and support.The Super User can function as only a trainer.The Super User can function as a trainer and first line support person.Selection of your Super Users is dependent upon the Roles, Responsibilities, and Expectations you define.
15 In SAP terms, the Super User is an individual that… What is a Super User?In SAP terms, the Super User is an individual that…understands the SAP-enabled business processes for a business unit or business processhelps support the project by assisting the project team with feedbackwill be training end users in their area of expertise, and providing first level SAP support to their business areas during and after Go-LiveIn SAP terms, the Super User is an individual that understands the SAP-enabled business processes for a business unit or business process. Super Users help support the project by assisting the project team with feedback from the field both at the time of end user training and at Go-Live as first line support for their location. The Super User trains end users in their area of expertise, and continues providing first level SAP support to their business areas after Go-Live.
16 Super User Concept Train-the-Trainer Approach Functional Teams Subject Matter Expertise for Functional Processes and SAP ConfigurationEnd UsersTrainingTeamEducational ServicesProgram Design, Development,and DeploymentSuper UsersTrain-the-Trainer ApproachEnd User Training,Feedback, and EvaluationChange Mgmt. TeamSuper User Training and PreparationOur train-the-trainer approach incorporates two main components:1. Business process, SAP R/3 education and training in which the Super Users develops their skills through active participation in workshops, testing activities, and training-related activities (including course reviews, creation of exercises and case studies, and identification of data requirements for the training environment). This allowed the Super Users to become empowered through an in-depth knowledge of the system.2. Facilitator training, in which Super Users will learn how to use the instructional materials, effectively present the course content, and facilitate and manage and set up the classroom environment. The training includes how to make presentations with confidence and dealing with different types of people. The Super User also learns how to ask open-ended questions to initiate class discussion and evaluate knowledge transfer.
17 Qualities of a Super User Understanding of Graybar’s business direction, organization and cultureExcellent teamwork skillsWell-respected within his/her organization: a “go-to” personSUGood PC computing skillsAptitude and enthusiasm for learning and for teaching othersAdvocate for change initiativesFlexible—quickly learns and adjusts to changesExcellent working knowledge within a sub-process/ functional areaWe felt there were qualities we desired in the selection of the Super Users. Although we didn’t get all these qualities in every Super User the majority of the Super Users did reflect these qualities. Our program filled the gaps that existed in the qualities through the training regiment we used.One of the most desirable qualities was being flexible and quickly learns to adjust to changes. One of our goals throughout our implementation was to improve the training with every training cycle. That meant the Super Users had to adapt to some changes in system functionality and course materials throughout their training cycle. Our training system was designed to emulate as closely as possible to our production system. This course of action dictated that we adjust exercises as the system functionality changed. The Super Users have become very proficient at adapting to the changes and being able to address them in their classes.Good communication and presentation skills* SAP R/3 knowledge and skills will be developed (or enhanced) through participation in PACE activities.
18 Qualifications/Knowledge/Skills Selection Criteria:Qualifications/Knowledge/SkillsExcellent verbal communication and presentation skillsViewed as department SAP champion and supporterPositive attitude/team playerKnowledge of office productivity tools (e.g., Microsoft Office, etc.) and strong computer skills in generalIn some of the areas we needed to develop the skill. Presentation skills was one of the areas that we needed to enhance significantly during the Super Users’ training. Overall, we were pleased with how closely the Super Users matched our QKS.Aptitude for learning computer applicationsStrong business process knowledge
19 Selection Criteria - Responsibilities Understand transactions in their SAP areaHandle/resolve SAP transaction questions from co-workersMaintain a positive attitude about the SAP R/3 systemCommunicate the benefits of SAP to others in departmentDescribe the process changesExperience from an end user perspectiveThe Super Users needed to understand transactions in their SAP area well enough to teach others formally or informally. As they did have to do some one-on-one coaching. They needed to handle or resolve SAP transaction-type questions from co-workers. Maintaining a positive attitude about the SAP R/3 system and convey this to others was an very important in our communication efforts. Additionally, they are to communicate the benefits of SAP to others in department along with describing the process changes in their department and how SAP enables these changes. They provided experience from an end user perspective how the new business processes and SAP are going to change the current ways of doing business. Many of our Super Users also participated in Operational Blueprinting and Realization phase activities (workshops, testing, etc.). Of course, their most important responsibility was to train end users prior to Go-Live and provide on-going support post Go-Live, both formally and informally.Participate in Operational Blueprinting and RealizationTrain end users prior to Go-LiveProvide on-going support post Go-Live
20 Super Users’ Roles within the Project Establish the Super Users’ roles within the project as part of your strategyMake sure those roles are defined and explained to the Super Users at the beginning of their training programWhen you are working on the training strategy you should establish the roles you want the Super Users to perform. Setting the expectations then becomes easier because you have established guidelines on what they should be doing. These roles should be explained to the Super Users at the beginning of their training. The reason for the explanation is the Super User role is very difficult at best and you don’t want any rogue Super Users. Also, the Super Users need to know what they are getting into because some of the individuals will not want to fulfill the role of Super User.
21 Super Users’ Roles within the Project TrainersChange AgentsDefining the roles of the Super Users within your organization is dependent on your original definition of the Super User. Their roles should be defined within your overall training strategy. In our organization the Super Users fulfilled three roles: Trainers, Change Agents, and Go-Live Support persons.Go-Live Support Persons
22 Super Users as Trainers District Training Program:Scheduled approximately 240 Instructor-Led classes in each districtEach Super User taught from one to five different coursesClassroom “in a box”Within each training cycle we had to schedule approximately 240 instructor led courses per district. By the end of our implementation we conducted about 3000 instructor led classes amounting to 350, 000 man hours of training. Overall, we provided more than 500,00 man hours of training.The process of class identification for all individuals that use the system was a big task. We were mandated to train according to the security master roles. This meant we needed to do an analysis on each job title in relation to the roles contained in the job title to the courses that covered those specific roles. Any positions that were in question had to be analyzed to determine the courses that would be required. Once this was done, the districts identified the courses each individual was required to take during the training cycle.In all of our courses we incorporated the five elements of education or learning; 1.) Knowledge (or concepts) covered in the PowerPoint slides, 2.) Skills - covered by exercises in the practice environment or simulations, 3.) Information - in work instructions and QRGs, 4.) Attitude - effectives by Ed. Svcs, the super users themselves, and change management, 5.) Cognitive strategies are the incorporation of all these as appropriate in the individual's unique application.
23 Super Users as Trainers Each Super User taught from one to five different courses.Taught courses within their SAP rolesAssisted other Super UsersOne-on-One mentorsAs trainers the Super Users taught from one to five courses depending on their area of responsibility. They taught courses that fit their roles the closest with some exceptions. The course length ranged from four hours to twenty-four hours. Within their role as trainers the Super Users also assisted in classes being taught by other Super Users. Conducted controlled practice sessions using the exercises from the classes. (We established a practice client within our training system.) They also work as one-on-one mentors for individuals that were struggling during their classes.The Super Users understand the course structure and the importance of following the typical class flow. That being presentation of the concepts, demonstration of the desired skill, and exercises for the participants to execute. This brought into context adult learning methodology of explaining the process, showing the process, and doing the process in a controlled environment.Additionally, the Super Users role as a trainer included feedback for course improvement. We expected them to review training evaluations to identify areas for self improvement.One additional role as trainers that selected Super Users performed was coming back to St. Louis as Super User Instructors. This proved very beneficial in empowering our Super Users. These individuals demonstrated the ability to go beyond expectations of being a Super User. Those selected for this role considered being a Super User Instructor a privilege.
24 Super Users as Trainers Classroom in a box250 Locations to trainDeveloping a transportable classroomUse of laptopsMany questions have been asked about the facilities we used for training our very dispersed audiences. We have approximately 250 locations which placed a constraint on the company regarding end user training. Our research provided the information that we needed to train within our locations. The next step was developing a classroom that could be easily moved between locations without damage. Our concept of “Classroom in a box” came out of discussions with key members of our IS infrastructure, Windows, and network groups. We designed and had built two types of cases. The instructor case contains a laptop, keyboard, mouse, wireless access point, and a projector. The student cases contains 4 laptops, keyboards and mice. We added the keyboards and mice to eliminate the need to train the end users how to use a laptop computer.The last implementation we ran 34 classrooms simultaneously (concurrently).
25 Super Users as Change Agents Local level change advocates for the SAP system implementation.What do we mean by “change advocate”?Commitment to the cause.Positive attitude toward the system and co-workersActive, two-way communications
26 Where do Super Users fit in the Change Management Effort? Super Users are one of the critical components of the change management effort at the local level…Graybar BranchBranch Management – Overall Change Leadership at the locationSuper Users – Critical Change Agents via their interactionsas instructorswith fellow employees outside the classroomduring Go-Live support responsibilities
27 Super Users – Key Change Agents Why are Super Users so key to the change effort?Their peers take a “read” on the change from Super UsersWhy do employees look to Super Users?Because Super Users get training and experience with SAP in advance of their colleagues
28 Super Users in Go-Live Support We utilized the Super Users asFirst line support persons in their own districtsFollow up support in other districts following their own “Go-Live”The Super Users had two defined support roles. First they provided first line support for their location at the time of conversion. This is really where they earned their stripes as a Super User. Through the training program they were empowered to help their co-workers supporting the go-live. We put in place a program called “Help Yourself First”. The program consisted of several steps; our online help system, Super User support, local functional team support (where available), and our User Support system including ARWEB Remedy tickets placed by the users themselves. We found having the empowered Super Users in the right locations helped smooth the implementation of our SAP system.Their second role in support was to assist the go-live efforts in other districts. We would not be able to support our implementations without Super User assistance. Our last implementation included users in 49 locations. Here again the Super Users’ abilities with the system proved beneficial in a first line support effort. We deployed them according to a formula based on the size, location, and number of Super Users at the location.
29 Calculating the Number of Super Users Required for Your Implementation Ratio of End Users to Super Users15:1 – The ratio we used at Graybar based on job titles and categoriesBased on Super User responsibilities and roles. This ratio could be very low or very high depending on the complexity of the implementationBe flexible in your numbersIf I were to set up a Super user program again with the same circumstances I would have used an overall ratio of 12:1 rather than 15:1. This would have increased our coverage both from a training and a Go-Live support aspect. As it was the ratio per job title and category was adjusted for coverage. This worked well but increased the amount of planning required.By definition the Super Users as part of the functional teams, the ratio would change again based on the complexity and timeline of the project.Audience identification will somewhat drive the number of Super Users required. Our implementation was very customer service/order entry driven so our ratio was established using the job titles and categories. You will need to be flexible in constructing your numbers by the importance of the job in relation to the implementation and the number of people in that position category.
30 Calculating the Number of Super Users Required for Your Implementation This is an illustration of the count worksheet we used to determine the number of Super Users we needed per district. The names of the locations were entered in the left column and the number of employees in each position category were entered and the calculations were done automatically. We found our biggest adjustment to our ratio occurred when there was a disproportionate number of users in a category.This is just one of a master set of spreadsheets and documents used at the business unit/organization level to establish the program. In our program this was used at the district level and validated through the project team.Other spreadsheets and documents:Spreadsheets:Course AssignmentCourse Order for SchedulingCourse Session BuilderCBT Course AssignmentMaster ScheduleDocuments:Educational Services TimelineSuper User Selection Checklist (When a task needed to be accomplished according to the timeline)Who Should Teach What Course
31 Keys to a Successful Go-Live Super Users are key to the training and implementation because they areKNOWLEDGEABLE: They know the business procedures.RESPECTED: They can deliver training in their own language and their colleagues recognize them as knowledgeable.ACCESSIBLE: Super Users provide over-the-shoulder support to their co-workers. The availability of this support is especially important during the initial days of SAP use.
32 Obtaining Management Support of the Super User Program
33 Establishing Management Acceptance for the Super User Program Preliminary contact within the business unit or organizationOrganizational meeting with the business unit or organization managementDefine the selection criteria for the Super UsersFinalizing your Super User group
34 Preliminary Contact within the Business Unit or Organization Set up meeting with districtSet Up date a minimum of 10 weeks prior to the start date for Super User training.Include all appropriate people in the meeting.Super User Count WorksheetCategorized by Functional Area and then by Job TitlesNumber of Super Users per area and locationWe set up a meeting with each district a minimum of 10 weeks prior to the start of the Super User Training because we needed the time to select the proper Super Users and have the time to make all the travel arrangements for the Super Users coming to St. Louis for their system training. We also had to make the travel arrangements for the Super Users to visit a live location.We found the time frame could have been increased by two weeks for the flow of activity to be a little smoother.Included in the meeting were the Director of Operations, Assistant Director of Operations, District Human Resource Manager, and other people assisting in the selection and scheduling process. You’ll need to know the relationship structure of the management team to know who all the appropriate people are and their roles within that team. Make sure each one of the people has a role to play in your Super User program.The first order of business the districts needed to complete was a Super User Count Worksheet which calculated the number of Super Users required per functional area (Sales & Marketing, Logistics, Finance, and Administration) and then the total number of Super Users per district. We used the ratio of 15:1 end users to Super Users as our control. We found this was relatively accurate but discovered situations which required a slightly different ratio.
35 Organizational Meeting with the District Management One day meeting held at district officeApproximately six hoursExplanation of the concept of Super UsersTraining responsibilities and schedulingAssociated Tasks for the conversionThe meeting was conducted at the local district offices throughout the country. It meant a lot of travel for us but the meeting was a significant factor in establishing the relationship with the district management.We explained the concept of the Super Users to the district management to establish the guidelines for their Super User selections. We used Super Users from every district for training and go-live support.The meeting also covered the responsibilities of the Super Users and the scheduling of the classes. A blended approach to training was used with 85% Instructor Led, 10% Computer Based Training, and 5% e-Class.The scheduling was discussed through the use of the scheduling spreadsheets we created to help the districts with the task of scheduling all their training including a timeline for the tasks associated to the selection of Super Users, decisions on teaching assignments of every Super User, scheduling the classes, and assuring the employees in every location was assigned to the classes associated with their assigned roles. All training was based on SAP master roles for their position.During the meeting we also had discussions about the change management issues the district would face and how we needed to address them. Additionally, we talked about the associated deployment and conversion tasks which needed to be completed prior to their go-live dates.
36 Obtaining Management Support of the Super User Program Work closely with the business unit management team and let them decide who their Super Users will beThe Super Users should be the best people in the business unitInteraction with Corporate ExecutivesWorking closely with the business unit management team and letting them make the decisions on their Super Users will give them a sense of ownership in the program. Guide them in their decisions based on the roles and responsibilities put together for the Super Users. The ownership they feel in the program will go along way to having a successful Super User program. We found using this approach really helped during the selection process and beyond.The Super Users should be the best people in the business unit not the people that just have the time. We used this philosophy explaining that the Super Users will accomplish more and because they are the best people the implementation will be much smoother.We established interaction with the Corporate Executives through our ERP Steering Committee meetings in which we participated. We explained the program to them in detail and gave monthly updates as to how the program was progressing. During the meetings with each training cycle we also updated them with the information we gathered from the training testing and survey results. This method established an ownership within the executives. We’ll discuss how important this became later in the presentation.
37 Finalizing the Group of Super Users Determined by the district, with our guidance.List of Super Users was approved by the district.District assigned the courses each Super User was to teach, with our guidance.Once the districts selected their Super Users we had a conference call to review their selections. We made sure the selections met our guidelines in numbers and type of individuals. Additionally, we made adjustments in the areas which we felt were inadequate in numbers or coverage for the specific area.We found that our method of promoting people up through our organization was an advantage. This advantage allowed the districts to select some Super Users because of their knowledge of an area from previous experience in the company.Once the group was finalized the districts would assign the courses each Super User would teach. We provided them guidelines for the courses to be taught in each area. This targeting made the task of scheduling easier for the districts and for the Educational Services team in St. Louis.
38 Expected Benefits of Management Support Smoother implementation because you have well-trained end users.First line support during the implementation allows for continuous flow of business.Direction is established prior to implementation.You experience a smoother implementation because your end users are well trained. The better the training your user community receives the fewer support tickets are entered. This is definitely a factor in achieving your return on investment. The users have a stake in the process of “doing it right”.Having the Super Users there as first line support allows the business to continue to flow. There are going to be issues but the issues are resolved quicker allowing less disruption to your business.Direction being established prior to go-live allows the management team the opportunity to plan for the event. Thorough planning by the management teams allowed us to have the Super Users we needed to make the implementations successful. This strategy was laid out prior to any meetings and was emphasized at the meetings.The risks and barriers that you face are overcome when you have management support. Management becomes part of the solution because they are involved in the process. Make sure you note the risks and barriers, follow up and resolve the issues as rapidly as possible. Involving management necessitates identifying the individuals that support your program and ask them to champion your efforts. Management becomes part of the solution.
40 Solutions for Training the Super Users The training exposure required by the Super User is defined by the Responsibilities and Roles you expect the Super User to performThere are many alternative ways to training your Super UsersSAP Functional Classes held at SAP training facilitiesIn-house training programs presented by SAP trainersIn-house Train-the-Trainer programs focused on your unique situationTraining exposure for the Super Users is very much dictated by their roles and responsibilities on the project. The alternatives to getting your Super Users trained may be predicated on the training budget you have established for your project. In most cases that budget should be in the range of 10 to 15 percent of the total budget of the project.The SAP Functional Classes and the in-house SAP Training was attended by the functional teams (includes both technical and business members of the teams). They needed to know how the basic system worked so they could blueprint, design and configure a system that worked for Graybar.We developed an in-house program for our Super Users structured that we accomplished a lot in a very short period of time. We were accused of feeding our Super Users with a fire hose. In fact, we did feed them with a fire hose. We’ll look at our training program.
41 SAP Training Solutions SAP Functional Classes held at SAP training facilitiesIn-house training programs presented by SAP trainersThese courses are usually arranged at the beginning of the project. As a resource on scheduling this training, contact your SAP Educational Account Manager.The SAP Functional Classes and the in-house SAP Training was attended by the functional teams (includes both technical and business members of the teams). They needed to know how the basic system worked so they could blueprint, design and configure a system that worked for Graybar.A good resource to help you understand the training SAP can provide and work with you on the scheduling is your SAP Educational Account Manager. They are representatives that can guide you through the maze of training options and decisions needed to be made in structuring your Super User training program.
42 Super Users Training Program Four Week Program consisting of:Study at Home LocationIntense System Study in St. LouisOn-the-Job Exposure at a live district location
43 Super Users Training Program Study at Home LocationWelcome to the programIntroduce road map that will be used for the development of the Super UsersProvide a basic understanding of roles, responsibilities and timelinesThe purpose of the Home study week was to welcome the Super Users to the program. Secondly, to introduce the road map for the development of the employees into Super Users. Finally to provide a basic understanding of roles, responsibilities and timelines.During this time we introduced them to their roles and responsibilities but did not go into depth of explanation. We also explained the make up of our courseware and asked them to review the materials prior to coming to St. Louis for their system training. This proved beneficial to the Super Users because it allowed them time to formulate preliminary questions prior to their formal training.
44 Super Users Training Program Intense System Study in St. LouisRegimented curriculum based on coursesTraining on the system processesTrain-the-Trainer – Presentation Skills courseInteraction with Graybar executivesThe intensive system training in St. Louis started out with an orientation to our ERP system and SAP. The introduction and welcome was done by our director of project management. In the orientation we covered our expectations of the Super Users both from an educational point of view and the functional team perspective. Included was a section on change management. You’ll hear more about that later.We took the Super Users through a regimented curriculum based on the courses they were assigned to teach. We approached these classes as we would end user training. The use of the our standard courses with the materials enhanced for instructors was beneficial when it came to the end user training. Additionally, these courses were taught by selected Super Users from live locations. We found that using existing Super Users to teach the courses added to the acceptance of the system and the training program.One of the key factors in the training program was our Train-the-Trainer course on presentation skills. Remember we were using people to train their peers that had little or in some cases no training experience. By the end of the one day course the Super Users had given three talks. The first was who they were and what their concerns and expectations are for the class. The second was an unprepared talk, the subject of which was the instructor’s choice. This talk showed the importance of preparation and practice. The Super Users were given fifteen minutes preparation time for their third talk which was on a subject of their own choice and something they were passionate about. This talk helped set the stage for them to be able to do the training when they arrived back home to start their training cycle.The second week was spent in more system training and practicing their presentations. The biggest fear most people have is public speaking and through this method we were able to overcome much of the Super Users’ anxiety. This also allowed us time to teach the Super Users how to use the equipment. We also supported the training by using the functional teams to supplement the instruction through answering in-depth questions and demonstrations.
45 Super Users Training Program On-the-Job Exposure at a live district locationOpportunity to see the production systemWork with other Super Users to hone skillsWhat to expect at Go-LiveThe entire program was extremely intensive for all the Super Users and we could tell by Friday morning of their first week in St. Louis that they were rapidly coming to information overload. After the Train-the-Trainer class on Saturday we gave them Sunday off to recuperate and enjoy the sights of St. Louis. We had no formal activities on Sunday.During their training in St. Louis the Super Users were able to interact with our executive staff. At the end of the orientation our CIO made a presentation to the Super Users on the importance of their task. He was always able to use humor to drive home the point of the Super Users importance to the success of the project. Our CEO addressed several of the groups as did our VP of Human Resources. Other executives entertained the Super Users at lunches and dinners. Some even sat in on some of the classes with the Super Users. The interaction provided an unexpected benefit of convincing the Super Users that our executive committee was solidly in support of the project and their participation and importance within the program.Our third phase of their training was to send them to a live location. This allowed the Super Users an opportunity to see the production system in their own environment. We originally titled this On-the-Job Training but that was really a misnomer because a two day visit should not be deemed as such. The exposure did wrap things together for our Super Users as they spent time with existing Super Users that showed and worked with the Super Users in training as to what to expect at go-live.
46 Super User Preparation for their Change Agent Role Super Users receive the following Change Agent preparation:A mini Change WorkshopOccurs during the first day of their two-week training cycle.An opportunity to discuss what a change advocate is, the importance of their influence, steps to take in next 30 days. Also covered is the “commitment” path they and their colleagues must followToolkitA quick, general education about the SAP implementationA reference to support effective change agent behavior
47 STAGES FOR BUILDING PERSONAL COMMITMENT TO CHANGE The Commitment CurveSTAGES FOR BUILDING PERSONAL COMMITMENT TO CHANGEHigh (Involvement)OwnershipIndividuals make the change their own. Changes become the way work is done now—the new status quoAdoptionIndividuals are actively participating in the initiative and are acquiring the skills necessary for changeGoal is for employees to get here before training beginsCOMMITMENTAcceptanceIndividuals are willing to work with and implement changes and are ready to acquire the skills to adoptPersonal UnderstandingIndividuals understand impacts and benefits to them personallyGeneral UnderstandingIndividuals understand impacts to the organization & their functional areaAwarenessIndividuals are aware of basic scope and concepts of initiativeLow (Awareness)Status Quo VisionT I M E
48 Return on InvestmentGraybar implemented SAP in approximately 250 locations in 21 monthsTrained 7400 usersCompleted training $50, 000 under budget
49 Leading PracticeIn establishing your Super User program make sure you plan out the entire strategy prior to taking the program to managementEstablish management ownership of the programAssess your Super User program throughout the training cycle(s)
50 Key Learning Points Defining Your Super Users Start early to establish the program with your organizationSelect your Super Users by specific criteriaCreate a training program that empowers the Super UsersSuper Users’ Roles Within the ProjectEstablish the Super Users’ roles within the project as part of your strategyDefine and explain those roles to the Super Users at the beginning of their training programFollow through on your program regardless of the hurdles or obstacles you need to jumpObtaining Management Support of the Super User ProgramEstablish their ownership of the programWork closely with the management team to select Super UsersTrack your results and report those results to managementSolutions for Training the Super UsersMake sure the training you provide the Super Users matches their involvement in the projectDon’t be afraid to adjust as you go, from the course materials through the structure to your Super User programWhen we look back at our learning objectives we wanted to address four initiatives:Key points are; 1.) start early to establish the program with your organization, 2.) Select your Super Users by specific criteria, 3.) Create a training program that empowers the Super Users.Key points are; 1.) Establish the Super Users’ roles within the project as part of your strategy, 2.) Make sure to define and explain those roles to the Super Users at the beginning of their training program, and 3.) Follow through on your program regardless of the hurdles you need to jump.Key points are; 1.) Establish their ownership of the program, 2.) Work closely with the management team to select the Super Users, 3.) Track your results, and report those results to management.Key points are; 1.) Create a training program that empowers the Super Users, 2.) Make sure the training you provide the Super Users matches their involvement in the project, 3.) Don’t be afraid to adjust as you go from the course materials through the structure of your Super User program.
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