Transcript The SearchSAP.com Conference Europe

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Building & Maintaining
a Super User Program
that Works…and Lasts!
Presented by
Doug D. Whittle, PhD
Partner
The Diagonal Group, LLC
[email protected]
515.208.4500
Hosted by
Building & Maintaining
a Super User Program
that Works…
and Lasts!
Doug D. Whittle, PhD
515.208.4500
[email protected]
A
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ssumptions
 There is no silver bullet
 One size does not fit all
 Much knowledge & experience exists within
this room
 We are the “experts” today
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Context
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WHAT is a
Super User
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The
Organizational
Business Case
Factors
Models &
Options
Implementation
Strategies
Roles &
Responsibilities
Maintenance
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•How do you gain sponsorship and buy-in?
•What is the “burning platform” that will get
the attention of your executives?
•What critical strategic planning elements
do you need to include in your business case?
•How do you sell your business case to others?
•What is the ROI?
The
Business Case
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•What are the organizational culture elements
you should address to ensure success?
•What are the political elements within your
organization that need to be addressed early?
•Who are the key stakeholder groups that will
have vested interest in this initiative?
•What are the org. change
issues that you will most
likely need to address?
Organizational
Factors
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•What are options, models and alternatives?
•What will drive your choice of model/alternative?
•What critical elements within your organization
need to be coordinated for no-surprises success?
•How will reporting relationships and performance
planning be addressed?
•Who manages this
program and provides
governance?
Models &
Options
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•What options are available for rolling out program?
•What are communications and organizational
change management issues you need to address?
•Who are the critical stakeholders to include?
•What resource commitments will you need?
•How do you estimate those resources?
•How will you address
measurement?
Implementation
Strategies
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•What roles and responsibilities can be included?
•How do you make roles official and meaningful?
•How will you reward/compensate super users?
•How are project & post-project roles similar &
different?
•What are necessary skills and competencies?
•What about job
descriptions?
Roles &
Responsibilities
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•What is involved in ongoing “care-and-feeding”
of a super user program?
•What ongoing education and training is needed?
•How do you build and sustain motivation?
•How will you keep management support visible,
active?
•How do you handle turnover, poor performance?
•What are the potential
“evolution” strategies?
•Ongoing measurement?
Maintenance
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The
Organizational
Business Case
Factors
Models &
Options
Implementation
Strategies
Roles &
Responsibilities
Maintenance
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Models
(High)
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ORGANIZATIONAL CULTURE
Difficulty
GROUP BEHAVIOR
INDIVIDUAL BEHAVIORS
INDIVIDUAL ATTITUDES
(Low)
KNOWLEDGE
(Short)
Time
(Long)
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Current
State
YES
No
Desired
State
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Current
State
No
YES
Desired
Desired
State
State
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Denial
Resistance
Anger
Commitment
Exploration
Checking Out
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Establish a
Sense of Urgency
8 stages of
successful
large-scale
change
Create a Guiding Coalition
Develop a Vision & Strategy
Communicate the Change Vision
Empower Employees For Broad-Based Action
Generate Short-Term Wins
Consolidate Gains & Produce More Change
Anchor New Approaches in the Culture
John P. Kotter, Leading Change © 1996
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People
don’t resist change…
…they resist
being changed
Edgar Schein
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Skills
Attitudes
Behaviors
Knowledge
S
U
C
C
E
S
S
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Super User Skills
Technical
Soft
You need both!
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Stakeholders
What do
I need
from
them?
Who
Who are
Who
What do
do they
my
influences they need
influence?
key
them?
from
stakeme?
holders?
Key Questions
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Stakeholder Impact & Engagement
Impact
High
Medium
Low
Involve
Involve Hands-on
Seek
Advice
Seek
Advice
Involve
Inform
Seek
Advice
Involve
Low
Medium
High
Commitment
A
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ccountable
R
esponsible
C
onsult
I
nform
Dealing with
resistance
Gaining
commitment
Follow-up
Before the
sale begins
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Proposing
Identifying
needs
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Project Success/Failure Factors
1. User involvement
2. Executive management support
3. Clear statement of requirements
4. Proper planning
5. Realistic expectations
6. Smaller project milestones
7. Competent staff
8. Ownership
9. Clear vision and objectives
10. Hard working, focused staff
the Standish Group
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You can
and should shape
your own future,
because if you don’t
somebody else
surely will.
Joel Barker
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Doug D. Whittle, PhD
515.208.4500
[email protected]