The Power-User Approach to ensure sustainable knowledge transfer in SAP implementations

This is a summary of a presentation held by Amanda Maguire at the Professional Learning Conference in Cologne – October 2010

1 Definition – what is a Poweruser

• End users with enhanced process and system knowledge who are available to educate and support their colleagues

2 Cost-neutral solution to various problems

• User acceptance testing
• User education both before and after go-live
• User support
• Problem solving
• Local ownership of knowledge
• Local maintenance of support documentation
• Manage the Key risk: Who will ‘hold the knowledge’ once a project is closed?

?? Is it the perfect solution to ensure enduser productivity?

3. What is a possible underlying definition?

A mechanism for shifting responsibility for education and support away from the project – ‘Devolve and forget’ approach, based on

• Limited programme budget for training
• Lack of programme resources to deliver initial training
• Lack of definition of post go-live education model

 Shifting responsibility

• Project is there to deliver the solution (the new processes and the system to drive them) – the shiny new car
• It doesn’t usually want to be responsible for how the customer drives it after delivery

Leads to

• Training is not included in the project budget – power users will do the training
• Unclarity of ownership – who owns the power network?  Who is responsible for establishing it and making it work
• Devolve and forget – project says “it’s not our problem” we’ll concentrate on the important part – delivering the solution

 Certaintly this negative definition needs to be turned around in oevery argument- otherwise the poweruser approach will be not succesful.

4. What are Power Users?

Power Users are end users who should

• Have thorough process and systems knowledge
• Be good communicators
• Be good analytical problem solvers
• Champion the new solution
• Have the time available
• Want to be Power Users

Simply giving someone a “Power User” badge is not enough and actually makes the problem worse.

Important variables to consider are: selection process, incentives, ownership, time

5. What is usually missed

The initial set-up must be solid if the Power Users are to provide continuity in a fast-changing environment

 It requires

• Sponsorship at senior level
• Sponsorship at local management level
• Selection process
• Incentives and opportunities
• Time
• Ongoing development and support for Power Users

 A Power User network in a blue-collar site makes it possible to manage high-volumes of staff turnover

 

6. Power User Development – How to start

 It is suggested to have three parts

6.1: Preperation

Kick-off event Agenda:

• What’s involved
• Why they have been asked to be power users
• What development they will be given
• What will be expected of them
• What will not be expected of them
• What’s in it for them
• What support will they receive from their manager?
• How valuable power users are to organisation
• Kick off for managers too

6.2 . Technical Skills

SAP Navigation

Processes and end user system tasks

• The basic information that end users will be taught and should be the minimum process and SAP knowledge for any power user
• Training may be delivered to power users as a pilot of the end user training
• Includes how to use the training materials

Power user advanced knowledge

• Extra information that end users don’t get e.g. exceptions, what to do when things go wrong
• Includes problem diagnosis and problem solving

User Acceptance Tests

• How to perform tests
• How to use the testing software

6.3. Soft Skills

Support and coaching end-users

• Reactive support
• Proactive support
• Dealing with people who are stuck
  • New starters
  • Old hands
• Helping end users to become independent as quickly as possible
  • empowering end users
• Those who missed their training

 This approach requires the organisation to be visibly committed to the Power Users – as it also requires comittments of time and money.

SUMMARY

Project-driven training must be conducted within the context of a long-term education and knowledge-ownership strategy. A Power User network can be highly effective in a long term capacity.…but only if carefully constituted, visibly sponsored and maintained.