Transforming change management Oracle Service Catalogue for BP

Executive Summary

Transforming change management

Oracle UPK Roadshow, Utrecht 12th October 2010

Transforming change management

Executive Summary

Transforming change management

One of the biggest challenges in organizations today is the management of a changing information environment. E-learning is among the most promising tools in this area as it will enable business users at all organizational levels to keep abreast of developments on their own. Is this actually possible? A number of organizations working with the Oracle UPK (User Productivity Kit) e-learning and user support development environment shared their experiences at a roadshow event in Utrecht, the Netherlands, on October 12, 2010. Most speakers reported positive results, yet the road to achieving them had not been without challenges. The matters of user involvement and adoption, and commitment from line management had been, and will remain, key. So, who are these UPK pioneers and what have they been trying to achieve? SMS Implementation Engineers The event was hosted by Oracle and co-sponsored by SMS Implementation Engineers, a leading Dutch specialist in implementing SAP, Siebel and Oracle as well as BPCS, Metacom, Microsoft and Peoplesoft. With its focus on Change Management, E-learning and Documentation the company develops training modules for its customers using the UPK platform. Keynote speaker Frank Dekkers (SMS) addressed the future of learning and adoption in general. He referred to the outcome of a Gartner survey among CIOs about the challenges they are facing. They accord the highest priority to the challenge of managing change, right after obvious priorities such as improving business processes and reducing enterprise costs. What makes change so difficult to manage is the fact that so much depends on effective user adoption. In a Neochange survey this was identified as the most important factor for realizing value by 70% of respondents. The way to tackle the problem, according to Dekkers, is communication. Based on the technology-centered Oracle UPK project model, SMS has developed an adoption model for organizational change, in which users who see the need for change will want to change, learn how to change, and then act and perform to accomplish successful change. This model will only work if people are intrinsically motivated, i.e. convinced of the need for change, which can best be realized using a combination of individual coaching and team sessions. Simulation complemented by strong performance support and sound feedback loops is a good method of training on the job. Dekkers presented a number of adoption & learning truths for managers, for example: Negative expectations produce negative outcomes from your employees. Never assume that you know what is best for others; discuss matters with them. Never use standard training materials; recognizable materials generate better knowledge transfer and learning outcomes. Dont employ conscious learning only unconscious learning is just as important and effective. Use it or lose it! Keep challenging yourself and you will get better at performing complex tasks.

Dekkers concluded that the future of learning and adoption lies in: Involvement of employees with change. Helping employees to improve their performance themselves. Helping managers to coach their employees. Continuously measuring the effects of all your change management efforts.

Ministry of Defense Capt. Lt. Ronald Montijn is Head of Education & Training for SPEER (Strategic Process Enabled ERP Re-engineering) at the Dutch Ministry of Defense. His current project involves teaching 9,300 users how to work with SAP, an effort leaning heavily on Oracles User Productivity Kit. This product, which Defense users know as OnDemand, is employed to produce instruction manuals for trainers, an exercise book for users to test their proficiency in the SAP environment, a process reference book for process owners, and context-sensitive user instructions.

Transforming change management

Executive Summary

The training concept for SAP has three levels. The top level provides an overview of SAP at the ministry, the second level involves more in-depth knowledge transfer of the users work space, while the third level includes role-centered instructions (man-machine level). The latter are complemented by local training sessions. Lessons learned so far Capt. Lt. Montijn was prepared to share some lessons learned: Involvement of super/key users with content development is crucial. Costs of first-line support are expected to decrease. Shorter training courses are expected to suffice. There has not been much user tracking so far, but users need to be forced to go to the OnDemand Help or they will persist in their old, less productive ways.

Implementing Siebel at ABN AMRO Private bankers ABN AMRO MeesPierson have been working with a Siebel Customer Relationship Management (CRM) solution since 2001. In 2008 an upgrade to Siebel 8.0 was performed, which led to a new change management and training approach. Change manager Inez Donkers explained why. In 21 branch offices, with a staff of 700, most users were very skeptical. The old Siebel system had been very slow; Help was only available on a CD with outdated content due to numerous customizations. To overcome the skepticism the change manager decided it was crucial to have real management commitment. Local branch managers were made responsible for the change. They received training first. Right before the new implementation went live, UPK was used to create an online Help system providing context-sensitive support, a search engine and FAQ. User involvement was achieved with individual online training modules (Knowledge Pathways) about the new Siebel application, all ending in a test which users must pass by achieving an 80% score. The competitive element works very well at the bank: learners are proud to share their scores which is in sharp contrast to the ministry of Defense culture, where it is absolutely not done to reveal individual test results. Ms Donkers admits that commitment to the change process is hard to maintain. Lessons learned at ABN AMRO are that (a) training is useless if it concerns processes which are not embedded in the organization, and that (b) the learning volume should be limited to prevent discouraging the learners. One of the new ways in which learners will be alerted to new training opportunities is by email directly linking to a new Knowledge Pathway. Conclusions Change management is a major task facing all organizations sooner or later. Key to the success of any change management process are learning and adoption, two aspects Oracle had in mind when it developed its User Productivity Kit (UPK) e-learning and user support development environment. Whether you need instruction manuals for trainers, exercise books for users, a process reference book for process owners, context-sensitive user instructions, or individual online training modules, your change management process will become a less daunting task with Oracle UPK. Longer-term benefits may include decreased cost of first-line support and a faster learning cycle. About Oracle UPK Oracle UPK provides a collaborative development environment to create system related assets which are used throughout the project lifecycle. With the ability to produce multiple outputs through a single recording session, Oracle UPK reduces content development time and cost. Rapidly produce materials for all phases of the software lifecycle from test scripts, system process documents, and interactive simulations, to job aids, instructor manuals, and in-application performance support. Oracle UPK is key to capturing knowledge, increasing productivity and reducing overall software implementation costs.

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