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The Adventures of Super User Exploring the Idea of the SAP Super User in Documentation, Training, and Support in SAP Authored by Cristin Merritt of Insite Objects In consultation with Dirk Manuel at ExxonMobil and Suzette Hannah-Hessler of Applied Materials Additional input provided by David Hall, Elizabeth Ivester and Marcos Mella of Insite Objects. Paul Mattos of Applied Materials Summary With the pressure on companies to shine, investment in systems like SAP has bred a powerful individual, the SAP Super User. Gifted with the talents of knowing their portion of the system well, they often are asked to go beyond the role of their day-to-day job to provide or assist in the provision of documentation, training, and support engaging users and providing a personal touch to bring harmony between the people and the SAP system. This paper explores the SAP Super User model, implementation of this model, sustainment of the model, and improvements that could bring the education world and the Super Users a much-needed boost. Utilizing interviews with ExxonMobil and Applied Materials, along with the results of a 10-question survey answered by 100 SAP users, the goal of this paper is to offer both advice on how to use this model and areas of improvement to the model.

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Paper Contents

SECTION ONE: THE MODEL 3

SECTION TWO: IMPLEMENTATION OF THE MODEL 5

SECTION THREE: SUSTAINING THE MODEL 8

SECTION FOUR: IMPROVING THE MODEL AND CONCLUSION 13

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Section One: The Model The Super User model, sometimes called the Power User or Champion User model, is based on the concept of bringing talented users into positions of leadership for the SAP system. Doing this will result in:

1. More engaged use of the SAP system as there is a personal face assigned to champion the system and make acceptance of the technology less challenging.

2. A significant time and cost reduction as companies are not seeking or hiring new or temporary resources for the purposes of developing and/or delivering documentation, training, and support.

3. ROI or proof of concept of the SAP investment should be more easily achieved as users are directly involved, thereby using the system invested in, which benefits the company overall.

Simplified Super User Model

Model Considerations

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In order to adopt the Super User model, the following must be considered:

1. How the Super Users will be found. 2. How much time the Super User will spend in this role. 3. What this role will encompass. 4. How many users the Super User will coach.

The considerations of the project itself will further refine the model. In the two case studies conducted by Insite in support of our surveys, we found two companies at opposite ends of SAP experience, but sharing the same common goals. Each speaks to the pros and cons of having the Super User model as their primary education model. The Long-Term Client: ExxonMobil ExxonMobil has been utilizing SAP for over 15 years. During that time, Dirk Manuel, a consultant for ExxonMobil and long-time specialist in Change Management and Organization Readiness, has worked with several variations on the Super User model. The pros and cons of sustaining a mature SAP cycle include:

- Understanding the Employee Base: ExxonMobil has been using SAP for a greater period of time and therefore has more data on how people flow through their job using SAP. Because of this they have a strong grasp of their desired Super User candidates.

- Understanding the Super User Ratios: Because of their experience with a vast majority of different-sized projects, they are more competent in estimating the percentage of their time a Super User will spend in that role, and also how many users the Super User will coach.

- Project-by-Project Scoping: The greatest problem of a long-term client is that not all projects get the same time, money, or resources. This can lead to a lack of standardization in how a company handles documentation, training, and support across projects.

The Expansion Client: Applied Materials Applied Materials has used SAP since 1995. For the past two years they have been in preparation for a phased global rollout, the first phase due for Go Live November/December 2008. This project will reach an eventual 22,000 SAP end-users and is currently considered the second largest in-progress SAP rollout today. Suzette Hannah-Hessler, Senior Manager, and Paul Mattos, Programs Manager of the Learning and Development Center of Expertise, have a combined 33 years of experience in adult education and understand the complexity and nuances involved in bringing training and support to thousands of individuals. Because the project has a complete buy-in to the model, they are in a position to create a model that should be sustainable and be more robust company-wide. Their pros and cons as they approach the project are:

- The Benefit of Hindsight: Many past SAP implementations, refined education models, and adult learning research provide a set of knowledge for them to build a solid foundation. As they have a clean slate to work with, this allows them the chance to develop a cohesive plan that can be adopted globally.

- Establishment of Standards: As they are going into this implementation with a set of rules, they can set the post for time, money, and resources. The unification of how a company is educated globally has a much better chance of succeeding if put in place at the start.

- Employee and Ratio Scoping: As they are new to SAP, they will have to spend more time creating a better scope for the type of Super User they wish to promote. Estimated ratios of time spent in the role, and the role definition itself will go through several changes as they mature with the system.

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The balance that must be drawn between older, established clientele and newer/expansion clientele is creating a general model which can be applied to any size of project, at any stage of SAP use, and be able to be implemented, controlled, and sustained as a company grows. Section Two: Implementation of the Model Insite conducted a blind survey by emailing 12,000 SAP Users in Insites user database and posting to active forums in training and support at ASUG (www.asug.com). We invited participants to answer a set of 10 questions about the Super User in SAP. Insites database encompasses both customers of Insite and non-customers, and the information has been collected over 15 years of operations, including the acquisition of a services company. The goal was to see how the model is implemented, used, and sustained, without bias to Insites clientele. We received an active response from 100 individuals. Where does a company begin?

Of the 100 respondents, 72% currently utilize a form of the Super User model. The question is: where is this talent pool found and drawn from? 88% of respondents reported having an accurate idea of where their Super Users are.

Much of finding a Super User involves knowing who to talk to and what to ask for. ExxonMobil and Applied Materials both have refined lists of criteria and specific questions that they take to managers or functional teams. In short, they manually seek out the Super User who fits a profile. The survey respondents pointed to knowing who to use and finding the ones who care as part of the overall profile of a Super User. Companies lucky enough to be small instances of SAP may have no problem in finding users via profiling and lists, but as the project grows so does the difficulty of finding the right users. The Human Element While SAP as a solution provider is constantly looking for ways to improve its use, the most difficult measurement to make with SAP is the human response to it. If a person does not like the

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system, and does not use the technology, then the technology will inevitably become obsolete and/or be replaced. The human element is not a standard that can be easily measured from company to company, and even within a company, from department to department. Personality, intelligence, and social skills all come into play when a Super User is being identified. The human factor is extremely important, as the Super Users are the human face of the companies SAP system. Applied Materials stressed that they see the Super User as a company representative. ExxonMobil, in complement to this, sees the Super User as an advocate of the system, and a key component in fostering positive support for it amongst the user population. The Analytical Element The new pressure to be able to meet company goals of ROI (Return on Investment) and KPI (Key Performance Indicators) has spawned an age of management reporting. While human factors are crucial in the determination of Super Users, there is a very real need for analytical studies of how people perform in the companys SAP environment. Currently the area of analytical studies is only being minutely utilized, as only 8% of the survey respondents noted having any. Studies made are being pulled together through change requests, help desk calls, and audits or analysis of the SAP system. Later in the paper we will discuss this further, but it should be noted that this trend, if developed and embraced properly, should be able to take a substantial burden off certain users and empower the entire SAP user base. What is a Super Users responsibility? Once the group of potential users is found, the question becomes: how much time they will spend in this role, and what will they be doing? 81% of the survey respondents indicated that the majority of the Super Users time was spent on training, with individual training (also known to some as first tier support) being the most common task for the Super Users. The next most common training tasks were train-the-trainer, classroom training, and lab or specialized groups.

Not identified by the survey, but mentioned in interviews were time and user management ratios. Here the answers varied, and also entered the political ramifications that occur when developing a Super User base. After all, once these talented users are indentified, how can you ensure that they will remain balanced between their actual job and the new role they are assigned? And how can this be done without burning out the Super User or causing issues with their direct superiors,

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because they are no longer performing their real job 100% of their time? How does a company justify their cost?

The Sliding Time-Scale

Applied Materials has put together a sliding time-scale of how much time a Super User should devote to a project. This is comparable to ExxonMobils logic. In it, they perceive that a Super User should be found and put in place during the Testing Phase, and should expend the bulk of their effort in this role during Go Live. These are the most precarious parts of any SAP project, in which special care should be made as users adapt to the system. This, however, is a tough sell to managers, as asking them to borrow their prized employee for up to 50% of their work week can become problematic. It should be noted that ideally, in a stable system, a Super User should only spend 10% of their time in this role. Ratios How many users should a Super User coach? Again, while not part of the survey, both interviews addressed this question. This is often assessed on a project-by-project basis, and can include many variables. From our interviews we were able put together the following considerations:

1. How stable is your SAP system? o If very complex or small the ratio is approximately 1 Super User: 10 Users. o A large project with moderate management yields 1 Super User: 40 Users. o A 1 Super User: 100 User ratio is likely for long-running, consistently stable

systems. 2. How many End Users are in your SAP system?

a. The smaller the system, more likely to consistently maintain a 1 Super User: 10 User ratio regardless of project.

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b. Moderate system (under 10,000 users) maintain at 1 Super User: 40 Users or 1 Super Users: 100 Users.

c. Large, global systems (over 10,000 users) receive the most inconsistent numbers, and so no final ratio can be averaged.

3. What kind of support are you providing to the Super User? (The more help available, the better the chance for a stable use of the system.)

a. Online access for support variations in customized support, standard support, and its level of integration with users and Super Users.

b. Help Desk size and availability. c. External support Functional Team, Training Team, Competency Center

availability. Putting it altogether Once a company finds, establishes the functions of, and determines the work ratios of the Super Users, the Super Users are ready for action. But how does this model work in the real world? Our survey results, along with our interviews, provide the following points for proper implementation of the model: 1. Get them early Unanimously, all respondents believe in identifying a Super User very early in the process. The philosophy behind this is: The earlier they are found and brought in, the earlier the overall buy-in to the new SAP system. 2. Train them well ExxonMobil uses a standardized, systematic process for identifying, training, and releasing Super Users. This same process is used across successive projects, although is often tailored depending on the needs of the project, as identified during the project planning stage. Applied Materials has a tiered approach to finding the Super Users. Super Users are divided into those who can teach, and those who support training. Cultivated Super Users who are selected to take up training positions adopt a different set of functions to those cultivated to function as onsite support. These latter individuals may instead be recruited to assist in documentation and one-on-one training. 3. Give them support Although this can vary from project-to-project, ExxonMobil has a six-week guarantee of their work from the time of Go Live (sometimes referred to as a warranty period). This means that all core players are on-call to assist the Super User and their team. They have also in the past set up online support systems integrated with SAP that are managed by each project team. As Applied Materials is new to SAP, they plan to maintain a core team and provide consistent online support. This will be grown and released in phases alongside their roll-out. Section Three: Sustaining the Model Once the model is running the task becomes to keep the model consistent. It is often after a project has been live for some time that people will notice deterioration in user performance. This is primarily seen through out-dated materials and the change of people and their roles within the SAP system. Often, companies will stop and start the use of this education model when they need it, with no consistent or proven success, which is detrimental to consistent SAP system use. Fears

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The vast majority of the budget for an SAP implementation is spent prior to Go Live. This is the time during which there are countless internal and external resources working day and night to meet deadlines. Once that has passed, there is a period of system stability, but many of the problems that occur dont always happen in the six weeks after a launch. Down the road minor problems can crop up here or there, which then add up, increasing stress levels on the ground that may or may not reach the management level. Communication is a strong factor here, but may not always be readily available. When conducting our interviews, we found two main fears. (1) Despite all the preparation work involved in finding and training up the Super User, there is a sense that the project team is dumping information and running to the next project, not giving the Super User the sustained support they need. (2) Concerns that the company will run out of the resources required to keep everyone in good shape as the project expands, which could result in budget overruns and personnel stress. There are ways to ensure this does not occur, however, as the suggestions of ExxonMobil, the plans of Applied Materials, and the experience of Insite can attest. Phase One: Documentation Management Often considered as an after-thought is the use of the Super User in the creation and maintenance of documentation. Whether for training or support, if an online system of help or training manuals become out-of-date, Super Users are often first to be questioned on changes or inconsistencies in any materials. By involving them in the creation and update of materials, you can relieve first tier support pressure, as well as have a better set of material to update when the next upgrade arrives. The automated capture tool and document management system Of those who answered the question regarding ownership of an automated documentation tool, 63% confirmed owning one, with 3% indicating that they were in the process of building or finding one. Why did Insite bring up this question? It is two-fold. First, many companies would benefit from more knowledge about the power of automated tools, and second, Insite wanted unbiased results related to the tool we provide for SAP, which is the RESITE Performance Suite. (Of the respondents, 68% are not clients of Insite.) Corporations frequently struggle to properly allocate resources, time, and money to projects. Because of this, certain levels of project sustainment, the primary example being documentation, are often abandoned as an unnecessary or unjustifiable expense. Both ExxonMobil, who has suffered from this in the past, and Applied Materials, who are hoping to stand firm on utilizing their capture tool, believe strongly that utilization of the Super User model will help address this. The Sustainers and the Trainers At this point, variation in the type of Super User can be introduced. This is so that resources can be spread out to handle different aspects of the creation and maintenance of training and support, rather than place burden on a small number of Super Users. If a Super User is more of a process guru than one who wishes to teach, you can limit their role, for example to being responsible for the maintenance of the process in documentation. This way you can still empower the Super User, and relate that power back to their actual job role. Trainers, on the other hand, are a bit more visible, but again you play to their strengths by allowing them to concentrate more fully on training. The key is to maintain communication between both, so that no one side takes on more burden than the other. The role of the Super User and documentation

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In considering the future of any project, you must consider the human element in the changes that the SAP system will inevitably undergo. When people cannot understand a system they seek help. If that help fails them, they will slowly abandon the system. To relieve pressure on both the user and the Super User, a system for managing documentation must be in place. To do this one must:

- Create a secure repository for the documentation. - Provide a system for feedback from users to designated Super Users to the Functional

Team or Management to be able to make changes in a timely manner. - Allow for authoring control to extend to a team, whether management or Super User, in a

flexible/scalable manner. This should help to deal with ramp-ups and maintain a stable system.

- Allow for flexibility within the documentation system for the users to have some degree of control, such as being able to introduce personal notes.

- Allowing an editing history to be maintained for the documentation. This is mostly for company audit purposes but can help save time in looking for outdated materials.

The approach to identifying and purchasing an automated tool is often project-by-project in pre-existing SAP clients because of a lack of unification in documentation, or sadly, not even knowing where the documentation is. Added to this the IT problem, of how to integrate another tool into the existing system landscape. Fortunately, most automated documentation tools can plug directly into SAP and provide both training and support, provided the IT group allows for this installation. Rules on how far this integration can be made may vary by company or even division within a company, but not providing this ability can prove detrimental to both the user and Super User. Projecting the size: Installing, SaaS or a Wiki When a company approaches the decision to incorporate an automated tool, they are often at the mercy of a budget. First, before starting a project, companies should check to see if tools are already available within the company that are flexible to their needs. In the case of pre-existing tools, or the ability to purchase tools, there can be two paths:

- Adding on to the system in place, or installing a new system. This involves (re)configuring the system to provide space for the new project, loading core documents for the project, and adding authoring rights to selected team members.

- Looking for a hosted or SaaS system to manage their documentation, while gaining authoring rights to the tool.

The add-on to an existing system or the installation of a new system is better for large scale and global projects when looking at the need for strict automated communication between multiple sites, or the maintenance of a competency or training center. If this becomes too difficult to manage, hosted systems will allow for a project-by-project approach, with each project able to manage their own material. This gives the ability to budget per-project, and also saves time over attempting to approve a company-wide installation. The hosted solution may also remove the IT burden of an in-house documentation management system. In small projects, or those not needing tight control or approvals over documentation, a wiki system may work. Under such a system, all user documentation is placed in a location (typically a Web server) from where all users can display it, and selected users (most likely including the Super Users) can update it. The only concern will be in regards to control of the documents, as changes made to documents in the wiki are often made immediately available, without a formal pre-emptive review. However, when the company is ready to move to a full management system there will exist a set of documents in place to work from, provided communication between projects remains active.

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The Ideal Model Once an expanded, purchased, or hosted documentation system is functioning and editing permissions are granted, the continuous update and improvement of the help and training material can begin. Dividing Super Users to their talents of sustainment or training, duties are spread so as to not place the total burden on one group of individuals. Giving automated help to users directly also offsets the first tier support burden. The expanded view of the model can now be seen as follows:

Phase Two: Trend Measurement The corporate office would probably admit, if pressed, that the human element regarding the use of their technology is not the first concern, so long as the technology works and saves them money. Balancing the reality of the ROI with the needs of people on the ground can give rise to a war between the bottom line and employee competency and satisfaction. In order to prove a Super User model works, one must have a means of measuring the model. Otherwise it has no demonstrable value to either the corporate office or the people on the ground. Wheres the value? In the survey conducted, only 28% of respondents have a way of measuring satisfaction, competency, and value, versus the 72% who have nothing in place. Most of these (20%) use a survey system, and those who use certification, scientific means, or a combination make up the remaining 8%. Subjective versus Objective

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Despite Insites extensive survey, it is, in the end, just a survey. It is largely subjective and open to interpretation. In using subjective methods, such as a survey, to gain knowledge of competency and satisfaction, careful consideration must be made to the following:

- Are the questions generic enough? Are they unbiased and encourage people to answer honestly?

- Is the survey blind (with anonymous respondents), or is there value in knowing their names?

- How will the survey be taken and administered? How long will it take to complete? Should it be detailed or high level?

- How will the data be quantified? Will results be published and made public?, or is this data used internally?

Problems can persist even with the most carefully constructed survey. A person may answer as he or she feels the company wants them to (especially when asked to provide personal information), or the questions may not be asked in ways that are fully understood by the respondents. If responding to the survey takes up too much of their time a respondent may elect not to participate, or only answer the questions they consider most important. It is, however, important for people to have systems of safe feedback, as this gives a core or functional team more personal connection to their company and how it uses SAP. Objective value methods, however, are completely impersonal and can provide immense benefit to the company without taking up any of the users time. Those who elected to tell us about their collection methods for competency, satisfaction, and value often looked to the Help Desk. Work requests and error counts are common means of figuring out what is potentially going wrong. Narrowing down the areas of concern is paramount for any core team, as this can help preempt blowouts later down the road. However, this can be difficult as well, as the human element once again rears its head. Some people will suffer in silence rather than tell people they are in trouble, and others may have missed a training instance and over-utilize the help as a secondary means of training. Still others may want to lean on actual people, such as the Super User, and strain those resources. The Trend in Trending Tools What becomes important in balancing subjective and objective data for proof of concept is to look for trends over errors. Trends allow for more broad-approach thinking and, when coupled with the ability to see into a process, user, or t-code at the error level, provide a more complete picture. Currently, there are two tools on the market that are growing in popularity: Knoa and RESITE Monitor. When coupling trends with a safe feedback system, you will get a more complete idea about how people use the SAP system. The Benefit of Trends and Safe Feedback Proof of concept is important not only to the project team, the core and functional teams, and the Super Users; it also reflects on the company. Corporate offices respond well when figures show that the chosen method of documentation, training, and support means bottom line benefit and improvement. How can all of this work together, and benefit the people called up to a role that they generally arent compensated for?

- Trending tools can show priority in where you need to focus efforts. o 1% of the budget on an SAP project is spent on training; all areas should be

maximized and balanced to the best of a companys ability. o Resources can always be accounted for or found.

- Trending tools can help you focus on areas which may become problems down the road. o Get away from screaming situations and filtering through errors.

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o Inform and move resources to areas of concern in order to keep the users balanced in the system.

- Trending tools can help you spread the burden. o No single group is saddled with all responsibilities. o Groups now have lists of tasks for which they can budget time, not lists of

potential tasks that need much more time to research the validity of and then resource.

When coupling trending at both a high level and a detailed level with safe feedback, you will get both ends of the spectrum and should find the model effective and worthy of expansion. Section Four: Improving the Model and Conclusion Phase Three in this model is continuing the cycle to cultivate, train, and move Super Users through an SAP system. As most companies have not reached a proof of concept point, and because trending tools are still relatively new to the market, only time will tell what benefits exist in this means of documentation, training, and support. In the meantime, Insite has developed, through the survey, its interviews, and its own work with trending tools, a sample implementation and sustainment model. For this model to work the following is incorporated:

- Finding Super Users: Both human elements and analytical elements o Utilization of trending tools to find the best users (in test mode for new projects,

and through the SAP production system in existing systems) o Short listing those users and then going to management with that list to identify

two types of Super Users: Sustainers and Trainers. - Division of Super Users into two groups:

o Sustainment: Those who will take active role in maintaining documentation and providing first line support.

o Training: Those who will take a more public role in training and also provide first line support.

- A uniform documentation management system from core team down to division. This should be a single tool, corporate-wide, to plan for later expansion and company growth.

- A consistent support system. This may involve a uniform decision passed to all IT departments in regards to integrated support or a direct means of online support.

- Objective means to validate user performance, find new Super Users (to preempt turnover and burnout), and look for targeted areas of improvement.

o Trending tools are in play again, to bring new faces to the forefront of projects. o Proof of concept and proof of improvement validates corporate investment in

SAP. o The ability to reward those who function best is brought into targeted perspective.

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Model as Envisioned for Sustainment and Improvement

Future improvements to the model go beyond the Super User and include more of the general user base. Insite feels that in order to further refine the model and increase the buy-in to the SAP system, the following options should be considered:

- User-Managed Certifications / Self Assessment: Integrating a Learning Management System into everyday SAP use so that Users are empowered to improve their SAP skills while on the job, not away at a training class (or taking up a Super Users time).

- Further refinement of documentation management: Further models may be able to create subsets of users who frequently contribute to the improvement of documentation and therefore the business processes.

- Pre-emptive Support: Refinement of the support system integrated into SAP to help users instantly, before they become too lost or begin to seek the Super User.

Conclusion The Super User Model, Dirk Manuel says, is a model which has to work. It is one of the best ways to connect with the end-users of the SAP system at a human level, and is also the most scalable and sustainable model. In order for it to work, and to be able to be of value to the company and improve the bottom line, it must be nurtured both analytically and humanly. The balance between the two is paramount as the people involved the Super Users themselves -

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are often extraordinary, highly-skilled and knowledgeable people. From finding them, through training them, to supporting and rewarding them, a consistent, ever-improving system should be placed alongside consistent, ever-improving people. This hand-in-hand approach between the two should mean above-board involvement, and therefore superior use of a companys SAP investment. Whether a small project or a major global rollout, the time the Super Users give, the role they play, and the support they provide are vital to the success of any SAP implementation, and therefore, given the significant investment in such implementations, vital to the continued existence of a successful company.