deltek university pre-conference workshop...beyond simply visuals to support learning objectives,...

Deltek University Pre-Conference Workshop

Know More. Do More.

Maximize your Investment How to Get the Most out of your Deltek Products!

Will Armstrong

Learning Solutions Architect - User Adoption Team Lead

Deltek University

[email protected]

Session Agenda

Why does this topic matter to you?

What is research showing us about user adoption?

What is working and what isn’t for Deltek customers?

Identify the keys to success in determining When, What and How

to train users

GroupWork: Developing your own action plan

Report Outs – share your plan

What you’ll want to do when you get back to the office

User Adoption Q&A

©2016 Deltek, Inc. All Rights Reserved 3

Why does this topic matter to you?




Problems with Knots: A True Story


Extended Enterprise: The Great Unknown

Screen Capture of old CSOD home page Screen Capture of new CSOD home page

old new


Why training matters to me

Without it, frustration is prevalent and failure is likely

With it, you maximize potential

I enjoy making people and organizations better

How people overcome barriers is exciting and highly

inspiring

1

2

3

4


Tying a Square Knot

Cross end of rope in R

hand over end of rope in

L hand, then loop it

under and back on top,

leaving about 4-6 inches

Take end now

on L and loop it

over and under

end on R Hold two pieces on R in R

hand and two parts on L in

L hand and simultaneously

pull hands apart to tighten

knot

1

4

2

3

Share your training story


What have you seen? The good, the bad, the ugly

What matters most to you?

What are you looking for?

What does the research show?




What is industry & research saying about training?

Interest in on-demand YouTube-like video portals for performance support is on the rise, as is the

use of webcasting platforms like GoToMeeting and AdobeConnect for system training

“How-to videos are among the most compelling and effective uses of video today”

Effective training drives an increase in both the amount of engaged users & features of software

leveraged – US companies in 2015 owned $50 billion worth of unused software!

Forrester Webcasts + Videos: Great for engaging remote workforces


What is industry & research saying about training?

Effective training must be part of a broader change management initiative

Stakeholders and their feelings about current systems and processes will significantly impact the success or failure of

user adoption in your organization – this is critical since about 50% fail to meet ROI

Empower and leverage execs, managers and supervisors to reinforce learning in team meetings and as part of

performance conversations throughout the year


80% of IT managers believe effective training is critical to the success of a project

75% of IT managers believe effective training increases the chances of a project meeting

its deadline

IT projects that met most or all of their objectives provided users with 40% more training than

projects that failed or only partly succeeded

IT projects that devote 6% or more of budget to training are significantly more successful

than projects of 3% or less devoted to training

Application of 1.5% of project cost to training improves project success by 30%

Every dollar spent on training yields an approximately 15% gain in productivity

Employers cite an IT skills gap as negatively impacting their productivity (41%),

customer engagement (32%) and security (31%)

What is IT Leadership saying about training?


What else is research saying about training?

Preparation is key: Learning experts recommend 3 hours of prep for every 1 hour of delivery

Rapid Application: Adult learners have an inherent need for immediacy of application

Hands-on Learning: Nothing compares with walking through scenarios in a Learning Lab

ATD Preparation and application by facilitators drive success


What else is research saying about training?

Don’t be so predictable. Create moments that make learning stick!

Change the pace:

Every 10-20 minutes, facilitators need to switch gears and throw in a surprise

Engage the participant:

Active discussion, group work and hands-on scenarios make it more meaningful

Invite the senses:

Beyond simply visuals to support learning objectives, seek to help learners experience emotion and form

memories through creative exercises and collaborative mini projects


What about retention?

A slide presentation only provides

about 30% retention of information –

and that’s if it is clever and interesting

Videos and demos increase that

number to 50%

Dynamic discussion reinforces

learning to 70% retention

Hands-on practice locks info

in at about 90%


What is working for Deltek customers?



What usually keeps implementations from succeeding?

Of the top 10 barriers to a successful ERP journey, 5 can be addressed by developing and implementing a structured change management program.Deloitte CIO Survey36%

46%54%65%72

How do Deltek clients make training work?

19 ® Deltek, Inc. - All Rights Reserved

Best Practices from hundreds of successful implementations:

Leverage a comprehensive Business Impact Assessment to inform training

Define upfront, as part of Project Kickoff, the desired training outcomes

Determine the best mediums and methodologies for dispensing system training

Identify who is best equipped to help develop and deliver training (these are often two distinct groups of individuals)

Consider system training as an iterative process and see materials as such

Understand that UAT is not training, but it can reinforce it as hands-on lab

Use their own instance of the system for hands-on training or Deltek’s Learning Lab

Let’s take a 10 minute break

© 2016 Deltek, Inc. All Rights Reserved20

Keys to Success in Training Users



Before you get started…

Prior to even deciding on the system solution and at least before beginning

Design & Configuration, you should have clearly defined:

• What business outcomes do you want the system to help accomplish?

• What expectations do key stakeholders have for the system – how will it

help your business?

• What does “done” look like?

• How will you measure success?

• Why are you implementing this solution now? What is the compelling

reason?

® Deltek, Inc. - All Rights Reserved22

Training Discussion

A Training plan is a key component of any significant change…

• Who will be trained?

• Are they a key stakeholder or someone whose role will change significantly?

• When will they be trained (before go live, after go live)?

• What will they be trained on (what’s essential to their business function)?

• How will they be trained (self-study, remote, 1:1, onsite classroom)?

• What method will be best for your users (video, manuals, in person)?

• How will you re-inforce?

• How will you measure success/ competency?


Refining your Training Plan

Based on answers to previous questions, begin to

develop a training plan so that users are informed

and prepared to fully adopt Costpoint at GoLive.

Typical categories of training include:

Project Team (initial training)

to support Design, Build & Test Phases

Super User (beyond Project Team)

to add additional depth to Build & Test

End user (day to day users)

so all users have the knowledge to

succeed


Who is the best person to lead the training

Determine the right approach, content/ materials,

timing, facilities, environment, documentation,

reinforcement, measurement of effectiveness

vs.

Project Team Super User

vs.

Internal Deltek

Sales to Cash(Billing, Accounts Receivable, Business

Development & Sales)

Hire to Retire(Labor, Leave, Payroll, HR, Talent)

Record to Report(General Ledger Month End, Projects,

Reporting)

Procure to Pay(Requisitions, Purchasing, Accounts Payable)

Back Office

Core Project Team

Super Users

End Users

Who Needs to be Trained?

Organizing training groups by the common process flows:

© 2016 Deltek, Inc. All Rights Reserved25

Organizational Change Management

11/8/2016CONFIDENTIAL ©2014 Deltek, Inc. All Rights Reserved26

• Identify key business process changes and key role changes early in the project

• Tailor training plan to incorporate changes to existing processes

• Identify process flows for all users and segment by these functional groupings

• Track and report training attendance

o Assign training “minimums” as gate requirements for each business unit

• Leverage communication plan to facilitate change management acceptance

• Utilize the stage gates to gain business unit leadership acceptance, each gate

should be approved by the project team and the project stakeholders

• Ensure communication and training follow the project life cycle

GroupWork: User Adoption Plan


Maximize your Investment Working together to form an effective user adoption plan…

Planning for and measuring user adoption

Change Adoption Metric Definition Process

Brainstorming

• Ask the appropriate questions to guide determining change adoption metrics?

Identification

• Identify desired outcomes or anticipated behaviors as a result of the change and ensure to link the overall business objectives and goals of the program

Agreement

•Obtain Program team consensus on change adoption metrics

Alignment

•Confirm Sponsor and Steering Committee buy-in for change adoption metrics

Measurement

•Begin measurement of change metrics

29

Change Adoption Measurement Areas

30

Organizational Impact System Quality

Individual Impact Information Quality

Satisfaction(User & Stakeholder)

Change Adoption Metrics

Stakeholder and User Satisfaction

31

Key Question Purpose of question How to use response

Overall, how satisfied are you with the new system and the

implementation process?

• To determine overall level of

satisfaction

• Incorporate into change

activity, provide actionable

feedback to project team

What was good / what was bad about the way the change was

managed?

Main problem areas / main successful contributions (e.g.

miscommunication, implementation speed, culture mismatches,

poor training, lack of management support, too many

concurrent initiatives…)

• To determine why change was

successful or unsuccessful

• Gauge how much additional

change management activity

required

Based on your past experience, what suggestions do you have

for future change management actions?

• To identify other major changes

currently affecting impacted groups

• Potential impacts of other

local changes on the

program

(Are there any other issues we need to be sensitive to?) • To surface other/additional issues

or information

• Examine for trends of critical

issues to respond to


Organizational

32

Key Question/Data Area Purpose of question How to use response

What are the top three business goal/objectives that are

impacted by the system?

• To determine business level

success measures

• Set as top level guidance

for subsequent data

gathering

What organizational activities have the greatest impact on

accomplishing these objectives?

• To determine connection to

individual level activity

• Identify critical functions

for change measure

What are the top three metrics that these objectives be

measured by?

• To identify the measures that

indicate success

• Collect top three

What key impacts will/has the system had on these

objectives?

• To link the business metrics to

system impacts

• Associate business

metrics to system impacts


Individual

33


What are top three objectives of the role?

How do these objectives relate to the overall business

objectives?

• To determine critical individual

objectives

• Establish top line

measures

How does the system support these objectives? • To determine the system linkage

to these objectives

• Represent links to system

support

What activities or behaviors are essential to successfully

accomplishing the stated objectives?

• To identify critical behaviors • Highlight key actions that

relate to objectives

How does the system support these activities? • To identify key system function in

support of activity

• Connect system function

to activity


System

34


How is system use measured? • To determine user metrics (how many

log-ins, concurrent users, time on

system, etc.)

• Establish system measures

How is system reliability measure? • To determine critical system measures

(uptime, latency, etc.)

• Establish system reliability

measure

How is user understanding and support measured? • To user interaction ability at the

system level (help desk calls, etc.)

• Establish baseline measures

for user knowledge and

support


Information

35


In considering the business and individual objectives, what

are the top three information resources do you require

from the system to be successful?

• To determine critical information

resources

• Establish key information

sources

How easy (or difficult) is it for you to get these? • To assess the ability of the user to

access information

• Establish ease of use for

information access

How reliable is the information you access? • To gauge user confidence in the

information

• Combine with other

metrics

How well does the information you access satisfy your

requirements?

• To assess the ability of the user to

access information

• Combine with other

metrics, compare to

individual success metrics.

When you get back to the office…



Check out the new Deltek Learning Zone!

Virtual Live Courses

Public

Private

Self-Paced Learning

Deltek Learning Zone Subscriptions

Product Learning Portals

Product Certification Exams

Implementation Boot Camps

Custom Training

Pricing and Packaging

Learning Units and Unlimited

Subscriptions - both types have

full access to Learning Zone

100 Learning Units = $100 = 1 hour of

a Virtual Live Course (VLCs), onsite

session or equivalent Self-Paced

Learning experience

Clients draw down against

system-managed secure

key-code driven account

Unlimited Subscription based on

size of organization for Enterprise

and priced like current Learning

Portal for Individual subscribers

LEARNING ZONE SUBSCRIBE

MIN EMPLOYEES MAX EMPLOYEES TIER PRICE

0 100 $2500

101 250 $3500

251 500 $5000

501 1000 $7500

1000 5000 $10000

5000+ $12500


Questions & Contacts

If you have any questions or need further assistance supporting your

organization’s User Adoption of Deltek Systems, please reach out to us:

[email protected]

Office: 703.345.5911

[email protected]

Office: 703.885.9632

Mason HollowayWill Armstrong

Deltek Learning Zone

https://deltek.csod.com

Learning Solutions Architect Sr. Director, Deltek University

mailto:[email protected]

mailto:[email protected]

deltek university pre-conference workshop...beyond simply visuals to support learning objectives,...

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