Because there are so many technical, project management and application design considerations that accompany a new system implementation, it’s easy to forget the human element of a new project. Within the business, the people who are impacted by the new system are bound to be feeling some anxiety – some are happy with the ‘old way of doing things’ and see no need for change, some are worried about whether their job will be redundant when the new system launches and some won’t like the fact that they have no control over designing the processes they’ll need to adhere to some time in the future.
This focus on the human factor is backed up by a raft of statistics. One article recently cited that some 85 per cent of project success is dependent on factors related to people. Further, Gartner believe that 17 per cent of ERP implementation budgets should be dedicated solely to training – with those companies that spend less, putting their entire project at increased risk of failure.
So to help you have a more successful system launch, here are a few ways to help neutralise potential user hostility and garner support from the user community.
Create awareness - give the project its own identity:
A new system is a big deal for the business, so create some buzz around it. Use a project codename and run a competition to get users involved in suggesting and selecting a new system name. The project and/or system name can be used to tie together all your communications and help to increase recognition and familiarity. Using a slogan can also help people to understand what the new system is there to help the company achieve.
Communicate at every opportunity:
If you have an intranet, develop a microsite for the new project. This can be used as both a marketing and support tool. Create a user forum and seed with a few FAQs to bring in visitors and encourage them to ask questions.
To help people understand why change is needed, create flyers, posters and emails that talk about how it will help employees, departments, business units, external customers /suppliers and the company as a whole.
Ask your board level sponsor to write regular internal communications detailing progress on the system development.
Create short articles for company and departmental newsletters to educate users about how the system will contribute to the future success of the business. Feature project updates and have Q&A write-ups that talk about how managers expect their departments to benefit.
Remember that not all staff may have access to email. For these members of staff you can use update posters on staff notice boards and flyers on any coffee tables and lunch areas.
Listen and Learn:
Although you may have already had some conversations with business users during the scoping stage, it’s worth taking additional opportunities to talk again with key users of the current system to find out what they like/don’t like about it. User adoption can be made much easier by listening and responding to their feedback in a positive way.
Offer to present at departmental meetings and gatherings and be sure to invite feedback. Keep the board updated on progress through presentations and feedback sessions.
Provide lunchtime sessions for users to take a look at the new system and take a test drive. Use these forums to understand key concerns - and ask attendees to complete confidential feedback forms based on what they’ve seen.
If possible, provide key users with some pre-launch test functionality. Offer reward and recognition for timely participation and feedback.
User Acceptance Testing should be a fundamental part of your project - not a box ticking exercise - and it will be helpful to start this initiative sooner rather than later.
Help users understand how an implementation project works – and why their suggestions for system enhancements may take some time to be incorporated (or may not be included at all).
Countdown to Launch:
Get the training program underway as soon as possible and incorporate a few ‘train the trainer’ sessions for key system users.
Keep users informed. If dates slip or timelines change then communicate this as soon as possible.
Create an FAQ card for the launch phase. This can include: how to login, who to call if help is needed, shortcut keys, dates for training and how to report suspected system errors etc.
Set expectations – there are always a few issues that need fixing post-launch. Tell users what the process is for reporting errors, what information you need from them to help you fix them, and what the timescales are for responding.
Post-Launch:
Offer a program of confidential ‘user surgeries’ in the days and weeks after go-live to ensure that people who aren’t comfortable in classroom or online training environment can fully understand their particular areas of the system.
Send regular updates featuring hints and tips, ‘surgery’ dates, keyboard shortcuts, planned new releases and feedback on some of the user suggestions that have been received.
Keeping talking to your users – organise forums to get feedback and understand their concerns – and make sure that you act on it!
Organise a post-launch party to celebrate go-live and recognise the major project contributors.
Investigate industry award programs and nominate the people involved in its inception, development and roll-out.
If you need any help in your SAP user adoption programs please do get in touch – I’ll be happy to help!
Yours,
Laura
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