ebs sap 2011 training plan

7/28/2019 EBS SAP 2011 Training Plan

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CITY OF P ORTLAND

SAP TRAINING P LAN - 2011


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EBS SAP 2011 Training Plan Page 2

CONTENTS

Executive Summary....................................................................................................................................... 3Status Quo and Needs .................................................................................................................................. 3New Curriculum Model .................................................................................................................................. 4LMS SAP Learning Solution....................................................................................................................... 6Delivery Methods........................................................................................................................................... 7User Support................................................................................................................................................ 10Position-Based Security for FILO ................................................................................................................11Evaluation, Measurement and Quality Assurance ...................................................................................... 13Expected Outcomes of Implementing this Plan........................................................................................... 14Conclusion................................................................................................................................................... 14


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EXECUTIVE SUMMARY

The Enterprise Business Solution (EBS) Division is pleased to propose this training plan for adoption by theProgram Advisory Committee (PAC) and Executive Steering Committee (ESC).

The purpose of the training plan is to outline a new direction for SAP Training that will address specific bureauneeds in their use of SAP and help the City as a whole achieve the full benefits of an enterprise business system.

The plan incorporates industry best practices, feedback from the bureaus, and the experience of the EBS staffsince go-live. We review the status quo, outline specific changes or new initiatives based upon identified needs,and outline the intended outcome of the plan as a whole.

STATUS QUO AND NEEDS

Research conducted by the META Group on Enterprise Resource Planning (ERP) software implementationsshows that user knowledge proceeds along a clear, well known progression after go-live (see Figure 1 below). Inthis model, training starts out focused intently and singularly on go-live. Knowledge begins at slightly above thefunctional level where users are able to execute transactions to accomplish tasks. However, that initial learning

begins to decline without a constant focus on sustaining knowledge over time.

FIGURE 1

The City of Portland is clearly progressing along this path. The training curriculum model has been modified onlyslightly since go-live on a case-by-case basis. Our training documentation has become out dated because ofchanges to business processes, configuration of the system, and because the EBS training team has not beenable to maintain documentation while performing other customer service roles.

User support is not fully utilized; attendance at user group meetings is sporadic while, at the same time, userscomplain about the lack of available support information. Many bureaus feel compelled to create their own trainingand support materials and processes, leading to inconsistencies in communicating business processes. Newhires and job transfers are not provided with initial SAP orientation and basic training that will allow them toperform their roles using the system. Changes that affect users are not well communicated.

A major problem for bureaus and an area of significant concern for EBS is that of role assignment. Roleassignments take too long under the current model because of the requirement to complete training before givingthe user access to the role. The need for faster access to roles has been expressed by users all over the City.

What is the overall impact of these issues? One consequence is that EBSs customer service ranks near thebottom of the annual Office of Management and Finance (OMF) survey. Given that role assignment is one of themost common points of contact with our customers, its reasonable to surmise that the delays and challenges inthis area have a major impact on our ranking. A similar, though less well-defined, consequence is the acceptance


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by users and bureaus of SAP as the preferred solution, the basic institutional framework that business processwill be constructed on for the next 20 to 30 years.

The way forward is clear: we should refine our processes (such as role assignment), develop end users throughactive post-training support and advanced training, and implement a new curriculum model that focuses onbusiness processes rather than solely on transactions.

NEW CURRICULUM MODEL

OVERVIEW

Basic SAP Overview Course

Business Process Education

Individual Role Training

User Support Channels

Advanced Training

SuperUser

As mentioned, the curriculum model is currently in a pre-implementation, or go-live, stage. We propose a newmodel based on a pyramid of learning where general SAP education is provided to the broadest level of users. Asusers move into roles identified in specific business process areas, their SAP education is more tailored to fit their

specific role. The pyramid below illustrates how learningis structured for the users.

Training starts with a basic SAP overview course which

provides a basic understanding of an ERP, the functionsthat SAP serves in the City, and other generalinformation that helps employee understand the system

and their relation to it. This course would be required forall City employees who interact with SAP. Based on theroles assigned to the user, they would then be requiredto take business process education courses that explainhow SAP supports the City in that area. The business

process classes would be available for all employees,regardless of assigned roles. Training would continue upthe pyramid to include transactional level training for

individual roles, user support channels and advanced training. The top of the pyramid represents the highest level

of learning where the user also assists and supports other users.

IMPLEMENTATION STEPS

Specifically, the steps that need to occur for each course are assessment (review of course content, structure anddelivery options); design of the course (objectives, specific content, learning activities and assessmentstandards); development of the materials (workbook, eLearning, course slides, etc); implementation (making thecourse available to the end users, adding it to the learning management system and publishing it in the contentmanagement system); and evaluation (course evaluations and redesign).

This curriculum will only succeed in a highly collaborative environment. During the assessment phase, we willwork closely with the various business owners and bureaus to document current business processes. Thisinformation will be used to create a high-level business process course and to support the specialized role training

required for each user. As each business process curriculum is being developed, we will also work on updatingexisting materials such as work instructions, simulations, and eLearning. The curriculum will also be designed tobe more participative, where users have the opportunity for more hands-on learning. Finally, we will be looking forways to provide advanced levels of training within each business area. This advanced training will be incorporatedinto the overall model in each curriculum area.

TIMELINE


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This is a highly complex undertaking as there are many factors that affect resources for development. Thecurriculum will be developed based on a risk model, which includes the number of users and impact on Citybusiness process. For example, there are more than 1700 roles assigned in the Procure to Pay process, whichincludes all materials management (MM) and accounts payable (AP) roles. These processes have a financialimpact on the City and can be very costly in terms of mistakes made early in the process. For this reason, we willfocus our attentions on developing this curriculum first. A timeline for the Training Plan is included below.

NOTE: Reflects starting dates of each effort. This is not an exhaustive list of all cur ricula which will be

developed.

Development Timeline0-6months

6-12months 2013 2014 +

Administrat ive

Web Conferencing X

Needs Assessment X

Position-Based Security Process X

Super User Role Definition X

Discussion Forums X

SAPRWD.city Site Redesign X

SAP Simulation Training Client X

Learning Management System X

Curriculum

SAP Overview Course X

COP Accounting 101 X

Update SAP Basic Navigation X

Expand SAP Reporting Resources X

Procure to Pay X

Time and Payroll X

AR and Sales X

CO/GL/FM X

Organizational Mgmt X

Personnel Admin X

Grant Mgmt X

CityLink Portal X

Projects and Fixed Assets X

Inventory Management X

Treasury and Cash Management X

ISSUES / CHALLENGES

As mentioned, EBS is constantly updating and adding to the current features and functionality in SAP. As a result,this may impact our timelines. Finding qualified people to teach and develop curriculum could also present achallenge as we move forward. It will be important to have the right people, especially the business processowners, engaged in the design and development of the courses. Therefore, in this respect, as in most of EBSswork, we will be dependent on business owners willingness and ability to support our work.


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As with all of EBSs work, success in this effort will require the cooperation and collaboration of central businessowners and our customer/business partners throughout the City.

EXPECTED OUTCOMES OF THIS STEP

The new curriculum meets a clear need among our customers. Our users learning needs are more sophisticated

than they were at go-live, requiring a better understanding of how SAP supports business process and decisionmaking. Designing and delivering this new curriculum will focus users on SAPs role in the business process,create a common body of knowledge, and meet a greater range of needs. .This model also helps us to deliver onone of the primary promises of the EBS Project: standardization of processes across the City.

LMS SAP LEARNING SOLUTION

OVERVIEW

A learning management system (LMS) is a software application for the administration, documentation, trackingand reporting of training programs, classroom and online events, eLearning programs, and training content. Manyof our administrative training processes are now manually performed, using nearly 50% of one FTE. In additionwe are currently using a non-SAP system, Pathlore, to record completion of training. Pathlore is an LMS thatprovides limited functionality and to which we currently have an interface to support transfer of data from SAP.

We need full implementation of an LMS to automate many of our administrative processes, making it faster toreceive training for roles and improving customer satisfaction. SAP has an LMS calledLearning Solution, whichwe already own. Learning Solution has many features that would improve efficiencies in communicating trainingrequirements and status.

CityLink Portal: Learning Solution would show up as a tab in the CityLink portal, in addition to Employee SelfService (ESS) and Manager Self Service (MSS). Furthermore, managers would be able to see an employeestraining progress through MSS. Users would register for any classroom trainings or scheduled webinars directlyfrom the CityLink portal.

Position-based Training: Assuming position-based security is implemented on all SAP roles, required trainingfor each employees position would automatically load into Learning Solution. The employee could view theirindividualized training plan from the very first day they moved into the position.

Improved Communication and Access: The training process would no longer be managed through Altiris, emailand constant process initiation by the change agents. Links to all required eLearning and other content would beimmediately available to the users.

Training Records : Assessments could be delivered and recorded for the user in the LMS, reducing the need forsending screenshots to the EBS training team for each eLearning completed. All training records will be housed inone location automatically.

Collaboration: Learning Solution also offers an online collaboration tool where subject matter experts and end

users can share information such as tips and tricks, best practices, and updates.


The process for implementation would follow EBSs normal new functionality process, going through projectscoping, governance approval, requirements gathering, configuration, implementation and deployment. It is worthnoting that the City already owns Learning Solution and 1500 licenses.


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TIMELINE

EBS expects to scope the LMS project, including costs, in early 2012 for review by the PAC & ESC no later thanJ une 2012.

ISSUES / CHALLENGES

At the moment, SAP training administration exemplifies many of the elements that SAP itself was intended toeliminate: shadow systems, manual processes that can be made more efficient through software. Though, the fullscale of LMS configuration and the timeline are not clear, implementing this solution will reduce the workload ofour training staff and allow more time for curriculum development. Because of this, it should be considered a highpriority offering a high return on investment. If we do not implement a more robust LMS, the new curriculumdevelopment will be extended greatly as there will be fewer staff resources available. Finally, full implementationof any LMS to achieve these goals will require an upfront investment in configuration, interfacing, or both. TheSAP LMS offers substantial additional advantages (e.g., integration with manager self service and the CityLinkPortal) which make it the preferred solution.

As with all of EBS work, success in this effort will require the cooperation and collaboration of central businessowners and our customer/business partners throughout the City.


Implementing SAP Learning Solution will improve operating efficiencies for both EBS and the City as a whole,provide more quality assurance in SAP training, improve customer satisfaction, and reduce dependencies onshadow systems throughout the City. An LMS is essential to successful implementation of position based securityin all SAP roles due to the need for training assurance.

DELIVERY METHODS

An important consideration for updating the Citys SAP training model is to improve accessibility and increase

satisfaction of learning. Users are currently limited to the following methods for learning: instructor led training(ILT), on-the-job (OJ T), and eLearning. While these are all effective means of delivering training, they are notalways the best methods to meet our needs at the City of Portland. This new training model incorporates a varietyof delivery models to improve the users experience and satisfaction with training.

Because of limited trainers and scheduling conflicts, our users are often waiting for more than a month on aclassroom training to occur before they are able to begin learning their new roles. Other users receive spotty

training via the on-the-job model, where we lack the ability to provide oversight or assurance on training quality.The eLearnings, while designed to make training more accessible to the user, are often so tedious that it isdifficult for learners to grasp the core concepts. Furthermore, because the assessments are often delivered at theend of the lengthy course and minimally cover core business process concepts, they do not adequately measurelearning.

We do not intend to replace these current methods of training. What we will do is improve what we have (asclassroom, eLearning and on-the-job are very worthy training modalities) and add new options to provide morealternatives for training that best meet our customers needs. For example, by supplementing the classroomtraining with other delivery methods, we can develop out of the box training for users to participate in while theywait on a class to be offered. We are incorporating more real world examples into the classroom training sousers can get more hands on experience with the transactions. We will also create standardized on the jobtraining materials, less decision making about what content to cover will be in the hands of the trainer. Finally, theeLearning design will change to deliver more business process related information, with downloadable documents


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that can be printed out to support transactional-level details. The assessments will be delivered throughout thelearning process and be based on key concepts, which will provide a better measurement of learning.

In addition to the current delivery options, we will implement the following two solutions which will increaseusability of the materials, complement existing delivery methods, and add efficiencies to the learning process.

WEB CONFERENCING

OVERVIEW

Web conferencing is a common tool used in training today. This technology allows users in multiple locations tolog into a live training session on the Internet, without leaving their office/desk. A trainer can show a PowerPointpresentation, demonstrate actions in any application open on their desktop, set up virtual labs for end users topractice, and have a live web camera hooked up so the audience can watch the presenter speak as well. This canbe used to capture information being presented in a classroom or the trainer can conduct the training directly from

his/her own desk. The software can even quiz participants during the training by providing live polls andmeasure participation through annotation tools. Finally, web conferences can be recorded so that users canwatch them at any time.


BTS is currently exploring the use of WebEx as a City solution for web conferencing. The pilot is expected tobegin in November 2011. If this becomes available, we will conduct internal training / exploration sessions with

the EBS staff in December to assess how we will be using this tool with our users. The cost per scheduler(trainer) seat is $99/month which includes web meetings, event hosting and web training components. This pricealso includes phone charges and the ability to record sessions. As more groups around the City begin usingWebEx, the price continues to drop.

TIMELINE

If we are able to secure a web conferencing tool by J anuary, we will identify and develop one course to bedelivered via web conferencing starting that month. This tool will be considered in lieu of developing eLearning,

especially where assessments are not necessary for role access. Our hope is that the first web conferencingproject will likely be MSSDisplay, which is scheduled for City-wide rollout in J anuary 2012.

ISSUES / CHALLENGES

The main issue right now is identification of the solution. We are dependent upon BTS for the WebEx option. If theWebEx pilot falls through, there are many other web meeting software solutions, and we will work with BTS toexplore these options. However, this will push the timeline out to a future, unknown date and costs could besignificantly higher.



This tool will be instrumental as we move forward with designing our new curriculum as we can incorporate theselive sessions with other delivery methods. Using web conferencing will increase efficiencies as users will nothave to leave their desks to attend a session. It will also free up resources, such as trainers and space, savingtime and money for the bureaus. It can also be used in other areas, such as user group meetings, other standingEBS meetings, and end user support when issues come up.


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SIMULATED LEARNING ENVIRONMENT

OVERVIEW

Two frequent complaints about the current training program are that it takes too long to access the requiredtraining and that information presented is often not relevant to the user. Users do not receive very much hands-on

experience prior to being turned loose to perform transactions, and they need more opportunity to practicetransactions in real time. We will address this by giving them access to a simulated training SAP client availablefrom any SAP-supported desktop in the City. This training client will be a copy of our live production environmentand allows users to execute transactions and run reports. To support this tool, a workbook will be created for eachrole containing learning activities with which users can practice. Users will be given a temporary ID and passwordwhich will give them access to the simulation environment for a month while they are learning their new roles.


Our existing training client will be used. Currently, we are updating the training environment each week with thelatest SAP configuration changes occurring in the production environment. Real transactional data is also copiedover each quarter, to provide a refresh on available training data for course activities. We will create 20 trainingIDs that will be assigned out to users who are currently completing training for a specific role. These training IDswill be available to the user for the time period in which their training needs to be complete. After that time, we willreset the password and reissue the ID to another user, as necessary.

Each curriculum design effort will include the development of a training workbook tailored for each role. Theworkbook will contain important process information, work instructions, transaction / report descriptions and anactivity guide. The training client will be pushed out to all the SAP graphical user interface (GUI) logon pads.

TIMELINE

The timeline for this functionality will coincide with development of the training curriculum. We anticipate the initialcourse offering to be complete in 2012/2013.

ISSUES / CHALLENGES

Maintenance of individual training accounts could be time consuming. We will work with the SAP Tech team toidentify ways to automate this process as much as possible for password resets.



Guided activities, available to users as they are learning the role will increase learning retention. Activities canalso be tailored for individual processes, providing skills directly relevant for the end user. This simulated learningenvironment will also support our existing training delivery methods.


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USER SUPPORT

OVERVIEW

An area of concern expressed by many of our users is the lack of consistent user support. We need to develop a

Community of Practice where users can connect with subject matter experts for knowledge transfer in a real-time environment. To accomplish this, we will develop a stronger network of super users throughout the City. Wewill also create additional training opportunities for users; advancing their knowledge of transactional informationand in-depth knowledge of how SAP supports business processes. We will create user forums, or discussionboards, where users can join together to exchange knowledge. We will also move all our training documentationto one central location so users know where to find information.

Advanced train ing and super users: In order to advance the knowledge of our users, we will provide educationthat goes beyond the initial training required for the role. This advanced coursework will become part of thedefined training required for an end user to become a super user. As a part of this, the responsibilities of thesuper user will need to be defined to include providing first level support to bureau end users, participating indiscussion forums and at user group meetings, and consulting in the development of curriculum.

User groups:The user groups are a great tool for disseminating information to our users. However, they are not

widely attended. We will utilize the web conferencing software to make user group meeting available to all usersand post a copy of the meeting and notes in a central repository to be accessed later.

Discussion forums: Online discussion boards, or forums, allow users to connect with each other by posting toan electronic bulletin board. Users can ask questions regarding functionality or business process, and subjectmatter experts can answer these questions. The Q&A is stored indefinitely so that users can access them at anytime in the future. The boards are self-monitoring, which means that a wide variety of folks can check in and addclarification or correct mistakes. The forums will have EBS staff (training and functional), business process owner,and bureau super user oversight.

Documentation library: A common complaint received from users is that training documentation is difficult tofind. We will rebrand the SAPRWD.city website to make this the central content management system for all of ourtraining documentation. This way, users only have one place to go for any SAP-related training aides.Furthermore, we will restructure the folders to improve navigation.

This concept of a Community of Practice is not new. Organizations all over the world are using these as a way

to connect people 24/7 to meet todays needs of information on demand. As mentioned before, this is acollaborative effort between EBS, business process owners, and bureaus to create an environment of sharedresources and knowledge. Our role in EBS Training is to facilitate this connection, making it as effective aspossible.


There are many steps involved to create this community of practice.

We will incorporate questions about user support into the initial needs assessment conducted in early2012. These questions will help guide us to decide what features are most needed and will be used.

Define and write a super user job description. As we develop each curriculum area, we will be creatingthe advanced training path for super users.

Train EBS staff on how to use the web conferencing software.

Locate and implement a tool for online forums. Integrate it into the current help software used for SAP.


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TIMELINE

Because many of these user support-related issues will have an immediate and effective impact on usersthroughout the City, we will be focusing our efforts on these areas within the first six months of the training plan.

Specifically, we expect to have the following implemented: web conferencing, online discussion forums,SAPRWD.city site redesign, and a super user job description.

The advanced training path for super users will be an ongoing effort over the course of the curriculum redesignand development, during the next few years.

ISSUES / CHALLENGES

Most of these proposed changes use new technology that the City has not used before in its business processes.Because of this, we are expecting some resistance to change and a delay in adoption of the new tools. We willneed to be very proactive about providing support to our users for these new tools.

We may also have issues as we define the roles of the super user. In order to be successful, we need thecommitment of both the super users and their sponsoring bureaus. The proposed budget cuts will put a strain onthe resources at the bureaus, which may result in less direct participation of the super users in training efforts.


EXPECTED OUTCOME OF THIS STEP

Effective user support creates perhaps the most effective and powerful ongoing learning tool, the community ofpractice, which continually reinforces, critiques, and advances an organizations training efforts. An additionalexpectation is more satisfied, engaged customers and more SAP savvy users. Because information will be morereadily available and answers can be sought more easily, there will be a lower error rate on transactions, resultingin improved efficiencies for the City.

POSITION-BASED SECURITY FOR F ILO

OVERVIEW

Position-based security is the assignment of roles to a position instead of to an individual user. Currently, ourhuman capital management (HCM) roles are assigned in this way, but our finance and logistics (FILO) roles areassigned to individual users. The HCM roles are automatically made available to a user who moves into a newposition. However, the FILO roles require a heavy workload in turning roles on and off for users each time theymove in and out of positions. Moving finance and logistics roles to position-based security would provide anopportunity to improve efficiencies for both bureau staff and for the EBS training team. To be most effective, wewould need to have the SAP LMS solution configured and in place. However, we can still realize efficiencies inthe short term by making changes to our processes now.

Currently, when a user moves into a new position, the bureau change agent will submit a request via an Altiristicket. This ticket is routed to the EBS Training team, after first being created by the BTS Helpdesk and reviewedby the EBS Functional team. When the training team receives the ticket, we look up the users current roles,evaluate the request for any role conflicts, and determine if the user has already completed training for therequested roles. The team must then contact the user directly to communicate the training requirements andcontinuously follow up on scheduling or requesting the assessment results. Once the training has been confirmedas complete, the ticket is then forwarded to the SAP Security team, requesting the role to be applied.


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This process is very lengthy and is fraught with communication delays. Moving to position-based security, andadopting the following training completion policies, will eventually remove barriers to access, improvecommunication and free up resources.


Until we have a fully-functional LMS, we will need support position-based security using the tools we haveavailable now. The following steps outline the requirements.

1. Get reporting capability out of Pathlore (our existing LMS).

2. Complete a role to training audit to ensure that users who have current roles have completed training; flagthose who have not completed training.

3. Use the role audits, completed in October 2011, to move all currently assigned roles from the user to theposition.

4. Follow proposed process (see next section) to ensure training is complete for each new role.

POSITION-BASED SECURITY FOR HCM ROLES (PATHLORE SOLUTION)

Step 1: Review the role change report that is sent out (look at weekly version).

Step 2: Were any new HCM roles added? Yes: Step 3. No: END

Step 3:Training team looks up user in Pathlore to determine if required training is complete.Yes: END No: Step 4

Step 4: Email change agent to confirm that role should be given to employee. Yes: Step 6 No: Step 5

Step 5: Submit confirmation of role-removal to SAP Security via Altiris Ticket.END.

Step 6: Does role require training? Yes: Step 8 No: Step 7

Step 7: Send email to user with training resources available for the role. END.

Step 8: Add user to Training Spreadsheet.

Step 9: Communicate with user about required training.

Step 10: Did user complete training according to policies? Follow training policy to ensure that user is completingtraining as required.Yes: Add completion information to Pathlore.END.No: Submit confirmation of role-removal to SAP Security via Altiris Ticket.END.

POSITION-BASED SECURITY TRAINING COMPLETION POLICIES:

No Training Requirement: Some HCM roles do not have a training requirement. For these roles, where

resources are available, an email will be sent to the user with a list of resources available for learning.

eLearning: Users will have 6 weeks from when they are first contacted by the EBS Training team to completerequired training for the role. Training team will send three notifications, one every two weeks. Third trainingreminder will include the final date training needs to be completed and the change agent should be ccd on theemail; role removal imminent. If user does not complete the training by the deadline date, then the training teamwill submit an Altiris ticket to SAP Security to remove the role, copying the change agent on the request.


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Instructor Led Training (ILT): The training team will schedule ILTs once three or more people have beenidentified as needing a class. If the role request is urgent, we will arrange for one-on-one training wherenecessary, with the ILT still offered when it becomes available. We will invite users to attend an ILT twice. If theuser does not attend the training class after the second invitation, or request special arrangements from thetraining team, then the training team will submit an Altiris ticket to SAP Security to remove the role, copying thechange agent on the request.

On-the-Job Training (OJT): If a role requires an OJ T, the training team will identify a trainer within two weeks ofthe user getting access to the role. The trainer and trainee then have six weeks from the first point of contact to

complete the required training. If user does not complete the training by the deadline date, then the training teamwill submit an Altiris ticket to SAP Security to remove the role, copying the change agent on the request.

TIMELINE

With the help of BHR and BTS, we should be able to obtain Pathlore reporting capabilities by January 2012. Theplan would be to move FILO roles to the positions by March 2012.

ISSUES / CHALLENGES

Position based security will increase the need for a quick turnaround on training requests and, consequently, theneed for trainers in the FILO modules. As with all of EBS work, success in this effort will require the cooperationand collaboration of central business owners and our customer/business partners throughout the City.


Moving all roles to position-based security will improve efficiencies and the time it takes users to access roles. Aticket will no longer be needed to request roles, since the roles will be automatically given to the employees whenthey move into new positions. Communication with users regarding training requirements will be required - onlyuntil the LMS is fully operational - at which point the training requirements will be automatically assigned to theuser and available to view in the CityLink portal, for both the user and the manager.

EVALUATION, MEASUREMENT AND QUALITY ASSURANCE

With any major initiative, it is important to track progress and measure success. The training plan will includerequirements for general and targeted surveys, and course evaluations. These will be used in an ongoing effort toget feedback for continuous improvement and to report results to the PAC, ESC, and our customers.

INITIAL NEEDS ASSESSMENT

In order to measure our success with the training plan, we need to conduct a baseline evaluation. An initial needsassessment will be completed in J anuary 2012 where we will survey all of our users, asking questions about roleaccess, satisfaction with training materials (work instructions, guides, aides), and satisfaction with the level oftraining theyve received so far (instructor-led, on the job, and eLearning). These results will help us to determine

what users enjoy about the current training and where we can improve.

PERFORMANCE METRICS

In collaboration with our customers, specific performance metrics will be developed for evaluation purposes.These metrics will gage how well the initiatives have improved training delivery and user support. Examples wouldinclude: adherence to curriculum design schedule, length of time to complete training after role assignment,scores for course evaluations, course assessment results, number of trainers available per subject and error ratesin specific business process areas.


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ONGOING EVALUATION

Through the use of a standard survey tool, like Survey Monkey, we can gather ongoing input from customers. Aswe move forward with curriculum development, we can reassess customer satisfaction with targeted assessments

and ongoing course evaluations. For example, users will be surveyed after each course on components such ascontent, delivery method, instructor effectiveness and how well we met the learning objectives.

COURSE ASSESSMENTS

Another area for improvement is the ability to assess learning as a user completes the training for a role. We willcreate better learning measurements and easier evaluation methods for classroom, on-the-job, web-based, andeLearning trainings. These will be evaluated and reported quarterly to review how well we are doing at teachingcourse concepts.

EXPECTED OUTCOMES OF IMPLEMENTING THIS PLAN

There are many benefits to implementing all areas of this training plan, including the curriculum model, LMS, andposition-based security.

Customer support: We will be able to provide better customer support and improve satisfaction with the trainingmaterials and classes.

Community of practice and continuous improvement: Implementing this plan will help to develop acommunity of practice where users and subject matter experts can better communicate. This process will be thekey to continuous improvement for effective use of SAP.

Ongoing learning and performance support: Upon successful implementation, we can provide skilldevelopment opportunities beyond the initial go-live training; provide faster learning opportunities for new hiresand people whose jobs have changed; and maintain performance support at different levels, from basic toadvanced.

Improved business process competence: We can improve the competence and capabilities of people, helping

them align with others involved in the same business processes, and helping people align more with processesthan functions.

Defined super users: We can develop a strong base of super users throughout the City who can provide front-line support and bureau-level business process expertise.

Better communication: We will be able to provide support for better communication channels with our endusers.

Standardization: We will be able to help our business process owners communicate SAP-related businessprocesses as a whole rather than in disparate pieces. Specifically, we can help by coordinating the differentpieces of the business process that cross over functional and geographic borders. This will prevent the tendencytoward decentralization and customization over time due to lack of clear documentation of business processes.

CONCLUSION

If fully implemented and with the collaboration of our business partners, this training plan will help to furtherdeliver on the promises of an enterprise business system for the City. It will help bureaus to do their work; it will

help users to be more efficient, productive, and satisfied with the system. This plan will improve overall businessprocess efficiency and, consequently, will move the City forward.

ebs sap 2011 training plan

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