hosted by building & maintaining a super user program that works…and lasts! presented by doug...
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Building & Maintaininga Super User Programthat Works…and Lasts!
Presented byDoug D. Whittle, PhD
PartnerThe Diagonal Group, LLC
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The DIA
GONAL Group
Doug D. Whittle, PhD
www.theDIAGONALgroup.com
Building & Maintaininga Super User Programthat Works…and Lasts!
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There is no silver bullet
One size does not fit all
Much knowledge & experience exists within this room
We are the “experts” today
Assumptions
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Context
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?Super UserWHAT is a
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Roles & Responsibilities
Maintenance
ImplementationStrategies
Models &Options
OrganizationalFactors
TheBusiness Case
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•How do you gain sponsorship and buy-in?
•What is the “burning platform” that will get
the attention of your executives?
•What critical strategic planning elements
do you need to include in your business case?
•How do you sell your business case to others?
•What is the ROI?
TheBusiness Case
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•What are the organizational culture elements
you should address to ensure success?
•What are the political elements within your
organization that need to be addressed early?
•Who are the key stakeholder groups that will
have vested interest in this initiative?
•What are the org. change
issues that you will most
likely need to address?Organizational
Factors
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•What are options, models and alternatives?
•What will drive your choice of model/alternative?
•What critical elements within your organization
need to be coordinated for no-surprises success?
•How will reporting relationships and performance
planning be addressed?
•Who manages this
program and provides
governance?
Models &Options
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•What options are available for rolling out program?
•What are communications and organizational
change management issues you need to address?
•Who are the critical stakeholders to include?
•What resource commitments will you need?
•How do you estimate those resources?
•How will you address
measurement? ImplementationStrategies
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•What roles and responsibilities can be included?
•How do you make roles official and meaningful?
•How will you reward/compensate super users?
•How are project & post-project roles similar &
different?
•What are necessary skills and competencies?
•What about job
descriptions? Roles & Responsibilities
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•What is involved in ongoing “care-and-feeding”
of a super user program?
•What ongoing education and training is needed?
•How do you build and sustain motivation?
•How will you keep management support visible,
active?
•How do you handle turnover, poor performance?
•What are the potential
“evolution” strategies?
•Ongoing measurement? Maintenance
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Roles & Responsibilities
Maintenance
ImplementationStrategies
Models &Options
OrganizationalFactors
TheBusiness Case
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Models
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ORGANIZATIONAL CULTURE
GROUP BEHAVIOR
INDIVIDUAL BEHAVIORS
Diff
icul
ty(L
ow)
(Hig
h)
INDIVIDUAL ATTITUDES
KNOWLEDGE
Time(Short) (Long)
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NoYES DesiredState
CurrentState
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CurrentState
DesiredState
NoYES DesiredState
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Denial
Resistance Exploration
Commitment
Anger Checking Out
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Establish aSense of Urgency
Create a Guiding Coalition
Develop a Vision & Strategy
Communicate the Change Vision
Empower Employees For Broad-Based Action
Generate Short-Term Wins
Consolidate Gains & Produce More Change
Anchor New Approaches in the Culture
John P. Kotter, Leading Change © 1996
8 stages of successful large-scale
change
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Peopledon’t resist change…
…they resistbeing changed
Edgar Schein
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Knowledge
SUCCESS
Attitudes
Skills
Behaviors
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Technical Soft
You need both!
Super User Skills
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Key Questions
StakeholdersWhat do
they needfrom me?
What doI needfrom them?
Who aremykey
stake-holders?
Whodo they
influence?
Whoinfluences
them?
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High
Medium
Low
HighMediumLow
Commitment
Imp
act
InvolveInvolve InvolveInvolve
SeekAdviceSeek
AdviceSeek
AdviceSeek
Advice
Hands-onHands-on
InvolveInvolve
InformInform SeekAdviceSeek
Advice InvolveInvolve
Stakeholder Impact & Engagement
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IC
RA ccountable
esponsible
onsult
nform
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Before thesale begins
Identifyingneeds
Proposing
Dealing withresistance
Gainingcommitment
Follow-up
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1. User involvement
2. Executive management support
3. Clear statement of requirements
4. Proper planning
5. Realistic expectations
6. Smaller project milestones
7. Competent staff
8. Ownership
9. Clear vision and objectives
10. Hard working, focused staff
Project Success/Failure Factors
the Standish Group
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You canand should shapeyour own future,
because if you don’tsomebody else
surely will.Joel Barker
