8/3/2019 Oracle UPK Roadshow Exec Summary Utrecht
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Executive Summary
The training concept for SAP has three levels. The top level
provides an overview of SAP at the ministry, the second level
involves more in-depth knowledge transfer of the users work
space, while the third level includes role-centered
instructions (man-machine level). The latter are complemented by
local training sessions.
Lessons learned so far
Capt. Lt. Montijn was prepared to share some lessons
learned:
Involvement of super/key users with content development is
crucial.
Costs of first-line support are expected to decrease.
Shorter training courses are expected to suffice.
There has not been much user tracking so far, but users need to
be forced to go to the OnDemand Help or
they will persist in their old, less productive ways.
Implementing Siebel at ABN AMRO
Private bankers ABN AMRO MeesPierson have been working with a
Siebel Customer Relationship Management (CRM)
solution since 2001. In 2008 an upgrade to Siebel 8.0 was
performed, which led to a new change management and
training approach. Change manager Inez Donkers explained
why.
In 21 branch offices, with a staff of 700, most users were very
skeptical. The old Siebel system had been very slow; Help
was only available on a CD with outdated content due to numerous
customizations. To overcome the skepticism the
change manager decided it was crucial to have real management
commitment. Local branch managers were made
responsible for the change. They received training first. Right
before the new implementation went live, UPK was used
to create an online Help system providing context-sensitive
support, a search engine and FAQ.
User involvement was achieved with individual online training
modules (Knowledge Pathways) about the new Siebel
application, all ending in a test which users must pass by
achieving an 80% score. The competitive element works very
well at the bank: learners are proud to share their scores which
is in sharp contrast to the ministry of Defense culture,
where it is absolutely not done to reveal individual test
results.
Ms Donkers admits that commitment to the change process is hard
to maintain. Lessons learned at ABN AMRO are that
(a) training is useless if it concerns processes which are not
embedded in the organization, and that (b) the learning
volume should be limited to prevent discouraging the learners.
One of the new ways in which learners will be alerted to
new training opportunities is by email directly linking to a new
Knowledge Pathway.
Conclusions
Change management is a major task facing all organizations
sooner or later. Key to the success of any change management
process are learning and adoption, two aspects Oracle had in
mind when it developed its User Productivity Kit (UPK)
e-learning and user support development environment. Whether you
need instruction manuals for trainers, exercise books
for users, a process reference book for process owners,
context-sensitive user instructions, or individual online
training
modules, your change management process will become a less
daunting task with Oracle UPK. Longer-term benefits may
include decreased cost of first-line support and a faster
learning cycle.
About Oracle UPK
Oracle UPK provides a collaborative development environment to
create system related assets which are used throughout
the project lifecycle. With the ability to produce multiple
outputs through a single recording session, Oracle UPK
reduces content development time and cost. Rapidly produce
materials for all phases of the software lifecycle from test
scripts, system process documents, and interactive simulations,
to job aids, instructor manuals, and in-application
performance support. Oracle UPK is key to capturing knowledge,
increasing productivity and reducing overall software
implementation costs.
Transforming change management
