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Business Solutions with SAP

CEO CIO CFO AlignmentMost ERP projects are filled with promises of software knowledge transfer from the consultants to the client. Yet once a project is over, in many cases, the client is clueless when it comes to making software configuration changes, and may even struggle with performing basic transactions in the system. So what gives?

In spite of all the lip service given to knowledge transfer, the problem is there never was a real strategy to make it more than just a dream. Secondly, when push comes to shove this once important concept of learning suddenly becomes something we worry about later (and of course, it never happens). This is similar to consultants building a spaceship to get you to Mars with the understanding we will not plan the return trip until after you get there. In other words, there are business consequences for assuming software knowledge will somehow automatically cross-pollinate. Some of them include the following:

1. Paying consultants to do project task that the client could (and should) be doing. Without a certain level of software knowledge, it will be difficult for the client to fulfill even the most basic project responsibilities. Beyond that, what incentives do consultants have to transfer knowledge? Like I have said before, the less you know the more money they make!

2. Fostering resistance to change. When it comes to change management, many times we are our own worst enemy. It is not hard to imagine why employees refuse to buy into something they do not understand (no matter how great it sounds). When consultants are running the project (because the client team hasn’t learned a thing), understandably many employees will view the project as a ticking time bomb (and try to get as far away from it as humanly possible).

3. Software quality will suffer (and this is not just a perception). Lack of software knowledge limits the ability of the client team to become proactive in the design of new business processes and software. In this case, unless the consultant is superman (and they never are) it is a given something very important will slip through the cracks. On the other hand, a client that has a decent understanding of the system can at least ask the right questions or spot things that maybe wrong with the software.

4. Paying consultants to camp out for years after the initial go-live. After all, someone must hold the hands of untrained users and make simple software configuration changes required by the business. A similar issue exists with regard to the clients ability to implement new releases without an army of consultants.

5. The software remains static while the business needs change. The reasons: a) no one internally is aware of what the software is capable of doing; b) no one internally understands how to make the changes, c) the alternative of hiring consultants cost too much. In the end, this all boils down to a failure to leverage your software investment. In the meantime, users are told to live with the software and “work-around” the functionality issues.

6. As employees change jobs, leave the organization and new ones are hired, consistency in user procedures and knowledge of the system slowly erodes. This is inevitable considering no one can explain the big picture or the original software design intent. Therefore, new users are not trained correctly or simply do the best they can (we are now back to sub-optimization).

7. Modifications are made to the software to support needs that are already addressed by the software (right out of the box or with a few configuration changes).

8. After several years of struggling with the software, the organization finally hires an employee from the outside with the expertise to provide needed support. Unfortunately, if this was done prior to implementation, they could have saved themselves a lot of money and grief.

9. Outsource the application support with the hope that the problem goes away. Don’t kid yourself, if no one internally can make sense of user requests (from a software design and set-up standpoint) or, better yet, actually make configuration changes, outsourcing may cost more than you think (service or change orders).

Knowledge transfer is not a one-time event, but a project management “thread” that runs throughout the project cycle. It requires a strategy and attention to execution. In other words, the consultants and the internal team must be managed with the objective of knowledge transfer in mind. The following is a list of items to consider in any knowledge transfer strategy.

1. Select application consultants that have implemented their assigned modules on at least three other projects (with at least one in a similar industry, scope and degree of complexity). Otherwise, there may not be much knowledge to transfer. Also, they will spend most of their time trying to figure out the software(at your expense).

2. Select application consultants with good oral and written communication skills. Understanding software is one thing; but if the consultant does not communicate very well this is a real issue that undermines the goal of knowledge transfer. In addition, a consultant that simply does not say much may also be a consultant that does not know much.

3. Understand that rapid deployment or fixed price consulting engagements can work against you. These type of projects may (or may not) result in a faster or cheaper implementation; but they are definitely more consultant and date driven. This means the client may not have the chance, and the consultant may not have the time for knowledge transfer.

4. Put together an internal project team that has the desire and ability to learn the software. The core skill set includes understanding your business processes, business systems analysis skills (process oriented, logical thinker, problem solver), willing to roll-up their shelves and dig into the software. Like I always say, if you do not have employees with the right skills, get them. You will need them longer than you think.

5. Establish clear expectations with the team and consultants that knowledge transfer is a key priority, a shared responsibility and progress will be measured. For example, add a “knowledge transfer status” segment to the agenda of project team meetings and executive steering team meetings. Schedule one-on-one discussions with each team member and consultant to discuss specific issues and develop get well plans.

6. Do the “formal” project team training (but do not reinvent the training wheel). This training is normally conducted after the software is acquired but before the design phase. When done correctly, classroom style training for the project team is of considerable value since it lays a solid foundation for continued learning. However, when poorly planned or executed, it is a waste of time.

As general rule, for many reasons I prefer courses offered by the software vendor (not those delivered by the consultants you might have working on your project). First, vendor training programs are developed by those with expertise in both formal teaching methods and the software. These courses are also time tested; in other words your team will probably not be the first to take them. They are typically conducted by a professional trainer (who has done the exact same class many times before) with a pre-defined training agenda, lesson plan, data and supporting materials. This usually means a more comprehensive coverage of the software capabilities, consistency, smoother delivery, a software perspective other than that of your consultants, and access to up-to-date training materials.

On the other hand, when consultants deliver the lesson plan and training there is a greater risk that the opposite will be true (narrow scope, poor quality, etc). This is not necessarily an issue of bad consultants. The need to reinvent the training wheel is typically the reason for problems with this approach. Secondly, do not under-estimate the time required by the consultant just to prepare for a class. This is one reason why training delivered by consultants may end up costing much more than vendor training. Finally, many consultants are overly accomodating and are willing to customize the training beyond what is reasonable or advisable. Classes may be customized to the extent it is no longer really training, but instead a premature design or testing session. Remember, the goal at this stage is to learn the software capabilities and basic transaction processing, not test or determine how it will be used. The truth is no one at this point has enough information to design or test anything.

7. Plan courses to maximize learning for the dollars spent. When scheduling classes first take only the basic courses required for each module. After the team has have worked with the software for a while (with the assistance of your consultants), take the advanced functionality (if you need to). With this approach, the student has a chance to absorb and reinforce what was learned during initial training and, as a result, should be better prepared to take the advanced topics and probably will have more specific questions.

Finally, do not send a cast of thousands to project team training (the idea is the project team will train others). The key people to attend the courses for a given module include the module team lead, the power user (functional analyst), the internal consultant (if you have one), and the IT developer (supporting the module). Recognize it may be appropriate for a few others to attend such as the dept. manager (not formally on the team), power users from other highly integrated modules, etc. However, as a general rule, training only those on the project team is the best use of time and the training budget. That is why they call it “project team training”!

8. Take the software configuration classes. When offered, these courses get into the parameters; switches and setting that makes the software do what it does. The point is, most classes focus on end-user transaction processing, but the software configuration classes get into what is behind the curtain (but are not about writing programs). These classes are very important because if the goal is to wean yourself from consultants this will not be possible unless the team eventually understands how to maintain the software set-up. The list of attendees for these type of classes is shorter and includes the module team lead, power user and IT support.

9. Set-up a playground software environment. When the team returns from training, there must be an environment immediately available for them to reinforce learning and do some self-help follow-up testing. Taking advantage of the playground should not be optional but mandatory for the team.

10. Develop a realistic (yet aggressive), schedule to transition consultants into support roles. When developing internal software expertise, typically at first the consultant has primary responsibility for initial software set-up and other application activities (based on client input). However, as the internal team gets up to speed and confidence grows, there must be a plan to transition primary application responsibilities from the consultants to the client module team. At this point and thereafter, the consultants play coaching and support roles. This transition should occur as soon as it is realistic to do so and targeted for specific project milestones / dates. Depending on the client team, it is not unheard of to start this transition after the design phase or after the software is configured(construction phase). At the very latest, the internal team should take primary responsibility once formal testing begins.

11. Make sure the internal team (client team) is available for knowledge transfer. It is difficult for any consultant to educate a client that fails to show up for meetings.

12. Insist that consultants give homework assignments to the project team. The assignments should require the team to work with the software on their own with some meaningful expected outcomes (reviewed by the consultant). Most people learn by doing, struggling a bit and making a few mistakes. In fact it is good to have the client work on assignments when the consultants are not around. If the team does not have these type of experiences on their own, the consultant will become a crutch and an excuse for not doing anything.

13. Require the internal team (not consultants) to perform software demonstrations, design reviews, and management presentations. This is not about throwing your team to the wolves. However, if you expect nothing from the team that is exactly what you will get. These activities should be part of any implementation methodology and must start early and occur often. When the internal team knows they will eventually take the lead for these activities, it drives the perceived need to learn, gets them moving out of their comfort zones, expedites the process and is a good gauge of learning progress. These type of activities also helps the team build confidence in their own abilities.

14. Take advantage of all learning resources available for your specific ERP system. This involves some self-help (a very necessary part of learning) and includes web communities, memberships, and white papers (obtained from the consultants or software vendor). These type of white papers (not to be confused with marketing “white papers”)are very useful since they explain the step-by-step details of setting up the software to perform certain functions.

15. The client team should create most of the project documentation relating to software usage and set-up. Examples are work procedures, end user training materials and system documentation that include screen shots and explanations. The premise is if the client is required to do documentation (with the quality reviewed by the consultants), the client will learn many things in the process.

16. The client team is expected to train all end-users prior to go-live. Again, if you are to train many people you will probably feel the need to learn the software. Keep in mind, consultants play training support roles. (what is required to transfer knowledge to the end-user is a different topic).

17. Put the client team on the frontline of post go-live support. There is no better incentive to learn the software then knowing you will field the real world questions and issues once the rubber meets the road.

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Reposted completely, and with permission from my friend and author Steve Phillips who runs a Blog entitled Street Smart ERP – Visit his site for great insight and commentary.

The original post can be seen here:

http://it.toolbox.com/blogs/street-smart-erp/erp-consultants-is-the-promise-of-knowledge-transfer-just-part-of-the-sales-pitch-36252


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Bill Wood
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