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Creating a Sustainable Enablement Strategy

<div id="content"><div class="parentsection"><div class="section"><div tabindex="0"><h3>Creating a Sustainable Enablement Strategy</h3></div><p tabindex="0">The enablement strategy <strong>must</strong> be a living document, that means it must be kept updated as the project progresses, if new developments emerge in the project. Sustainable enablement is all about ensuring that learning and enablement approaches are continuously reviewed to ensure relevance to the business and evaluate the effectiveness of enablement. It also means factoring how enablement will be delivered in business as usual, after the main project has completed.</p><p tabindex="0">Remember to revisit the enablement strategy periodically to review the identified gaps, risks, and issues that were originally documented.</p><div tabindex="0"><h4>Outstanding Decisions</h4></div><p tabindex="0">Watch the video to see a few examples of Grace’s outstanding decisions to be made after the enablement strategy has been created.</p><div class="kalturaVideoLessonWrapper"><div aria-label="" class="kalturaVideoLessonContainer" data-testid="video" id="1_61whmqh1"></div></div><p tabindex="0">The following video outlines other outstanding decisions to be made that can be documented in the enablement strategy and updated later when solutions have been found.</p><div class="kalturaVideoLessonWrapper"><div aria-label="" class="kalturaVideoLessonContainer" data-testid="video" id="1_808awmww"></div></div><img style="max-width:900px;max-height:none" class="image 1_1_landscape" title="Now, it's your turn" alt="Now, it's your turn" src="/service/media/SLE200_01_en-US_media/SLE200_01_en-US_images/YourTurn.png" tabindex="0"></div></div><div class="parentsection"><div class="section"><p tabindex="0">If you are currently working on a project, are there any outstanding decisions you can identify based on the video you just reviewed?</p><p tabindex="0">Take the time to note them down now and more importantly, take actions to follow up to resolve outstanding decisions.</p></div></div></div>

Learning and Enablement Planning in SAP Projects

Learning and Enablement Planning in SAP Projects: Sustainable Enablement Strategy

Hi, Grace Lawson here. When I created the enablement strategy, there were a number of outstanding topics I need to keep sight of. I must explore the key user strategy further with the 4S project. At the time I created the enablement strategy, this had not been agreed. I am going to make a note that, at a relevant stage, I will need to update the enablement strategy. An agreement has been made on the approach to using key users in the 4S project. When I created the Enablement Strategy document, I added this paragraph about translation into it so that the topic does not get lost. I knew the project language is English, but I also identified a need for some enablement content to be translated into French and German. However, at enablement strategy stage, I did not have a clear view of exactly which learner groups or which functional areas would need translated learning content. After the learning needs analysis for user's process particularly, so much more will be known. The project will have progressed, there will be a very clear path of who must be enabled, how and when, and most importantly the breadth of resources and any additional budget required. It is common for projects to suddenly realize how much enablement content is truly required in what formats and what languages. My plan is to revisit the topic of translation when we are pulling together the Learning Content Plan. I have clearly noted in my calendar to revisit the topics of key user strategy and translation. When I start to assimilate the information we have during the learning needs analysis process, I will then update the enablement strategy document to clearly update these topic areas. As the project progresses, I will return to the enablement strategy as a key reference point to make sure we are aligned to our strategic direction. Of course, I may need to make a few tweaks and updates to it if the 4S project changes scope in any way. My overall ambition is to make the enablement approach truly sustainable as we progress from project go live into business as usual.

<div>Discover key considerations for creating an effective enablement strategy, including key user networks, content development tools, training systems, and evaluation processes. Ensure success by addressing these crucial elements.<br><br># This description was auto-generated #</div>

Learning and Enablement Planning in SAP Projects: Oustanding Decisions

The aim is to complete the enablement strategy document by the end of the prepare phase. However, at the time of creating an enablement strategy, there may be some open issues to consider during the explore phase. Here, we will consider some of the most common outstanding decisions. It's not an exhaustive list. Your particular business or project may bring different challenges. it's good practice to document these open issues in the enablement strategy to raise awareness and to ensure they do not drop off the project's radar and get addressed as quickly as possible in the explore phase. Projects often do not consider the need for a key user network at the outset of a project. It should be a question that is explored during the enablement strategy. If a decision is made to have a key user network, there needs to be a clear process for outlining the role and responsibilities of the key users, including how frequently they will be needed throughout the project and in business as usual after the project goes live. You will need to work with the business to have a plan on the best way to identify and recruit the key users. Key users are a valuable investment. An enablement approach in the cloud world is all about being adaptable and agile. The key user network is invaluable in this process. The key user role will vary depending on process, business, site or individual. Note that some businesses may use the phrase super users or power users. These are just different terms for key users. Key users bring visibility to the project as the bridge between the business and the project. They encourage engagement and provide invaluable knowledge transfer. They can help enrich the project with their knowledge of business processes and the user base. Whilst the key user network may be managed by the project whilst the project progresses, there must be a plan in place on how those key users will be managed on an ongoing basis. For instance, in business as usual, how will the business factor in the natural attrition of key users moving to new roles and how will they be replaced? Make those plans clear before the business suddenly find themselves with a key user network that has no clear direction after go live. Moving on to content development. This is often the bulk of effort during an enablement implementation. It's common for projects to have not considered a content development tool, and therefore there may not be budget allocated for this. The time saving associated with using a content development tool proves a good return on investment from having a tool, plus in a world where learning in the flow of work is expected, the power of deploying learning content to learners when they need it in their working day is clear. If your project has not considered using a content development tool or the use of AI, you will need to research and select a tool, work out costs, and request budget. Ensure that you approach the correct budget holder and outline clearly the benefits of using such a tool. If an outstanding decision is required on this, make it evident in the enablement strategy, as this is the crux of the enablement content development effort. If a development tool is not used, alternative budget will be needed to have more resources creating content at peak times during the project. Thought also needs to be given to who will review the enablement content both from a proofreading perspective and also to ensure the learning content is accurate. This usually falls to subject matter experts in the project. However, quite often the project team will overlook this invaluable work. Publishing content and checking the links to publish content must also be factored in. Raise awareness of this with the project team so they truly understand why this work is necessary. Emphasizing the topic of sustainability, many organizations overlook the need to update content. They focus on getting all the initial learning content created for Go Live and give no thought to keeping that content updated in the future when business processes alter or solution enhancements are released. It is paramount that this work is raised for consideration in the enablement strategy. Explore the possibilities of what will happen when the business takes over from the project. Next let's look at the training system, often more of a pressing topic on larger projects. If you require hands-on exercises and courses, then a separate training system is a preferred option. This takes work with the relevant IT teams to arrange, so again, maybe something that is not finalized when the enablement strategy is initially created. This is a topic for deeper discussion with the IT team, ideally on larger implementations for example S4HANA, it is helpful to have a training system with a separate learner system where training data can be refreshed from the main training system in a similar way to how the testing team have access to their own testing system. When a project team tries to use the same client for testing and enablement, this can cause issues as they might use the same data and create a conflict where one team consumes the other team's data. If the same client absolutely has to be used for both testing and training, then there must be coordination between the teams, which adds much more complexity. Note that if hands-on exercises are being used to reinforce learning in courses, some consideration needs to be made to the data available in the training system. It's best to have data relevant to the organization to make learning as realistic as possible. Take time to investigate and document this requirement too as it will require some effort from the relevant IT team. Often at enablement strategy stage full consideration has not been made to whether user acceptance testing training will be required. There are additional logistical factors to work out if classroom environments are required for training. In a smaller project it may be quite clear where classrooms or rooms that can be used as classrooms exist. However, on larger rollouts over a wider geographical area, this can sometimes take some investigation on the enablement team's part. They will need to find out who to contact in different regions to ask the question, are there existing classrooms we can use? The enablement administrator will then need to set up a list of contacts to liaise with in the different locations to check the feasibility of rooms to be used for formal classroom training and to book the rooms out according to the training schedule. There may also be an ongoing need to be able to book training rooms in the future for new starter or refresh training after the project has completed. The evaluation of learning enablement is also often overlooked. What do we mean by evaluation? Essentially it's evaluating if learning and enablement has been successful. The key performance indicators for learning can vary. they may differ from one organization to another and one project to another. It depends on the overall goals and objectives of the project. Will we measure enablement success is a valid question to ask. Ultimately a successful enablement approach will lead to higher end user satisfaction of the new solution and should aid effective adoption of the new solution and processes. Next is to tackle the how, for instance, will you ask for learner feedback on the appropriateness of the learning content and courses? Do you know if a competency assessment or process is required? For example, formal knowledge checks to assess learners' knowledge are the legal or regulatory requirements around this. In a heavily regulated industry, people may have to prove their knowledge to be able to gain access to the system. the high-level approach to assessing business user knowledge, also is there workers council or union involvement, or the business may just be happy to have informal quizzes to assess a learners understanding of the topic. Will attendance be formally tracked? Are there attendance targets to meet with mandatory training? These questions take time to thoroughly investigate and should be documented in the enablement strategy and updated when detailed answers are known. If there simply isn't the time and budget available to carry out the due diligence of evaluation processes, you must think about how will you manage the risk of people not learning enough to carry out their job efficiently? Ask yourself, how will we manage knowledge retention and what can you do if people don't learn enough to carry out tasks? What mitigation When do you plan, for example, additional support during a hypercare phase of the project, one-to-one training with key users, or help desk support? To summarize, it's good practice to identify any gaps in the enablement approach in the enablement strategy to raise awareness and understanding of next steps with senior stakeholders. to revisit the enablement strategy periodically.