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Putting the Ready in Business Readiness

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Communication, training, support, and change management. Business Readiness is a new term and encompasses components that are familiar to learning and development. However, look it up on Google, Wikipedia, or other search engines and it\'s not there. At least not in the way we have been talking about it. Why? Is it because it is so new and the components such as change management, communications, training and end user support are typically run by project managers? Or are they? How do you, as a learning professional, affect these components? You\'ll explore how the direction and guidance you provide in these areas affect overall projects and success of new processes, ERP roll outs and training delivery in your organization.

Veröffentlicht in: Business
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Putting the Ready in Business Readiness

  1. 1. Putting the “Ready” in Business ReadinessLearning Objectives • Concept and components of Business Readiness • Use the tools and resources to support each component • Plan BR for major rollouts in your organization
  2. 2. Who am I? Darren NerlandManager Learning and Development @dnerland #learning3
  3. 3. When things go bad…• People have long memories and hang on to examples of projects that are executed poorly.• Costs go up, trust goes down.• Future projects will be affected.
  4. 4. 5 components of Business Readiness• Vision• Communications• Training• Support• Documentation
  5. 5. Business Readiness in the Real World Commitment Acceptance Dissent Commitment UnderstandingEmotional Intensity Awareness Resistance Acceptance Time
  6. 6. Time to “change” things up a bit! How can we work differently?
  7. 7. Vision and Impact
  8. 8. Communications
  9. 9. Make your communications highly effective• Think strategically.• What are the organizational politics?• Evaluate and refine.• Many communication vehicles, one consistent message.
  10. 10. Communication examplesWe recognize that this has been a challengingtime for many of you and we are working quicklyto improve your experience working in thesystem.In the meantime, I ask for your continuedfeedback.With the capabilities of our new system, we aremaking progress toward the strategic vision tomake informed, timely decisions and to workeffectively.
  11. 11. Communication examples
  12. 12. Training
  13. 13. Design training to focus on learning retention 90% 75% 50% 20% 30% 5% 10% National Training Laboratories in Bethel, Maine
  14. 14. Support
  15. 15. Robust and sustainable support model• Service desk and/or subject matter experts to help.• Knowledge base and ticketing systems to track.• Permanent home for training materials, documentation, and support information.
  16. 16. Documentation
  17. 17. Provide documentation to support learning retention• Materials and content.• Complete, cohesive set that complements training materials.• Centrally located, easy to access, multiple entry points. Before… After…
  18. 18. Documentation examplesBefore… After…
  19. 19. The results of doing it right• A Clear Vision & Impact Assessment• Great Communications• World Class Training• Superb Documentation• Ongoing Support
  20. 20. Thank You!http://www.slideshare.net/dnerland @dnerland
  21. 21. AppendixDefinitions, Samples, Templates
  22. 22. Business Readiness Core Functions Stakeholder Management – understand „who‟ our stakeholders are and be smart about how we communicate with them. Be aware of the difference between a Stakeholder and a subject matter expert. Communications – develop unique ways to communicate with stakeholders. Need to grab their attention and understand who is engaged and who is not engaged. This integrates with Stakeholder Management. Organizational Strategy – includes role design and system security alignment based off org assessment. Findings should be captured, documented and shared as „Gotchas‟, „Interesting Artifacts‟, „Key Learnings‟, etc. This should be done simultaneously with other org work. Impact Assessment – understand how specific stakeholder groups will be impacted. Ensure that fact vs. opinion is made apparent and justified. Training – should be simplistic and effective. An idea on course design is creating role based and “nugget” courses. Role based is targeted on the top 5 processes that a user must learn. Nugget based is more pre and post Instructor Lead Training (ILT) sessions. It entails the tasks that are easy to learn or not done frequently. Need to prioritize and consider the 80/20 rule. Performance Support – an area closely related to training. As training is designed, performance support design should be included as well. Make sure all of the right players (e.g. Service Desk) are on board and processes are agreed upon with foundation staff. The heavy production support resource element should be considered from the time of deployment to about 2 months after to ensure things are up and running smoothly. Deployment – logistics need to be outlined in detail. Support should continue and be planned for after deployment. In order to track metrics properly, deployment tracking processes should be planned during the build and test phases. Business Readiness – PMO should have a lot of involvement and ownership in this area. Objective and subjective metrics need to be identified and outlined to track if the business is ready for go-live.
  23. 23. Business Readiness Deliverables Plan Analyze Design Build Test DeployCommunications  Communications  Communications  Communications  Communications  Communications  Communications Plan Plan Plan Plan Plan (focus on org Plan (focus on org (focus on deployment)  Project Portal & role) & role and training)  Post deployment (External) feedback tools  New Joiner Packet  Communications Playbook  As-Is organization  Finalized As-Is  Role-to-business  Org transition  Org transition  Org transition and skill organization and skill process mapping materials materials materials  To-Be org structure  Role-to-user  Role-to-user  Role-to-user Org/Role assessment assessment  Detailed org structure and role design mapping mapping mapping and role impact  Finalized org  HR impacts  HR impacts  HR impacts assessment impacts and skills  Role design gap analysis  Training &  Skills gap analysis  Training & perf.  Training &  Test training (dry  Deliver training Performance  Training & Performance support design performance supt runs)  Go-live support Training & Perf. Support Blueprint Support Strategy  Training materials  Train the trainer  Post go-live support  Determine training implementation plan  Training support  Schedule training development tools  Training standards and maintenance and procedures plan  Train on training dev tool Stakeholder Mgmt  Stakeholder analysis  Stakeholder analysis  Stakeholder analysis  Stakeholder  Stakeholder  Stakeholder  Business readiness analysis analysis analysis approach  Business readiness  Business readiness  Business readiness  Schedule prototype measurement measurement measurement and gather feedback tool(s) tool(s) tool(s)  Deployment plan  Deployment plan  Deployment plan

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