by Dr. AbduNaser Shhub, SAP Trainer, Saudi Aramco
Project Expert - Volume 4 (2011), Update 10

In a typical e-learning course with recorded scenarios, end users are set in their minds to always move forward as they click from one step into the other — sometimes without much thinking or understanding of what is really happening between the clicks. Walk through a course that slows down the process by forcing end users to make mistakes and, in this way, makes them think about every step in the process. The course is therefore useful for both end users in their learning process and help desk agents in troubleshooting.

by Richard Strattner, SAP
SAPinsider - 2012 (Volume 13), January (Issue 1)

Implementing the newest solutions is exciting for a business, but to truly maximize the return on the investment in the technology, the company's IT organization and user population must be educated on the solutions before they go live. This can be quite an undertaking, but SAP has developed a series of SAP Accelerated Learning packages to help expedite the learning process. This article discusses the packages for SAP HANA, mobility, and business intelligence, and reviews the different ways the offerings can be delivered for faster and more convenient learning.

by Nellie Greely, ASUG
SAPinsider - 2012 (Volume 13), January (Issue 1)

The quality of its leaders is an important part of a company's success. Leaders set the tone for their companies, provide guidance to their employees, and influence the way customers view the enterprise. That's why ASUG, in an attempt to help cultivate these leaders and enable them to maximize their inherent leadership skills, has launched Leadership 2.0, an online community and event-based initiative designed to provide a resource pool of knowledge and guidance for leaders.

by M. S. Hein, Associate Editor, HR Expert
HR Expert - Volume 9 (2011), Update 9

Social media is changing the way SAP HR professionals work. Learn how using social media can help you do your job more efficiently and effectively.

by Chip Rodgers, SAP AG
SAPinsider - 2011 (Volume 12), July (Issue 3)

With training, learning communities, and technical information all available online, why should your boss send you to an in-person event like SAP TechEd? This article presents three clear reasons that will convince your boss to send you, as well as an overview of the SAP TechEd 2011 session tracks and sub tracks.

by Laura Casasanto, Associate Editor
Project Expert - Volume 4 (2011), Update 2

Johns Hopkins University and Heath System runs a complex SAP environment that includes financial, supply chain, and HR solutions and more than 10,000 users. Learn how the training demand for those users led Johns Hopkins to move from its original demo-only class structure to build a standalone training client in which students can get hands-on experience in the SAP system.

by Richard Strattner, SAP
SAPinsider - 2011 (Volume 12), January (Issue 1)

The meaning of a "well-trained" workforce has changed. Workers today expect on-the-job support to come to them electronically—a concept referred to as e-performance. This spotlight article on IT education and training explores the concept of e-performance and gives an overview of the SAP tools that support it.

by Rob Lancaster, SAP HCM Consultant, Goldcrest HR Ltd.
HR Expert - Volume 8 (2010), Update 10

Use tips from these seven areas, including change control, authorizations, and evaluation, in planning your SAP ERP HCM training program.

by Rob Lancaster, SAP HCM Consultant, Goldcrest HR Ltd.
HR Expert - Volume 8 (2010), Update 10

A well-planned training environment can enable organizations using SAP ERP HCM to deliver effective training to their staffs over the long term. These best practices, drawn from recent experiences providing SAP ERP HCM training, show how to design the training system and materials to achieve maximum long-term benefits with minimal ongoing cost and effort.

by Davin Wilfrid, Managing Editor
Project Expert - Volume 3 (2010), Update 10

As the economy faltered in late 2008 and early 2009, it became clear that the companies with the best chance of success were those that could adapt quickly and find new ways to improve operational efficiency. At Bayer MaterialScience, surviving the downturn would require improving several processes along its supply chain.