Hi Michael --

In talking to some of our readers, I've heard a few different viewpoints of power users/super users in the past month. How would you describe the role and responsibility of a super user?

Thanks...Scott

Scott,

This is a subject that is gaining more and more traction over the past few years to such point that I have invested a considerable amount of time building a method and applying with a client. This will culminate in a detailed case study that will be available through Insider Learning in the course of February.

In point of fact, while definitions of responsibilities vary, some common characteristics are:

1. Tracking / measuring users level of acumen and comfort with system functions.

2. Ongoing mentoring to improve those levels.

3. Assuring that the users understand the business process in which they are working and understand their role in fulfilling that process.

4. Working with business process owners to improve processes from a user point of view.

BTW, we now call them drivers or process drivers.  Only two industries in the world refer to their ultimate clients as users and one of those industries is illegal.

Speaking of "rushing through the SAP implementation" dont you feel that will be more prevelant now that SAP is strongly pushing Rapid Deployment Solutions.  Be curious to get your thoughts.

Jan 19, 2012 -- 1:15PM, Dave Hannon wrote:

Michael, I'm wondering what your thoughts are on fixed scope implementations and rapid deployment? Are they good for everyone, certain customers/solutions? 

The faster you go the faster you fail. Implementations should not be rushed. They should have a longer duration while costing less and being more effective. A much greater concentration on client training (including C-level and director level) should occur well before the SI's set foot at clients sites.  Fixed fee projects are the worst because all a client gets is predictability of cost while SIs are stuck in a lifevest of scope that should have some flexibility.

 I do more SAP Executive Seminars for firms that have already started implementations and find themselves failing that I do for firms that are about to start an implementation. At fault is the notion of speed and a foreshortened Project Preparation Phase. 

Jan 19, 2012 -- 1:10PM, M.S. Hein wrote:

Michael,

Hi. I have a question for you. I know that you've encouraged businesses to focus on ROI rather than TCO of their systems. What tips do you have for project teams to encourage this shift away from TCO by the business stakeholders? Thanks so much.

Total Cost of Ownership is a pier in that it only measures cost.  Who cares about cost without the balance of benefit? That's a one oar proposition so that you row in circles. It is also an antique that should long ago have been retired.

You need to know what you're getting in return for your investment and that provides you ROI. Anything less can be misleading.

BTW, Total Cost of Operations is viable as a guide to where your costs are going but is also just a subset of ROI.

FYI, there is a somewhat elaborate exploration of these issues in The SAP Green Book.