Question Topic Area:
Super-User/Power-User Network in a Post Implementation Environment

Background:
My organization has utilized a Power-User network to support readiness and organizational change for our initial SAP implementation.  We are at the end of a 3 phase implementation-- phase one went live last July 1, 2011, phase two early this new year and phase three completing July-Sept 2012.  Our Power User network played a key role in assisting to build readiness locally, helping with 2-way communication, assisting with training, building local awareness and understanding, etc.  We are now thinking through transitions ahead and at the close of our initial implementation charter.

Questions:
(1) Post Implementation:  Do most organizations end the network after implementation and rely on the formal manager, leader and organizational structures to provide inputs and involvement into continued work improving business processes and related technology competency and utilization?

(2) Motivations, Accountabilites and Rewards for the Organization: What are some of the quanifyable organizational benefits for maintaining a Super-User/Power-User network after initial implementation?

(3) Motivations, Accountabilities and Rewards for the Super-User: Do any organizations use a train-the-trainer approach where Super-Users train users?  If yes have there been risks of reliablity and sustainability?  What formal rewards have organizations provided for ongoing Super/Power User sustainability?

Thank you!

1. Post Impledmentation - most organizations don't know what they are doing after implementation and tend to rely on the fact that they have identified top users, or super users or whatever they call them and hope that they will carry on helping out others. When they don't, companies either shrug and move on or attempt to re-create a thriving network.

2.  We now have black and white clear evidence that super users, when properly utilized have a direct correlation on business improvement.

3. Motivations - Rewards for Super Users:  There are many ways to reward super users but the most imporant is simply to recognize their value.  A second way is to be sure to include them in business process improvements. -

Much of today's interview will necessarily center on a case study that I have completed with Julie Stokes of Fluor "Drivers at Work: Building and Sustaining an Effective Super User Network.  This case study is available through SAP Insider.

May 8, 2012 -- 12:34PM, rsjanis wrote:

What are some of the examples of the variables correlated to business improvements?  Thanks

How about the speed with which a sales order is completed without errors?

How about an invoice being sent out on a timely basis with all of the details correctly entered and even some helpful comments added by an end user who knows what to say?

How about when a client calls in to ask about the status of an order and gets someone who cannot help but, being competent, knows who to transfer to the call to? (having been properly trained to business process not just functions)

You get my drift...

Very good study, content and measures!  We're at a point of putting in black and white for leadership support -the organizational benefits to maintaining (which has a cost).  We could decentralize so that functional areas have unique super users (e.g., Finance, HR, Procurement) or potentially keep more centralized as a part of the ongoing work a small team of people will do with ongoing maintenance and the implementation of future modules.