Supporting software implementations, part 1

I’ve spent the last three years, managing training teams who support large-scale software implementations, most notably, Salesforce, Oracle, and Workday. Writing helps me cement what I’ve learned; thus, I’m sharing three insights below. I hope they’re useful. And just a note, because I work for a consulting firm, I’ll use the term “client” regarding whom the implementation is for. If you are a full-time employee, you may want to substitute “leadership” or whichever entity you're doing the implementation for.

Implementations produce anxiety for everyone involved, as there are literally a thousand not-so-easy decisions to make. What doesn’t help is that those you’re doing the implementation for have likely have never been through process and view its ritualistic methodology and terms as a type of Nerd Voodoo – “in backlog grooming today we confirmed the functionality to be smoke-tested in Sprint 27.” To calm the client, show them early on the main components of your training plan and what purposes they serve. For large projects, this will usually consist of a training strategy, training needs assessment, training curriculum, train-the-trainer program (if ILT), training material development, end-user training, and post-go live training/support considerations. Presenting your methodology in detail will help them envision what training will look like. Get them to picture what you are going to build before you build it.

To those of us steeped in technology, new functionality excites. However, most of your end-users are content with the old system. They don’t know any better. Because the software is new to your end-users, in their minds it will seem more complicated than it is — daunting even. To get them more comfortable with the new software, get’em involved. Involve them in your Change Champion network – if you have one. If you have a training tenant, invite them to it, and show them around. Involve them in testing, in reviewing training material.

At the very least, demo the software early and often to the client. It’s best if you (the training lead) can demo. Not only can you pitch the demo at the right level, but it also gives you additional street cred. However, you might have to employ a functional lead (SME) to demo. In my book, functional leads are true Super Heroes. Yet more often not, their deep knowledge gets in the way of high-quality demos. So if you must use a functional lead, set up a “quick dry run” of the demo, and be prepared to remind them to set context, slow down, and talk the audience through every click they make.

Hope you found those tips useful. If you have additional comments for supporting software implementation training, please share in the comments. Thanks for reading. –Daniel