Attachment 6 Sample Training Content.docx

Attachment 6: Organizational Change Management: Training, Communications, and Support Considering all technical implementation requirements, this project will require organizational change management in order to achieve successful implementation and user adoption/individual change as mentioned in sections 5.2.2.3, 7.1.6.1.2, and 7.1.6.2.3 of the Scope of Work (Attachment C.1). Response should address the following elements:

Training Per sections 5.2.2.9 and 7.1.6.2.9 of the Scope of Work (Attachment C.1) any proposed training plan should ideally include a detailed timeline, system and resource requirements, and methods for specific system-based and functional roles (e.g., super users, supervisors, end users, system-defined access). It should include the flexibility to train by either function and/or by role, and should address long-term training needs, covering new functionality and new system users. Training may be required on site, online, or a hybrid of methods. A “train the trainer” method is acceptable; if proposed, University resources required, and trainer-specific timeline should be included.

Possible training resources could include:

· Presentations/workshops

· Job aids/cheat sheets

· Step-by-step guides

· Videos

· Sandboxing/training environment for scenario testing and/or practice

· Quizzes

In Figures 1 and 2 below, samples of our Learning Management System (Bridge) are provided. This system may be leveraged to assist with scheduling in-person trainings, providing online/prepared content, and tracking training completion.

Figure 1. Bridge: Sample Live Training Options

Figure 2. Bridge: Sample Online Training and Tracking Functions

Communications A communication plan should also be provided, detailing communication methods, timeline, recipient/participant groups, and recommended language for successful implementation. The plan should also include methods for two-way communication and feedback throughout the implementation timeline.

Examples of communication methods can include:

· Direct emails

· Town halls/roadshows

· Website development and maintenance

· Existing Clemson newsletters

· Establishing new or leveraging existing Clemson meetings and groups

· Open office/lab hours, etc.

Figures 3 through 6 show examples of an ERP-focused website (“knowledge center”) that could be created to assist with communications.

Figure 3. Sample Knowledge Center Home

Figure 4. Sample Training Resource Overview

Figure 5. Sample FAQ

Figure 6. Sample Training Information by Role

Change Support For all identified changes, support mechanisms should be discussed and established between Clemson and Offeror(s). Examples of support can include:

· Change champions, Super Users, or another named role – this (these) role(s) should be dedicated to supporting all change efforts locally within those areas that are impacted. The specific functions, expectations, and time commitments for this (these) role(s) should be defined. Clemson resources can be identified to fill this role as needed.

· Governance structure – as the system is implemented and maintained long term, decision maker(s) need to be identified. When collaboration is required, a governance team should be established. Any decision maker(s) should be involved in the communication loop with impacted system users, reviewing feedback and providing updates on decisions made, including the “why.” Please include proposed governance resources and structures as requested in section 7.1.6.2.1 in the RFP.

Business Process Analysis and Change Impact Offeror(s) must be able to work with and support Clemson in highlighting new system functionality within specified processes, detail change impacts, and recommend prioritization of processes to review (i.e., understand current state, transitional state, and future state). The University uses Lean as the methodology for general process improvement and can provide University-specific process information and support. This process can tie into work requested in sections and 5.2.2.2 and 7.1.6.2.2 of the RFP.

For all OCM functionality, Clemson resources can be provided to assist with University-specific information. OCM timelines should mirror those timelines expected for general ERP implementation. Offeror(s) must be willing to work with Clemson resources and tools in a collaborative fashion, striving for efficiency and change acceptance.

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