How to train users for a process implementation with no tool

[ChasingSleep]

Hello guys,

We are preparing the implementation of a Change Management process here, after several months of workshops, preparing documents, etc.

As for training, I am used to preparing and delivering training sessions for process that are supported by tools. Usually, that means 1/3 of process training and 2/3 of tool training, with a training material full of tool screen shots and some user cases.

Well, this time is different. Our CM process is not supported by a tool. So I was wondering what would be the best way to train users. I was thinking of maybe elaborating some fake RFCs and letting them play with it in class like it was a real RFC. But as it is a new world for me, I am not sure this is the best way of doing it.

So I would like to exchange some ideas with you guys. Am I on the right track? How do you usually do this?

Cheers!

[thechosenone69]

Chasing,

Lets go back to the good old days, where no tools were around.

First of all before you start training, check if there is a documented change management process in place? if yes then check if it needs re-engineering if no then work with that team to create one which will be tailored to there requirements.

Ok, next thing would be an awareness session on what Change Management is all about, how critical it is and how it should be implemented(using their documented Change Management process).

Then you can have a centralized folder with all the RFC's and an excel sheet to manage all the Changes(RFC's). The excel sheet can contain the following: Numbering, Date, Aprroved/Rejected, Status, etc..

Meanwhile, you need to ensure management commitment to keep those records up to date and ensure the staff are adhering to the process.

This is very high level information on how it can look like when there is no tool inplace.

Please note that this is not a best practice as Change Management is less effective when there is no Configuration Management in place. I am just suggesting a solution to your scenario.

I hope that helps.
_________________
Ali Makahleh
Configuration Management(Blue Badge),
ITILV2 Service Manager(Red Badge),
ITILV3 Expert(Lilac Badge) Certified.

“If you can't describe what you are doing as a process, you don't know what you're doing." W. Edwards Deming.

[ChasingSleep]

thechosenone69,

Thanks for your reply.

We've already done all that. Process is documented after several workshops with stakeholders. Work instructions are ready. High level support is guaranteed.

Al we need now is training. And my question is: How do we train people when there is no tool to play with?

I am thinking of preparing some exercises and letting them play with it, after a formal presentation of documented process.

How do you usually do this?

Cheers!

[thechosenone69]

Well, if you have the budget then I suggest you try some simulators. This could be an affective way of presenting the value of Change Management to the team, if not then just give some scenarios and ask them to fill the change requests for those and then evaluate it and tell them what they did right and where they went wrong.

You can then pilot it with rewards to motivate staff to adhere to the new processes. I have tried that approach few times it might look silly but from experience was very affective as staff will be motivated to follow the processes in an affective way.
_________________
Ali Makahleh
Configuration Management(Blue Badge),
ITILV2 Service Manager(Red Badge),
ITILV3 Expert(Lilac Badge) Certified.

“If you can't describe what you are doing as a process, you don't know what you're doing." W. Edwards Deming.

[ChasingSleep]

Thanks thechosenone69. Your help was very much appreciated.

I will go with some scenarios and let them play with it.

Cheers!

[thechosenone69]

Your welcome Chasing. Let us know your feedback.
_________________
Ali Makahleh
Configuration Management(Blue Badge),
ITILV2 Service Manager(Red Badge),
ITILV3 Expert(Lilac Badge) Certified.

“If you can't describe what you are doing as a process, you don't know what you're doing." W. Edwards Deming.