Paige Karno

Maximizing the Adoption of ServiceMax

Blog Post created by Paige Karno Employee on Jun 23, 2015

How do I promote adoption of ServiceMax?  That should be one of the key questions you ask yourself throughout the development and implementation process and yet is often missed.  Many people believe that adoption of a new tool is a given if they create the system well and provide some training.  People will adopt the change “because I said so”.  

The reality of the situation is that creating a great system and training are important parts to adoption success but cannot stand on their own.   Company adoption of ServiceMax is built from four main components: Preparation, Communication, Training and Support.

 

1. Preparation

The first step in adoption is preparing for the change.  You must assess and address how the system/process affect each team. 

        Assess:

  • New devices that might be used and related challenges
  • Adjusted processes and responsibilities and their impact
  • The system itself, how it is set-up and ease of use

      Address:

  • Train use and care for new devices before introducing ServiceMax
  • Plan to share the reality of the coming changes while highlighting the benefits for each role and the business as a whole
  • Involve each role in development of ServiceMax to ensure their needs, concerns and feedback are included in development
  • Prepare for supporting the new tool- - identify resources, tools and reports to drive and measure adoption

 

2.  Communication

Share news and key information about the ServiceMax project with leadership and teams early and often.

  • Share news of the project kickoff from an executive/leadership perspective to all teams involved in the rollout.  Use an email or marketing blast sharing what ServiceMax is, why it was selected (key benefits for business), when it will rollout and who the new tool will affect (teams)
  • Communicate mid-project updates from team leadership to general users with more specifics details of key changes coming, benefits for the team and offering an opportunity to ask questions
  • Talk about training and rollout plans verbally and written two weeks to a month before the events take place
  • Share support plans and resources- how people can ask questions, get support and improve knowledge after training

 

3.  Training & Expected Usage

Plan and provide role specific training for each team/user.  In-person training should be used whenever possible for the best user experience.  Training should include hands-on experience in a Sandbox/Training environment, written or recorded training materials for reference and a role specific support team for questions.  Training should always include clear user expectations for after training.  Some common expectations include:

  • Customer Support will document all service related cases in ServiceMax starting January 1
  • Technicians will use the iPad to view and work all assigned work as of September 21
  • Questions and responses related to using ServiceMax will be handled via the SMax Training Chatter Group beginning the day after training

Expectations should be specific to each team and correlate to the team’s day-to-day business.  Leadership must prepare to review, manage and support any expectations that are communicated. 

 

4.  Support & Metrics

The initial and on-going support that is required for full adoption of a new application is often missed. Implementing ServiceMax is a journey, not a destination.  The journey requires on-going check-ins, review and leadership support.  There are three main phases of support: Pre- go-live support, training/go-live support and on-going support.

Pre- Go-Live Support

During the Pre-Go-Live period you should complete the following support tasks:

  • Leadership talking with team members about the coming changes, listening to concerns and setting expectations for adoption early
  • Preparing reports to measure key metrics, expectations and adoption.  This is a VERY important part of adoption support because it helps engage leadership, manage expectations and identify opportunities for additional support.    Some common reports include:
  • Daily Login Report
  • Case & Work Order creation report by user for the week
  • Daily Work Order completion report by technician
  • Exemption reporting like Work Orders without signatures (identifying gaps in expectations)
  • Any report matching expectations you set during training so you can follow-up on execution, identify gaps, coach and develop users

 

Training/Go-Live Support

During training and go-live you should be building excitement for the new tool.  User will be more apt to feel excited if they have an effective training experience, attainable expectations and peace of mind that support will be available when needed.

  • Providing a resource for questions, quick tips and feedback.  Chatter groups are great for this.  Create a Training Support Chatter Group and teach users how to navigate to and use the group to ask questions and receive answers and quick tips.  Ensure that you have planned for knowledgeable support of the chatter group. 
  • Walk-thru and explain some of the adoption and expectation reporting that leadership will be using to manage and support rollout efforts.  Let people know the expectations set in training WILL be managed
  • Ensure you have technical/administrative support in training to handle any challenges that come up
  • Identify and share the names of who the key contacts for support are for each team

 

On-Going Support

The real efforts in support begin after training and go-live.  This is where all the planning, communication and training come together to foster strong adoption.   Some beneficial after-go-live support options include:

  • The identification of a team of role specific support advisors- whether they are super users in the same role, leadership from the area or a ServiceMax administrator with specific process knowledge
  • The creation of a Q&A process and/or resource is communicated and managed on a daily/hourly basis, especially during the first few weeks after go-live
  • Leadership check-in meetings with specific focus on ServiceMax adoption.  Leadership should reference adoption/expectation reporting, celebrate strong users and plan for one-on-one support for those users needed extra help
  • Create some Quick Reference Guides that can offer daily support for basic processes specific to each role
  • Keep ServiceMax in the forefront of daily life with email blasts from executive team, marketing, ServiceMax administrator or team leadership.  Communications can include:
    • Key points about ServiceMax rollout progress (what are you doing now?)
    • System best practice examples
    • Link to training materials as a reminder
    • Reminders of who they can contact for help
    • Kudos for those doing good things

      

With all the time, effort and money that you have invested into ServiceMax it is worth a little more time and effort to see the project through to full adoption.  Schedule a meeting with your team to talk about Preparation, Communication, Training and Support.   Whether you are just starting your ServiceMax project or are years into the implementation, these best practices can be applied and help your team achieve a stronger adoption outcome.

 

Contact the ServiceMax Education Team to provide you with specific help for you and your team related to training and adoption. 

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