We all know that End User Adoption is an important area of focus in your SharePoint project. In this session we will take a closer look at the End User Adoption work stream on a SharePoint project, and the associated roles, responsibilities and tasks for the project plan.

1. Create Your End User Adoption
Strategy
Erica Toelle
Portals & Content Manager

2. 1. What is End User Adoption?
2. How to Actually Drive End User Adoption
Agenda
2

3. What is End User Adoption?
3

4. Benefits of OCM
4

5. Benefits of OCM
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6. A systematic process that mitigates risks and leverages
change as a resource for project success
An actionable, process-driven effort with work streams
of activities and tasks
Has templates, forms, checklists and quality
measurements that drive the OCM process
What is OCM?
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7. The Change Curve
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Individual Change
Valley of
Despair
How people feel
Endings Transitions New Beginnings
Phases of Transition
The Kubler-Ross Change Curve
MoraleandCompetence
Time
Shock
Denial
Frustration
Depression
Experiment
Decision
Integration

8. 8
Time
LevelofChangeEffortAdoption/Ownership occurs over time & with increasing effort
Awareness
Awareness: Sponsors, Stakeholders, and End Users are aware of the
project objectives, activities, and timeline.
Shared
Understanding Shared Understanding: Sponsors, Stakeholders, and End Users
understand the project and how the change it will impact them.
Shared Commitment Shared Commitment: Sponsors, Stakeholders, and End
Users agree with the objectives of the project and express
their support for the change.
Adoption / Ownership
Adoption/Ownership: Sponsors, Stakeholders,
and End Users demonstrate their commitment
to the change initiative. They feel responsible
and accountable for the project’s success.

9. OCM Project Workstreams
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Stakeholder
Understanding
Communication
Training
Gain understanding and agreement from leadership and those
affected that the change is in their best interest. Have them follow
through on calls to action.
Support with the
Right Roles
Define how job descriptions change once the project is implemented.
This includes how the solution will be maintained and what training is
needed for whom.
Use existing communication channels to get the right message to the
right people at the right time.
Plan training on specific solutions and processes. Use a variety of
methods and timing.

10. OCM Work Stream Activities
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Define Design Build Launch Operate
Organizational
Culture
Assessment
Change
Magnitude
Assessment
Leadership &
Stakeholder
Assessment
Communication
Plan
Training Plan
Stakeholder Meetings
Manage
Resistance to
Change
Operations Plan
Ongoing Training
Create Training
Execute Training
Execute Communication Plan
Change
Champion
Interviews
Change Champion Execution
Change Inventory
and Role
Mapping
Support with
the Right Roles
Stakeholder
Understanding
Communication
Training
Leadership &
Stakeholder
Strategy

11. 1. Run a change champion program
2. Strategically manage your stakeholders
3. Use the stakeholders and information from the
change champions to customize the training and
communications plan to the organization
How to Drive End User Adoption
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12. Use for:
• Having a “go-to” person in each stakeholder group
• Owner level commitment to the change
• First place to ask questions
• Helps to identify and manage resistance to change
What it is:
• A person who is selected as a change champion
• Also known as a super user, power user, etc.
Change Champion Overview
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13. • Be well networked within the organization and respected by peers
• Want to improve the organization
• Have the courage to speak up for what they believe in
• Be seen as ‘go to’ people and opinion makers
• Have a broad understanding of the organization and how it works
• Be able to translate the overall change vision into local 'what’s in it for me' scenarios
• Feel passionate about the change while being empathetic to the mindset and
behavior shift their colleagues will need to go through
• 'Tuned in' to the mood of the area they are in and able to pick up on resistance to
the change, lack of understanding of the change journey and communication gaps
between the business and the program
Change Champion Characteristics
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14. Change Champion Program
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Define Design Build Launch Operate
• Conduct interviews
with change
champions
• Ask how they define
the business problem
• Ask about how they
would solve the
problem
• Ask what success
would look like
• Ask about perceived
blockers
• Have champions
review wireframes,
prototypes, proof of
concepts, etc.
• Ask them to help
identify stakeholders
• Involve them in
creating the
communications and
training plans
• Think of them as a
sort of “steering
committee”
• Participate in key
sprint reviews; ask for
feedback as solution
is developed
• Help to “localize”
communications and
training materials to
their department
• Provide input to
launch plan
• Identify resistance to
change and help to
mitigate
• Answer questions
about the project
• Help to deliver
training and
communications as
appropriate
• Participate in
operations as
appropriate

15. Stakeholder Management Overview
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Define Design Build Launch Operate
• Inventory
stakeholders
• Understand their
current level of
commitment to the
project
• Determine the
desired level of future
commitment to the
project
• Develop strategy for
how you will move
stakeholders from
current level of
commitment to the
project to the future
level
• Conduct stakeholder
kick off meetings
• Continue to engage
the stakeholders
according to your
plan
• Ask them to review
training and
communications plan
• Identify resistance to
change and help to
mitigate
• Answer questions
about the project
• Help to deliver
communications as
appropriate
• Participate in
operations as
appropriate

16. 16 Time
LevelofChangeEffortAdoption/Ownership occurs over time & with increasing effort
Awareness
Awareness: Sponsors, Stakeholders, and End Users are aware of the
project objectives, activities, and timeline.
Shared
Understanding Shared Understanding: Sponsors, Stakeholders, and End Users
understand the project and how the change it will impact them.
Shared Commitment Shared Commitment: Sponsors, Stakeholders, and End
Users agree with the objectives of the project and express
their support for the change.
Adoption / Ownership
Adoption/Ownership: Sponsors, Stakeholders,
and End Users demonstrate their commitment
to the change initiative. They feel responsible
and accountable for the project’s success.

17. Use for:
• Understanding who is impacted by the change
• Understanding the current and future levels of commitment
What it is:
• A way for the OCM resources and project team to accomplish the to-be
state in a structured manner
• The basis of the communications plan
Stakeholder Inventory
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18. Stakeholder Inventory
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Individuals or
Groups
Impact
Current
Commitment
Level
Future
Commitment Level
Project
Risk
Stakeholder
Group Name
Senior Executive High Awareness
Shared
Commitment
High
Sales Managers Medium Unaware Awareness Low
Finance
Workflow users
High Unaware Ownership Medium
Legend:
Impact on Project – High, Medium, Low
Current Commitment Level – Unaware, Awareness, Shared Understanding, Shared
Commitment, Ownership
Future Commitment Level – Unaware, Awareness, Shared Understanding, Shared
Commitment, Ownership
Project Risk – Risk if they don’t reach commitment level: High, Medium, Low

19. Use for:
• Creating awareness, buy-in and / or ownership among project
stakeholders (depending on desired outcome)
• Clearly communicating project information and asks
• Provides an opportunity for two way communication
What it is:
• A meeting or series of in person meetings
Stakeholder Kick off Meeting
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20. Agenda:
1. Review project objectives
• Gain agreement with stakeholder
2. Review project timeline
3. Explain expected impact to their group / employees
4. Asks / Feedback
• Make sure they understand their importance to making the change
happen
• Ask for their participation in the stakeholder strategy
Example Kick off Meeting Agenda
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21. Example Stakeholder Asks
Awareness Shared
Understanding
Buy-In Ownership
Knowledge of project and objectives X
Stakeholder Agrees with project objectives X
An understanding of how the change will impact their group X
Awareness of groups policies to which you must adhere X
Knowledge of existing processes that will be impacted X
Introduction to other stakeholders you may have missed X
Knowledge of competing initiatives and “busy times” X
Knowledge of preferred communication channels X
Identification of change champions X X
Awareness of existing materials that can be leveraged by the
project
X
Contribution of resources, budget, etc. X
Stakeholder agrees to send project communications X

22. Use for:
• Creating shared understanding with the team about who we are telling
what, when, how, and why
• Informing stakeholders about how you will communicate with them
going forward & what they can expect
• Execution of the communications plan should create shared
understanding & commitment with stakeholders
What it is:
• The master plan of who you are telling what
• Consists of a communication plan and channel plan
Communications Plan
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23. Communications Plan
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Audience
Sub
Audience
Channel Frequency Purpose
Content
Developer
Sender
Finance
Managers
Status call and email
recap
Weekly
Discuss key accomplishments, upcoming
milestones, issues / risks, and action
items.
John Doe Jane Doe
CFO Update Monthly
Provide credibility to the project and
create awareness and shared
understanding through updates.
John Doe Jane Doe
Leadership Monthly
Calls
Monthly
Continually evangelize work and
highlight project “wins”.
John Doe Jane Doe
End Users Web Portal Weekly Updates
Update on project efforts with links to
supporting detail.
John Doe Jane Doe
Sales
Account
Managers
Status call
And email recap
Weekly
Discuss key accomplishments, upcoming
milestones, issues / risks, and action
items.
John Doe Jane Doe
Account
segmentation and
pipeline meeting
Weekly
Provide visibility into the business impact
of the project. Ask questions as
necessary.
John Doe Jane Doe
Account
Team
Weekly Account
Wins Newsletter
Will submit content
on a bi-weekly
basis
The role-targeted newsletter will
aggregate many messages currently sent
through email and other newsletters
John Doe Jane Doe
Web Portal Weekly Updates
Update on project efforts with links to
supporting detail.
John Doe Jane Doe

24. Communication Channel List
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Weekly Newsletter Web Portal
Audience Content should be directed to weekly newsletter if it is actionable,
timely, and helps the field meet revenue goals or other
commitments.
This is the primary source for all non-actionable messages for the field.
Product updates, contests, and other kinds of useful information.
Content The content is organized by role groups and sent via email as
an imbedded XML document. Based on user-profile, employee
receives weekly newsletter that includes broad information as
well as specific content segmented by role.
weekly newsletter articles should be actionable, clearly stating
what the reader should do and what benefit the action has for
the reader.
Articles may be up to 1,500 characters and must be submitted
in the form of a plain text file (.txt).
ThePortal offers broad information, as well as role-targeted
information.
You may submit content at any time, either as an update to a page
that already exists or you may request a new page be created.
After reviewing: the managing editor or community owners determine
that the content you submitted should be displayed differently than
you indicated on your original submission, you will be notified via
email of those changes prior to the content being published.
Deadline for
submission
Content must be submitted by end of day Wednesday to be
included in the following Monday publication.
N/A
Location of
submission
Web-based form is at the following link: Click here to complete
form
Email content to:
email@email.com
Cadence Weekly On as needed basis: generally expect a 24-48 hour turnaround time to
publication
Review Process Review and editing process conducted by the communication
team and the community owners.
All portal content submissions will go through a review process
conducted by the communication team and the community owners.
Who Owns Communication team:
Specific name
Communication team:
Specific name

25.  Use preferred senders to deliver the communication
 Use multiple voices and channels to communicate
 Honesty is the only policy
 Communicate clearly and predictably
 Answer “why is this change happening” and “what is the risk of not changing”
 Answer “What’s in it for me”
 Don’t have communications come from the project team or project leaders
 Use face to face communication
 Repeat key messages 5-7 times
 Create opportunities for two way communication
 Evaluate the effectiveness of your communications
Communications Checklist
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26. Use for:
• Providing the knowledge stakeholders and users will need to obtain
buy-in or ownership level of adoption
What it is:
• The master plan of what training will be provided, by role and
stakeholder group
Training Plan
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27. Training Options
27 Cost
SizeofAudience
1:1 Training
Office.com
Materials
Fast Track
Materials
Classroom
Training
Videos
Customized for
Solution
In-Context
Training Tools
Webinars
Quick Start
Guides
Written
Instructions

28. Communications Plan
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Audience Sub Audience Training Method Frequency
Finance
Managers
1:1 training One time
In-context training Ongoing
End Users In-context training Ongoing
Sales
Account Managers
Custom Video Ongoing
Classroom training One time
Account
Team
Quick start guides Ongoing
Webinar Offered weekly for four weeks

29. 1. Run a change champion program
2. Strategically manage your stakeholders
3. Use the stakeholders and information from the
change champions to customize the training and
communications plan to the organization
How to Drive End User Adoption
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30. Erica Toelle
me@ericatoelle.com
http://ericatoelle.com
THANK YOU!!
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