New Deployment User Adoption Best Practices

#AribaLIVE
User Adoption for Deployed Customers
Amina Anderson, Director of P2P Operations, McGraw-Hill Education
@aminaanderson
© 2014 Ariba – an SAP company. All rights reserved.
@ariba
Steve Sinnott, Purchasing Operations Manager
Caesars Entertainment Company

Agenda
• Welcome
• Ariba Change Management Overview
• Customer Stories
 McGraw-Hill Education
 Caesars Entertainment
• Best Practice Recommendations
• Closing Remarks and Takeaways
© 2014 Ariba – an SAP company. All rights reserved.2

Ariba Change Management
• Within a system implementation:
 Executing activities related to human performance impacts
 Managing the “people aspects” of new technology and processes
 Providing stakeholders with the knowledge to be successful
 Ensuring users have what they need to embrace a new way of doing their job
 Mitigating risk associated with the project
Identify
Objectives
Identify
Audiences
Plan
Change
Develop
Materials
Execute
Plan
Support,
Analyze &
Evolve

Our Services:
Change Management Planning
• One plan to address the client’s strategic imperatives as they relate to:
♦ spend management
♦ the impacted audience
♦ the key messages to be delivered to these audience members, training details, and how to best
motivate users
• To support a successful Ariba implementation, the plan:
♦ provides support to the project objectives
♦ minimizes the impact of change
♦ reduces the risk of low adoption

Our Services:
Change Management Planning
A Comprehensive CM Plan would include:
Audience Analysis
♦ Audience groupings and overall adoption plan
Internal Communication Plan
♦ Internal communication strategies (method and medium)
♦ Communication message templates and key messages
♦ Communication schedule
Training Plan
♦ Prescribed training material and the training development breakdown, with a description of all planned materials
♦ Training strategy (method and medium), agendas and logistics
♦ Training objectives for all proposed content
Support Plan
♦ Support strategy and support personnel
Motivation Plan
♦ Describe incentives for adoption
Internal Adoption Performance Scorecard
♦ Adoption objectives and metrics

Our Services:
Custom Training Development & Delivery
Train the Trainer (TTT) Materials:
♦ Trainer Checklist
♦ Class Agenda
♦ Class Attendance Sheet
♦ MS PowerPoint Slides with
Trainer Notes
♦ Lab Activity Guides
♦ Class Survey
Instructor-Led Training (ILT) Materials:
♦ Class Agenda
♦ MS PowerPoint Slides
♦ Lab Activity Guides
♦ Class Survey
Quick Reference Guides (QRG):
♦ Step-by-Step Guides for End User Support
Slides and Web Training Scripts:
♦ MS PowerPoint Slides and
MS Word Scripts
Recorded Demonstrations:
♦ On-Demand Recordings of
System Functionality

Agenda
• Welcome
• Ariba Change Management Overview
• Customer Stories
 McGraw-Hill Education
 Caesars Entertainment
• Best Practice Recommendations
• Closing Remarks and Takeaways

Welcome
Amina Anderson
Director of P2P Operations
McGraw-Hill Education
Amina Anderson is the Director of Procure-to-Pay (P2P) Operations at McGraw-Hill Education working within
the Global Sourcing & Procurement (GSP) organization. Amina’s organization is responsible for P2P End
User Support & Training, Supplier Enablement, and enabling additional Spend Categories. On an annual
basis approximately $600Mil in PO spend and $200Mil in non-PO spend is processed through the P2P
tool. Amina joined McGraw-Hill Education in March of 2009. Prior to joining McGraw-Hill Education, she
worked in the pharmaceutical industry for over 10 years. Amina graduated from Lehigh University with a
degree in Industrial Engineering.

McGraw-Hill Education
McGraw-Hill Education partners around the world with students,
educators, administrators and other professionals to deliver engaging,
adaptive and personalized solutions that improve performance and
results. We combine proven, research-based content with the best
emerging digital technologies to guide assessment, teaching and
learning to achieve the best possible outcome for students, instructors
and institutions. McGraw-Hill Education employs more than 6,000
people in 44 countries and publishes in more than 60 languages.

Implementation Background
• Went live with Ariba in 2009 with three categories of spend
totaling $300Mil
• Since then enabled all non-direct spend in Ariba via POs or
non-PO invoices (with few exceptions)
• Over 1k requisitioners
• Over 40k suppliers, 5k PO suppliers

User Adoption Challenges
• Huge Process Change – historically was an
invoice-only environment
• Users did not understand:
 What they needed to do
 When they needed to do it
 Why they needed to do it
• Natural resistance to change

User Adoption Challenges
• Categories with infrequent users
 Mobile devices/plans
 Temporary Resources – most complex category
• New employees
• Enhancement releases
• Suppliers

How did we drive adoption?
• Policy/Compliance
 PO Policy – put in place three years after initial implementation
 Compliance Reports to business unit CFOs
• End-User Support Model
 Super users in the business units
 Supplier support available
 Social Media user community (online training, reference guides, user forum)
 Monthly training sessions (refresher, new employees)
 User help desk

Ongoing Adoption Challenges
• 2012: Company implemented new ERP system
 Replaced Lawson with Oracle
 Implemented a new Ariba realm – involve major PO conversion effort,
user/supplier communications, etc.
• 2013: MHE sold to private equity company
 Logical accounting separation – updating of all open MHE POs
• 2014: All systems physically separated between MHF and MHE
 MHF getting new Ariba realm

Welcome
Steve Sinnott, Purchasing Operations Manager
Stephen Sinnott joined Caesars Entertainment in 2012 as Process & Compliance Coordinator where he has
worked to develop end-to-end Procurement policies, processes, and procedures. While at Caesars, Stephen
served as Project Manager for the implementation of Ariba P2P for multiple categories, including FF&E,
Facilities, and most recently, Design & Construction. In addition he designed and implemented Caesars
Instance of the Ariba SIM Module which is used to manage the Caesars Vendor Setup & Supplier
On-boarding Process. He frequently consults on various Planning, Sourcing, Contracting, Purchasing,
Accounts Payable, and Project Management processes. Stephen also worked to design, implement, and
maintain the Caesars Sourcing Pipeline Tool which calculates Strategic Sourcing’s EBITDA & CASH impact
for Caesars Entertainment.

• 52 Business Units across the United States
 39 Properties
 3 Tribal Properties
 13 Corporate Business Units
• Approximately $2B Addressable Annual Spend
 $.8B Managed through existing purchasing system
 $1.2B Spend outside of any purchasing system
• Spend Breakdown
 4 Portfolios
 20+ Categories
Overview
16 © 2014 Ariba – an SAP company. All rights reserved.

• Lay a Strong Foundation
 Know the Goal
 Define Your “Pillars”
 Align Resources
• Build the Core
 Drive Efficiency through Technology
 Solidify Operating Procedures
 Measure Operational Health
• Set Your Capstone
 Drive Compliance
 Capture Value Creation/Savings
Building a Cathedral

• A Clearly Defined Goal and Approach
• Credibility
• Prescriptive, Clear, Comprehensible Communication
• Creative Influence Tactics
• Lateral Alignment
• Leadership Support
The Change Agent’s Tool Box

- - - Predefine Key Principles to Build on - - -
Define Key Procedural Principles
Define Roles & Responsibilities
Define Measures of Success
- - - Partner With Stakeholders To Implement - - -Align With Management
Identify & Invest In Power Users
Communicate, Train, Support, Then Communicate More
Lay a Strong Foundation

.
.
• Use Technology to enhance the User Experience
 Reduce “Touches” – Automate whenever possible to minimize
FTE requirement
 Drive Efficient Behaviors
• Clearly define SOP for manual steps
 Clearly define processes when automation is not possible
 Document processes and make them easy to find
 Encourage best practice sharing amongst user base
• Measure Operational Health
 Identify trend to predict challenges
 Assess metrics to uncover desirable behaviors and opportunities
for improvement
--Communication Is Key--
Build Your Core

Institute Financial
Controls
Upfront Approval
Auditable Workflow
Compliance
Compliance to Category Strategy
Contract Compliance
Capture
Transactional
Savings
Clear EBITDA & CASH Impact
Demonstrate value through financial impact
Set Your Capstone

Best Practice Suggestions
• Identify your stakeholders early
♦ Who they are
♦ How they are affected by the change
♦ What do they need to know?
• Support change with policy, and communicate the new policy as
clearly as possible
• Leverage multiple communication channels to facilitate user
awareness and understanding of the change
• Ensure effective training to ensure new user skill and knowledge

Best Practice Suggestions
• Create a support plan that addresses post Go-Live scenarios
 New employees
 Questions on policy vs. questions on system
 Post-training refresher
 Power users
• Revisit metrics identified during pre-Go Live planning to assess and
adjust adoption strategy as needed

Closing Remarks
• High-end user adoption and success can be achieved with proper
planning and flexibility
• Partner with the Ariba Change Management team for adoption
strategy planning and support

New Deployment User Adoption Best Practices

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