User Training Management

UTM

The User Training Management (UTM) capability is the ability to provide training that will improve user proficiency in the use of business applications and other IT-supported services.

Structure

UTM is made up of the following Categories and CBBs. Maturity and Planning are described at both the CC and the CBB level.

ADevelopment of Training Methodology

Defines the resources, and the mechanisms or methods for developing and delivering training content.

A1Training Resources: Identify resources, including people, processes, and systems that are necessary to meet current and future training requirements.
A2Delivery Methods: Identify and employ the training delivery methods that are most likely to achieve the desired levels of user proficiency (for example, face-to-face learning, web-based learning, self-paced learning).
A3Training Material Development: Adopt a methodology for developing training content that will meet the requirements of the users and fit the training delivery methods.

BTraining Impact Assessment

Looks at the impact of training on user proficiency and productivity levels.

B1Impact of Training on User Proficiency and Productivity: Evaluate the impact of training on user proficiency and productivity levels.

Overview

Goal

The User Training Management (UTM) capability aims to ensure that users acquire the skills they need to use business applications and other IT-supported services effectively.

Objectives

An effective User Training Management (UTM) capability aims to:

Enhance the organization's efficiency and productivity by ensuring users receive the training they need to use business applications and other IT-supported services.
Reduce disruption to the organization's operations due to retraining or upskilling when business applications and other IT-supported services are deployed or upgraded.
Improve user satisfactions levels with business applications and other IT-supported services.
Reduce user support costs in, for example, helpdesk and related areas.

Value

The User Training Management (UTM) capability ensures that users are proficient and productive in their use of business applications and other IT-supported services.

Relevance

Effective user training is key to the successful implementation and use of IT-supported services. Users must be adequately trained and educated in the use of new software and IT systems if the expected return on IT investments is to be realized. However, user training is often poorly executed, with the result that the IT function receives many unanticipated requests for support whenever new systems or upgrades are rolled out.

By developing an effective User Training Management (UTM) capability, an organization can deliver appropriate training and support content, and is able to improve user proficiency in the use of business applications and other IT-supported systems.

Scope

Definition

The User Training Management (UTM) capability is the ability to provide training that will improve user proficiency in the use of business applications and other IT-supported services.

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for UTM at each level of maturity.

2Basic

Practice
Undertake assessments of user training needs within the IT function.
Outcomes
- Strengths and weaknesses in proficiency levels are known for the IT function.
- This forms a basis for action, and generates a baseline to measure the effect of improvement actions.
Metric
Percentage of users within the IT function who have had their training needs assessed.
Practice
Develop user training content for a targeted number of key business applications and other IT-supported services to increase user proficiency levels.
Outcomes
- Limited resources can be targeted on improving user productivity on key applications.
- Early successes can generate the business case for additional resources.
Metric
Percentage of prioritized business applications for which user training content is developed.
Practice
Deliver training using resources available internally within the IT function — for example, more experienced employees train the less experienced employees.
Outcome
Basic training needs are met using cost-effective internal resources.
Metric
Percentage of employees qualified as trainers.
Practice
Provide a training schedule with a repeating cycle.
Outcome
Training demand can be aggregated, and users that require training can plan in advance when to take training, minimizing disruption to their normal responsibilities.
Metric
Percentage of users satisfied with training availability.
Practice
Assess user satisfaction with the quality of training provided.
Outcome
There is better understanding of where the training needs to be improved.
Metric
Percentage of users who feel that the training met their needs.

3Intermediate

Practices
- Develop a standardized approach for evaluating training delivery methods.
- Consider factors such as cost, speed of delivery, and access.
Outcome
Economies of scale and scope can be identified.
Metric
Availability of cost breakdown by training delivery method.
Practices
- Identify appropriate authors for developing bespoke training material for the organization's needs.
- Take input from other business units into consideration during training development.
Outcome
Responsibility for the development of training material is in place, resulting in improved quality and relevance of training material/content.
Metrics
- Number of individuals from within the IT function who have responsibility for developing training material.
- Number of individuals from other business units who provide input into the development of training material.
Practice
Apply standardized approaches to assess the quality and relevance of current training offerings for the user.
Outcome
The fitness-for-purpose of current training is consistently considered and improvements can be planned.
Metric
Percentage of users who are satisfied with the breadth and depth of the training catalogue.
Practice
Apply standardized approaches to assess users in their work environments against desired training outcomes (such as speed or productivity) before and after training.
Outcome
The impact of the training can be objectively expressed.
Metric
Percentage of persons trained who have been assessed before and after training.

4Advanced

Practice
Undertake employee proficiency assessments organization-wide.
Outcome
Training delivery can be prioritized according to the greatest organizational needs.
Metric
Percentage of employees across the organization who have had their proficiency levels assessed.
Practice
Introduce more flexible approaches to how training is delivered, and how the content is provided/accessed.
Outcome
Increased flexibility results in greater uptake of training across the organization and training better matches the users' demands.
Metric
Percentage of users who are satisfied with training availability.
Practice
Allocate responsibility for the development of training to a cross-organizational training group.
Outcome
The quality and relevance of the training are improved by taking the perspectives of multiple stakeholders into consideration.
Metric
Percentage of relevant business units participating.

5Optimized

Practice
Continually assess proficiency levels using inputs from job roles, skill profiles, and job families.
Outcome
Current and future training programmes can be broken down by user job type, position, previous training, and business unit requirements.
Metric
Percentage of employees who have had proficiency levels assessed using input from job roles, skill profiles, and job families.
Practice
Capture input from across the business ecosystem in relation to the continual improvement of training delivery.
Outcome
The quality and relevance of the training increase, as training benefits from more diverse inputs.
Metric
Diversity of channels/stakeholders offering input to training

Reference

History

This capability was introduced in Revision 16 as a new critical capability.