51ºÚÁϲ»´òìÈ

Transcript

Hey everybody, it’s Cynthia Boone, your on-demand work front CSM again, and I am back with another Expert Insights video. This time we have a customer just like you, Jamie Davidson from Cognizant. And she joined one of our scale events at the end of last year and presented her experience, her recommendations, and her learnings from implementing adoption surveys. Since not everybody was able to attend, we’ve taken that recording and put it apart of our Expert Insights. But her ideas are golden. So let’s give it a listen, shall we? Great, yes, thank you so much for having me. I’m really excited to talk through my journey with you all and share what I’ve done with the adoption survey and the things that came out of it. So my name is Jamie. I work for Cognizant. I’ve been here for just over two years. I’ve worked in other project management platforms before, but never worked in work front when I came over here. So I’ve been doing a lot of self-learning. I do all the webinars I can to learn different things. And I’ve worked with Danielle a lot, who’s been amazing, to help me get to where I am today. So I’m excited to share this with you. Great. So I wanted to go through first, before I showed you any survey things, to show you our story and our value and why we use work front. I feel like that’s really important for you to know about your company before you really start diving in to do any of these initiatives. So then I’ll go through the survey questions, my strategy, the analysis and the outcome that we have from it and some final thoughts. Great. So you can go to the next slide here. Yep. So why we use work front. So we’re a global marketing team with numerous towers and we use it to deliver campaign briefs by submitting work requests to different teams. A majority of our projects created in work front are from intake submissions. And that’s where we store all our assets, communication, track project timeline and track our resource hours. So what value does it bring to us? So because we use it for all project management across our marketing towers, timelines are really important to us. We wanted to work to reduce project timeline, save us resource hours and also helps keep us on schedule. We have insight on our team’s project volume and understanding the resources we have or the resources we need for future hiring needs. We have visibility into project progression to stay on task. Report is a big one for us. We report for numerous personas in work front so it could be really high level from project volume and resourcing to team level where you get the details of who we’re servicing regionally, the service lines we’ve been working with and what channels we’re using. So we have a lot of different types of reporting. So what to overcome. This was, this is kind of how the survey started here. So there are some hurdles, you know, with being a large organization with multiple users. We definitely had our obstacles. First and foremost, I was new to the company at the time and I was learning both the company structure and the work front at the same time. So it took time to really build trust between the super users and admins. My recommendations weren’t always trusted, although you’ll see from the survey data that backed up some of my recommendations and things we were able to move forward with. So that was a huge win.

As I mentioned, we have multiple departments within our marketing group and we all onboarded differently and at separate times. So we all had our own processes which built silos in our processes. And we don’t do a lot of project sharing across teams, but project sharing within our teams and the processes we have are very dialed in. We just don’t have it integrated with other teams. And then, as you can imagine, this makes it really hard to align initiatives where we’re integrated and there was no view on every single project that touched one initiative. So there was lack of visibility across teams, which was causing duplicative tasks and also creating really frustrated work front users who wanted to see insight on their requests, where their requests went, the timing of when it would be converted into a project and they’d received their assets. And then any new team who joined work front wanted a request form. So we built this instance with like five plus intake forms and sometimes all five are required to deliver one campaign. So it became a lot. Definitely intake form fatigue. And I’m still getting new teams that want to join now and like, oh, you could do intake forms. I want to do that. So there’s definitely intake form fatigue. And then probably most importantly for us, not all departments within our global marketing team have the executive support backing them. This is due to historical reasons and how it was originally rolled out, which was before my time. So just trying to tackle, kind of go back and build that trust with the executives from here. But, you know, due to these hurdles, we had users that were frustrated with work front. There were inconsistencies, multiple processes, multiple forms, and we did not seem aligned as a marketing department. So as a global system admin, I really cared about that. You know, my job was to come in and manage the platform and make sure everybody was using it in the best way possible. And we were working together. So that’s where I wanted to hear from the users. I wanted to know what was working for them, what was making them frustrated. I wanted to identify ways I can help enhance their experience. And then as whenever you do a survey, you know, you really sometimes people just want to be heard and that is their happiness. So they filled out the survey. They know you’re listening and they’re like, that’s great. Like nothing else needs to happen. I just wanted to tell you. And then we also got some great data to conquer as a group admin to set priorities. So some people had really great ideas. There were some common themes, which I’ll show you once I get to our priorities. But overall, I believe it went well. So, yeah, let’s get into the survey questions and strategy. I didn’t want to make this a daunting task for the users and I wanted their honest feedback. So we made the survey anonymous unless the other right otherwise requested, you know, they raised their hand. They said they wanted to be reached out. So to make it digestible, we kept it under 20 questions and per group. And I broke it down by user access and license type. So we had general questions for everybody. And then we tailored the other questions based on their access level.

So you could see here the different types of groups. So general questions were for everybody. And then once after the general questions, they had a question like, what do you do in work front? And then they were I was able to tailor their experience based on their their access. There’s that and then survey analysis. So we ended up with a response rate of 23 percent, which was 180 responses. So it might sound low to you, but I thought this was really great. I was excited to receive this my results. And honestly, that much data gave us the data that I needed. I there was definitely some common themes that came from it. I made it obvious where we can improve and build some priorities. So, you know, I also just because I’m showing you guys this about surveys, I want to let you know when you’re evaluating survey results, it’s really important to keep in mind the depth of the feedback. So if a person is frustrated about one thing, it may need to be dressed individually and not by the greater priorities of your governance group. So it is because one person says it doesn’t mean it’s a problem, like a system wide problem. It’s probably could be a one off problem for them that needs to be tackled. So for us, these are the four priorities that came from the survey. I these were some that I knew mostly the communication part really surprised me. But, you know, the visibility and collaboration, because we had our own processes and we were very siloed, I knew this would be an issue, but I didn’t know how to fix it. So the survey results really helped us with that. A quick win was to build visibility reports and share them with teams. So when somebody submitted a request, they could track it at that point and say, OK, did they get it? Is it is it converted? When’s the project timeline? When am I supposed to get my assets? So that was a huge win for us. Future state would really love to condense these intake forms and create an integrated form where work is similar. We want to share the same portfolio structure for all intake forms to give teams and leaders the visibility into projects and their timelines. Because right now we don’t everyone has their separate projects and they all work separately. So we don’t have a report that currently pulls in. OK, we have 10 projects that support this one campaign. We can’t see that stuff right now. But to make this successful, I was very well aware that we needed to optimize our process outside of Workfront and then bring it into Workfront and and build it there to support the process. So it’s future state because that’s where we’re working on right now. And then the education, I could tell this didn’t surprise me too much, but just the different feedback surprised me. So, you know, they wanted education of all levels. Some were like, I need to help navigating my tasks. How do I know my priorities? How do I track projects? And then there are super users who are like, I want to know more about features. I want to be updated on the new releases and the updates and learn about the proofing tool. So although I had a lot of internal resources, plus experience league is a really great tool. People weren’t proactively seeking that information out. So it was my job to find a way to say, OK, they’re not the resources are there, but I’m not doing a good job communicating them to the group, the greater group, user group of Workfront. So how can I do that without overloading them? So there’s a few different resources I have that I’ll show you later in this project and what I’m doing to communicate it out for them. But future state, we’ve talked with Workfront before about scheduling lunch and learns on specific topics and inviting people. Whoever wanted to show up could we could record it and send it later and use it as a resource for future trainings. And then each group had an office hours for their team. So I thought maybe there might be a need for an all user office hours. So those are all future state. And then leadership support. So again, this was a big one for us. We do have some support, but not all support. So how do I take those groups that don’t have support and share the successes that they’ve had in Workfront and show them, hey, your team’s been using Workfront and they’re managing all these projects. But because it’s not a priority to you, it’s not a priority to some of the users. And so they’re not really able to get the value that they’re trying to get at a Workfront. So some of my survey questions for them were, you know, having them stack rank their priorities in Workfront, which was great because they don’t know they’re not familiar with Workfront. They don’t know what you can do in Workfront. So now I’m spoon feeding. These are the top five priorities that you could be doing in Workfront. How would you stack rank them? So getting that information was really helpful for me to move forward with the admins. And then lastly, communication. So, you know, as you know, people prefer different communication channels. A lot of people, I was surprised to see a majority preferred online learning webinars hosted by 51ºÚÁϲ»´òìÈ at their own learning pace. Others wanted information emailed from their admins. Some liked Workfront tasks. Others liked office hours. So it was all over the place. This is a huge eye opener for me because I spent so much time building all these internal resources and sharing them whenever possible in any application that we can. But then, you know, I learned that I need more structure and a communicating plan around it. So I created different channels, which again, I’ll show you under the results and outcomes and show you what I did to to build easy, quick, quick links for people to access and then future state of how I plan to get this information out to people. That was kind of a lot on that side, but hopefully that was helpful. No, like I have a bunch of notes. I’m sure everyone else is like, I can’t wait to start asking questions. So you go.

Great. So under the results and outcomes, these are ways that I was able to share some of the data with the team members. So I have a SharePoint page dedicated to just add ins. I have an internal web page for all employees. And then I have a Word doc with my center of excellence on it. So someone on this call created the Word doc. And so thank you. I was able to use that as a base and a template for this. So I was basically able to share. I love consistency. I have a marketing background. I love it. So I have, you know, basically this looks exactly the same across all three documents. And so the reason the SharePoint page is separate and only available to admins is because it’s connected to our team’s channel. So I wanted to keep that a private space for my for my governance group, which is all, you know, system group admins and leaders.

And then. Yes, I think so. Yeah, that’s the result. And Kimberly had a really quick question. How many sources are on your team to help manage all of this? That’s a really great question. So we have our governance group is about six to eight people.

Maybe maybe less sometimes throughout the year, just because of the people leave and things like that. Honestly, me, I’m the only one managing this page right now. That’s also one of the outcomes of the survey I haven’t talked about yet. And a reason I needed Danielle from Workfront to help me, which has been amazing. So the governance group hasn’t really been a body of people who are proactive and and community based. They’ve always and this is historical. You know, I came in and a lot of it is, you know, I take a lot of this on myself. I try and get the admins to help with things around, you know, some audits and things in the system, but they’re just so busy. So it’s one of my hurdles and future state of, you know, how do I create a community focus? I did, you know, start with my governance meetings, but I’m sorry. All that to say right now, this is me managing all three separate things.

I figured a lot of us are like that, so, yeah, you’re not alone. Okay. Visibility reports.

Right. Yes. So visibility reports. I know this is really tiny. I’m not expecting you to read it. I just wanted you to have a visual. So this was one of the quick wins of, you know, a team saying we have projects. We’re not going to share our projects with everybody. But then we have the requesters who are like, well, how do I know where my request is at? So this is a quick win with visibility. So I was able to create reports that show the requester, you know, what if the request is in the pipeline, if it hasn’t been converted yet, if it was converted in an active project and what the timeline is, and then to view all completed projects. So this was actually a win win for both the requester and the marketing group who own the projects because the requesters were able to look at this and say, oh, my gosh, that’s how many completed projects you’ve done for us already. And I think it really helped hold some clout to the team that was managing these projects to say, yes, we’ve been busy. And at the same time for the requesters, they’re able to see where their current requests were in the process to get an idea on timeline and when they’d receive assets.

So it was a big win for us.

I love that. And just like a follow up to that is like a lot of times when you’re a system admin, even when you’re working, it’s like, hey, I’m working really hard. And then there’s sort of a black box and nobody knows. This is a huge, I know it seems like an effort. So if anyone’s on this call like, oh, gosh, it’s a lot. It is totally worth it to build these things out so people can know how hard everyone’s working and how hard you’re working. OK, that’s all I wanted to say. Yes. OK, so here’s an example of a leadership report. So the teams that do have the executive backing, these reports are all created for those executives. So these are just reports that we have that we show some of it’s for executives, some of it’s for team. And these are reports are able to share with those teams that don’t have executive reports or support. We can say, hey, why don’t you mimic these reports? So at least you have a dashboard so you can share it with your executive team members. So we have these we have these reports for them and trying again to create that governance group of community sharing. We’re like, yeah, here’s all of our reports. Like who what ones do you like? We can help you create one for your team. And so we’re able to show us. So this one is for our campaign managers managing their workload. This is how many projects they’ve had per month to show the progression over time of. Yes, this is how the sound might we’re using utilizing my team and how many projects they have on their plate at one time.

That quick question on the document.

Oh, is that you, Danielle? Yes. So if there’s templates. Yeah. If there’s templates that I can even put in a Word document to share with everybody, I would I would love that. I think everyone would love that. So it’s not a template, but I’ve built some things out to help. I am a big proponent of the SharePoint site. So, Cynthia, I can send you some notes and helpful things. That’d be great. And then I will put it in. So everybody on the call, what I’ll do is I’ll take what yet and I’ll just put like some template stuff and then you can hopefully copy and paste. We will do that and you’ll get it this week. OK, great. OK, great.

Here’s some examples of project progression reports. So again, these all existed. So this is just to show either what percent complete or phase the project is in on the left. Again, it’s small, but there’s my team was tracking how many projects came in with a normal path and how many projects came in that were asked to be rushed. And so they’re able to track that. Then there’s some on the right. These are just different project progression type. The one on the bottom is tracking by parent task. I don’t I didn’t use my this is one of my reports. I didn’t use milestones on this report, but I I do organize my templates with the parent task and child. And so as I go through onboarding a new vendor, I wanted to track, OK, like we’re done with the discovery phase. We’re done with the you know, I submitted everything I needed to procurement. Now, where are they at? And so this is helping me track the percent complete and each of the parent tasks and the parent tasks are those teams like procurement, legal.

And so that helped me kind of view I can click into those projects and see, oh, wait, what is what is stopped? Like keeping this project from progressing and I can go back to the to the parent group tasks and see, OK, this is where we’re being held up.

Really love I got just again that normal versus speed, like just just that picture of like how almost like it’s almost equal. I know it’s not exactly equal, but the giant number of speed like that communicates a message of.

Hey, maybe we need to figure some stuff out, OK, and we need to do some better pre planning, so we’re not rushed to all these projects. I mean, you know, some rush will come in, but you’re right, that’s a really big it should be a smaller slice of that pie. Yeah. Yeah. And that that other slice was no data. So just so you guys know, there wasn’t anything else we were tracking. We just have data on that. OK, so training tasks. There’s so many great resources and experience league. I was finding myself creating my own videos and I’m like, why am I doing this? Why am I creating my own decks and videos like everything is right here in experience league. So how do I take the data from experience league and spoon feed it to the people? So now I’ve created this as a example snapshot from a slide that I created. So when any team is onboarding, I send them the slide that’s like, OK, here’s all you need to look through these videos before I even talk to you about how to use the system. Again, I can’t get them to watch the videos, but I sent them the resources and sometimes I’ll go back and be like, you just need to go back and read the like, watch those videos. So so this is a PowerPoint slide. It’s a word document. And we have a work front project. I’m sorry. This is my work front project, not my slide. This is a work front project with the parent task again being the topic and then different videos. OK, here’s how you work for an overview. Here’s how to navigate the bar, your home page menu and things like that. So just depending again, trying to trying to help every different learning style. A lot of people here prefer PowerPoint for some reason. So I’d love them to start using work front because if they start using work front, they’ll start to understand how to work a project and manage tasks. So hopefully one day we’ll get there. But. It’s my weight loss. Is there any questions regarding this? I saw some people that. Yeah. OK. Like. Yeah. And I mean, y’all know that on Wednesday I’m going to be talking about the same thing. So if you’re not already doing this kind of thing, you know, we talk about it. So you could stay. Sorry. Stay on that one side because I’ll pass it to Danielle. But just final thoughts for me. You know, I really gained a lot of great knowledge of what our users were experiencing when using the platforms, because, you know, when some people could be quiet but frustrated on the inside and never share it. So a survey really gives them that outlet to share while staying anonymous. And they’re like, oh, I’m just so glad I got to tell somebody. So that’s really great. And then, you know, we’re still working through some of the ideas that came through the survey. We still have a ways to go. I did the survey, you know, early last year and there’s only some things I was able to roll out so far. And then the big stuff I’m hoping to roll out in Q1 next year.

And so I’ve you know, with that, there’s some things in the appendix I didn’t really talk about. But, you know, there’s a welcome email. I wanted to do a quarterly newsletter from the platform.

Survey questions, the survey summary. So there’s a lot of good stuff in the appendix that, you know, screenshots of things that I’ve done that might help you when you go do your survey, especially a thank you email that was like, thank you for taking the time to fill it out. Here’s the priorities I heard from the survey and here’s what we’re doing to move forward with it. And we’ll be we’ll stay in touch. So hopefully some good resources for you guys. So we didn’t I mean, we have a bunch of people on this call. We didn’t talk about this. So do I get to share this deck with like actually get to share the deck? Yes. Yes. I built it so we can I can share it with you all. And if anybody you know, these are all PDFs or you can there’s some things in the appendix you can use. I also have a PDF of like my whole strategy of like my questions, my timelines, my emails of my one, two and three emails of reminding them to take them. So that’s a PDF. So you’ll have to rewrite it on your own or maybe contact me individually. I can send you the word doc. But yes, I have some resources. Yeah. If you don’t mind, this is amazing. We got it. We got an Oprah gift.

Exciting. You get a presentation. You get a present. You get one. OK. All right. This is amazing. OK. So, I know, Daniel, let me I’m going to you got some stuff and then we’re going to let’s let’s dive in. I know I’m not the only one with a bunch of questions and comments. OK, so next slide. Yeah. Yes. I just wanted to leave everybody with some work front customers. Oh, sorry. That one. OK. I just wanted to leave everybody with some work front customer success best practices. Everything in this presentation is really going to help you quickly launch an adoption survey. Any time I do a customer success engagement, I love adoption surveys. I I’m a big fan of them. I really encourage you all to take that thousand foot view that Jamie took and just see why are we using work front? What am I trying to accomplish in twenty twenty four and beyond? And what do I need to learn from my users? So I usually like to take this in four separate buckets, making sure to measure your results. So you build the survey, you send it out, you’re measuring the results. Jamie made a lot of really good graphs and she made a lot of really good. Just it made it very clear what they needed support with. And then she was able to assign her top priorities because a big problem we were trying to solve is, you know, Jamie had a thousand priorities, as every system admin does, and she needed to know what she had to knock out quickly and what we could do fast.

Then we reviewed the we reviewed the information together and she reviewed it with all of her group admins. She came up with a fantastic plan that you all saw today on, you know, really how to take down those responses and take down that feedback and get some things done really quickly to improve adoption.

The execute section, there’s a lot of different ways that you could do this. I know I’m going fast, but I want to get to questions. There’s a lot of different ways that you could do this. So you can share out with everybody like Jamie did. These are my top priorities. This is when you can kind of expect it to get done. I’ve even some I’m going to drop boards in here. I’ve even seen some people make a board off of their adoption survey. So this was all of the feedback. I’m going to categorize it. I’m going to share it out with people so they can see kind of when you can expect it to be done. Some people make a request out of it. So there’s a lot of great things you can do with the feedback after you actually get it. And then we kind of break four things to think about before you send an adoption survey. Like I said, take that thousand foot view. What are you trying to solve? What are things that you already know? And what are you trying to learn for? What are you trying to learn? What is the structure of your survey? Jamie is going to set out that PDF of what her questions look like. It’s fantastic. I’ve seen it, but really trying to make it as simple as possible. That’s usually the advice that I give. And I really liked how she broke it out into, you know, you’re a group admin. You get this survey. You’re a user. You get this survey. I need to learn different things from different people.

As far as frequency, I know that it can be a lot to send a survey every six months. That’s frequent. So we usually stick months if you’re feeling very ambitious. I think 12 is good. Some people will send. I have like my super users that I know will give a lot of great feedback. I send it to them a little bit more frequently. But as far as a full company survey, I think 12 months is fantastic.

We love incentives at Workfront. I know Cynthia talks about them a lot, but some people will do, you know, as many like the people with the most team or the team with the most people. I’m sorry, it’s early for me to the team with the most people that sends in their survey. They get a gift card or something like everybody gets like an Uber Eats gift card. So there is a lot of great things that you could do with incentives. I also encourage you to not be discouraged. So if you send it to a thousand people and 200 people respond, that’s not abnormal. It’s still a company survey. But you got 200 pieces of fantastic data back and people are more likely to say things that they’re struggling with versus Workfront is great.

So, you know, I went fast, but I will be here for the last 20 minutes for questions with Jamie.

So the first question I have, I bet a lot of people have this question is what I know that people have used Workfront to deliver these surveys. But what systems, you know, Jamie, what did you use? Did you use like Survey Monkey? What did you use to actually send the survey questions? So I went through our analytics team at Cognizant and they had a system that they used. So it wasn’t Survey Monkey or anything. I did think about using it in Workfront, but because of our intake form fatigue, I didn’t want I didn’t want them going there for it. But but I do think, you know, you get a lot of good data and like reporting at a Workfront if you use Workfront. So I do encourage you if Workfront is a good system for your for your group, I think you should figure out how to way to build a survey in Workfront. But yeah, we used an outside company through the analytics team.

I love that idea. I wrote down so many things like that, like sort of extra bonuses of what you can do with the survey, because you were talking about executive relationships. You were talking about like generally, you know, this is how relationships matter and building a community and all that like doing an adoption survey. Yes, you want to get information back, but you’re going to have all these looks like sounds like a lot of new relationships. And if you can find a department within your org that also does surveys, guess what? They’re going to be like, well, what is Workfront? Like it’s going to inspire sort of another conversation, potentially like more interest in Workfront. So I love the idea of going within a team and SharePoint. You know what? SharePoint does great surveys. I totally forgot you could do a form. Sorry. Oh, yeah. Oh, no, sorry. I see someone has done surveys before, which is really great. Quarterly surveys. That’s amazing. Yeah, I was going to say some people. So the user group, the audience I went after were people who were active users, meaning they’ve logged in in the last six months. So I pulled a list from Workfront saying, OK, who’s active? Who should I reach out to? And then there are some users, you know, a lot of them only like probably half our instance only has access to make requests. And so some of them, to your point, they were like, is this a spam email? Like, am I supposed to be responding to this? Like, I don’t know what Workfront is. And so, yeah, I did bring some awareness to teams, which was good. I love that. So is there a. Such an inspiring success story. Jamie, thank you so much for sharing this presentation with other customers. Your best practices, your insights are so helpful. I learned so much that I can’t wait to share with other work fronters here at 51ºÚÁϲ»´òìÈ. And Danielle, thank you for sharing your customer best practices as well. I think this is super helpful for everyone. As promised, Jamie’s presentation and other resources are attached to this experience.

I’ll also say that I would love and hopefully we’ll see everyone at a live event soon. Bye, everyone.