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Workfront Adoption Blog

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Adoption Resources and Action Items

adoption_obstacles_wheel01.pngBy 2022, it is estimated that 83% of Enterprise workloads will be in the cloud. This site serves to help you achieve adoption success by identifying common obstacles organizations face and providing action items and resources to overcome these obstacles.


The goal is to help you be successful with addressing adoption and suggesting simple and repeatable solutions for your organization including front-end users up through C-Level executives.

This web page is a living resource that will be updated periodically based on the recommendations gathered from Workfront team and customers. Check back often to see the latest adoption tips.

 
 
 
 
 
 

Advocacy

There is no internal champion promoting Workfront or the value it brings.

Indicators:

  • There is not a go-to person for all things Workfront.
  • Workfront is not a part of casual conversations.adoption_obstacles_wheel_why1.png
  • Workfront is infrequently or never referred to in corporate communication.

Best Next Actions:

  • Establish a clear definition of what a champion is and does (Champion Toolkit)
  • Identify champions in your organization, develop clear lines of communication, and keep them involved
  • Have consideration for the champion’s day-to-day bandwidth
  • Implement an executive mandate that supports the champions
  • Increased level of buy-off and intentional communication from internal leadership and communication team

Resources: 

Champion Kit

Managing Change Across the Enterprise: How Deloitte Conquered Work Chaos

 

 

 

Attitude

adoption_obstacles_wheel_attitude.png

Individuals have a negative feeling about change.

Indicators:

  • Team members are hesitant to use Workfront.
  • Team members complain that they are required to use Workfront.
  • Team members do not actively participate in Workfront-related initiatives.

Best Next Actions:

  • Clearly communicate to users not only the business benefit of the new platform and what is changing but, most importantly, what is NOT changing. People’s negative attitude to change is often driven be a perception that ‘the sky is falling’. Reassurance that this is not the case helps enormously here.
  • Finding out the ‘why’ behind people’s negative attitudes. Often this is driven by a misunderstanding of the change that is taking place. Being able to listen to these concerns and address them is vital.
  • Request one-on-one feedback from detractors to determine if they have actual issues to be addressed or are simply caught up in a culture of negativity.

Tips From Customers:

  • “Executive buy-in as well as middle management reinforcement.”
  • “We drew a line in the sand and also showed them the benefit of reporting from the info. We also are consistent in making staff use it.”
  • “Important to have leadership be on board to help push other groups to be willing to take part in workfront.”
  • “No matter how hard you try to make the rollout seamless, easy, etc. there are going to be people who are going to naysay the implementation. Being patient and calm, while listening to the gripes will help lessen the "hill of pain" that one experiences. Eventually, even the most stalwart opponents will see the value of the solution.”
  • “Clearly communicate to users not only the business benefit of the new platform and what is changing but, most importantly, what is NOT changing. People’s negative attitude to change is often driven be a perception that ‘the sky is falling’. Reassurance that this is not the case helps enormously here.”
  • “Once Workfront are finished and ready to handoff, ensure that there is a team or person within the company dedicated to the system”.
  • “Trying to point the new users to the WF community, to help solve concerns/issues, have a WF Governance model in place. WF open hours where system admins and group admins can help answer any questions.”
  • “Give each team a voice.”
  • “Manage expectations, identify blockers early and engage stakeholders throughout the process.”
  • “Plenty of functional demos and explanations of the day to day benefits of using Workfront.”
  • “Engage the entire organisation BEFORE starting the implementation.”
  • “Ensure senior management buy-in from the start.”
  • “Onboarding sessions for new joiners.”
  • “Make it clear what you are trying to achieve and why - being sure to include the benefits!”
  • “Make it clear to everyone involved what they gain by the implementation.”
  • “Conduct a “Where were we X months ago?” review to highlight the change and value Workfront brings to the organisation.”
  • “Start small and roll-out slowly. Plan to spend individualized one-on-one time with new users. Expect (and plan for) resistance to change.”
  • “If management does not request data from Workfront, employees won’t see the need to update Workfront.”
  • “Give praise regularly, and don’t stop advocating the processes put in place for success in the system.”

Resources:

Adopting Your Newer, Better Way of Getting Things Done

 

 

 

Complexity

Workfront is not configured in a way that allows users to work most effectively.

Indicators:

  • The system administrator is bombarded with redundant questions.adoption_obstacles_wheel_complexity.png
  • Team members express that it takes too long to find what they need or they cannot find it all.
  • Tasks/issues are left unfinished.

Best Next Actions:

  • Create an end-user focus group (group of peer representatives) to address simplifying both workflow and system configurations/modifications.
  • Start slowly. Don't try to overcomplicate the processes or the system at the beginning. Grow into the advanced ways of working in Workfront.
  • Build frequent process reviews into the governance cycle. As part of this, look to break down complex processes into several simple processes.
  • Don’t try and change too much at once - focus on improvements rather than ‘big bangs’.
  • Make sure users are clear about where to go for answers to their questions - having a FAQ web site or a dedicated Workfront champion will ensure that their queries are easily addressed.
  • Include a feedback loop to allow users to ask questions - these can then be used as the basis of an FAQ document.
  • Keep your templates succinct. Focus on the overall activities and deliverables rather than having a never-ending checklist of tasks.
  • Start small - have Workfront dedicated to the simple, repeatable tasks that your organisation performs. Then, once people are comfortable with these, start to introduce more complex work.

Tips From Customers:

  • “Be willing to Train all employees in small groups to help facilitate their role in each project.”
  • “The key to implementation is having your process dialed in. A system will not fix a broken process. After many user design sessions and trainings the users now understand how the system supports their work in a more efficient manner.”
  • “Improve user experience to make it easier for occasional users.”
  • “Take ample time to ensure you the right process, which is understood and agreed before starting to use Workfront.”
  • “Take it slowly! Learn one process before trying to get the entire company to adopt it!”
  • “Crowdsource your obstacles and issues.”
  • “Prepare and revise your processes before starting the implementation.”

 

 

 

The Why

Teams do not understand how Workfront supports the overall vision and mission of the organization.

Indicators:

  • Teams have a small percentage of their work in Workfront.
  • Teams are not consistent with accurately inputting data.
  • Teams are not taking advantage of reports and dashboards.adoption_obstacles_wheel_why1.png

Best Next Actions:

  • Gamify the use of Workfront and/or display live Workfront dashboards on TVs around the office highlighting how effective teams have become from using the platform.
  • Reinforce top-down and bottom-up messaging around why Workfront was chosen for your team, group, or department.
  • Begin each 1:1 or team meeting with a specific Workfront dashboard to develop meaningful conversation.
 

Tips From Customers:

  • “Get buy in at the beginning. Let the users be a part of the solution selection and understand why it is needed & how it reports will be shared with leadership.”
  • “Understanding the why and seeing the end goals are super-important. Buy-in from exec. leadership needs to be present and they need to keep involved after initial implementation.”
  • “Cast vision for the change. If you can get people on board with the WHY and the impact it will have, that will be what keeps people on track.”
  • “Just make sure you really sell how the tool will help that person or group in particular. if they can understand why or how it will help them in the short and long run, it does make a difference.”
  • “Ensure you know why you are implementing it and what you hope to achieve 1) initially, 2) To demonstrate it's benefit, 3) Long term goals”
  • “Ensure senior management buy-in from the start, use champions from each team/department using it, adequate help guides, overview/onboarding sessions for new joiners/users, make it clear what you are trying to achieve & why, including benefits.”

Resources:

Champion Kit

Custom Forms, Reporting and Calendars: Data to the Extreme!

How to Train Your Users

Using a Software Implementation for a Career Boost

Workfront: From Point Solution to Operational System of Record

 

 

 

Value

Individuals do not see the personal benefit of the Workfront investment.

Indicators:

adoption_obstacles_wheel_value.png
  • Team members are not consistently providing updates within Workfront.
  • There is a perception that Workfront makes day-to-day tasks more challenging.
  • Team members don’t know why their work matters.

Best Next Actions:

  • Make the use of Workfront a team or individual goal for the quarter/year.
  • If team members believe that Workfront makes day-to-day work more challenging, consider assigning additional training courses that illustrate productivity, or have a team meeting that specifically addresses the value executive leadership sees in Workfront.
 

Tips From Customers:

  • “Understand the goals from the executive level including what information they are going to want out of the system. That will help you structure how you put information into the system.”
  • “Senior leadership needs to lead the charge. If you don't have the backing of the management team the users won't see the value. It should come from the top down.”
  • There will be multiple iterations of structure. Don't get frustrated if the first time doesn't go as planned. Adapt and adjust and users will see its value.”
  • “Show the value to each user from their point-of-view.”
  • “Provide data and dashboards showing value to leadership.”
  • “No matter how hard you try to make the rollout seamless, easy, etc. there are going to be people who are going to naysay the implementation. Being patient and calm, while listening to the gripes will help lessen the "hill of pain" that one experiences. Eventually, even the most stalwart opponents will see the value of the solution.”
  • “Find advocates within your group who can help promote the value of WF.”
  • “Train users based on role and/or license as opposed to an overall training for everyone at the same time.”
  • “Foster adoption by leadership before bringing in all team members. Leadership team MUST champion the use and value of Workfront from implementation and onward.”
  • “Before implementing, secure a senior level advocate and a communication/training plan. We do not have these things, and we're struggling to increase adoption. We trained when we launched but don't have recurring trainings and the value of the tool is not widely understood.”
  • “Help leaders message the value.”

Resources:

Workfront Reporting that Leads to Exceptional Project Quality

 

 

 

Time

adoption_obstacles_wheel_time.png

There is a perception that the time it takes to learn and use Workfront is not worthwhile.

Indicators:

  • Team members express that Workfront training courses are cumbersome and time-consuming.
  • Team members tend to enroll in, but not complete, training courses.
  • Managers receive feedback that team members don’t have time to learn Workfront.

Best Next Actions:

  • Establish a day and time that is designated specifically for learning.
  • Ensure that team members are only enrolled in Ascent courses pertinent to their role.
  • Regularly follow up with team members who have courses left incomplete. Provide incentives for completion.

Tips From Customers:

  • “Spend more time training the core team before building all your custom forms, and start with a smaller, easier-to-implement process and even a smaller group of users.”
  • “Don't underestimate the time/resource investment needed to properly train, support and communicate daily with users - on an ongoing basis. Consider a full time headcount to support fully, and don't expect someone to do this effectively while also doing their regular job. Get executive support from the start and keep them invested going forward.”
  • “Work through the change with your team, don't just throw it on them. Bring advocates in from each division that will help be your champions along the way.”

Resources:

Champion Kit

Six Ways to Quit Wasting Time and Money in Your Review and Approval Process

 

 

 

Enablement

Teams are not adequately trained to use Workfront.

Indicators:

  • Enrollment in Workfront Ascent is low.
  • Workfront users often ask questions about common Workfront functions.adoption_obstacles_wheel_enablement1.png
  • Tools, such as the resource manager and portfolio optimizer, are not being used.

Best Next Actions:

  • Reinforce how to login and use Workfront Ascent.
  • Incentivize completion of Ascent courses and highlight top learners.
  • Assess required training courses to identify knowledge gaps.
  • Establish a Center of Excellence that informs your company’s best practices with Workfront.
 

Tips From Customers:

  • “Provide lunch-n-learn training sessions.”
  • “Provide training to new users on a regular basis. Send regular tips & tricks to users, particularly around new features."
  • “Take training slow and start with the bare minimum. Train the team gradually.”
  • “Communication and training are key. You cannot over-communicate or over-train.”
  • “Communicate regularly. Be transparent and provide training in as many ways as possible. Have executive buy-in”
  • “Training, training, training. Also, leadership buy-in!”
  • “Peer to peer training. We link up departments more advanced in their WF journey with the newer departments for Brown Bag lunch discussions and Round Table training sessions. We also enabled WF PM team leaders to advocate within the PM team and drive positive attitude change”
  • “When I became the System Admin in November 2017, I attended Admin Boot Camp the following summer, and that changed everything. I created a staff training program that completely turned around the morale and user adoption at my company. I made it a classroom style setting so staff was required to use a laptop for it. I led them through making requests, posting updates/comments, uploading documents, and proofing and approving documents. Using real world examples for them made it so much better and now I have many champions of the system. I can recommend doing in-person classroom style training sessions. I'm also now responsible for onboarding new hires.”
  • “Implementing the tool shouldn't start or stop with training the functionality of the tool - start with the processes, inputs, responsibilities, how the work/teams are organized FIRST. Adjusting any of these after the initial implementation and launch of Workfront is EXPONENTIALLY more difficult.”

 

 

 

Leadership

Leadership does not fully understand the value of Workfront.

Indicators:

adoption_obstacles_wheel_leadership.png
  • Leadership doesn’t utilize or reference Workfront workflows, reports, or dashboards.
  • Workfront was never mandated by company leaders.
  • Team members lack clarity or guidance on which initiatives belong in Workfront.

Best Next Actions:

  • Ask your manager to share your personal Workfront wins, reports, and dashboards with their manager, and so on.
  • Determine which metrics your leadership finds valuable and measure it in Workfront.
  • Establish a governance board to define best practices when using Workfront.
  • Share an applicable example from one of your projects to show the type of items that should be in Workfront.

Tips From Customers:

  • “We actually implemented a request queue for project intake and essentially got to the point where we told the enterprise, ‘If it's not in Workfront, it doesn't exist’. IT resources stopped working on tasks that came to them via in person request or email and only worked on tasks in projects that got approved in the request queue. Brute force can work sometimes!”

Resources:

Done Right

Workfront as a Financial Management Tool

Workfront: From Point Solution to Operational System of Record

 

 
 
 

Tools

The number of applications in your team’s tech stack is overwhelming.

Indicators:

  • Team members find they are doing duplicative work.adoption_obstacles_wheel_tools.png
  • Team members feel they are spending too much time bouncing between applications to gather necessary information.
  • A single source of truth for data does not exist.

Best Next Actions:

  • Analyze your tech stack for integration opportunities followed by a discussion of where Workfront Native Integrations, Fusion, or API can optimize your workflows.
  • Focus on metrics that are important to leadership and ensure that these can be delivered in the form of reports or dashboards.
  • Review the type and purpose of all tools within the tech stack and look for duplications.
  • Have leadership deliver a clear message regarding what tools are to be used for what purpose - this helps put an end to duplication and people using “favorite” but non-standard applications.
  • Establish a clear expectation of what information will be reviewed at key meetings, and on what platform. If reviewing project information, use Workfront as the source of truth rather than Excel, Powerpoint, etc.

Resources:

From Request to ROI: Integrating Workfront into a MarTec Ecosystem

Native Integrations

Fusion Overview

 

 

 

Process

The company’s processes are not optimized for Workfront.

Indicators:

  • Decision makers are unwilling to modify an existing process, workflow, or approval path.
  • Team members feel they are performing redundant tasks or activities on the same project or effort.adoption_obstacles_wheel_process.png
  • Projects are consistently delayed or bottlenecks exist in the workflows.

Best Next Actions:

Before implementation, understand your current processes outside of Workfront:

  • Research and gain a comprehensive understanding of current processes.
  • Map out existing processes to help everyone visualize the current state and ways it can be improved.
  • Work with teams to learn their struggles, needs, and wants with the current processes.
  • Clean up and reduce the number of processes by considering which ones the company truly does/doesn’t utilize. Consider discarding the processes not fully utilized.
  • Ensure any changes to processes are agreed upon and understood. Document the updated processes.

Start small and go slow once implementation begins -

  • Learn one process first before trying to get the entire company to adopt it.
  • Start with small processes that are common to everyone.
  • Begin with processes that are easy to templatize and can be built upon.
  • Don’t overcomplicate the processes or the system at the beginning, grow into advanced ways of working in Workfront.

Continue to monitor processes and develop improvements -

  • Create metrics to show how improved processes have created more efficiency and organization.
  • Start using Workfront to track shortcomings in either process or tool usage through reports.
  • Get help from leaders to enforce the processes.
  • Continually look for ways to improve processes and make them more efficient.
  • Create an end-user survey to get feedback on where processes break down or bottleneck.

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