Managing Organizational Change during SAP Implementations
(Sprache: Englisch)
Gain direct and pragmatic insight into the complex dimensions of organizational change during SAP implementations. Besides outlining the SAP-specific aspects of project management and focusing on organizational change, the added value of this book lies in...
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Produktinformationen zu „Managing Organizational Change during SAP Implementations “
Gain direct and pragmatic insight into the complex dimensions of organizational change during SAP implementations. Besides outlining the SAP-specific aspects of project management and focusing on organizational change, the added value of this book lies in the description of what should be catered for in each phase of the project lifecycle. Easily navigate through the many dimensions of organizational change, proceeding according to the chronology of an SAP-project.
Highlights include:
- Project Approach
- Organizational Management Basics
- Integration of Change Management and Project Management
- Designing Change
- SAP Solution Manager
- Future State Assessment
- Gap Analysis
- Implementation and Deployment
Klappentext zu „Managing Organizational Change during SAP Implementations “
Gain direct and pragmatic insight into the complex dimensions of organizational change during SAP implementations. Besides outlining the SAP-specific aspects of project management and focusing on organizational change, the added value of this book lies in the description of what should be catered for in each phase of the project lifecycle. Easily navigate through the many dimensions of organizational change, proceeding according to the chronology of an SAP-project. Highlights include:- Project Approach- Organizational Management Basics- Integration of Change Management and Project Management- Designing Change- SAP Solution Manager- Future State Assessment- Gap Analysis- Implementation and Deployment
Inhaltsverzeichnis zu „Managing Organizational Change during SAP Implementations “
- Foreword 19- Preface 21
Part I: Understanding SAP Organizational Change Management
1 Introduction: What is so Different About SAP Implementations? 29
1.1 The Day I Got 10 Years Older 29
1.2 Integration of Processes 31
1.2.1 Process Fragmentation 32
1.2.2 Consequences of a Functional Organization 33
1.2.3 What Happens Once SAP is Implemented? 34
1.2.4 What Implementing SAP Comes Down to: Managing the Soft Stuff 35
1.2.5 Examples of Companies Serious About Processes 36
1.3 Running Integrated Projects 38
1.3.1 Integration of Implementation Sub-Teams 39
1.3.2 Integration of Project and Organization 39
1.3.3 Don't Count on HR to do the Dirty Work 42
1.3.4 Don't Count on IS to do the Dirty Work 44
1.4 Searching for Balance 46
1.4.1 Integrating Old and New 46
1.4.2 Drawing a Line 47
1.4.3 Balancing the Change and the Transition 47
1.4.4 A Contradiction in Terms 48
1.5 Conclusion 49
2 The Rollercoaster of Emotions 51
2.1 Emotions Make a Difference 51
2.2 The Change Cycle 52
2.2.1 Two Sides to Every Change 52
2.2.2 The Cycle of Life and the Denial of Death 53
2.2.3 What is Going On? The Phases of Change 55
2.2.4 Why You Are Not the First to Make These Mistakes 56
2.2.5 Unfreezing-Changing-Refreezing 57
2.2.6 Sponsors-Agents-Targets 58
2.2.7 Operating Styles for Each Phase 59
2.3 Resistance 60
2.3.1 Different Kinds of Interruptions 60
2.3.2 Resistance is Necessary 62
2.3.3 Four Basic Emotions 62
2.3.4 Reading Emotions 63
2.3.5 Emotions are Data 64
2.3.6 Suspect Yourself First 65
2.4 Two Types of Change 66
2.5 Conclusion: The Only Way Out 67
3 Making Sense 69
3.1 The Three Basic Ingredients of Organizational Change 69
3.2 The Why is Important 70
3.3 What About Culture? 72
3.3.1 Culture and SAP 72
3.3.2 The Creation of a Culture 73
3.3.3 Diversity of National Cultures 78
3.3.4 A Culture of Change 79
3.3.5 The Co-Creation of a Safe Place 80
3.4 Learning 80
3.4.1 The Four Phases of Learning 80
3.4.2 Learning and
... mehr
Resistance 81
3.4.3 The Coaching Dilemma 82
3.4.4 Different Cycles Run at the Same Time 82
3.5 Conclusion 83
4 Program and Project Management as Enablers of Change 85
4.1 Vehicles of Change 85
4.2 Delivery of Benefits 87
4.2.1 Benefits Quantify Change Efforts 87
4.2.2 Reframe Features into Benefits 88
4.2.3 A Program of Integrated Projects 89
4.3 The SAP Implementation Program 90
4.3.1 Program Lifecycle 90
4.3.2 Projects: the Building Blocks of the Program 94
4.3.3 Service Level Agreements: the Moments of Truth of a Program 96
4.3.4 Usability and the Second Wave 97
4.4 Principles for Success 99
4.4.1 Commit to a Set of Common Rules 100
4.4.2 Autonomy and Accountability 100
4.4.3 Requisite Variety 101
4.4.4 Emotional Intelligence 102
4.4.5 Automated Project Office 102
4.4.6 Teamwork 102
4.4.7 Proper Risk-Handling 103
4.5 Pitfalls to Avoid 104
4.5.1 Project Cocooning 104
4.5.2 One Size Fits All 105
4.5.3 Postponing Responsibility to the Second Wave 105
4.5.4 Outsourcing the Driver's Seat 106
4.5.5 Ignorance of Organizational Maturity 106
4.5.6 The Illusion of Full Control 106
4.6 Conclusion 107
5 SAP Technology as a Co-Pilot 109
5.1 SAP Solution Manager Manages Knowledge 109
5.1.1 From Information to Best Practice 109
5.1.2 Solution Manager Components 110
5.1.3 Anchor Solution Manager into Practice 113
5.2 SAP Technology Supports Integration 115
5.3 Conclusion: Integration on Two Levels 117
6 Monitor Parameters of Change: A Radar View 119
6.1 Implementation Marketing 119
6.1.1 Population Analysis 119
6.1.2 Lessons from Customer Relationship Management 121
6.1.3 Pushing and Pulling 122
6.2 Building a Soft-Stuff Radar 123
6.2.1 Learning Relationship Radar 123
6.2.2 Change-Agent Radar 124
6.2.3 Change-Target Radar 125
6.3 Build a Hard-Stuff Radar 126
6.3.1 Validation Radar 126
6.3.2 Supply and Demand Radar 127
6.3.3 Budget Radar 127
6.4 Going Forward From Here: How to Use Chapters 7 - 14 128
6.5 A User-Centric Implementation 129
6.6 Conclusion 130
Part II: Unfreezing
7 Program Initiation 133
7.1 Phase-Specific Characteristics and Needs 133
7.1.1 Soft-Stuff Radar 133
7.1.2 Hard-Stuff Radar 134
7.2 What Happens at the Level of the Program 134
7.2.1 Diagnostic Interventions 135
7.2.2 Supplier Management 135
7.2.3 Other Ongoing Initiatives 136
7.3 The Organization Stream in this Phase 136
7.3.1 Assigning a Program Manager 136
7.3.2 Developing the Business Case 136
7.3.3 Feasibility Study Justifies the Business Case 139
7.3.4 The Commando Team 142
7.4 The Communication Stream in this Phase 143
7.4.1 Knowledgeable Facts About Executives 143
7.4.2 Stakeholder Mapping 144
7.4.3 Stakeholder Analysis 145
7.4.4 Anticipate Sponsor Readiness 146
7.5 The Learning Stream in this Phase 148
7.5.1 Analyze the Learning Needs 148
7.5.2 Leadership Requirements 149
7.5.3 Vision and Strategy Formulation 150
7.6 The Performance Management Stream in this Phase 151
7.6.1 Identify Performance Ingredients 152
7.6.2 The Performance Management Cycle 153
7.6.3 Identifying Performance Levels 153
7.7 Moments of Truth of This Phase 155
7.7.1 Identify the Program Manager from the Very Beginning 155
7.7.2 Confirmation of the Business Case 156
7.7.3 Bringing the Feasibility Team Together 156
7.7.4 Outcome of the Feasibility Study 156
7.7.5 Deliverables of this Phase 156
7.8 Conclusion 157
8 Program Setup 159
8.1 Phase Specific Characteristics and Needs 159
8.1.1 Soft-Stuff Radar 159
8.1.2 Hard-Stuff Radar 160
8.2 What Happens at the Level of the Program 161
8.2.1 Setup Program Organizational Structure 162
8.2.2 Program's Project Portfolio and Critical Path to Timely Delivery 164
8.2.3 Setup Program Administrative Office 165
8.2.4 Organizational Change is in the Details of Delivery 165
8.3 The Organization Stream in this Phase 166
8.3.1 Implementation Team Setup 166
8.3.2 Program Charter: Transition Service Level Agreement 167
8.3.3 Continuity and Stability During Transition 168
8.3.4 Identification of Process Owners 169
8.4 The Communication Stream in this Phase 169
8.4.1 Communication Links Vision to Perception 169
8.4.2 Communication Ingredients 170
8.4.3 Analyze Communication Needs 171
8.4.4 Define Communication Strategy 172
8.4.5 Managing Agent and Sponsor Resistance 175
8.5 The Learning Stream in this Phase 177
8.5.1 Learning Links Strategy to Performance 177
8.5.2 Define Learning Strategy 178
8.5.3 Functional or Cross-Functional Training? 179
8.5.4 Learning Objects 179
8.5.5 Scan Competence of Implementation Team 180
8.5.6 Train Implementation Team 181
8.6 The Performance Management Stream in this Phase 181
8.7 Moments of Truth 183
8.7.1 Negotiate the Program Charter as a Service Level Agreement 183
8.7.2 Signing the Program Charter 183
8.7.3 Installation of the Program 184
8.7.4 Having Process Owners in Place 184
8.7.5 Include a Glossary 184
8.8 Deliverables 184
8.9 Conclusion 185
Part III: Changing
9 Design 189
9.1 Phase-Specific Characteristics and Needs 189
9.1.1 Soft-Stuff Radar 189
9.1.2 Hard-Stuff Radar 190
9.2 What Happens at the Level of the Program? 192
9.2.1 Reconfirmation of Budget 192
9.2.2 Reconfirmation of Time Frame 192
9.2.3 Reconfirmation of Achievability of Benefits 192
9.2.4 The Role of Stream Manager 192
9.3 The Organization Stream in this Phase 193
9.3.1 First Reorganize, Then Implement 193
9.3.2 Mass Participation or Sample Representation? 193
9.3.3 Restrict Pilot VIP Treatment 195
9.3.4 Workable Pieces 195
9.3.5 Process Design Principles 196
9.3.6 Drawing up the Processes 198
9.3.7 Write Procedures 201
9.3.8 Design Reports 201
9.3.9 Authorization Design 201
9.3.10 Validate the Design 202
9.3.11 Career Perspectives 203
9.4 The Communication Stream in this Phase 203
9.4.1 Communication Channel Inventory 204
9.4.2 Plan and Prepare Content 206
9.4.3 Prepare Communication Plan 207
9.4.4 Branding 210
9.4.5 Communication Styles of the Sender 212
9.4.6 Build and Use a Stakeholder Database 213
9.5 The Learning Stream in this Phase 214
9.5.1 Differentiate Target 214
9.5.2 Define the Blend 215
9.5.3 Design the Training Track 217
9.5.4 Define Roles 218
9.5.5 Match Role, Person, Learning Object 219
9.5.6 E-learning 223
9.5.7 E-learning with SAP Tutor 225
9.5.8 Plan and Prepare Logistics 226
9.5.9 Plan Systems and Support 226
9.5.10 Reduce, Re-use, Recycle 227
9.5.11 Recruit Technical Writers 228
9.6 The Performance-Management Stream in this Phase 228
9.6.1 Translate Benefits into KPIs 229
9.6.2 Set Future KPI Thresholds 229
9.6.3 Define KPIs at Job/Role Level 231
9.7 Moments of Truth 231
9.7.1 Take a Customer Relationship Management Approach 231
9.7.2 Validation of the Learning Plan 231
9.7.3 Steering Committees are Program Charter Review Meetings 232
9.7.4 Validation of the Design is a Process 232
9.7.5 The Sign-Off of the KPIs and Their Threshold Values 233
9.7.6 Swim Lanes: Accept No Substitutes 233
9.7.7 Involve Impacted Non-users 233
9.8 Deliverables 234
9.9 Conclusion 235
10 Build Phase 237
10.1 Phase-Specific Characteristics and Needs 237
10.1.1 Soft-Stuff Radar 237
10.1.2 Hard-Stuff Radar 239
10.2 What Happens at the Level of the Program? 240
10.2.1 Avoid a Disconnect 240
10.2.2 Iteration Processes 240
10.2.3 Prepare the Organization for Testing 241
10.3 The Organization Stream in This Phase 241
10.3.1 Selection of the Pilot 241
10.3.2 Defining the Workflows 242
10.3.3 Documenting the SAP Organizational Structure 242
10.3.4 The Functional Design 243
10.3.5 Setting Up the Functional Organization 244
10.4 The Communication Stream in this Phase 245
10.4.1 Refining Value Proposition 246
10.4.2 Dedicating Sender 248
10.4.3 Designing Knowledge Portal 249
10.4.4 Conducting a Temperature Reading 250
10.5 The Learning Stream in this Phase 252
10.5.1 Defining the Curriculum 252
10.5.2 Setting Evaluation Criteria 252
10.5.3 Participant Materials 254
10.5.4 Recruiting Trainers 255
10.5.5 Administration and Enrollment 255
10.5.6 Training the Trainers 257
10.5.7 Staying in Synch With Overall Program 257
10.6 Performance Management 257
10.6.1 SMART KPIs 257
10.6.2 Monitoring the Benefits Realization 258
10.7 Moments of Truth 259
10.7.1 Involvement of the Pilot Organization 259
10.7.2 Delivery of the Prototype 259
10.7.3 Learning Moments of Truth 259
10.7.4 KPIs Need Positive Targets 260
10.8 Deliverables 260
10.9 Conclusion 260
11 Test Phase 263
11.1 Phase-Specific Characteristics and Needs 263
11.1.1 Soft-Stuff Radar 263
11.1.2 Hard-Stuff Radar 264
11.2 What Happens at the Level of the Program 266
11.2.1 One Big Moment of Truth 266
11.2.2 Producing Test Plans 266
11.2.3 Different Types of Testing 266
11.3 The Organization Stream in This Phase 267
11.3.1 Develop Test Scenarios to the Smallest Detail 268
11.3.2 The Test Cycle 268
11.3.3 Test the Processes 271
11.3.4 Test Reports and Documents 273
11.3.5 Key User and Coach Assignment 273
11.4 The Communication Stream in This Phase 275
11.4.1 Ready-Willing-Able Assessments 275
11.4.2 Preventing Survey Fatigue 278
11.4.3 Pace the Organization 279
11.5 The Learning Stream in This Phase 280
11.5.1 Trainer Materials 281
11.5.2 Local Enhancements and Translations 281
11.5.3 Pilot Training With Key Users 281
11.5.4 Keeping in Synch with Security Profiles 281
11.6 The Performance Management Stream in This Phase 282
11.6.1 Measuring Process Testing 282
11.7 Moments of Truth 283
11.7.1 Evaluation of Testing 283
11.7.2 Sign-Off of the Prototype 283
11.7.3 Engaging Data-Compliance Auditors 283
11.7.4 Taming the "Local Pets" 284
11.7.5 Course Invitations 285
11.8 Deliverables 285
11.9 Conclusion 286
12 Deploy 287
12.1 Phase-Specific Characteristics and Needs 287
12.1.1 Soft-Stuff Radar 287
12.1.2 Hard-Stuff Radar 288
12.2 What Happens at the Level of the Program 290
12.2.1 Locking the Program 290
12.2.2 Cultures and Geography 291
12.2.3 Business Coverage and Criticality 291
12.3 The Organization Stream in This Phase 291
12.3.1 The Deployment Team 292
12.3.2 The Deployment Cycle 292
12.3.3 Cutover Approach 293
12.3.4 Go-Live 293
12.3.5 Sign-Off 294
12.3.6 Preparing External Stakeholders 294
12.4 The Communication Stream in This Phase 294
12.4.1 Centralizing Communication 294
12.4.2 Agreeing on Post-Go-Live Communication 296
12.4.3 Preparing for Crisis Communication 297
12.5 The Learning Stream in This Phase 297
12.5.1 Training the Users 298
12.5.2 Resistance in the Classroom 298
12.5.3 Training Helpdesk Personnel 301
12.5.4 Evaluating Learning 302
12.5.5 Integrating Materials in Work Environment 303
12.6 The Performance Management Stream in This Phase 303
12.6.1 Install KPIs Locally 303
12.6.2 Local KPI Setting is a Two-Way Learning Process 305
12.7 Moments of Truth 307
12.7.1 Pilot Go-Live 307
12.7.2 Further Go-Lives 307
12.7.3 Final Sign-Off 307
12.7.4 Discovering Hidden Communication Channels 307
12.7.5 Learning Moments of Truth 308
12.8 Deliverables 308
12.9 Conclusion 309
Part IV: Refreezing
13 Post-Implementation 313
13.1 Phase-Specific Characteristics and Needs 313
13.1.1 Soft-Stuff Radar 313
13.1.2 Hard-Stuff Radar 315
13.2 What Happens at the Level of the Program 316
13.2.1 Validate the SAP Implementation 316
13.2.2 Plan for Solving Outstanding Issues 316
13.3 The Organization Stream in This Phase 317
13.3.1 Gradual Shift in Program Ownership 317
13.3.2 Audit Old and New Habits 318
13.3.3 Plan Careers for Program Team Members 320
13.4 The Communication Stream in This Phase 320
13.4.1 Structure Escalation Communication 321
13.4.2 Transfer Program Intelligence 321
13.4.3 Communication Evaluation 321
13.4.4 Make Sense of Small Victories 322
13.5 The Learning Stream in This Phase 322
13.5.1 Review Roles 323
13.5.2 Review Blend 323
13.5.3 Make Support Materials 324
13.5.4 Train New Users 325
13.5.5 Numbers 325
13.6 The Performance Management Stream in This Phase 327
13.7 Moments of Truth 328
13.7.1 Keep the Program Locked 328
13.7.2 Redefining the Coaches' 80/20 Rule 328
13.7.3 Developing a Sixth Sense 328
13.8 Deliverables 329
13.9 Conclusion 330
14 Life After SAP 331
14.1 What Happens at the Level of the Program 331
14.1.1 Writing a White Book 331
14.1.2 Restructuring the Program 331
14.2 The Organization Stream in This Phase 332
14.2.1 Launching a Second Wave 332
14.2.2 Enabling Business Intelligence 333
14.2.3 Anchoring Process Thinking 333
14.2.4 Creating a Program Management Office 334
14.3 The Communication Stream in This Phase 334
14.4 The Learning Stream in This Phase 336
14.5 The Performance Management Stream in This Phase 337
14.5.1 Focusing the Performance Model 337
14.5.2 KPI Ownership 338
14.6 Conclusion 339
14.7 Moving Forward 339
- Appendix 341
- A Bibliography 343
- B Activity Examples 347
- C The Map of Deliverables 352
- D HR's Roadmap 354
- E IS/IT's Roadmap 356
- The Authors 358
- Index 359
3.4.3 The Coaching Dilemma 82
3.4.4 Different Cycles Run at the Same Time 82
3.5 Conclusion 83
4 Program and Project Management as Enablers of Change 85
4.1 Vehicles of Change 85
4.2 Delivery of Benefits 87
4.2.1 Benefits Quantify Change Efforts 87
4.2.2 Reframe Features into Benefits 88
4.2.3 A Program of Integrated Projects 89
4.3 The SAP Implementation Program 90
4.3.1 Program Lifecycle 90
4.3.2 Projects: the Building Blocks of the Program 94
4.3.3 Service Level Agreements: the Moments of Truth of a Program 96
4.3.4 Usability and the Second Wave 97
4.4 Principles for Success 99
4.4.1 Commit to a Set of Common Rules 100
4.4.2 Autonomy and Accountability 100
4.4.3 Requisite Variety 101
4.4.4 Emotional Intelligence 102
4.4.5 Automated Project Office 102
4.4.6 Teamwork 102
4.4.7 Proper Risk-Handling 103
4.5 Pitfalls to Avoid 104
4.5.1 Project Cocooning 104
4.5.2 One Size Fits All 105
4.5.3 Postponing Responsibility to the Second Wave 105
4.5.4 Outsourcing the Driver's Seat 106
4.5.5 Ignorance of Organizational Maturity 106
4.5.6 The Illusion of Full Control 106
4.6 Conclusion 107
5 SAP Technology as a Co-Pilot 109
5.1 SAP Solution Manager Manages Knowledge 109
5.1.1 From Information to Best Practice 109
5.1.2 Solution Manager Components 110
5.1.3 Anchor Solution Manager into Practice 113
5.2 SAP Technology Supports Integration 115
5.3 Conclusion: Integration on Two Levels 117
6 Monitor Parameters of Change: A Radar View 119
6.1 Implementation Marketing 119
6.1.1 Population Analysis 119
6.1.2 Lessons from Customer Relationship Management 121
6.1.3 Pushing and Pulling 122
6.2 Building a Soft-Stuff Radar 123
6.2.1 Learning Relationship Radar 123
6.2.2 Change-Agent Radar 124
6.2.3 Change-Target Radar 125
6.3 Build a Hard-Stuff Radar 126
6.3.1 Validation Radar 126
6.3.2 Supply and Demand Radar 127
6.3.3 Budget Radar 127
6.4 Going Forward From Here: How to Use Chapters 7 - 14 128
6.5 A User-Centric Implementation 129
6.6 Conclusion 130
Part II: Unfreezing
7 Program Initiation 133
7.1 Phase-Specific Characteristics and Needs 133
7.1.1 Soft-Stuff Radar 133
7.1.2 Hard-Stuff Radar 134
7.2 What Happens at the Level of the Program 134
7.2.1 Diagnostic Interventions 135
7.2.2 Supplier Management 135
7.2.3 Other Ongoing Initiatives 136
7.3 The Organization Stream in this Phase 136
7.3.1 Assigning a Program Manager 136
7.3.2 Developing the Business Case 136
7.3.3 Feasibility Study Justifies the Business Case 139
7.3.4 The Commando Team 142
7.4 The Communication Stream in this Phase 143
7.4.1 Knowledgeable Facts About Executives 143
7.4.2 Stakeholder Mapping 144
7.4.3 Stakeholder Analysis 145
7.4.4 Anticipate Sponsor Readiness 146
7.5 The Learning Stream in this Phase 148
7.5.1 Analyze the Learning Needs 148
7.5.2 Leadership Requirements 149
7.5.3 Vision and Strategy Formulation 150
7.6 The Performance Management Stream in this Phase 151
7.6.1 Identify Performance Ingredients 152
7.6.2 The Performance Management Cycle 153
7.6.3 Identifying Performance Levels 153
7.7 Moments of Truth of This Phase 155
7.7.1 Identify the Program Manager from the Very Beginning 155
7.7.2 Confirmation of the Business Case 156
7.7.3 Bringing the Feasibility Team Together 156
7.7.4 Outcome of the Feasibility Study 156
7.7.5 Deliverables of this Phase 156
7.8 Conclusion 157
8 Program Setup 159
8.1 Phase Specific Characteristics and Needs 159
8.1.1 Soft-Stuff Radar 159
8.1.2 Hard-Stuff Radar 160
8.2 What Happens at the Level of the Program 161
8.2.1 Setup Program Organizational Structure 162
8.2.2 Program's Project Portfolio and Critical Path to Timely Delivery 164
8.2.3 Setup Program Administrative Office 165
8.2.4 Organizational Change is in the Details of Delivery 165
8.3 The Organization Stream in this Phase 166
8.3.1 Implementation Team Setup 166
8.3.2 Program Charter: Transition Service Level Agreement 167
8.3.3 Continuity and Stability During Transition 168
8.3.4 Identification of Process Owners 169
8.4 The Communication Stream in this Phase 169
8.4.1 Communication Links Vision to Perception 169
8.4.2 Communication Ingredients 170
8.4.3 Analyze Communication Needs 171
8.4.4 Define Communication Strategy 172
8.4.5 Managing Agent and Sponsor Resistance 175
8.5 The Learning Stream in this Phase 177
8.5.1 Learning Links Strategy to Performance 177
8.5.2 Define Learning Strategy 178
8.5.3 Functional or Cross-Functional Training? 179
8.5.4 Learning Objects 179
8.5.5 Scan Competence of Implementation Team 180
8.5.6 Train Implementation Team 181
8.6 The Performance Management Stream in this Phase 181
8.7 Moments of Truth 183
8.7.1 Negotiate the Program Charter as a Service Level Agreement 183
8.7.2 Signing the Program Charter 183
8.7.3 Installation of the Program 184
8.7.4 Having Process Owners in Place 184
8.7.5 Include a Glossary 184
8.8 Deliverables 184
8.9 Conclusion 185
Part III: Changing
9 Design 189
9.1 Phase-Specific Characteristics and Needs 189
9.1.1 Soft-Stuff Radar 189
9.1.2 Hard-Stuff Radar 190
9.2 What Happens at the Level of the Program? 192
9.2.1 Reconfirmation of Budget 192
9.2.2 Reconfirmation of Time Frame 192
9.2.3 Reconfirmation of Achievability of Benefits 192
9.2.4 The Role of Stream Manager 192
9.3 The Organization Stream in this Phase 193
9.3.1 First Reorganize, Then Implement 193
9.3.2 Mass Participation or Sample Representation? 193
9.3.3 Restrict Pilot VIP Treatment 195
9.3.4 Workable Pieces 195
9.3.5 Process Design Principles 196
9.3.6 Drawing up the Processes 198
9.3.7 Write Procedures 201
9.3.8 Design Reports 201
9.3.9 Authorization Design 201
9.3.10 Validate the Design 202
9.3.11 Career Perspectives 203
9.4 The Communication Stream in this Phase 203
9.4.1 Communication Channel Inventory 204
9.4.2 Plan and Prepare Content 206
9.4.3 Prepare Communication Plan 207
9.4.4 Branding 210
9.4.5 Communication Styles of the Sender 212
9.4.6 Build and Use a Stakeholder Database 213
9.5 The Learning Stream in this Phase 214
9.5.1 Differentiate Target 214
9.5.2 Define the Blend 215
9.5.3 Design the Training Track 217
9.5.4 Define Roles 218
9.5.5 Match Role, Person, Learning Object 219
9.5.6 E-learning 223
9.5.7 E-learning with SAP Tutor 225
9.5.8 Plan and Prepare Logistics 226
9.5.9 Plan Systems and Support 226
9.5.10 Reduce, Re-use, Recycle 227
9.5.11 Recruit Technical Writers 228
9.6 The Performance-Management Stream in this Phase 228
9.6.1 Translate Benefits into KPIs 229
9.6.2 Set Future KPI Thresholds 229
9.6.3 Define KPIs at Job/Role Level 231
9.7 Moments of Truth 231
9.7.1 Take a Customer Relationship Management Approach 231
9.7.2 Validation of the Learning Plan 231
9.7.3 Steering Committees are Program Charter Review Meetings 232
9.7.4 Validation of the Design is a Process 232
9.7.5 The Sign-Off of the KPIs and Their Threshold Values 233
9.7.6 Swim Lanes: Accept No Substitutes 233
9.7.7 Involve Impacted Non-users 233
9.8 Deliverables 234
9.9 Conclusion 235
10 Build Phase 237
10.1 Phase-Specific Characteristics and Needs 237
10.1.1 Soft-Stuff Radar 237
10.1.2 Hard-Stuff Radar 239
10.2 What Happens at the Level of the Program? 240
10.2.1 Avoid a Disconnect 240
10.2.2 Iteration Processes 240
10.2.3 Prepare the Organization for Testing 241
10.3 The Organization Stream in This Phase 241
10.3.1 Selection of the Pilot 241
10.3.2 Defining the Workflows 242
10.3.3 Documenting the SAP Organizational Structure 242
10.3.4 The Functional Design 243
10.3.5 Setting Up the Functional Organization 244
10.4 The Communication Stream in this Phase 245
10.4.1 Refining Value Proposition 246
10.4.2 Dedicating Sender 248
10.4.3 Designing Knowledge Portal 249
10.4.4 Conducting a Temperature Reading 250
10.5 The Learning Stream in this Phase 252
10.5.1 Defining the Curriculum 252
10.5.2 Setting Evaluation Criteria 252
10.5.3 Participant Materials 254
10.5.4 Recruiting Trainers 255
10.5.5 Administration and Enrollment 255
10.5.6 Training the Trainers 257
10.5.7 Staying in Synch With Overall Program 257
10.6 Performance Management 257
10.6.1 SMART KPIs 257
10.6.2 Monitoring the Benefits Realization 258
10.7 Moments of Truth 259
10.7.1 Involvement of the Pilot Organization 259
10.7.2 Delivery of the Prototype 259
10.7.3 Learning Moments of Truth 259
10.7.4 KPIs Need Positive Targets 260
10.8 Deliverables 260
10.9 Conclusion 260
11 Test Phase 263
11.1 Phase-Specific Characteristics and Needs 263
11.1.1 Soft-Stuff Radar 263
11.1.2 Hard-Stuff Radar 264
11.2 What Happens at the Level of the Program 266
11.2.1 One Big Moment of Truth 266
11.2.2 Producing Test Plans 266
11.2.3 Different Types of Testing 266
11.3 The Organization Stream in This Phase 267
11.3.1 Develop Test Scenarios to the Smallest Detail 268
11.3.2 The Test Cycle 268
11.3.3 Test the Processes 271
11.3.4 Test Reports and Documents 273
11.3.5 Key User and Coach Assignment 273
11.4 The Communication Stream in This Phase 275
11.4.1 Ready-Willing-Able Assessments 275
11.4.2 Preventing Survey Fatigue 278
11.4.3 Pace the Organization 279
11.5 The Learning Stream in This Phase 280
11.5.1 Trainer Materials 281
11.5.2 Local Enhancements and Translations 281
11.5.3 Pilot Training With Key Users 281
11.5.4 Keeping in Synch with Security Profiles 281
11.6 The Performance Management Stream in This Phase 282
11.6.1 Measuring Process Testing 282
11.7 Moments of Truth 283
11.7.1 Evaluation of Testing 283
11.7.2 Sign-Off of the Prototype 283
11.7.3 Engaging Data-Compliance Auditors 283
11.7.4 Taming the "Local Pets" 284
11.7.5 Course Invitations 285
11.8 Deliverables 285
11.9 Conclusion 286
12 Deploy 287
12.1 Phase-Specific Characteristics and Needs 287
12.1.1 Soft-Stuff Radar 287
12.1.2 Hard-Stuff Radar 288
12.2 What Happens at the Level of the Program 290
12.2.1 Locking the Program 290
12.2.2 Cultures and Geography 291
12.2.3 Business Coverage and Criticality 291
12.3 The Organization Stream in This Phase 291
12.3.1 The Deployment Team 292
12.3.2 The Deployment Cycle 292
12.3.3 Cutover Approach 293
12.3.4 Go-Live 293
12.3.5 Sign-Off 294
12.3.6 Preparing External Stakeholders 294
12.4 The Communication Stream in This Phase 294
12.4.1 Centralizing Communication 294
12.4.2 Agreeing on Post-Go-Live Communication 296
12.4.3 Preparing for Crisis Communication 297
12.5 The Learning Stream in This Phase 297
12.5.1 Training the Users 298
12.5.2 Resistance in the Classroom 298
12.5.3 Training Helpdesk Personnel 301
12.5.4 Evaluating Learning 302
12.5.5 Integrating Materials in Work Environment 303
12.6 The Performance Management Stream in This Phase 303
12.6.1 Install KPIs Locally 303
12.6.2 Local KPI Setting is a Two-Way Learning Process 305
12.7 Moments of Truth 307
12.7.1 Pilot Go-Live 307
12.7.2 Further Go-Lives 307
12.7.3 Final Sign-Off 307
12.7.4 Discovering Hidden Communication Channels 307
12.7.5 Learning Moments of Truth 308
12.8 Deliverables 308
12.9 Conclusion 309
Part IV: Refreezing
13 Post-Implementation 313
13.1 Phase-Specific Characteristics and Needs 313
13.1.1 Soft-Stuff Radar 313
13.1.2 Hard-Stuff Radar 315
13.2 What Happens at the Level of the Program 316
13.2.1 Validate the SAP Implementation 316
13.2.2 Plan for Solving Outstanding Issues 316
13.3 The Organization Stream in This Phase 317
13.3.1 Gradual Shift in Program Ownership 317
13.3.2 Audit Old and New Habits 318
13.3.3 Plan Careers for Program Team Members 320
13.4 The Communication Stream in This Phase 320
13.4.1 Structure Escalation Communication 321
13.4.2 Transfer Program Intelligence 321
13.4.3 Communication Evaluation 321
13.4.4 Make Sense of Small Victories 322
13.5 The Learning Stream in This Phase 322
13.5.1 Review Roles 323
13.5.2 Review Blend 323
13.5.3 Make Support Materials 324
13.5.4 Train New Users 325
13.5.5 Numbers 325
13.6 The Performance Management Stream in This Phase 327
13.7 Moments of Truth 328
13.7.1 Keep the Program Locked 328
13.7.2 Redefining the Coaches' 80/20 Rule 328
13.7.3 Developing a Sixth Sense 328
13.8 Deliverables 329
13.9 Conclusion 330
14 Life After SAP 331
14.1 What Happens at the Level of the Program 331
14.1.1 Writing a White Book 331
14.1.2 Restructuring the Program 331
14.2 The Organization Stream in This Phase 332
14.2.1 Launching a Second Wave 332
14.2.2 Enabling Business Intelligence 333
14.2.3 Anchoring Process Thinking 333
14.2.4 Creating a Program Management Office 334
14.3 The Communication Stream in This Phase 334
14.4 The Learning Stream in This Phase 336
14.5 The Performance Management Stream in This Phase 337
14.5.1 Focusing the Performance Model 337
14.5.2 KPI Ownership 338
14.6 Conclusion 339
14.7 Moving Forward 339
- Appendix 341
- A Bibliography 343
- B Activity Examples 347
- C The Map of Deliverables 352
- D HR's Roadmap 354
- E IS/IT's Roadmap 356
- The Authors 358
- Index 359
... weniger
Autoren-Porträt von Luc Galoppin, Siegfried Caems
Luc Galoppin, managing director of Reply Management Consulting, specializes in organizational change. He gained his organizational change skills on SAP programs of different scopes and user communities as well as in interim management assignments. His customers are based in the chemicals, gas, and cosmetics industries. He also trains in-house and lectures at several business schools on the topics of organizational change and communication. Mr. Galoppin holds a master's degree in applied economics from KU Leuven and a master's degree in European industrial relations from Warwick Business School.Siegfried Caems is the managing director of Leading Edge Management Consultants, a consultancy specializing in management of large change programs. As a global program manager in multinational organizations, he has successfully managed organizational change during the implementation of large-scale application packages such as SAP.
His customers are based in the financial, automotive, service, utilities, and cosmetics industries. Siegfried is a guest lecturer at the Universiteit Antwerpen Management School.
Siegfried holds a master's degree in applied economic sciences from the Universiteit Antwerpen. He has been SAP certified at the SAP Academy in London.
Bibliographische Angaben
- Autoren: Luc Galoppin , Siegfried Caems
- 2007, 364 Seiten, mit Abbildungen, Maße: 18 x 24,9 cm, Gebunden, Englisch
- Verlag: Rheinwerk Verlag
- ISBN-10: 159229104X
- ISBN-13: 9781592291045
Sprache:
Englisch
Rezension zu „Managing Organizational Change during SAP Implementations “
"This book delivers pragmatic insights on all dimensions of organizational change during SAP implementations. Readers will learn tried and tested effective and efficient project management methods from experts in the field. Besides outlining the SAP-specific aspects of project management and focusing on organizational change, the added value of this book lies in the description of what should be focused on in each phase of the project life cycle."
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