What are the main benefits and components of a change management plan for SAP projects

1.
Organisa)onal
Change
Management
Genera)ng
Business
Readiness
And
People
Engagement

2. Ul)mately,
most
of
the
problems
that
come
with
an
ERP
implementa)on
can
be
summed
up
in
one
word:
People

3. Failure
to
prepare
and
manage
organisa)onal
change
is
risky
For
your
SAP
project,
can
you
assess
the
costs
if:
people
misunderstand
the
new
processes,
do
not
use
adequately
the
applica)on,
discover
a
solu)on
that
is
not
fit
for
purpose
because
they
were
not
properly
involved
in
the
project,
the
deployment
is
delayed
due
to
a
lack
of
leadership
support,…
?

4. A
well
executed
OCM
plan
delivers
engagement
and
readiness
Strong
leadership
support
and
sponsorship
as
being
essen)al
for
mobilizing
resources,
promo)ng
change
and
removing
obstacles
Strong
business
ownership
of
the
program
with
key
stakeholders
engaged
and
determined
to
make
it
work
well
Business
readiness:
people
and
the
organisa)on
100%
ready
to
work
on
SAP
with
new
processes,
roles
and
behaviours
from
day
1.
A
strong
awareness,
understanding
and
even
excitement
in
the
SAP
program
based
on
con)nuous
communica)ons
delivering
key
messages
as
well
as
facilita)ng
feedback
and
dialog
Skilled
SAP
users
based
on
each
one’s
role
and
profile,
relying
on
an
effec)ve
support
organisa)on

5. Who
is
responsible
for
OCM?
Every
project
team
member
interac)ng
and
communica)ng
with
stakeholders,
has
an
influence
on
people
engagement
and
awareness
and
is
therefore
an
OCM
contributor.
More
specifically:
v The
Program
Director
leads
change
v The
Change
Manager
facilitates
OCM
efforts
v All
project
team
members
contribute
in
one
way
or
another

6. How
does
OCM
fit
in
SAP
ASAP?

7. Start
communica)ng
business
case
Engage
leaders
&
sponsors
Take
the
pulse
Communicate
widely
Determine
organisa)onal
impacts
Involve
user
representa)ves
Develop
guiding
coali)on
Define
and
deploy
business
readiness
plans
including
user
training
Increase
communica)ons
Post
go-­‐live
communica)ons
Sustain
leadership
engagement
Monitor
and
support
adop)on

8. Project
Prepara)on
OCM
phase
goal:
Lay
the
OCM
founda)ons
OCM
phase
tasks:
• Define
the
business
case
for
change
• Analyse
the
communica)ons
channels
• Define
the
communica)ons
strategy,
first
key
messages
and
material
• Define
the
OCM
governance
• Survey/understand
stakeholders
expecta)ons,
hopes
and
concerns
associated
with
the
project

9. Business
Blueprint
OCM
phase
goal:
Define
the
OCM
Plan,
develop
awareness
and
engagement
OCM
phase
tasks:
• Perform
a
stakeholder
analysis
• Create
the
guilding
coali)on
• Determine
the
key
business
impact
of
the
solu)on
design
on
processes,
roles,
skills
requirements,
organisa)onal
structure
• Define
the
OCM
plan
and
its
components:
• Tac)cal
communica)ons
plan
• Stakeholder
engagement
plan
• Training
curriculum
requirements
for
highly
impacted
users
• Design
communica)on
material;
communicate,
get
feedback
with
a
view
to
raise
user
awareness
• Carry
out
engagement
mee)ngs
with
key
stakeholders

10. Realiza)on
OCM
phase
goal:
develop
business
readiness,
increase
awareness
and
engagement
OCM
phase
tasks:
• Reinforce
and
extend
communica)ons,
key
messages
and
feedback,
keep
the
dialog
going
with
stakeholders
• Carry
out
a
second
and
more
detailed
change
impact
mee)ngs/
workshops
to
produce
a
detailed
understanding
of
to-­‐be
roles,
responsibili)es,
skills
and
organisa)onal
structure
• Create
the
business
readiness
plans
per
deployment
site/teams
• Define
the
detailed
training
plan
including
vehicles,
)ming,
logis)cs,
assessment
tools
• Develop
the
training
material

11. Final
Prepara)on
OCM
phase
tasks:
• Carry
out
training
and
rehearsals,
conduct
training
assessments,
retrain
if/when
needed
• Deploy
pre
go-­‐live
communica)ons
• Mobilize
sponsors/leaders
to
raise
the
level
commitment
of
users
• Finalize
and
carry
out
readiness
plans
per
areas,
leveraging
business
readiness
teams
OCM
phase
goal:
make
the
business
ready
for
transi)on

12. Go-­‐Live
and
Support
OCM
phase
goal:
Monitor
and
support
user
adop)on
OCM
phase
tasks:
• Implement
user
adop)on
monitoring
system
• Analyse
user
adop)on
and
carry
out
correc)ve
ac)ons
as
requested
• Carry
out
post-­‐go-­‐live
communica)ons
• Communicate
and
celebrate
success
• Sustain
training
vehicles
• Monitor
and
sustain
user
support
effec)veness
• Ensure
knowledge
transfer
from
project
to
business
teams

13. Leverage
Digital
Tools
User
Experience
Management
(UEM):
• Applica)on
usage
measurement,
analysis
• Training
success
assessment
Solu)on
enabling
effec)ve
and
intui)ve
online
applica)on
training:
«
Walk-­‐Thrus
are
a
series
of
interac)ve
)p-­‐balloons
overlaid
on
the
screen.
These
balloons
help
users
act,
react
and
progress
through
their
business
process.
Users
receiving
help
remain
on
site
elimina)ng
the
need
to
go
back
and
forth
between
video
tutorials
and
FAQ’s.
»
Online
applica)on
allowing
daily
interac)on
with
change
users
&
stakeholders
to
sustain
their
readiness
and
engagement

14. How
can
we
help?
christophe@appe)teforchange.net
hep://www.appe)teforchange.net/en/contact-­‐us/