Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
Organisational Change Management (OCM) is a critical component of many successful ERP projects. Despite this, the term Change Management is one which is not well understood by many ERP practitioners or by most ERP users. There is often a general sense that it covers the softer, people-related issues that arise during ERP implementation projects and that as a result, OCM itself is an ill-defined and woolly concept.
This paper sets out to dispel this view by defining OCM in ERP projects very clearly in terms of strategy, constituent work streams and implementation tasks. View an extract of the report and download the full report for free at: http://www.lumeniaconsulting.com/resources/reports-white-papers/organisational-change-management-erp-projects
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
Organisational Change Management (OCM) is a critical component of many successful ERP projects. Despite this, the term Change Management is one which is not well understood by many ERP practitioners or by most ERP users. There is often a general sense that it covers the softer, people-related issues that arise during ERP implementation projects and that as a result, OCM itself is an ill-defined and woolly concept.
This paper sets out to dispel this view by defining OCM in ERP projects very clearly in terms of strategy, constituent work streams and implementation tasks. View an extract of the report and download the full report for free at: http://www.lumeniaconsulting.com/resources/reports-white-papers/organisational-change-management-erp-projects
Create Your End User Adoption StrategyErica Toelle
We all know that End User Adoption is an important area of focus in your SharePoint project. In this session we will take a closer look at the End User Adoption work stream on a SharePoint project, and the associated roles, responsibilities and tasks for the project plan.
More Information:
https://flevy.com/browse/business-document/change-management-models-1214
BENEFITS OF DOCUMENT
These models/frameworks can be used to enhance your project management and process improvement projects.
A wide range of models/frameworks for you to choose from to suit your specific needs and situation.
DOCUMENT DESCRIPTION
This presentation is a collection of PowerPoint diagrams and templates used to convey 25 different Change Management models and frameworks.
INCLUDED MODELS/FRAMEWORKS:
1. The Change Curve Model
2. Bridges' Transition Model
3. Lewin's Three Stage Change Model
4. Impact Analysis
5. Leavitt's Diamond
6. The Burke-Litwin Change Model
7. The McKinsey 7S Framework
8. The ADKAR Change Model
9. Kotter's Eight Phases of Change
10. The Training Needs Analysis Framework
11. The Power/Interest Grid for Stakeholder Prioritization
12. Osgood-Schramm's Model of Communication
13. Szpekman's Communication Framework
14. The Johari Window
15. The ADDIE Model
16. The Conscious Competence Learning Model
17. Kirkpatrick's Four-Level Training Evaluation Model
18. The PDCA Cycle
19. Six Sigma Quality Improvement (DMAIC)
20. Business Process Redesign (BPR)
21. Xerox Benchmarking Model
22. Project Management Body of Knowledge (PMBoK)
23. PRINCE2 Project Management
24. Managing Successful Programmes (MSP)
25. Management of Risks (M_o_R)
Organizational Change Management and CommunicationsEnamul Haque
OCM explained - Organizations are almost always in a state of change, whether the change is continuous or episodic. The Change Management and Communications Plan includes a strategy and framework to effectively engage stakeholders and communicate changes necessary across the transformation areas to achieve the desired results and sustain the benefits of the effort.
Is there a simple way to explain to someone what change management is and why it is essential, not optional? Prosci’s Five Tenets of Change Management helps you tell a simple and compelling story about why change management is necessary for projects to deliver results and achieve objectives. The five tenets help you provide crucial context for your “what is change management?” discussions. During the webinar, you will have the chance to create your own “five tenets” story.
How Internal Communications can drive Organizational ChangePoppulo
Download the complete (free) guide on the same topic here: http://bit.ly/2MeXmXX
Change is now business as usual at organizations. And today internal communicators need to move from ‘managing’ change to leading and enabling change.
Presentation takeaways:
- The essential role of internal communication during change management
- The questions to ask when building a strategy
- Understanding the 7 key drivers of change
- How to gain insight and measurement into your campaigns
- The value of sharing results with stakeholders
- Change management is an approach to any project or organizational change that addresses the less visible and often emotional resistance and risks that oppose a change.
We present "How Internal Communications can drive Organizational Change" - a 7 minute must-read deck for every IC professional.
---
We know that every organization faces different communication challenges. Call us now if you’d like to discuss yours with one of our IC experts.
Intl. +353 21 242 7277
UK 0800 904 7955
US 781 443 7600
or visit Poppulo.com
Project management methodologies change over time but one element of all projects always remains important - Project Charter. Here I am sharing a template for a medium to large implementation project type of project, for example SAP system implementation.
M&A success: Using an integration playbook to make your deal workGrant Thornton LLP
Only about 50% of mergers or acquisitions will succeed. And even when deals go through, the newly created company may not deliver the hoped-for financial results. Integration playbooks can make the difference.
When introducing Workday into your organization, how you manage change is critical to a successful transition. While change is most often driven from a technology perspective, a successful change management program should be focused on the impact to strategy, business processes, and people. Increasing user adoption of Workday and improving how work gets done within an organization requires an intentional investment of effort.
Post Merger Integration Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 2000 hours of work. It is considered the world's best & most comprehensive Post Merger Integration Toolkit. It includes all the Frameworks, Tools & Templates required to increase the value creation of your Mergers & Acquisitions. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Create Your End User Adoption StrategyErica Toelle
We all know that End User Adoption is an important area of focus in your SharePoint project. In this session we will take a closer look at the End User Adoption work stream on a SharePoint project, and the associated roles, responsibilities and tasks for the project plan.
More Information:
https://flevy.com/browse/business-document/change-management-models-1214
BENEFITS OF DOCUMENT
These models/frameworks can be used to enhance your project management and process improvement projects.
A wide range of models/frameworks for you to choose from to suit your specific needs and situation.
DOCUMENT DESCRIPTION
This presentation is a collection of PowerPoint diagrams and templates used to convey 25 different Change Management models and frameworks.
INCLUDED MODELS/FRAMEWORKS:
1. The Change Curve Model
2. Bridges' Transition Model
3. Lewin's Three Stage Change Model
4. Impact Analysis
5. Leavitt's Diamond
6. The Burke-Litwin Change Model
7. The McKinsey 7S Framework
8. The ADKAR Change Model
9. Kotter's Eight Phases of Change
10. The Training Needs Analysis Framework
11. The Power/Interest Grid for Stakeholder Prioritization
12. Osgood-Schramm's Model of Communication
13. Szpekman's Communication Framework
14. The Johari Window
15. The ADDIE Model
16. The Conscious Competence Learning Model
17. Kirkpatrick's Four-Level Training Evaluation Model
18. The PDCA Cycle
19. Six Sigma Quality Improvement (DMAIC)
20. Business Process Redesign (BPR)
21. Xerox Benchmarking Model
22. Project Management Body of Knowledge (PMBoK)
23. PRINCE2 Project Management
24. Managing Successful Programmes (MSP)
25. Management of Risks (M_o_R)
Organizational Change Management and CommunicationsEnamul Haque
OCM explained - Organizations are almost always in a state of change, whether the change is continuous or episodic. The Change Management and Communications Plan includes a strategy and framework to effectively engage stakeholders and communicate changes necessary across the transformation areas to achieve the desired results and sustain the benefits of the effort.
Is there a simple way to explain to someone what change management is and why it is essential, not optional? Prosci’s Five Tenets of Change Management helps you tell a simple and compelling story about why change management is necessary for projects to deliver results and achieve objectives. The five tenets help you provide crucial context for your “what is change management?” discussions. During the webinar, you will have the chance to create your own “five tenets” story.
How Internal Communications can drive Organizational ChangePoppulo
Download the complete (free) guide on the same topic here: http://bit.ly/2MeXmXX
Change is now business as usual at organizations. And today internal communicators need to move from ‘managing’ change to leading and enabling change.
Presentation takeaways:
- The essential role of internal communication during change management
- The questions to ask when building a strategy
- Understanding the 7 key drivers of change
- How to gain insight and measurement into your campaigns
- The value of sharing results with stakeholders
- Change management is an approach to any project or organizational change that addresses the less visible and often emotional resistance and risks that oppose a change.
We present "How Internal Communications can drive Organizational Change" - a 7 minute must-read deck for every IC professional.
---
We know that every organization faces different communication challenges. Call us now if you’d like to discuss yours with one of our IC experts.
Intl. +353 21 242 7277
UK 0800 904 7955
US 781 443 7600
or visit Poppulo.com
Project management methodologies change over time but one element of all projects always remains important - Project Charter. Here I am sharing a template for a medium to large implementation project type of project, for example SAP system implementation.
M&A success: Using an integration playbook to make your deal workGrant Thornton LLP
Only about 50% of mergers or acquisitions will succeed. And even when deals go through, the newly created company may not deliver the hoped-for financial results. Integration playbooks can make the difference.
When introducing Workday into your organization, how you manage change is critical to a successful transition. While change is most often driven from a technology perspective, a successful change management program should be focused on the impact to strategy, business processes, and people. Increasing user adoption of Workday and improving how work gets done within an organization requires an intentional investment of effort.
Post Merger Integration Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 2000 hours of work. It is considered the world's best & most comprehensive Post Merger Integration Toolkit. It includes all the Frameworks, Tools & Templates required to increase the value creation of your Mergers & Acquisitions. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Carolyn Reid's current resume: about my career and accomplishments and the type of work I do. Summarizes successes I have provided to businesses. Worked in many industries. Problem solver, business improvement, business transformation
2. 2
Agenda
What is Organization Change
Management (OCM)?
Value of OCM/Training for Project
Success
IT OCM Methodology
3. 3
What is Organization ChangeWhat is Organization Change
Management (OCM)?Management (OCM)?
4. 4
What is Organization Change
Management?
A systematic process that mitigates risks and
leverages change as a resource for project success
It is an actionable, process-driven effort with work
streams of activities and tasks
Includes training as a primary work stream as well as a
tool set
It has templates, forms, checklists and quality
measurements that drive the OCM process
5. 5
Levels and Types of Change
Management
Project Change
Management
Project Change
Management
Organization Change
Management
Organization Change
Management
Change Control
Board
Change Control
Board
• Addresses changes in cost,
budget and schedule at
project level
• A change large enough to
impact a baseline (approved)
Project Management Plan
(scope of deliverables),
Schedule or RAM
• Changes to the project that
impacts baseline requirement
or specification documents to
be updated for quality but not
enough to impact time and/or
cost
• Manages leadership
engagement, end user
adoption and project team
effectiveness challenges
• Develops project team
member, super user and end
user capabilities
• Ensures business readiness
using effective
communications and training.
• Manages the impact of
technology changes to the
landscape and architecture.
• Analyzes change request and
its impact
• Identifies degree of impact
and provides consulting
support on recommended
options.
Project PeopleTechnology
7. 7
Source: Deloitte Consulting and Benchmarking Partners (Based on a study of 62 companies that have gone live with an ERP system)
Note: Rounded percentages; not all categories are shown as bars
2%
2%
3%
4%
1%
2%
4%
8%
2%
4%
5%
6%
6%
7%
7%
8%
16%
1%
0% 2% 4% 6% 8% 10% 12% 14% 16% 18%
PEOPLE 62%PEOPLE 62%
PROCESS 16%
TECHNOLOGY 9%
KNOWLEDGE ASSETS 3%
Change Management
Internal Staff Adequacy
Project Team
Training
Prioritization/Resource Allocation
Top Management Support
Consultants
Ownership (of benefits to others)
Discipline
Program Management
Process Reengineering
Stage/Transition
Benefit Realization
Software Functionality
Application Portfolio Management
Enhancements/Upgrades
Data
Reporting
Top Issues Organizations Face During Enterprise Resource Planning
Change, Training, and Risk Management
Imperatives
8. 8
Customers view Change Management as a strategic success factor for a SAP project
“What impact did Change
Management have on the
success of your last project?
OCM Benefits for Large Projects
210 organizations involved
“Change Management online survey, May 2004”
(Cooperation of SAP Business Consulting, DSAG e.V., University of Mannheim)
79% say that Change Management had a high or very high impact on the
success of their project?“
28%
51%
17%
4%
0%
Very high Very low
Project manager, program
manager, steering committee
47% manufacturing, 53% services
Mostly SAP R/3 implementations
(FI/CO, MM, PP, SD, HR)
65% supported their projects with
OCM proactively
10. 10
OCM/Training Methodology
Develop
Develop
Deploy
Deploy
Design
Design
Idea
Idea
Stakeholder Management and
Engagement Planning
Comm
Planning
Define
Define
Process
Impact Analysis
and Action Plan
Comm.
Development
Super User and
Change Agent
Strategy
End User
Role
Mapping
Communications
Execution
Site Mgt and
Roll Out
Leadership and
Stakeholders
Communications
Business
Readiness
Business Process
and Organization
Work Design
Team
Effectiveness
End User
Training
Development
Training
Logistics
and Delivery
Training and
Enablement
Business Team Development
and Induction
PM Process
OrganizationChangeManagement(OCM)andTrainingScan
Develop
Develop
Implement
Implement
Design
Design
Plan
Plan
Analyze
Analyze
OCM/Training
Team Building and Performance
Business and Site Readiness
Review
Project/Business Team
Training Development and
Delivery
Deployment
Site
Readiness
Preparation
OCMWorkStreams
11. 11
Add Stages for Level of Project Complexity
Scale of Change
Communications
People Transition Planning (Business Readiness)
Perf Mgmt/Incentives & Rewards Alignment
Skills & Competencies Alignment (Project Team/Leaders)
Leadership and Sponsorship Alignment (Stakeholder Engagement)
Assessment/Monitoring/Measurement (OCM Scan)
Job/Organization Alignment (Business Impact and Role Mapping)
Minor
changes
Small
change to
role
Large
change to
Role
Complex
new job
processes
Briefing Documents
Quick Reference Cards / Work Instruction
On-line / Self Paced Training
Webinar Training
Instructor Led Training
New
role
Project Team Training
CHANGEMANAGEMENTENDUSERTRAINING
12. 12
OCM Fast Track Option
Organization Change Management ProcessOrganization Change Management Process
Stakeholder
Management
Stakeholder
Management
11
Business
Team
Development
Business
Team
Development22
Communications
Planning
Communications
Planning
33
Process Impact
Analysis
Process Impact
Analysis
44
Business
Readiness
Business
Readiness
55
End User
Training
End User
Training
66
IdeaIdea DefineDefine DesignDesign DevelopDevelop DeployDeploy
Project Life Cycle Stage Gate MethodologyProject Life Cycle Stage Gate Methodology
OCM Work Streams
OCM Work Streams
13. 13
OCM Tool Kit Deliverables
Deliverables Description
1
Stakeholder Management
and Engagement Plan
Identifies most important stakeholders and their needs. Includes
engagement options and monitoring plan.
2
Business Team
Development Plan
Provides on boarding, training, development, and engagement
activities for business project team members, business leaders,
Business Process Owners (BPOs), Subject Matter Experts (SMEs) and
Super Users.
3
Communications Plan and
Schedule
Identifies required project, business and functional communications
requirements. Includes schedule of communications releases
4
Business Process Impact
Analysis and Action Plan
Detailed analysis of the business impact to include end user role
mapping, functional communications requirements, and others.
Provides list of recommended actions for HR, project team, business
and OCM.
5
Business and Site
Readiness Assessment with
Recommendations and
Schedule
Identifies requirements to prepare the business and sites for
implementing the change. Provides a report on findings with project,
business, HR and OCM recommendations, action items and
schedules.
6
Training Needs Assessment
and Delivery Plan with
Schedule
Evaluation of training needs for the project team and end users.
Includes training development and delivery plan with schedule.
14. 14
Stakeholder Engagement
Need greater clarity for business/HR
Leaders’ role to direct and support project
efforts and expected changes.
Business Readiness
Develop more detailed plans at local
level for plant leadership
Business Team Development
Ensure teams understand the escalation
process and clarify roles and
responsibilities.
End User Training
Redesign training curriculum and better align
with the new business processes.
Communication
Upgrade approach as comm has been
limited and inconsistent regarding project
initiatives, specifically SAP Merchandising.
Process Impact Management
Clarify process maps, identify roles and
responsibilities changes.
(Organization Work Design)
OCM/Training Scan Sample Report
Dashboard
OCM/Training Engagement Process
PM MeetingPM Meeting OCM/Training
Scan
OCM/Training
Scan
Executive
Report
Executive
Report
15. 15
Summary
Organization Change Management (OCM) is anOrganization Change Management (OCM) is an
important project leadership accountability andimportant project leadership accountability and
critical to project success.critical to project success.
OCM has key deliverables and requiresOCM has key deliverables and requires
adequate resources to accomplish them.adequate resources to accomplish them.
The level of OCM effort depends on the scope,The level of OCM effort depends on the scope,
deadlines, criticality and complexity of thedeadlines, criticality and complexity of the
project.project.