Successfully Leading Change During an SAP Upgrade
Session 2707
Session Outline
• Objectives
• Project Profiles and Contrasts
• Successful Outcomes– Business Case– Alignment– Risk Management– Project Management– Integrated Performance– Change and Communications– Learning Environment– Knowledge Sharing
• Success Factors
Presenters
• Mary Sloan, Baylor College of Medicine– Role: Director, SAP Services– Project Focus: Change management, communication, and
training
• Michael Peterman, Lyondell Chemical Company– Role: Manager, IT Change Support– Project Focus: Ensuring employees are informed, involved,
and prepared to participate in project lifecycle
• Mark Norton, RWD Technologies– Role: Project Director– Project Focus: Change management, end user learning,
training, and performance improvement solutions
Objectives
• Name major activities and processes to be addressed in leading an organization and business units in a “global” upgrade.
• List key success and risk factors in planning an upgrade to SAP 4.6 or Enterprise.
• Explain importance of blending change leadership and learning.
• Describe how the benefits of lessons learned are realized.
Profile: Baylor College of Medicine
– Original implementation: 1999– Upgrade implementation: February 2003
• Over 1,200 users• SAP Modules
– FI, HR, MM, PM, SD
• Type of Implementation– ASAP methodology– Single event rollout (SAP functionality)– Phased SAP GUI rollout with O/S migration
• Support Environment (Central End Users)• Training Environment
– New course materials with blended training/CM approach– Standard training database (minimal footprint), simulations
• Tools– Microsoft products, Visio, RWD Info Pak, SAP Tutor, HRCS Clone and
Test
Profile: Lyondell Chemical
– Original implementation• United States (1995), Europe/Asia (2001)
– Upgrade implementation: January 2005 (planned)• Over 6,500 global users• 8 countries, 20 plants, 20 3rd-party vendors accessing systems• SAP Modules
– AA, BW, CATS, CRM, FICO, HR, HSE, IMD, MI, MM, OF, PM, PS, QM• Type of Implementation
– Custom methodology– Phased by region
• Support Environment (Super Users)• Training Environment
– Instructor-led training with CM integrated only for business leaders– Complete training database (large footprint)
• Tools– Motive AnswerWeb, Mercury WinRunner/TestDirector, Microsoft
products, Visio
Upgrade Contrasts
• Baylor College of Medicine– 4.6c Upgrade– Upgrade complete– Attributes
• Domestic, geographically centralized audience
• Upgrade to 4.6c• No business process
change (technical upgrade)
• O/S migration & upgrade
– Drivers• Functionality• Maintenance
• Lyondell Chemical– Enterprise Upgrade– Upgrade planned– Attributes
• Global audience
• Upgrade to SAP Enterprise (4.7)
• Anticipated business process changes
– Drivers• Functionality• Maintenance
Successful Outcomes
ProjectSuccess
IntegratedPerformance
Business Case
AlignmentKnow ledge
Sharing
ProjectManagement
Change andCommunications
RiskManagement
LearningEnvironment
Business Case
• Organizational direction
• Needs assessment
• Drivers– Maintenance / Support– Functionality / Enhancements– Web-enablement
• Development– Administrators or business owners provide training
estimates– Development efforts/contributions
Business Case
Alignment
• Refine business case and vision
• Business leader ownership
• Cross-functional end user representation
• User base (challenges with each key group)
• Communication meetings – Training and Change Management– Integration leaders
Alignment
Risk Management
• Governance structure
• Cost containment
• Timeline - potential delays managed proactively
• Clear direction to team members
• Defined project roles and responsibilities– Change leadership involvement– Training development and delivery
RiskManagement
Project Management
• Defined project methodology– Structured Project Office with CM representation– Thorough planning – Extensive testing with end user acceptance– Sign-off on materials by end users– Communication across the team
• Scope definition and control
• Logistics– Online registration– Change management database– Evaluations
ProjectManagement
Integrated Performance
• Alignment– Leadership– Organization
• Project Team Structure
• Communications and Branding
• Human Performance– Change Leadership– Learning, Training, Performance Support
• Site Readiness
IntegratedPerformance
Change and Communications
• Cultural challenges– Openly address concerns of the organization– Communicate frequently on areas of concern– Explain impact of changes to departments/Business units
• Communications– Targeted, audience-specific– Timeline sensitive frequency
• Ownership– Business (process team/group) owns decision-making– Support of project team/leadership– Subtle CM approach – provide support / buy-in early on– Middle management informed/involved in decision-making– Managing perception – past and current implementation
Change andCommunications
Learning Environment - BCM
• Learning materials– Focused on deltas from 4.0 to 4.6– Based on frequency and complexity of transactions– Users expected to having working knowledge of 4.0 system
• Training expectations – Minimal changes to system – Phased GUI rollout– Auditorium based with one hands-on classroom course– New on-line help tools (RWD Info Pak and SAP Tutor)
• Delivery– BCM Instructors (CEURs)– Navigation training required– Six weeks prior to go-live– Six auditorium courses, one classroom course
LearningEnvironment
Learning Environment - Lyondell
• Developing an upgrade learning strategy for global environment
• Working to establish a model that will help business units more effectively plan change management requirements
• Reviewing technology requirements to meet user needs– Learning management systems– Development and delivery tools– Collaborative learning opportunities
• Investigating user testing and certification
LearningEnvironment
Knowledge Sharing
• Create environment based on team incentives for team knowledge
• Ensure continuous knowledge transfer from consultants to employees
• Create environment for repeatable and improved performance
• Information and deliverables must be documented and maintained by the employees
Know ledgeSharing
Success Factors - BCM
• BCM led project with strategic use of consultants
• Priority IT project • Minimized support tasks • Maintained focus on technical upgrade• BCM instructor led training• CM/Training organizationally focused• Knowledge transfer throughout the project• End user involvement and acceptance• Post go-live support model
Success Factors - Lyondell
• Change management steers project plan• Sound business case• Develop a clear vision of the future• Align around business case and vision• Develop a strategy for leading change• Adequate project staffing and defined roles• Assemble the proper skills, knowledge, and abilities• Monitor and manage motivation within the project team• Timely, audience-focused communications• Do not let “Change Management” start out or become a
separate deliverable
Contact Information
• Mary Sloan – Baylor College of Medicine– Telephone: 713.798.1055– Email: [email protected]
• Michael Peterman – Lyondell Chemical– Telephone: 713.309.4746– Email: [email protected]
• Mark Norton – RWD Technologies– Telephone: 713.284.1822– Email: [email protected]
Thank you for attending!
Thank you for attending!
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