SAPC-BAIO-068-Key Topics in Getting People Ready

ASAP Focus MethodologyKey Topics Getting the People Ready

CSE Portfolio and Operations

© SAP AG 2008 / Page 2

Objectives

At the end of this presentation you will: Understand what the key topics related to getting people ready

of the ASAP Focus Methodology are

Know which activities are addressing the key topics

What risks are associated

And which accelerators are provided to mitigate those risks


1. Introduction

2. Get People ready: OCM

3. Get People ready: User Acceptance

4. Get People ready: Key/ End-User Training

Agenda


What is a key topic

A key topic is a group of activities that is:

Related to high risk

An implementation major effort driver

A look at activities, across the phases of the ASAP Focus Methodology, for the purpose of better understanding the specific approach


Key topics in the ASAP Focus Methodology

Positioning with the customer the Solution and the Approach (Evaluation Roadmap)

Getting the System ready Delta requirements Solution Preparation Forms adaptations, Reports adaptation,

Interface development, Conversions, Enhancements (FRICE)

Getting the Data ready Data migration

Getting the People ready Organizational Change Management User Acceptance Key/ End-User Training

DATA PEOPLE

SYSTEM


1. Introduction




Agenda


General approach to Organization Change Management

Why is this a key topic? The customer will have to digest a lot of change in little time, this increases the

need for efficient OCM. Unfamiliarity with the coming situation would be a major source of resistance…

Winning Conditions SAP Project Manager assists with direction; every project team member is

responsible to highlight necessity and identify risks/issues Combination of Roles and Authorization assignment with Impact Mapping helps

and accelerates this process. Customer Project Manager takes charge of assigning and monitoring OCM

tasks to persons The customers management active support in communicating the vision is

essential to make the implementation a success


Organizational Change Management – Risks

Risk P I

Smaller companies may believe the OCM is not required resulting in little or no OCM.

Insufficient communication & leadership resulting in end-users resisting the project and consultants spending more time convincing instead of explaining

Inadequate knowledge transfer; end users resist the new system because it doesn‘t provide all functionality the same way they had it in their old system

No or improvised transition planning resulting in people not understanding the impact of change, which leads to misunderstanding of new tasks & responsibilities and resistance

Transition execution may take longer due to users´ resistance to accept new roles

High Medium Low

P = Probability I = Impact


ASAP Focus Methodology Overview

RealizationFinal

PreparationGo Live & Support

EvaluationPre-Project Activities

Delta Requirements

Evaluation Roadmap Implementation Roadmap

time

Project Preparation

Customer Qualification

Position Solution & Services

Delta Requirements

Sessions

Create Preliminary

Proposal

Finalize Proposal

Customer Signs offBlueprint

Assemble Statement of

Work

General Project Management

Data MigrationWorkshopActivities

Project Team Training

Position OCM

Set Up System Environment

Project Standards & Procedures


ConductKick off Meeting

DEV Infrastructure

Setup


Review ProjectPreparation

Phase

QAInfrastructure

Setup

Validate Org.Structure &General Settings

Delta Realization

Validate Solution

Organizational Change

Management

Integration &Acceptance

Tests

Prepare Cutover & Production

Support

Review Realization

Phase


End User Training

Check Org.Change

Readiness

Create & StaffHelp Desk

Check SystemReadiness

Cutover toProduction

ProductionSupport


Project Closing

Customerqualified

StartContractsignature

Projectkick-off

Go-Live

Go Live Readiness

Check

© SAP AG 2008 / Page 10


RealizationFinal



Delta Requirements


time

Project Preparation



Delta Requirements

Sessions

Create Preliminary

Proposal

Finalize Proposal



Work




Position OCM





DEV Infrastructure

Setup



Phase

QAInfrastructure

Setup


Delta Realization

Validate Solution

Organizational Change

Management


End User Training

Check Org.Change

Readiness




ProductionSupport


Project Closing

Go Live Readiness

Check

Present Solution & Services

Present Implementation Approach

Present Data Migration Approach

Present Organizational Change Readiness

Review Roles and Authorizations

Initiate Internal Communications

Conduct Change Management Communications

Conduct Impact Mapping

Transition Planning and Execution

© SAP AG 2008 / Page 11

A document accompanied by a plan to help schedule the communications with customers organization as well as customer’s external environment that can be affected by the new system

Acc

eler

ated

wit

h A Document to help assign roles to users and conduct impact mapping based on those roles.

Roles and Authorizations assignment and Impact mapping

OCM Communication Guide and Communication Plan.

A presentation to help customer understand the importance of Organizational Change management as well as the relevant activities

Getting People Ready

● A checklist to help you ensure that the organization has accepted the new system and enabled to use it.

Organizational Change Readiness Checklist

Organizational Change Management – ASAP Focus Roadmap Accelerators

© SAP AG 2008 / Page 12

1. Introduction




Agenda

© SAP AG 2008 / Page 13

General approach to User Acceptance

Why is this a key topic? To assure that the customer understand that the

requirements are met and that the key users are ready to use the system is essential

Winning Conditions Testing is performed using migrated customer data Testing of all business processes is in form of scenario

tests Testing is completed by key users Testing is well documented and signed off by customer Test cases are pre defined and can be refined by

customer’s users according to their specific business needs

© SAP AG 2008 / Page 14

User Acceptance – Risks

Risk P I

Consultants accepting to perform the testing, which results in later customer rejection of the system

Key functionality is tested only superficially creating extra workload after Go Live for undetected error correction

Test plans that do not fully represent live business processing resulting in extra workload after Go Live for scope changes

High Medium Low

P = Probability I = Impact

© SAP AG 2008 / Page 15


RealizationFinal



Delta Requirements


time

Project Preparation



Delta Requirements

Sessions

Create Preliminary

Proposal

Finalize Proposal



Work




Position OCM





DEV Infrastructure

Setup



Phase

QAInfrastructure

Setup

Validate Solution

Integration &Acceptance

Tests


End User Training

Check Org.Change

Readiness




ProductionSupport


Project Closing

Go Live Readiness

Check

Refine IT cases and Scope

Prepare QA environment

Execute Integration Tests

Refine IT plan

…

Update Business Process Validation Plan

Business Process Workshops

…

Confirm Go Live Environment

Close Open Issues

© SAP AG 2008 / Page 16

Planning and scheduling of the integration test (who does what when)

Acc

eler

ated

wit

h Based on Business Process Documents, defining the data to be used and the expected results for a test.

Integration Test Cases

Integration Test Plan

End user documentation providing a step-by-step descriptions of individual business processes as part of a business scenario.

Business Process Documents (BPD)

● Step-by-step description of the cutover processCutover Checklist

Organizational Change Management – ASAP Focus Roadmap Accelerators

© SAP AG 2008 / Page 17

1. Introduction




Agenda

© SAP AG 2008 / Page 18

General approach to Key/ End-User Training

Why is this a key topic? “Getting the people ready”: The transfer of knowledge about

how to use the system to the customer is absolutely critical

Winning Conditions Customer project team members attend selected SAP

trainings Functional people will attend overview trainings The technical team will attend courses for topics like

system and database administration and authorization concept

Key users are trained on the project Key users adapt the BBDs as end user and training

documentation Key users train end-users

© SAP AG 2008 / Page 19


RealizationFinal



Delta Requirements


time

Project Preparation



Delta Requirements

Sessions

Create Preliminary

Proposal

Finalize Proposal





Position OCM





DEV Infrastructure

Setup


Phase

QAInfrastructure

Setup


End User Training

Check Org.Change

Readiness




ProductionSupport


Project Closing

Go Live Readiness

Check

Present Solution & Services

Present Implementation Approach

Present Data Migration Approach

Present Organizational Change Readiness


Work



Delta Realization

Validate Solution

Update Business Process Validation Plan

Business Process Workshops

…

© SAP AG 2008 / Page 20

Templates are used by the key users to create a customer specific end-user documentation.

Acc

eler

ated

wit

h

SAP solution courses to be attended by the customers project team members.

Customer team training plan

Business Process Documents

Detailed approach to end user training and lists necessary areas of knowledge; container for your local approach

End user training plan

Key/ End-User Training – ASAP Focus Roadmap Accelerators

© SAP AG 2008 / Page 21

Summary

In this Session you learned

What are the major risks implied in getting the people ready and how to mitigate them How to accelerate activities related to getting the people ready

© SAP AG 2008 / Page 22

Sophia Ersi FilaktouCSE Portfolio and Operations

ASAP Focus Mailbox

Contact

© SAP AG 2008 / Page 24

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