ERP (SAP) MIGRATION PROJECT Change Impact Assessment by Functional and Process Areas

Transcription

1 ERP (SAP) MIGRATION PROJECT Change Impact Assessment by Functional and Process Areas Published on: September-8-18 Organizational Change Management Version 0.1

2 1 Document Information Release No. Version 0.1 Release Date 8 September 2018 Project Phase Document Title Reference Phase 3: Planning & Analysis ERP (SAP) Migration Project Change Impact Assessment by Functional and Process Areas ORGANIZATIONAL CHANGE MANAGEMENT LIBRARY Revision History VN Date Remarks Authored/Revised By Role V0.1 11/23/ st draft of the ERP (SAP) Migration Project Change Impact Assessment by Functional and Process Areas. Contribution/Review List Name of person who reviewed and/or contributed to the deliverable Role ERP Program Manager SAP Migration Senior Project Manager Solution Manager Solution Manager, Solution Design & Management Contribution / Review Date: Click here to enter a date. Click here to enter a date. Click here to enter a date. Click here to enter a date.

3 2 Approvals Name Role Original Approval Date: Click here to enter a date. Distribution List Name of person(s)/entities who received copy of final deliverable

4 3 Contents 1 EXECUTIVE SUMMARY PURPOSE AND BENEFITS OF THE CHANGE IMPACT ASSESSMENT CHANGE IMPACT ASSESSMENT Change Impact Summary: Moving from the As-Is to the To-Be Key Changes for: [Enter Functional / Process Area] CHANGE IMPACT THEMES CHANGE IMPACT LEVELS BY STAKEHOLDER INTERNAL STAKEHOLDER GROUPS Customer Service IT Support Sales Operations Marketing Teams Human Resources... 11

5 4 1 Executive Summary ASSESSING AND DOCUMENTING THE CHANGE IMPACTS FOR THE ERP (SAP) MIGRATION PROJECT TO DETERMINE THE ORGANIZATIONAL CHANGE MANAGEMENT (OCM), COMMUNICATIONS AND TRAINING NEEDS. Determining who we should be communicating with, understanding the extent and implications of the changes that are visible as well as transparent to the stakeholders, and identifying the training and communication needs for the impacted stakeholders.

6 5 2 Purpose and Benefits of the Change Impact Assessment To identify and document, at a high-level, the CURRENT As-Is state for each functional / process area that will be impacted by the change, identify and document, at a high level, the FUTURE To-Be State for each functional / process area that will be impacted by the change in order to reach a better understanding of the end-state organizational and people impacts of the proposed future state solution. To understand the implications of the change for each identified functional / process area. I.e., how the new system(s)/process(e)/tool(s) as well as the stakeholder roles (including customers) will act in the future To-Be State and what additional tools/processes/resources will be required for the end-state. To gain an understanding of OCM transition considerations and watch outs for the ERP (SAP) Migration Project. To understand the impacted stakeholder groups and roles. I.e., what are they doing now that will change in the future To-Be State? This will enable the organization s management to understand the areas which require greater management focus and effort during the change process. To determine any impacted product(s), if any, for each identified functional / process area and understand the level of impact (H/M/L) for each identified functional / process area. To determine the OCM and training support required for each identified functional / process area, and recognise potential gaps in the communication, flow driving out additional stakeholders who need to be involved in the future To-Be State. This will ensure that all stakeholders are aware of interfaces and handoffs between roles and functions/systems/processes, reducing silos and building team-working skills. To reach an agreement on the proposed OCM, communication and training support required for each identified functional / process area and for the project as a whole. The results of the change impact assessment will form the basis for the: Detailed stakeholder-specific OCM and communication activities to build support for the change throughout the project implementation. Launching of the change network, OCM change readiness and Go-Live Readiness Assessment post-planning & Analysis phase. Training and transition planning, change champion network activities, and training delivery during the Implementation & Delivery phase. Results from the Change Impact Assessment will be updated and refined during the detailed and integrated functional requirements documentation stage. In which case, the detailed OCM Impact Analysis for Future State (Detailed As-Is to To-Be State assessment) will be used.

7 6 3 Change Impact Assessment ERP (SAP) Migration Project Change Impacts Matrix Business Owners: LIST OF BUSINESS OWNERS REPRESENTING THE PRIMARY CONTACTS GROUP FOR EACH BUSINESS UNIT (BU) DIRECTLY OR INDIRECTLY IMPACTED BY THE CHANGE CURRENT (AS-IS) Functional / Process Area FUTURE (TO-BE) STATE Description of Change Impact Impacted Stakeholders / Roles Impacted Products Level of Impact (H,M,L) OCM / Training Required How each identified functional / process area is operating under the Current State? How will each identified functional / process area operate under the Future State? (Key changes that are front-end and impact the end-users and key changes that are back-end and should be seamless / low impact to the end-users)) Workload: (increase/decrease based on the new system) System / Technology Governance / Policy Changes Process Changes / Job Roles Form(s)/Template(s) Changes Behavioral changes Pre-Go Live Resource Impact: (to support data clean-up, testing, etc.) Who are the stakeholder groups impacted, including their roles, for each identified functional / process area? Number of People Impacted: (front-line / managers & supervisors / executives and SMT) What are the products impacted (if any) for each identified functional / process area? Amount of Change (Radical & Dramatic disruptive or Incremental progressive) What are the OCM and training support required for each identified functional / process area? 3.1 CHANGE IMPACT SUMMARY: MOVING FROM THE AS-IS TO THE TO-BE Current model / framework / system its functionality, limitations, weaknesses, Evolution to a new end-state, including benefits, strengths, support provided, etc. Summary of the implications of the changes in workload, system, policy/governance, reporting functionality, behavioural changes, customer experience, workforce management, etc. Total number of stakeholders impacted How each identified stakeholder group and their roles are impacted by the change List of all products that will be impacted by the change, if any. High, Medium or Low OCM, Comms & Stakeholder Engagement plans to be developed dependent on project implementation timelines Communicate change impacts & training requirements

8 7 CURRENT (AS-IS) Functional / Process Area FUTURE (TO-BE) STATE Description of Change Impact Impacted Stakeholders / Roles Impacted Products Level of Impact (H,M,L) OCM / Training Required 3.2 KEY CHANGES FOR: [ENTER FUNCTIONAL / PROCESS AREA] Current state of each identified functional / process area within the scope of change Future to-be state of each identified functional / process area within the scope of change Description of changes in workload, system, policy/governance, reporting functionality, behavioural changes, customer experience, workforce management, etc. for each functional / process area identified by the change Total number of stakeholders impacted within each identified functional / process area How each identified stakeholder group and their roles are impacted by the change for each identified process / functional area List of all products that will be impacted by the change, if any, within each identified functional / process area High, Medium or Low PCM, Comms & Stakeholder Engagement plans to be developed Communicate change impacts & training requirements Go-Live Readiness Assessment Checklists Train impacted end-users on the new system and process(es) Transition to Operations & Process Change Reviews Post Training Level 1 and Level 2 Evaluation (Reaction and Learning) Pulse Surveys / Lessons Learned and Post- Implementation Survey and Final Report. Project Intranet Updates

9 8 4 Change Impact Themes KEY IMPACTS OUTCOMES Change in Behaviour New ERP process with clear roles and responsibilities, which depict the participation of various stakeholders in completing the tasks and deliverables throughout a project lifecycle Performance-based organization with greater efficiency, automated and measurable processes, eliminating repetitive processes and greatly reducing the need for manually entering information. Reduced IT and training costs, reduced time and effort required by workforce to carry out their daily activities. Culture based on collaboration through centralized and consistent data entry. THEMES Reporting and Analytics Flexibility Provide intelligent automation and the ability to connect multiple functions powered by intelligence from analytics Automate and consolidate reporting and analytics for ease of access New ERP system that is robust, flexible, modular and configurable, and which can be tailored to the unique needs of the business. Providing managers and staff with the tools required to create more accurate forecasts. Since the information within ERP is as accurate as possible, businesses can make realistic estimates and more effective forecasts. Easier and more customizable reporting, with the ability to respond to complex data requests more easily. Users will also run their own reports without relying on help from IT, saving time to use toward other projects. Improved productivity with the ability to access data from every department, and tailored to the specific needs of the organization. ERP implementation that is designed with the ability to seamlessly integrate into the full suite or to be used as a standalone module. Customer Service Optimize customer journey and support, by enabling sales team to focus on building and maintaining customer relationships, both domestically and globally. End-to-end tracking and insight to provide better customer interaction from targeted marketing all the way through late-phase customer service. Customer information is centralized and streamlined. Improved customer acquisition and retention. Better handling of web-based order processing and client interactions, through e-commerce integration support.

10 9 5 Change Impact Levels by Stakeholder CHANGE IMPACT HEAT MAP Governance / Policy Process System High, Medium, Low, N/A High, Medium, Low, N/A High, Medium, Low, N/A STAKEHOLDERS Customer Service Moderate High High IT Support Low Low Moderate Sales Operations High High High Marketing Teams High High High Human Resources High High High High Medium Low N/A LEGEND Large changes to governance, decision making, and/or structure New process or greater than 75% change in process/process step Manual system (spreadsheets, paper forms) to new system Moderate to large changes to frequently performed (BAU) operations Moderate changes to governance, decision making, and/or structure 25-75% change in process/process step Small changes to frequently performed (BAU) operations Small changes to governance, decision making, and/or structure Same or slightly change (less than 25%) in process/process step Slight changes to frequently performed (BAU) operations No impact

11 10 6 Internal Stakeholder Groups Internal Stakeholders are broadly defined as users of the system, business process owners, and recipients of information from the system, who: can have significant involvement and/or interest in the success of the change effort can influence the outcome of the project can be affected by the project For the ERP (SAP) Migration Project, the key stakeholders affected are as follows. These stakeholder groups are derived from the Stakeholder Groups Identification and Analysis document and represent the Primary Contacts group, consisting of representatives (Heads) for each business unit (BU) directly or indirectly impacted by the change. STAKEHOLDER GROUPS SUBSETS NAME ROLE 6.1 CUSTOMER SERVICE DIRECTOR Manager NAME ROLE 6.2 IT SUPPORT DIRECTOR Manager NAME ROLE 6.3 SALES OPERATIONS DIRECTOR Manager

12 11 STAKEHOLDER GROUPS SUBSETS NAME ROLE 6.4 MARKETING TEAMS DIRECTOR Manager NAME ROLE 6.5 HUMAN RESOURCES DIRECTOR Manager