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Bbp change impact analysis sample_2009_v07
- 1. Organizational Change Management Change Impact Analysis
- 7. Change Impact (We implemented the organizational changes in four steps) As-is processes ... Customer New ... Different To-be processes SAP (Best Practices) Detect change/gaps 1 Analyze change impacts 2 Define change measures 3 Comm., train and implement changes 4 SAP Solution Processes Organization Change Impact Analysis and Implementation End User readiness SAMPLE © SAP AG 2009. All rights reserved. / Page
- 10. Change Impact Analysis – Portfolio interpretation In the best case scenario you will not have high number of employees with a high need of adaptation. © SAP AG 2009. All rights reserved. / Page
- 11. © SAP 2008 / Page Thank you!
Hinweis der Redaktion
- The more frequently you are in contact the quicker you will pick these issues up and be able to deal with them. Stakeholders include everyone with a vested interest in the project, whether they are actively participating, supplying resources or being impacted by the project. Ensuring that all of these various groups are supportive or committed and engaged is something that needs to be planned by the project manager. That planning starts with stakeholder analysis and then mapping their relationship to the project, and finishes with defining how and what to communicate and its frequency. The key to stakeholder analysis is to understand the different groups from senior management to the person who needs to use the solution. Understand that these groups need to be defined from an organisational as well as location perspective. More importantly understand: Who are the key opinion leaders within their groups? What are the relationships between the groups? Ideally it is harmonious but at the other extreme there may be real or perceived problems between the different groups What is the benefit [if any] of the project? What is their motivation for contributing to or supporting the project? What are the barriers to this group participating? For example, multiple competing high priority projects.
- Customer Business Needs: Understanding of baseline environment and current performance level Overview of cost and value drivers to discover potential improvement areas Screening of affected process owners and business units Check of existing IT capabilities and future requirements Prioritization of activities correlating with potential benefit effects Trust and commitment from the user departments and board. Clarification of competitive advantage offered by IT solution. Benefits: Impact of the planned SAP project on the customer business Decision-making support for the first step of selecting the solution for the defined areas. Customer-specific qualitative value analysis to show the benefit structure for getting awareness and commitment of all involved decision-makers Deliverables: High level analysis of strengths, weaknesses, opportunities and threats. Identification of strategic action areas. Outline of issues and challenges in these action areas. Initial creation of action items to address the problems in the action areas. Qualitative potential for cost reduction and growth. Identification of qualitative benefits. Initial transformation plan. Business management presentation
- HR Processes and Organizational Infrastructure motivate and align employee behaviors and actions to deliver business benefits Change Impact Assessment Changes in desired behavior must be identified to determine the required skill training and organizational support HR processes and organization design are very influential in determining whether new behaviors will be sustained The impact assessment of the process and technology redesign will address: Organization design Required skills Job design and evaluation Recruitment and selection Performance management Training, learning, and development Compensation and rewards Career development Competency design Workforce transition strategies Culture and people strategies