Bbp change impact analysis sample_2009_v07
- 1. Organizational Change Management Change Impact Analysis
- 2. Overview Stakeholder Process © SAP AG 2009. All rights reserved. / Page The following slides will give you an overview over the change impact process: Stakeholder Identification, Change impact analysis Execution of activities.
- 3. 1. Objectives and Method 2. Change Impact Analysis 3. Execution of activities Agenda © SAP AG 2009. All rights reserved. / Page
- 4. Stakeholder Management Cycle What will be the change for the identified stakeholder groups? How intensive will the change be for them? When will the change happen? What are the impacts? When do they occur? How exactly does the impact affect the stakeholder? Plan and perform activities to overcome resistances Manage resistances Coordinate communication and training activities in terms of stakeholders Manage stakeholders’ requirements and manage them through the constraints (time, budget etc.) Stakeholder / User Identification Execution Change impact analysis Stakeholder analysis Checking with the existing stakeholders whether their attitudes have changed. Are there new stakeholders? Have impacts changed? Have priorities changed? How the planned STHM activities can be adjusted to the current situation. Stakeholder Management Monitoring Handover from the preparation phase More information in the following documents Guide “ Stakeholder Analysis guide.doc” Samples and templates “ Stakeholder_Analysis_sample_template”; “ StakeholderRegister_template” © SAP AG 2009. All rights reserved. / Page
- 5. Change Impact Analysis Objective First step : Analysis of organizational changes (e.g. process changes) on basis of As-Is and To-Be concept Second step : Comparison of existing roles and task profiles with new roles and task profiles Third step: Deduction of appropriate change management measures regarding new ways of working and qualification needs Developing and implementing stakeholder specific OCM strategies to build support High level description of change impacts for all relevant stakeholder groups The change impact analysis creates transparency about the changes to the organization for each (user) group and is essential to plan and conduct relevant change management activities regarding these groups. Activities Deliverables Intensity of Impact is identified Know the different changes the groups have to deal with Benefit © SAP AG 2009. All rights reserved. / Page
- 6. Change Impact Inputs & Outputs Change Impact Assessment Activities Participate in Organization Design as needed Participate in Position Scripting as needed Identify and Convene Assessor Group (e.g.Change Leadership, BPR (Business Process Redesign) Team Representative(s), Business Advisor(s) and other non-project resources) Analyze "As-Is/To-Be" Changes and Conduct Gap Analysis Outputs Change Impact Assessment Gap Closure Strategy Understanding of the existing and desired Structure, Processes, Workforce, Leadership and Behaviors, Client has an enhanced capability to manage change Inputs Organizational Design Options Position Profiles As-Is position mapping from Organization Design efforts End User Prep/Workforce Transition Plan HR Process Alignment SAMPLE © SAP AG 2009. All rights reserved. / Page
- 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
- 8. Deliverable Overview High Level Organization Structure Option Analysis Impact Table EXAMPLE © SAP AG 2009. All rights reserved. / Page SAMPLE
- 9. Change Impact Analysis Implemen- tation time High level design Detailed design Integrated process design Review & approval Review & re-use existing material, e.g. pre-studies (if available) Change impact analysis Initial analysis using high level design Refinement of results using detailed and integrated process design Input for stakeholder analysis Adapt change management strategy (if necessary) Refinement during business blueprint phase © 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!
- 12. Copyright 2009 SAP AG All Rights Reserved No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP AG. The information contained herein may be changed without prior notice. Some software products marketed by SAP AG and its distributors contain proprietary software components of other software vendors. Microsoft, Windows, Excel, Outlook, and PowerPoint are registered trademarks of Microsoft Corporation. IBM, DB2, DB2 Universal Database, System i, System i5, System p, System p5, System x, System z, System z10, System z9, z10, z9, iSeries, pSeries, xSeries, zSeries, eServer, z/VM, z/OS, i5/OS, S/390, OS/390, OS/400, AS/400, S/390 Parallel Enterprise Server, PowerVM, Power Architecture, POWER6+, POWER6, POWER5+, POWER5, POWER, OpenPower, PowerPC, BatchPipes, BladeCenter, System Storage, GPFS, HACMP, RETAIN, DB2 Connect, RACF, Redbooks, OS/2, Parallel Sysplex, MVS/ESA, AIX, Intelligent Miner, WebSphere, Netfinity, Tivoli and Informix are trademarks or registered trademarks of IBM Corporation. Linux is the registered trademark of Linus Torvalds in the U.S. and other countries. Adobe, the Adobe logo, Acrobat, PostScript, and Reader are either trademarks or registered trademarks of Adobe Systems Incorporated in the United States and/or other countries. Oracle is a registered trademark of Oracle Corporation. UNIX, X/Open, OSF/1, and Motif are registered trademarks of the Open Group. Citrix, ICA, Program Neighborhood, MetaFrame, WinFrame, VideoFrame, and MultiWin are trademarks or registered trademarks of Citrix Systems, Inc. HTML, XML, XHTML and W3C are trademarks or registered trademarks of W3C®, World Wide Web Consortium, Massachusetts Institute of Technology. Java is a registered trademark of Sun Microsystems, Inc. JavaScript is a registered trademark of Sun Microsystems, Inc., used under license for technology invented and implemented by Netscape. SAP, R/3, SAP NetWeaver, Duet, PartnerEdge, ByDesign, SAP Business ByDesign, and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP AG in Germany and other countries. Business Objects and the Business Objects logo, BusinessObjects, Crystal Reports, Crystal Decisions, Web Intelligence, Xcelsius, and other Business Objects products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of Business Objects S.A. in the United States and in other countries. Business Objects is an SAP company. All other product and service names mentioned are the trademarks of their respective companies. Data contained in this document serves informational purposes only. National product specifications may vary. These materials are subject to change without notice. These materials are provided by SAP AG and its affiliated companies ("SAP Group") for informational purposes only, without representation or warranty of any kind, and SAP Group shall not be liable for errors or omissions with respect to the materials. The only warranties for SAP Group products and services are those that are set forth in the express warranty statements accompanying such products and services, if any. Nothing herein should be construed as constituting an additional warrant. © SAP AG 2009. All rights reserved. / Page
Editor's Notes
- #5: 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.
- #6: 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
- #7: 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