Bi Ocm TRN Overview Template

Change Management Topics
1. What is Change Management?
2. Importance of Change Management
3. Key Change Management Challenges for BI Projects
4. Key Change Management Recommendations &

Approach
5. Rapidigm’s Change Management Services & Solutions
Page # 1: Rapidigm’s Business Intelligence Practice - 2005 http://www.rapidigm.com/bi

What is Change Management?

What is Change Management?
Change Management is about helping organizations & people transition from…
Current Future
State State
Simply put…
Project Team gets solution ready for the PEOPLE,
Change Management gets PEOPLE ready for the solution.

Change Management Objective
Organization Adoption
of Changes
to meet Business Objectives
and obtain Benefits Realization

Importance of Change
Management

Project Success Factors
Source: PwC survey focusing on large projects in 500 multinationals and
public sector companies covering all industry sectors in North America,
Europe, & Far East.
Top 10 Success Factors Top 10 Success Barriers

% of 500 companies % of 500 companies
Ensuring Top Sponsorship 82% Competing Resources 48%
Treating People Fairly 82% Functional Boundaries 44%
Involving Employees 75% Change Skills 43%
Giving Quality Communications 70% Middle Management 38%
Providing Sufficient Training 68% Long IT Lead Times 35%
Using Clear Performance Measures 65% Communication 35%
Building Teams After Change 62% Employee Opposition 33%
Focusing on Culture/Skill Changes 62% HR Issues (People/Training) 33%
Rewarding Success 60% Initiative Fatigue 32%
Using Internal Champions 60% Unrealistic Timetables 31%
One consistent theme for success & failure: People!
Source: PriceWaterhouseCoopers Survey

Drivers of Poor Project Performance
Change Management
Internal Staff Adequacy
Training
Prioritization/Resource
Ongoing Support
Stage/Transition
Project Team
Reporting
Buisiness Performance
Process Re-engineering
0% 10% 20% 30% 40% 50% 60% 70%
% of respondents
Source: Americas’ SAP Users Group (ASUG)

Keynote Speaker Sam Wee, Surgency - May 23, 2001

Why “Transformation Efforts” Fail

Gartner Group CEO Study
Project charter too narrow ...
Lack of functional project teams ...
IS staff involved too late ...

Unrealistic expectations ...
Inadequate project team skills ...
Lack of executive champion ...
Lack of executive consensus ...
Limitations of existing system ...
Resistance to change ...

0 10 20 30 40 50 60 70

BW Change Management
Challenges

Change Management Challenges
Lack of Executive
Sponsorship & ERP Value not
Support Understood or Insufficient User
Demonstrated Involvement,
Participation, &
Ownership
Commitment to
Legacy Reporting
Solutions Inadequate or
Poor Training
User Resistance
Competing
Initiative & Lack Global & Cultural Lack of
of Change Differences Confidence or
Coordination Understanding of
Data
Change Management
Recommendations

Change Management
Recommendations
1. Establish Business Sponsorship & Ownership

– Executive Sponsorship from Business
– Business Ownership & Involvement
– Manage Expectations & Resistance
2. Recognize Different Levels of “Users”
3. Ongoing Communications
4. Training
5. Knowledge Transfer & Sustainment

1. Sponsorship / Ownership
Sample RACI Governance Chart -

Establish who is Accountable, Responsible, Involved
and Communicated to for key governance categories.
Matrix Governance Model - SAMPLE
Grace BI Team Rapidigm BI Team

Business Engage-
Exec Steering Focus Affected Business Report
Governance Categories Sponsor Committee
PM Process
Group Employees
Other ment PM
Analyst
Architects
Leads
Ow ners Mgr
Project Sponsorship A I C I I
Project Management I A I R
Data Sources R A I I
Data Warehouse A R I
Data Validation A I R I
Data Loading A R I
Query Design / Reports I A I I I R
Testing & Quality Assurance I A R I I
Deployment A I R I I C I I I I
Role-based Security A C R I
Training R A I C I I I
Post Go Live Support A R I I C I I I
LEGEND:
R = Who is Responsible
A = Who is Accountable
C = Who to Com municate to
I = Who needs to be Involved

1. Sponsorship / Ownership
• Executive Sponsorship Support Activities

– Ensure upward communication to senior managers on BI solution,
objectives, and implementation plan
– Ensure roadblocks are reported to senior managers promptly;
resolve critical issues through Steering Committee
• Front-line Manager Support Activities

– Provide concrete activities that front-line managers and supervisors
must do to support changes with their employees
– Provide tools and talking points to communicate what’s changing,
new roles & responsibilities to their employees
– Provide feedback mechanism to surface employee issues &
concerns
– Provide coaching to manage employee expectations & resistance

2. Recognize Different User Groups
• Identify different user types - One size does not fit all
– Power Users
– Executive Users
– Department Users
– Help Desk Support Group
– Others?
• Distinguish training and communication needs for

different user types

2. Impact Assessment - Sample
Identify what activities Stop, Identify types of changes by Stakeholder Groups:
Continue or is New Technology, Process, Job
Type of Change Degree of Change Resistance to Change
Line of Description of Change Benefit of Technology Business Process People H/M/L Rationale H/M/L Rationale
Stakeholders Organizatio Functional
Role Busines Change
Im pacte d n Level Departm ent
s
1. Application training 1. Makes their job

1. Data can be accessed on 1. Accessing the info on-line should not be difficult. easier.
1. Better and faster
1. Potential for more site line via PS. Should already should be easier. This user is typically a 2. Although there is a
Better and faster metrics via a more
personell issues due to the be a PS user so change is 2. Their w ill be some level of competent PC and PS higher impact of change,
data to review site convenient medium.
higher level of technology in minimal. pushback in changing from P- user. it is an indirect change
District operations / Overall a positive change. #1
Manager District Operations Hauling day to day operations. 2. More technical training w ill Card to the more structured PO M #2 2. The potential issues L and the DM is better able
Manager management and 2. Overall a Medium #3
2. Will be an approver in the be needed for site staff and based system and the need for and impact w ill be high at to understand the big
assist in strategic impact
ePro system to varying the Fleet staff may be an staff w ith a higher level of first, but should be picture
planning 3. Overall impact should
degrees issue b/c a traditionally non- technical skills could shrink the counter acted by the 3. The direct change
be low
PC group of pool of quali benefits of COMPASS / should be minimal and
eProcurement to the user. have clear benefits.
1. Must use a PC for

Will be prompted (most likely
procurement . 1. They are not being
via e-mail) to approve a Automating the 1. Should be easier and
1. Most likely moving from a 2. Must learn PS asked to perform a
Maintenance requesition or PO that process should 1. Will have to use a PC 2. more conveient once
Approver Site Maintenance Hauling manual approval process to an 3. Must check e-mail L complicated operation L
Manager exceeds the spending make it more Will have to use PS they become accustome
automated process. 4. Must adapt to w orking 2. PC skills are requested
parameters of the person that efficient. to it.
Stakeholder
in a paperless of this position
created it.
environment
1. If the Maintenance 1. More structured
Groups
Manager is performing the approach may seem like
buyer role, it means that overkill at a small site
he is performing all the w here a Maintenance
1. Drastic reduction in P-Card
procurement roles b/c w ill be the primary
ues
Automating the buying there is probabley no buyer.
Maintenance 1. Auto- 1. Must learn COMPASS. 2. The fundamental 1. Very big change. Much
Buyer Site Maintenance Hauling function w ith COMPASS and Parts Manager M/H M 2. Although there is a
Manager replenishment 2. Must learn PS Procurement process is being more structured
PS 2nd new system in 3 high impact of change, it
changed and automated
years is an indirect change
3. Some functions done in and the MM is better
COMPASS and some able to understand the
done in PS big picture
4. Must focus mo 3. Current sy
1. More structured
1. Must focus more on
approach may seem like
vendor compliance2. If
overkill at a small site
the Maintenance Manager
w here a Maintenance
is performing the
w ill be the primary
Coordinates all returns to Items must be properly receiving role, it means
Return 11. Low er tolerance for buyer.
Maintenance vendors and that the returned 1. Will have to use a PC 2. accounte for in PS, not just that he is performing all
Coordinato Site Maintenance Hauling M/H mistakes w ith PO and M 2. Although there is a
Manager items are properly accounted Will have to use PS physically returned to the the procurement roles b/c
r return data high impact of change, it
for in PS vendor there is probabley no
is an indirect change
Parts Manager
and the MM is better
3. Returns must be done
able to understand the
in PS instead of all w ork
big picture
done
3. Current sy

3. Ongoing Communications
Sample Communication Plan -
Identify key messages, target audience,
communication channel, and timing/frequency.

3. Ongoing Communication
Sample Project Newsletter
Topics might include:

• What is the FactSheet?
• Objectives and Benefits
• Frequently Asked Questions
• Technology Changes
• Process Changes
• Cutover Highlights
• Training Schedule
The Newsletter will also include a

project e-mail box address where
users can reach the project team
with questions, concerns, issues and
feedback.

3. Ongoing Communication
Sample Project Web Page
Content includes:
 Objectives &
Scope
Project ABC  Key Benefits
 Key Team
Members
 Communication
Where can I Briefings – (i.e.
learn more FactSheet)
about the
project?  Presentations
Where can I
learn what’s  Important Links
new?  News and Updates
 Job Aids
 Training Schedules
Where can I
& Logistics
find job aids?  Project Team
Where can I access e-mail box address
prior project
communications?

4. Training Importance
Meta Group, October 2003

4. Training Strategy
• Standard Training solution is based

Recommend Design Develop
on a ‘Train the Trainer’ approach Approach Program Program
Knowledge Evaluate Deliver

Transfer Program Program
Phase Description Deliverables

1. Recommend Analyze the audience/stakeholders Training Needs Analysis (TNA)
Approach and assess the current
High Level Skills Analysis
environment and skills of the users.
2. Design Create development and delivery Training Strategy

Program work plan, define the technical
Training Project Schedule
infrastructure, define the
curriculum, and determine the style Training Course Outline
and format of the training
deliverables.
3. Develop Finalize the design of the materials Training Materials – Final Draft
Program and review with the Project Team.
Secure database, finalize content,
and create training materials.
Test and refine training materials
and technical infrastructure.
4. Deliver Implement the training (classroom Training Materials – Final Version

Program delivery, webcast, web-based
training).
5. Evaluate Collect data and refine materials as Training Course Evaluation

Program necessary.
6. Knowledge Continue to update training Training Materials – Final Version

Transfer materials and conduct
refresher/delta training as needed.

4. Training Deliverables Excerpts
Strategy & Needs Assessment
Course Title
Group Purchasing – Operational Purchasing

Specific UAT resources (Finance, Business)
Business Employees - Requisitioners

Enterprise / PEPSY Process Owners
Group Purchasing – Senior Buyers
Group Purchasing - SCB Analysts
Business Employees – Approvers
Business Employees - Receivers

Group Purchasing – Buyers
BAL Goods-In department

Business Line Managers
Business Partners / MI
Management Team
Process Specialists
Expense Claimants
Group Purchasing
Other employees
Project Schedule
Process Manager
Team Managers
Shop Managers
Budget Holders
Team Leaders
Audience
Local HR
Introduction to Oracle           
Detailed Oracle Module     ? ? ? 
Train the Trainer   @ ?
Reporting tools / Cognos*        
SLAs –Finance      
High performance team      
Customer Service      
Effective leadership   @
Induction    
Web expenses** ? ? ? ? ? ?  ?      
Web requisitions / receipting** ? ? ? ? ? ?  ?            
Matrix Teams
Non-Group Group & Ancillary Overhead
Average for LP Settlements Settlements Settlements Credit Control
SKILLS (use rating scale)

Basic Accounting Skills 1.8 1.8 1.2 1.3 1.5
Detail orientation 2.5 3.3 2.3 2.7 2.0
Communication skills 2.2 2.2 2.3 2.5 2.5
Telephone skills 2.6 3.0 2.5 2.8 3.0
Problem solving 2.3 2.3 2.2 2.3 2.5
Personal Efficiency 2.2 2.5 2.2 2.4 2.3
Ability to implement business decisions 2.2 2.7 2.3 2.4 2.3
Ability to manage time effectively to hit deadlines 2.5 3.0 2.8 2.8 2.3
BEHAVIOUR (use rating scale)
Comfortable with routine 3.0 3.0 3.0 3.0 3.0
Comfortable with change 2.8 2.5 2.8 2.3 2.8
Eager to learn new skills 2.9 2.3 3.0 2.8 3.0
Freely and regularly shares knowledge 2.6 3.0 2.5 2.3 2.5
Team Player 3.1 3.2 3.2 2.9 3.3
Continuous Improvement 2.4 2.0 2.3 2.3 2.3
Shows Enthusiasm 2.8 2.3 3.0 2.7 3.0
Shows Perseverance 2.7 2.8 2.8 2.5 3.0
Work ethic 2.9 2.3 3.0 2.8 2.5
Shows interest in TUI UK business 1.9 2.2 1.3 2.1 1.8
Internal customer focus 2.0 1.7 2.2 2.0 1.5
TOTAL OUT OF 76 47.3 48.2 47.0 46.9 46.8

4. Training Deliverables Excerpts
Agenda
SUBJECT LEARNING OUTCOME NAVIGATION TIME EXERCISE TRAINER TRAINEE
ACTIONS ACTIONS
SESSION 2 –ACCESSING INTERNET EXPENSES (15 MIN)
Accessing Know how to start Oracle Login 5 min  Login to Oracle using Train1- Demonstrate Follow
Oracle and and select the Internet Train20 Q&A
Internet Expenses responsibility,  Change password to oracle
Refer to section 2
Expenses change password
of the manual  Explain responsibilities.
Learners should select the
Internet Expenses
responsibility.
 Describe the right side of the
Expenses window.
Navigating Understand windows Click on Expenses 10 min  From the Expenses Entry Demonstrate Follow
Internet terminology, know the terms Entry window refer to each term in Q&A
Expenses used in navigating Internet the table in the manual and
Expenses point to it on the screen and
PowerPoint
explain when to use it

Train the Trainer

Explain that they will use the
Refer to section TAB, ARROW and mouse to
2.3 of the manual navigate in windows
 Click on Enter New
Expense Report and
explain the additional terms
that were not on the
Expenses Entry window.
S TARTING THE COURS E (5 MINUTES )
 Explain which fields are
required on the Enter New  Introduce yourself. Write your name on the flipchart or the name card on your PC.
Expense Report window.
 Give information on security and alarms, if any.
Explain that everyone for
whom they are allowed to  Explain where the nearest fire exit is.
enter expense reports will  Explain where the nearest toilets are.
appear in the Name drop-
 Explain what the meal/break arrangements are. Generally, there should be a 10-minute break in the morning and one in the
down list. Each user id is set
afternoon. Lunch is 30 minutes. You may need to explain what the lunch options are.
 Explain what the timings of the course are or save this for the Agenda section.
 Explain where the nearest telephone is and where any messages would be left.
 Ask everyone to either turn off mobile phones or set them to vibrate rather than sound.
 Explain the materials that they have in front of them – manual, exercises if you have handed them out already, note paper and
especially the course evaluation form.
EXPLAINING THE COURSE OBJECTIVES (5 MINUTES )
When everyone has arrived and is seated, begin the course by explaining why they are here. Describe what they should get out the
course in terms of overall knowledge gained, capabilities they will acquire, and procedures they will understand. You should be able to
describe the objectives of a one to two-day course in less than five bullets.
For example, In the Payables Invoices course the objectives might be:
 Understand the Payables Departments’ responsibilities in the TFC
 Understand how Payables integrates with the other areas in the TFC
 Learn how to use Oracle to do your job
 Understand the procedures to follow in the TFC with regard to invoices and expenses
To set expectations properly you might even have to say what they WILL NOT learn in this course.

Process Change Training - Sample
Process & Role Mapping Exercise using “swim lanes” to identify who is affected.
Comparison between current state and future state.

5. Knowledge Transfer Basics
What is Knowledge Transfer?

• Transfer of knowledge from Rapidigm to internal Grace project team members for ongoing sustainment
and maintenance of solution

What are the benefits of Knowledge Transfer?
• If Knowledge Transfer is planned for, monitored, and executed effectively…
– Grace can become self-sufficient for future releases independently or with a significantly reduced
need for consultants
– Ensures Grace acquires the skills to operate and manage its new business system after consultants
are gone

5. Knowledge Transfer Approach
1. Define Key Knowledge to be Transferred

2. Assess Current Knowledge Levels/Ratings
3. Determine Future Delta Knowledge/Staffing Level Needs
4. Determine Methods of Knowledge Sharing
• Documentation (ex: Shared Drive on LAN, Knowledge Warehouse) -
Documentation of information enhances knowledge sharing by providing
ready access to the full set of work products and deliverables produced
• Consultant-Client Mentoring Programs – personalized, one-on-one
• Just-in-Time, Task Specific Workshops - workshops to provide specific
skills, immediately by on-the-job use of the skills
• Assigned “Ownership” - increases accountability for specific work
products, deliverables, or presentations, resulting in greater motivation to
develop the skills required
• Train-the-Trainer - client team members to teach others soon after
learning themselves

Change Management
Approach

CM Initial Project Assessment

Project Delivery Life Cycle
Project
Business Blueprint Realization Final Preparation Go-Live & Support
Preparation
INITIALIZATION DESIGN IMPLEMENTATION SUSTAINMENT

Why should we change What should the How do we get there? How do we know
and are we ready? change look like? if/when we succeed?
 Compelling Change  Process Design  Implementation / Deployment  Critical Success

Driver Strategy Factors Defined
 Organizational & Job
 Clear, Time-bound Design  Leadership Alignment  Key Performance
Objectives Measures
 New Tools &  Communications
 Executive Sponsorship Technology Usage  Benefits
 Training & Stakeholder Realization
 Executive Ownership  Integration with other Transition
Programs
 Project Funding  Sustainment Programs
 Team Structure &
Steering Committee
Formations
 Roles, Responsibilities,
Accountability, and
Authority Defined
 Resource Allocations

Core Change Management Activities
Project Business Final Go-Live &

Realization
Preparation Blue Print Preparation Support
Project Management
Requirement Gathering
Design & Data Modeling
Data Extraction
Configuration
Testing
Infrastructure/Performance
Go-Live and Support
Leadership Alignment
Core
CM Communications
Activities
Training & Transition

Change Management Activities
by Phase
Project Delivery Life Cycle
Project
Business Blueprint Realization Final Preparation Go-Live & Support
Preparation
• Executive Sponsorship & Ownership• • Business Process Procedure Review • Final Prep Communications
•
Governance Model
• Go-live Communication
• Leadership Identification Leadership Involvement
• Leadership “Roadshow” • End-User Training
• Project Kick-off
• Stakeholder Identification
Communication for Affected Users • Go-live Support
• Impact Assessment • Go-live Readiness
• Project Branding • Focus Group Selection & Onboarding • Training Development
Assessment • Knowledge Transfer
• Training Needs Assessment • Awareness Communication • Train-the-Trainer
• Training Strategy
• Support Strategy • Documentation

Change Management Participation

Stakeholder Group Participation
Business User
Exec Steering Project Affected Change
Change Management Activities: Sponsor Committee Team
Process Focus
Employees Management
Ow ners Group
Phase 1: Project Preparation
Project Readiness Assessment
Leadership Identification
Project Kick-off
Project Branding (Recommended)
Training Needs Assessment
Phase 2: Business Blueprint
Governance Model
Leadership Involvement
Focus Group Selection & Onboarding
Stakeholder Identification (Affected Employees)
Impact Assessment
Awareness Communication
Training Strategy
Phase 3: Realization
Business Process Procedures (BPPs) Review
Leadership "Roadshow" Communication
Training Materials Development
Train-the-Trainer Training
Phase 4: Final Preparation
Go-live Support Strategy
Go-live Preparation Communications
End-User Training
Go-live Readiness Assessment
Phase 5: Go-live & Support
Go-live Announcement Communication
Go-live Support
Knowledge Transfer & Sustainment Activities
Change Management Support
Recommendations

Optional Change Management &
Training Services
Change Management Services & Deliverables
• Change Management Plan (Overall Strategy)
Training Services & Deliverables
• Communication Plan • Needs Assessment
– Communication Development
– Communication Coordination & Delivery • Training Strategy
• Sponsor & Stakeholder Management Plan • Training Material Development
– Stakeholder Identification
– Impact Assessment • Training Delivery
– Leadership Alignment
– Project Champion Coordination
– Train the Trainer
– Readiness Assessment – End User Training Support
Knowledge Transfer Services & Deliverables

• Knowledge Transfer Needs & Assessment
• Knowledge Transfer Plan
• Knowledge Transfer Implementation
**Contact William Chancellor for optional Change Management & Training solutions.**

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1. What is Change Management?

2. Importance of Change Management

3. Key Change Management Challenges for BI Projects

4. Key Change Management Recommendations &

5. Rapidigm’s Change Management Services & Solutions

Page # 1: Rapidigm’s Business Intelligence Practice - 2005 http://www.rapidigm.com/bi

Change Management is about helping organizations & people transition from…

Project Team gets solution ready for the PEOPLE,

Change Management gets PEOPLE ready for the solution.

Page # 3: Rapidigm’s Business Intelligence Practice - 2005 http://www.rapidigm.com/bi

to meet Business Objectives

and obtain Benefits Realization

Page # 4: Rapidigm’s Business Intelligence Practice - 2005 http://www.rapidigm.com/bi

Top 10 Success Factors Top 10 Success Barriers

One consistent theme for success & failure: People!

Source: PriceWaterhouseCoopers Survey

Page # 6: Rapidigm’s Business Intelligence Practice - 2005 http://www.rapidigm.com/bi

Internal Staff Adequacy

Source: Americas’ SAP Users Group (ASUG)

Page # 7: Rapidigm’s Business Intelligence Practice - 2005 http://www.rapidigm.com/bi

Why “Transformation Efforts” Fail

Project charter too narrow ...

Lack of functional project teams ...

IS staff involved too late ...

Limitations of existing system ...

Resistance to change ...

Page # 8: Rapidigm’s Business Intelligence Practice - 2005 http://www.rapidigm.com/bi

1. Establish Business Sponsorship & Ownership

2. Recognize Different Levels of “Users”

5. Knowledge Transfer & Sustainment

Page # 12: Rapidigm’s Business Intelligence Practice - 2005 http://www.rapidigm.com/bi

Sample RACI Governance Chart -

Grace BI Team Rapidigm BI Team

Page # 13: Rapidigm’s Business Intelligence Practice - 2005 http://www.rapidigm.com/bi

• Executive Sponsorship Support Activities

• Front-line Manager Support Activities

Page # 14: Rapidigm’s Business Intelligence Practice - 2005 http://www.rapidigm.com/bi

• Distinguish training and communication needs for

Page # 15: Rapidigm’s Business Intelligence Practice - 2005 http://www.rapidigm.com/bi

1. Application training 1. Makes their job

1. Must use a PC for

Page # 16: Rapidigm’s Business Intelligence Practice - 2005 http://www.rapidigm.com/bi

Page # 17: Rapidigm’s Business Intelligence Practice - 2005 http://www.rapidigm.com/bi

Topics might include:

The Newsletter will also include a

Page # 18: Rapidigm’s Business Intelligence Practice - 2005 http://www.rapidigm.com/bi

Page # 19: Rapidigm’s Business Intelligence Practice - 2005 http://www.rapidigm.com/bi

Meta Group, October 2003

Page # 20: Rapidigm’s Business Intelligence Practice - 2005 http://www.rapidigm.com/bi

• Standard Training solution is based

Knowledge Evaluate Deliver

Phase Description Deliverables

2. Design Create development and delivery Training Strategy

4. Deliver Implement the training (classroom Training Materials – Final Version

5. Evaluate Collect data and refine materials as Training Course Evaluation

6. Knowledge Continue to update training Training Materials – Final Version

Page # 21: Rapidigm’s Business Intelligence Practice - 2005 http://www.rapidigm.com/bi

Group Purchasing – Operational Purchasing

Business Employees - Requisitioners

Group Purchasing – Senior Buyers

Group Purchasing - SCB Analysts

Business Employees – Approvers