The Process of Managing Change in an ERP Implementation

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The Process of Managing Change in an ERP Implementation

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Title: The Process of Managing Change in an ERP Implementation


1
The Process of Managing Change in an ERP
Implementation
2
The Process of Managing Change is about
Connecting the Dots
3
Underlying Assumptions
  • Values
  • Mission
  • Integrity
  • Use Best Practices
  • Executive Sponsorship (discuss)

4
The Process of Managing Change is about
Connecting the Dots
Connection
We
How ?
Lead Change
Effect of Change ?
Transition
5
The Process of Managing Change
  • The Organization
  • Vision Mission
  • Future Success Depends on it
  • Establish Urgency

6
Vision Mission
Mission
  • Securit provides our customers peace of
  • mind by delivering unparalleled security
  • for the information they value

7
Vision Mission
Vision
  • We relentlessly pursue innovation and
  • success, driven by the needs of our
  • customers and the shared energy, ability
  • and commitment of our people

8
Vision Mission
  • Worlds leading document destruction company
  • Business model focused on rapid growth and
    expansion
  • 150,000 customers 140 branches 15 countries
  • gt1000 vehicles gt 2,600 staff
  • Highly integrated, including shredder, truck and
    console technology and manufacturing
  • Securit brand launch in January 2005 signaled
    evolving focus on broader information security
    marketplace

9
Competitive Strengths
Vision Mission
  • Customers
  • People
  • Processes

10
Customers
Vision Mission
  • Currently serving over 150,000 customers around
    the world all sizes
  • High satisfaction levels
  • 90 of 2006 survey respondents said superior
    value and satisfaction
  • 93 of 2006 survey respondents said definitely
    recommend Shred-it

11
People
Vision Mission
  • Dynamic, customer focused staff
  • Entrepreneurial culture
  • Top 50 Managed Private Companies in Canada

12
Processes
Vision Mission
  • Exemplary custody and security record
  • Strong focus on integrity in service processes
  • Leading technology

13
The Future
Future Success Depends on it
  • Aggressive re-architecting of global information
    systems around SAP
  • Leverage mobile communications, bar code / RFID
    processes for custody and tracking

14
ExpandedGlobal Market Coverage
Future Success Depends on it
15
Future Success Depends on it
Why Project Genesis? (ERP Initiative)
  • Future Vision
  • New services
  • New markets
  • One global business
  • Regional tailoring
  • Agile business processes

16
Future Success Depends on it
Scope and Value Proposition (Extract
from Employee Communications Meeting)
  • To our Customers
  • Accuracy and Timely Billing, Reporting
    Information
  • Improve Service and Reliability
  • Improve Consistency Accuracy
  • Facilitate a Market Leadership in Security
  • Facilitate Seamless Customer Experience
  • To our Internals Stakeholders
  • Common Business Foundation
  • Reduce Operation Costs
  • Reliable and Effective Business processes
  • Customer Responsiveness
  • Productivity and Leverage

17
Establish Urgency
Requirement (President, Founder, CEO)
  • One of Five most important decisions
  • The Change will be Challenging
  • The Journey will not be Smooth
  • Frustration
  • Necessary to Meet our Business Requirements
  • Customers
  • Individuals to perform their work
  • Necessary Structure for Future Business
  • Diversify into other Businesses
  • Window - now open Competition / Close

18
The Process of Managing Change
  • The Organization
  • The Business
  • My Role
  • Me (fear)

19
The Business
On-going communication
Genesis Project Update 16
  • This Transition for Securit
  • Streamline processes
  • Increase efficiency
  • Improve our ability to effectively serve our
    customer needs
  • Genesis is part of our long term solution to help
    Securit remain competitive and solidify our
    position as a global leader in information
    security.

Reinforce WHY
20
The Business
Genesis Project Update 16 Overview of Genesis

Today Tomorrow
Customer Creation Customer created in Shredcom at branch Customer Creation Basic customer data exists in SAP master data base Shared creation process between SOC and Support Centre
Contracts Manual CSA data is entered into Shredcom Contracts Manual CSA data is entered into SAP Disciplined and structured data entry
Pricing Any price can be put into Shredcom GM approves exceptions Pricing Price input into structured SAP system GM approves price exceptions. Exception/Discount report is reviewed monthly
Invoicing CSR calculates charges and leaves invoice with customer CSR provides copy of invoice to SOC for input into Shredcom Invoicing CSR provides minutes of service or consoles (bins, bags etc.) to SOC to create invoice Invoice is mailed, emailed or faxed to customer
21
My Role
Execution Steps Execution Steps      AS IS
Step Detail Step Detail Step Detail Step Detail
1 Look up customer in system- check for next service date Look up customer in system- check for next service date Look up customer in system- check for next service date Look up customer in system- check for next service date
2 CSS schedules service date CSS schedules service date CSS schedules service date CSS schedules service date
3 CSS enters order in system CSS enters order in system CSS enters order in system CSS enters order in system
4 CSS goes into TRS system and assigns truck for service CSS goes into TRS system and assigns truck for service CSS goes into TRS system and assigns truck for service CSS goes into TRS system and assigns truck for service
5 Order is routed by ARP and printed from system Order is routed by ARP and printed from system Order is routed by ARP and printed from system Order is routed by ARP and printed from system
6 execute order by CSR execute order by CSR execute order by CSR execute order by CSR
7 CSR leave signed invoice and COD with customer CSR leave signed invoice and COD with customer CSR leave signed invoice and COD with customer CSR leave signed invoice and COD with customer
8 CSR returns copy of signed invoices and log sheet to SOC CSR returns copy of signed invoices and log sheet to SOC CSR returns copy of signed invoices and log sheet to SOC CSR returns copy of signed invoices and log sheet to SOC
9 SOC performs 'quick close' (confirmation of orders) SOC performs 'quick close' (confirmation of orders) SOC performs 'quick close' (confirmation of orders) SOC performs 'quick close' (confirmation of orders)
10 SOC balances Invoice History to pinks and CSR log sheet SOC balances Invoice History to pinks and CSR log sheet SOC balances Invoice History to pinks and CSR log sheet SOC balances Invoice History to pinks and CSR log sheet
11 run open order report (to validate that all orders are closed) run open order report (to validate that all orders are closed) run open order report (to validate that all orders are closed) run open order report (to validate that all orders are closed)
12 receive payment from customer for invoice (cheque, visa, etc) receive payment from customer for invoice (cheque, visa, etc) receive payment from customer for invoice (cheque, visa, etc) receive payment from customer for invoice (cheque, visa, etc)
13 Post payment in system Balance Post payment in system Balance Post payment in system Balance Post payment in system Balance

Detail by task the change in Role
22
My Role
Execution Steps Execution Steps TO BE TO BE  
Step Step Detail Step Detail Step Detail Step Detail Step Detail

1 view customer fact sheet to determine next service date view customer fact sheet to determine next service date view customer fact sheet to determine next service date view customer fact sheet to determine next service date view customer fact sheet to determine next service date
2 create manual service order create manual service order create manual service order create manual service order create manual service order
3 enter ship to partner enter ship to partner enter ship to partner enter ship to partner enter ship to partner
4 enter (non-validated) requested date enter (non-validated) requested date enter (non-validated) requested date enter (non-validated) requested date enter (non-validated) requested date
5 enter purge service item enter purge service item enter purge service item enter purge service item enter purge service item
6 set status to 'un-routed' and save set status to 'un-routed' and save set status to 'un-routed' and save set status to 'un-routed' and save set status to 'un-routed' and save
7 Document passed to ARP and is optimized Document passed to ARP and is optimized Document passed to ARP and is optimized Document passed to ARP and is optimized Document passed to ARP and is optimized
8 review service order route, stop ID, truck review service order route, stop ID, truck review service order route, stop ID, truck review service order route, stop ID, truck review service order route, stop ID, truck
9 deploy service order - status to 'deployed' deploy service order - status to 'deployed' deploy service order - status to 'deployed' deploy service order - status to 'deployed' deploy service order - status to 'deployed'
10 Print route driving directions and order manifest (for route) Print route driving directions and order manifest (for route) Print route driving directions and order manifest (for route) Print route driving directions and order manifest (for route) Print route driving directions and order manifest (for route)
11 Close out automatic order create follow-on confirmation from preceding service order Close out automatic order create follow-on confirmation from preceding service order Close out automatic order create follow-on confirmation from preceding service order Close out automatic order create follow-on confirmation from preceding service order Close out automatic order create follow-on confirmation from preceding service order
12 select relevant automatic item for copying select relevant automatic item for copying select relevant automatic item for copying select relevant automatic item for copying select relevant automatic item for copying
13 enter item data - enter time in and time out enter item data - enter time in and time out enter item data - enter time in and time out enter item data - enter time in and time out enter item data - enter time in and time out
14 enter header data - enter CSR enter header data - enter CSR enter header data - enter CSR enter header data - enter CSR enter header data - enter CSR
15 pass the DMR to billing Create Bill pass the DMR to billing Create Bill pass the DMR to billing Create Bill pass the DMR to billing Create Bill pass the DMR to billing Create Bill

Detail by task the change in Role
23
Change for Me Fear
My Commitments to You I am committed that no one
will lose his/her job as a direct result of
improvement to technology. Well have to adopt
new ways to work and some things we do may no
longer need to be done. However if you adapt to
the change then your role at Securit will be
there. I am committed to providing the training
that people need to get up to speed and benefit
from the advantages of the new system. I am
committed to reporting on our progress. I will
provide you with a report as we reach each
milestone, what worked, what didnt work and the
lessons we learned. The report will also
include the stakeholders and what key benefits
were achieved. I am committed to listening to
your ideas and taking action on those that will
improve processes and customer service.
Greg Brophy ,
President and CEO
24
The Process of Managing Change
  • The Organization
  • Program Charter
  • Scope
  • Organization / Resources
  • Program Detailed Plan
  • Change Learning

25
The Project Plan
Program Charter
  • Value is its creation
  • Discussion within the team on how they will work
    together
  • Solidifies commitment

26
The Project Plan
Program Scope
  • Extremely Valuable
  • whats in whats out
  • Team discussion
  • Creates understanding
  • Living Document
  • It will change - Manage changes

On Going through the Program
27
Organization / Resources
Value in Clear Org. Structure Format
Avoid Partial Roles
28
The Project Plan
Organization / Resources
  • Project Manager
  • Policies and processes
  • Scope, costs and schedules
  • Staffing
  • Monitor progress,
  • Resolve Escalated issues (Approx. 48 hours)
  • Positioned operating units for success
  • Communicate status to all Stakeholders
  • Performance indicators
  • Budget process control
  • Implementation approach, methodology, tools,
    strategy
  • Documentation control
  • Change control process

Define ALL Roles Clearly
29
Program Detailed Plan
At Program Outset Very Valuable
30
Program Detailed Plan
As Program unfolds use Focused Plans
31
Program Detailed Plan
Include High Level Plan
32
Change Learning
Stakeholder Stakeholder Change Impact Analysis
Stakeholder Operations Stakeholder Operations Stakeholder Operations Stakeholder Operations Stakeholder Operations
Awareness Buy-in Capability Impact on Stakeholder Engagement Actions
   
Stakeholder Customer Stakeholder Customer Stakeholder Customer Stakeholder Customer Stakeholder Customer
Awareness Buy-in Capability Impact on Stakeholder Engagement Actions
         
Stakeholder Internal Customer Service Representative Stakeholder Internal Customer Service Representative Stakeholder Internal Customer Service Representative Stakeholder Internal Customer Service Representative Stakeholder Internal Customer Service Representative
Awareness Buy-in Capability Impact on Stakeholder Engagement Actions
   
Stakeholder IT, HR Stakeholder IT, HR Stakeholder IT, HR Stakeholder IT, HR Stakeholder IT, HR
Awareness Buy-in Capability Impact on Stakeholder Engagement Actions
         
33
Change Learning
Change Learning Plan
34
Change Learning
  Branch RM Branch Frequency Complexity Risk Total WI DEMO EXERCISE SIM
Call List Processing CCA Admin Market Analyst Manage Service Rep Advanced Service Rep Frequency Complexity Risk Total WI DEMO EXERCISE SIM
Master Data                            
BP Creation / Update Y4 X Y X Y4 Y 3 3 3 9 X X X X
Maintain Account Y4 X Y X Y4 Y 3 3 3 9 X X X X
Maintain Contact Y4 X Y X Y4 Y 3 3 3 9 X X X X
Maintain Territory   Y   Y     3 2 3 8 X X X X
Manage Call List                            
Generate Call List   Y Y Y     1 1 1 3 X X    
Manage Call List   Y Y Y     2 1 1 4 X X    
Data Warehouse                            
Reporting Y Y Y     1 1 1 3 x x    
TOTALS 4 7 6 7 3 3         7 7 4 4
Training Needs Analysis
CRM Related Report / Query
35
Change Learning
Training Plan
Courses Length Code Levels Area November November November November December December December December
Courses Length Code Levels Area WK 1 WK 2 WK 3 WK 4 WK 5 WK 6 WK 7 WK 8
1 2 hr 100 Basic SAP Navigation     100 100          
                         
      Functional Overview Finance     200 200        
      Functional Overview SD       200        
5 4 hr 200 Functional Overview HR       200        
      Functional Overview CRM         200      
      Functional Overview MM         200      
20 4hr 1,5d 2d 300 Specific Task Training                  
20 4hr 1,5d 2d 300 Specific Task Training AP         300      
20 4hr 1,5d 2d 300 Specific Task Training AR           300    
20 4hr 1,5d 2d 300 Specific Task Training GL             300  
20 4hr 1,5d 2d 300 Specific Task Training CRM             300 300
    400 Refresher                  
                       
36
The Process of Managing Change
  • Program Leadership
  • Communicate
  • Involve
  • Build Skills
  • Performance

37
Program Leadership
  • Communicate
  • when Im really, really tired of talking, my
    message is just starting to get through
  • Involve
  • the less Im involved in something that is
    changing, the more suspicious I am likely to be
  • Build Skills
  • all kinds of skills process, technical,
    behavioral, managerial
  • Performance
  • leadership is a performance you need to be
    conscious of your behavior because everyone else
    is!

38
Program LeadershipA leaders role in managing
people through change
I'll go anywhere as long as it's forward.
David Livingstone
39
Program Leadership
A Traditional Performance Curve
40
Program Leadership
The Impact of a Program on Performance
41
Program Leadership
42
Program Leadership
Leaders Role is to Manage the Curve
43
Program Leadership
44
Program Leadership
  • Communicate
  • Over 1000 Communications
  • Quarterly Business Updates
  • Monthly Genesis Updates
  • Leadership Conferences
  • Status Updates
  • Agenda for Every Internal Meeting
  • Inclusion in Securit News Flash
  • Performance Appraisals

Time
45
Program Leadership
  • Build Skills
  • Project Team Training
  • Four Levels of Training for Business Users
  • Include Training on Leadership for all Managers
  • Ensure focus - Post Live Support

Time
46
Program Leadership
  • Involve
  • 2/3 of Project Team Internal Resources
  • Actively Solicit Questions / Responses
  • whats on your mind
  • Genesis email
  • Donuts with Dan
  • Opportunities Log
  • Actively Manage Issues

Time
47
Program Leadership
  • Performance (it is behaviour)
  • Accept Ownership
  • Positive
  • Actions Get involved
  • Address Issues
  • Reinforce the Why, Effect, How
  • Reinforce the Realistic Cycle of Change Point
    out the Vision
  • Find Wins Declare Heroes
  • Daily Meetings

Time
48
The Process of Managing Change in an ERP
Implementation
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