1. Successfully Leading Change During an SAP Upgrade Session 2707

2. Session Outline Objectives Project Profiles and Contrasts
Successful Outcomes
Business Case
Alignment
Risk Management
Project Management
Integrated Performance
Change and Communications
Learning Environment
Knowledge Sharing
Success Factors

3. Presenters Mary Sloan, Baylor College of Medicine
Role: Director, SAP Services
Project Focus: Change management, communication, and training
Michael Peterman, Lyondell Chemical Company
Role: Manager, IT Change Support
Project Focus: Ensuring employees are informed, involved, and prepared to participate in project lifecycle
Mark Norton, RWD Technologies
Role: Project Director
Project Focus: Change management, end user learning, training, and performance improvement solutions

4. Objectives
Name major activities and processes to be addressed in leading an organization and business units in a “global” upgrade.
List key success and risk factors in planning an upgrade to SAP 4.6 or Enterprise.
Explain importance of blending change leadership and learning.
Describe how the benefits of lessons learned are realized.

5. Profile: Baylor College of Medicine
Original implementation: 1999
Upgrade implementation: February 2003
Over 1,200 users
SAP Modules
FI, HR, MM, PM, SD
Type of Implementation
ASAP methodology
Single event rollout (SAP functionality)
Phased SAP GUI rollout with O/S migration
Support Environment (Central End Users)
Training Environment
New course materials with blended training/CM approach
Standard training database (minimal footprint), simulations
Tools
Microsoft products, Visio, RWD Info Pak, SAP Tutor, HRCS Clone and Test

6. Profile: Lyondell Chemical
Original implementation
United States (1995), Europe/Asia (2001)
Upgrade implementation: January 2005 (planned)
Over 6,500 global users
8 countries, 20 plants, 20 3rd-party vendors accessing systems
SAP Modules
AA, BW, CATS, CRM, FICO, HR, HSE, IMD, MI, MM, OF, PM, PS, QM
Type of Implementation
Custom methodology
Phased by region
Support Environment (Super Users)
Training Environment
Instructor-led training with CM integrated only for business leaders
Complete training database (large footprint)
Tools
Motive AnswerWeb, Mercury WinRunner/TestDirector, Microsoft products, Visio

7. Upgrade Contrasts Baylor College of Medicine Lyondell Chemical
4.6c Upgrade
Upgrade complete
Attributes
Domestic, geographically centralized audience
Upgrade to 4.6c
No business process change (technical upgrade)
O/S migration & upgrade
Drivers
Functionality
Maintenance
Lyondell Chemical
Enterprise Upgrade
Upgrade planned
Attributes
Global audience
Upgrade to SAP Enterprise (4.7)
Anticipated business process changes
Drivers
Functionality
Maintenance

8. Successful Outcomes

9. Business Case Organizational direction Needs assessment Drivers
Maintenance / Support
Functionality / Enhancements
Web-enablement
Development
Administrators or business owners provide training estimates
Development efforts/contributions

10. Alignment Refine business case and vision Business leader ownership
Cross-functional end user representation
User base (challenges with each key group)
Communication meetings
Training and Change Management
Integration leaders

11. Risk Management Governance structure Cost containment
Timeline - potential delays managed proactively
Clear direction to team members
Defined project roles and responsibilities
Change leadership involvement
Training development and delivery

12. Project Management Defined project methodology
Structured Project Office with CM representation
Thorough planning
Extensive testing with end user acceptance
Sign-off on materials by end users
Communication across the team
Scope definition and control
Logistics
Online registration
Change management database
Evaluations

13. Integrated Performance
Alignment
Leadership
Organization
Project Team Structure
Communications and Branding
Human Performance
Change Leadership
Learning, Training, Performance Support
Site Readiness

14. Change and Communications
Cultural challenges
Openly address concerns of the organization
Communicate frequently on areas of concern
Explain impact of changes to departments/Business units
Communications
Targeted, audience-specific
Timeline sensitive frequency
Ownership
Business (process team/group) owns decision-making
Support of project team/leadership
Subtle CM approach – provide support / buy-in early on
Middle management informed/involved in decision-making
Managing perception – past and current implementation

15. Learning Environment - BCM
Learning materials
Focused on deltas from 4.0 to 4.6
Based on frequency and complexity of transactions
Users expected to having working knowledge of 4.0 system
Training expectations
Minimal changes to system
Phased GUI rollout
Auditorium based with one hands-on classroom course
New on-line help tools (RWD Info Pak and SAP Tutor)
Delivery
BCM Instructors (CEURs)
Navigation training required
Six weeks prior to go-live
Six auditorium courses, one classroom course

16. Learning Environment - Lyondell
Developing an upgrade learning strategy for global environment
Working to establish a model that will help business units more effectively plan change management requirements
Reviewing technology requirements to meet user needs
Learning management systems
Development and delivery tools
Collaborative learning opportunities
Investigating user testing and certification

17. Knowledge Sharing
Create environment based on team incentives for team knowledge
Ensure continuous knowledge transfer from consultants to employees
Create environment for repeatable and improved performance
Information and deliverables must be documented and maintained by the employees

18. Success Factors - BCM
BCM led project with strategic use of consultants
Priority IT project
Minimized support tasks
Maintained focus on technical upgrade
BCM instructor led training
CM/Training organizationally focused
Knowledge transfer throughout the project
End user involvement and acceptance
Post go-live support model

19. Success Factors - Lyondell
Change management steers project plan
Sound business case
Develop a clear vision of the future
Align around business case and vision
Develop a strategy for leading change
Adequate project staffing and defined roles
Assemble the proper skills, knowledge, and abilities
Monitor and manage motivation within the project team
Timely, audience-focused communications
Do not let “Change Management” start out or become a separate deliverable

20. Contact Information
Mary Sloan – Baylor College of Medicine
Telephone:
Michael Peterman – Lyondell Chemical
Telephone:
Mark Norton – RWD Technologies
Telephone:

21. Thank you for attending!
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