Managing organizational change during SAP implementations:
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Bonn [u.a.]
Galileo Press
2007
|
| Ausgabe: | 1. ed. |
| Schriftenreihe: | SAP press
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Literaturverz. S. 343 - 346 |
| Beschreibung: | 364 S. graph. Darst. 25 cm |
| ISBN: | 9781592291045 |
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| 245 | 1 | 0 | |a Managing organizational change during SAP implementations |c Luc Galoppin ; Siegfried Caems |
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| adam_text | CONTENTS FOREWORD PREFACE ... 19 21 PART I: UNDERSTANDING SAP
ORGANIZATIONAL CHANGE MANAGEMENT »;S5?S 1.1 THE DAY I GOT 10 YEARS OLDER
29 1.2 INTEGRATION OF PROCESSES 31 1.2.1 PROCESS FRAGMENTATION , 32
1.2.2 CONSEQUENCES OF A FUNCTIONAL ORGANIZATION , 33 1.2.3 WHAT HAPPENS
ONCE SAP IS IMPLEMENTED? 34 1.2.4 WHAT IMPLEMENTING SAP COMES DOWN TO:
MANAGING THE SOFT STUFF 35 1.2.5 EXAMPLES OF COMPANIES SERIOUS ABOUT
PROCESSES 36 1.3 RUNNING INTEGRATED PROJECTS 38 1.3.1 INTEGRATION OF
IMPLEMENTATION SUB-TEAMS 39 1.3.2 INTEGRATION OF PROJECT AND
ORGANIZATION 39 1.3.3 DON T COUNT ON HR TO DO THE DIRTY WORK 42 1.3.4
DON T COUNT ON IS TO DO THE DIRTY WORK 44 1.4 SEARCHING FOR BALANCE 46
1.4.1 INTEGRATING OLD AND NEW 46 1.4.2 DRAWING A LINE 47 1.4.3 BALANCING
THE CHANGE AND THE TRANSITION 47 1.4.4 A CONTRADICTION IN TERMS 48 1.5
CONCLUSION 49 2.1 EMOTIONS MAKE A DIFFERENCE 51 2.2 THE CHANGE CYCLE 52
2.2.1 TWO SIDES TO EVERY CHANGE 52 2.2.2 THE CYCLE OF LIFE AND THE
DENIAL OF DEATH 53 2.2.3 WHAT IS GOING ON? THE PHASES OF CHANGE 55 2.2.4
WHY YOU ARE NOT THE FIRST TO MAKE THESE MISTAKES ... 56 2.3 2.4 2.5
2.2.5 UNFREEZING-CHANGING-REFREEZING 57 2.2.6 SPONSORS-AGENTS*TARGETS 58
2.2.7 OPERATING STYLES FOR EACH PHASE 59 RESISTANCE * 60 2.3.1 DIFFERENT
KINDS OF INTERRUPTIONS 60 RESISTANCE IS NECESSARY 62 FOUR BASIC EMOTIONS
62 READING EMOTIONS 63 EMOTIONS ARE DATA 64 SUSPECT YOURSELF FIRST
.***** 65 TWO TYPES OF CHANGE 66 CONCLUSION: THE ONLY WAY OUT 67 2.3.2
2.3.3 2.3.4 2.3.5 2.3.6 3.1 THE THREE BASIC INGREDIENTS OF
ORGANIZATIONAL CHANGE 69 3.2 THE WHY IS IMPORTANT 70 3.3 WHAT ABOUT
CULTURE? 72 3.3.1 CULTURE AND SAP 72 3.3.2 THE CREATION OF A CULTURE 73
3.3.3 DIVERSITY OF NATIONAL CULTURES 78 3.3.4 A CULTURE OF CHANGE 79
3.3.5 THE CO-CREATION OF A SAFE PLACE 80 3.4 LEARNING 80 3.4.1 THE FOUR
PHASES OF LEARNING 80 3.4.2 LEARNING AND RESISTANCE 81 3.4.3 THE
COACHING DILEMMA 82 3.4.4 DIFFERENT CYCLES RUN AT THE SAME TIME 82 3.5
CONCLUSION 83 4.1 VEHICLES OF CHANGE 85 4.2 DELIVERY OF BENEFITS 87
4.2.1 BENEFITS QUANTIFY CHANGE EFFORTS 87 4.2.2 REFRAME FEATURES INTO
BENEFITS , 88 4.2.3 A PROGRAM OF INTEGRATED PROJECTS 89 4.3 THE SAP
IMPLEMENTATION PROGRAM 90 4.3.1 PROGRAM LIFECYCLE 90 4.3.2 PROJECTS: THE
BUILDING BLOCKS OF THE PROGRAM 94 4.3.3 SERVICE LEVEL AGREEMENTS: THE
MOMENTS OF TRUTH OF A PROGRAM , 96 4.3.4 USABILITY AND THE SECOND WAVE
97 4.4 PRINCIPLES FOR SUCCESS 99 4.4.1 COMMIT TO A SET OF COMMON RULES
100 4.4.2 AUTONOMY AND ACCOUNTABILITY 100 4.4.3 REQUISITE VARIETY 101
4.4.4 EMOTIONAL INTELLIGENCE 102 4.4.5 AUTOMATED PROJECT OFFICE 102
4.4.6 TEAMWORK 102 4.4.7 PROPER RISK-HANDLING 103 4.5 PITFALLS TO AVOID
, 104 4.5.1 PROJECT COCOONING 104 4.5.2 ONE SIZE FITS ALL 105 4.53
POSTPONING RESPONSIBILITY TO THE SECOND WAVE 105 4.5.4 OUTSOURCING THE
DRIVER S SEAT 106 4.5.5 IGNORANCE OF ORGANIZATIONAL MATURITY 106 4.5.6
THE ILLUSION OF FULL CONTROL 106 4.6 CONCLUSION 107 5.1 SAP SOLUTION
MANAGER MANAGES KNOWLEDGE 109 5.1.1 FROM INFORMATION TO BEST PRACTICE
109 5.1.2 SOLUTION MANAGER COMPONENTS 110 5.1.3 ANCHOR SOLUTION MANAGER
INTO PRACTICE 113 5.2 SAP TECHNOLOGY SUPPORTS INTEGRATION 115 5.3
CONCLUSION: INTEGRATION ON TWO LEVELS 117 6.1 IMPLEMENTATION MARKETING
119 6.1.1 POPULATION ANALYSIS 119 6.1.2 LESSONS FROM CUSTOMER
RELATIONSHIP MANAGEMENT 121 6.1.3 PUSHING AND PULLING 122 6.2 BUILDING A
SOFT-STUFF RADAR 123 6.2.1 LEARNING RELATIONSHIP RADAR 123 6.2.2
CHANGE-AGENT RADAR 124 6.2.3 CHANGE-TARGET RADAR 125 6.3 BUILD A
HARD-STUFF RADAR 126 6.3.1 VALIDATION RADAR 126 6.3.2 SUPPLY AND DEMAND
RADAR - 127 6.3.3 BUDGET RADAR 127 6.4 GOING FORWARD FROM HERE: HOW TO
USE CHAPTERS 7-14 128 6.5 A USER-CENTRIC IMPLEMENTATION 129 6.6
CONCLUSION 130 PART II: UNFREEZING 7.1 PHASE-SPECIFIC CHARACTERISTICS
AND NEEDS 133 7.1.1 SOFT-STUFF RADAR 133 7.1.2 HARD-STUFF RADAR 134 7.2
WHAT HAPPENS AT THE LEVEL OF THE PROGRAM 134 7.2.1 DIAGNOSTIC
INTERVENTIONS 135 7.2.2 SUPPLIER MANAGEMENT 135 7.2.3 OTHER ONGOING
INITIATIVES 136 7.3 THE ORGANIZATION STREAM IN THIS PHASE 136 7.3.1
ASSIGNING A PROGRAM MANAGER 136 7.3.2 DEVELOPING THE BUSINESS CASE , 136
7.3.3 FEASIBILITY STUDY JUSTIFIES THE BUSINESS CASE 139 7.3.4 THE
COMMANDO TEAM 142 7.4 THE COMMUNICATION STREAM IN THIS PHASE 143 7.4.1
KNOWLEDGEABLE FACTS ABOUT EXECUTIVES 143 7.4.2 STAKEHOLDER MAPPING 144
7.4.3 STAKEHOLDER ANALYSIS 145 7.4.4 ANTICIPATE SPONSOR READINESS 146
7.5 THE LEARNING STREAM IN THIS PHASE 148 7.5.1 ANALYZE THE LEARNING
NEEDS 148 7.5.2 LEADERSHIP REQUIREMENTS 149 7.5.3 VISION AND STRATEGY
FORMULATION 150 7.6 THE PERFORMANCE MANAGEMENT STREAM IN THIS PHASE 151
7.6.1 IDENTIFY PERFORMANCE INGREDIENTS 152 7.6.2 THE PERFORMANCE
MANAGEMENT CYCLE 153 7.6.3 IDENTIFYING PERFORMANCE LEVELS 153 7.7
MOMENTS OF TRUTH OF THIS PHASE , 155 7.7.1 IDENTIFY THE PROGRAM MANAGER
FROM THE VERY BEGINNING 155 7.8 7.7.2 CONFIRMATION OF THE BUSINESS CASE
156 7.7.3 BRINGING THE FEASIBILITY TEAM TOGETHER 156 7.7.4 OUTCOME OF
THE FEASIBILITY STUDY 156 7.7.5 DELIVERABLES OF THIS PHASE 156
CONCLUSION 157 8.1 PHASE SPECIFIC CHARACTERISTICS AND NEEDS , 159 8.1.1
SOFT-STUFF RADAR 159 8.1.2 HARD-STUFF RADAR 160 8.2 WHAT HAPPENS AT THE
LEVEL OF THE PROGRAM 161 8.2.1 SETUP PROGRAM ORGANIZATIONAL STRUCTURE
162 8.2.2 PROGRAM S PROJECT PORTFOLIO AND CRITICAL PATH TO TIMELY
DELIVERY 164 8.2.3 SETUP PROGRAM ADMINISTRATIVE OFFICE 165 8.2.4
ORGANIZATIONAL CHANGE IS IN THE DETAILS OF DELIVERY 165 8.3 THE
ORGANIZATION STREAM IN THIS PHASE 166 8.3.1 IMPLEMENTATION TEAM SETUP
166 8.3.2 PROGRAM CHARTER: TRANSITION SERVICE LEVEL AGREEMENT 167 8.3.3
CONTINUITY AND STABILITY DURING TRANSITION 168 8.3.4 IDENTIFICATION OF
PROCESS OWNERS 169 8.4 THE COMMUNICATION STREAM IN THIS PHASE 169 8.4.1
COMMUNICATION LINKS VISION TO PERCEPTION 169 8.4.2 COMMUNICATION
INGREDIENTS 170 8.4.3 ANALYZE COMMUNICATION NEEDS 171 8.4.4 DEFINE
COMMUNICATION STRATEGY 172 8.4.5 MANAGING AGENT AND SPONSOR RESISTANCE
175 8.5 THE LEARNING STREAM IN THIS PHASE 177 8.5.1 LEARNING LINKS
STRATEGY TO PERFORMANCE 177 8.5.2 DEFINE LEARNING STRATEGY 178 8.5.3
FUNCTIONAL OR CROSS-FUNCTIONAL TRAINING? 179 8.5.4 LEARNING OBJECTS 179
8.5.5 SCAN COMPETENCE OF IMPLEMENTATION TEAM 180 8.5.6 TRAIN
IMPLEMENTATION TEAM 181 8.6 THE PERFORMANCE MANAGEMENT STREAM IN THIS
PHASE 181 8.7 MOMENTS OF TRUTH 183 8.7.1 NEGOTIATE THE PROGRAM CHARTER
AS A SERVICE LEVEL AGREEMENT 183 8.7.2 SIGNING THE PROGRAM CHARTER 183
8.7.3 INSTALLATION OF THE PROGRAM 184 8.7.4 HAVING PROCESS OWNERS IN
PLACE , 184 8.7.5 INCLUDE A GLOSSARY 184 8.8 DELIVERABLES 184 8.9
CONCLUSION 185 PART ML; CHANGING LUBE 9.1 PHASE-SPECIFIC CHARACTERISTICS
AND NEEDS 189 9.1.1 SOFT-STUFF RADAR 189 9.1.2 HARD-STUFF RADAR 190 9.2
WHAT HAPPENS AT THE LEVEL OF THE PROGRAM? 192 9.2.1 RECONFIRMATION OF
BUDGET 192 9.2.2 RECONFIRMATION OF TIME FRAME 192 9.2.3 RECONFIRMATION
OF ACHIEVABILITY OF BENEFITS 192 9.2.4 THE ROLE OF STREAM MANAGER 192
9.3 THE ORGANIZATION STREAM IN THIS PHASE 193 9.3.1 FIRST REORGANIZE,
THEN IMPLEMENT 193 9.3.2 MASS PARTICIPATION OR SAMPLE REPRESENTATION?
193 9.3.3 RESTRICT PILOT VIP TREATMENT 195 9.3.4 WORKABLE PIECES 195
9.3.5 PROCESS DESIGN PRINCIPLES 196 9.3.6 DRAWING UP THE PROCESSES 198
9.3.7 WRITE PROCEDURES 201 9.3.8 DESIGN REPORTS 201 9.3.9 AUTHORIZATION
DESIGN 201 9.3.10 VALIDATE THE DESIGN 202 9.3.11 CAREER PERSPECTIVES 203
9.4 THE COMMUNICATION STREAM IN THIS PHASE 203 9.4.1 COMMUNICATION
CHANNEL INVENTORY , 204 9.4.2 PLAN AND PREPARE CONTENT 206 9.4.3 PREPARE
COMMUNICATION PLAN 207 9.4.4 BRANDING 210 9.4.5 COMMUNICATION STYLES OF
THE SENDER 212 9.4.6 BUILD AND USE A STAKEHOLDER DATABASE 213 9.5 THE
LEARNING STREAM IN THIS PHASE 214 9.5.1 DIFFERENTIATE TARGET 214 9.5.2
DEFINE THE BLEND 215 9.5.3 DESIGN THE TRAINING TRACK , 217 9.5.4 DEFINE
ROLES 218 9.5.5 MATCH ROLE, PERSON, LEARNING OBJECT 219 9.5.6 E-LEARNING
223 9.5.7 E-LEARNING WITH SAP TUTOR 225 9.5.8 PLAN AND PREPARE LOGISTICS
226 9.5.9 PLAN SYSTEMS AND SUPPORT 226 9.5.10 REDUCE, RE-USE F RECYCLE
227 9.5.11 RECRUIT TECHNICAL WRITERS 228 9.6 THE PERFORMANCE-MANAGEMENT
STREAM IN THIS PHASE 228 9.6.1 TRANSLATE BENEFITS INTO KPIS 229 9.6.2
SET FUTURE KPI THRESHOLDS 229 9.6.3 DEFINE KPIS AT JOB/ROLE LEVEL 231
9.7 MOMENTS OF TRUTH 231 9.7.1 TAKE A CUSTOMER RELATIONSHIP MANAGEMENT
APPROACH , 231 9.7.2 VALIDATION OF THE LEARNING PLAN 231 9.7.3 STEERING
COMMITTEES ARE PROGRAM CHARTER REVIEW MEETINGS 232 9.7.4 VALIDATION OF
THE DESIGN IS A PROCESS 232 9.7.5 THE SIGN-OFF OF THE KPIS AND THEIR
THRESHOLD VALUES ... 233 9.7.6 SWIM LANES: ACCEPT NO SUBSTITUTES 233
9.7.7 INVOLVE IMPACTED NON-USERS 233 9.8 DELIVERABLES 234 9.9 CONCLUSION
235 1 M NFO M HI % 10.1 PHASE-SPECIFIC CHARACTERISTICS AND NEEDS 237
10.1.1 SOFT-STUFF RADAR 237 10.1.2 HARD-STUFF RADAR 239 10.2 WHAT
HAPPENS AT THE LEVEL OF THE PROGRAM? 240 10.2.1 AVOID A DISCONNECT 240
10.2.2 ITERATION PROCESSES 240 10.2.3 PREPARE THE ORGANIZATION FOR
TESTING 241 10.3 THE ORGANIZATION STREAM IN THIS PHASE 241 10.3.1
SELECTION OF THE PILOT 241 10.3.2 DEFINING THE WORKFLOWS 242 10.3.3
DOCUMENTING THE SAP ORGANIZATIONAL STRUCTURE 242 10.3.4 THE FUNCTIONAL
DESIGN 243 10.3.5 SETTING UP THE FUNCTIONAL ORGANIZATION 244 10.4 THE
COMMUNICATION STREAM IN THIS PHASE 245 10.4.1 REFINING VALUE PROPOSITION
246 10.4.2 DEDICATING SENDER 248 10.4.3 DESIGNING KNOWLEDGE PORTAL 249
10.4.4 CONDUCTING A TEMPERATURE READING 250 10.5 THE LEARNING STREAM IN
THIS PHASE 252 10.5.1 DEFINING THE CURRICULUM 252 10.5.2 SETTING
EVALUATION CRITERIA 252 10.5.3 PARTICIPANT MATERIALS 254 10.5.4
RECRUITING TRAINERS 255 10.5.5 ADMINISTRATION AND ENROLLMENT 255 10.5.6
TRAINING THE TRAINERS 257 10.5.7 STAYING IN SYNCH WITH OVERALL PROGRAM
257 10.6 PERFORMANCE MANAGEMENT 257 10.6.1 SMART KPIS 257 10.6.2
MONITORING THE BENEFITS REALIZATION 258 10.7 MOMENTS OF TRUTH 259 10.7.1
INVOLVEMENT OF THE PILOT ORGANIZATION 259 10.7.2 DELIVERY OF THE
PROTOTYPE 259 10.7.3 LEARNING MOMENTS OF TRUTH 259 10.7.4 KPIS NEED
POSITIVE TARGETS 260 10.8 DEIIVERABLES 260 10.9 CONCLUSION 260 11.1
PHASE-SPECIFIC CHARACTERISTICS AND NEEDS 263 11.1.1 SOFT-STUFF RADAR 263
11.1.2 HARD-STUFF RADAR 264 11.2 WHAT HAPPENS AT THE LEVEL OF THE
PROGRAM 266 11.2.1 ONE BIG MOMENT OF TRUTH 266 11.2.2 PRODUCING TEST
PLANS 266 11.2.3 DIFFERENT TYPES OF TESTING 266 11.3 THE ORGANIZATION
STREAM IN THIS PHASE 267 11.3.1 DEVELOP TEST SCENARIOS TO THE SMALLEST
DETAIL 268 11.3.2 THE TEST CYCLE , 268 11.3.3 TEST THE PROCESSES 271
11.3.4 TEST REPORTS AND DOCUMENTS 273 11.3.5 KEY USER AND COACH
ASSIGNMENT 273 11.4 THE COMMUNICATION STREAM IN THIS PHASE 275 11.4.1
READY-WILLING-ABLE ASSESSMENTS 275 11.4.2 PREVENTING SURVEY FATIGUE 278
11.4.3 PACE THE ORGANIZATION 279 11.5 THE LEARNING STREAM IN THIS PHASE
280 11.5.1 TRAINER MATERIALS 281 11.5.2 LOCAL ENHANCEMENTS AND
TRANSLATIONS 281 11.5.3 PILOT TRAINING WITH KEY USERS 281 11.5.4 KEEPING
IN SYNCH WITH SECURITY PROFILES 281 11.6 THE PERFORMANCE MANAGEMENT
STREAM IN THIS PHASE 282 11.6.1 MEASURING PROCESS TESTING 282 11.7
MOMENTS OF TRUTH 283 11.7.1 EVALUATION OFTESTING 283 11.7.2 SIGN-OFF OF
THE PROTOTYPE 283 11.7.3 ENGAGING DATA-COMPLIANCE AUDITORS 283 11.7.4
TAMING THE LOCAL PETS 284 11.7.5 COURSE INVITATIONS 285 11.8
DELIVERABLES 285 11.9 CONCLUSION 286 12.1 PHASE-SPECIFIC CHARACTERISTICS
AND NEEDS 287 12.1.1 SOFT-STUFF RADAR 287 12.1.2 HARD-STUFF RADAR 288
12.2 WHAT HAPPENS AT THE LEVEL OF THE PROGRAM 290 12.2.1 LOCKING THE
PROGRAM 290 12.2.2 CULTURES AND GEOGRAPHY 291 12.2.3 BUSINESS COVERAGE
AND CRITICALITY 291 12.3 THE ORGANIZATION STREAM IN THIS PHASE 291
12.3.1 THE DEPLOYMENT TEAM 292 12.3.2 THE DEPLOYMENT CYCLE 292 12.3.3
CUTOVER APPROACH 293 12.3.4 GO-LIVE 293 12.3.5 SIGN-OFF 294 12.3.6
PREPARING EXTERNAL STAKEHOLDERS 294 12.4 THE COMMUNICATION STREAM IN
THIS PHASE 294 12.4.1 CENTRALIZING COMMUNICATION 294 12.4.2 AGREEING ON
POST-GO-LIVE COMMUNICATION 296 12.4.3 PREPARING FOR CRISIS COMMUNICATION
297 12.5 THE LEARNING STREAM IN THIS PHASE 297 12.5.1 TRAINING THE USERS
298 12.5.2 RESISTANCE IN THE CLASSROOM 298 12.5.3 TRAINING HELPDESK
PERSONNEL 301 12.5.4 EVALUATING LEARNING 302 12.5.5 INTEGRATING
MATERIALS IN WORK ENVIRONMENT 303 12.6 THE PERFORMANCE MANAGEMENT STREAM
IN THIS PHASE 303 12.6.1 INSTALL KPIS LOCALLY 303 12.6.2 LOCAL KPI
SETTING IS A TWO-WAY LEARNING PROCESS 305 12.7 MOMENTS OF TRUTH 307
12.7.1 PILOT GO-LIVE 307 12.7.2 FURTHER GO-LIVES 307 12.7.3 FINAL
SIGN-OFF 307 12.7.4 DISCOVERING HIDDEN COMMUNICATION CHANNELS 307 12.7.5
LEARNING MOMENTS OFTRUTH 308 12.8 DEIIVERABLES 308 12.9 CONCLUSION 309
PART IV: REFREEZING 13.1 PHASE-SPECIFIC CHARACTERISTICS AND NEEDS 313
13.1.1 SOFT-STUFF RADAR 313 13.1.2 HARD-STUFF RADAR 315 13.2 WHAT
HAPPENS AT THE LEVEL OF THE PROGRAM , 316 13.2.1 VALIDATE THE SAP
IMPLEMENTATION 316 13.2.2 PLAN FOR SOLVING OUTSTANDING ISSUES 316 13.3
THE ORGANIZATION STREAM IN THIS PHASE 317 13.3.1 GRADUAL SHIFT IN
PROGRAM OWNERSHIP 317 13.3.2 AUDIT OLD AND NEW HABITS 318 13.3.3 PLAN
CAREERS FOR PROGRAM TEAM MEMBERS 320 13.4 THE COMMUNICATION STREAM IN
THIS PHASE 320 13.4.1 STRUCTURE ESCALATION COMMUNICATION 321 13.4.2
TRANSFER PROGRAM INTELLIGENCE 321 13.4.3 COMMUNICATION EVALUATION 321
13.4.4 MAKE SENSE OF SMALL VICTORIES 322 13.5 THE LEARNING STREAM IN
THIS PHASE 322 13.5.1 REVIEW ROLES , 323 13.5.2 REVIEW BLEND 323 13.5.3
MAKE SUPPORT MATERIALS 324 13.5.4 TRAIN NEW USERS 325 13.5.5 NUMBERS 325
13.6 THE PERFORMANCE MANAGEMENT STREAM IN THIS PHASE 327 13.7 MOMENTS OF
TRUTH 328 13.7.1 KEEP THE PROGRAM LOCKED 328 13.7.2 REDEFINING THE
COACHES 80/20 RULE 328 13.7.3 DEVELOPING A SIXTH SENSE 328 13.8
DELIVERABLES 329 13.9 CONCLUSION 330 14.1 WHAT HAPPENS AT THE LEVEL OF
THE PROGRAM 331 14.1.1 WRITING A WHITE BOOK 331 14.1.2 RESTRUCTURING THE
PROGRAM 331 14.2 THE ORGANIZATION STREAM IN THIS PHASE 332 14.2.1
LAUNCHING A SECOND WAVE 332 14.2.2 ENABLING BUSINESS INTELLIGENCE 333
14.2.3 ANCHORING PROCESS THINKING 333 14.2.4 CREATING A PROGRAM
MANAGEMENT OFFICE 334 14.3 THE COMMUNICATION STREAM IN THIS PHASE 334
14.4 THE LEARNING STREAM IN THIS PHASE , 336 14.5 THE PERFORMANCE
MANAGEMENT STREAM IN THIS PHASE 337 14.5.1 FOCUSING THE PERFORMANCE
MODEL 337 14.5.2 KPI OWNERSHIP 338 14.6 CONCLUSION 339 14.7 MOVING
FORWARD 339 A BIBLIOGRAPHY 343 B ACTIVITY EXAMPLES 347 C THE MAP OF
DELIVERABLES 352 D HR S ROADMAP 354 E IS/IT S ROADMAP 356 THE AUTHORS
358 INDEX 359 PPN: 265808510 TITEL: MANAGING ORGANIZATIONAL CHANGE
DURING SAP IMPLEMENTATIONS / LUC GALOPPIN; SIEGFRIED CAEMS. - . - BONN :
GALILEO PRESS, 2007 ISBN: 978-1-59229-104-5 BIBLIOGRAPHISCHER DATENSATZ
IM SWB-VERBUND
|
| adam_txt |
CONTENTS FOREWORD PREFACE . 19 21 PART I: UNDERSTANDING SAP
ORGANIZATIONAL CHANGE MANAGEMENT »;S5?S 1.1 THE DAY I GOT 10 YEARS OLDER
29 1.2 INTEGRATION OF PROCESSES 31 1.2.1 PROCESS FRAGMENTATION , 32
1.2.2 CONSEQUENCES OF A FUNCTIONAL ORGANIZATION , 33 1.2.3 WHAT HAPPENS
ONCE SAP IS IMPLEMENTED? 34 1.2.4 WHAT IMPLEMENTING SAP COMES DOWN TO:
MANAGING THE SOFT STUFF 35 1.2.5 EXAMPLES OF COMPANIES SERIOUS ABOUT
PROCESSES 36 1.3 RUNNING INTEGRATED PROJECTS 38 1.3.1 INTEGRATION OF
IMPLEMENTATION SUB-TEAMS 39 1.3.2 INTEGRATION OF PROJECT AND
ORGANIZATION 39 1.3.3 DON'T COUNT ON HR TO DO THE DIRTY WORK 42 1.3.4
DON'T COUNT ON IS TO DO THE DIRTY WORK 44 1.4 SEARCHING FOR BALANCE 46
1.4.1 INTEGRATING OLD AND NEW 46 1.4.2 DRAWING A LINE 47 1.4.3 BALANCING
THE CHANGE AND THE TRANSITION 47 1.4.4 A CONTRADICTION IN TERMS 48 1.5
CONCLUSION 49 2.1 EMOTIONS MAKE A DIFFERENCE 51 2.2 THE CHANGE CYCLE 52
2.2.1 TWO SIDES TO EVERY CHANGE 52 2.2.2 THE CYCLE OF LIFE AND THE
DENIAL OF DEATH 53 2.2.3 WHAT IS GOING ON? THE PHASES OF CHANGE 55 2.2.4
WHY YOU ARE NOT THE FIRST TO MAKE THESE MISTAKES . 56 2.3 2.4 2.5
2.2.5 UNFREEZING-CHANGING-REFREEZING 57 2.2.6 SPONSORS-AGENTS*TARGETS 58
2.2.7 OPERATING STYLES FOR EACH PHASE 59 RESISTANCE * 60 2.3.1 DIFFERENT
KINDS OF INTERRUPTIONS 60 RESISTANCE IS NECESSARY 62 FOUR BASIC EMOTIONS
62 READING EMOTIONS 63 EMOTIONS ARE DATA 64 SUSPECT YOURSELF FIRST
.***** 65 TWO TYPES OF CHANGE 66 CONCLUSION: THE ONLY WAY OUT 67 2.3.2
2.3.3 2.3.4 2.3.5 2.3.6 3.1 THE THREE BASIC INGREDIENTS OF
ORGANIZATIONAL CHANGE 69 3.2 THE WHY IS IMPORTANT 70 3.3 WHAT ABOUT
CULTURE? 72 3.3.1 CULTURE AND SAP 72 3.3.2 THE CREATION OF A CULTURE 73
3.3.3 DIVERSITY OF NATIONAL CULTURES 78 3.3.4 A CULTURE OF CHANGE 79
3.3.5 THE CO-CREATION OF A SAFE PLACE 80 3.4 LEARNING 80 3.4.1 THE FOUR
PHASES OF LEARNING 80 3.4.2 LEARNING AND RESISTANCE 81 3.4.3 THE
COACHING DILEMMA 82 3.4.4 DIFFERENT CYCLES RUN AT THE SAME TIME 82 3.5
CONCLUSION 83 4.1 VEHICLES OF CHANGE 85 4.2 DELIVERY OF BENEFITS 87
4.2.1 BENEFITS QUANTIFY CHANGE EFFORTS 87 4.2.2 REFRAME FEATURES INTO
BENEFITS , 88 4.2.3 A PROGRAM OF INTEGRATED PROJECTS 89 4.3 THE SAP
IMPLEMENTATION PROGRAM 90 4.3.1 PROGRAM LIFECYCLE 90 4.3.2 PROJECTS: THE
BUILDING BLOCKS OF THE PROGRAM 94 4.3.3 SERVICE LEVEL AGREEMENTS: THE
MOMENTS OF TRUTH OF A PROGRAM , 96 4.3.4 USABILITY AND THE SECOND WAVE
97 4.4 PRINCIPLES FOR SUCCESS 99 4.4.1 COMMIT TO A SET OF COMMON RULES
100 4.4.2 AUTONOMY AND ACCOUNTABILITY 100 4.4.3 REQUISITE VARIETY 101
4.4.4 EMOTIONAL INTELLIGENCE 102 4.4.5 AUTOMATED PROJECT OFFICE 102
4.4.6 TEAMWORK 102 4.4.7 PROPER RISK-HANDLING 103 4.5 PITFALLS TO AVOID
, 104 4.5.1 PROJECT COCOONING 104 4.5.2 ONE SIZE FITS ALL 105 4.53
POSTPONING RESPONSIBILITY TO THE SECOND WAVE 105 4.5.4 OUTSOURCING THE
DRIVER'S SEAT 106 4.5.5 IGNORANCE OF ORGANIZATIONAL MATURITY 106 4.5.6
THE ILLUSION OF FULL CONTROL 106 4.6 CONCLUSION 107 5.1 SAP SOLUTION
MANAGER MANAGES KNOWLEDGE 109 5.1.1 FROM INFORMATION TO BEST PRACTICE
109 5.1.2 SOLUTION MANAGER COMPONENTS 110 5.1.3 ANCHOR SOLUTION MANAGER
INTO PRACTICE 113 5.2 SAP TECHNOLOGY SUPPORTS INTEGRATION 115 5.3
CONCLUSION: INTEGRATION ON TWO LEVELS 117 6.1 IMPLEMENTATION MARKETING
119 6.1.1 POPULATION ANALYSIS 119 6.1.2 LESSONS FROM CUSTOMER
RELATIONSHIP MANAGEMENT 121 6.1.3 PUSHING AND PULLING 122 6.2 BUILDING A
SOFT-STUFF RADAR 123 6.2.1 LEARNING RELATIONSHIP RADAR 123 6.2.2
CHANGE-AGENT RADAR 124 6.2.3 CHANGE-TARGET RADAR 125 6.3 BUILD A
HARD-STUFF RADAR 126 6.3.1 VALIDATION RADAR 126 6.3.2 SUPPLY AND DEMAND
RADAR - 127 6.3.3 BUDGET RADAR 127 6.4 GOING FORWARD FROM HERE: HOW TO
USE CHAPTERS 7-14 128 6.5 A USER-CENTRIC IMPLEMENTATION 129 6.6
CONCLUSION 130 PART II: UNFREEZING 7.1 PHASE-SPECIFIC CHARACTERISTICS
AND NEEDS 133 7.1.1 SOFT-STUFF RADAR 133 7.1.2 HARD-STUFF RADAR 134 7.2
WHAT HAPPENS AT THE LEVEL OF THE PROGRAM 134 7.2.1 DIAGNOSTIC
INTERVENTIONS 135 7.2.2 SUPPLIER MANAGEMENT 135 7.2.3 OTHER ONGOING
INITIATIVES 136 7.3 THE ORGANIZATION STREAM IN THIS PHASE 136 7.3.1
ASSIGNING A PROGRAM MANAGER 136 7.3.2 DEVELOPING THE BUSINESS CASE , 136
7.3.3 FEASIBILITY STUDY JUSTIFIES THE BUSINESS CASE 139 7.3.4 THE
COMMANDO TEAM 142 7.4 THE COMMUNICATION STREAM IN THIS PHASE 143 7.4.1
KNOWLEDGEABLE FACTS ABOUT EXECUTIVES 143 7.4.2 STAKEHOLDER MAPPING 144
7.4.3 STAKEHOLDER ANALYSIS 145 7.4.4 ANTICIPATE SPONSOR READINESS 146
7.5 THE LEARNING STREAM IN THIS PHASE 148 7.5.1 ANALYZE THE LEARNING
NEEDS 148 7.5.2 LEADERSHIP REQUIREMENTS 149 7.5.3 VISION AND STRATEGY
FORMULATION 150 7.6 THE PERFORMANCE MANAGEMENT STREAM IN THIS PHASE 151
7.6.1 IDENTIFY PERFORMANCE INGREDIENTS 152 7.6.2 THE PERFORMANCE
MANAGEMENT CYCLE 153 7.6.3 IDENTIFYING PERFORMANCE LEVELS 153 7.7
MOMENTS OF TRUTH OF THIS PHASE , 155 7.7.1 IDENTIFY THE PROGRAM MANAGER
FROM THE VERY BEGINNING 155 7.8 7.7.2 CONFIRMATION OF THE BUSINESS CASE
156 7.7.3 BRINGING THE FEASIBILITY TEAM TOGETHER 156 7.7.4 OUTCOME OF
THE FEASIBILITY STUDY 156 7.7.5 DELIVERABLES OF THIS PHASE 156
CONCLUSION 157 8.1 PHASE SPECIFIC CHARACTERISTICS AND NEEDS , 159 8.1.1
SOFT-STUFF RADAR 159 8.1.2 HARD-STUFF RADAR 160 8.2 WHAT HAPPENS AT THE
LEVEL OF THE PROGRAM 161 8.2.1 SETUP PROGRAM ORGANIZATIONAL STRUCTURE
162 8.2.2 PROGRAM'S PROJECT PORTFOLIO AND CRITICAL PATH TO TIMELY
DELIVERY 164 8.2.3 SETUP PROGRAM ADMINISTRATIVE OFFICE 165 8.2.4
ORGANIZATIONAL CHANGE IS IN THE DETAILS OF DELIVERY 165 8.3 THE
ORGANIZATION STREAM IN THIS PHASE 166 8.3.1 IMPLEMENTATION TEAM SETUP
166 8.3.2 PROGRAM CHARTER: TRANSITION SERVICE LEVEL AGREEMENT 167 8.3.3
CONTINUITY AND STABILITY DURING TRANSITION 168 8.3.4 IDENTIFICATION OF
PROCESS OWNERS 169 8.4 THE COMMUNICATION STREAM IN THIS PHASE 169 8.4.1
COMMUNICATION LINKS VISION TO PERCEPTION 169 8.4.2 COMMUNICATION
INGREDIENTS 170 8.4.3 ANALYZE COMMUNICATION NEEDS 171 8.4.4 DEFINE
COMMUNICATION STRATEGY 172 8.4.5 MANAGING AGENT AND SPONSOR RESISTANCE
175 8.5 THE LEARNING STREAM IN THIS PHASE 177 8.5.1 LEARNING LINKS
STRATEGY TO PERFORMANCE 177 8.5.2 DEFINE LEARNING STRATEGY 178 8.5.3
FUNCTIONAL OR CROSS-FUNCTIONAL TRAINING? 179 8.5.4 LEARNING OBJECTS 179
8.5.5 SCAN COMPETENCE OF IMPLEMENTATION TEAM 180 8.5.6 TRAIN
IMPLEMENTATION TEAM 181 8.6 THE PERFORMANCE MANAGEMENT STREAM IN THIS
PHASE 181 8.7 MOMENTS OF TRUTH 183 8.7.1 NEGOTIATE THE PROGRAM CHARTER
AS A SERVICE LEVEL AGREEMENT 183 8.7.2 SIGNING THE PROGRAM CHARTER 183
8.7.3 INSTALLATION OF THE PROGRAM 184 8.7.4 HAVING PROCESS OWNERS IN
PLACE , 184 8.7.5 INCLUDE A GLOSSARY 184 8.8 DELIVERABLES 184 8.9
CONCLUSION 185 PART ML; CHANGING LUBE 9.1 PHASE-SPECIFIC CHARACTERISTICS
AND NEEDS 189 9.1.1 SOFT-STUFF RADAR 189 9.1.2 HARD-STUFF RADAR 190 9.2
WHAT HAPPENS AT THE LEVEL OF THE PROGRAM? 192 9.2.1 RECONFIRMATION OF
BUDGET 192 9.2.2 RECONFIRMATION OF TIME FRAME 192 9.2.3 RECONFIRMATION
OF ACHIEVABILITY OF BENEFITS 192 9.2.4 THE ROLE OF STREAM MANAGER 192
9.3 THE ORGANIZATION STREAM IN THIS PHASE 193 9.3.1 FIRST REORGANIZE,
THEN IMPLEMENT 193 9.3.2 MASS PARTICIPATION OR SAMPLE REPRESENTATION?
193 9.3.3 RESTRICT PILOT VIP TREATMENT 195 9.3.4 WORKABLE PIECES 195
9.3.5 PROCESS DESIGN PRINCIPLES 196 9.3.6 DRAWING UP THE PROCESSES 198
9.3.7 WRITE PROCEDURES 201 9.3.8 DESIGN REPORTS 201 9.3.9 AUTHORIZATION
DESIGN 201 9.3.10 VALIDATE THE DESIGN 202 9.3.11 CAREER PERSPECTIVES 203
9.4 THE COMMUNICATION STREAM IN THIS PHASE 203 9.4.1 COMMUNICATION
CHANNEL INVENTORY , 204 9.4.2 PLAN AND PREPARE CONTENT 206 9.4.3 PREPARE
COMMUNICATION PLAN 207 9.4.4 BRANDING 210 9.4.5 COMMUNICATION STYLES OF
THE SENDER 212 9.4.6 BUILD AND USE A STAKEHOLDER DATABASE 213 9.5 THE
LEARNING STREAM IN THIS PHASE 214 9.5.1 DIFFERENTIATE TARGET 214 9.5.2
DEFINE THE BLEND 215 9.5.3 DESIGN THE TRAINING TRACK , 217 9.5.4 DEFINE
ROLES 218 9.5.5 MATCH ROLE, PERSON, LEARNING OBJECT 219 9.5.6 E-LEARNING
223 9.5.7 E-LEARNING WITH SAP TUTOR 225 9.5.8 PLAN AND PREPARE LOGISTICS
226 9.5.9 PLAN SYSTEMS AND SUPPORT 226 9.5.10 REDUCE, RE-USE F RECYCLE
227 9.5.11 RECRUIT TECHNICAL WRITERS 228 9.6 THE PERFORMANCE-MANAGEMENT
STREAM IN THIS PHASE 228 9.6.1 TRANSLATE BENEFITS INTO KPIS 229 9.6.2
SET FUTURE KPI THRESHOLDS 229 9.6.3 DEFINE KPIS AT JOB/ROLE LEVEL 231
9.7 MOMENTS OF TRUTH 231 9.7.1 TAKE A CUSTOMER RELATIONSHIP MANAGEMENT
APPROACH , 231 9.7.2 VALIDATION OF THE LEARNING PLAN 231 9.7.3 STEERING
COMMITTEES ARE PROGRAM CHARTER REVIEW MEETINGS 232 9.7.4 VALIDATION OF
THE DESIGN IS A PROCESS 232 9.7.5 THE SIGN-OFF OF THE KPIS AND THEIR
THRESHOLD VALUES . 233 9.7.6 SWIM LANES: ACCEPT NO SUBSTITUTES 233
9.7.7 INVOLVE IMPACTED NON-USERS 233 9.8 DELIVERABLES 234 9.9 CONCLUSION
235 1 M NFO M HI % 10.1 PHASE-SPECIFIC CHARACTERISTICS AND NEEDS 237
10.1.1 SOFT-STUFF RADAR 237 10.1.2 HARD-STUFF RADAR 239 10.2 WHAT
HAPPENS AT THE LEVEL OF THE PROGRAM? 240 10.2.1 AVOID A DISCONNECT 240
10.2.2 ITERATION PROCESSES 240 10.2.3 PREPARE THE ORGANIZATION FOR
TESTING 241 10.3 THE ORGANIZATION STREAM IN THIS PHASE 241 10.3.1
SELECTION OF THE PILOT 241 10.3.2 DEFINING THE WORKFLOWS 242 10.3.3
DOCUMENTING THE SAP ORGANIZATIONAL STRUCTURE 242 10.3.4 THE FUNCTIONAL
DESIGN 243 10.3.5 SETTING UP THE FUNCTIONAL ORGANIZATION 244 10.4 THE
COMMUNICATION STREAM IN THIS PHASE 245 10.4.1 REFINING VALUE PROPOSITION
246 10.4.2 DEDICATING SENDER 248 10.4.3 DESIGNING KNOWLEDGE PORTAL 249
10.4.4 CONDUCTING A TEMPERATURE READING 250 10.5 THE LEARNING STREAM IN
THIS PHASE 252 10.5.1 DEFINING THE CURRICULUM 252 10.5.2 SETTING
EVALUATION CRITERIA 252 10.5.3 PARTICIPANT MATERIALS 254 10.5.4
RECRUITING TRAINERS 255 10.5.5 ADMINISTRATION AND ENROLLMENT 255 10.5.6
TRAINING THE TRAINERS 257 10.5.7 STAYING IN SYNCH WITH OVERALL PROGRAM
257 10.6 PERFORMANCE MANAGEMENT 257 10.6.1 SMART KPIS 257 10.6.2
MONITORING THE BENEFITS REALIZATION 258 10.7 MOMENTS OF TRUTH 259 10.7.1
INVOLVEMENT OF THE PILOT ORGANIZATION 259 10.7.2 DELIVERY OF THE
PROTOTYPE 259 10.7.3 LEARNING MOMENTS OF TRUTH 259 10.7.4 KPIS NEED
POSITIVE TARGETS 260 10.8 DEIIVERABLES 260 10.9 CONCLUSION 260 11.1
PHASE-SPECIFIC CHARACTERISTICS AND NEEDS 263 11.1.1 SOFT-STUFF RADAR 263
11.1.2 HARD-STUFF RADAR 264 11.2 WHAT HAPPENS AT THE LEVEL OF THE
PROGRAM 266 11.2.1 ONE BIG MOMENT OF TRUTH 266 11.2.2 PRODUCING TEST
PLANS 266 11.2.3 DIFFERENT TYPES OF TESTING 266 11.3 THE ORGANIZATION
STREAM IN THIS PHASE 267 11.3.1 DEVELOP TEST SCENARIOS TO THE SMALLEST
DETAIL 268 11.3.2 THE TEST CYCLE , 268 11.3.3 TEST THE PROCESSES 271
11.3.4 TEST REPORTS AND DOCUMENTS 273 11.3.5 KEY USER AND COACH
ASSIGNMENT 273 11.4 THE COMMUNICATION STREAM IN THIS PHASE 275 11.4.1
READY-WILLING-ABLE ASSESSMENTS 275 11.4.2 PREVENTING SURVEY FATIGUE 278
11.4.3 PACE THE ORGANIZATION 279 11.5 THE LEARNING STREAM IN THIS PHASE
280 11.5.1 TRAINER MATERIALS 281 11.5.2 LOCAL ENHANCEMENTS AND
TRANSLATIONS 281 11.5.3 PILOT TRAINING WITH KEY USERS 281 11.5.4 KEEPING
IN SYNCH WITH SECURITY PROFILES 281 11.6 THE PERFORMANCE MANAGEMENT
STREAM IN THIS PHASE 282 11.6.1 MEASURING PROCESS TESTING 282 11.7
MOMENTS OF TRUTH 283 11.7.1 EVALUATION OFTESTING 283 11.7.2 SIGN-OFF OF
THE PROTOTYPE 283 11.7.3 ENGAGING DATA-COMPLIANCE AUDITORS 283 11.7.4
TAMING THE "LOCAL PETS" 284 11.7.5 COURSE INVITATIONS 285 11.8
DELIVERABLES 285 11.9 CONCLUSION 286 12.1 PHASE-SPECIFIC CHARACTERISTICS
AND NEEDS 287 12.1.1 SOFT-STUFF RADAR 287 12.1.2 HARD-STUFF RADAR 288
12.2 WHAT HAPPENS AT THE LEVEL OF THE PROGRAM 290 12.2.1 LOCKING THE
PROGRAM 290 12.2.2 CULTURES AND GEOGRAPHY 291 12.2.3 BUSINESS COVERAGE
AND CRITICALITY 291 12.3 THE ORGANIZATION STREAM IN THIS PHASE 291
12.3.1 THE DEPLOYMENT TEAM 292 12.3.2 THE DEPLOYMENT CYCLE 292 12.3.3
CUTOVER APPROACH 293 12.3.4 GO-LIVE 293 12.3.5 SIGN-OFF 294 12.3.6
PREPARING EXTERNAL STAKEHOLDERS 294 12.4 THE COMMUNICATION STREAM IN
THIS PHASE 294 12.4.1 CENTRALIZING COMMUNICATION 294 12.4.2 AGREEING ON
POST-GO-LIVE COMMUNICATION 296 12.4.3 PREPARING FOR CRISIS COMMUNICATION
297 12.5 THE LEARNING STREAM IN THIS PHASE 297 12.5.1 TRAINING THE USERS
298 12.5.2 RESISTANCE IN THE CLASSROOM 298 12.5.3 TRAINING HELPDESK
PERSONNEL 301 12.5.4 EVALUATING LEARNING 302 12.5.5 INTEGRATING
MATERIALS IN WORK ENVIRONMENT 303 12.6 THE PERFORMANCE MANAGEMENT STREAM
IN THIS PHASE 303 12.6.1 INSTALL KPIS LOCALLY 303 12.6.2 LOCAL KPI
SETTING IS A TWO-WAY LEARNING PROCESS 305 12.7 MOMENTS OF TRUTH 307
12.7.1 PILOT GO-LIVE 307 12.7.2 FURTHER GO-LIVES 307 12.7.3 FINAL
SIGN-OFF 307 12.7.4 DISCOVERING HIDDEN COMMUNICATION CHANNELS 307 12.7.5
LEARNING MOMENTS OFTRUTH 308 12.8 DEIIVERABLES 308 12.9 CONCLUSION 309
PART IV: REFREEZING 13.1 PHASE-SPECIFIC CHARACTERISTICS AND NEEDS 313
13.1.1 SOFT-STUFF RADAR 313 13.1.2 HARD-STUFF RADAR 315 13.2 WHAT
HAPPENS AT THE LEVEL OF THE PROGRAM , 316 13.2.1 VALIDATE THE SAP
IMPLEMENTATION 316 13.2.2 PLAN FOR SOLVING OUTSTANDING ISSUES 316 13.3
THE ORGANIZATION STREAM IN THIS PHASE 317 13.3.1 GRADUAL SHIFT IN
PROGRAM OWNERSHIP 317 13.3.2 AUDIT OLD AND NEW HABITS 318 13.3.3 PLAN
CAREERS FOR PROGRAM TEAM MEMBERS 320 13.4 THE COMMUNICATION STREAM IN
THIS PHASE 320 13.4.1 STRUCTURE ESCALATION COMMUNICATION 321 13.4.2
TRANSFER PROGRAM INTELLIGENCE 321 13.4.3 COMMUNICATION EVALUATION 321
13.4.4 MAKE SENSE OF SMALL VICTORIES 322 13.5 THE LEARNING STREAM IN
THIS PHASE 322 13.5.1 REVIEW ROLES , 323 13.5.2 REVIEW BLEND 323 13.5.3
MAKE SUPPORT MATERIALS 324 13.5.4 TRAIN NEW USERS 325 13.5.5 NUMBERS 325
13.6 THE PERFORMANCE MANAGEMENT STREAM IN THIS PHASE 327 13.7 MOMENTS OF
TRUTH 328 13.7.1 KEEP THE PROGRAM LOCKED 328 13.7.2 REDEFINING THE
COACHES'80/20 RULE 328 13.7.3 DEVELOPING A SIXTH SENSE 328 13.8
DELIVERABLES 329 13.9 CONCLUSION 330 14.1 WHAT HAPPENS AT THE LEVEL OF
THE PROGRAM 331 14.1.1 WRITING A WHITE BOOK 331 14.1.2 RESTRUCTURING THE
PROGRAM 331 14.2 THE ORGANIZATION STREAM IN THIS PHASE 332 14.2.1
LAUNCHING A SECOND WAVE 332 14.2.2 ENABLING BUSINESS INTELLIGENCE 333
14.2.3 ANCHORING PROCESS THINKING 333 14.2.4 CREATING A PROGRAM
MANAGEMENT OFFICE 334 14.3 THE COMMUNICATION STREAM IN THIS PHASE 334
14.4 THE LEARNING STREAM IN THIS PHASE , 336 14.5 THE PERFORMANCE
MANAGEMENT STREAM IN THIS PHASE 337 14.5.1 FOCUSING THE PERFORMANCE
MODEL 337 14.5.2 KPI OWNERSHIP 338 14.6 CONCLUSION 339 14.7 MOVING
FORWARD 339 A BIBLIOGRAPHY 343 B ACTIVITY EXAMPLES 347 C THE MAP OF
DELIVERABLES 352 D HR'S ROADMAP 354 E IS/IT'S ROADMAP 356 THE AUTHORS
358 INDEX 359 PPN: 265808510 TITEL: MANAGING ORGANIZATIONAL CHANGE
DURING SAP IMPLEMENTATIONS / LUC GALOPPIN; SIEGFRIED CAEMS. - . - BONN :
GALILEO PRESS, 2007 ISBN: 978-1-59229-104-5 BIBLIOGRAPHISCHER DATENSATZ
IM SWB-VERBUND |
| any_adam_object | 1 |
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| author | Galoppin, Luc Caems, Siegfried |
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| author_variant | l g lg s c sc |
| building | Verbundindex |
| bvnumber | BV035161336 |
| ctrlnum | (OCoLC)180737421 (DE-599)DNB983422001 |
| dewey-full | 658.406028553 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
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| dewey-search | 658.406028553 |
| dewey-sort | 3658.406028553 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Informatik Wirtschaftswissenschaften |
| discipline_str_mv | Informatik Wirtschaftswissenschaften |
| edition | 1. ed. |
| format | Book |
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| illustrated | Illustrated |
| index_date | 2024-07-02T22:50:47Z |
| indexdate | 2024-07-09T21:26:23Z |
| institution | BVB |
| isbn | 9781592291045 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016968439 |
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| spelling | Galoppin, Luc Verfasser aut Managing organizational change during SAP implementations Luc Galoppin ; Siegfried Caems SAP press 1. ed. Bonn [u.a.] Galileo Press 2007 364 S. graph. Darst. 25 cm txt rdacontent n rdamedia nc rdacarrier Literaturverz. S. 343 - 346 Innovationsmanagement (DE-588)4161817-8 gnd rswk-swf Implementierung Informatik (DE-588)4026663-1 gnd rswk-swf SAP Marke (DE-588)4595331-4 gnd rswk-swf SAP Marke (DE-588)4595331-4 s Implementierung Informatik (DE-588)4026663-1 s Innovationsmanagement (DE-588)4161817-8 s DE-604 Caems, Siegfried Verfasser aut SWB Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016968439&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Galoppin, Luc Caems, Siegfried Managing organizational change during SAP implementations Innovationsmanagement (DE-588)4161817-8 gnd Implementierung Informatik (DE-588)4026663-1 gnd SAP Marke (DE-588)4595331-4 gnd |
| subject_GND | (DE-588)4161817-8 (DE-588)4026663-1 (DE-588)4595331-4 |
| title | Managing organizational change during SAP implementations |
| title_alt | SAP press |
| title_auth | Managing organizational change during SAP implementations |
| title_exact_search | Managing organizational change during SAP implementations |
| title_exact_search_txtP | Managing organizational change during SAP implementations |
| title_full | Managing organizational change during SAP implementations Luc Galoppin ; Siegfried Caems |
| title_fullStr | Managing organizational change during SAP implementations Luc Galoppin ; Siegfried Caems |
| title_full_unstemmed | Managing organizational change during SAP implementations Luc Galoppin ; Siegfried Caems |
| title_short | Managing organizational change during SAP implementations |
| title_sort | managing organizational change during sap implementations |
| topic | Innovationsmanagement (DE-588)4161817-8 gnd Implementierung Informatik (DE-588)4026663-1 gnd SAP Marke (DE-588)4595331-4 gnd |
| topic_facet | Innovationsmanagement Implementierung Informatik SAP Marke |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016968439&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT galoppinluc managingorganizationalchangeduringsapimplementations AT caemssiegfried managingorganizationalchangeduringsapimplementations AT galoppinluc sappress AT caemssiegfried sappress |