Change is a Process

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Change is a Process
 Organizational Stages Individual Stages (ADKAR)
Business NeedConcept and DesignImplementationPost-Implementation AwarenessDesireKnowledgeAbilityReinforcement
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The Processes
For Individual Change Management
    Stage    Description
Awareness   of need for change -- reasons, and degree of comprehension
Desire  to participate and support -- motivating factors and consequences and level
Knowledge about how to change -- skills and insights
Ability to implement new skills and behaviors -- evaluate level and determine shortcomings
Reinforcement to keep the change in place -- incentives and constraints to make it stick
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Large Systems Implementation

• Get Started
• Situational Analyzes Audit Assessment I
• It takes too log to respond to changes in the
  industry.
• We want to improve on our production capacity
• Need to centralize accounting

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• Audit Assessment I and II End Result
• Match its true needs.
• Generate competitive advantages in the short run.
• Are consistent with the companys long-term
  strategy.

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Large Systems Implementation

• Getting Ready
• First Cut Education
• What is ERP?
• Is it for us? Does it make sense for our
  business?
• What will it cost?
• What will it save? What are the benefits well
  get if we do it the right way?

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Large Systems Implementation

• Who needs first-cut education
• Top management
• Operational management
• End users

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Large Systems Implementation

• Mission Statement
• The executives and managers knowledge of The
  company and its problems. (Where are we today?)
• Its strategic direction. (Where are we going?)
• Its operating environment. (What does the
  marketplace require?)
• Its competition. (What level of performance would
  gain us a competitive advantage in that
  marketplace?)
• Measurable
• What was learned in first-cut education.

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Large Systems Implementation

• Why Cost/Benefit Analysis
• Job 1 is to run the business.
• Job 1
• Need top management commitment
• Fund allocation

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Large Systems Implementation

• Cost/Benefit Analysis
• Cost analyzes
• A People
• B Data
• C Computer

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Large Systems Implementation

• Go/No-Go Decision
• Are we financially ready
• Are we resource ready
• Are we priority ready
• Are we psychologically ready

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Large Systems Implementation

• The Written Project Charter
• Vision statement
• What the company will look like following
  implementation
• Levels of performance to be achieved
• Costs and benefits, and time frame.

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Large Systems Implementation

• Launching the Project
• Form Project Leaders
• Full-time
• Internal person
• Should have an operational background
• Carefully selected
• Deep organizational knowledge, good interpersonal
  skills,

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Large Systems Implementation

• Launching the Project
• Project Team
• This is the group responsible for implementing
  the system at the operational level.
• The project team consists of relatively few
  full-time members

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Large Systems Implementation

• Launching the Project
• Project Team jobs include
• Establishing the ERP project schedule.
• Reporting actual performance against the
  schedule.
• Identifying problems and obstacles to successful
  implementation.
• Making decisions, as appropriate, regarding
  priorities, resource reallocation, and so forth.
• Making recommendations, when necessary, to the
  executive steering committee
• Doing whatever is required to permit a smooth,
  rapid, and successful implementation of ERP at
  the operational level of the business.

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Large Systems Implementation

• Project Team Meeting
• A typical meeting would consist of
• Feedback on the status of the project
  schedulewhat tasks have been completed in the
  past week, what tasks have been started in the
  past week, whats behind schedule.
• A review of an interim report from a task force
  that has been addressing a specific problem.
• A decision on the priority of a requested
  enhancement to the software.
• A decision on questions of required functionality
  to meet the specific business need.
• Identification of a potential or real problem.
  Perhaps the creation of another task force to
  address the problem.
• Initiation of necessary actions to maintain
  schedule attainment.

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Large Systems Implementation

• Executive Steering Committee
• Consists primarily of the top management group in
  the company.
• Its mission is to ensure a successful
  implementation.
• The project leader is on the steering committee
  for communication purposes

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Large Systems Implementation

• Executive Steering Committee
• Meets once or twice a month
• Review of the projects status.
• The project leader reports on progress relative
  to the schedule.
• The seriousness of schedule delays are explained.
• The critical path is reviewed and plans to get
  the project back on schedule are outlined.
• Additional resources required are identified, and
  so on.

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Large Systems Implementation

• The Torchbearer
• The term torchbearer refers very specifically to
  that executive with assigned top-level
  responsibility for ERP.
• The role of the torchbearer is to be the
  top-management focal point for the entire
  project.
• Typically, this individual chairs the meetings of
  the executive steering committee.

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Two group structure
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