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bookmap_Acting_as_Professional_Change_Manager_in_S_en-US_learning-sap-com_lsc-prod_batchid_453216.zip (BUILDER-INGRESS) - 2024-11-19T08:15:17.000Z

Examining the As-Is Situation

<div id="content"><p tabindex="0">BriscoBikes decides to implement SAP S/4HANA Cloud following the SAP Activate methodology. The first SAP Activate phase is <strong>Discover</strong>.</p><img style="max-width:900px;max-height:none" class="image 1_1_landscape" title="The graphic shows the SAP Activate implementation methodology with the six phases. The first phase discover is highlighted." alt="The graphic shows the SAP Activate implementation methodology with the six phases. The first phase discover is highlighted." src="/service/media/OCM200_01_en-US_media/OCM200_01_en-US_images/SAPActivate_1.png" tabindex="0"><p tabindex="0">The purpose of this phase is to investigate the solution capabilities and to understand the business value of the solution for BriscoBikes.</p><p tabindex="0">The focus for organizational change management is to get an initial overview regarding the potential people-related challenges of the 4S project. Based on these insights, the scope for change management is defined and the required resources are assigned. And finally, change management is integrated into the 4S project organization.</p></div>

The Discover Phase of SAP Activate

<div id="content"><p tabindex="0">Cloud implementation projects are digital transformations, impacting large parts, or even the whole, of companies and many employees. Thus, both the technical side and the people side of these projects must be appropriately managed.</p><p tabindex="0">Now, let’s meet Ron Williams, the IT project lead, learn about his first impressions of the 4S project, and learn his thoughts about potential people-related issues.</p><div class="kalturaVideoLessonWrapper"><div aria-label="" class="kalturaVideoLessonContainer" data-testid="video" id="1_59kd9shw"></div></div><div class="parentsection"><div class="section"><div tabindex="0"><h3>It's Your Turn: Time to Practice!</h3></div><p tabindex="0">Did you capture Ron’s thoughts on 4S? Which people-related challenges do you remember? First, try to list all potential people-related project challenges you recall. The exercise in the workbook helps you to verify your results.</p><p tabindex="0">Take five minutes to complete exercise 6 in your <a target="_blank" href="https://d.dam.sap.com/a/fumVEm4/Acting%20as%20Professional%20Change%20Manager%20-%20Workbook.pdf?inline=true&amp;rc=10&amp;doi=SAP1022094">workbook</a>.</p><img style="max-width:900px;max-height:none" class="image 1_1_landscape" title="The picture remembers you to do exercise 6." alt="The picture remembers you to do exercise 6." src="/service/media/OCM200_01_en-US_media/OCM200_01_en-US_images/Exercise_WB_6.png" tabindex="0"></div></div></div>

Explore the Big Picture Regarding the People Side of the Project

<div id="content"><p tabindex="0">When change managers start in a cloud implementation project, they are often confronted with a broad range of realistic and unrealistic expectations. Especially in companies lacking previous practical experience with change management, there can be misunderstandings around the role and tasks of organizational change management.</p><p tabindex="0">In the following video, you get to know the business project lead, Lucy Sheng. Listen to her introduction and her expectations regarding change management in the 4S project.</p><div class="kalturaVideoLessonWrapper"><div aria-label="" class="kalturaVideoLessonContainer" data-testid="video" id="1_9dxx3oca"></div></div><p tabindex="0">As an experienced change manager, Sandra Tisdale is often confronted with different views on the scope and the areas of responsibility of change management. Let’s have a look at her point of view and her advice.</p><div class="kalturaVideoLessonWrapper"><div aria-label="" class="kalturaVideoLessonContainer" data-testid="video" id="1_agpa7k38"></div></div><div class="parentsection"><div class="section"><div tabindex="0"><h3>It's Your Turn: Time to Practice!</h3></div><p tabindex="0">And now it’s up to you! Can you distinguish between realistic and unrealistic expectations in relation to organizational change management?</p><p tabindex="0">Take five minutes to complete exercise 7 in your <a target="_blank" href="https://d.dam.sap.com/a/fumVEm4/Acting%20as%20Professional%20Change%20Manager%20-%20Workbook.pdf?inline=true&amp;rc=10&amp;doi=SAP1022094">workbook</a>.</p><img style="max-width:900px;max-height:none" class="image 1_1_landscape" title="The picture remembers you to do exercise 7." alt="The picture remembers you to do exercise 7." src="/service/media/OCM200_01_en-US_media/OCM200_01_en-US_images/Exercise_WB_7.png" tabindex="0"></div></div></div>

Manage Expectations Regarding Organizational Change Management

Acting as Professional Change Manager in SAP Cloud Projects

2_1_1_RonWilliams_FirstImpressions.mp4

Hi, I am Ron Williams, the owner of  Williams and Partners Cloud Consulting. My company specializes in providing project management expertise for cloud implementation projects. When Martin Dabrowski asked me if I wanted to take over the IT project lead for the 4S project, it didn't take me long to think it over. First, I like the  BriscoBikes culture. People at BriscoBikes are  straightforward, result driven, and hard working, like Jane Brisco herself. This perfectly matches my motto 'there are no traffic jams along the extra mile'. Secondly, the project offers me the opportunity to gain a reference customer in the European market. I have already started to get an overview of the project. Besides the typical technical topics, I also  expect some challenges on the people side. A common issue in cloud  deployments is the speed gap between the fast technological implementation and the time it takes the users to adopt the new IT solution and the new way of working. This will be especially relevant for THE URBAN CYCLIST, because they currently work with  highly customized on-premise systems. Bart de Vries, the CEO of THE URBAN CYCLIST,  seems to be very open and friendly. Still, I think he is not entirely committed to the project. And without a strong senior management commitment to a "Fit-to-Standard" attitude, the road to standardization can be a bit bumpy. For veloREBELZ!, the baseline is quite different. Other than THE URBAN CYCLIST, they are very open for digitalization and innovation. Yet, I doubt if they are fully convinced  by the benefits of the project. My impression is that Dirk Hauser does not really feel part of the BriscoBikes Holding, and therefore, instead of having the overall BriscoBikes  perspective in mind, may rather focus on the  interests of veloREBELZ!. For the entire holding, the 4S project will require a different organizational culture, especially developing a  real cloud mindset. This means, for example, being more open to constant change, a high willingness to adopt new features and functionalities, an agile way of working, and striving for innovation. This is a long-term endeavor, and the associated effort and costs are often underestimated. I hope that especially Tonya Reed as CFO is willing to invest here. My previous impression is that she may be reluctant to spend enough money on these so-called soft topics. Of course, moving to best practice standard business processes across three different companies will be a challenge for some employees. Having to unlearn deep-seated habits and getting used to something new will not make everybody happy, even if the new processes come along with significant improvements. My experience is, the bigger the difference between as-is and to-be processes, the more support is required. Having talked about all the people-related issues that might be relevant, I am happy that there are very concrete plans to establish  a professional change management team for 4S. In my previous projects, I have often closely collaborated with change managers, and I have perceived this collaboration as useful and  value-adding, both for myself and for  the cloud project.

2_1_2_LucySheng_Expectations.mp4

Hello, I am Lucy Sheng, finance operations manager at Briscoe Bikes. In addition, I recently took over the role as business project lead for the 4S project. I'm very proud that Tanya Reid, my manager, assigned me to this challenging task. This is perfect timing. The project lead role allows me to enhance my visibility within the company and to broaden my project management skills. My long-term goal is a CFO role, either within the briscoe bikes holding or in another company. I am quite rational, and as I am a finance person, I believe in the magic of numbers. One of my first activities as a project lead will be to set up detailed project reporting. I want to be well-informed and have everything under control. Of course, I know that not everybody will be open to the changes related to the 4S project and see the benefits the project will bring for us as a company. As I have no extensive experience with managing digital transformations, I expect some sparring, advice and guidance from the change management expert. Maybe the Change Manager could serve as a single point of contact for all leaders, answer their questions, help them to get their teams up to speed or even step in if managers don't feel qualified to handle people issues in the cloud context. Having somebody who takes care of all the people topics, ensuring that there is no resistance, will also have benefits for me personally. It will allow me to spend more time on my project management tasks. I have heard that change management is about stakeholder management, identifying change impacts, and that communication is a key change management topic. So, what about the Change Manager organizing the communication and status reporting within the FORS project team? Of course, we also have a PMO, but I have already listed so many tasks for them that the current personnel setup might not be enough. When the project runs smoothly, the change manager may as well take over PMO tasks and provide hands-on support. Another communication topic could be the delivery of info sessions for different stakeholder groups. I know that it's often the project manager or a sub-project lead who takes over the speaker role. But as we have rather limited project resources, the Change Manager might step in here, if needed. I currently don't know which skill profile the Change Management lead for the FORES project will have. As it will be somebody from SAP, I expect deep technological expertise. This would enable the change manager to take over some of the expert tasks, for example, serving as a backup for our process experts from time to time. Yet, the most important expectation I have is a detailed plan of all organizational change management activities. Knowing what is going to happen when will allow me to have control and be in the driver's seat.

<div>Learn about the importance of actively managing expectations in change management and the common misunderstandings around it. Discover the role of change management in cloud implementation and how to address resistance effectively.<br><br># This description was auto-generated #</div>

2_1_2_Sandra_Expectations_2.mp4

I am not yet officially assigned to the 4S project, but I have heard that there are already some expectations about change management. In my experience, it is important to actively manage these expectations. Otherwise, you will always end up with discussions about the tasks and even what value there is in change management. There are some common misunderstandings around change management that I often come across. First, I have often seen that organizational change management is held responsible for all people-related issues. That is not the case. Managing the people side of a cloud implementation is a team sport. Change management, project management, the entire project team, and the business managers must take ownership and do their share. The role of change management is to orchestrate all activities and of course to support the Second, I am sometimes confronted with the expectation that change management takes over all project-related communication activities. And indeed, change communication is one of our key topics. Yet, the focus of change communication is to provide project-related communication to the impacted business units. Setting up and delivering the communication within the project team is a project management task. management task. In addition, for the execution of communication measures, we need the project leadership team and functional or process experts. As a change manager, you have a generic understanding of the project, but you will not be able to convey complex technical issues or answer detailed process questions. Third, some project managers think that change management is predestinated to filling in resource gaps within the project team, for example taking over PMO or testing tasks. This assumption really irritates me. Maybe some people think that handling the so-called soft facts in a project is an easy task, allowing us to step in whenever hands-on support is required somewhere in the project. Of course, in a good team, everybody should be willing to help one another. But this should be true for all roles and not specifically for change management. And fourth, I sometimes experience that customers want us to make all resistances disappear. Well, even change managers can't perform miracles. I believe that resistance is a part of every transformation. There are many rational reasons for resistance, and resistance can be an indicator for topics that should be tackled. In any case, as a change manager, you will not break resistance like some managers ask us to, but try to figure out how to address resistance appropriately. My overall recommendation is, have an open exchange with the project leadership team on their explicit and implicit expectations towards change management at an early stage, and document the results to make sure you really are on the same page. Having a shared view within the project team is the prerequisite for a professional and seamless cooperation on change management topics throughout the cloud project.