© 2003 The Diagonal Group, LLC Help! I’m in charge of our SAP end user program…. Where do I start? Session 2301.

Slides:



Advertisements
Similar presentations
Project Cycle Management
Advertisements

A Presentation to the Cabinet A Presentation to Stakeholders
Project L.O.F.T. Report May 2007 through October 2007 Creating a design to meet stakeholder desires and dissolve our current set of interacting problems.
Hosted by Building & Maintaining a Super User Program that Works…and Lasts! Presented by Doug D. Whittle, PhD Partner The Diagonal Group, LLC
Assessments 10 th November 2014 Community Offer - Workshop.
1 Dr. Djamal Ziani SAP Project Management. 2 ASAP Accelerated SAP (ASAP) is SAP's standard implementation methodology. It contains the Roadmap, a step-by-step.
Hosted by We’ve gone live…Now What? A 10-step Post-Implementation Road Map Presented by Doug D. Whittle, PhD Partner The Diagonal Group, LLC
© 2003 The Diagonal Group LLC After Go-Live: A SAP post-implementation roadmap to success Presented by Doug D. Whittle Session.
IT Strategic Planning Project – Hamilton Campus FY2005.
SUMMER 2005 JUNE Preparing an Organizational Change Management Plan Org Change Management Activities by Project Phase.
© 2003 The Diagonal Group, LLC The Who and How of Effective Communication Strategies Session 2704 Presented by Doug D. Whittle, Partner The Diagonal Group,
Implementation Audit and Control Background Internal Audit Role Go-Live Criteria Audit Approach - Systems Audit Approach - People Summary Agenda.
Leadership in the Baldrige Criteria
CIT Town Meeting How do we Lead and Work in times of continuous CHANGE
By Saurabh Sardesai October 2014.
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
Organizational Change Management
Navigating Coaching Programs, Processes, Pitfalls, and Politics Jennifer Habig Rob Elsey.
1 The Ten Essentials of Developing a Successful Balanced Scorecard.
Chapter 9. Intro  What is Project Management?  Project Manager  Project Failures & Successes Managing Projects  PMBOK  SDLC Core Process 1 – Project.
Charting a course PROCESS.
Identity & Purpose Desired State Vision 2012 Target Achievements Projection into the external environment Key Successful factors / Value Drivers / Internal.
Integrated PPM Governance Leveraging Org Change Management for PPM Process Implementations Presented by: Allan Mills.
© Pearson Education Limited 2015
Strategic Planning for the Social Enterprise
Leading Culture Conversations The culture data offers a unique opportunity in organizations to discuss ‘how’ people work (or don’t work) together and identify.
EAGLE INSIGHT “EXPERIENCE SPEAKS OF LESSONS LEARNED”
Utilizing the School Restructuring Resources Lauren Morando Rhim & Bryan C. Hassel Public Impact For Center on Innovation and Improvement.
Build a Better HR Scorecard Colorado SHRM Human Resources Conference 1.
Simplified Strategic Planning Taking Control, Involving Employees & Linking Systems Joseph Raible Senior Consultant 1The Millennium Group International,
CEB Corporate Leadership Council © 2013 The Corporate Executive Board Company. All Rights Reserved. 1 EMPLOYEE GUIDE: INTERACTING WITH EXTERNAL STAKEHOLDERS.
Copyright ©2015 Pearson Education, Inc.
TEAM BUILDING.
Improving engineering productivity APEGGA. Improving Productivity Mega Projects  History  What is needed  How will it be done  Division of Labour.
© 2004 by Prentice Hall Terrie Nolinske, Ph.D Meeting Present and Emerging Strategic Human Resource Challenges.
5 Steps to Creating Effective Goals. 2 Well-Defined Goals are Motivators Manager and employee have a: – Common purpose. – Common set of values. – Mutual.
ISM 5316 Week 3 Learning Objectives You should be able to: u Define and list issues and steps in Project Integration u List and describe the components.
Chapter 11. Intro  What is Project Management?  Project Manager  Project Failures & Successes Managing Projects  PMBOK  SDLC Core Process 1 – Project.
Monitoring and Evaluation of GeSCI’s Activities GeSCI Team Meeting 5-6 Dec 2007.
Project Plan. Project Plan Components Project Overview – Description and Strategy Business Case Summary Key Deliverables and Scope Critical Success Factors.
Guidance for Completing Interim Report I Evaluation Webinar Series 3 Dec 2013.
Chapter 14: Using the Scalable Decision Process on Large Projects The process outlined is meant to be scaleable. Individual steps can be removed, changed,
Creating a Team Vision Training Outcomes: 1.Identified strengths and contributions of each team member 2.List of each team members’ vision for the CTT.
Accommodation & Hospitality Services STAFF BRIEFING – No 15 ISO Quality Management.
Introduction To Performance Consulting by Dr. James J. Kirk Professor of HRD Western Carolina University.
© Pearson Education Limited 2015
Meeting Present and Emerging Strategic Human Resource Challenges
Teaching Work Readiness Skills in the ESOL Classroom English for New Bostonians IIB, Boston, MA Friday, Nov. 18, 2011 Presenter: Martha Oesch.
SOLUTION What kind of plan do we need? How will we know if the work is on track to be done? How quickly can we get this done? How long will this work take.
How it applies to the management of AIVRS Programs
EXAMINING THE MODULES: ASSESSMENT PRACTICES LT 2c. I can analyze the role of student-friendly learning targets, aligned assessment, and effective curriculum-
We’re an Edge library! Applying Edge Results to Elevate Digital and Technology Services Insert Library Logo Here.
LEADERSHIP SERIES: CORE PROCESSES OF EXCELLENCE Barbara Fagan, President Source Point Training.
Masterful Facilitation Model. Facilitation Ladder Basic Facilitation Skills TOT Facilitation Facilitation as Core Competency.
PRESENTER: MS. CRYSTAL WATSON DATE: OCTOBER 4, 2014 Preparing for a Successful Job Interview.
© 2013 MHA Consulting All Rights Reserved. 0 Presented by: Richard Long March 10, 2015 Business Alignment Or How I Learned to Stop Saying “IT”
NIH Change Management Program Change Management Program Overview March 8,
Preparing & Evaluating RFPs The PMO Role Kim Brain Senior Project Manager, Brain Works Consulting, LLC.
1 CAREER PATHWAYS Welcome to…. Module 6 Performance Management.
Training Strategy Administrative Information Systems Transformation.
ServiceNow Special Interest Group Phased WorkTemplate Information & Educational Technology 1 DRAFT
(3.6) General requirements on resources for the establishment of IMS
Contents Playbook Objectives Playbook Value Details Playbook Design
Project Management Processes
What is a Service Desk?.
Description of Revision
Designing a Stellar SC Works Center Operational Plan
Project Management Processes
{Project Name} Organizational Chart, Roles and Responsibilities
WORKSHOP Establish a Communication and Training Plan
Presentation transcript:

© 2003 The Diagonal Group, LLC Help! I’m in charge of our SAP end user program…. Where do I start? Session 2301

© 2003 The Diagonal Group, LLC No YES Desired State Current State

© 2003 The Diagonal Group, LLC You can’t control the wind …but you can set your own sails!

© 2003 The Diagonal Group, LLC ? WHY do I need a strategy?

© 2003 The Diagonal Group, LLC ! You can and should shape your own FUTURE because if you don’t, somebody else surely will Joel Barker

© 2003 The Diagonal Group, LLC A well-developed STRATEGY DIRECTSINSPIRES ALIGNS

© 2003 The Diagonal Group, LLC ? WHO are my stakeholders for this strategy?

© 2003 The Diagonal Group, LLC Identifying the needs Who’s who? What do I need from them? What do they need from me? Who are my key stakeholders?

© 2003 The Diagonal Group, LLC ? WHAT should my strategy include?

© 2003 The Diagonal Group, LLC VISION PLANS STRATEGY BUDGETS

© 2003 The Diagonal Group, LLC The Desired State 1 page Elevator ride Requires creative & emotional components VISION

© 2003 The Diagonal Group, LLC How to achieve a vision 10 pages Discussion over a meal Information about customers, competitors. Requires conceptual skills STRATEGY

© 2003 The Diagonal Group, LLC Step-by-step how to’s A notebook Examine in series of meetings Requires logical, linear thinking PLANS

© 2003 The Diagonal Group, LLC Financial plan & details Large notebook Even MORE meetings! Requires analytical skills BUDGETS

© 2003 The Diagonal Group, LLC What’s the scope of my strategy? Scope Define Develop FacilitateReview Measurement Organizational Change Communication Training Support

© 2003 The Diagonal Group, LLC Processes & Rules Assumptions Integration Points Roles, Responsibilities Scope Vision & Goals Models Instructional & Support Strategies SAP

© 2003 The Diagonal Group, LLC Purposes of this document Overall direction & approach Talking Points A planning guide A historical record What is included in this strategy? SCOPE

© 2003 The Diagonal Group, LLC How will your initiatives impact the future of your organization? What are your key goals? Employees can successfully perform their jobs using SAP VISION & GOALS

© 2003 The Diagonal Group, LLC Factors that impact your strategies Any limitations Any requirements Any exclusions Possibilities include Languages, travel costs, prerequisites, new learning modalities ASSUMPTIONS

© 2003 The Diagonal Group, LLC How will you train & support your end users? Traditional vs. blended learning approach? Training logistics Online support? Documentation? Help Desk? Super Users? INSTRUCTIONAL & SUPPORT STRATEGIES

© 2003 The Diagonal Group, LLC Visual and conceptual frameworks that help define & explain Training Support Communication Change Measurement Models

© 2003 The Diagonal Group, LLC The basis for SUCCESS WILLING READY ABLE

© 2003 The Diagonal Group, LLC ME Show Tell Let Help

© 2003 The Diagonal Group, LLC Our approach Scope Define Develop FacilitateReview Measurement Organizational Change Communication Training Support

© 2003 The Diagonal Group, LLC Who does what? Individuals Teams, groups, committees Vendors, partners & consultants Contact information ROLES & RESPONSIBILTIES

© 2003 The Diagonal Group, LLC I C R A ccountable esponsible onsult nform

© 2003 The Diagonal Group, LLC How things will be done Process maps Procedures Guidelines Standards Contracts PROCESSES & RULES

© 2003 The Diagonal Group, LLC 4 Levels of Measurement “Am I Happy?” Reaction “Can I Do It?” Learning “Can I Do It On My Own?” Application “Does It Add Value?” Business Impact

© 2003 The Diagonal Group, LLC The critical connections (people & areas) that must be maintained Individuals Groups Internal & external Contact information INTEGRATION POINTS

© 2003 The Diagonal Group, LLC lines You Core Teams Core Team Leads Process Owners Business Groups Training Group MIS / IT And So On! communication Two-way

© 2003 The Diagonal Group, LLC

High Medium Low HighMediumLow Commitment Impact Involve Involve Involve Seek Advice Seek Advice Seek Advice Seek Advice Stakeholder Impact Hands-on Hands-on Involve Involve Inform Inform Seek Advice Seek Advice Involve Involve

© 2003 The Diagonal Group, LLC ? Questions

Peace

© 2003 The Diagonal Group, LLC Doug D. Whittle, PhD For more information The Diagonal Group, LLC

© 2003 The Diagonal Group, LLC Thank you for attending! Please remember to complete and return your evaluation form following this session. Session Code: 2301