1. ATUL PATANKAR [ ASUG INSTALLATION MEMBER MEMBER SINCE: 2000 LINDA WILSON [ ASUG INSTALLATION MEMBER MEMBER SINCE: 1999 JUERGEN LINDNER [ SAP POINT OF CONTACT MEMBER SINCE: 1998 [ ] Presentation Header [ October 1, 2010 Sarah Turomsha and Angie Kemper

2. [ Real Experience. Real Advantage. Learning Points  Establish the integration of a training team and strategy throughout the entire ERP project implementation process.  Assemble an on-going training development team focused on business process knowledge as well as end-user system skills.  Maintain the training development process through centralized versus decentralized training team. 2

3. [ Real Experience. Real Advantage. Kraft Foods Inc. Overview  World’s second-largest food company  Approximately $50 billion in revenues  Sales in approximately 160 countries  25%+ of global revenue from emerging markets  #1 in global confectionery  #1 in global biscuits  More than 50% of global revenue from snacks and confectionery  Eleven $1 billion brands 3

4. [ Real Experience. Real Advantage. Enter Project Catalyst…  Our multi-year SAP implementation in North America  Started in 2007, core implementations to be complete Jan 2011  Driving end-to-end process design ACROSS all Business Units  A mandate…not a choice for Business Units  Will drive discipline and consistency across the whole Kraft business  Aggressive implementation where all process areas are going live simultaneously  MTI  STC  RTR  OTC  STP 4 Marketing Sales Manufacturing Supply Chain Finance Material to Inventory (MTI) STP (Source to Pay) RTR (Record to Report) Order to Cash (OTC)

5. [ Real Experience. Real Advantage. How We Are Organized As a Project 5 OTC Grocery Glenview, IL Pizza Glenview, IL Food Service Glenview, IL Project Management Office Security and Internal Controls Change Management, Communications and Training Finance and Benefits STC STP RTR MTI Central Project Support: Process Teams: Solution design, Solution Development, Testing, Cutover planning, SMEs for Training, Development

6. [ Real Experience. Real Advantage. 4 Director – Catalyst Change, Training, Communications Director – Catalyst Change, Training, Communications Training Lead - Kraft Training Lead - Consultant Consultant Instructional Designer Consultant Instructional Designer Consultant Instructional Designer Consultant Instructional Designer Consultant Instructional Designer Consultant Instructional Designer Consultant Instructional Designer Consultant Instructional Designer Consultant Instructional Designer Consultant Instructional Designer Consultant Instructional Designer Consultant Instructional Designer Consultant Instructional Designer Consultant Instructional Designer Consultant Instructional Designer Consultant Instructional Designer The Evolution of the Training Team Where we started…2007  No dedicated training development team/skills at Kraft  Consultants acted as the training development team with oversight from Kraft

7. [ Real Experience. Real Advantage. What We Experienced We had some struggles at the start….  A large, dispersed team resulted in inconsistencies in the way training materials were developed, and lack of partnership with process teams  No Audience Assessment/Analysis was performed and as a result end users were scheduled for excessive training courses  One training vehicle (Instructor-Led), leading to inappropriate training methods being used for some courses and audiences  Lack of any Kraft business knowledge or experience from the instructional designers put all of the pressure on the process teams to develop content 7

8. [ Real Experience. Real Advantage. What We Learned So we realized that…  The expertise of training development/instructional design needs to “live” within Kraft, and the team needs to be simplified to allow for more control  The roles and responsibilities of all teams involved need to be clearly laid out and communicated much earlier in the process  Training materials should be built around the processes of the end users, not simply around transactions  Need to offer multiple training vehicles – be more flexible 8

9. [ Real Experience. Real Advantage. What We Did…  Completely re-organized the team structure  Hire Kraft resources  Partner with RWD  Built in Knowledge Transfer  Developed and “socialized” a standard training development approach and tools  Built training development into official project timelines and resourcing for process teams 9

10. [ Real Experience. Real Advantage. Our Next Evolution – 2008 to 2009 10 Director – Catalyst Change, Training, Communications Director – Catalyst Change, Training, Communications Training Development Leads Sarah Turomsha – Kraft Angie Kemper - RWD Training Development Leads Sarah Turomsha – Kraft Angie Kemper - RWD MTI Training Development 1 Kraft 2 RWD MTI Training Development 1 Kraft 2 RWD Training Tech Lead – Kraft OTC Training Development 1 Kraft 1 RWD OTC Training Development 1 Kraft 1 RWD STC Training Development 1 Kraft 1 RWD STC Training Development 1 Kraft 1 RWD STP Training Development 1 Kraft 1 RWD STP Training Development 1 Kraft 1 RWD Training Logistics 2 Kraft Training Logistics 2 Kraft uPerform Administration 1 Kraft uPerform Administration 1 Kraft Training Technology Advisor 1 Kraft Training Technology Advisor 1 Kraft Change Mgmt Leads Kraft Change Mgmt Leads Kraft Training Deployment Responsibility Training Deployment Responsibility

11. [ Real Experience. Real Advantage. Knowledge Transfer Plan TopicTopic Details Establish and manage a training project plan and timeline for a given release Use the timeline template to generate a realistic timeline/plan for a given release Prepare for and conduct effective process team kickoff meetings Effectively communicate deliverable deadlines to the process team to ensure these deadlines are met Report status and escalate issues/risks appropriately (to both the training development team and to the process team) Develop a comprehensive training curriculum for a given release using the curriculum template and the information gathered during the training needs analysis Review and validate the curriculum with the process team and the appropriate change lead Create slides for each course based on the course outline Use established templates and document standards properly in the development of the course slides Collaborate effectively with process team SMEs in the development of the course slides and follow the established review process to obtain their approval 11

12. [ Real Experience. Real Advantage. Our Model 12 Audience, Task, Knowledge Gap Analysis; Review Project Documents Course Curriculum Course Outlines, Courses and Job Aids Course Outlines, Courses and Job Aids Training Delivery, Instructor Feedback, Student Feedback Training Delivery, Instructor Feedback, Student Feedback Knowledge Checks, Assessments, Training Evaluation Knowledge Checks, Assessments, Training Evaluation nalysis esign evelopment mplementation valuation

13. [ Real Experience. Real Advantage. Training Vehicles and Tools 13 ILT (Instructor-Led) ILT (Instructor-Led) Method What is It? When/Why Use It? Course is taught in person by a live instructor in a classroom Participants need to be scheduled away from their jobs for a particular class Course is taught in person by a live instructor in a classroom Participants need to be scheduled away from their jobs for a particular class Many hands-on transactions that need to be practiced The audience is of manageable size and geography The required time, money, and resources are available Many hands-on transactions that need to be practiced The audience is of manageable size and geography The required time, money, and resources are available Self Study/ eLearning Course is built so that an end user can walk through the material on their own Easy navigation Course can be accessed by any user via a link Course is built so that an end user can walk through the material on their own Easy navigation Course can be accessed by any user via a link Overview, process, and prerequisite content Very large, geographically dispersed audience that requires training over a limited period of time Audience is computer savvy and has learned on their own before Overview, process, and prerequisite content Very large, geographically dispersed audience that requires training over a limited period of time Audience is computer savvy and has learned on their own before Job Aid One page overview of key process steps/changes and related transactions Can be used in a formal instructor-led setting or for job shadowing One page overview of key process steps/changes and related transactions Can be used in a formal instructor-led setting or for job shadowing There is not a lot of detailed process change The audience has a few key transactions to perform There is some “branch off” content from a core course that is specific to a small audience There is not a lot of detailed process change The audience has a few key transactions to perform There is some “branch off” content from a core course that is specific to a small audience Supplemental material to a course that can be used as a takeaway for easy reference of key information Provide a hard copy desk reference for simple navigational information Provide an easy reference to frequently used transactions or data Provide a hard copy desk reference for simple navigational information Provide an easy reference to frequently used transactions or data Tri-Fold Training Tool PowerPoint uPerform Articulate Presenter PowerPoint uPerform Articulate Presenter PowerPoint uPerform Articulate Presenter Engage/Quizmaker PowerPoint uPerform Articulate Presenter Engage/Quizmaker PowerPoint uPerform PowerPoint uPerform Word Excel Word Excel

14. [ Real Experience. Real Advantage. What We Experienced We had some great gains…  There was increased support for training development and the value started to be acknowledged  Building knowledge transfer into the RWD contract was a great way to ensure Kraft has sustained instructional design knowledge  Having a central team allowed for easy collaboration across process areas 14

15. [ Real Experience. Real Advantage. What We Learned But we started to see that…  Keeping a centralized team became difficult as the training development resources began to be charged to individual process teams  The “split” in ownership of training development and training deployment was sometimes difficult 15

16. [ Real Experience. Real Advantage. What We Did…  Re-organized the team structure  Align Change and Training to releases  Central Training Oversight  Change Lead responsible overall for change and training for specific release  Training Lead responsible for training strategy, templates and standards 16

17. [ Real Experience. Real Advantage. Current Organization Sarah Turomsha (LEAD) Change and Training Managers Training Development Central Communications: ROC MTI OTC STC STP RTR Director – Catalyst Change, Training and Communications Training Development Lead Angie Kemper - RWD Canada Kraft (LEAD) Change and Training Managers Kraft ( LEAD) Change and Training Managers Training Development Kraft ( LEAD) Training Developmen t Kraft (LEAD) Change and Training Managers Training Development Central Training Oversight Training Technology KRAFT Training Logistics Contractor Release Support Change Management, Training Development/Delivery, Release Communications Kraft ( LEAD) Training Development

18. [ Real Experience. Real Advantage. What we are experiencing We have seen more improvements…  It is easier to get the attention needed to solve training development issues due to stronger link to process leads  Resourcing conversations are easier due to the resources being “officially” aligned to the process teams from a budget perspective  Good connection on the end to end “development to delivery” training process due to all of the responsibility now being under change leads But need to stay focused because…  It’s easier for each process area to do training work in their own way now that they do not have a central manager – risk of losing our consistent approach  It’s more difficult to keep the “community of practice” for instructional design alive due to the team being more dispersed 18

19. [ Real Experience. Real Advantage. Lessons Learned  Be flexible!  The needs of the project will evolve and change as things progress and we learn what works and what does not  Scope is a moving target on these large projects, so have a method for scoping, and re-scoping your resource needs  One size DOES NOT fit all on a large SAP project – offer several training options and remember that sometimes something new may be needed  Communicate, communicate, communicate!  Set clear expectations about the responsibilities of all teams and roles involved in training  Tell process teams exactly what you will need from them, and how long it will take  Build skills within your company  Consistent, but flexible strategy  Keep the community of practice alive…you will need it to sustain in an SAP world! 19

20. [ Real Experience. Real Advantage. Key Learnings  Integrating a training team and strategy throughout the entire Catalyst program was critical to the implementation process.  Organizing a dedicated internal training development team allowed resources to learn new skills while drawing on existing experience.  Training development, materials and delivery became consistent by utilizing the templates, standards and methodology implemented.  Centralizing the training development team and processes proved to be more successful to the overall program and end user training. 20

21. [ Real Experience. Real Advantage. 21 ]  Thank you.