New Business Change Methodology

Change Management Methodology

Serco Limited. A company registered in England and Wales No. 2048608 Registered Office: Serco House, 16 Bartley Wood Business Park, Bartley Way, Hook, Hampshire RG27 9UY, United

Kingdom. COPYRIGHT of this document is held by Serco Group Plc 8/16/2007

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New Business Change Implementation Methodology

New Business Change Implementation

Methodology Karen Pownall

Version 0.2




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Introduction ..................................................................................................................3 Overview of Methodology.............................................................................................3 Stage 1: Project Initiation ............................................................................................3

1.1 Objective of Stage ..............................................................................................3 1.2 Activities .............................................................................................................3

1.2.1 Set up the Implementation Network.............................................................3 1.2.2 Develop Project Initiation Document (PID). .................................................3 1.2.3 Kick-off Implementation Network. ................................................................3 1.2.4 Develop Stakeholder Strategy .....................................................................3 1.2.5 Develop Communication Strategy and Plan. ...............................................3 1.2.6 Kick off the Super User Network..................................................................3 1.2.7 Finalise the Change Implementation Plan ...................................................3

1.3 Templates...........................................................................................................3 Stage 2: Communication and Awareness ...................................................................3


2.2.1 Design and Implement Awareness Campaign.............................................3 2.2.2 Track and Manage Stakeholders. ................................................................3

2.3 Templates...........................................................................................................3 Stage 3: Education and Readiness.............................................................................3


3.2.1 Baseline Business Readiness by Conducting Change Readiness Survey..3 3.2.2 Prepare Leadership and Manager Briefing Day Toolkit. ..............................3 3.2.3 Select and Train the Leadership and Manger Briefing Day Team ...............3 3.2.4 Conduct Leadership and Manager Briefing Days and Gather Feedback. ...3 3.2.5 Conduct Bootcamps and Gather Change Impact Information Including Assessments of Changes to Roles. ......................................................................3 3.2.6 Develop Local Change Plan. .......................................................................3 3.2.7 Set up the Lite Coach Network ....................................................................3 3.2.8 Prepare Roadshow Toolkit...........................................................................3 3.2.9 Select and Train Roadshow Team...............................................................3 3.2.10 Conduct Roadshows and Gather Feedback. .............................................3

3.3. Templates..........................................................................................................3 Stage 4: Learning and Support ...................................................................................3


4.2.1 Implementing and Monitoring of Local Change Plans. ................................3 4.2.2 Deliver End User Training............................................................................3 4.2.3 Train the Lite Coaches.................................................................................3 4.2.4 Conduct Local Lite Coach Sessions. ...........................................................3 4.2.5 Conduct Day in the Life of Simulations. .......................................................3 4.2.5 Create and Distribute External Communication...........................................3 4.2.6 Create and Distribute Countdown Communication......................................3 4.2.7 Create and Distribute Go Live Communication............................................3

4.3 Templates...........................................................................................................3 Stage 5: Commitment/Embedding Change.................................................................3





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5.2.1 Schedule Go Live Support Team.................................................................3 5.2.2 Implement Lite Coach/Super User Go Live Feedback Activities. ................3 5.2.3 Distribute Post Go Live Bulletins..................................................................3 5.2.4 Implement the Embedding Change Activities. .............................................3

5.3 Templates...........................................................................................................3




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Introduction This document outlines the approach, stages and activities involved in managing the change process to implement new Projects or to bring new business on to Sercos systems and processes. It includes a brief description of the stages and activities along with key templates to use and hints and tips for each stage. Note: Training strategy and implementation is out of scope of this document. For help in this area please refer to the Training Manager in the Enterprise Application (EA) Projects Team. Assumptions: This Implementation Methodology assumes that the new processes and system have already been designed and that the solution has been confirmed with the business through Solution Confirmation Workshops.

Overview of Methodology The Change Methodology will support the transition of new businesses to Sercos SAP system and processes. The approach is predicated on the well known Change Curve methodology that progressively moves an organisation from its current ways of working to the new ways of working. The Change Methodology moves individuals up the change curve in a phased approach, thereby ensuring a smooth transition to the new way of working. The phases are:

o Communicating strategy, benefits and plans to create Awareness; o Engaging the company and individuals to develop Understanding; o Developing knowledge and sustaining innovation to gain Acceptance; o Supporting benefits realisation to embed change and gain

Commitment to the new ways of working. The diagram below depicts this approach.




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2

High Level - Change Strategy

AWARENESSWhy change?

Communicating strategy, benefits and plans

ACCEPTANCEWhat will I need to do to

be ready?Developing knowledge, sustaining motivation

UNDERSTANDINGWhen is this happening

and how will it affect me?

Engaging theCompany and

Individuals

EMBEDDING CHANGE / COMMITMENT

How do I embed the change?

Supporting benefits realisation

COMMUNICATION & AWARENESS

EDUCATION & READINESS

LEARNING & SUPPORT

Commitment

Acceptance

Embedding Change / Commitment

New Way of Working

Awareness

Understanding

Current Way of Working

From Awareness to Embedding the Change

To ensure a successful change programme, the methodology is designed to actively manage the following key areas within the phases: Leadership and Vision gaining sustained engagement and commitment from

the Leadership team through ensuring understanding of the business benefits and monthly updates on progress towards achieving the benefits

Stakeholder Management Managing key influencers by one-to-one meetings which ensure rapid answers to their questions and/or issues. To include monthly tracking of stakeholders on their commitment.

Individual Job Impacts Understanding the impact to individuals on new processes, organisation structure and Job roles

Communication and Education

Ensure communications are targeted and focused. It ensures users understand the changes prior to training

Training Process / Role based training

Company Environment Areas within the company that could affect a successful implementation




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Methodology Stages There are 5 Stages in the Change Methodology. Stage 1: Project Initiation Stage 2: Communication and Awareness Stage 3: Education and Readiness Stage 4: Learning and Support Stage 5: Commitment Below is a Summary of the Stages and the key activities involved in each stage.

2

Change Journey Plan

Stage 1:

Project

Initiation

Stage 2:

Communication

and Awareness

Stage 3:

Education and

Readiness

- 6 month - 5 month - 3 month - 2 month - 1 month

Stage 4:

Learning and

Support

Stage 5:

Commitment

+3 months

Activities:

Implementation Team Set-up

Project Initiation Document

Implementation Network Kick-off

Stakeholder Strategy and Plan

Communication Strategy and Plan

Super User Programme Kick-off

Change Implementation Plan

Activities:

Awareness Campaign

Stakeholder Management

Activities:

Change Readiness Assessment

Manager Briefings

Boot Camps

Local Change Plan

Skills Assessment SAP Role Mapping Finance Role MappingTraining Needs Analysis

and Skills Assessment

Role EducationTraining Plan

Lite Coach Programme Set-Up

Roadshows

Activities:

Implement Local Change Plan

End User Training

Lite Coach Training

External Communication

Count Down Bulletins

Go Live Communication

Activities:

Go Live Support Team

Lite Coach/Super User Feedback Tracking

Post Go Live Bulletins

Embedding Change

- 7 month - 4 month

The slide also includes the suggested timing of each of the stages. The actual Project timelines may differ based on the nature of the new business or Project. However, it is important to allocate sufficient time to move individuals through the change curve to ensure a successful deployment. Underestimating the time needed or skipping activities in an attempt to shorten the implementation period is a common error in change programmes. This results in a steeper drop in productivity on Go Live, increased calls to the service desk and extends the length of time after go live to achieve the benefits. Ignoring steps or underestimating the time needed to implement the change process can seriously jeopardise the ultimate achievement of the benefits.




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An explanation of the 5 Stages of the Change Methodology forms the rest of this document. To understand the methodology fully it is important to use the approach in conjunction with the example presentations and templates indicated in each stage.




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Stage 1: Project Initiation

1.1 Objective of Stage What are we doing, when are we doing it and who needs to be involved. The objective of the Project Initiation stage, from a change perspective is to develop the change and communication strategy and timelines and establish an extended change implementation team to ensure commitment and buy in by the business.

1.2 Activities 1.2.1 Set up the Implementation Network. It is essential to build a change management capability within the new business to sustain and drive the considerable effort which is required to move the organisation to the new ways of working. The Implementation network consists of dedicated / part time resource that will support implementation activities from the business side. The network needs to be structured to ensure that resource is allocated to drive change, process and technical activities. The exact structure of the Implementation network will depend on the scale of the New Business. If the New Business is small then the change, process and technical implementation activities would be shared across the team. However, if the Project/New Business includes a large user base that is impacted, then the network needs to include full time resources from the business to complete all project activities. In addition Super Users from each area need to be identified at this stage for involvement in Project activities, including, data cleansing and User Acceptance Testing (UAT). These resources are normally required on a part-time basis but will continue to support embedding change / continuous improvement activities post go live. For a description of the new Business Change Manager, Implementation Manager and Super User roles please see Template 1.3.1 1.2.2 Develop Project Initiation Document (PID). The purpose of the PID is to provide an agreed set of deliverables between the business & the project. For more information on the PID, please contact the EA Projects Manager. 1.2.3 Kick-off Implementation Network. The purpose of the Implementation Network Kick-Off is to ensure that there is a clear understanding of the project, its key activities and timelines within the new business. It needs to include the Change Manager, the Implementation Manager and the Super Users. The Implementation Network kick-off needs to include the following areas:

o Benefits,




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o An overview of the solution, o The Project plans o The implementation team structure, role descriptions and individual member

names o Reporting structure o Governance Framework

1.2.4 Develop Stakeholder Strategy. The Stakeholder Strategy covers both the Stakeholder Analysis and the approach for managing Stakeholders. The strategy involves an eight stage process described in the diagram below. What is important is that the approach to Stakeholder Management is an on-going iterative process as described in points 5 8. Stakeholder Management Process

4 PlanCommunicationsapproach &create tracker

3 Define Current and

desired status

5 CommunicateThrough communications

channels

8 ManageStakeholder issues, and expectations

7 ReportFeedback, progress,

issues and actions

6 CollectFeedback from

Stakeholders

2 PrioritiseAnd understand

your stakeholders

1 IdentifyStakeholders and

groups

Stakeholder Analysis Stakeholder Management



desired status


channels



issues and actions


Stakeholders



desired status


channels



issues and actions


Stakeholders

2 PrioritiseAnd understand

your stakeholders

1 IdentifyStakeholders and

groups

Stakeholder Analysis Stakeholder Management

Identify and Prioritise Stakeholders An Impact Assessment of key stakeholders is conducted in order to ensure that energies and resources are focused on those individuals whose support is vital to the success of the project. This is done by assessing each stakeholder on two criteria; the impact the project will have on him or her and the level of influence he or she has within the business. The type and nature of the communication and level of engagement would differ significantly depending on these two criteria and where the stakeholder needed to be on the Change Curve. If their commitment is vital at the outset, then the Change Manager needs to ensure that engagement is commenced early and on a regular one to one basis.




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As shown in the diagram below, other staff with a lower level of impact and influence, who merely needed to be kept aware would be communicated to through less intensive approaches. These include for example, road shows, group communications and electronic surveys. Please identify and prioritise the Stakeholders for the new business implementation, using the stakeholder matrix worksheet in Template 1.3.2. Example Stakeholder Prioritisation Matrix

The New Business Change Manager would then carefully assess and record the key stakeholders according to the following 5 point assessment: Blocker Critic Neutral Supporter Advocate In Template 1.3.2 please complete the stakeholder tracker worksheet (columns A-G). Column H onwards will be covered in the next section, Communication and Awareness. 1.2.5 Develop Communication Strategy and Plan. The Communication Strategy and Plan is developed using the results of the Stakeholder Analysis and the project plan activities. This is done by identifying the most appropriate communication media and events to the audience, based on where the stakeholder sits in the Stakeholder Grid and what stage the project is at on the change curve. The basis for the communication strategy and plan is the high level project activities. It is advised that you map onto your project activities, the communication activities

One on Collective comms & focus group sessions

& one on one

Electronic/survey based One on one where requiredElectronic/survey

Road shows, Group Comms

Level of Influence

Low High

Impa

ct

UNDERSTANDS Keep Satisfied

COMMITTED Involve Extensively

AWARE Keep Informed

ACCEPTANCE / COMMITTED

Enlist as needed

Finance Staff

General Staff

Finance Managers Contract Managers

Ops Director




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and timelines required to move stakeholders up the change curve. An example high level map of project activities is shown below.

37

Contract Migration Approach

QualifyQualify QuantifyQuantify Validate & PrepareValidate & Prepare ExecuteExecute

Divisional Mgmt briefing days

Complex

Simple

Deliverables

Detailed Contract workshops

Group Workshops

Site Road shows

Collect Contract Data

ShapeCCP

SolutionChanges

Nominate Super Users

Deliver Training

Interfaces

KT workshops

Benefit Assessment

Technology validation

Group Road shows

UserR&Rs

Post Post ImplImpl. Review. Review

POM/FOMDivisional Alignment

TrainingSchedule

TrainingSchedules

T-6 (July 1) T0 (Go-Live) T+1 T+2

StructureSign off

Consultation

3

47

8

14

16

6

9

10

1315

11

18BU Simple/Complex identification activities

1

WBS

SOP Addendum

19

12UAT

PID

Div Impl.

plans Imp. ChecklistsIBT contracts

Data Migration

signoff

PMO

updateData Cleanse

Plan

DM

Draft plan

Data cleanse signoff

DM Updateplan DM

final plan

2

MDT, CUT1, CUT2

17Embedding change

5

DILO

Templates 1.3.3 is an example of a completed Communication Strategy and Plan. Template 1.3.4 is used to develop the detailed communication plan and the Media Approach worksheet contains a list of media that can be used. Please also find another example detailed communication plan in Template 1.3.5. 1.2.6 Kick off the Super User Network. The purpose of a Super User is to ensure that the new processes and system work as efficiently as possible within the business unit and that users are able and confident to operate those processes in a Business as Usual environment. To enable this, Super Users provide front line support and coaching in response to the needs of the business unit and are the focal point for embedding the new way of working and driving continuous improvement. The Super User will primarily operate within a network of Super Users in the business but also build co-operative networks with Super Users across other Business Units. The Super Users ensure that the solution fits local business requirements and provides a point of contact with the project team during implementation. Post implementation they remain engaged with Enterprise Application team by becoming an expert in 1 or more of the end-to-end processes. They build deep process skills from both the EA team and the Divisional Process Leads. Template 1.3.6 is an example of a Super User Induction Presentation. 1.2.7 Finalise the Change Implementation Plan. The Change Implementation plan outlines the steps, resource requirements, time requirements,




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activity dependencies and milestones for the project. For two examples of a change plan see Template 1.3.7 and Template 1.3.8

1.3 Templates

1.3.1 Role Description.doc 1.3.2 Stakeholder_Tracker_Template.xls 1.3.3 Example Communications Strategy & Plan Final.ppt 1.3.4 Communication Plan Template.xls 1.3.5 Example Detailed Comms Plan.xls 1.3.6 SuperUserDrop6Induction.ppt 1.3.7 Change Plan to Go Live 17_08_05.xls 1.3.8 Change Plan for Methodology.mpp




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Stage 2: Communication and Awareness

2.1 Objective of Stage Why Change? Communicating strategy, benefits and plans

2.2 Activities 2.2.1 Design and Implement Awareness Campaign. The purpose of the Awareness Campaign is to communicate the strategy, benefits and plans, creating awareness of why change is necessary and what the benefits are for Serco and users. A successful awareness campaign needs to use different media and include clear executive sponsorship. Cascade emails and presentations can help show the commitment of leadership to the New Business. For cascade communication to work effectively it needs to be topped and tailed by the leaders of the business. Other types of awareness communication include newsletters, brochures and posters. For an example of an Awareness presentation see Template 2.3.1. An example of a Poster Campaign can be found in Template 2.3.2. For an example of a brochure that explains the changes and new ways of working see Template 2.3.3. 2.2.2 Track and Manage Stakeholders. In Stage 1: Project Initiation we began the process of stakeholder management by identifying and analysing the stakeholders on the Stakeholder Grid. Once analysed, stakeholders need to be tracked and monitored on a regular basis. Tracking ensures that actions can quickly be taken to help move critics and blockers up the change curve. In addition, the advocates and supporters can be enlisted to sponsor communication and engagement activities. Typically we would use advocates to try and influence blockers and critics and in situations where key individuals (high influence and high impact) are perceived to be blockers or critics we would enlist the support of appropriate senior Directors to have a one-to-one with the individual concerned. In cases where the impact and influence of the individual is low we might elect to ignore their opposition to the project. The process for tracking and managing stakeholders is to: 1. Communicate through communications channels 2. Collect Feedback from Stakeholders 3. Report Feedback, progress, issues and actions 4. Manage Stakeholder issues and expectations




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An example Stakeholder Tracking Template is shown below. Example Stakeholder Tracking Template

This information is collated for reporting purposes enabling the Change Manager to track changes over time. Template 1.3.2 can be used to gather feedback from each stakeholder owner and outline corrective actions for Blockers and Critics. Reporting on stakeholders on a monthly basis enables comparisons of changes to stakeholders over time as shown in the diagram below. The Change Manager would be responsible for tracking their key stakeholders and consolidating in a Stakeholder Management report for the leadership team. An example of the monthly consolidation is shown below (see Template 1.3.2 for instructions on producing the graph). An example Stakeholder Management Report can be found in Template 2.3.4.

Baseline Data

Monthly Tracking

Updateminus 6 months

Format of Comms Activity

Current Status of Behaviour

Comments / Feedback received Actions required by next month

Telephone CriticWorkshop Supporter

Comms Approach, Feedback, Future Actions & Status

Stakeholder PrioritisationName Stakeholder Category Title Owner Aware - Keep Informed

Understands - Keep SatisfiedCollaborates - Enlist As neededCommitted - Involve Extensively

Baseline Behaviour (as at Jan 08)

Desired Behaviour (By April 09)

Senior Mngt Committed - Involve Extensively Neutral AdvocateOther Key Influencers Committed - Involve Extensively Supporter Advocate

BehaviourStakeholder




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Reporting Comparisons by month

Monthly Communication to Key Stakeholders As outlined earlier in this methodology, communications media will vary on the level of influence / impact of the stakeholder. It is recommended to provide key communicators with a summary powerpoint of Project Update activities that can be tailored for particular stakeholders. This presentation can also be used as a template for all future communications that month. An example Stakeholder update presentation is found in Template 2.3.5.

2.3 Templates 2.3.1 Example Awareness Presentation for cascade .ppt 2.3.2 Communication Campaign Poster Examples.pdf 2.3.3 Example Brochure.pdf 2.3.4 Stakeholder_management_report_Sep_06.ppt 2.3.5 Example Monthly Stakeholder Update Presentation.ppt 2.5 Tips

o Focus on priority stakeholders first (those that fall into the high influence/high impact quadrant of the Stakeholder Grid) and those who pose the biggest threat and/or opportunities to the Project.

o Utilise key advocates to sponsor communication events. o Think how to increase engagement and level of interest with your key

stakeholder groups. o As a minimum ensure stakeholder does not slide to a more negative

outlook work to win over or neutralise sceptics.




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o Devise a practical communication plan that works for your business and communicates effectively the right amount of information in a way that neither under or over-communicates you do not want users deleting unread emails because they receive too many.

o Continue targeted communication through different communication channels

o Drive ownership of delivery of change by using management to deliver key messages. Make the communication personal by involving leadership and management in cascading messages and owning stakeholders. However, if using cascades you need to put a feedback mechanism into place to ensure that all managers have cascaded the information.

o Make sure that brochures or new ways of working presentations contains information that both describes and sells the changes and includes real information on exactly what is changing (including personal approval hierarchies and workflows and SAP roles etc) and the benefits these changes bring to the individual and the business.




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Stage 3: Education and Readiness

3.1 Objective of Stage When is this happening and how will it affect me? Engaging the business and the individual

3.2 Activities 3.2.1 Baseline Business Readiness by Conducting Change Readiness Survey. The purpose of the Change Readiness Survey is to understand what users attitudes are to the change, to baseline their readiness to change and to feed into the change plan any additional activities required from the survey analysis. This information is used to tailor change activities that either sustains the readiness to change or move users through the change curve. The survey can be reissued at different periods through out the change programme to track the progress and effectiveness of change activities so that change plans can react appropriately. In addition the results of the Change Readiness Survey can be compared against post Go Live Survey results to measure the success of the change programme. Template 3.3.1 is an example Change Readiness Survey and Template 3.3.2 is an example of the analysis of the raw data. You can see at a glance the individuals that require immediate contact to discuss their concerns. Template 3.3.3 is an example of a summary presentation of a Change Readiness Survey including follow up activities to address any negative results. 3.2.2 Prepare Leadership and Manager Briefing Day Toolkit. The purpose of the Leadership and Manager Briefing day is to provide management with a sound understanding of the rationale behind the New Business Transition onto SAP. The briefing needs to introduce the business processes, highlight key changes and present the work that needs to be carried out to ensure the business is ready at go-live. The goal of the day is for management to go away with an informed understanding of the Project and subsequent changes to their business areas. They will also understand their responsibilities in ensuring that their business area is ready for go-live. The Briefing Day prepares Leadership and Managers for their involvement in the subsequent project activities. Template 3.3.4 is an example of a Manager Briefing Day Toolkit to prepare for the day.




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3.2.3 Select and Train the Leadership and Manger Briefing Day Team. The briefing team needs to contain key influencers and Super Users already involved in the project activities. This will ensure that the communication is tailored to the audience and will show commitment and support for the project from key leadership and Super Users. In turn the involvement of leadership and Super Users in the delivery of the Briefing days will help build their ownership of the Project. A Briefing Day dry run should be held in advance of the event in order to ensure key messages are aligned and presenters fully understand the content that they are presenting and how their part fits into the overall event. Template 3.3.5 is an example of a Manager Briefing Day presentation. 3.2.4 Conduct Leadership and Manager Briefing Days and Gather Feedback. To ensure that the day runs smoothly a main coordinator will need to be identified to address any schedule or facility issues. Feedback sheets also need to be prepared in advance of the day and the results of the feedback needs to be communicated to participants. Template 3.3.6 is an example of a Manager Briefing Day Feedback Survey. 3.2.5 Conduct Bootcamps and Gather Change Impact Information Including Assessments of Changes to Roles. The purpose of the Bootcamps are to facilitate the understanding of the changes needed for the business to move to the new ways of working. Key stakeholders within the new business are provided with a clear outline of activities that need to be undertaken by the new business to enable them to operate effectively with the new system and processes (development of their local change plan). These activities include process, data and change activities. o Bootcamps for Formula 100 covered:

o Education of the business unit on Project Accounting WBS structures (and Timesheets if applicable) (see Template 3.3.7)

o SRM hierarchies (see Template 3.3.8) o SAP User Profiles (see Template 3.3.9) o SAP User Profiles mapping (see SAP Profile Mapping below)

Note: Solution Confirmation Workshop output that identifies any contract specific requirements to the standard processes will be brought into the Boot Camps. For queries on this please contact the EA Projects Manager. 3.2.6 Develop Local Change Plan. From a change perspective, the local change plan will consist of plans for the activities outlined below. Please refer to the EA Projects Manager for technical and process requirements within the Local Change Plan. For an example Local Change Plan covering all three areas (people, process and technology, please refer to Template 3.3.10. SAP Profile Mapping; One of the first activities would be to map all impacted users onto the SAP roles. It works best to undertake this activity as a decision tree based on functionality requirements, for example, you ask the question who needs to create sales orders? Those individuals would then be restricted as a first cut to the SAP




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User Profile that can create sales orders. The output would be written into the Master Spreadsheet as shown in Template 3.3.11. The Master Spreadsheet includes details on approval and spending limits for all users. Finance Role Mapping; Please contact your HR Advisor of how to map finance staff to the Serco Finance Operating Model. Please remember to conduct an analysis of the non-finance activities that finance staff undertake to assess any operational impacts to moving the finance role. Training Needs Analysis and Skills Assessment; Once users are mapped to SAP Profiles, their training path would automatically be set based on the SAP Profile. All impacted staff would require a skills assessment to be undertaken. Central SAP classroom training / computer based training assumes a reasonable pc literacy. If this is not the case, this would have to be conducted in advance of SAP training. Role Education; It is imperative that a plan is in place to ensure all staff are communicated to and educated on their SAP User Profile and training requirement. If not, you run the risk of late changes to profiles following the training invite distribution. This risks delivery of end user training within the timescales. You may decide to educate users on their role profiles during the User Roadshow (see below). Develop the Training Plan; this methodology does not cover training of end users (with the exception of Lite Coaches). Please refer to the EA Training Manager for training activities. 3.2.7 Set up the Lite Coach Network. The purpose of the Lite Coach Network is to provide local trained coaches to help casual users of the new processes and systems adopt the new ways of working by being on hand to answer the How do I. questions. The Lite Coaches will help reduce the drop in productivity that occurs when any new processes and system are implemented and will shorten the time required for casual users to become confident at using the new system and processes. Lite Coaches are typically used to cover areas that have a large number of casual users and these users would most likely have only received computer based training (CBT) instead of classroom based training. Having local staff as Lite Coaches will decrease frustration levels and help increase positive attitudes towards the new ways of working. Lite coaches should be selected based on their ability to deal with change, their people skills, their ability to learn new systems and processes and their willingness to coach other people. The ratio of Lite Coaches to users should ideally be around 20 users per Lite Coach, however the numbers also depend on the location of users (e.g. a small site with 10 users will still need at least 1 Lite Coach). Managers need to discuss the role of the Lite Coach with potential Lite Coaches before they are contacted by the project team. Please talk to your Divisional Representative about possibilities of using Lite Coaches / Super Users from contracts already on SAP. It may be you do not need to set up a Lite Coach Network but could use existing resource to support the new business.




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3.2.8 Prepare Roadshow Toolkit. The purpose of the Roadshows are to provide all end users with a sound understanding of SAP and the Serco business processes, highlight key changes from the old way of working and give users the look and feel of SAP through demonstrations. The ultimate objective of the Roadshow is to prepare end users for training. Attendees need to leave with an informed understanding of the new processes and system and subsequent changes to the way they work. They should clearly understand new or changed roles so they are prepared to undertake their training. The Roadshow allows end users to ask questions about the changes and receive answers from their management team. This will ensure users can concentrate on learning the new processes and systems when they attend training. The Roadshows need to be small enough to allow participants to ask questions. The roadshow is 1 day in length. The morning session is for all impacted staff and the afternoon session targets managers and users of project accounting. Template 3.3.12 is an example of a Roadshow Toolkit. 3.2.9 Select and Train Roadshow Team. As with the Leadership and Manager Briefing Days, the Roadshow Team needs to contain key stakeholders and Super Users. This will ensure that the communication is tailored to the audience and will show commitment and support for the transition from key leadership and Super Users. In turn the involvement of leadership and Super Users in the delivery of the Roadshows will help build their ownership of the Transition. A Roadshow dry run should be held in advance of the event in order to ensure key messages are aligned and presenters fully understand the content that they are presenting and how their part fits into the overall event. Template 3.3.13 is an example Roadshow presentation. 3.2.10 Conduct Roadshows and Gather Feedback. The amount of time to schedule and conduct Roadshows should not be underestimated, particularly if there are a large number of users who are geographically dispersed. Roadshow size should be kept to around 30 participants so that people will feel comfortable asking questions and local management needs to attend in order to field questions. Attendance at Roadshows needs to be tracked and if attendance is low then senior management need to be involved in increasing the attendance rate. Template 3.3.14 is an example of a spreadsheet to use to track Roadshows. In addition, perceptions of Roadshows need to be monitored through surveys in order to understand if further change or communication activities need to be implemented for the site. Template 3.3.15 is an example of a Roadshow Feedback Survey.

3.3. Templates Change Readiness 3.3.1 ChangeReadinessQuestionnaireExample..pdf 3.3.2 Survey analysis example for methodology.xls 3.3.3 ExampleofCRAAnalysis.ppt




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Manager Briefing Day 3.3.4 Manager Briefing Day Toolkit.doc 3.3.5 Example Manager Briefing Day Presentation.ppt 3.3.6 Manager Briefing Day Feedback Survey.pdf Bootcamps 3.3.7 Example Project Accounting and Timesheets Presentation.ppt 3.3.8 Example SRM Purchasing Requirements.ppt 3.3.9 Example SAP Profiles Presentation_Drop 6.ppt Local Change Plan

SAP Profile Mapping 3.3.10 Example Local Change Plan TEMPLATE.xls 3.3.11 Example User to SAP Profile Mapping TEMPLATE.xls Roadshow 3.3.12 Example Road Show Logistics Tool Kit Drop 6.doc 3.3.13 Example Roadshow presentation .ppt 3.3.14 Example - Roadshow Schedule Tracker Template.xls 3.3.15 Example Roadshow Feedback Survey.pdf

3.5 Tips

o Think of creative ways to present material at Manager Briefing days and Roadshows to avoid death by powerpoint (e.g. giant cardboard jigsaw puzzles used to build up process maps in sessions and the use of Camtasia demos). For Formula 100 jigsaws and demos please contact the EA Projects team.

o Ensure that individuals know and understand the impact of their new Profile mappings well in advance of training. Experience shows that users who do not know about or understand their new roles will not get the best out of training and may have a negative attitude, as they will not be clear on why they need to learn particular areas.

o Please talk to your Divisional Representative about possibilities of using Lite Coaches / Super Users from contracts already on SAP. It may be you do not need to set up a Lite Coach Network but could use existing resource to support the new business.




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Stage 4: Learning and Support

4.1 Objective of Stage What will I need to do to be ready? Developing knowledge, sustaining motivation.

4.2 Activities 4.2.1 Implementing and Monitoring of Local Change Plans. Ongoing implementation and monitoring of the local change plan outlined above continues. The local change plan is driven both by the transition key milestones (e.g. data cleansing deadlines) and local requirements including development of local processes and procedures, role descriptions and preparation and delivery of Day in the Life of. Simulations. Although the initial Local Change Plan needs to be developed after the Bootcamps to allow for key project activities to be scheduled, it is important that the local change plan is continually reviewed. For example, once key users have been trained they often identify potential issues with the contract specific requirements that need to be acted upon. Although covering areas outside of Change Management and Communications, Template 4.3.1 is a useful checklist for Monitoring New Business Readiness. Template 4.3.1a is a template to track progress in detail for the Local Change Plan areas. 4.2.2 Deliver End User Training. This methodology does not cover training of end users (with the exception of Lite Coaches). Please refer to the EA Training Manager for training activities. 4.2.3 Train the Lite Coaches. The Lite Coaches need to attend classroom training in the areas that they will be expected to provide coaching on (this may be part of their SAP profile training, or scheduling them on additional profile courses outside their role). In addition the Lite Coaches would attend a further 1 day training session where they are told more about the role of the Lite Coach, how they will interact with the project team, and troubleshooting hints and tips based on known Frequently Asked Questions. Whenever possible the hints and tips need to be illustrated with hands on exercises. The Lite Coaches are also given a Lite Coach Handbook which gives them easy reference to FAQs and How to Guides in the areas they will be covering. The Lite Coach Troubleshooting Course for Formula 100 is made up of the following: Template 4.3.2 Example Lite Coach Induction.ppt Template 4.3.3 Lite Coach Troubleshooting Exercises.doc Template 4.3.4 Example Lite Coach Handbook Contents Page.doc (Note: The material for the Lite Coach Handbook should be downloaded from the material on the Formula 100 Website to ensure it is the most current version of information)




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Feedback on the Lite Coach Troubleshooting day needs to be gathered and evaluated so that changes can be made to future days if required. Template 4.3.5 is an example of a Lite Coach Troubleshooting Day Feedback survey. 4.2.4 Conduct Local Lite Coach Sessions. After Lite Coach training, local Lite Coach sessions need to be conducted. In these sessions Lite Coaches are introduced to any local processes and procedures not discussed in the general training programme. It would also be useful to provide Lite Coaches with the old to new cost centre / WBS mappings and new approval hierarchies. Lite coaches should also be involved in any relevant Day in the Life of. simulations. Ensure that the Lite Coach list and contact details are readily available. The Lite Coach list with contact details should be published on the intranet and communicated to users with Countdown Communication and Post Go Live Bulletins. Lite Coaches should be asked to introduce themselves to the users they will be supporting. Template 4.3.6 is an example Lite Coach Introduction letter. 4.2.5 Conduct Day in the Life of Simulations. Please contact the EA Projects Manager for details on the Day in the Life of simulations. 4.2.5 Create and Distribute External Communication. If the new ways of working change the way that the business interacts with external parties (for example suppliers and/or customers) this needs to be communicated to the external parties 4 -5 weeks before Go Live. This can be a time consuming activity involving the following:

o external parties need to be identified and contact details confirmed, o the communication route needs to be determined (e.g. email, letters,

presentations), o the communication created and approved (often by many parts of the

business including Corporate Communications and Corporate Finance), o Strategic Sourcing Suppliers need a different communication to non

Strategically Sourced suppliers, o Printing needs to be organised and distribution arranged.

For an example of a Supplier communication letter see Template 4.3.7. For an example of a Customer communication letter see Template 4.3.8 4.2.6 Create and Distribute Countdown Communication. The purpose of Countdown communication is to ensure important information in readiness for Go Live is sent to all impacted users. Countdown communications occur 20 days, 15 days, 10 days, 5 days and then every day thereafter to Go Live. The Countdown communication needs to focus on key information (for example the last day that expenses can be submitted using the old processes and system), activities that must be completed before Go Live (for example completion of CBT training) and where users can go to get help if they are struggling (before Go Live with the CBTs or after Go Live). Template 4.3.9 is an example of all Countdown communication content for Formula 100.




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4.2.7 Create and Distribute Go Live Communication. On the day of Go Live it is important to celebrate the success. Communication can be via Our World as seen in Template 4.3.9. Or direct from the CEO as seen in Template 4.3.10.

4.3 Templates Monitoring Local Change Plans 4.3.1 Example Local Transition Tracking.ppt 4.3.1a Contract Readiness Dashboard_TEMPLATE

Training For training approach and material contact the Training Manager in the Enterprise Application Team Lite Coaches 4.3.2 Example Lite Coach Induction.ppt 4.3.3 Lite Coach Troubleshooting Exercises.doc 4.3.4 Example Litecoach Handbook Contents Page.doc 4.3.5 Lite Coach Troubleshooting Day Feedback.pdf 4.3.6 Lite Coach Introduction Letter.doc External Communication 4.3.7 Example Supplier Communication.doc 4.3.8 Example Customer Letter.doc Countdown Communication 4.3. Example Go Live Countdown Bulletins.doc Go Live Communication 4.3.10 Example Go Live Ourworld Announcement.doc 4.3.11 Example CEO Go Live Announcement.doc 4.4 Tips

o Ensure that managers discuss the role of the Lite Coach with individuals to get their buy in before the project team contacts Lite Coaches




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Stage 5: Commitment/Embedding Change

5.1 Objective of Stage Moving users from this is the way we have to do it to this is the way I do it. Stabilising and adopting the new ways of working and realising the benefits.

5.2 Activities 5.2.1 Schedule Go Live Support Team. Before Go Live a risk analysis is conducted to indicate where to deploy support from the project team to support users during Go Live. The purpose of the Go Live Support team is to reduce the business risk after Go Live by deploying solution experts to areas or sites where activities that are critical to on-going business are being hampered by the initial productivity loss during the move to the new ways of working. The team is made up of experts from the project team, experienced users from past implementations, the Lite Coaches and Super Users and the New Business Implementation Manager and Change Manager. For an example of a Go Live Team Support Schedule see Template 5.3.1 5.2.2 Implement Lite Coach/Super User Go Live Feedback Activities. Monitoring the Lite Coaches and Super Users in the first few weeks after Go Live helps the project team understand where there are issues and successes in the business. This is particularly important if there are a number of different sites which limit where the project support team can be at any given time. The feedback, along with the updates from the Go Live support team, and the tracking of Service Desk calls, will help the project team decide where to deploy the limited number of experts and what top up communication to users needs to be issued within the Post Go Live Bulletins. The Lite Coach and Super User Post Go Live Support is made up of two parts: The first is a series of daily conference calls chaired by a Buddy (this buddy is usually the New Business Implementation Manager or someone else from the Project Team). The calls are used to gain feedback from Lite Coaches and Super Users on issues and to share knowledge, hints and tips across the Lite Coach and Super User Network. For an example of the Introduction Email to the buddy conference calls see Template 5.3.2. In addition Lite Coaches and Super Users are asked to complete a short daily feedback survey. For an example of the Lite Coach Daily Feedback Survey see Template 5.3.3 and for an example of the Super User Daily Feedback Survey see Template 5.3.4. The information from the Lite Coach Survey is compiled nightly and presented to the Project Implementation Team at the morning Project Update conference calls to highlight any risk areas. For an example of the Lite Coach Survey Results see Template 5.3.5.




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5.2.3 Distribute Post Go Live Bulletins. The purpose of the Post Go Live Bulletins are to help users:

o Quickly gain confidence in the new ways of working by communicating key hints, tips and reminders

o Focus on areas that are not being adhered to based on feedback from the Service Desk and Lite Coaches. For an example of Formula 100 Post Go Live Bulletins see Template 5.3.6.

5.2.4 Implement the Embedding Change Activities. The purpose of embedding change is to ensure that the new ways of working become business as usual moving attitudes and behaviours from this is the way we have to do it to this is the way I do it. During this process ownership of the solution has switched from the project to the business that is responsible for delivering the business benefits. Embedding change is a critical step in realising the full benefits of SAP and the processes. The following outlines the process for embedding the change:

o Agree Success Indicators (SI), agree targets for each indicator and set up tracking reports. Tracking Success indicators and using the results to create action plans will allow the new business to understand how quickly they are adopting the new ways of working. The purpose of the SIs is to provide statistical indicators of progress towards achievements of the benefits. The Success Indicator categories were established from the original programme benefits case. Formula 100 has developed the set of Success Indicators that are generated monthly from SAP and automatically sent out by the EA team to the Divisions. It is the responsibility of the New Business to identify targets against the SIs and track and monitor progress against those targets on a monthly basis. For more information on the SI reports please contact the Enterprise Application (EA) Account Manager for your Division. Please also contact the Divisional Representative for your Division to help with target setting.

o Establish feedback and action planning process for resolving gaps in

actual vs. targeted Success Indicators. As outlined above, the New Business is responsible for achieving the business benefits and should be reviewing the SIs on a monthly basis to develop and update action plans to close any gaps. Examples of actions could be:

the deployment of expert teams to help struggling areas/sites to adopt

the new ways of working. delivery of top-up and advanced training programmes. senior management meetings with Business Unit managers.

Template 5.3.7 is an example of the SI Action Planning Process and Template 5.3.8 contains instructions for SI Action Planning.

o Link into the Operational Survey process. An Operational Survey is

conducted every month by the EA team. The survey is designed to sample one third of the user community every 3 months so that every user has had




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an opportunity to provide feedback every quarter. The purpose of the survey is to monitor the satisfaction level of users and to identify and implement actions for areas showing poor satisfaction. For an example of the Operational Survey see Template 5.3.9. For an example of the results of the Operational Survey with follow-up action plans see Template 5.3.10.

o Link into Divisional Engagement Model. Within BAU, there are a series of

roles identified within the Division that support embedding change and continuous improvement activities. Please refer to Template 5.3.11 to agree which individuals within the New Business need to be incorporated within the Divisional Engagement Model.

5.3 Templates Go Live Support 5.3.1 Go Live Team Support Schedule.xls Lite Coach/Super User Feedback 5.3.2 Buddy Conference Call Email.doc 5.3.3 Lite Coach Daily Feedback Survey.pdf 5.3.4 Super User Daily Feedback Survey.pdf 5.3.5 Example Lite Coach Survey Results.ppt Post Go Live Communication 5.3.6 Example Post Go Live Bulletins.doc Embedding Change 5.3.7 Example Instructions for Building an SI Action Plan.doc 5.3.8 Example Success Indicators Action Planning and Site Visits Process.ppt 5.3.9 Example Post Implementation Review Survey.pdf 5.3.10 Example - Operational Survey 4 Results Final.ppt Engagement Model 5.3.11 Engagement model with Process Owners_EA_SSCv12.3.ppt 5.4 Tips

o The New Business should not link into the Operational Surveys immediately post implementation when the dip in performance is at its lowest. Link into the survey 2 to 3 months after go live,

o SI targets will need to reflect individual business unit factors, o Encourage Lite Coaches and Super Users to complete their Post Go Live

tracking survey by sending them the survey results on a daily basis.

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New Business Change Methodology

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