Database Reference
In-Depth Information
configuring the processes in SAP suitable for their requirements, the key members are also in the
best position to talk to the other members of their respective departments and quickly address
their particular common requirements and apprehensions. The change process is furthered by
the core team members being directly involved in training the super users from their respective
departments.
7.4.2 Change Facilitators: Super Users
Super users are the key to a full-scale implementation and subsequently the productive operation
of SAP CRM. The super users are trained by the key members of their respective departments.
Their training consists of an overview of their module (and related modules) and all the critical
processes of interest within their departments.
Under the guidance of the key users, the super users participate in the full-scale validation and
integration testing with other departments. This will help them to see the power and potential
of SAP CRM through actual experience with the system. It will also help them understand the
practical implications of the tight integration, immediate updates, and transparency available in
the SAP CRM system. The super users can then convey the real power of the system as experi-
enced by them, especially during the integration-testing phase, to the end users in their respective
departments. The super users would be the messengers who would not only advocate changes in
the processes but would also demonstrate its actual functioning and its benefits.
7.4.3 Change Agents: End Users
The super users train the end users in their respective departments, covering an overview of the
processes in their area of operation, the details of the process, and programs of direct relevance to
their daily operations.
The transparent and instant access to relevant information that SAP CRM provides from
other departments is always a great motivator, but the implications of instantaneous updates and
integration also make all members conscious of the enhanced responsibility and discipline that
the system demands from all the concerned participants. Although new systems are always viewed
with suspicion, the sense of involvement and ownership inherited from contacts and interaction
far outweighs all misgivings about using a SAP CRM system in production.
7.5 Summary
This chapter introduced the concept of BPR especially for customer-centric and customer-
responsive enterprises. It details the full cycle of the enterprise BPR methodology. We saw the
relevance and role that SAP can play at various stages in the re-engineering effort within an orga-
nization. In the later part of the chapter, we looked into the change management aspects enabled
by implementation of SAP CRM within an enterprise. The valuation of processes and measure-
ment of performances (MOPs) has been tackled in greater details in Chapter 15.
