Database Reference
In-Depth Information
The risk assessment exercise is performed in three different contexts:
1. Leadership
2 . Te a m
3. Organization
In each of these cases, the change team first devises an appropriate tool, which is administered to
a select group of people. The findings are used as an input to generate a risk profile that in turn
leads to conducting assessment workshops that basically come up with recommendations that are
used to shape the communications and sponsorship programs and other change processes. The Risk
Assessment process identifies the key messages that should be disseminated throughout the orga-
nization, which are also tailored suitably to the conditions of the individual organizational units:
1. Develop Risk Assessment Tool.
2. Administer the Risk Assessment Tool.
3. Create a Risk Profile.
4. Conduct Risk Workshop.
5. Implement Results of the Risk Workshop.
It must be noted that the Risk Assessment process is not a one-time exercise but an ongoing one.
Periodic assessments will need to be performed during the implementation and after the imple-
mentation for effective risk mitigation.
13.2.2.2.3 Develop Sponsorship Strategy
The project leadership is the most critical element of a comprehensive change program. There is a
need to assess the facilitation or inhibiting factors inherent in the leadership itself that will directly
accelerate or undermine the momentum of the implementation project. The baseline leadership
risk assessment is the essential input to the sponsorship process. The Sponsor Point is a senior
executive champion of change who by his or her actions and communications helps in maintaining
project credibility, momentum, and committed support throughout the company.
The leadership risk assessment tool enables the change team to do the following:
◾
Get a measure of the risks associated with the envisaged SAP implementation.
◾
Uncover the potential implication of these risks on the SAP project.
◾
Identify the actions for mitigating these risks to acceptable levels.
The change management team needs to work closely with the Project and Site Sponsors and the
Communication Point Person to consistently address the key negatives and reinforce the potential
benefits of implementing SAP. Periodic administration of the risk assessment process described
earlier helps in ascertaining the effectiveness of the sponsorship process. Any perceived deviation
toward increasing risks should be countered immediately by specifically targeted communications
and credible actions.
A consistent message, on the organization's demonstrative commitment and focus to see the
R/3 implementation through to a successful end, is a powerful enabler for sustaining the right
context for achieving the successful completion of the project.
