Database Reference
In-Depth Information
13.2.2.2.4 Establish Communications Framework
This task handles the design of the framework for sharing project-related information and status
throughout the organization. While doing so, it incorporates the results of the latest risk assessment
processes to address the member's genuine concerns and apprehensions about the SAP implementa-
tion and its perceived impact at the organizational level as well as at the individual level. This could
be direct communication through formal channels like Project and Site Sponsors or indirectly
through the active involvement and participation of a cross section of the members of the company
during project-related events, risk assessment processes, focus group sessions, feedback schemes, etc.
This involves identifying the Communication Point person who works closely with the change
management team as well as the key Site Sponsors to fine-tune the message and the medium of com-
munication depending on the audience and criticality of the stage and status of the SAP project effort.
It is important to ensure that the messages are also customized to the differing ground realities at
different sites to discuss how SAP would change jobs, skills, roles, responsibilities, and standards and
measurement of performance. Tailoring communications on an organizational unit level also provides
the opportunity to enlist the support of the unit-level management or even the line management.
This task also has the responsibility to ascertain the effectiveness of the communications
strategy through
1. Informal feedback from focus groups and
influencers
or
opinion leaders
or
thought leaders
2. Formal feedback through the periodic risk assessment processes wherein specific questions
regarding the project communications process can be presented
13.2.2.2.5 Establish the Skills Development Process
This task is related to the formation of the skills development team, identification of the important
constituencies of the SAP project effort, compilation of the skills inventory, analysis of the gaps
in skills, assessing the training needs, and arranging for the content and logistics of skills devel-
opment training program. The various constituencies are all members of the SAP core and the
extended team, namely, senior executives of the company, project- and site-level sponsors, project
team members, SAP consultants, and site-level executives, managers, supervisors, and workers.
The type of training required for the various constituencies are as follows:
1. SAP Implementation Project Impact training
2. Business Process-related training
3. Technical and Functional training on SAP
4. Skills training in use of SAP
The skills development team would decide on the following:
1. Content, for example, prototype, IDES, tutorials, workshops, case study, R/3 testing, or
QA client
2. Delivery mechanism for the different kinds of skills training, for example, instructor
led or CBTs
3. The delivery vehicle for imparting this training like SAP training partners
It must also set the systems and procedures for assessing the effectiveness of the training for
enabling the trained members in performing their identified roles in the SAP project creditably.
