Bi Ocm Trn Overview Template
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Page # 1: Rapidigms Business Intelligence Practice - 2005 http://www.rapidigm.com/bi
Change Management Topics
1. What is Change Management?
2. Importance of Change Management
3. Key Change Management Challenges for BI Projects
4. Key Change Management Recommendations &Approach
5. Rapidigms Change Management Services & Solutions
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What is Change Management?What is Change Management?
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Page # 3: Rapidigms Business Intelligence Practice - 2005 http://www.rapidigm.com/bi
What is Change Management?
Simply put
Project Team gets solution ready for the PEOPLE,
Change Management gets PEOPLE ready for the solution.
Change Management is about helping organizations & people transition from
Current
State
Future
State
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Page # 4: Rapidigms Business Intelligence Practice - 2005 http://www.rapidigm.com/bi
Change Management Objective
Organization Adoption
of Changes
to meet Business Objectives
and obtain Benefits Realization
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Importance of ChangeImportance of ChangeManagementManagement
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Page # 6: Rapidigms Business Intelligence Practice - 2005 http://www.rapidigm.com/bi
Project Success Factors
Top 10 Success Barriers
Competing Resources 48%
Functional Boundaries 44%
Change Skills 43%
Middle Management 38%
Long IT Lead Times 35%
Communication 35%
Employee Opposition 33%
HR Issues (People/Training) 33%
Initiative Fatigue 32%
Unrealistic Timetables 31%
% of 500 companies
Top 10 Success Factors
% of 500 companies
Ensuring Top Sponsorship 82%
Treating People Fairly 82%
Involving Employees 75%
Giving Quality Communications 70%
Providing Sufficient Training 68%
Using Clear Performance Measures 65%
Building Teams After Change 62%
Focusing on Culture/Skill Changes 62%
Rewarding Success 60%
Using Internal Champions 60%
Source: PwC survey focusing on large projects in 500 multinationals and
public sector companies covering all industry sectors in North America,
Europe, & Far East.
Source: PriceWaterhouseCoopers Survey
One consistent theme for success & failure: People!
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Page # 7: Rapidigms Business Intelligence Practice - 2005 http://www.rapidigm.com/bi
Drivers of Poor Project Performance
Source: Americas SAP Users Group (ASUG)
Keynote Speaker Sam Wee, Surgency - May 23, 2001
0
10
20
30
0
0
0
0
Change Management
Internal Staff Adequacy
Training
Prioritization/Resource
Ongoing Support
Stage/Transition
Project Team
Reporting
Buisiness Performance
Process Re-engineering
of respondents
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Page # 8: Rapidigms Business Intelligence Practice - 2005 http://www.rapidigm.com/bi
Why Transformation Efforts Fail
GartnerGroup CEO Study
0 10 20 30 40 50 60 70
Project charter too narrow ...
Lack of functional project teams ...
IS staff involved too late ...
Unrealistic expectations ...
Inadequate project team skills ...
Lack of executive champion ...
Lack of executive consensus ...
Limitations of existing system ...
Resistance to change ...
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BW Change ManagementBW Change ManagementChallengesChallenges
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Page # 10: Rapidigms Business Intelligence Practice - 2005 http://www.rapidigm.com/bi
Lack of ExecutiveSponsorship &
Support Insufficient User
Involvement,
Participation, &
Ownership
Inadequate or
Poor TrainingUser Resistance
Competing
Initiative & Lack
of Change
Coordination
Global & Cultural
Differences
ERP Value not
Understood or
Demonstrated
Lack of
Confidence or
Understanding of
Data
Commitment toLegacy Reporting
Solutions
Change Management Challenges
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Page # 12: Rapidigms Business Intelligence Practice - 2005 http://www.rapidigm.com/bi
Change ManagementRecommendations
1. Establish Business Sponsorship & Ownership
Executive Sponsorship from Business
Business Ownership & Involvement
Manage Expectations & Resistance
2. Recognize Different Levels of Users
3. Ongoing Communications
4. Training
5. Knowledge Transfer & Sustainment
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Page # 13: Rapidigms Business Intelligence Practice - 2005 http://www.rapidigm.com/bi
1. Sponsorship / Ownership
Sample RACI Governance Chart -Establish who is Accountable, Responsible, Involved
and Communicated to for key governance categories.
LEGEND:
R = Who is Responsible
A = Who is Accountable
C = Who to Communicate to
I = Who needs to be Involved
Governance CategoriesExec
Sponsor
Steering
CommitteePM
siness
Process
Owners
Focus
Group
Affected
EmployeesOther
Engage-
ment
Mgr
PM
usiness
AnalystArchitects
Report
Leads
Project Sponsorship A I C I IProject Management I A I RData Sources R A I IData Warehouse A R IData Validation A I R IData Loading A R I
Query Design / Reports I A I I I RTesting & Quality Assurance I A R I IDeployment A I R I I C I I I IRole-based Security A C R ITraining R A I C I I I
Post Go Live Support A R I I C I I I
Rapidigm BI TeamGrace BI Team
Matrix Governance Model - SAMPLE
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Page # 14: Rapidigms Business Intelligence Practice - 2005 http://www.rapidigm.com/bi
1. Sponsorship / Ownership
Executive Sponsorship Support Activities Ensure upward communication to senior managers on BI solution,
objectives, and implementation plan
Ensure roadblocks are reported to senior managers promptly;resolve critical issues through Steering Committee
Front-line Manager Support Activities
Provide concrete activities that front-line managers and supervisorsmust do to support changes with their employees
Provide tools and talking points to communicate whats changing,new roles & responsibilities to their employees
Provide feedback mechanism to surface employee issues &concerns
Provide coaching to manage employee expectations & resistance
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Page # 15: Rapidigms Business Intelligence Practice - 2005 http://www.rapidigm.com/bi
2. Recognize Different User Groups
Identify different user types - One size does not fit all
Power Users
Executive Users
Department Users
Help Desk Support Group Others?
Distinguish training and communication needs fordifferent user types
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Page # 16: Rapidigms Business Intelligence Practice - 2005 http://www.rapidigm.com/bi
2. Impact Assessment - Sample
Stakeholders
ImpactedRole
Organizatio
n Level
Functional
Department
Line of
Busines
s
De sc r ip ti on of Ch an ge Be ne fi t o f
Change
Technology Business Process People
District
ManagerManager Dis tr ic t Operations Hau ling
1. Potential for more site
personell issues due to the
higher level of technology in
day to day operations.
2. Will be an approver in theePro systemto varying
degrees
Better and faster
data to review site
operations /
management and
assist in strategic
planning
1. Data can be accessed on
line via PS. Should already
be a PS user so change is
minimal.
2. More technical training will
be needed for site staff andthe Fleet staff may be an
issue b/c a traditionally non-
PCgroup of
1. Accessing the info on-line
should be easier.
2. Their will be some level of
pushback in changing fromP-
Card to the more structured PO
based systemand the need forstaff w ith a higher level of
technical skills could shrink the
pool of quali
1. Better and faster
metrics via a more
convenient medium.
Overall a positive change.
2. Overall a Medium
impact
3. Overall impact should
be low
Maintenance
ManagerApprover Site Maintenanc e Hauling
Will be prompted (most likely
via e-mail) to approve a
requesition or PO that
exceeds the spending
parameters of the person that
created it.
Automating the
process should
make it more
efficient.
1. Will have to use a PC2.
Will have to use PS
1. Most likely moving from a
manual approval process to an
automated process.
1. Must use a PCf or
procurement .
2. Must learn PS
3. Must check e-mail
4. Must adapt to working
in a paperless
environment
Maintenance
ManagerBuyer Site Maintenanc e Hauling
Automating the buying
function w ith COMPASS and
PS
1. Auto-
replenishment
1. Must learn COMPASS.
2. Must learn PS
1. Drastic reduction in P-Card
ues
2. The fundamental
Procurement process is beingchanged and automated
1. If the Maintenance
Manager is performing the
buyer role, it means that
he is performing all the
procurement roles b/c
there is probabley no
Parts Manager
2nd new systemin 3
years
3. Some functions done in
COMPASS and some
done in PS
4. Must focus mo
Maintenance
Manager
Return
Coordinato
r
Site Maintenanc e Hauling
Coordinates all returns to
vendors and that the returned
items are properly accounted
for in PS
1. Will have to use a PC2.
Will have to use PS
Items must be properly
accounte for in PS, not just
physically returned to the
vendor
1. Must focus more on
vendor compliance2. If
the Maintenance Manager
is performing the
receiving role, it means
that he is performing all
the procurement roles b/c
there is probabley no
Parts Manager
3. Returns must be done
in PS instead of all w ork
done
Type of Change
aionale H/M/
aionale
M #2#1
#3
1.
t
t
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t$
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#
ff
"
t.& !
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.
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t
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tf
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t%
t%
#
$
'
t!
%
$
% %
f
t
f0 3
MPASS /%
Procurement to t!
euser.
L
1. Makes t!
eir4
ob
easier.
2. Alt!
ough thereisa
higherimpact ofchange,
it isanindirect change
and the5
Mis betterable
tounderstand thebigpicture
3.&
hedirect change
shouldbeminimaland
haveclearbenefits.
L
1.&
heyarenot being
asked toperforma
complicatedoperation
2. PCskillsarerequested
of thisposition
L
1. Shouldbeeasierand
moreconveient once
theybecomeaccustome
toit.
M/6
1. Verybigchange. Much
morestructuredM
1. Morestructured
approachmayseemlike
overkillat asmallsite2
hereaMaintenance2
illbe theprimary
buyer.
2. Although thereisa
highimpact ofchange, it
isanindirect change
and theMMisbetter
able tounderstand the
bigpicture
3. Current sy
M/6
11. Lowertolerance for
mistakeswithPOand
returndata
M
1. Morestructured
approachmayseemlike
overkillat asmallsite
whereaMaintenance
willbe theprimary
buyer.
2. Although thereisa
highimpact ofchange, it
isanindirect change
and theMMisbetter
able tounderstand the
bigpicture
3. Current sy
H/M/
7
e8
i8
9
an@
e9
o ChangeA
egB
ee of Change
Stakeholder
Groups
Identify types of changes by Stakeholder Groups:
Technology, Process, Job
Identify what activities Stop,
Continue or is New
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Page # 17: Rapidigms Business Intelligence Practice - 2005 http://www.rapidigm.com/bi
3. Ongoing Communications
Commu nication Event
or TitleKe y Me ss age s Audie nce Group / M A De ve lope d By Approval By De live re d By
Expected
Delivery
Date
Delivery
Channel /
Vehicle
Frequency /
TimingStatus / Comment
Pilot Kickoff Announcement (Aw areness) General
plan for Pilot Conduct
Pilot MA Leaders hip
and Bus Ow ners
North Texas
MA
Guy Fugate PM Shelley
Samoray
9/24/03 email one time
Pilot Kickoff (Aw areness) General
plan for Pilot Conduct
Pilot MA Leaders hip
and Bus Ow ners
North Texas
MA
Project Team PM PM 9/29/03 email one time
Role Change Workshops
Communication/Invitation
(Self-Concern,
Involvement) Role
Change Workshops
schedule/invite
Pilot Site Role
Change Workshop
participants
North Texas
MA
Guy Fugate PM, She lley
Samoray
PM 10/10/03 email one time
Pilot Training
Announcement
(Aw areness) Notify
participants of training
plans for pilot
participants
Pilot Si te users North Texas
MA
Guy Fugate PM Proj Mailbox 10/13/03 email one time
Role Change Workshops (Self-Concern,
Involvement) Role
Change Workshops
Pilot Site Role
Change Workshop
participants
North Texas
MA
Guy Fugate PM, She lley
Samoray
PM 10/15/03 Workshop(s) TBD
Pilot Training Instructions (Involvement) Specific
instructions for pilot
training participation
Pilot Si te users North Texas
MA
Shaw n
DeNicholas
PM, Trng Team LMS 10/16/03 email one time
WM Visor Website Launch Website content
delivered
Pilot Si te users North Texas
MA
Scott Ward 10/16/03 hidden or passw ord
protected during MA
Pilot
WM Visor Website Launch
Communication
(Aw areness)
Announce website
launch
Pilot Si te users North Texas
MA
Proj Mailbox 10/16/03
Pilot Announcment (Awareness) General
plan for Pilot Conduct
Pilot Si te users North Texas
MA
Guy Fugate PM Proj Mailbox 10/17/03 email one time
Waste Management Enterprise Systems Development (ESD)
Project Costing Communication Plan
As of October 1, 2003
Sample Communication Plan -
Identify key messages, target audience,communication channel, and timing/frequency.
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Page # 18: Rapidigms Business Intelligence Practice - 2005 http://www.rapidigm.com/bi
Sample Project Newsletter
Topics might include:
What is the FactSheet?
Objectives and Benefits
Frequently Asked Questions
Technology Changes
Process Changes
Cutover Highlights
Training Schedule
The Newsletter will also include aproject e-mail box address whereusers can reach the project teamwith questions, concerns, issues andfeedback.
3. Ongoing Communication
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Page # 19: Rapidigms Business Intelligence Practice - 2005 http://www.rapidigm.com/bi
Content includes:
Objectives &Scope
Key Benefits
Key TeamMembers
CommunicationBriefings (i.e.FactSheet)
Presentations
Important Links
News and Updates
Job Aids
Training Schedules& Logistics
Project Team e-mail box address
Where can I access
prior project
communications?
Where can I
learn whats
new?
Where can I
find job aids?
Where can I
learn more
about the
project?
Sample Project Web Page
Project ABC
3. Ongoing Communication
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Page # 20: Rapidigms Business Intelligence Practice - 2005 http://www.rapidigm.com/bi
Meta Group, October 2003
4. Training Importance
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Page # 21: Rapidigms Business Intelligence Practice - 2005 http://www.rapidigm.com/bi
RecommendApproach
DesignProgram
DevelopProgram
DeliverProgram
EvaluateProgram
KnowledgeTransfer
Phase Descript ion Delivera C le s
1. RecommendApproach
Analyze the audience/stakeholdersand assess the currentenvironment and skills of the users.
Training Needs Analysis (TNA)
High Level Skills Analysis
2. DesignProgram
Create development and deliverywork plan, define the technicalinfrastructure, define thecurriculum, and determine the styleand format of the trainingdeliverables.
Training Strategy
Training Project Schedule
Training Course Outline
3. DevelopProgram
Finalize the design of the materialsand review with the Project Team.
Secure database, finalize content,and create training materials.
Test and refine training materialsand technical infrastructure.
Training Materials Final Draft
4. DeliverProgram
Implement the training (classroomdelivery, webcast, web-basedtraining).
Training Materials Final Version
5. EvaluateProgram
Collect data and refine materials asnecessary.
Training Course Evaluation
6. KnowledgeTransfer
Continue to update trainingmaterials and conductrefresher/delta training as needed.
Training Materials Final Version
Standard Training solution is basedon a Train the Trainer approach
4. Training Strategy
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Page # 22: Rapidigms Business Intelligence Practice - 2005 http://www.rapidigm.com/bi
CourD E
F
G
H
lE
Audience
Enter
Irise/PEPSY
ProcessOwners
ManagementTeam
ProcessManager
TeamManagers
TeamLeaders
ProcessS
I
ecialists
Otheremployees
SpecificUATresources(Finance,Business)
ShopManagers
BudgetHolders
BusinessLineManagers
E
P penseClaimants
GroupPurchasingSeniorBuyers
GroupPurchasingBuyers
GroupPurchasing-SCBAnalysts
GroupPurchasingOperationalPurchasing
BusinessEmployees-Requisitioners
BusinessEmployeesApprovers
BusinessEmployees-Receivers
BALGoods-
Q
ndepartment
BusinessPartners/MI
LocalHR
Introduction to Oracle
Detailed Oracle Module ? ? ?
Train the Trainer @ ?
Reporting tools / Cognos*
SLAs Finance
High performance team
CustomerService
Effective leadership @
Induction
Web expenses** ? ? ? ? ? ? ?
Web requisitions / receipting** ? ? ? ? ? ? ?
Strategy & Needs Assessment
Project Schedule
Matrix
Average forLP
Non-Group
Settle R entsGroup &Ancillary
Settle R entsOverhead
Settle R ents Credit Control
SKILLS (use rating scale)
Basic Accounting Skills 1.8 1.8 1.2 1.3 1.5Detail orientation 2.5 3.3 2.3 2.7 2.0Co
S Sunication skills 2.2 2.2 2.3 2.5 2.5
Te lephone skills 2.6 3.0 2.5 2.8 3.0Proble S solving 2.3 2.3 2.2 2.3 2.5Persona l Efficiency 2.2 2.5 2.2 2.4 2.3Ability to i
Sple
Sent business decisions 2.2 2.7 2.3 2.4 2.3
Ability toS
anage tiS
e effectively to hit dead lines 2.5 3.0 2.8 2.8 2.3B
T
HU
VIOUR (use rating scale)
CoS
fortableV
ith routine 3.0 3.0 3.0 3.0 3.0Co
Sfortable
V
ith change 2.8 2.5 2.8 2.3 2.8Eagerto learn ne
V
skills 2.9 2.3 3.0 2.8 3.0Freely and regu larly shares kno
V
ledge 2.6 3.0 2.5 2.3 2.5Tea
SPlayer 3.1 3.2 3.2 2.9 3.3
Continuous IS
proveS
ent 2.4 2.0 2.3 2.3 2.3Sho
V
s EnthusiasS 2.8 2.3 3.0 2.7 3.0
ShoV
s Perseverance 2.7 2.8 2.8 2.5 3.0W
ork ethic 2.9 2.3 3.0 2.8 2.5Sho
V
s interest in T X I X K business 1.9 2.2 1.3 2.1 1.8Internal custo S erfocus 2.0 1.7 2.2 2.0 1.5TOTALOUT OF 76 47.3 48.2 47.0 46.9 46.8
TeaR s
4. Training Deliverables Excerpts
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Page # 23: Rapidigms Business Intelligence Practice - 2005 http://www.rapidigm.com/bi
SUBJECT LEARNING OUTCOME NAVIGATION TIME EXERCISE TRAINERACTIONS
TRAINEEACTIONS
SESSION 2 ACCESSING INTERNET EXPENSES (15 MIN)
Accessing
Oracle andInternetExpenses
Know how to start Oracle
and select the InternetExpenses responsibility,change password
Login
Refer to section 2
of the manual
5 min y Login to Oracle using Train1-Train20
y Change password to oracle
y Explain responsibilities.Learners should select theInternet Expenses
responsibility.
y Describe the right side of theExpenses window.
Demonstrate Follow
Q & A
NavigatingInternet
Expenses
Understand windowsterminology, know the terms
used in navigating InternetExpenses
Click on ExpensesEntry
PowerPoint
Refer to section
2.3 of the manual
10 min y From the Expenses Entry
window refer to each term inthe table in the manual and
point to it on the screen and
explain when to use ity Explain that they will use the
TAB, ARROW and mouse to
navigate in windows
y Click on Enter NewExpense Report and
explain the additional termsthat were not on theExpenses Entry window.
y Explain which fields arerequired on the Enter NewExpense Report window.
Explain that everyone forwhom they are allowed to
enter expense reports willappear in the Name drop-
down list. Each user id is set
Demonstrate Follow
Q&A
Agenda
Train the Trainer
STARTINGTHECOURSE(5Y
INUTES)
y I tra b c d e f
a cr
g elf. Writ
e
f
a cr
` hm
e
a t
i efli
p d i h rt
art
i e
` hm
e
d hr
b
a
f
a crPC.
y Giq
e i fa rm h ti a a g e d c ritf
h ` b h l h rm g , if h f
.
y Er
pl
hi
w
i er
et
i e
` e hr
e gt fir
e
e
r
it ig.
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p
lh
i
wi e
re
ti e
` e h
re g
t ta
ile
tg
h
re
.
y Er
pl
hi
w
i ht t
i em
e hl/
sr
e hk
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h ` t e m
e t
g
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e. G
e ` er
hll
f
, ti e
re
g i a c l
b
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h
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ar
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a a ` .
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` ct
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a pti
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ar
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q
et
ii
gf
art
i eAg
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secti
.
y E
l i w ere t e earest telephone isand whereany messages would eleft.
y Askeveryone toeitherturnoff mobilephonesorset them tovibrateratherthansound.y E
pla in the materia ls that t heyhave in front of t hem manual, exercises if you havehanded them out already, notepaperandespecia lly thecour
v
luation form.
EXP
AININGTHECOURSEOBJECTIVES(5
INUTES)
Wheneveryonehasarrivedand is seated, begin the coursebyexplaining why theyarehere. Describe what theyshouldget out the
course in termsofoverallknowledgegained, capabilities they willacquire, andprocedures they willunderstand. Youshouldbeable todescribe theobjectivesofaone to two -daycourse inless than fivebullets.
Forexample, In thePayab les Invoicescourse theobjectives might be:
y Understand thePayab les Departmentsresponsibilities in theTFC
y Understandhow Payab les integrates with theotherareas in theTFC
y earnhow touse Oracle todoyourjob
y Understand theprocedures to follow in theTFC withregard to invo icesandexpenses
To set expectations properly you might even have to say what they WILL NOT learn in this course.
4. Training Deliverables Excerpts
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Page # 24: Rapidigms Business Intelligence Practice - 2005 http://www.rapidigm.com/bi
Process Change Training - Sample
Process & Role Mapping Exercise using swim lanes to identify who is affected.
Comparison between current state and future state.
Lead/
Superviso
r*
Maintenance
Manager
Shop
Administrator
Maintenance
Technician
PartsManager
Service
Writer
Process Map for Fleet Maintenance Functions
Discussion Questions
1. How many shifts does your shop have? ______________________________ 2. Do you have a Supervisor on each shift? ______________________________
3. Do salaried Supervisors work on trucks? ______________________________
4. How many parts people do you have? ______________________________
5. Do you have a parts person on each shift? ______________________________
6. Do any of your vendors physically place parts into inventory? ______________________________
Uniquepositionatshop?
(Checkif"yes")
Work Orders are created
electronicallyin COMPASS,
printed, and then assigned to
Technicians .
Place an "X"in each
positionbe low that has a
personwho currentl y creates
work orders.
Accurate up-to-date meter
readings are essential for
COMPASS to properly
forecast PM's and other
Standard Jobs. To ensure the
system has accurate meter
readings enter your fuel
usage information into
COMPASS daily.
Place an "X"in each
position be low that has a
person who currentl y enters
fuel information into your
existing system.
Unit defects can be discovered
through manysources such as
DVIRs, PMs etc. These
defects must be analyzedto
determine ifanyaction is
needed, and ifso, the correct
repair or inspection to
perform.
Place an "X"in eachposition
below that has aperson who
currently maintains the
backlog, (work tocomplete),
inyour exis tingsystem.
The requirements for
"Planning and Scheduling"
will continue tobe 70% of
work"Scheduled"at least 48
hours in advance.
COMPASS has many
features tohelpyou meet
that target.
If your shop's "Schedu led"
work is at least 40%, place
an "X" ineach position
below that has apersonwho
performs "Planning and
Scheduling."
When parts are neededto
complete a repair, the first
step is to determine if the
part is in stock. This step
refers towhois physically
checking to see ifthe part is
in the parts room andthen
takes that part toapplyit to
the workorder.
Place an "X"in each
positionbe low that has a
personwho currently checks
if needed parts are on hand.
(Think about all shifts.)
When requiredparts are not
on-hand, they must be
ordered.
Place an "X"ineach
position be low that has a
person whocurrently orders
parts.
(Think about all shifts.)
When parts or services are
purchased, the process of
matching the quantity/price
ordered to what was actually
received must be performed.
Place an "X"in each
positionbe low that has a
personwho currently
processes invoices.
(Think about all shifts.)
At times it is necessaryto
determine if a part should be
kept on hand at your
location. If so, it must be
enteredinto your inventory.
Place an "X"in each
positionbe low that has a
personwho currently
determines if parts should be
kept on hand.
Inventory levels in
COMPASS are actively
managed-- parts room
inventories are audited
frequently.
Place an "X"in each
positionbe low that has a
personwho currently
manages inventory.
Obviously maintenance work
is performed. At some sites
people other than technicians
repair equipment.
Place an "X"in each
position be low that has a
person whocurrently works
onequipment.
As parts are used for repairs,
they must be issued and
chargedtoan asset.
Place an "X"in each
position be low that has a
person whoissues parts to
assets.
COMPASS tracks labor time
as jobs are beingpe rformed.
Technicians scan on/offjobs
to record labor time.
If your shopactively (during
the job)tracks time to each
job, place an "X"in each
position below that currently
has a person tracking time
on each job.
Work Orders are reviewed to
ensure completion -- closing
a Work Order indicates to
Operations that the asset is
ready for use.
Place an "X"in each
position be low that has a
person who verifies that an
asset is ready for use.
Unit information is updated,
corrected, and tracked in the
system.
Place an "X"in each
position be low that has a
person who updates,
corrects, and tracks unit
information in your current
system.
A final review/approval for
Work Orders is performed to
ensure they are complete and
accurate. All parts charged
out, labor charged out, etc.
Place an "X"in each
position be low that has a
person who reviews
completed Work Orders and
fills in missing/incomplete
information.
Warranty claims will
continue to be submitted
through the Warranty Claim
System; however,
COMPASS will
automatically flag repairs
that are possibly
warrantable.
Place an "X"in each
position be low that has a
person who manages and
follows up on warranty
claims.
Reports are essential to an
efficiently run shop. Reports
can be generated for many
different areas of
Maintenance. You may have
a PM report, unit cost report
or a report listing all assets.
Place an "X"in each
position below that has a
person who currently runs
reports.
Enter Fuel
and Meter
Data
Identify
Maintenance
Work
Plan and
Schedule
Maintenance
Work
Create Work
Order
Check
Inventory for
Required
Parts
OrderPa rt s R ec ei ve Parts Place Parts
Into Inventory
Track and
Manage Parts
Perform
Maintenance
Work
ChargePa rt s Ch arg e La bo r Co mplete
Work Orders
Update
Licenses and
Unit Items
Review and
Close Work
Orders
Manage
Warranty
Run
Reports
Fuel and meterdata provided
Enter fuel and
meter data
Plan andSchedule
Maintenance
Work
Create
Work
Order
CheckInventory for
Required Parts
Order
Parts
PerformMaintenance
Work
Receive
Parts
Place Parts
into Inventory
Track and
Manage Parts
Charge
Parts
Charge
Labor
Complete
Work
Orders
ReportCompleted
Review and
Close Work
Orders
Update
Licenses and
Unit Items
Process Map for Fleet Maintenance Functions
"New Way" Using COMPASS -- Model A
Identify
Maintenance
Work
Order
Parts
Receive
Parts
06/19/03
Charge
Parts
Identify
MaintenanceWork
Plan and
Schedule
Maintenance
Work
Complete
Work
Orders
Plan andSchedule
Maintenance
Work
Create
Work
Order
Identify
Maintenance
Work
Manage
Warranty
Run
Reports
Run
Reports
Run
Reports
Run
Reports
Enter fuel and
meter data
CreateWork
Order
Check
Inventory for
Required Parts
Place Parts
into Inventory
Track and
Manage Parts
Utilizes a Service Writer rather than a Shop Administrator.The Service Writer plans and schedules work, creates work
orders, and manages warranty claims. This approach allows
Supervisors to spend more time on the shop floor and offers
greater oversight of maintenance activities and/or enables
Leads to work on trucks. All roles in Model A are local.
Perform
Maintenance
Work
Charge
Labor
Update
Licenses and
Unit Items
Review and
Close Work
Orders
Manage
Warranty
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Page # 25: Rapidigms Business Intelligence Practice - 2005 http://www.rapidigm.com/bi
5. Knowledge Transfer Basics
What is Knowledge Transfer? Transfer of knowledge from Rapidigm to internal Grace project team
members for ongoing sustainment and maintenance of solution
What are the benefits of Knowledge Transfer? If Knowledge Transfer is planned for, monitored, and executed
effectively
Grace can become self-sufficient for future releasesindependently or with a significantly reduced need for
consultants Ensures Grace acquires the skills to operate and manage its new
business system after consultants are gone
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5. Knowledge Transfer Approach
1. Define Key Knowledge to be Transferred2. Assess Current Knowledge Levels/Ratings
3. Determine Future Delta Knowledge/Staffing Level Needs
4. Determine Methods of Knowledge Sharing
Documentation (ex: Shared Drive on LAN, Knowledge Warehouse) -Documentation of information enhances knowledge sharing by providing
ready access to the full set of work products and deliverables produced
Consultant-Client Mentoring Programs personalized, one-on-one
Just-in-Time, Task Specific Workshops - workshops to provide specificskills, immediately by on-the-job use of the skills
Assigned Ownership - increases accountability for specific workproducts, deliverables, or presentations, resulting in greater motivation todevelop the skills required
Train-the-Trainer - client team members to teach others soon afterlearning themselves
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Change ManagementChange ManagementApproachApproach
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CM Initial Project Assessment
Compelling Change
Driver
Clear, Time-boundObjectives
Executive Sponsorship
Executive Ownership
Project Funding
Team Structure &Steering CommitteeFormations
Roles, Responsibilities,Accountability, andAuthority Defined
Resource Allocations
Process Design
Organizational & JobDesign
New Tools &Technology Usage
Integration with otherPrograms
Critical Success
Factors Defined
Key PerformanceMeasures
BenefitsRealization
Implementation / Deployment
Strategy
Leadership Alignment
Communications
Training & StakeholderTransition
Sustainment Programs
INITIALIZATION
Why should we changeand are we ready?
DESIGN
What should thechange look like?
IMPLEMENTATION
How do we get there?
SUSTAINMENT
How do we knowif/when we succeed?
ProjectPreparation
RealizationBusiness Blueprint Final Preparation Go-Live & Support
Project Delivery Life Cycle
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Core Change Management Activities
ProjectPreparation
BusinessBlue Print
RealizationFinal
PreparationGo-Live &Support
Project Management
Requirement Gathering
Design & Data Modeling
Data Extraction
Testing
Configuration
Infrastructure/Performance
Training & Transition
Go-Live and Support
Leadership Alignment
CommunicationsCoreCM
Activities
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Executive
Sponsorship &
Ownership
Leadership
Identification
Project Kick-off
Project Branding
Training Needs
Assessment
Change Management Activitiesby Phase
ProjectPreparation
RealizationBusiness Blueprint Final Preparation
Governance Model
LeadershipInvolvement
Stakeholder
Identification
Impact Assessment
Focus Group
Selection &
Onboarding
Awareness
Communication
Training Strategy
Business Process
Procedure Review Leadership
Roadshow
Communication for
Affected Users
Training
Development
Train-the-Trainer
Go-Live & Support
Final Prep
Communications End-User
Training
Go-live
Readiness
Assessment
Support
Strategy
Go-live
Communication Go-live Support
Knowledge
Transfer
Documentation
Project
Delivery Life Cycle
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Change Management Participation
Change Management Activities: ExecSponsor SteeringCommittee ProjectTeam
Business
Process
Owners
User
Focus
Group
AffectedEmployees
ChangeManagement
Phase 1: Project Preparation
Project Readiness Assessment
Leadership Identification
Project Kick-off
Project Branding (Recommended)
Training Needs Assessment
Phase 2: Business Blueprint
Governance Model
Leadership Involvement
Focus Group Selection & Onboarding
Stakeholder Identification (Affected Employees)
Impact Assessment
Awareness Communication
Training Strategy
Phase 3: Realization
Business Process Procedures (BPPs) Review
Leadership "Roadshow" Communication
Training Materials Development
Train-the-Trainer Training
Phase 4: Final Preparation
Go-live Support Strategy
Go-live Preparation Communications
End-User Training
Go-live Readiness Assessment
Phase 5: Go-live & Support
Go-live Announcement Communication
Go-live Support
Knowledge Transfer & Sustainment Act ivities
Stakeholder Group Participation
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Change Management SupportChange Management SupportRecommendationsRecommendations
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Optional Change Management &Training Services
Change Management Services & Deliverables
Change Management Plan (Overall Strategy)
Communication Plan
Communication Development
Communication Coordination & Delivery
Sponsor & Stakeholder Management Plan
Stakeholder Identification Impact Assessment
Leadership Alignment
Project Champion Coordination
Readiness Assessment
Training Services & Deliverables
Needs Assessment
Training Strategy
Training Material Development
Training Delivery
Train the Trainer
End User Training Support
Knowledge Transfer Services & Deliverables
Knowledge Transfer Needs & Assessment
Knowledge Transfer Plan
Knowledge Transfer Implementation
**Contact William Chancellor for optional Change Management & Training solutions.**
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QUESTIONS?QUESTIONS?