dmn org aligment essentials
DESCRIPTION
This presentation covers the essentials when taking reorganisation seriously during SAP implementationsTRANSCRIPT
Delta Management Network - Change Leadership Chapter
CHANGE MANAGEMENT ESSENTIALS
Organisational Alignment
p.2
Change Leadership Chapter
Organisational Alignment
• Whereas the Organisational Design work is focusing on high level organisational set-up the Organisational Alignment is taking the step in to more details
• The purpose of Organisational Alignment is to decide and analyse in detail how the business should be organised around new processes
p.3
Change Leadership Chapter
Organisational Alignment activities in the Change Management process
Map Roles and Learning Units to End Users
Purchase Requisition
Warehouse Monitoring
Define the Go-live (to-be) Organization
Organisation DesignOrganisation Design
YORK - Purchasing Organization
YORK AmericasGU/BU
PurchaseOrganization
YORK EMEAGU/BU
PurchaseOrganization
YORK UPGGU/BU
PurchaseOrganization
YORK APACGU/BU
PurchaseOrganization
Global SourcingReferencePurchase
Organization
Company Purchase Organization
CompanyPurchase Organization
CompanyPurchase Organization
CompanyPurchase Organization
CompanyPurchase Organization
CompanyPurchase Organization
CompanyPurchase Organization
Plant Plant Plant
Plant Plant Plant
Plant Plant Plant Plant
Plant Plant Plant Plant
Plant
Organize around the Processes
OA/Process MappingOA/Process Mapping
Impact CascadesImpact Cascades End User TrainingEnd User TrainingUser Access & ControlsUser Access & Controls
TrainingSchedule
Job & ProcessImpact Report
SAP UserProfiles
Department
One-on-One
Saplogon.lnk
Vendor Selection ProcessProduction Parts & Contracting
Design / Sales Engineeringidentify the parts / service
specifications.
Sales / Sales EngineerIdentify the order qty.
Supply Chain / Purchasingcontact the corporate
purchasing organization tosee if corporate contracts
exists with vendors that arequalified to supply the parts
or service.
Supply Chain / Purchasing /Sales Engineer evaluate thevendor quotes and identifythe vendor with the overall
lowest cost.
Corporate contractsexist?
Supply Chain / Purchasingcontact the regional
purchasing organization tosee if regional contracts
exists with vendors that arequalified to supply the parts.
No
Supply Chain / Purchasingadds the vendor with the
corporate contract to the bidlist.
Yes
Supply Chain / Purchasingidentify other vendors thatare qualified to supply the
parts or service.
The vendor selection isapproved?
If possible, Supply Chain /Purchasing send Request for
Quotes to a minimum of 3vendors. (RFQ must includethe vendor with the corporate
and/or regional contract)
Vendors send quotes toSupply Chain / Purchasing /
Sales Engineer for theirevaluation.
Supply Chain / Purchasing /Sales Engineer notify thecorporate and/or regionalpurchasing organizations.
The corporate and/orregional purchasing
organizations review theRFQ data.
The corporate and/orregional purchasing
organizations notify SupplyChain / Purchasing / Sales
Engineer
No
YesSupply Chain / Purchasing /Sales Engineer award the
business to the vendor withthe lowest overall cost.
The corporate and/orregional purchasing
organizations notify SupplyChain / Purchasing / Sales
Engineer
The corporate and/orregional purchasing
organizations and SupplyChain / Purchasing / Sales
Engineer determine the nextactions to be taken.
Regional contractsexist?
Yes Supply Chain / Purchasingadds the vendor with the
regional contract to the bidlist.
No
Has the vendor beenqualified by YORK?
YORK performs the VendorPre-qualification Process.
Vendor is qualified byYORK.
No
YesYes
No
Vendor Selection ProcessProduction Parts & Contracting
Design / Sales Engineeringidentify the parts / service
specifications.
Sales / Sales EngineerIdentify the order qty.
Supply Chain / Purchasingcontact the corporate
purchasing organization tosee if corporate contracts
exists with vendors that arequalified to supply the parts
or service.
Supply Chain / Purchasing /Sales Engineer evaluate thevendor quotes and identifythe vendor with the overall
lowest cost.
Corporate contractsexist?
Supply Chain / Purchasingcontact the regional
purchasing organization tosee if regional contracts
exists with vendors that arequalified to supply the parts.
No
Supply Chain / Purchasingadds the vendor with the
corporate contract to the bidlist.
Yes
Supply Chain / Purchasingidentify other vendors thatare qualified to supply the
parts or service.
The vendor selection isapproved?
If possible, Supply Chain /Purchasing send Request for
Quotes to a minimum of 3vendors. (RFQ must include
the vendor with the corporateand/or regional contract)
Vendors send quotes toSupply Chain / Purchasing /
Sales Engineer for theirevaluation.
Supply Chain / Purchasing /Sales Engineer notify thecorporate and/or regionalpurchasing organizations.
The corporate and/orregional purchasing
organizations review theRFQ data.
The corporate and/orregional purchasing
organizations notify SupplyChain / Purchasing / Sales
Engineer
No
YesSupply Chain / Purchasing /Sales Engineer award the
business to the vendor withthe lowest overall cost.
The corporate and/orregional purchasing
organizations notify SupplyChain / Purchasing / Sales
Engineer
The corporate and/orregional purchasing
organizations and SupplyChain / Purchasing / Sales
Engineer determine the nextactions to be taken.
Regional contractsexist?
Yes Supply Chain / Purchasingadds the vendor with the
regional contract to the bidlist.
No
Has the vendor beenqualified by YORK?
YORK performs the VendorPre-qualification Process.
Vendor is qualified byYORK.
No
YesYes
No
Organisational Alignment activities:• Map organisational roles and work groups to
detailed process maps
• Define and map process variants and how to organise around them
• Identify integrations points and agree on responsibilities
• Update responsibility matrix based on process mappings
• Identify Business Impacts – both business -, process - and job impacts
• Localise global process maps to local organisation needs
• Define Performance Metrics for organisational roles, work groups and processes
p.4
Change Leadership Chapter
Organizational Alignment - Roadmap
Org. Design Model
(Mobilization phase)
AS-IS Local Process
Map
TO-BE Local
Process Mapping
Workshop
TO-BE Local
Process Mapping
Workshop
TO-BE Local
Process Variant
Workshop
TO-BE Local
Process Variant
Workshop
TO-BE Integration
Points Workshop
TO-BE Integration
Points Workshop
Sign-off Organizatio
nal Alignment Deliverable
s
Sign-off Organizatio
nal Alignment Deliverable
s
TO-BE Org. Roles & Work
Groups
Global Processes
(FACT)
TO-BE Performance Metrics
TO-BE Performance Metrics
Update RACI MatrixUpdate RACI Matrix
Localise Process Maps(Fine tune process maps based on
input from Workshops)
Localise Process Maps(Fine tune process maps based on
input from Workshops)
Ongoing update of Business Impact MapOngoing update of Business Impact Map
Workforce Transition
p.5
Change Leadership Chapter
Map organisational roles and work groups to detailed process maps
Role mapping is conducted in Local Process Mapping Workshops
Client Coordinator
Purpose & Objective
Coordinate all sales activities with customers
Description of Responsibility
Negotiate contracts with customer Update sales in system
Purchaser
Purpose & Objective
Purchase all relevant services and materials to business
Description of Responsibility
Negotiate purchase contracts and delivery terms Create Purchase orders
Organisational Roles & Work Groups
Finance
Purpose & Objective
Finance and Control
Description of Responsibility
PaymentsAccount receivable
Organisational Roles mapped to detailed Global end-to-end processes
Customer
Client Cordinator
Supplier
Receiveinquiry from
Customer
CreateMaintenance
Plan
Createquotation
Createcontract
ScheduleMaintenance
plan
Activityreporting
(Time,Expenses)
Invoicing(parts andservice)
Customeraccepts
quotation
Execute work
Receivegoods
Receivecontract and
task list
Receiveinvoice
Accountsreceivable
Reports
Finance andcontrol
Master Data
Customerinquiry
CWTSB0014Create &Maintain
MaintenanceConcept
Receiveplanned order
DeliverGoods
Scheduleresources
anddispatch
CreateThird Party
PlannedOrder
Purchaser
Finance
illustrative
p.6
Change Leadership Chapter
Process variants and how to organise around them
Identification of variants - Local Process Variant Workshop
Related VariantsOrder handling (1):1. Agreement that customer will have one
available resource and if they don’t we charge the customer extra
2. Customer request without contract3. Contract calendar invoicing for service where
all or some activities are included or time and calendar dependencies (activities during normal time included, but during night not included or activities on Saturday, Sunday or public holiday not included) pro equipment, line or location
4. Contract calendar invoicing where all or some parts (material group, ….) are included per equipment, line or location
5. Contract calendar invoicing for service (all or some) and parts (all or some) per equipment, line and location
Example
Customer
Client Cordinator
Supplier
Receiveinquiry fromCustomer
CreateMaintenance
Plan
Createquotation
Createcontract
ScheduleMaintenance
plan
Activityreporting
(Time,Expenses)
Invoicing(parts andservice)
Customeraccepts
quotation
Execute work
Receivegoods
Receivecontract and
task list
Receiveinvoice
Accountsreceivable
Reports
Finance andcontrol
Master Data
Customerinquiry
CWTSB0014Create &Maintain
MaintenanceConcept
Receiveplanned order
DeliverGoods
Scheduleresources
anddispatch
CreateThird Party
PlannedOrder
Purchaser
Finance
• Customer are not recorded in the system
• Required parts are not recorded in master data
• Vendor (for labor or parts) unknown
• Contract includes normal working hours, but exclude overtime
• Contract includes some or all spare parts
• Contract periodic billing
• Contract milestone biling
• Identify key variants and how to organise around these variants
• How does each variant impact the business, process and jobs
illustrative
p.7
Change Leadership Chapter
Identify integrations pointsIntegration points and agreements on responsibilities are done during Integration Points Workshop
Integrations Points workshop is about identifying where handover are done in the process:
Customer
Client Cordinator
Supplier
Receiveinquiry fromCustomer
CreateMaintenance
Plan
Createquotation
Createcontract
ScheduleMaintenance
plan
Activityreporting
(Time,Expenses)
Invoicing(parts andservice)
Customeraccepts
quotation
Execute work
Receivegoods
Receivecontract and
task list
Receiveinvoice
Accountsreceivable
Reports
Finance andcontrol
Master Data
Customerinquiry
CWTSB0014Create &Maintain
MaintenanceConcept
Receiveplanned order
DeliverGoods
Scheduleresources
anddispatch
CreateThird Party
PlannedOrder
Purchaser
Finance
• Identify where the integration points are
• Identify where integrations are between different organisational roles or other players (e.g customer, suppliers)
• Define who is responsible for maintaining the integration
• Define how does communication flow in each integration point
illustrative
p.8
Change Leadership Chapter
Update responsibility matrix based on processes
Customer
Client Cordinator
Supplier
Receiveinquiry from
Customer
CreateMaintenance
Plan
Createquotation
Create
contract
ScheduleMaintenance
plan
Activityreporting(Time,
Expenses)
Invoicing(parts andservice)
Customeraccepts
quotation
Execute work
Receivegoods
Receivecontract and
task list
Receiveinvoice
Accountsreceivable
Reports
Finance andcontrol
Master Data
Customerinquiry
CWTSB0014Create &Maintain
MaintenanceConcept
Receiveplanned order
DeliverGoods
Scheduleresources
anddispatch
CreateThird Party
PlannedOrder
Purchaser
Finance
Customer
Client Cordinator
Supplier
Receive
inquiry from
Customer
Create
Maintenance
Plan
Create
quotation
Create
contract
Schedule
Maintenance
plan
Activity
reporting
(Time,
Expenses)
Invoicing
(parts and
service)
Customer
accepts
quotation
Execute work
Receive
goods
Receive
contract and
task list
Receive
invoice
Accounts
receivable
Reports
Finance and
control
Master Data
Customer
inquiry
CWTSB0014
Create &
Maintain
Maintenance
Concept
Receive
planned order
Deliver
Goods
Schedule
resources
and
dispatch
Create
Third Party
Planned
Order
Purchaser
Finance
Customer
Client Cordinator
Supplier
Receiveinquiry from
Customer
CreateMaintenance
Plan
Createquotation
Createcontract
ScheduleMaintenance
plan
Activityreporting
(Time,Expenses)
Invoicing(parts andservice)
Customeraccepts
quotation
Execute work
Receive
goods
Receivecontract and
task list
Receive
invoice
Accountsreceivable
Reports
Finance andcontrol
Master Data
Customer
inquiry
CWTSB0014Create &Maintain
MaintenanceConcept
Receiveplanned order
DeliverGoods
Scheduleresources
anddispatch
CreateThird Party
PlannedOrder
Purchaser
Finance
• Contract includes
• contracts
Local Process Mapping Variant Mapping Integration Point Mapping
RACI Matrix
Area:
Country:
Product:
Process:
Process step number
Process step description
RResponsible
AAccountable
CConsulted
IInformed
OTC 1.1 Customer Inquiry
Receive inquiry from
cust
Create quotation
Create contract
• The purpose of the RACI matrix is to document responsibilities in the process
• The RACI matrix is updated in parallel with the OA workshops
illustrative
p.9
Change Leadership Chapter
Identify BI – business, process and job impacts
Customer
Client Cordinator
Supplier
Receiveinquiry from
Customer
CreateMaintenance
Plan
Createquotation
Create
contract
ScheduleMaintenance
plan
Activityreporting(Time,
Expenses)
Invoicing(parts andservice)
Customeraccepts
quotation
Execute work
Receivegoods
Receivecontract and
task list
Receiveinvoice
Accountsreceivable
Reports
Finance andcontrol
Master Data
Customerinquiry
CWTSB0014Create &Maintain
MaintenanceConcept
Receiveplanned order
DeliverGoods
Scheduleresources
anddispatch
CreateThird Party
PlannedOrder
Purchaser
Finance
Customer
Client Cordinator
Supplier
Receive
inquiry from
Customer
Create
Maintenance
Plan
Create
quotation
Create
contract
Schedule
Maintenance
plan
Activity
reporting
(Time,
Expenses)
Invoicing
(parts and
service)
Customer
accepts
quotation
Execute work
Receive
goods
Receive
contract and
task list
Receive
invoice
Accounts
receivable
Reports
Finance and
control
Master Data
Customer
inquiry
CWTSB0014
Create &
Maintain
Maintenance
Concept
Receive
planned order
Deliver
Goods
Schedule
resources
and
dispatch
Create
Third Party
Planned
Order
Purchaser
Finance
Customer
Client Cordinator
Supplier
Receiveinquiry from
Customer
CreateMaintenance
Plan
Createquotation
Createcontract
ScheduleMaintenance
plan
Activityreporting
(Time,Expenses)
Invoicing(parts andservice)
Customeraccepts
quotation
Execute work
Receive
goods
Receivecontract and
task list
Receive
invoice
Accountsreceivable
Reports
Finance andcontrol
Master Data
Customer
inquiry
CWTSB0014Create &Maintain
MaintenanceConcept
Receiveplanned order
DeliverGoods
Scheduleresources
anddispatch
CreateThird Party
PlannedOrder
Purchaser
Finance
• Contract includes
• contracts
Local Process Mapping Variant Mapping Integration Point Mapping
Customer
Client Cordinator
Supplier
Receive
inquiry from
Customer
Create
Maintenance
Plan
Create
quotation
Create
contract
Schedule
Maintenance
plan
Activity
reporting
(Time,Expenses)
Invoicing
(parts and
service)
Customer
acceptsquotation
Execute work
Receive
goods
Receive
contract andtask list
Receive
invoice
Accounts
receivable
Reports
Finance and
control
Master Data
Customer
inquiry
CWTSB0014
Create &Maintain
Maintenance
Concept
Receive
planned order
Deliver
Goods
Schedule
resources
and
dispatch
Create
Third Party
PlannedOrder
Purchaser
Finance
• Combined contract• Create contracts for single or
multiple services• Flexible pricing and
discounting
• Establish clear routines for correct creation and maintenance of Master Data
• Local Product Ownership next to Central
• Training
illustrative
• All business-, process- and job impacts are documented in the Business Impact Map
• Detailed description of the change, stakeholder and risk is outlined for both good and bad perceived changes
• A local Business Impact Map is maintained for each area, country, product and a Global Business Impact Map is maintained by BCM to share global change impacts between implementation sites
CATAGORIZATION CHANGE STAKEHOLDERS RISK
d s s a a a a a a a f j r d s s w w w
Business Impact Map
p.10
Change Leadership Chapter
Localise global process maps to local needs
illustrative
Customer
Client Cordinator
Supplier
Receiveinquiry fromCustomer
CreateMaintenance
Plan
Createquotation
Createcontract
ScheduleMaintenance
plan
Activityreporting
(Time,Expenses)
Invoicing(parts andservice)
Customeraccepts
quotation
Execute work
Receivegoods
Receivecontract and
task list
Receiveinvoice
Accountsreceivable
Reports
Finance andcontrol
Master Data
Customerinquiry
CWTSB0014Create &Maintain
MaintenanceConcept
Receiveplanned order
DeliverGoods
Scheduleresources
anddispatch
CreateThird Party
PlannedOrder
Purchaser
Finance
Customer
Client Cordinator
Supplier
Receiveinquiry fromCustomer
CreateMaintenance
Plan
Createquotation
Createcontract
ScheduleMaintenance
plan
Activityreporting
(Time,Expenses)
Invoicing(parts andservice)
Customeraccepts
quotation
Execute work
Receivegoods
Receivecontract and
task list
Receiveinvoice
Accountsreceivable
Reports
Finance andcontrol
Master Data
Customerinquiry
CWTSB0014Create &Maintain
MaintenanceConcept
Receiveplanned order
DeliverGoods
Scheduleresources
anddispatch
CreateThird Party
PlannedOrder
Purchaser
Finance
Global Processes with Local Organisational Roles assigned are localised to match local organisation needs
The localised process maps are an important tool later in implementation:
• during cascade sessions are process map useful as facilitator for discussions
• during training process maps are useful for building process understanding
• during hypercare and stabilisation are process maps used for process optimization and continuous improvement initiatives
p.11
Change Leadership Chapter
Define Performance Metrics for organisational roles, work groups and processes
illustrative