蓝图准备pre-blueprint07变革管理计划cm plan po chg mgt ipr

Contact作者日期文档版本修订描述Doc文档作者InitialName：IanAPPROVAL日期版本人角色人Name 关于资源的激励MOBILIZATIONof BPO的角色TheRoleofthe 为项目建立支持体系BuildingSupportforthe 工厂团队nt 总部Head SAP设计开发DEVELOPMENTOFSAP 解决争论Resolving 选项的开发Developmentof 计划所有人Ownershipof 主数据Master 明确工作实践的变化IdentificationofChangestoWork 团队成员培训Team 团队培训CoreTeam 上线和上线后用户支持Go-liveandpostGo-liveUser 人员培训Trainingforparttime 关键用户Key 最终用户End 改变工作习惯CHANGINGWORK 巩固新的工作习惯ReinforcingNew 与惩罚Rewards& 衡量 提高团队的绩效ImprovementofCoreTeam 沟通计划COMMUNICATION 简报和Newsletter&Web 季度会议Quarterly 指导组会议SteeringTeam 其他会议中的管理ChangeManagementinother CHANGEMANAGEMENT本计划的目的是：记录与慧眼SAP项目管理相关的活动。这些活动包括：Thepurposeofthisnisto theactivitiesconnectedtochangemanagementfortheHuaxinInsightSAPProject.Theseactivitiesinclude:SAPCommunicationswithintheSAPprojectteamand动员团队以外的人员支持和参与项目工作MobilizingHuaxinresourcesoutsidethecoreteamtosupportandparticipateintheprojectwork保持与指导沟通项目进度，提交需要的问题KeetheSteeringTeaminformedofprogressandissuesthatneedtobeescalated克服对的阻 toPreparingusersfornewprocedures,rolesandresponsibilities准备管理计划的工作主要由项目发起人(Ian)完成，项目总监(CateAn)以及PMO(ChengZheng)将协助其工作并提供信息。PreparationoftheChangeManagementnistheresponsibilityoftheProjectSponsor(IanwithhelpandinputfromtheProjectDirector(CateAn)andthePMO(ChengZheng).基本的策略是：管理工作必须与管理层的其他工作联系起来。这样大部分的工作就可以由SAP项目内外的经理来完成。ThebasicstrategyisthatChangeManagementactivitiesshouldbeconsideredapartofmanagementresponsibilityassociatedwithanytask.SothemajorityoftaskswillbecarriedoutbymanagerswithinoroutsidetheSAPprojectteam.执行沟通计划、计划完成的进度并向项目发起人、项目总监和项目经理报告是PMO的责任。TheexecutionofthecommunicationnistheresponsibilityofthePMO.MonitoringtheprogressagainstthisnandreportingprogresstotheProjectSponsor,ProjectDirectorandProjectManagersisalsotheresponsibilityofthePMO.BPO的角色TheRoleoftheBPO的角色如下：TheroleoftheBPOsincludestheSAPApprovethedesignoftheSAPorganisationandbusinessprocesses确保资源的到位，特别是保证支持团队的成员到位。Securetheavailabilityofresources,especiallyofstaffrequiredforsupportoftehprojectteamonaparttime在内部对项目表现出明显的责任与承诺ShowvisiblecommitmenttopromotetheprojectwithinHuaxin保证项目的花费/收益的正当性得到。保证各自模块内流程设计真正解决的需求。Assuretheprojectcost/benefitjustificationismaintained.EnsurethatthedesignoftheprocesseswithintheirmodulesaddressesHuaxin’srealbusiness如果需要，对项目定义做出改变。MakechangestotheprojectdefinitionifBuildingSupportforthe ntEachntinthePilotproject(Yangxin,Wuxue,Huangshi,Wuhan)willcontributerelevantexpertstoensurethat:SAPTheSAPsystemdesignmeetstheir工厂主数据准确，编码符合系统设计的标准。Themasterdatafortheirntisaccurateandcodedaccordingtothesystemdesigncriteria管理的问题得到解决（5部分）Changemanagementissues(especiallysection5)areaddressed.员。PMO将协调与工厂的沟通，和更新，并制作一个包括所有被指派人放在共00General项目综合/07ProjectTeam/Eachntwillnoiminateateamwhichwillparticipateintheprojectasneededtoaddresstheseissues.Theteamwillincludenomineesforallmodules.PMOtocoordinatethecommunicationwiththentstoobtainthenomineelistandtokeepthislistupdated.PMOshouldmaintainacontactlistincludedallnomineesinthesharedfolder00General/07ProjectPMO将有规律的检查出勤率，首先制作双周报告纳入每次指导的材料；每月制作一份工厂参与效率的评估加入出勤率报告中（PMO/LZS/ET准备）PMOtoconductregularreviewofattendance,initiallyintheformofreportsissuedevery2weekstobeincludedintheSteeringTeamBriefingsforeachmeeting.Onamonthlybasistherewillbeanassessmentoftheeffectivenessofntparticipationinadditiontotheattendance,preparedbyPMO/LZS/ET.每个阶段之前，PMO将进行一项阶段前准备程度评估，下阶段需要注意区域及问题。Atthebeginningofeachprojectphase,thePMOwillconductaphasereadinessassessmenttoevaluatetheareasandissueswhichneedmostattentioninthefollowingphase.为了使工厂经理们对系统有一个更好的理解，将在2007年8月初组织他们去菲律宾工厂参观。在这次参观以后，将在每个工厂组织一次工厂经理和SAP团队的联合演示，对象是管理层和将来的用户。TogivethentmanagersabetterunderstandingofthesystemavisisttoHPHIntswillbearrangedbyLZSinearlyAugust2007.AfterthisvisistLZSwillarrangeajointpresentationfromthentmanagersandSAPteamtothemanagementandfutureusersateachnt.工厂管理层将参加与工厂相关的指导会议，包括主数据。必要，将会安 ntMgsshouldattendsteeringteammeetingswhichconsiderkeytopicsrelevanttothents,includingmasterdata.LZStoarrangeasnecessary.SAP项目团队至少每2个月一次每个工厂，学习生产流程的知识、展示项目进展：式安排。TheSAPProjectteamshouldhaveaminimumof1visittoeachntevery2monthstolearnmanufacturingprocessandpresentprojectprogress.LZStoarrange.HeadSales–thecommunicationandalignmentisalreadyeffectiveinthisareaandnospecialnsareIntheFinanceareathefollowingstepsare动由在07年7月安排。CA/ET/RL/ZLtomakeapresentationtoclarifybenefitsofHARP/SAPtoFinancedept.ThisshouldtakeceinJuly2007.ZLtoarrange.IPRHARP&SAP系统，特别是双重生产成本解决方案。考虑让资深财务人员去参观的可能性。IPRtoinvestigatepossiblelinkswithRomaniatobetterunderstandHARP&SAPsystemandspecificallythedualproductcostingsolution.LookatpotentialforseniorFinancestafftovisit.CABPO例会.(CaZL安排CAtojoinsomeoftheregularBPOmeetings.(CAandZLtoarrange)CASAPWW协助支持（CA/WW/IPR进行讨论）CAtogivepresentationontheeffectofSAPonFinancework(i.e.FinanceTransformation)–getWWtosupportinacoordinatedway(CA/WW/IPRtodiscuss)销售和财务的团队任命、参与度&效力评估以及阶段准备程度评估的工作与工厂方面一致。的职责相应的由靖长喜和代替。ForSales&Financethenominationofparttimesupportteam,assessmentofparticipation&effectivenessandphasereadinessassessmentwillbethesameasthentstaff.LZSresponsibilitytoberecedbyJCX&ZLrespectively.SAPDEVELOPMENTOFSAPResolvingDevelopmentofCONNECTPMA1HARP的最佳实践。BusinessprocesseswillbebasedonCONNECTwithmodificationsintheareasagreedinPMA1andtomeetHARPbestpractice.如果存在这些基础设计均无法解决的区域，按以程进行：Ifthereareanyareaswhichthisbasedesignfailstoaddresstheprocedureisasfollows:明确哪些需求是CONNECT+PMA1+HARP的IdentifyrequirementsthatCONNECT+PMA1+HARPdoesnotmeet.Checkthatbusinessrequirementsareessentialbusinessrequirementsorlegalrequirements.Definealternativestomeettheserequirements–assessimpactofeachalternativeoncost/time/risk/functionalityetc.给相关模块团队展示和建议此方案（如果合适也包括成员）。按要求提交给BPO和指导审阅Presentthis& mendationtotherelevantmoduleteams(includingparttimemembersasappropriate).EscalatetoBPOandSteeringTeamasrequired.每个模块经理和顾问将负责保证这个流程得以。它将帮助我们避免问题的产生。当争论出现时，须基于事实来解决而不是基于个人的观点。EachmoduleleaderandconsultingleaderisresponsibletoensurethatthisprocedureisfollowedThiswillhelpavoidproblems.Wheredisputesarise,theymustbesolvedbasedonfactsandinformationnotBPO决策的模板制作。InthecaseofanybusinessprocessthatdiffersfromthebaseCONNECTdesign,anexnationmustbemadefollowingthestepsaboveandedaccordingtotheBPOdecisiontemte.，CateIan将对此方法进行培训并不断强调使用此流程的必要。ET/CA/IPRtoconducttraininginthismethodology&continuallyreintheneedtousethisprocess.计划所有人Ownershipof 所有业务流程设计必须按以下步骤签署：AllBusinessProcessdesignsmustbesignedoffasBytheModuleleader&Bythesupportteamparticipantsandothermoduleteammembers项目经理和项目发起人签署(ET,LZS,IPR)Bytheprojectmanagersandprojectsponsor(ET,LZS,IPR)BPOBytherelevant录中。IntheeventthatanyparticipantintheBPdiscussionsdoesnotagreewiththemendation,themoduleteamleadershouldescalatetheissuetoLZS/ETandLZS/ETshouldmeetwiththat todiscusshisconcerns.Theseconcernsandtheresultofthesubsequentmeetingshouldbeincludedasanaddendumtotheprocessation.PMO将安排有规律的评估，流程参与者是否感觉到他们的忧虑被解决以及他们自己是否掌握未来设计的所有关系。PMOwillarrangearegularassessmentofwhethertheparticipantsintheprocessfeelthattheirconcernsarebeingaddressedandwhetherthey“own”theproposeddesign.整个蓝图设计文件将由指导签收。TheoverallblueprintwillbesignedoffbytheSteeringTeam.Master主数据准备是需要团队与公司部门/工厂共同努力的工作。MD的每一个部分都需要有专人负责核对和签署。这个所有关系必须在支持团队中表现出来。Masterdatapreparationisajointeffortbetweenthecoreteamandthedepartments/nts.EverypartoftheMDmustbe“owned”byanindividualwithresponsibilitytocheckandsignoffthedata.Thisownershipshouldbespecifiedinthelistofnomineesfortheparttimesupportteams.QB将给所有团队成员（BPO）MD723日开始将持续几段时间。QBwillgiveanintroductionofMDrequirementstofullteam(inclp/t&BPOs)overseveralsessionsstartingon23July2007.QB/ET/IR将定义一个主数据状态报告放进月报包。QB/ET/IRtodefineaMasterdatastatusreporttobeincludedinthemonthlyreportpackage.QBMD的管控模型（上线后）200710月完成。（QBtodefineaernancemodelforMD(postgo-live).DrafttobeissuedbyOctober2007.IdentificationofChangestoWork息。（模板文件在\\0\慧眼共享文件$\00General项目综合\01ProjectControlling\04管理ChangeManagement）EachmoduleconsultantleadertomaintaintherelevantsectionoftheLogofchangestoprocesses(i.e.as-istoagreeddesign)toprovideinputtotraining.ManagementTeamCoreTeamGo-liveandpostGo-liveUserTrainingforparttimeKeyEnd ntobepreparedbyReinforcingNewRewards&提高团队的绩效ImprovementofCoreTeamDefiner&rofeachmodule’s 简报和Newsletter&Web简报将在每月15日。每期简报将包括以下内容：Thenewsletterwillbeissuedmonthyby15thofeachmonth.Eachissuewillincludethefollowingtopics:1trafficlights这张将展示目前主要问题的状态，用简单易读的颜色表达。Pictureshowingthestatusofkeyissueswitheasytoreadcolourcoding1从时间倒数达到下个里程碑（阶段结束）的天数。须用显眼的条状在正文之前表现。Contdowntonexttone(endofphasewithnumberofdaystogoonpublicationdate.Tobeboldlydisyedinstripabovestartoftext1对高管层的采访。（看下面的计划）Interviewwithtopmanager(seeschedulebelow)2Featured与采访相关的模块（看下面计划）Linkwiththeinterview(seeschedulebelow)2HARPHARPFeature(from2SAP符合（看下面的计划），包括团队的。SelectedbenefitsofSAPsystem,tofitwithinterviewandmodulefeature(seeschedulebelow).Includepictureofteam.3Events& 简单描述和。尽可能包括 项目的拥。Picturesandbriefdescriptionofeventsheldduringthelastmonth.Trytoincludeasmanyparticipantsaspossibletoshareownershipofproject3上月团队活动的。（可以与上面一项合并）Picturesofteammembersinvolvedinmonth’sactivities(cancombinewithabove)4Manager’sreport表示进度的图表。项目的主要问题。Diagramshowingprogress.Keyissuesfacingproject.4SAPSAPSAP/HARP/MAC怎样改变工作实践的具体的例子。SpecificexamplesofhowSAP/HARP/MACwillchangeworkpractices.每月简报的如下：ThetopicsforeachissueareshowninthetableSAPHARP tform,