Product Description

Get pragmatic insights on all dimensions of organizational change during SAP implementations. Readers learn tried and tested, effective and efficient project management methods from experts in the field. Taking a corporate organization based approach you'll uncover best practices for tackling problems inherent in SAP-related change, and for avoiding them altogether.

The authors' own experiences with SAP-specific organizational change management issues are woven throughout the pages of the comprehensive reference. Sample plans and timelines add even more value. Once you've honed your understanding of SAP organizational change management you can then leverage the in-depth strategies and expert techniques provided.

Whether you are an executive decision maker, a project sponsor or a team member, this book helps you tackle change management head-on and avoid costly errors, while helping you make effective project management decisions.

Highlights:

• Project Approach
• Basics of Organizational Management
• Integration of Change Management and Project Management
• Designing Change
• Future State Assessment
• Gap Analysis
• Implementation and Deployment

Product Details

• Amazon Sales Rank: #320938 in Books
• Published on: 2007-04-17
• Original language: English
• Binding: Hardcover
• 365 pages

About the Author
Luc Galoppin, the author of several white papers and articles, has practiced his change management skills in SAP projects for over 5 years. He has done so with differing scopes and user communities in a variety of industries. This broad experience allows him to structure and continuously improve the organizational change methodology necessary for an SAP implementation. Luc spends much of his time doing in-house training for companies. He also lectures at business schools about change management.

Siegfried Caems is a certified SAP consultant. Apart from his consulting experience he has worked as team lead, local project management and as an international and global project manager in large multinationals on the functional/business side. Change management was an important feature in all these roles.

Customer Reviews

Great resource!
This book is certainly a great resource on managing change brought about by an SAP implementation.
Its focused approach and integration with the SAP implementation methodology make it a great companion for those who are committed to an SAP-enabled business transformation.
Thumbs up!

- Sachin Bapat

Review: "Managing Organizational Change during SAP Implementations" by Luc Galoppin and Siegfried Caems
Change Management is all about people - that is, it's the point where man and machine cross each other to establish new ways of getting things done. Siegfried Caems and Luc Galoppin take this very seriously. While analyzing the original idea, the design and the future implementation, both authors look at SAP implementation from different perspectives on the human aspect. IT is cool, but that's about it.
Before getting well into the book, you hit three management performance indicators: Management, Structure and Goals are linked with Competences (Know-How), Knowledge (Know-What) and Motivation (Know-Why). Both consultants continue their quest and link the concepts of Know-How, Know-What and Know-Why to the four areas of Change Management: Organization, Communication, Learning and Performance. Rational vs. Emotional, Know-What and Know-How vs. Know Why.
Sounds complex to you? The book is at times confusing, sometimes unnecessary complicated and might just give you the impression that certain chapters have been written to accommodate a previously established table of contents. So many concepts and ideas are at hand that one can, at times, completely lose track. At the same time, I found this to be one of the strengths of this manuscript: all elements are connected and somehow related to each other. Implicitly and explicitly this book gives every consultant valuable insight as to how a project, mostly driven by IT, touches almost every aspect of an organization.
You will find this book to be much more than a soul searching journey: several "Soft Stuff-Radar" and "Hard Stuff-Radar" indicators allow you to evaluate the project simultaneously from two perspectives: how the project itself is advancing (Hard Stuff) and how "Change Management" is making its way in the process. This book is no finished blue print on how to implement a SAP project, but doesn't ignore project management either. Managers and consultants alike can identify their role as agents of change and use it to their advantage. This book does assume that the reader has some experience in (and knowledge of) project management, but for the more pragmatic manager, several example roadmaps and streams are available.
Managers are urged to forget the Human Resources department as a driver for change, but rather help guide them towards this end. This book will go beyond the "go live" stage and advise how to make changes permanent when the system is completely up and running. Every phase in a project requires a gradually changing approach in all four areas of Change Management. Yes, even performance is an issue and there is little doubt in when or not to continue an implementation. A Change Manager is a realist.
Don't buy this book as a bible, but consider it a worthwhile collection of new insights in Change Management. Sometimes complicated and - I admit - demanding persistence to truly glean all the wisdom contained within this manuscript, this book gives every functional SAP consultant the first DO's and DON'Ts of how to act for change. It's very organized and with eyes for detail, both consultants master each and every one. This book is a must have for every SAP consultant who wants to look beyond the mere "implementation" and, for once, really make a change.

Review for Managing Organizational Change During SAP Implementations
Implementing SAP is no longer delivering a solution - it is about business transformation. More than having SAP Programmes that are structured around the system's preparation, the focus today is on getting the organization and the people ready to go-live, as well as the system. On the part of those who are responsible to define the Programme, this requires an awareness of how the organizational change stream is managed together with the system preparation stream. In the context of that interaction, I find this structuring reading an excellent and practical insight for the dialogue between the Change Manager and the Project Manager. All the best for Luc and Siegfried for launching a breakthrough reading in the field.

Patricia Palma, SAP Change Management Lead.