ERP GOLDEN GATE INITIATIVE

ORGANIZATIONAL CHANGE MANAGEMENT STRATEGY

Authors: Linda Buckley

Creation Date: April 2010

Last Updated:
Control Number:
Version: 1

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Document Control

Change Record

Date Author Version Change Reference

4-19-2010 Linda Buckley 1

5-19-2010 Michelle Russell 2

Approvers

Name Position

Michelle Russell SVP, Operations and Supply Chain, ERP Executive

Sponsor
Mike Drinane Director of Product Strategy, ERP Project Manager
Linda Stephan Director, Human Resources

Distribution

Copy Name Location

No.

1
2
3
4

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 Contents

Document Control........................................................................................................2
Overview......................................................................................................................5
Executive Summary..................................................5
Vision.........................................................................6
Objectives & Benefits................................................7
Guiding Principles......................................................8
Scope........................................................................9
Approach....................................................................................................................10
Critical Success Factors...........................................10
Project Interdependencies.......................................11
Key Organizational Change Management Components..............................................13
Leadership Alignment and Engagement..................14
Communication.......................................................14
Stakeholder Mobilization.........................................17
Role and Organizational Design...............................19
Site / Department Readiness...................................21
Training Strategy.......................................................................................................23
Training Overview...................................................23
Training Principles...................................................25
Critical Success Factors...........................................26
Methodology............................................................26
Approach.................................................................29
Assumptions............................................................30
High-Level Curriculum Design.................................30
Risks and Mitigations...............................................31
Training Facilities....................................................31
High-Level Training Project Timeline.......................31
Roles and Responsibilities for Training....................31
Training Team Interaction.......................................33
Target Audience: Role Mapping..............................33
Training Course Methodology..................................34
Training Documentation..........................................34
Updating Training Documentation...........................34
Post Go-Live Training:..............................................35
Development Tools..................................................35
Evaluation Methods and Tools.................................35

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OCM Framework.........................................................................................................36
Workplan.................................................................36
Tools & Templates...................................................37
Instructions & Techniques ......................................37
Deliverables............................................................37
Measures & Scorecard.............................................37
Conclusion..................................................................................................................39

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Overview
An Organizational Change Management (OCM) Strategy is a proactive, long-term approach
designed to achieve a future-state vision and is used as guidance for a transformation initiative. It
describes what will be done and why to address the “people needs” associated with process and
technology changes.
The OCM Strategy includes:
o Vision
o Objectives
o Guiding Principles
o Scope
o Approach
o Key Organizational Change Management Components
o OCM Framework
This document will provide a high-level OCM overview and will describe the integration of the
OCM work within the larger project of the ERP Golden Gate Initiative. In addition, there is a
corresponding document that further defines the Training Strategy. Plans to execute these
strategies will also be developed in separate deliverables and work plans.
The OCM strategy itself will be used for continued guidance throughout the ERP Golden Gate
Initiative and will not shift in concept or vision. The flexibility lies within the execution of this
strategy; the strategy itself provides a foundation for steady, clear direction throughout the
transformation.

Executive Summary
The Organizational Change Management Strategy defines the change management approach to
be adopted by the ERP Golden Gate Initiative. The OCM strategy:
o Defines the objectives to be met
o Identifies and describes the key components of organizational change management to be
used during the project
o Suggests risks and critical success factors to be taken into account at the onset of the
initiative
o Describes how organizational change management activities are integrated with other
project management activities
Success of the project is based on recognizing the critical importance of OCM on large-scale
change projects. The approach to be taken fully integrates OCM with systems and process
implementation activities which is critical to project success and benefits realization. A few
important principles that will guide our approach are as follows:
o Business transformation is, by its nature, disruptive. The change process has the
potential to impact all areas of the enterprise, and as such has a significant impact on
productivity during the transition phase. This needs to be proactively and carefully
managed.
o The purpose of an OCM framework is to achieve higher quality and faster business
benefits delivery and sustained transformational change through a systematic approach
that engages Lawson Products’ leaders and team members.

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 o Organizational change management is a systematic, methodical approach to managing
business transformation that addresses and aligns what needs to change and how to
implement the change most effectively.
o Organizational change management cannot be viewed purely from a functional
perspective. The success of the change program relies on the ability of the leaders to
understand that the change has enterprise impact.
o Organizational change management is not a separate stream of work within the project,
but rather consists of various activities that are tightly integrated with the system and
process implementation.
o Change implementation represents multiple steps on the journey and is not the final
destination. The OCM track will help our stakeholders mitigate downside performance,
transition to equilibrium, and reach higher performance and benefits through a carefully
managed, integrated approach to change.
o OCM is a disciplined approach to plan and manage the human response to any change.
The methods to be used will strike a balance between compliance and commitment.

Vision
Lawson Products MRO Business has a vision to be the leader in maintenance and repair
solutions, delivering value to customers through their people, products/solutions and services.
That vision is something all Lawson team members share, whether they work in sales, distribution
centers, or headquarters. This vision paints a picture of what Lawson Products aspires to be and
how it will distinguish itself in the marketplace.
The ERP Golden Gate Initiative is one of three key strategic initiatives that will transform the
MRO business and enable the business to achieve its vision. For all departments the ERP
Golden Gate Initiative touches, the vision is a sustaining force that will focus the drive for change.
By improving systems, processes, data and enhancing the business skills of our people, Lawson
will be able to improve organizational productivity, effectively manage operating costs and
improve the customer experience. ERP, in turn will enable Lawson to realize the full benefits of
the two other key strategic initiatives – Network Optimization and Sales Transformation. As such,
ERP is an integral part of enabling the overall vision.
Vision statements are used to clarify the general direction of change, motivate people to take
action in the right direction and coordinate the actions of many people. The business vision was
created by leadership to clearly and simply communicate statements about Lawson Products’
future - a description of the future we intend to achieve at the end of our transformational journey.
As already indicated the strategy for achieving this vision is 3-pronged, with ERP as a key
enabler to realizing the full benefits from the other two initiatives, Sales Transformation and
Network Optimization
For ERP, the following strategy and approach were decided upon:
 The ERP solution core capabilities will include order management, warehousing and
distribution, supply management, order management, sales planning and agent
administration, pricing, product management, and marketing. Enhanced solutions will
better enable these most critical front line functions to provide better value to Lawson
Products customers while reducing cost and improving margins.
 The back office supporting capabilities include Finance and HR that will enhance decision
support and increase productivity and reduce costs.
 The enabling infrastructure includes enterprise information management and reporting
tools that will provide better information governance and delivery, as well as modern

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 application integration tools and portal technologies. Together these will provide the
foundations that will allow Lawson Products to run the business more efficiently on a day-
to-day basis and drive profitable growth for the future.
 This strategy also describes a fundamental shift in Lawson Products’ IT philosophies and
approaches. Lawson Products is committed to adapting best practice processes within
the wholesale distribution industry, enabled by the ERP solution with minimal
customization.
This strategy provides the logic for how transformation of the business through ERP will be
achieved.
The MRO Business Vision, the key strategic initiatives for transforming the business and
achieving the vision, and the strategy and approach for the Enterprise Resource Planning
initiative will be messages that will be incorporated into the ERP Golden Gate Initiative
Communication Strategy and Plan.

Objectives & Benefits

The ERP initiative is the foundation for Lawson’s future operating model. Providing a framework
for best business practices and a single source of visible data, ERP will be critical for future
profitable growth of the company. ERP will support reduced spending in IT over time, improved
associate productivity across the organization and improve decision making through standardized
business processes and real time access to centralized data.
ERP Golden Gate Initiative Benefits:
o Enhance the customer experience
o Improve associate productivity
o Reduce operating expenses
o Improve working capital utilization
o Simplify and standardize processes for Lawson Products associates and customers
o Enable profitable growth of the business.
o Realize the full benefits of two other key strategic initiatives – Network Optimization and
Sales Transformation
The ERP Golden Gate OCM objective is to inform, motivate, and prepare team members for
change to reduce people/organization risks associated with business transformation.

People/Organization Risks
The OCM track is critical to the overall success of the project and mitigates the following risks:

Risk 1: No clear direction and/or transformation strategy. This normally means that the
vision for change is not clearly understood or shared by the entire Lawson Products’ audience,
and that there is no compelling business case for change. This could also mean that momentum
for change is not achieved or maintained due to poor leadership.

Risk 2: People are unwilling to adopt the change. Resistance to change is often the main
“hidden” cause for program failures. This normally manifests itself through lack of engagement
from the key stakeholders and lack of trust by the larger business communities (e.g. “We’ve seen
it all before”; “It’s never going to happen”).

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Risk 3: People lack the competencies to make the change. Often businesses lack the
internal skills to implement major change. Given that change is today a constant element of
business life, hiring consultants isn’t enough to transform the organization successfully; acquiring
the required skills is necessary to sustain the desired changes and continually adapt in the long
term.

Risk 4: Organizational barriers to change. Changes to parts of the business are often not
reflected in changes to the job roles, organization and governance structures, which remain
unaligned to the new vision and strategy.

Risk 5: Lawson Products human resources support strategy does not support the
change. Performance management and reward systems are often inappropriate to sustain the
desired performance culture and behaviors, so the change is not fully implemented and has no
long-term sustainability.

Risk 6: Organization’s Capacity for Change: Challenge is 55 years of the way Lawson has
done business. Failure to implement strong business sponsorship and a business change
network along with a structured Organizational Change Management methodology and tools.

Guiding Principles
There are three primary guiding principles of OCM that the ERP Golden Gate OCM team will use
to guide the work to be completed. They are:
Change Management is a process, not a function.
Communication, organization alignment, role design and identification of impacts are embedded
within the process of change and are things that all team members are involved in as a natural
aspect of their work. The Organizational Change Management track of the ERP Golden Gate
Initiative will help coordinate and orchestrate these areas and facilitate the identification and
mitigation of issues throughout the project lifecycle.
The business must own the solution.
“Ownership” includes both ownership of the project’s solution and ownership of its successful
implementation from a Site /Department Readiness perspective. The OCM team will manage
their efforts so they are seen by the business as a service provider and business enabler (partner
with them and provide tools, templates, and consulting but not “do it for them” or “do it to them.”)
Success is based on Outcomes . . . not simply “Deliverables.”
To be successful, the OCM team will focus efforts on helping the business identify issues,
understand impacts, and provide approaches to address issues before they become
unmanageable. Sometimes an approach won’t work, so the team will need to suggest a different
approach . . . with the only acceptable outcome being a successful implementation.

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Scope
The ERP Golden Gate OCM scope includes the following key constituents: ERP Golden Gate
project team, extended project team, the individual departments affected, the entire Lawson
Products enterprise, customer and vendors. For each OCM component, the team will tailor the
work to address the specific needs of each of these constituents.
The OCM scope of work for the ERP Golden Gate Initiative is to develop strategies and
frameworks to execute on each OCM component. As the OCM strategy, methodology and
framework are designed to support the ERP Golden Gate Initiative, they also create an internal
change capability for Lawson Products. As part of the project, the OCM team will tailor the
frameworks to meet the specific needs of the ERP Project and build a sustainable model that will
continue to support the on-going change initiatives that Lawson Products implements.

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Approach

Critical Success Factors

The factors by which we will measure our success are described below:
• Shared vision and strategy. It is important to ensure that everyone involved in the
change effort is moving in the same direction – a clearly articulated agenda for change needs
to exist across the whole of the organization. The vision for the organization needs to be
communicated clearly. This should focus both on the benefits for the entire organization and
the WIIFM (What’s In It For Me) for employees affected by the change.

• Leaders engaged and aligned. Leaders at all levels within the organization need to be
committed to and visibly support the vision and change process through both words and
action. Leaders must be seen to “walk the talk.” Leaders should be aligned around the
change agenda as well as ensuring a consistent message and demonstrated commitment. It
is also important for the leadership team to have a clear understanding of their
accountabilities and responsibilities for the implementation of the change program, and for
the right people to be actively involved, informed and consulted in the development of the
solutions.

• Stakeholders prepared and mobilized. The change process will involve the relevant
stakeholders at the right time to ensure commitment and convergence towards the required
solution. Creating the burning platform for change across all the key stakeholder groups is
central to success. A stakeholder assessment will be utilized to identify stakeholders, monitor
the “progress” towards a positive perception and develop strategies to manage any issues or
risks. Communication plans will also target specific stakeholder groups and will include
messages to support the overall project. In-person stakeholder meetings led by team
members and management will be utilized as experience confirms that face-to-face
communication from a person known to an individual is the most effective way of generating
understanding in a high-change environment.

• High-performing project team. The OCM objective of working as a joint team ensures
that there is a “transfer of knowledge” from Capgemini to Lawson Products ERP Golden Gate
Project Team, resulting in ongoing capability in the organization for sustaining change and
managing future changes. The technology, people and process activities are integrated
across the ERP Golden Gate Initiative, and the OCM team uses a program management
infrastructure to prioritize activities and resources throughout. All milestones are integrated
within the project and aligned with any other initiatives taking place within Lawson Products.
The OCM team will involve the entire ERP Golden Gate team in delivering change as it is not
the role of the OCM team alone. We will work alongside the enterprise to ensure there is
ownership of the solutions.

• Upgraded skills and competencies. At the heart of the change methodology we have
adopted is the sustainability of change within the organization. The OCM team can work to
help fill gaps within the Lawson Products’ capability from the outset. Sustainable change and
benefits delivery should combine skills, behavioral and process training so that we do not
attempt to force new structures into old processes.

• Organization design. A key part of the ERP Golden Gate Initiative is reviewing how
resources and capabilities should be deployed within the most appropriate organization

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 structure. It is very important that any new structure is fully aligned to processes that support
not only the future vision but also support the requirement of greater integration across
Lawson Products. The OCM team will help to identify such processes in the building and re-
designing of the new job roles and any organization design changes, leading to faster and
more successful implementation.

• “People processes” updated. A significant obstacle to sustainable and successful

implementation of the change vision is the lack of alignment in the reward and recognition
systems and the underlying performance management framework that supports them.
Aligning these systems to reflect the desired set of values and behaviors in the new
organization is essential to successful and long-lasting change.

• Culture and behavior gaps addressed. Culture change must be addressed as an

integral part of a change management program. The objective is to align culture and
behaviors to deliver the vision. Culture means different things to different people, but is most
simply ‘The way we do things around here.’ There are four key levers that drive corporate
culture:
o Symbols: Items which trigger a sense of belonging or purpose, and which can be
used to imply underlying organization principles
o Behavior: The way in which employees are treated and treat others, and their
attitude to their roles and to the wider organization
o Reward and measurement: The benefits received for performing as needed
including both tangible and intangible and how they are allocated
o Business context: How an employee’s role relates to a wider perspective within
the organization
By pro-actively managing these critical success factors of implementation, failure is greatly
reduced.
The OCM Team is committed to abide by the management of these Critical Success Factors
throughout all phases of the project.

Project Interdependencies
The ERP Golden Gate Initiative’s governance and meeting structure will be used to manage the
project roadmap.
Roadmap management topics include existing or planned enterprise strategies that have project
interdependencies. Including:
o Collision Management: Projects currently underway that could impact our rollout
strategy or require new functionality.

o Legacy Application Issues: Any legacy technology that will not support interim
timeframe before SAP enablement

o SAP Portfolio Opportunities: SAP future technology plans that could impact or
be leveraged by Lawson Products

o Enterprise Portfolio Opportunities: Future technology plans that could

leverage SAP or SAP partner products

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All project tracks, including the OCM track, will maintain visibility to roadmap management topics.
These interdependencies and strategies must be managed from a project management and
change management perspective as they may have significant impact on the enterprise.

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Key Organizational Change Management Components
Previously, this document outlined the broad approach to Organizational Change Management
for the ERP Golden Gate Initiative. The schematic below illustrates the approach at a high level,
and specifically highlights the component portion on the image. The OCM Components included
in the ERP Golden Gate Initiative OCM Strategy include:
o Leadership Alignment
o Communications
o Stakeholder Mobilization
o Role and Organization Design
o Site / Department Readiness
o Training
Components are logical groupings of work that are delivered as an integrated solution approach.
The purpose of bundling work in components is to efficiently organize, manage, and align the
work and resources.

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Leadership Alignment and Engagement
Leadership Alignment & Engagement builds critical mass with key leaders in sharing a common
vision and strategy for the project; as well as defining clearly articulated objectives, benefits and
direction. Leadership Alignment results in a common strategy and emphasis at the top of the
organization that provides support for change, and a clear sense of vision and direction. The key
to any successful transformation starts and ends with Leadership that is aligned and engaged
over the long haul. A focus is needed on developing a guiding coalition that establishes clear
accountability and responsibilities for implementing the change, and set strategies for enlisting
support (e.g. confirm that the right people are actively involved in developing solutions and being
informed of decisions and outcomes at the right time). Additional focus is required to help key
leaders understand their role in the project’s success as they champion the cause for change.

Our approach entails soliciting input from a broader group of business leaders to gauge their
understanding of and commitment to the project’s vision, objectives and benefits; as well as their
individual role in helping make the project a success. In addition, we uncover anticipated change
management challenges and the leader’s suggestions for mitigating these challenges. Our
approach includes a 30 minute to 60 minute focused interview using a structured questionnaire
that guides the one-on-one interviews. The interviewees’ comments will be compiled and
summarized in an Executive Alignment Report and Plan for review by the Project Manager and
the Project Sponsor. The plan describes the activities, timelines, roles and responsibilities
required to close any gaps in leaders’ understanding or commitment.

Communication
Communicating impacts of change and benefits to the business and team members both
facilitates change and encourages stakeholder commitment. Communication provides a common
understanding of the need and business drivers for the project. Furthermore, communication
facilitates acceptance of the impacts associated with the solutions.
The following critical success factors will guide communication activities:
• Deliver messages on a timely basis by trusted individuals (e.g., managers, not just
executives);
• Deliver consistent messages across the organization;
• Leverage existing channels for communication when possible;
• Diversify the delivery of communication through a variety or channels and vehicles to
meet the needs of diverse stakeholders (e.g. emails, intranet, brochures, newsletters,
town halls);
• Repeat and reinforce messages over time to demonstrate that the initiative is “staying
the course”;
• Focus on project successes and progress to fit with the results-driven culture;
• Emphasize that the Leadership group should understand and use techniques that
reinforces messages;
• Collect feedback opportunities to assess communication effectiveness (e.g. project email
account, change agent feedback, etc);

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 • Implement an internal project communication process to tightly coordinate project
communication;
• Manage proactively the changing communication needs of stakeholders over time
(different project phases and implementations).
All OCM components, including communication, are grounded to the ‘Change Curve’, which
identifies the progression of milestones that organizations experience throughout a transformation
or change initiative; it begins with the initial contact and ends with internalization and
institutionalization. The following diagram depicts the change curve with communication
attributes, general messaging, and corresponding timeline:

•Proje
•Prepara
A detailed Communication Plan is created that targets specific audiences or segments of
employees and other stakeholders (e.g. suppliers, vendors). The Communication Plan will be
evergreen, in that, as we identify supplemental communication needs the plan will be updated
and refined to best meet the target audience’s needs.
The Communication Plan includes the following sections for each communication objective:
o Activity or event
o Message to be delivered
o Date of delivery
o Delivery Vehicle / Media / Channel
o Messenger
o Key stakeholder group
o Owner of the communication
o Status

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The Communication Plan recognizes that there is a hierarchy of information needed to support
the project. The key to maximizing the value of themes and messages – to creating and
sustaining credibility for the project – is consistency and repetition. Enterprise, operation and
individual information must not contradict each other, must be continuously repeated and
reinforced. The information must be tailored, but the core concepts, intent and implications must
always be the same.
Enterprise-level Themes
o Foundational themes directed to all Lawson
Enterprise-level themes are strategic or
Products’ team members who are stakeholders for
the project organizational in nature directed to most or
o Strategic or organizational in nature all project stakeholders. These messages
o Related to the overall project effort: vision, business are managed through the project’s Change
case, future state benefits Management team.
Operation-level messages are
Operational-level Messages strategic and tactical in nature and are
o Supportive messages directed to associates by directed to employees by business
business unit, location, process or function function, process, or location. These
o Functional in nature, supporting the themes, while messages are coordinated with
addressing more specific changes and impacts
project’s Change Management team
o Related to the overall impact of the project on the business
unit or location operations and executed through the Project
Individual-level
Leadership information
and the change is tactical
owners and
Individual-level Information or transitional in nature and directed to
individuals or small groups. These
o Specific, detailed information directed at individual associates or
messages are coordinated with change
small groups
o Tactical or transitional in nature network activities and are executed at
o Related to the impact and implications of the project or individual the local level through change owners
and leaders.

As the project moves to implementation of the solution, there will be a greater focus on individual-
level information. Enterprise-level themes will continue to be reinforced, but with less relative
emphasis.
Critical success factors will remain high priorities in crafting individual pieces of communication.
The communication approach will also strongly consider the individual path towards
internalization and industrialization of project and change messaging as reflected in the Change
Curve and communication will be crafted as such.

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S
Stakeholder Mobilization
Mobilization is a key to the success of the project, as it is instrumental to change cultural mind-
sets, create buy-in, and influence behaviors necessary for the success of the project.
Stakeholder Mobilization engages management in affecting change that ultimately they, their
colleagues and employees will experience. Additionally, it involves and informs stakeholders so
they feel part of the process of change, rather than having change done to them, and ultimately,
builds critical mass and momentum necessary to accelerate change adoption.
The Commitment Continuum (refer to Commitment Continuum below) is a guide and barometer
relative to mobilizing end users and practitioners along the curve to ultimately adopt the new
system and business processes at go-live. As transformation occurs over time, rather than over-
night, stakeholders will continue to ascend the curve long past go-live and eventually reach the
stages of institutionalization and internalization. This is the point at which stakeholders view what
was once referred to as “change” as now just the normal way of doing business.

Commitment Co
Project Prep Blueprint Realization
Commit
Level of Commitment
Accept

A project of this magnitude requires a number of people to be involved in order to accelerate

mobilization. An Integrated Change Network (ICN) will be assembled with part-time resources
embedded within the business across functional / organizational lines and vertically to include
executive level management to serve in the role of Change Owner, key first-line or middle-
management to serve in the role of Change Leader, and key leads or seniors to serve in the role Underst
Unders
of Super Users. Relationship
Relationshipbetwe
betw
change
changehas
has
Refer below to the Integrated Change Network (ICN) conceptual model that illustrates the
integration of the ICN, OCM Project Team, and Project Governing bodies.
Understand

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Awareness
Knowledge
Knowledgeofofthe
thechange
changehas
hasoccurred
occurred
Refer to the table below highlighting the roles and responsibilities of the Integrated Change
Network (ICN).

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The ICN Network will be on-boarded and oriented as to their roles, An engaged and
responsibilities, workplan activities and timelines. Subsequently, the OCM team empowered
will provide the necessary tools and resources to support the Change Leaders in Change Network
the execution of change adoption and ownership activities. Regularly scheduled keeps its fingers on
meetings, conference calls, webcasts, etc. will be utilized as a means to push the pulse and
and pull change-specific communications. accelerates change
adoption and
In working closely with the Integrated Change Network, the OCM team identifies mitigates people
and documents the various stakeholder groups impacted by the SAP risks
implementation and conducts a stakeholder analysis. The Stakeholder Analysis
segments the stakeholder groups relative to their role or influence in the change initiative.
The OCM approach also includes an assessment of the readiness for change. We propose a
minimum of two assessments. The first Change Readiness Assessment is conducted early on in
the project to establish a baseline—where stakeholders are today relative to understanding the
change. The results of this assessment are a key input to planning communications, education,
and OCM activities. A second Change Readiness Assessment will be conducted prior to go-live
to measure where stakeholders are relative to the baseline and where they need to be at go-live.
The results of this second assessment help to determine if additional communications, education,
and OCM tactics are required to meet specific stakeholder needs.
Change Readiness Assessments will be facilitated at Lawson by means of a survey tool (i.e.
survey monkey).
The OCM approach also entails rolling out “townhalls”, large group communication events for the
purpose of educating stakeholders on such topics as the project direction, vision, and objectives;
what’s changing, what is SAP and what functionality will be delivered, new roles, etc. Educating
and informing stakeholders enables them to mobilize in a positive direction and adopt the
changes. These communication events will be joint effort between the project leadership and the
Change Owners and Change Leaders in leading and delivering the key messages during the
townhalls.

Role and Organizational Design

Role and Organizational Design (OD) work will have two main goals: (1) to assess the gap
between current state jobs & organizational structure to future state as required by the ERP
Golden Gate Initiative solution and redesign affected jobs and organizational structures as
needed, map old to new and (2) to work with and recommend changes to Human Resources well
in advance of implementation to allow time for assuring the right expectations, metrics and
incentives are in place for a successful go-live. This is also important to address Union
implications up-front.
In addition, once changes have been identified, the OCM Team will facilitate alignment between
the Project Team and Human Resources with new processes, role and structural requirements.
Using outputs from the analysis, facilitation may be conducted to assess and develop possible
changes to:
o Performance management metrics
o Job descriptions
o Talent development
o Workforce management
o Job grading

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 o Teaming and organization structure

Organizational change management is most effective when the organization re-structuring is

designed to support business process changes. A common problem when restructuring is a
tendency of individuals to focus almost entirely on the new positions and organizational charts,
not on new processes.
The ERP Golden Gate Initiative will take the approach of designing roles to support the project
design, and these roles will be incorporated into jobs. The OCM team will work with impacted
departments to modify any organizational structures (if required) and define individual jobs and
positions that are aligned to process versus function.
In order to ensure that Lawson Products’ organization structure is appropriately aligned with the
planned process (and technology) changes, both Organizational and Tactical levels will be
considered during the organizational design

Description Design Approach Issues and Concerns

Organizational Basic shape of the Top down and bottom Internally focused.
organization’s up Effective, efficient
operations and organizational operations
processes
Tactical Process specific Bottom up Team/group focused.
workflow groupings Team effectiveness and
and support staff efficiency, spans and
layers, staffing

Organizational Level:
Design at this level will focus on the design of the organizational units and departments which are
needed to support the new processes. The work completed at the organizational level will
depend on the amount of business transformation from the current state processes to the new
processes. The OCM team will work with the Functional Team during Blueprint to determine the
magnitude of this change. Typically there is minimal change as a result of an SAP
implementation.
Tactical Level:
The tactical level defines work groups, teams, and individual jobs and how they are linked and
coordinated. Decision-making structure and performance measurement criteria are also
considerations at this level. A significant amount of work will be required to align the current
organizational structure at a tactical level with SAP-defined security profiles mapped to roles and
responsibilities. ERP Golden Gate Initiative’s focus will be on a structure which will be sufficient to
allow the process and system changes required. Work on roles and responsibilities may need to
continue to consolidate the process changes already made and then to take into account
potential changes.
It is expected that role design will constitute the majority of organizational changes required by
the project. Role design synthesizes the environment in which people work (organization
structure), the new tasks/activities they will execute (process and technology) and the
expectations for performance (metrics). It is during the blueprinting design workshops that all of
these elements are brought together. Role design (and later job design) is managed and
coordinated by change resources, but it is executed in conjunction with the project’s functional
teams and other OCM members (e.g. Human Resources and ICN members).

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Job design is completed after process designs are completed and roles are designed. It is
completed only for those jobs that are impacted by process or system changes, and only for
those activities/responsibilities that are required to change.
New processes and systems change the duration it takes to complete tasks, as such jobs that are
impacted need to be rebalanced in order to help ensure that they make up a full-time equivalent.
Newly envisioned roles may change traditional jobs in order to achieve efficiencies or enable new
processes and systems.
The OD work provides a method for supporting the organizational elements of change necessary
to achieve the project objectives. This work stream is designed to be actionable and results
oriented. Major changes in organizational structure are not anticipated, but policy and process
changes defined will likely require changes in roles, responsibilities, accountabilities and
performance assessment criteria for many stakeholders. These changes will be identified,
designed and implemented within the OD component.

Site / Department Readiness

Site / Department Readiness prepare local sites / departments and end users for successful use
of the new system. This includes technical and educational preparation, as well as change
readiness in each organization and location. Site / Department Readiness focuses on Change
Management activities that increase the likelihood of a successful go-live. The desired end result
of Site / Department Readiness is to have fostered:

• Ability to perform all necessary transactions and maintenance activities

• Local system and process expertise

• Local ownership of the system and processes

• Self-sufficiency of personnel in the local organizations when using the system

The OCM approach entails rolling out a Site / Department Readiness Dashboard to the Integrated
Change Network to capture the relative readiness associated with such factors as
communications, training, data clean-up, cutover and conversion, role mapping, etc. Refer to the
example below. The Site / Department Readiness Dashboard are shared at the Steering
Committee meetings to achieve a cross-functional / organizational view. Action plans / risk
mitigation plans are developed in collaboration with the ICN and OCM team.

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 Site Readiness Dash
3 3
2 4 2 4

1 5 1 5 1
Leadership Communications
A detailed go-live checklist will be created by the OCM team, in collaboration with other project

live.
Alignment
team and project leadership so as to provide a comprehensive list to the ICN in preparing for go-
Execution of localized
The OCM Site / Department Involvement
Readiness approach and
also entails developing communication
a site / department plan
support plan; that is, a document that defines the activities, timing, infrastructure, and resources
demonstrated
required to support end users at and immediately after go-live. Generally, end users encounter
commitment by local
some problems at go-live, typically ranging from user training error to security authorizations to
configuration or network complications. Nonetheless, a site / department support plan should
address who end users shouldleadership
contact, how users should escalate issues and who will provide
the proper support.

3 3
2 4 2 4

1 5 1 5
Role Mapping End User Training
Identifying and validating Involvement of the
the assignment of business in the training
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personnel to Page
specific
22 delivery process, including
system security access FIT, plus the attendance
and training rate for training
.
Training Strategy

During the project implementation, training must play a critical role to transfer knowledge
effectively so that the staff can make the transition to the new functionality and processes. This
section contains the understanding of the needs, and critical success factors, assumptions, and a
recommended training approach. This information is based upon training best practices as well
as a preliminary assessment of the training environment and culture, job impacts, and projected
training timelines. Training curriculums, and lessons learned from previous SAP engagements
have influenced this plan. This document must be viewed as work in process and will be updated
as more information is available and timelines are updated.

Training Overview
Training enables the effective and efficient transfer of related system and business process
knowledge and creates a high degree of end user confidence and competence so that business
transactions are properly executed prior to dual maintenance periods and during and after
implementation.
To achieve effective training we use a just-in-time strategy to match the timing of training to when
the new skills and competencies will be used and practiced. There is a variety of training delivery
methods that can be used to fit the training needs and capabilities of the individuals being trained.
These methods may include computer or web-based eLearning, on-site classroom training,
facilitated workshops, or one-on-one training and coaching.

• Functional Project Team Training

The functional project team members require SAP training on basic concepts and
navigation. It’s common for such requirements to be met by eLearning classes or
sending functional team members to formal instructor-led SAP training classes offered
directly by SAP. In the Project Preparation phase, an Internal Team Training Plan was
developed and implemented. Training courses were taken by the process and functional
leads utilizing eLearning courses which covered SAP navigation, ERP, and basic process
overview.
In addition to this, the process/functional project team members will learn and/or reinforce
their formal instructor led training as part of the knowledge transfer process. This type of
learning does not typically happen at a specific time; it is a continuous process that
evolves throughout the project life cycle. Resources’ participation in development
activities and reviews of deliverables and work products accelerates the knowledge
transfer process. Strong knowledge coordination and active participation are critical to an
expeditious and efficient transfer of knowledge.

• Train-the-Trainer
There will be designated Super Users from the business who will be trained and who will
serve as trainers for the end users. This approach inherently brings credibility; in that, the
end users are learning from one of their own, a subject matter expert in SAP as well as
the business process. This approach builds capability and capacity for delivering training

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 to a widely dispersed end user population; as well as sustaining user performance and
competence beyond go-live.
Train-the-trainer training therefore is intended to prepare the Super User trainers on the
basic concepts of training as well as SAP transactions at a detailed level so that they are
competent and ready to deliver end user training. The training is also meant to pilot the
training material before it is rolled out to mass end users during end user training.
Capgemini and Lawson Functional Team members will guide and support the SAP
learning; while it’s expected that the Super User trainers are knowledge experts in the
business process. The OCM team will provide “soft skill” training; that is, learning how to
be a trainer and facilitator.

• End User Training

Our end user training approach recognizes that effective and timely training is critical to
the success of the overall implementation. The approach focuses on performance,
recognizing the fact that different audiences have differing training needs, and provides
training tailored to those needs. End user training will be from more than a “how-to-use-
the-system” perspective. End users need a combination of SAP overview, business
process and role-based training. Therefore, the training focus will be on the following
areas.
 Provide training based on role-based performance needs
 Utilize real work transactions, processes and procedures
 Use a variety of training vehicles

A just-in-time role-based training plan will be developed consisting of specific training modules
related to the discrete elements of the future role, and that the training modules are delivered as
close to go-live dates for specific roles as possible.

Curriculum / courseware design is completed following the clarification of role definitions.

The detailed curriculum should include:
• Lawson Products’ overall goals and strategies
• The benefits of the ERP Golden Gate Initiative in supporting this vision
• Processes and procedures
• Roles and responsibilities
• Enabling technologies
• Hands-on practice sessions
• Review questions
• Evaluations
The immediate focus is on a “roll-out” curriculum. The aim of the roll-out curriculum is to facilitate
the migration from existing job functions to new roles. An example would be to support the
migration in process, procedure and technology of an accountant, rather than teach accounting
expertise from a zero knowledge baseline.
The education and training material should be stored online for ease of on-going support and
maintenance.

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The following represents a high level summary of the process training that End Users will receive.
Note: These areas will be broken down into various training courses during the Realization
Phase.
• Executive Overview
• SAP Navigation
• Warehousing
• Quote To Cash
• Finance
• Procure to Pay
• Sales
• Marketing and Operations Planning (SMOP)
• HR (Agent and Employee Administration)

Training Principles

The following overall training principles will be followed when possible:

• Where appropriate, identify “Subject Matter Experts (SMEs)” who will gain a
deeper understanding of the new systems and processes through project-related
activities such as participation in design sessions and testing. Utilize a subset of these
SMEs to be trainers (Super Users) who are viewed as leaders within their departments
and who will be able to most effectively deliver training. These Super Users can also
help support the implementation post go live.
• Leverage as much previously-created material as possible (e.g., build off
deliverables that were already created by the project teams, such as business
processes/user procedures, test scripts, etc.).
• Build in the appropriate amounts of background and overall process information
in order to help establish context.
• Deliver training that is role-based. As much as possible, end-users will be
instructed on what they need to know in an effort to (i) not overwhelm students with
information that doesn’t apply to them, and (ii) limit the total number of unnecessary
classroom hours.
• Include the appropriate mix of training material focused at the following levels:
• Program Level: Program background, scope, guiding principles, etc.
• Process Level: Process flows, inter-dependencies, etc.
• Transactional Level: Mechanics of performing specific system transactions
• Employ classroom style training as much as possible. However, consider
alternative training methods when appropriate (e.g. webcasts, etc due to exceptionally
small or large training audiences, geographically diverse student population, simple --
versus complex -- training content, etc.)

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 • Make classroom training highly interactive and “hands on” through the use of
classroom exercises in order to keep classes engaging and to gauge student
comprehension which will also reinforce learning.
• Only to the extent necessary, provide one-on-one hands-on training to specific
individuals.
• To the extent possible, use consistent, standard materials to train different user
groups on a single topic. Only customize materials for different departments if it is
absolutely necessary.

Critical Success Factors

Addressing the following critical success factors will provide End Users with the knowledge
and skills necessary to perform the functionality within the new environment:

• Ensure business process, job roles, and organization changes, are

communicated often, early, and prior to End User Training
• Provide effective maintenance of training materials; develop an adequate
solution that is easily maintainable and reduces on-going training support costs
• Provide course materials for End Users that will serve as learning/reference tools
beyond classroom training

• Select a representative set of End Users / Super Users to act as Subject Matter
Experts (SMEs) in their functional areas of responsibility. Super Users will be part of the
train-the-trainer program, build training materials; serve as local functional experts;
deliver training; and provide ongoing post go live support to End Users.
• Ensure adequate training database environment consisting of local on-site
servers are provided for demonstration and hands-on training in the classroom
• Ensure adequate training facilities are available and equipment is tested, in
sound working order, and configured with appropriate software before training occurs
• Schedule a maximum of 10-12 End Users per training session. If more than 12
End Users are in a training session, schedule an additional instructor to provide
assistance.
• Ensure that End Users attend the training that has been scheduled for them;
provide makeup sessions to accommodate emergencies.

Methodology

The recommended methodology is to develop process-driven, role-based End User Training.

The process steps include:

1. Develop Training Plan

• Review scope, processes, and procedures
• Identify audience
• Inventory training facilities

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 • Identify roles
2. Design Curriculum
• Review process documents and interview Functional Leads
• Produce curriculum plan
• Create course designs
• Validate curriculum and course design plans with Functional Leads
3. Develop Prototype Materials
• Develop prototype of training materials that will provide standard framework
4. Develop Training Materials
• Development of training materials will derive post role mapping
• During the development phase, there will be an interactive review process
between developers and process teams to ensure validation of training materials.
Training materials will be forwarded to the process teams with an expected turn-
around time.
5. Train the Trainer and Pilot class
• Trainers will receive Train-The-Trainer training that will include presentation
skills, effective teaching techniques, and principles of adult learning.
• Prior to their first class, trainers will do a pilot training class.
6. Deliver Training
7. Evaluate Program
• OCM will provide instructors with questionnaires for students to complete before
leaving the classroom
8. Transition to Training Center of Excellence (COE) for maintenance of training material
and post go-live training of new hires or employees who transfer to a new role.

This methodology and the relationship between steps are illustrated in the following graphic:

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 Develop Design Develop Develop
Training Curriculum Prototype Training
Plan Materials Materials

• Analyze audience • Determine curriculum content • Determine prototype • Collect source

• Identify sub-processes/ tasks/ • Gather data/materials material
• Identify processes
attributes for job / roles • Develop documentation • Produce materials
• Assess
• Determine course-specific • Conduct reviews
standard
infrastructure
delivery methods • Develop electronic templates – Quality
• Determine training • Determine standards, prototypes, • Develop participant and – Editorial
approach and templates instructor training materials – Technical
• Evaluate delivery • Role mapping to training course • Incorporate changes
method options • Identify number of trainees • Create training data
• Identify number of and exercises
facilities/equipment • Populate training
• Determine schedule/locations database
• Identify trainers (numbers, skills,
attributes)
• Design infrastructure
• Determine performance
measures
• Develop evaluation tools

Develop and End-User Evaluate Provide

Deliver Training Program On-going
Train the Support
Trainer
• Inform • Trainer evaluate trainee • Maintain training
• Test content management of performance database
• Refine content class schedule • End-User evaluates • Expand and
• Confirm facility and attendees trainer performance update training
• Conduct train- • Invite End-Users • Provide feedback on materials
the-trainer to training classes course • Train new end-
• Refine training • Deliver instruction • Revise program if users
course as • Track training necessary
necessary attendance

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Approach

Evaluate and select the ‘best practices’ for training development and delivery. Best practices
include:

 On a date to be determined, the training plan will be presented and shared with
PMO and Team Leads.

 SMEs will get a deep understanding of the new system during the testing phase.
The Super User SMEs will build the training material during this phase using RWD Info
Pak.

 Prior to delivery of the training, SMEs will be used to test the training system and
materials and obtain feedback.

 Training materials will include: 1) Job Aids, 2) Training Manual 3) Classroom

Power Point presentation, and 4) Training Exercises.

 The approach for training will be instructor-led training courses whenever

possible. There will be an emphasis on demonstrations and hands-on exercises. This
will ensure the highest level of interactivity, which in turn ensures the highest degree of
End User proficiency on the new system.

 All user feedback will be captured and considered in discussing any final changes
required to training materials prior to the beginning of training.

 Training will include concepts and terminology, business processes, and

workflows, and demonstrations of system step-by-step procedures. Prior to working in
the live production system, End Users will log on to a sandbox client and receive
navigation training.

 A series of exercises will be provided throughout the training session to

demonstrate that participants can use the system.

 All training materials will be approved by the Process / Functional Team Leads.

 Training will be delivered by the Super User SMEs for corporate learning

 End Users will be trained just prior to go live.

 A desirable objective will be to build towards on-line training and help, including
hot links to other procedural documentation and reference materials. (Center of
Excellence (COE) Library)

 The training strategy will ensure all business entities are trained with minimal
impact to the business

 For Field Sales Agents training, initial feedback from the Sales Leadership group
is to train the Regional Sales Managers (RSDs) with the District Sales Managers (DSMs)

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 early in the training process so they understand the system in advance of the Field Sales
Agents. A possible approach is to then use the DSMs along with the Computer
Education Team to implement training with the Field Sales Agents. As the Field Sales
Agent group is located in diverse locations across the country, a determination will need
to be made whether training is to be held in-classroom and/or via webcast. This
approach will be reviewed early in the Realization phase of the project to ensure the most
effective learning strategy.

Assumptions

Following are the basic assumptions that will drive how we approach and accomplish training.
OCM and the Process / Functional Team Leads will monitor the progress of training and
adjust the work effort accordingly if any of these assumptions change.

 End User Training will begin with Project Overview course(s)

 Reporting will be covered in each functional area
 Training materials will be based on the roles and business processes
 Super User SMEs will be trained in RWD Info Pak prior to developing the training
materials
 If there are End Users who are not computer / Windows-literate before attending
training, Lawson products will be responsible for providing basic training prior to SAP
training.
 If End User requires specific competency based training, Lawson will provide this
prior to SAP training as necessary.
 All End Users will have access to the training materials available through a
shared drive or intranet site as well as the hard copy materials received in classes.
 The Communications / OCM Team will handle general training communications.
 The Training Team will plan logistics and schedule training.
 The Project Technical Infrastructure Team will handle training instance/database
issues and maintenance
 Functional Leads will assist the Super Users in developing, reviewing, approving
and testing all training materials

High-Level Curriculum Design

The Project Team’s Training curriculum design is role-based to ensure that End Users
understand how to perform the functions associated with their jobs. The curriculum is
designed to train the user population on the overall processes associated with a function and
then focus on specific job roles. This methodology of training implements a “need-to know”
approach that allows users to learn exactly what they need to know to perform their job and
its relation to the overall processes which the job supports both upstream and down.

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  There will be an Executive Overview for Lawson’s senior leaders
 All End Users will receive basic SAP Navigation
 Once End Users have gone through the SAP Navigation they will attend role-based
training. Individual End User role-based training modules are based on the role mapping
process
 Each course will consist of one or more modules; roles may be grouped together in a
course

Risks and Mitigations

Identified risks will be tracked via the Risk Management tool along with other project risks.

Training Facilities

All training facilities will be identified, equipped, and set up for Project Pilot training in
accordance with the project plan.

Scheduling of training for Pilot End Users and the remainder of End Users will be in
accordance with the project plan.

High-Level Training Project Timeline

[Insert timeline once project plan has been determined]

Roles and Responsibilities for Training

OCM Leads
• Oversees the training process
• Oversees the training delivery

Communication Leads
• Plan and coordinate communication vehicles and distribution for information on
training
• Communication to Change Owner / Change Lead on training schedule, curriculum
and logistics
• Communication to End Users on training courses expected to take and logistics.

Training Leads
• Training and Education Needs Assessment

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 • Assists with training / education plan, design, development, and delivery
• Coordinates the development of training material including End-User Manuals and
Classroom PowerPoint presentations
• Plans and coordinates training and education of the developers on RWDs uPerform
• Conducts train-the-trainer sessions
• Build and manage course roster and training schedule
• Plan training logistics. Manages attendance reports and course evaluation
responses.
• Plan and manage training material infrastructure

Functional Leads
• Providing system and business process support to Super Users
• Provide quality assurance review at various stages of training development
• Provide final approval of training material

Super Users
• Develop all training materials according to standards
• Interact with other cross-functional teams for input for training materials.
• Test training materials with Functional Leads / SMEs and revise accordingly
• Ensure all data that is necessary in the training client is tested and ready for
training
• Obtain review, feedback, and sign-off for all training materials
• Report status and issues to OCM and Training Manager regularly
• Train end users on processes and systems
• Administer and collect Training Evaluations

Technical Infrastructure
• Set up any upgrades necessary and install new software
• Establish and test training instance according to the Training Strategy
• Establish and test training refresh plan; execute and/or monitor the daily and/or
weekly refresh calendar
• Provide IT resources for training room setup and support
• Provide IT support once training starts (specifically for trainers conducting training,
but not limited to only trainers)
• Monitor the performance of logons and passwords, equipment, networks, Data
Bases etc. during the End User training.
• On-going support/helpdesk

Super User Roles and Responsibilities

The following chart represents the roles and responsibilities that the Super User team will
perform in End User training:

Instructor Roles

Organize classroom materials

Ensure equipment is functional and ready
Begin class with objectives and agenda for the class/day
Present the conceptual information to participants

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 Provide system demonstrations
Support participants during exercises by walking around the classroom
and answering questions
Monitor participants’ progress and provide extra support for those who
need it
Present review sessions when appropriate, i.e. at the end of a session
Ensure class is delivered within allotted time by keeping the flow on track
by adhering to the class objectives, keeping a parking lot, and managing
difficult situations and/or people
Ensure evaluations/tests are distributed, completed, and gathered before
participants exit the classroom
Leave the classroom ready for another class
Debrief with Training Lead to improve for next workshop

Training Team Interaction OCM Leads

Technical
Communications Team
Infrastructure Training Team

Super User
Trainers
Functional Leads

The Training Team must work cohesively and efficiently with the other teams to achieve quality
End User Training within the allowed timeframe. In order for training to be successful, this must
be a collaborative effort.

Target Audience: Role Mapping

The following information serves as the foundation to determine exactly what training each
individual needs to perform his or her role and responsibilities in the new environment:

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Step 1:

• Process descriptions are gathered to map to the specific roles

• End Users are identified and classified into groups according to their jobs/roles
• The OCM team considers factors that may impact individuals that would be affected, to
determine how their jobs and tasks would change. What in addition to SAP training must be
addressed to prepare for SAP implementation? If there is additional competency based
training required prior to implementation, Lawson’s Training Team will facilitate.

Step 2:

• The information in Step 1 is used to do a role mapping exercise that identifies each End User
and the appropriate tasks the user needs to learn to perform his/her job tasks when the
project goes live.
• Group specific tasks together to form training modules
• Map individuals to specific modules.

Training Course Methodology

The training methodology used in this approach will be the following process in accordance with
the instructor roles and responsibilities.

• The instructor will present the objectives and agenda of the course.
• The instructor will present the conceptual information and business process maps.
• The instructor will perform demonstrations in the system.
• The users will perform exercises by going through the process in the system and answering
questions to ensure their understanding of the process.
• Instructors will then go on to the next demonstration and the process will go back and forth
between the instructor demonstrating and the End User practicing.
• There will be question and answer sessions throughout the class.
• The Instructor will end the course with final questions and answers and will review objectives
for the day/course.

Training Documentation

The training documentation will be paper-based including an End User Manual, classroom
PowerPoint slides, and training exercises. All Instructors and End Users will receive binders
containing the training materials relevant to their training needs. Everyone will receive a copy of
the ERP Golden Gate Initiative Overview course(s).

Updating Training Documentation

<Describe the process for updating training programs, curriculums, environments, and
supporting materials. Include the process for identifying and collecting required/requested
changes, how the change will be evaluated, prioritized, and incorporated into future

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iterations of training. Explain how revision history will be maintained and tracked or
provide a reference to where it is stored.>
Post Go-Live Training:
<Describe the department or COE responsible for providing post go-live training to newly
hired employees or employees who have transferred to a new role.>

Development Tools

The training documentation will include business processes, system instructions and exercises
that will both be created using templates to ensure consistency of format and structure across
processes and teams.
 The ERP Golden Gate Initiative Overview will be created as a presentation in
PowerPoint.
 Classrooms will start with high level PowerPoint training material.
 The RWD Info Pak tool will be employed to create training documentation for the End
User manual.

Evaluation Methods and Tools

For the evaluation phase, the developers will develop questionnaires that will be distributed by
the instructors periodically and at the end of each class for the End Users to complete and hand
back to the instructor before they leave the training. There will also be an evaluation of the class
and instructor to be completed at the end of the session. It needs to be determined what will be
done with these questionnaires and evaluations and what other evaluation methods, if any, will be
used. It also needs to be determined who will collect, store, and make any necessary changes
that will result from the questionnaires.

The evaluations should disclose End User preparedness as well as improvement opportunities for
the instructor.

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OCM Framework
The OCM Framework is the execution method used to deliver the strategy. It describes: How the
strategy will be achieved; What work will be done; Who will do the work; When and in what
sequence the work is to be done. The diagram below depicts the framework sections and
includes: Workplan, Tools & Templates, Instructions & Techniques, Deliverables, and Measures
& Scorecard.

This OCM Framework diagram is the key to the Organizational Change Management structure.

Workplan
For each phase of the program the OCM team will create a workplan using Microsoft Project and
in compliance with procedures outlined by the ERP Golden Gate Initiative Project Office. The
workplan will contain the following elements:
o Activity/Task – the key steps to complete an activity
o Deliverables – the specific item or work product the team needs to complete.
o Resources – the team member(s) assigned to complete a given activity, task or
deliverable. The resource assignments do not include event participants
o Percentage Complete – Status will be completed end of each week and the workplan will
be updated and submitted to the PMO
o Start Date – Begin Task, Activity, Stage and Phase
o Finish Date - Complete Task, Activity, Stage and Phase
o Duration – Length of time in calendar days to complete Task, Activity, Stage and Phase

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Tools & Templates
The OCM team will leverage a variety of tools and templates to complete various activities for the
program. Each tool and template may also need customization based on the project objectives
and support available from the project team.

Instructions & Techniques

The framework includes instructions and techniques for how to apply the solutions, tools and
templates.

Deliverables
As the deliverables are developed, they are pulled into the framework for future reference and
possible reuse by other project initiatives.

Measures & Scorecard

Checkpoints for a good measurement system: This technique is used at any point in the project
to assure that there is an adequate system in place to measure progress. For each OCM
component, the team will ensure that there are clear deliverables identified and that individual
accountabilities are assigned. There are five check points that will be used for the measurement
system of the OCM Team:
o Checkpoint 1 –All team members know and agree upon the objectives of the project and
the role of the OCM Team
o Checkpoint 2 – Milestones and deliverables for each key OCM component are defined;
check for alignment with other internal goals and external issues
o Checkpoint 3 – Assign individual or team accountability for deliverables and milestones
o Checkpoint 4 – Identify existing measures that will generate data to track progress; agree
upon baseline where applicable
o Checkpoint 5 – Identify any new measures that will need to be put in place to capture
other critical data

When the measurement system is set up and functioning, stakeholders are regularly updated with
one page reports.

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The measurement plan will help monitor progress of the OCM Track in a timely and accurate
manner.
The purpose of Organizational Change Management is to ensure as smooth as possible an
implementation of ERP Golden Gate Initiative. The success criteria, i.e. how we measure
whether or not we have been successful, are less tangible in the area of change management
and communication than in other areas of project management. It is of upmost importance,
however, to ensure that the methodologies and strategies described herein are utilized and
evaluated continuously throughout the project lifecycle.

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Conclusion
The Organizational Change Management Strategy has described the overall purpose, approach,
objectives and scope of the Organization Change Management effort for the ERP Golden Gate
Initiative. The primary value of the strategy is to formalize the overall, high-level guidelines for
change management within the project. The strategy describes the components of the OCM
framework to execute and realize the OCM Strategy and the scope of the effort.
In addition to this strategy document, the OCM team will be developing a strategy document for
training. This document will further define the approach and guiding principles that will be used to
guide the work in that area.
Lawson Products will be leveraging the change management methodology of Capgemini to guide
and support the efforts of this work. Templates and tools have been tailored to meet the specific
needs of Lawson Products but may need further revision depending upon the objectives of the
project.

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