When They Need Help With Change And Project Management?
Outgrowing an accounting system not designed to support integrated processes? Have substantial data siloes with your processes that cause data integration issues? KANO’s business process reengineering services are designed to help companies when they struggle with these challenges.
No ERP Subject Matter Expertise
Teams have been ERP users but have no experience implementing one? Increased internal costs and delayed ERP implementation because of the lack of ERP expertise? Companies seek help from KANO when they might have no ERP subject matter expertise.
No Enterprise Architecture Subject Matter Expertise
Have ERP expertise but no experience in setting process boundaries of each system? Not sure why enterprise architecture is important for large digital transformation projects? Companies seek help from KANO when they need help with enterprise architecture subject matter expertise.
Technical Teams Struggling To Produce Business Results
Technical teams not able to deliver on business expectations? Not sure how to translate business requirements that developers can understand? Companies seek help from KANO when they need deep business system expertise.
Afraid Of Disruptions Due To Poor Change Management
Not sure how to manage change? Don’t have a structured framework for change management? Teams not cooperating with testing business systems? Companies seek help from KANO when they might be afraid of disruptions due to poor change management.
No Experience Managing Large ERP Programs
Not sure how to drive large ERP programs? Not sure how to build a stakeholders engagement model and responsibility matrix? Not sure how to build sequential dependencies to manage the program without any disruptions? Companies seek help from KANO when they might be relatively new to managing large ERP programs.
OUR METHOD
Our Methodology For Change And Project Management
Our change and project management methodology have three phases, starting with preparing for change, managing change, and reinforcing change. The preparation will start with defining the change management strategy and KPIs. For large programs, it could also be defining the vision and business objectives. Followed by the execution and monitoring phase.
Step 1: Preparing For Change
This phase is about defining the change management strategy or defining the scope and vision for the large programs, along with defining the business case, as well as the stakeholder and sponsorship model. This step also includes preparing for the change management team.
Step 2: Managing Change
This phase is all about the management of change, including a communication plan, coaching plan, training plan, sponsor roadmap, and resistance management plan. Management of large programs may require defining milestones, success criteria, and a sponsor engagement model to keep projects on track.
Step 3: Reinforcing Change
This is the optimization phase to gauge feedback from users about how they feel about the change. It would consist of gathering feedback, diagnosing and managing resistance, implementing corrective actions, and celebrating success.