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Maximizing Return on Investment Using ERP Applications by Frank J. C. Andera, Thomas R. Weirich, Arthur J. Worster

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CHANGE MANAGEMENT PROCESS

Many participants have differing views of what OCM is. These differing views may include how one plans and prepares to manage organizational change, what person or function should be responsible, and whether OCM is going to be hard (or even possible) to manage successfully within the organization. The premise remains, however, that if one is seeking improved business results, one must change business processes. This does not mean, however, that there won’t be times when design decisions seem shortsighted. Thus, it is necessary that the resolution process must have the respect of the larger organization.

Along this path, there are a series of decision points that are on the “critical path” and require choices. These are at both the project and the executive level. An examination must occur of the broader OCM process, and an evaluation must be made of how the tools and management of change are used, which affect every level of the business. The following four areas must be examined and evaluated:

1. Identify areas of intended change, up and down the organization.
2. Understand the components of the organization that will have to change.
3. Choose the tools that will have to be created and deployed to manage these changes.
4. Define the educational needs that will provide skill sets to optimize results.

Identify Areas of Intended Change, Up and Down the Organization

The crux of the issue is identifying the areas of intended change in the organization. ...

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