SAP Case Study
Based on the personal assessment and interview with key users of SAP, various challenges identified at different phases of SAP implementation such as during training, system testing’s’, end user training and during/ after go- live. Here is the list of few challenges, faced by employees in OPTERRA along with its consequences of those challenges also identified.
The lack of communication found between each department and also among BPO consultant’s (Business Process Consultants from CRH - Ukraine, Finland). Some employees of OPTERRA suddenly involved into the project, without either prior information about it for that particular individual. Thus the employees exposed to high pressure. …show more content…
Even though, it was a good idea for employees to interact with each other easily and quickly. Since few of them felt that was too loud and disturbing to concentrate on their work. Therefore, some employees don’t involve completely testing the system, then it will be difficult for them to adapt to their own systems. From SIT II, people started to work totally in the German SAP system, but the German descriptions in the system were not correct.
HPQC (HP Quality Center) was one of the unfamiliar software for testing, where a couple of employees don’t know for which defect they need to assign whom. The HPQC has a test lab in English, whereas employees need to implement it in the German language SAP system. The employee’s ability to perform tests in SAP along with the help of steps in HPQC, but they don’t understand how to use these functions in their daily work. Accordingly, the error ration increase and the employees need more support for their after go …show more content…
Unleashing the potential of One CRH – boost the possibilities of cross working between project teams CRH Central, CRH Romania are exchanging experiences and creating values
The organizational structure of OPTERRA is same as that they had during Lafarge. But whenever organization changes its strategy, it must change its structure to support the new strategy. The organizational structure comprises of all the elements (people, position, procedure, technology, processes) of the organization besides organizational chart. All three align together for organization to achieve its mission and vision.
The change cannot succeed without meaningful involvement of numerous people throughout the organization. The participation can range from individually offering ideas, solutions and reaction to concept to take part in team meetings to design, build the new culture and organizational structure. Conclusively, OPTERRA has involved an excess number of people in its change process which includes many internal and external stakeholders, sponsors, key users, end users, BPO’s from Ukraine and Finland CRH, IBM consultants, developers, local/regional managers, data analyst, customer, supplier and various