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Presentation Header
[ JUERGEN LINDNER
SAP POINT OF CONTACT
MEMBER SINCE: 1998
October 1, 2010
Sarah Turomsha and
Angie Kemper
[
[ LINDA WILSON
ASUG INSTALLATION MEMBER
MEMBER SINCE: 1999
[ ATUL PATANKAR
ASUG INSTALLATION MEMBER
MEMBER SINCE: 2000
[ Learning Points
 Establish the integration of a training team and strategy
throughout the entire ERP project implementation process.
 Assemble an on-going training development team focused on
business process knowledge as well as end-user system skills.
 Maintain the training development process through centralized
versus decentralized training team.
Real Experience. Real Advantage.
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[ Kraft Foods Inc. Overview
World’s second-largest food company
Approximately $50 billion in revenues
Sales in approximately 160 countries
25%+ of global revenue from emerging markets
#1 in global confectionery
#1 in global biscuits
More than 50% of global revenue from snacks and
confectionery
 Eleven $1 billion brands
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Real Experience. Real Advantage.
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[ Enter Project Catalyst…
 Our multi-year SAP implementation in North America
 Started in 2007, core implementations to be complete Jan 2011
 Driving end-to-end process design ACROSS all Business Units
 A mandate…not a choice for Business Units
Real Experience. Real Advantage.
Supply Chain
Finance
Material to Inventory (MTI)
Sales
MTI
STC
RTR
OTC
STP
Marketing
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STP (Source to Pay)
Manufacturing
 Will drive discipline and consistency across the whole Kraft
business
 Aggressive implementation where all process areas are going
live simultaneously
Order to Cash (OTC)
RTR (Record to Report)
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[ How We Are Organized As a Project
Central Project Support:
Process Teams:
Glenview, IL
Glenview, IL
Finance and Benefits
Glenview, IL
Change Management, Communications and Training
Pizza
Grocery
Security and Internal Controls
Food Service
Project Management Office
Solution design, Solution Development,Testing, Cutover planning, SMEs for Training, Development
OTC
Real Experience. Real Advantage.
STP
MTI
STC
RTR
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[
The Evolution of the Training Team
Where we started…2007
Director – Catalyst Change,
Training, Communications
Training Lead - Kraft
Training Lead - Consultant
Consultant
Instructional Designer
Consultant
Instructional Designer
Consultant
Instructional Designer
Consultant
Instructional Designer
Consultant
Instructional Designer
Consultant
Instructional Designer
Consultant
Instructional Designer
Consultant
Instructional Designer
 No dedicated training development team/skills at Kraft
 Consultants acted as the training development team with
oversight from Kraft
4 Real Experience. Real Advantage.
[ What We Experienced
We had some struggles at the start….
 A large, dispersed team resulted in inconsistencies in the way
training materials were developed, and lack of partnership with
process teams
 No Audience Assessment/Analysis was performed and as a
result end users were scheduled for excessive training courses
 One training vehicle (Instructor-Led), leading to inappropriate
training methods being used for some courses and audiences
 Lack of any Kraft business knowledge or experience from the
instructional designers put all of the pressure on the process
teams to develop content
Real Experience. Real Advantage.
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[ What We Learned
So we realized that…
 The expertise of training development/instructional design
needs to “live” within Kraft, and the team needs to be
simplified to allow for more control
 The roles and responsibilities of all teams involved need to be
clearly laid out and communicated much earlier in the process
 Training materials should be built around the processes of the
end users, not simply around transactions
 Need to offer multiple training vehicles – be more flexible
Real Experience. Real Advantage.
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[ What We Did…
 Completely re-organized the team structure
 Hire Kraft resources
 Partner with RWD
 Built in Knowledge Transfer
 Developed and “socialized” a standard training development
approach and tools
 Built training development into official project timelines and
resourcing for process teams
Real Experience. Real Advantage.
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[ Our Next Evolution – 2008 to 2009
Director – Catalyst Change,
Training, Communications
Training Development Leads
Sarah Turomsha – Kraft
Angie Kemper - RWD
Training Tech Lead – Kraft
Change Mgmt Leads
Kraft
Training Deployment
Responsibility
MTI Training Development
1 Kraft
2 RWD
STC Training Development
1 Kraft
1 RWD
uPerform Administration
1 Kraft
STP Training Development
1 Kraft
1 RWD
OTC Training Development
1 Kraft
1 RWD
Training Technology Advisor
1 Kraft
Training Logistics
2 Kraft
Real Experience. Real Advantage.
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[ Knowledge Transfer Plan
Topic
Topic Details
Establish and manage a training project plan and
timeline for a given release
Use the timeline template to generate a realistic
timeline/plan for a given release
Prepare for and conduct effective process team kickoff
meetings
Effectively communicate deliverable deadlines to the
process team to ensure these deadlines are met
Report status and escalate issues/risks appropriately
(to both the training development team and to the
process team)
Develop a comprehensive training curriculum for a
given release using the curriculum template and the
information gathered during the training needs analysis
Review and validate the curriculum with the process
team and the appropriate change lead
Create slides for each course based on the course
outline
Use established templates and document standards
properly in the development of the course slides
Collaborate effectively with process team SMEs in the
development of the course slides and follow the
established review process to obtain their approval
Real Experience. Real Advantage.
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[ Our Model
nalysis
Audience, Task, Knowledge
Gap Analysis; Review Project
Documents
esign
Course Curriculum
evelopment
mplementation
valuation
Real Experience. Real Advantage.
Course Outlines, Courses and Job
Aids
Training Delivery,
Instructor Feedback,
Student Feedback
Knowledge Checks,
Assessments,
Training Evaluation
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[ Training Vehicles and Tools
Method
What is It?
ILT
(Instructor-Led)
Self Study/
eLearning
Tri-Fold
• Course is taught in
person by a live
instructor in a
classroom
• Course is built so that
an end user can walk
through the material
on their own
• One page overview of
key process
steps/changes and
related transactions
• Participants need to
be scheduled away
from their jobs for a
particular class
• Easy navigation
• Can be used in a
formal instructor-led
setting or for job
shadowing
• Many hands-on
transactions that need
to be practiced
When/Why
Use It?
• The audience is of
manageable size and
geography
• The required time,
money, and resources
are available
Training Tool
• PowerPoint
• uPerform
• Articulate Presenter
Real Experience. Real Advantage.
• Course can be
accessed by any user
via a link
• Overview, process, and
prerequisite content
• Very large,
geographically
dispersed audience
that requires training
over a limited period
of time
• Audience is computer
savvy and has learned
on their own before
•
•
•
•
PowerPoint
uPerform
Articulate Presenter
Engage/Quizmaker
• There is not a lot of
detailed process
change
• The audience has a
few key transactions
to perform
• There is some “branch
off” content from a
core course that is
specific to a small
audience
• PowerPoint
• uPerform
Job Aid
Supplemental material
to a course that can
be used as a takeaway
for easy reference of
key information
• Provide a hard copy
desk reference for
simple navigational
information
• Provide an easy
reference to
frequently used
transactions or data
• Word
• Excel
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[ What We Experienced
We had some great gains…
 There was increased support for training development and the
value started to be acknowledged
 Building knowledge transfer into the RWD contract was a
great way to ensure Kraft has sustained instructional design
knowledge
 Having a central team allowed for easy collaboration across
process areas
Real Experience. Real Advantage.
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[ What We Learned
But we started to see that…
 Keeping a centralized team became difficult as the training
development resources began to be charged to individual
process teams
 The “split” in ownership of training development and training
deployment was sometimes difficult
Real Experience. Real Advantage.
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[ What We Did…
 Re-organized the team structure
 Align Change and Training to releases
 Central Training Oversight
 Change Lead responsible overall for change and training for
specific release
 Training Lead responsible for training strategy, templates and
standards
Real Experience. Real Advantage.
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[ Current Organization
Director – Catalyst Change, Training and Communications
Central Training Oversight
Training Development Lead
Angie Kemper - RWD
Training Technology
KRAFT
Training Logistics
Contractor
Central Communications:
ROC
Release Support
Change Management,Training Development/Delivery, Release Communications
OTC
STC
STP
MTI
Sarah Turomsha
(LEAD)
Kraft
( LEAD)
Kraft
( LEAD)
Kraft
(LEAD)
Change and Training
Managers
Change and Training
Managers
Training Development
Change and Training
Managers
Training Development
Training Development
Real Experience. Real Advantage.
RTR
Kraft
(LEAD)
Change and Training
Managers
Training Development
Canada
Kraft
( LEAD)
Training Development
[ What we are experiencing
We have seen more improvements…
 It is easier to get the attention needed to solve training development issues
due to stronger link to process leads
 Resourcing conversations are easier due to the resources being “officially”
aligned to the process teams from a budget perspective
 Good connection on the end to end “development to delivery” training
process due to all of the responsibility now being under change leads
But need to stay focused because…
 It’s easier for each process area to do training work in their own way now
that they do not have a central manager – risk of losing our consistent
approach
 It’s more difficult to keep the “community of practice” for instructional
design alive due to the team being more dispersed
Real Experience. Real Advantage.
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[ Lessons Learned
 Be flexible!
 The needs of the project will evolve and change as things progress and we
learn what works and what does not
 Scope is a moving target on these large projects, so have a method for
scoping, and re-scoping your resource needs
 One size DOES NOT fit all on a large SAP project – offer several training
options and remember that sometimes something new may be needed
 Communicate, communicate, communicate!
 Set clear expectations about the responsibilities of all teams and roles
involved in training
 Tell process teams exactly what you will need from them, and how long it
will take
 Build skills within your company
 Consistent, but flexible strategy
 Keep the community of practice alive…you will need it to sustain in an SAP
world!
Real Experience. Real Advantage.
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[
Key Learnings
 Integrating a training team and strategy throughout the entire
Catalyst program was critical to the implementation process.
 Organizing a dedicated internal training development team
allowed resources to learn new skills while drawing on existing
experience.
 Training development, materials and delivery became
consistent by utilizing the templates, standards and
methodology implemented.
 Centralizing the training development team and processes
proved to be more successful to the overall program and end
user training.
Real Experience. Real Advantage.
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]
[
 Thank you.
Real Experience. Real Advantage.
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