TEAM SPAWAR ERP CUTOVER COMMUNICATIONS PLAN

January — June 2008

SUMMARY

The following strategic plan will enable SEBO to communicate important information about Cutover/Transition to TEAM SPAWAR.

ROLL-OUT TIMEFRAME

The following dates were taken from the SPAWAR Implementation Critical Path timeline

  1. January – March

Ramp Down (Things to Do Early) – Final Preparation

  1. March – May

Transition (Limited Manual Processes) – Legacy Systems shutdown

  1. May – June

Catch-up/Ramp-up (Data Input/Going “Real Live”) – Transition Complete

OBJECTIVES

An overarching strategy will ensure that the following objectives are met:

  1. Increase awareness about the Cutover period, including ramp-down, transition, and catch-up/ramp-up (3 phases).
  2. This will be done using articles, hosting information sessions, and delivering briefs to be cascaded to sites and used during staff meetings.
  3. Educateall users (power-to-end) about the Cutover process.
  4. This may be done through the distribution of templates and direct email communications about what processeswill be used and key information as to how the Cutover process will affect current business processes.
  5. A central repository of information and resources will be available, via CutoverInformationCenter webpage on the ECIC website, to mitigate helpdesk issues.
  6. Support availability to include:
  7. Helpdesk (telephone, internet/intranet)
  8. NERP OSS (over-the-shoulder support)
  9. SEBO war room facility to provide centralized control of operations and technical issues:
  10. "sitreps" (situation reports of what is happening) and “progreps" (progress reports relative to a goal which has been set) from the field back to the command element
  11. Inform key stakeholders about successes/milestones, problems/issues, and updates/resources.
  12. Cutover brief (similar to training brief) will be provided to leadership with key messages to deliver to the line.
  13. Alleviate fear about the transition period and inevitable interruption of current business processes, supporting continuity of business operations while at the same time supporting the end-user.

GOAL

In order to increase awareness, educateusers, inform key stakeholders, and alleviate fear, across TEAM SPAWAR, across sites, and at all levels, the goal is to create a steady stream of communications during the Cutover process which will prevent any semblance of miscommunication or lack of communication from the SEBO communications and Cutover teams. To accomplish this goal, a series of articles will be drafted, events planned, and direct communications disseminated to ensure all pertinent information is getting to the target audience in a timely manner. The SEBO COMM team will ensure that Site Coordinators receive information to deliver to Change Agents, who will then deliver across TEAM SPAWAR to the appropriate recipients.

Information from Navy ERP will be utilized and incorporated into the SEBO plan for distribution to Site Coordinators, who may then localize for site specific audienceissues.

TARGET AUDIENCE

  1. Power users (30%)
  • Functional areas
  • Financial
  • Procurement
  • Corporate Operations
  • Program Management
  • Activities include:
  • Financial, budget, asset management
  • Procurement processing/reconciliation
  • Program budget planning and simulation
  1. Basic users (70%)
  • Activities include:
  • Timekeeping
  • Award submissions
  • Training and leave requests
  • Verifying benefits
  1. Leadership

TACTICS

SEBO will utilize the following tactics during transition to create greater awareness about Cutover (and what to expect), reduce anxiety about the process, and eliminate miscommunication. This includes creating targeted articles and communication collateral, timely events/meetings to addresses implementation concerns, and specialized direct communications pieces for specific functional areas/issues.

  1. Articles/Communication Collateral
  2. Article Focus
  3. The Transition (Dark) Period – What To Expect – January 1
  4. OSS Support – What’s Available – January 15
  5. Help Desk Support: What Will Be Available – February 1
  6. NAVAIR – ERP Implementation (from NERP) – February 15
  7. New ERP Cutover Website – March 1
  8. How To Prepare for NERP – A Checklist – March 1
  9. Help! What’s The Process – March 15
  10. Manual Processes/Business Operations/Templates – March 15
  • Paying people
  • Reimbursing travelers
  • Receiving/issuing funds
  • Paying vendors
  • Issuing contracts
  • Reporting – annual/monthly close
  • NAVAIR & Cabrillo Lessons Learned – April 1
  • Issues: Human Interest – April 15
  1. Get Ready To Ramp-Up – May 1
  2. Issues of Importance (VIA tech support team & Internet forms page) – May 15
  3. Going “REAL” Live – June 1
  4. Human Interest – June 15
  • Communication DeliveryMethods/Placement
  • Intranet/Internet Sites
  • Post articles/information pertaining to key Cutover issues and dates/events
  • Newsletters
  • Ensure articles are placed regularly in site-specific newsletters
  • Email (direct communication)
  • Send out to Site Coordinators for distribution to Change Agents
  • Voice Mail/Telephone Message
  • All Hands VM with Critical Dates
  • POW (Plan of the Week)
  • Kiosks/Info Cafes
  • Help Desk
  • Events
  • Change Agents
  1. Events/Meetings/Trade Shows
  1. Lunch & Learns
  2. January/February (January 29-TBD)
  3. Tuesday & Thursday, 11:30 am – 12:30 pm, HQ, Bldg. 27
  4. Topics to include:
  • Creating JONs
  • Creating Pos/PRs
  • Time and Attendance
  • Travel/ training/ leave
  • Send/receive funding
  1. Info Café/Table/Booth
  2. February & March
  3. Have information table set up during lunch time at HQ. Provide calendars and other information
  1. VTC/Q & A Sessions
  2. April – May
  3. Address key issues of concern. This will depend on what information is being received back from tech support.
  4. All Hands Meetings
  5. Quarterly (TBD)
  6. Provide information at meetings for all users.
  7. Briefings/Staff Meetings
  8. TBD
  9. Provide briefs for utilization during staff meetings.
  10. Trade shows (AFCEA Conference)
  11. February 5-7
  1. Direct Communications
  1. ERP IOI Email.
  2. Send out targeted communications to Site Coordinators for distribution to Change Agents
  3. Bi-weekly (January – June)
  4. Topics: successes, concerns updates
  5. January – March
  6. Got Your WBT? – January 30
  7. Ramp Down (Things To Do Early) – Final Preparation
  8. March – May
  9. Transition (Limited Manual Processes) – Legacy Systems shutdown
  10. May – June
  11. Catch-up/Ramp-up (Data Input/Going “Real Live”) – Transition Complete
  12. These communications will be short “ERP IOI (Items of Importance)” and will consist of no more than a paragraph or two
  13. This will ensure that users are receiving the information they need to do their jobs and that they are being kept abreast of important information, freeze dates, changes, improvements, etc.
  14. ERP All Hands Voice Mail/Telephone Message
  15. All Hands voicemail regarding Cutover – March 15
  16. Content TBD
  1. ESM Brief
  1. Weekly
  2. Provide briefs for (ESM) executive staff meetings. Recap any important information from the previous month.
  3. Information to be cascaded down the chain to the line.