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Discussion Document Sap Balance Scorecard 2012 0110 V1

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This discussion document from Newport Consulting Group covers the approaches to successful strategy management and includes a customer example of how one F500 company used SAP Strategy Management for …

This discussion document from Newport Consulting Group covers the approaches to successful strategy management and includes a customer example of how one F500 company used SAP Strategy Management for successful regional Balanced Scorecard (BSC) approach.


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  • 1. Newport Consulting Group, LLC January 2012 FOR DISCUSSION Balanced Scorecard Using SAP BusinessObjects for a Balanced Scorecard Approach Lunch and Learn Discussion with Steelcase 2012 - Newport Consulting GroupThis document is confidential and is intended solely forthe use and information of the client to whom it is addressed.Newport Consulting Group, LLC This document is confidential and is intended solely for the use and information of the client to whom it is addressed.
  • 2. Contents Introductions A Little SAP BusinessObjects Primer Typical Strategy and Planning Cycles Approach using SAP BusinessObjects Client Case Study Questions & Discussion – Your turn! ContactNewport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 3. A Brief Introduction … William D. Newman, CMC, MBA, SA – ASUG Recognized Influencer EPM, GRC, Sustainability – Member, SAP Sustainability Executive Advisory Council – Certified Management Consultant (since 1995) – Over 25 years in industry, professional services – Public Speaker (ASUG, SAP Insider, TEDx) – Adjunct faculty, Northwood University – SAP Press Author (Understanding SAP BOBJ EPM) – Numerous articles on program oversight, stakeholder engagement, mobility, strategy, sustainable supply chain – Twitter (@william_newman)Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 4. A Brief Introduction …  Newport Consulting Group is an independent consulting firm founded in 2005 and managed by several leading directors from DMR Consulting Group and strategy firm Booz & Company  Our clients enjoy working with our experienced professionals who deliver large firm capabilities with a boutique firm culture  We function as top-end, high-touch advisors to our F500, Inc 5000 and GT25 clients  Under NDA with SAP AG since 2005 www.newportconsgroup.comNewport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 5. Contents Introductions A Little SAP BusinessObjects Primer Typical Strategy and Planning Cycles Approach using SAP BusinessObjects Client Case Study Questions & Discussion – Your turn! ContactNewport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 6. A Little SAP BusinessObjects Primer / 1 1 2 Enterprise Performance Management Governance, Risk, and Compliance  Better control performance  Aggregate and manage key risk activities  Increase organizational agility  Automate controls across processes  Provide improved context for decision making  Monitor risk & controls across disparate systems Connectivity to … SAP BusinessObjects ERP (MM, PP, SD, PS) Enterprise Performance Management Governance, Risk, and Compliance SCM (APO, SNP)Portfolio-drivenValue and Outcomes Ensure Proactively Create SRM (eSourcing) Trusted Manage Enterprise Information Risk Visibility PLM (NPI, PPM) Business Intelligence Information Management Non-SAP Environments 3 4 Business Intelligence/Business Warehouse Information Management  Access to all information  Trusted information  Intuitive experience for all people  Operational excellence for IT  Single information infrastructure  Flexibility and agility Source: SAP America, SAP BusinessObjects, as modified by Newport Consulting Group. Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 7. A Little SAP BusinessObjects Primer / 2 Unlike traditional or “classic” SAP programs, SAP BOBJ programs are designed to provide decision analysis based on the rapid use and interpretation of data supporting processes, however some corporate processes – like strategic planning, risk management, and sustainability – are well defined.EPM and GRC Projects have unique characteristics Very data-driven – Ownership issues always exist Roles-based or access-based – Generally roles-based for process controls – Generally access-based for system management security Implementation time unlike “classic” SAP programs – 12-18 weeks including planning (if environment is well-known) – Incremental time for additional solution paths – Core SAP “backbone” not needed Funding is often dispersed across the organization – Unless the project is an Access Controls for systems security, often BOBJ projects run across multiple operations, processesNewport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 8. A Little SAP BusinessObjects Primer / 3The EPM solution map for SAP BusinessObjects includes an integrated set of applications that driveKPIs definition, tracking, and performance monitoring across four major domains of the business. SAP BusinessObjects Enterprise Performance Management Solution Map of Capabilities and Applications1 Strategy Formulation Strategy Management2 Planning Planning Business Planning and and Consolidation Profitability and Cost Management and Consolidation Forecasting (NetWeaver) (Microsoft) Financial Information Financial XBRL Intercompany3 Financial Management Management Consolidation Publishing Reconciliations Supply Chain Effectiveness Spend Performance Management Supply Chain Performance Management4 SAP BusinessObjects EPM solutions provide an integrated, comprehensive environment to leverage live operational data and provide transparency and visibility in the organization.Source: SAP Company website, Understanding SAP BusinessObjects Enterprise Performance Management, SAP Press, 2010.Note: Reflects GA EPM 7.0 and confirmed release EPM 7.5 capabilities at the time of this writing.Newport Consulting Group, LLCNewport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 9. A Little SAP BusinessObjects Primer / 4Strategic level scorecards based on enterprise goals and objectives, aligned with KPIs and companybalanced scorecard frameworks, allow initiatives to be defined, resourced, and monitored. ILLUSTRATIVE Performance settings based on KPIs thresholds (“triggers”) that can be dynamically linked to operational data. Executives may leveraging SAP Strategy Map BusinessObjects Strategy aligned to BalanceManagement for a broad, transparent Scorecard and view of the enterprise. objectivesSource: “Build and Maintain a Risk-adjusted Strategy,” GRCExpert, 2010.Newport Consulting Group, LLCNewport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 10. Contents Introductions A Little SAP BusinessObjects Primer Typical Strategy and Planning Cycles Approach using SAP BusinessObjects Client Case Study Questions & Discussion – Your turn! ContactNewport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 11. Typical Strategy and Planning Cycles / 1 Generally strategy is the result of a high-level discussion around mission, vision, goals, and objectives. Linking this to operational goals and execution is intended but not always clear or intuitive across regions, operating units, and management teams. The Strategy Pyramid From Strategic Mission to Tactical Plan Strategy Planning and Execution Why does the company exist? Mission Where does the company Development of a comprehensive want to be in < 10 years? business strategy considers the key Vision reasons why an organization exists, its desired outcomes, and the timeline to achieve them What outcomes does the company hope to achieve? Functions and operations need to Goals be aligned to strategy as a key What milestones will the company operational function set for itself over time? Objectives The outcomes of the organization Strategic are supported by key marketing activities over time and tactically Tactical in a given year Operational Tactical Plans Tactical Plans Corporate performance targets are How will each function execute Functional defined by Key Performance the plan annually? Indicators (KPI) generally tracked How will each business operation quarterly / annually execute the plan annually? Source: “Understanding SAP BOBJ Enterprise Performance Management,” 2010. Newport Consulting Group, LLC Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 12. Typical Strategy and Planning Cycles / 2A closed-loop Enterprise PerformanceManagement (EPM) model provides a framework Translate Developfor the development, alignment, and execution of 2 the Strategy 1 the Strategystrategy in the organization, leveraging outcomesfor future strategy cycles based on actual results. Align the Test 3 Organization 6 and AdaptSix Stages of the Closed-loop EPM Model Strategic Plan Develop the Strategy – this involves applying tools, processes, and concepts, such as mission, vision, and value statements Translate the Strategy – using other tools and processes, including strategy maps and balanced scorecards Plan Monitor Align the Organization – both the business units and 4 5 and Learn Operations shared services units to the corporate strategy and the business processes Operating/Financial Plan Plan Operations – translate the strategic objectives into rolling forecasts, activity-based costing, resource and capacity planning, dynamic budgeting Monitor and Learn – with managers continually reviewing internal operational data and external data on competitors and the business environment Test and Adapt – updating it when they learn that the assumptions underlying it are obsolete or faulty, which starts another loop around the systemSource: “Understanding SAP BOBJ Enterprise Performance Management,” 2010.Newport Consulting Group, LLCNewport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 13. Typical Strategy and Planning Cycles / 3These days we are seeing a trend to move to real-time planning and execution including forecastin a number of industries using both HANA-enabled and traditional predictive analytics to create a“rolling planning and forecast” cycle which is “always on” inside the organization. Predictive Analytics SAP BusinessObjects Powered By Column5, Saphran & IHS Quote Design Change Rolling Business Forecast System Able to Support Historical and Rolling Operating Plans – P&L, Balance Sheets, Cash Flow Opportunity To See Activity Based CostsNewport Consulting Group, LLCNewport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 14. Contents Introductions A Little SAP BusinessObjects Primer Typical Strategy and Planning Cycles Approach using SAP BusinessObjects Client Case Study Questions & Discussion – Your turn! ContactNewport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 15. Approach Using SAP BusinessObjects / 1Our approach underscores our many years of working with organizations to operate more efficientlyand effectively, in areas of strategy and performance management. Technology represents only 5% ofprogram implementation issues - as such we consider several dimensions to our client work. Engagement Principles  Focus on delivering value to organizations in support of goals  Strategically align the organization and SAP as the supporting technology  Reduce or eliminate reliance on third party service providers for data collection and reporting activities  Create greater visibility - both externally and internally – of program results  Introduce PM best practices which could find valuable in future activities.Newport Consulting Group, LLCNewport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 16. Approach Using SAP BusinessObjects / 2Typically organizations face a “strategy gap” in the planning, alignment, and execution phases ofstrategic initiatives, such as sustainability planning. Our approach considers these impacts.Corporate (Boardroom) Strategy ILLUSTRATIVE KPI “White Space”  KPIs bridge and align corporate strategic goals with operational performance data YoY Product  KPIs are stable and have time-bound targets and Operating Avg Time Voluntary indicated actions for above/below target Margin CSAT to Market Employee Index  KPIs are derived from metrics data embodied in Turnover operational-DW/BI or other data stores  Information may be stored in a variety of system environments, spreadsheets, and personal “sources.”  Elaborating the difference between KPIs, metrics and measures is extremely important. Strategic goals and MM QM objectives driving KPIs and metric flow-down. SD SRM FI  Issues with data ownership must be addressed. Operations & SystemsNewport Consulting Group, LLCNewport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 17. Approach Using SAP BusinessObjects / 3We leverage a balanced scorecard (BSC) approach with two components: the scorecard and thestrategy map. The strategy map clearly illustrates at a high level the flows and groupings of objectivesrequired to address the BSC elements. A facilitated process can assist this strategy formulation. 1 2 Executive Briefing Facilitated Interviews 4 3 Consolidation BSC Element Workshops > Finance > Customer > Process > People Planning Congress (if needed) 5 > Information Exchange > Assign tactical objectives > Resource initiatives > Assign accountabilityNewport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 18. Approach Using SAP BusinessObjects / 3A number of output options are available with SSM particularly as it moves to its EPM10 platform. Weprovide support not only interface to regional deployment activities, but also to the most recentdevelopments of the SSM solution as it transitions release platforms through 2012 Considerations from SAP field customers – Registration of client as EPM10 Ramp-up customer – Leverage specific technical resources (3rd Party, SAP) – Manage SAP site visits to reduce impact to effort Considerations for Output forms and Use – Desktop visualization, dashboards, scorecards (standard application - OOTB functionality) – “Where are we today” panels or displays – Enhanced internal communications, employee engagement – Many options - we will provide you with the output forms and dashboards from the SAP environment, and will recommend viable options for display use.Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 19. Approach Using SAP BusinessObjects / 4 Newport’s program implementation workplan includes a “scoping” phase with a balanced approach of technical and functional readiness consistent with SAP guidelines. This will allow for a natural “check point” mid-way through the process to adjust and enable client IT and business objectives.. Program Engagement Model ILLUSTRATIVE 10-week timeline of activities0 1 2 3 4 5 Validate Final Program Engagement Determine Configure to Architecture Preparation, Deployment Launch and Program Landscape of and Operating Ready and Hand- Scheduling Orientation Organization Model Organization over Program Management and Oversight Work streams Kickoff Data Gathering and Reporting Presentation Engagement Workplan Stakeholder Engagement and Communications StakeholderInterview Schedule Technical Enablement (SAP SSM) Week 0 Weeks 1-3 Weeks 4-5 Weeks 6-7 Weeks 8-9 Week 10 … Phase 1 Phase 2 “Program Alignment” Checkpoint “Program Enablement” Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 20. Contents Introductions A Little SAP BusinessObjects Primer Typical Strategy and Planning Cycles Approach using SAP BusinessObjects Client Case Study Questions & Discussion – Your turn! ContactNewport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 21. Client Case Study / 1Our client requested we provide input, comment, and recommendations on best approaches toimplement a localized Balanced Scorecard (BSC) framework under regional deployment throughoutthe Americas leveraging SAP BusinessObjects Strategy Management (SSM). BSC Global Rollout Sponsored by corporate IT globally, initial rollout in Region Americas  Client ITPO responsible for deployment support in US, Canada  Client ITPO coordination with other Region Americas operating units (Mexico, Brazil, South Africa)Newport Consulting Group, LLCNewport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 22. Client Case Study / 2 Our conversations with our client keyed on three key areas to increase reporting accuracy, reduce long-term reliance on external service providers, and create flexibility in the ability of communication, both externally and internally. This would be leveraged and supported by the BSC framework.1  Eliminate multiple sources of spreadsheets Reduce Data  Automate data comparison and aggregation activitiesGathering Complexity  Reduce or eliminate dependency on third party service providers2 Increase Reporting  Provide a central area to gather and distill information from multiple sources Accuracy and  Automate report form outputs Consistency  Provide unique output formats (dashboards, briefing books)3 Increase Stakeholder  Increase engagement of internal stakeholders and employees and Employee  Develop creative means to show “where are we today” towards strategic goals Engagement  Provide roadmaps and “play books” of how the organization will need to work In addition we believe there are additional opportunities in the areas of governance:  Introduce Program Office practices to consolidate and leverage resources  Explore strategic initiatives beyond ITPO to leverage BSC platformNewport Consulting Group, LLCNewport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 23. Client Case Study / 3We provided background on stakeholder enablement approaches including tie-in with specificcorporate social biz platforms like SAP StreamWork and deployment of the BSC approach on iPadusing BusinessObjects BI On Demand. Socialize Structure PersonalizeNewport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 24. Contents Introductions A Little SAP BusinessObjects Primer Typical Strategy and Planning Cycles Approach using SAP BusinessObjects Client Case Study Questions & Discussion – Your turn! ContactNewport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 25. Questions and Discussion – Your turn!Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx 24
  • 26. Contents Introductions A Little SAP BusinessObjects Primer Typical Strategy and Planning Cycles SAP’s Approach using SAP BusinessObjects Client Case Study Questions & Discussion – Your turn! ContactNewport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 27. Contact Newport Consulting Group, LLC William Newman, CMC, MBA, SA Managing Principal wnewman@newportconsgroup.com 7286 North Village Drive O 248-978-2000 Clarkston, MI 48346 USA M 248-635-9902Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 28. ContactSome helpful references and links: William Newman, Understanding BusinessObjects Enterprise Performance Management (SAP Press, 2010). – http://www.sap-press.com/products/Understanding-SAP-BusinessObjects-Enterprise-Performance-Management-.html William Newman, Use SAP StreamWork to Track Sentiment Analysis and Performance Metrics, GRC Expert, March 24, 2011 – http://www.grcexpertonline.com/article.cfm?id=5734 William Newman, Create and Monitor a Risk-Adjusted Strategy for the Post-Crisis Economy, GRC Expert, January 7, 2010 – http://www.grcexpertonline.com/article.cfm?id=5022 Davin Wilfrid, Building a Corporate Sustainability Reporting Strategy with SAP, Project Expert, March 17, 2010 – http://www.projectexpertonline.com/article.cfm?id=5113 Podcast: “IT transformation plans with mobile strategy more likely to get funding,” William Newman, Todd Morrison, Jacquelyn Howard, searchSAP.com, October, 2011 – http://searchsap.techtarget.com/podcast/IT-transformation-plans-with-mobile-strategy-more-likely-to-get-funding William Newman, Strategy Management iPad app offers balanced scorecard access anywhere, searchSAP.com, November 7, 2011 – http://searchsap.techtarget.com/news/2240110350/Strategy-Management-iPad-app-offers-balanced-scorecard-access- anywhere Jesse Jacoby, William Newman, Mobile computing offers inroads to executives, profit models for SAP, searchSAP.com, October 5, 2011 – http://searchsap.techtarget.com/news/1280100071/Mobile-computing-offers-inroads-to-executives-profit-models-for- SAP-customersMobile-computiNewport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 29. William Newman, CMC, MBA, SA Author, professional speaker, writer and consultant - William (“Bill”) Newman serves as Managing Principal of Newport Consulting Group, an independent management consulting firm focused on strategy, operations, risk management, and technology. Mr. Newman has 25 years experience in a wide range of operations including manufacturing, IT, R&D, sales, marketing, planning, human capital, service delivery and finance. His expertise spans service, manufacturing (automotive, aerospace, life sciences, high tech, CPG), government, utilities, transportation, and healthcare industries as well as not for profit organizations. Mr. Newman’s service area focus is innovation, strategy, market growth entry, program design and oversight, and corporate sustainability. He is a former executive of Volkswagen’s technology division and has served in a number of professional and management positions at Grant Thornton, KPMG/BearingPoint, and Booz & Company. A recognized expert andinfluence partner in the areas of EPM, GRC and ERP, Mr. Newman serves as an outside advisor to the SustainabilityExecutive Advisory Council (EAC) of software maker SAP. He is an adjunct professor at Northwood University in thefield of management studies, as well as a participant of the University of Oregon Sustainability Leadership Program.Bill was granted the Certified Management Consultant (CMC) designation by the Institute of Management Consultantsin 1995 and has served on the IMC national board of directors and three regional boards across the USA for over 10years. Mr. Newman is a qualified Trainer / Coach granted by the American Society for Quality (ASQ) since 2000, aqualified consultant for Social Accountability International (SAI) in SA 8000 for social accountability since 1998 and theSocial Fingerprint® method for business improvement since 2011. Mr. Newman is an member of the MichiganAssociation of CPAs (management consulting task force) and a registered expert witness with the Technical AdvisoryServices for Attorneys (TASA). His paid and pro bono not for profit consulting includes work with the United Church ofChrist, Evangelical Homes of Michigan, a regional mental health services provider, and the Boy Scouts of America.Bill holds a Bachelor’s Degree in Aerospace Engineering with a minor in Economics from the Henry Samueli School ofEngineering at UCLA, and an MBA in Management and minor in International Business from the Conrad Hilton Schoolof Business at Loyola Marymount University (Los Angeles). Bill and his wife Teresa make their home in southeastMichigan.Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 30. Jesse Jacoby, MBA, MComm Jesse Jacoby, a management consultant with extensive experience executing strategic initiatives and achieving business transformation Select Project Highlights: goals. He provides thought leadership and expertise in the areas of Led organizational change and organizational change, strategic communications, and stakeholder transformation efforts for: engagement. Jesse has helped dozens of clients, including Fortune 500 companies, deliver successful people and change strategies  Largest ever deployment of across a range of initiatives such as technology deployments, merger- PeopleSoft to the DoD acquisitions, corporate restructuring, and outsourcing.  Top airline’s passenger system deployment Jesse spent more than a decade leading consulting engagements for Booz &  Fortune 10 retailer’s Company, Accenture, and Right Management. He has worked across multiple industries, including transportation, automotive, energy, retail, and financial acquisition strategy services. Jesse is adept at all organizational levels, and frequently engages with c-  Largest single-country suite executives, vice presidents, and directors, as well as middle managers and outsourcing initiative frontline employees.  Fortune 10 manufacturer’s Prior to his consulting career, Jesse served as the Director of Marketing for start-up CRM rollout technology company COS, Inc., which provides information services to the scientific  Big 3 auto’s IT outsourcing research community. His online product marketing strategies supported the / shared services transition companys growth through two rounds of venture funding, a five-fold organizational expansion, and positioning of the company for its eventual acquisition.  Fortune 100 talent acquisition strategy Jesse holds an MBA from The Johns Hopkins University, as well as a Masters in Communications. He retains close ties with Johns Hopkins where he serves as Treasurer for the Universitys Alumni Council and sits on the Steering Committee of the Carey Business School Deans Alumni Advisory Board. Originally from the East coast, Jesse and his wife Allyson now call the city of Denver home.Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 31. Additional MaterialsNewport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 32. Program Workplan / Task 1 PRELIMINARYThe work begins with Task 1 in the Program Alignment phase. Here we determine and validate theneeds and requirements of the organization, provide education, and begin to align stakeholders withneeds, wants, and governance for the use of the solution. Work streams Activities1 Program Management and Oversight  Establish regular stakeholder meeting schedule Determine  Align with regional protocols and activities Program  Align with SAP ramp-up protocols (as needed) Orientation  Weekly status reporting  Detailed analysis as to the source of metrics and data Data Gathering and Reporting Weeks 1-3  Detailed review of the report compliance process  Preliminary analysis of reporting activities and costs  Initial KPI roll-ups Stakeholder Engagement and  Stakeholder interviews, determine needs/wants Communications  Establish regular stakeholder meeting schedule  Propose initial set of guiding principles  Create development environment Technical Enablement (SAP SSM)  Initial solution installation  Initial solution configuration (including BI, NetWeaver)  Establish Conference Room Pilot environmentNewport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 33. Program Workplan/ Task 2 PRELIMINARYIn Task 2 in the Program Alignment phase we confirm our basic assumptions and hypotheses aroundthe needs and wants of the organization, where is the information originating, how it will be presentedand basic structure of the solution. The checkpoint allows for scope review and adjustment. Work streams Activities2 Program Management and Oversight  Lead regular stakeholder meetings Validate  Schedule, validate SAP oversight activities Architecture  Weekly status reporting and Operating  Review and validate pro forma business case Model  Validate analysis of reporting activities and costs Data Gathering and Reporting Weeks 4-5  Confirm KPI roll-ups and structure  Prepare pro forma business case for review Stakeholder Engagement and  Facilitate regular stakeholder meetings Communications  Validate initial set of guiding principles  Assess impact to policies, procedures  Determine modes and channels of communication  Construct performance management meta data (BI) Technical Enablement (SAP SSM) – Organization, staff, process, compliance targets – KPI structure, template configurations, upload  Initial structure of Master Data Management (MDM) Opportunity to – Frameworks, perspectives review scope, make Checkpoint – Objectives, scorecards adjustmentsNewport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 34. Program Framework / Task 3 PRELIMINARYOnce the premise for the solution and the changes to the organization are confirmed, the ProgramEnablement phase begins with Task 3. Here we configure the landscape for change, including anypolicy or procedures, data gathering and survey, report and output forms, and information exchange Work streams Activities3 Program Management and Oversight  Lead regular stakeholder meetings Configure  Schedule, validate SAP oversight activities Landscape for  Weekly status reporting Organization  Review proposed policy and procedure changes  Review reports and outputs design Data Gathering and Reporting Weeks 6-7  Investigate alternative report, information exchange options  Validate stakeholder data gathering roles Stakeholder Engagement and  Facilitate regular stakeholder meetings Communications  Develop Playbooks  Test communication channels, modes  Initial CR Pilot validation  Confirm structure of Master Data Management (MDM) Technical Enablement (SAP SSM) – Frameworks, perspectives – Objectives, scorecards  Determine reports and output design  Describe roles and survey patterns, frequency  Describe KPI targets, tolerances, alertsNewport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 35. Program Workplan/ Task 4 PRELIMINARYTask 4 in the Program Enablement phase readies the organization for the new way of doing business.This includes final confirmation and go-ahead by the stakeholders, final solution preparation and test,as well as report consistency and accuracy checks. Work streams Activities4 Program Management and Oversight  Lead regular stakeholder meetings Final  Schedule, validate SAP oversight activities preparation,  Weekly status reporting ready  Develop hand-over plan organization  Review report outputs with stakeholders Data Gathering and Reporting Weeks 8-9  Confirm KPI and output accuracy Stakeholder Engagement and  Facilitate regular stakeholder meetings Communications  Conduct organization readiness review  Initiate organization communication  Secure “go-ahead” from stakeholders  Confirm KPI historical data and targets Technical Enablement (SAP SSM) – Load historical data, target data – Run tests  Confirm KPI current data – Load current data – Run testsNewport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
  • 36. Program Framework / Task 5 PRELIMINARYTask 5 in the Program Enablement phase readies the organization for the new way of doing business.This includes final confirmation and go-ahead by the stakeholders, final solution preparation and test,as well as report consistency and accuracy checks. Work streams Activities5 Program Management and Oversight  Lead regular stakeholder meetings Final  Schedule, validate SAP oversight activities preparation,  Weekly status reporting ready  Deliver hand-over plan organization  NA Week 10 … Data Gathering and Reporting Stakeholder Engagement and  Facilitate regular stakeholder meetings Communications  Documentation for hand-over  Knowledge transfer Technical Enablement (SAP SSM)  Documentation for hand-over  Migration to production environment Replicate, annotate to other business units (1-2 weeks)Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx

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