Discussion Document Sap Bobj Organization Change Management 2012 0110 V1

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This discussion document from Newport Consulting Group considers the nature of SAP BusinessObjects programs and how to effectively plan rapid development solutions (RDS) and proof of concept (POC) projects for EPM, GRC, and Sustainability programs. Includes a customer example of how to organize a sustainability program for a public sector organization.

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Discussion Document Sap Bobj Organization Change Management 2012 0110 V1

  1. 1. Newport Consulting Group, LLC January 2012 FOR DISCUSSION Discussion Document Organization Change Management Techniques for SAP BusinessObjects EPM & GRC Programs 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. 2. Contents Introductions A Little SAP BusinessObjects Primer How to Prepare for SAP BusinessObjects Approach using SAP BusinessObjects Client Case Study Questions & Discussion – Your turn! ContactNewport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx
  3. 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 BOBJ Organization Change Management 2012-0110 v1.pptx
  4. 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 BOBJ Organization Change Management 2012-0110 v1.pptx
  5. 5. Contents Introductions A Little SAP BusinessObjects Primer How to Prepare for SAP BusinessObjects Approach using SAP BusinessObjects Client Case Study Questions & Discussion – Your turn! ContactNewport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx
  6. 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 BOBJ Organization Change Management 2012-0110 v1.pptx
  7. 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 6 Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx
  8. 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 BOBJ Organization Change Management 2012-0110 v1.pptx
  9. 9. A Little SAP BusinessObjects Primer / 4The sustainability solution map for SAP BusinessObjects comprises seven domains, each providingfunctionality across operating areas. Many of the non-security related GRC tools are now alsopackaged as Sustainability in the solution map, including several that Steelcase currently uses. Executive Strategy Engagement & Benchmarking Materiality & Financial Risk Management Management Corp. Citizenship & Analytics Assured Reporting & Performance Environment, Environmental Industrial Health Risk Assessment Emergency Process Safety Health & Safety Compliance` & Safety & Reduction Management Facility Energy Production Energy Carbon Natural Resource Smart Grid Operations Management Management Management Management Participation Supply Sourcing & Traceability Green Supply Chain Chain Procurement & Recall Logistics Design & Planning Product Material & Product Recycling Sustainable Product Product Compliance Safety & Reuse Design Footprint Personal Residential Consumers Footprint Mobility Energy Human Diversity Strategic Workforce Labor Compliance Travel Management Resources Management & Human Rights IT Availability, Security, Accessibility & Privacy Green ITSource: 2009 SAP AG public domain website, www.sap.com/sustainability.Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx
  10. 10. Contents Introductions A Little SAP BusinessObjects Primer How to Prepare for SAP BusinessObjects Approach using SAP BusinessObjects Client Case Study Questions & Discussion – Your turn! ContactNewport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx
  11. 11. How to Prepare for SAP BusinessObjects / 1 As a way to structure your program, the technique of initiative planning using logical networks can be a great approach to understanding where the organization is today, where it needs to be tomorrow, and what logical steps (both IT and business) are needed to make the journey over several steps.Newport Consulting Group, LLCNewport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx
  12. 12. How to Prepare for SAP BusinessObjects / 2Findings of the Capers Jones study illustrated only 4% of program issues with IT transformationefforts were directly related to technology. Our experience suggests four key areas to consider. 1 2 Resourcing Communication and Funding Planning 3 4 Risk Operating Model Management AlignmentNewport Consulting Group, LLCNewport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx
  13. 13. How to Prepare for SAP BusinessObjects / 3 A Portfolio Management (PMO) approach allows for a program structure of key initiatives, driving strategic objectives. Program risk management and funding / resourcing issues may be dealt with centrally using a PMO structure across multiple initiatives. Strategy Vision, Goals, Strategy  What are the KPIs and improvement drivers?  What is the value outcome? Business Plans (Functional, Divisional) Human Resources Operations Program &  What are the new operating processes?Balanced Scorecard Portfolio  How will work be distributed in the new Lessons Learned Capital Management organization? Management  What policies and procedures are needed? (PMO) Enabling Technologies Functional and Implementation Control Technology Go-Live &  What are the solution building blocks? Planning Blueprint Realization Support  How will the solution deliver core processes?  Who will build, deliver, test, and manage the solution? Project Execution Source: Nolan, Norton & Company (as modified by Newport Consulting Group) Newport Consulting Group, LLC Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx
  14. 14. How to Prepare for SAP BusinessObjects / 4Project communications planning can take on a full work stream of activity in larger programs andinitiatives. Typically there are three stages to migrate the movement of the organization to coincidewith the change in technology, which generally is very rapid with EPM and GRC projects.Newport Consulting Group, LLCNewport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx
  15. 15. How to Prepare for SAP BusinessObjects / 5Changes in the business operating model can play havoc on GRC and EPM programs. Wediscovered in one program assessment several technical and business requirements that had stymiedan otherwise successful Global Trade Services initiative from moving forward. 1 Manual processes 3 ILLUSTRATIVE Up-stream and use of Impacts from Booking impacts from Lag time to file external outsource booking Docs booking docs outsource FF applications. agents (BDP) booking agents Freight Forwarder Sales Order Global Trade Program Boundary Carrier (all modes) Customer 4 service Outsourced filing of AES documents SAP 2 Inventory and Down-stream Visibility to Delivery Customs design available impacts from scheduling and Order Docs to create DO outsource FF and inventory booking agentsNewport Consulting Group, LLCNewport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx
  16. 16. 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 BOBJ Organization Change Management 2012-0110 v1.pptx
  17. 17. 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 BOBJ Organization Change Management 2012-0110 v1.pptx
  18. 18. 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 BOBJ Organization Change Management 2012-0110 v1.pptx
  19. 19. Approach Using SAP BusinessObjects / 3 In product compliance initiatives, we typically find that several roles are needed to execute work steps of core processes. SAP can act as a role broker to distribute compliance-related work activities. Product Business Unit Lead (VP, GM, Director) Compliance ManagementNon-standard Sales Account and/or Purchasing Manager Processes Product and/or Quality Manager Compliance ManagerStandard with EHS (enterprise-wide or program-level)Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx
  20. 20. Approach Using SAP BusinessObjects / 4Pre-defined, quantified Key Risk Indicators (KRI) linked to KPIs can automatically trigger preventive orrecovery responses when risk events threaten or actually do occur. ILLUSTRATIVEKRI Design KPIsPurchases of goods from non-preferred Business Process  Market Sharevendors. Specify tolerance as % of  Customer Satisfactionspend. Trigger when ≥5%.  Earnings Supply Chain Planning and Execution Drivers Impacts Import / export custom Decline in Number of Customers restrictions (Market Share) Purchases from non-preferred Logistics Late Product Deliveries vendors Disruption (Customer Satisfaction) Hostile waters / ports or poor Increased Costs and Expenses weather and shipping routes (Earnings)Key Risk Indicators (KRIs)  1.1 Average time to clear customs  1.2 # of restricted goods held in customs  2.1 % of purchases from non-preferred vendors Responses  3.1 Trends in weather and route requirements Preventive responses Recovery responses reduce probability reduce impact of event Accept Avoid Transfer Mitigate Control of eventSource: SAP America (as modified by Newport Consulting Group)Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx
  21. 21. Approach Using SAP BusinessObjects / 5 Based on the complexity of the environment, validation, configuration, test, and deployment of EPM and some GRC solutions may be compressed to as little as 12 weeks for all phases (rapid blueprint to go-live). Some components vary, including KRI and KPI definition and mapping as an example. EPM Application Implementation Plan EXAMPLE Baseline Program for 1-2 Target Solutions Month 1 Month 2 Month 3 Month 4 Activities X X X X X X X X X X X X X X X X X X X X1. Install Basic Solution2. Plan and Build Target Solution3. Integrate Data4. Validate Solution - Conference Room Pilot Iteration Iteration5. Final Preparation and Test6. Go Live Go-Live7. Post-Go Live supportand Knowledge TransferNewport Consulting Group, LLC 20Source: Understanding SAP BusinessObjects Enterprise Performance Management, Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx 2010.
  22. 22. Approach Using SAP BusinessObjects / 6 A typical planning phase consists of the facilitation of business and system requirements, and development of stakeholder buy-in, recommended internal processes and monitoring controls, metrics and indicator formulae and mapping, and solution “building blocks” for downstream implementation. Proof of Concept Activities ILLUSTRATIVE Development of Template Model for Deployment Activities Plan Structure Validate Deploy Scope  Understand implementation  Develop working solution to fit  Validate the solution meets 80/20  Gap / fit template and deploy to methodology, goals, opportunities constituent group or operation template requirements for initial or subsequent constituent and risks for constituent group or unit constituent group or operating unit group or operating unit operating unit  Establish regular stakeholder  Review solution impacts to policies  Constituent group user trail and Key Activities  Conduct facilitated discussions with meeting schedule and procedures comment period  Determine corporate protocols and  Determine roles matrix (RASCI) and  Build recommendations around key leads requirements playbook with other user groups critical success factors, lessons  Provide summary assessments on – Ramp-up, scheduling, IT,  Construct working POC learned general health of program governance environment based on requirements  Conduct analysis of cutover  Recommend continued corrective  Detailed analysis as to the source of to date strategies and plans actions for navigating toward metrics and data – Interface success – Data load and mapping – Access rights and policies Key  Create development environment  Confirm structure of Master Data  User comments and improvementsDeliverables  Summary review assessments and  Initial solution installation Management (MDM)  Cut-over Analysis recommended actions  Initial solution configuration – Frameworks, perspectives  Key learnings and critical success (including BI / DW as needed) – Objectives, scorecards factors  Establish Conference Room Pilot  Determine reports and output design  Draft deployment proposal environment  Limited Impact Assessment Initial Launch > 3-4 weeks 6-8 weeks 10-12 weeks Roll-in of user groups, BUs (scope of initial proof of concept) (as needed, as required) Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx
  23. 23. 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 BOBJ Organization Change Management 2012-0110 v1.pptx
  24. 24. Client Case Study / 1Sonoma County Water Agency (SCWA) is the primary wholesale distributor of drinking water for Sonoma County andnorthern Marin County. SCWA has provided multi-year reporting history to the State, Low-impact Development (LID)guidelines, and established a carbon-neutral target by 2015. Our cursory review to date suggests the Agency is well below required emission standards.Source: 2009 Carrot report submission, 2009 GHG Emissions report, SCWA (self reported).Newport Consulting Group, LLCNewport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx
  25. 25. Client Case Study / 2Newport Consulting was referred to the Agency by technology partner SAP to address the potential use ofPerformance Management solutions. In addition our preliminary conversations revealed several potential needs ofSCWA to enhance and enable sustainability program efforts ILLUSTRATIVE Rapidly evolving standards limits ability to frequently Reports annually CSO Communicates track progress Activists, Investors, Customers Unorganized collection leads to inaccuracies Lack of alignment to company MISSION structures and processes limits HR insights and management Finance Manufacturing Information and data is spread across many people and systems EHS Manufacturing Supply Chain Finance HR Facilities EmployeesSource: SAP America, as modified by Newport Consulting Group.Newport Consulting Group, LLCNewport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx
  26. 26. Client Case Study / 3SAP SuPM can be linked to other SAP platforms, such as SAP BusinessObjects StrategyManagement for strategic formulation of KPIs and SAP BusinessObjects Risk Management to viewthe impact of key risk indicators (KRIs) on financial targets and enterprise risk management (ERM). CSR Program Boundary KPIs, triggers SAP BusinessObjects Strategy Management KRIs, tolerances SAP BusinessObjects Sustainability Performance Management SAP BusinessObjectsSource: “Improve Your Corporate Sustainability Program using SAP BusinessObjects Risk ManagementSustainability Performance Management,” GRCExpert, 2009.Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx
  27. 27. Fortune 500 Consumer Product Manufacturer Company Profile and Engagement Global Fortune 500 manufacturer of hygiene and consumer products Compliance requirements for REACh and other RoHS standards Selected SAP as base platform to consolidate, analyze and report information to agencies and corporate sustainability departments Leveraged SAP PrC, EHS, and RPM with management across all product portfolios and markets Benefits Achieved Reduced reporting cycles across portfolio teams Increased accuracy of reporting Greater transparency to compliance statusNewport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx
  28. 28. Fortune 500 Specialty Materials Division Company Profile and Engagement Division of Global Fortune 500 manufacturer of specialty materials and chemicals Integrating a number of Order to Cash and Global Trade Services processes with conventional ERP Included third-party data sources for license, tariffs and embargo status to export nations Solution configuration required detail examination of operating model and technical processes to eliminate artificial document processing requirements. Benefits Achieved Created “z-process” work around inside Order to Cash Process, allowing export-based orders to fulfill both international process as well as internal policy requirements. Examined changes to customer service models.Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx
  29. 29. 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 BOBJ Organization Change Management 2012-0110 v1.pptx
  30. 30. Questions and Discussion – Your turn!Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx 29
  31. 31. 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 BOBJ Organization Change Management 2012-0110 v1.pptx
  32. 32. 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 BOBJ Organization Change Management 2012-0110 v1.pptx
  33. 33. 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 BOBJ Organization Change Management 2012-0110 v1.pptx
  34. 34. 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 BOBJ Organization Change Management 2012-0110 v1.pptx
  35. 35. 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 BOBJ Organization Change Management 2012-0110 v1.pptx
  36. 36. Additional MaterialsNewport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx
  37. 37. Program Workplan / Top Level PRELIMINARY 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 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 BOBJ Organization Change Management 2012-0110 v1.pptx
  38. 38. 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 BOBJ Organization Change Management 2012-0110 v1.pptx
  39. 39. 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 BOBJ Organization Change Management 2012-0110 v1.pptx
  40. 40. 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 BOBJ Organization Change Management 2012-0110 v1.pptx
  41. 41. 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 BOBJ Organization Change Management 2012-0110 v1.pptx
  42. 42. 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 BOBJ Organization Change Management 2012-0110 v1.pptx

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