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HOLZER & Associates to address U.N.-Centric Results-Based Management
- 1. FROM STRATEGY TO WORKPLANS U.N.-CENTRICRESULTS-BASED MANAGEMENT
- 2. / 33 About Us Holzer & Associés SA Aninternationalbusinessandmanagementconsultingcompany, headquarteredinSwitzerland.Wehelpourclientsimproveandmanagetheirperformance.Weaccompanythemthroughtheentiremanagementprocess-fromrecommendinganddevelopingthebusinessandtechnicalconcept,theconceptionofprovenperformancemanagementsolutions.Weprovidethemwithtailoredunderstanding,trustandself-sufficiency.OurclientsareexpectedtoenableprofitablechangesfromtacticalinitiativestoenhancedstrategiesandapproacheswithBI/CPMCapabilityImprovements. HOLZER&AssociatesLtdprovidesawideandneutralexperiencewithallmajorsoftwarevendorsaswellassupplierswithreferencetoBI/CPMselection,implementationandproject/programmanagement. Emphasizingtop-downleadershipandastronggovernanceframeworktoaddressBI/DWH/CPMrequirementsofaculturalshiftfrommanagingbyreportsandnumberstomanagingbyinfluencingchangesinactionsandbehaviors. OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT 2 PART1 PART2 PART3 PART4 PART5
- 3. / 33 About Us Holzer & Associés SA •headquarteredinSwitzerland(GenevaArea),withlocalrepresentationinSpain(BilbaoArea)andinUSA(NewYorkCity) •ExclusivefocusonCorporatePerformanceManagement(CPM) &BusinessIntelligence(BI)andGlobalEnterpriseArchitecture •BuildingbridgesbetweenBusiness&IT •Transformingcustomers’BI/CPMinitiativesintoreality •Over100clientstakingadvantageofourconsultingservicesforthepast18years •AddressingacompleteCPM/BIServicesPortfolioof: –Business&ManagementConsulting –soundandvendor-neutralCPM/BI/DWHrecommendation –suppliersandprovidersselection –Program/ProjectPlanningManagement –Governance –ChangeManagement OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT 3 PART1 PART2 PART3 PART4 PART5
- 4. / 33 About Us An exclusive Focus on CPM and BI •Controlling&performancemanagementsolutions –Valuebasedmanagement –ScorecardandStrategyManagement –Planning,BudgetingandForecasting –Operational,consolidationandfinancialreporting •Conceptualwork&projectmanagement –Fit/GapAnalysis,recommendation,processenhancement –DesignofPerformanceManagementandmeasurementmodels –MasterDataManagement,StrategicRoadmapandBlueprint –Project,PortfolioandProgrammanagementandGovernance •ImplementationofOracleEPM/BIComponents –DRM,FDM,ODI –OracleHyperionPlanning,EssbaseandHFM –OracleBI,includingOSSM –StrategicFinance OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT 4 PART1 PART2 PART3 PART4 PART5
- 5. / 33 Services dedicated to the U.N. From Strategy to Workplans Theabovestatement”FromStrategytoWorkplans”soundssimplerasitoftenis!Wearewellawareofthis,howeverwebelieve,thatwecanhelpyougettingontheway!HOLZER&AssociatesLtdhasastrongexperienceindealingandimplementingUN-centricResults- BasedManagementFrameworkandsolutions.Wewouldbepleasedtoinviteyoutotakepartinasetofexclusiveroundtableeventsandonsitepresentations,wherewewillshowyouhowandwithwhichsolutionswecandefinitelyhelpyou. •Doyourelyuponaunifiedmanagementanddecision-makingsystem? •Howwellareyourprogramsandbudgetsalignedwithyourorganization’sstrategicobjectives? •Howwelldousersidentifyandtracktheoutcomesandtargetsoftheirprogramsaccordingtothestrategicobjectives? •Canstakeholderseasilyseetheactualprogressvs.planned? Howeasilydoyouroperationsadapttochangesinthestrategicframework? 5 PART3 PART4 PART5 PART2 PART1 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT
- 6. / 33 U.N.-Centric RBM Framework 6 PART3 PART2 PART4 PART5 PART1 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT 5-6 years 2 years 1year Programme Planning Resource Requirements Medium-Term Strategic Plan Workplan
- 7. / 33 U.N.-Centric RBM Framework Review Reviewingallexistingdefinedprocessesandorganizationitems(inventoryataglobal,regionalandlocallevels): –Objectives –Expectedresults –Outcomes(includingnarratives,notonlynumeric) –Inputs –Outputs(includingnarratives) –Indicators(KPIs) –Externalfactorseffectsassessment –DoubleWBS(bothprogrammaticandorganizationalstructures, includingnarratives,notonlynumbers) 7 PART3 PART4 PART5 PART2 PART1 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT
- 8. / 33 U.N.-Centric RBM Framework Benchmark •BenchmarkingeffectiveimplementationofRBMintheU.N. Agency(BestPracticeFit/GapAnalysis) –Clarityoftheconceptualframeworkforresults-basedmanagement –Respectiveresponsibilitiesoftheorganization’smainpartiesareclearlydefined –Long-termobjectivescanbeclearlyformulatedfortheorganization(MTSP) –Theorganization’sprogrammesarewellalignedwithitslong-termobjectives –Theorganization’sresourcesarewellalignedwithitslong-termobjectives –Aneffectiveperformancemonitoringsystemisinplace –Evaluationfindingscanbeusedeffectively –Results-basedmanagementiseffectivelyandefficientlyinternalizedacrosstheAgency –Aknowledgemanagementstrategyisdevelopedtosupportresults- basedmanagement 8 PART3 PART4 PART5 PART2 PART1 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT
- 9. / 33 U.N.-Centric RBM Framework Recommendation and Presentation •Recommendingimprovements –Keystrengths –Areasforenhancement –Process –Blueprint –Implementationplan –Roadmap •Presentingresults –AdvisoryEngagementReport 9 PART3 PART4 PART5 PART2 PART1 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT
- 10. / 33 EA-Based RBM Analysis Zachman Framework for EA 10 PART3 PART2 PART4 PART5 PART1 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT
- 11. / 33 EA-Based RBM Analysis Zachman Framework for EA 11 PART3 PART2 PART4 PART5 PART1 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT
- 12. / 33 U.N.-Centric RBM Roadmap 12 Change Leadership Roadmap Making the Turn Up & Running Hitting Stride Communication and Marketing Current Reality Future Vision Gap Closing Roadmap Definingand Deciding WHAT,HOW, WHO Implementing, Exercising and Strengthening WHAT,HOW, WHO Sustaining, Leveraging and Fine Tuning WHAT, HOW, WHO AdaptableBest Practices Solution Development Point Solutions Out of Context Release0 Stabilization And Air Cover Strategic Initiatives (in multiple releases) TacticalProjects Baseline Support Old Applications Old Infrastructure Cost Visibility Minimum Customer Service Reactive Old and New Applications Old and New Infrastr. CostControl Good Customer Service Reactive/Proactive New Applications NewInfrastructure Cost reduction Excellent Customer Service Proactive Team Management Current Status External and Internal LeadershipMix TBD External and Internal Leadership Mix TBD Internal Leadership Self Sufficiency PART3 PART2 PART4 PART5 PART1 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT
- 13. / 33 U.N. Mid-Term Strategic Plan 13 PART3 PART2 PART4 PART5 PART1 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT 5-6 years 2 years 1year Programme Planning Resource Requirements Medium-Term Strategic Plan Workplan
- 14. / 33 Mid-Term Strategic Plan (MTSP) 14 PART3 PART2 PART4 PART5 PART1 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT
- 15. / 33 Defining Mid-Term Strategic Plan (MTSP) 15 PART3 PART2 PART4 PART5 PART1 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT
- 16. / 33 Defining Expected Results by Strategic Goals 16 PART3 PART2 PART4 PART5 PART1 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT
- 17. / 33 Defining Expected Results by Programmes 17 PART3 PART2 PART4 PART5 PART1 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT
- 18. / 33 Defining And Assigning KPIs Against Targets 18 PART3 PART2 PART4 PART5 PART1 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT
- 19. / 33 Complexity of the Biennial Plan 19 PART3 PART2 PART4 PART5 PART1 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT 5-6 years 2 years 1year Programme Planning Resource Requirements Medium-Term Strategic Plan Workplan
- 20. / 33 Biennial Plan and Work plan: Addressing a Double WBS 20 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT PART2 PART1 PART3 PART5 PART4
- 21. / 33 Scorecard & Strategy Mgt 21 PART2 PART1 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT Collaborate, define, apply, monitor and control Iterative deployment and control PART3 PART5 PART4
- 22. / 33 U.N.-Centric Workplan 22 PART3 PART2 PART4 PART5 PART1 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT 5-6 years 2 years 1year Programme Planning Resource Requirements Medium-Term Strategic Plan Workplan
- 23. / 33 Workplan: Objects Relationship Network 23 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT PART2 PART1 PART3 PART5 PART4
- 24. / 33 Aligning Budgeting process with Strategy 24 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT PART2 PART1 PART3 PART5 PART4
- 25. / 33 Aligning Budgeting process with Strategy 25 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT PART2 PART1 PART3 PART5 PART4
- 26. / 33 Alerting on deviation of budget against strategy 26 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT PART2 PART1 PART3 PART5 PART4
- 27. / 33 Assessing actuals against target 27 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT PART2 PART1 PART3 PART5 PART4
- 28. / 33 Showing root cause and cascading impacts 28 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT PART2 PART1 PART3 PART5 PART4
- 29. / 33 Understanding cascading impacts 29 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT PART2 PART1 PART3 PART5 PART4
- 30. / 33 And many other possibilities… 30 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT PART2 PART1 PART3 PART5 PART4
- 31. / 33 RBM Cycle with Oracle 31 PART2 PART4 PART1 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT 1Build Strategic goals and Programs 2Push Strategy tree to Planning 3Refresh cube 4Use cube dimensions to pin KPIs and link KPIs in the scorecard 5Budget and Forecast 6Display figures from Planning through OBIEE in the scorecard PART5 PART3
- 32. / 33 Addressing the entire RBM Cycle 32 OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT PART2 PART4 PART1 PART5 PART3
- 33. / 33 Contact: 33 holzer & associates ltd avenue de tourbillon 100 | P.O. Box 505 | 1951 sion | switzerland info@holzer-associates.com | www.holzer-associates.com OUR BUSINESS IS TO IMPROVE YOUR CORPORATE AND ORGANIZATIONAL PERFORMANCE MANAGEMENT PART2 PART4 PART1 PART5 PART3