PPM Challenge #4: Improving PPM Maturity – 2012 PPM Challenge and Opportunity...EPM Live
This document discusses improving project and portfolio management (PPM) maturity. It begins by recapping previous challenges around prioritizing demand, project communication and reporting, and providing value at different levels. It then introduces challenge #4 as improving PPM maturity across the organization. The document discusses establishing a plan to benchmark effectiveness and move up in common PPM maturity models. Finally, it provides an overview of key dimensions to consider at each maturity level, including people, processes, technology, financial management, and relationships.
Considerations in Selecting and Protecting Your IT InvestmentHelene Heller, PMP
The document discusses considerations for selecting and protecting IT investments, including the importance of aligning technology choices with business needs. It recommends using an enterprise IT structure and governance model to select projects that address end-to-end business processes and have a clear business case. A portfolio management approach is suggested to prioritize projects, optimize costs and benefits, and adapt to changing business needs. Key steps include understanding stakeholder goals, brainstorming potential enterprise solutions, and developing a business case for each project.
This document summarizes key points from a presentation on the evolving role of project managers in 2014 and beyond. It discusses how economic conditions, new technologies, and industry trends will require project managers to take a more flexible, collaborative approach focused on facilitating strategic business change through programs and projects. Specifically, it suggests project managers may act as ecosystem managers overseeing multiple internal and external service providers. Additionally, it highlights the emergence of Enterprise Program Management Offices that integrate both technology and business initiatives to better align projects with organizational strategies and objectives.
!Newman 2011 Fall Focus Sustainable Supply Chain V FxWilliam Newman
This presentation made at the ASUG 2011 Fall Focus introduces the SAP Sustainability Executive Advisory Council (EAC) and announces the limited ramp-up of the Sustainability Business Network (SBN) solution from SAP Research.
This document provides an overview of a case study for transforming an organization's HR operations to world-class standards. It discusses the goals of transitioning HR service delivery to be more effective and efficient through improved self-service, data management, organizational effectiveness, human capital management and policy administration. It also aims to define the appropriate technology mix to support this transformation given the company's continued growth and increasingly global presence. The document outlines the company's organizational profile, goals, approach, change management process and considerations for HR technology.
Corporater at BSC and Strategy Forum - March 2013Pedro S. Pereira
Corporater is a specialised vendor for Balanced Scorecard and Performance Management software solutions that are flexible, ready-to-run, and that can be easily managed and configured by business users. Founded in the year 2000, Corporater has over 1000 customers from all key domains with an international presence in over 29 countries through its offices and strategic partnerships.
Corporater EPM Suite assist businesses to more effectively manage performance through building dashboards, enterprise reports, and balanced scorecards. Functionality to manage initiatives, visualize strategy, and tools to assist in budgeting, management meetings, risk management, manual and automated data collection, and analysis are also available.
Fundamentals of program, project portfolio managementRobert Twiddy
Here are 5 types of portfolio metrics with key questions and sample metrics for each:
1. Portfolio Mix
- What is the breakdown of projects by type, market, etc.?
- % of portfolio by project type, customer, business unit
2. Portfolio Health
- How healthy is the portfolio?
- % of projects on time, on budget, meeting goals
3. Financial Management
- How is the portfolio performing financially?
- ROI, NPV, IRR, cash flow, cost savings
4. Value Delivery
- Is the portfolio delivering value to the organization?
- % of portfolio linked to strategy, value of benefits realized
5. Demand and Cap
PPM Challenge #4: Improving PPM Maturity – 2012 PPM Challenge and Opportunity...EPM Live
This document discusses improving project and portfolio management (PPM) maturity. It begins by recapping previous challenges around prioritizing demand, project communication and reporting, and providing value at different levels. It then introduces challenge #4 as improving PPM maturity across the organization. The document discusses establishing a plan to benchmark effectiveness and move up in common PPM maturity models. Finally, it provides an overview of key dimensions to consider at each maturity level, including people, processes, technology, financial management, and relationships.
Considerations in Selecting and Protecting Your IT InvestmentHelene Heller, PMP
The document discusses considerations for selecting and protecting IT investments, including the importance of aligning technology choices with business needs. It recommends using an enterprise IT structure and governance model to select projects that address end-to-end business processes and have a clear business case. A portfolio management approach is suggested to prioritize projects, optimize costs and benefits, and adapt to changing business needs. Key steps include understanding stakeholder goals, brainstorming potential enterprise solutions, and developing a business case for each project.
This document summarizes key points from a presentation on the evolving role of project managers in 2014 and beyond. It discusses how economic conditions, new technologies, and industry trends will require project managers to take a more flexible, collaborative approach focused on facilitating strategic business change through programs and projects. Specifically, it suggests project managers may act as ecosystem managers overseeing multiple internal and external service providers. Additionally, it highlights the emergence of Enterprise Program Management Offices that integrate both technology and business initiatives to better align projects with organizational strategies and objectives.
!Newman 2011 Fall Focus Sustainable Supply Chain V FxWilliam Newman
This presentation made at the ASUG 2011 Fall Focus introduces the SAP Sustainability Executive Advisory Council (EAC) and announces the limited ramp-up of the Sustainability Business Network (SBN) solution from SAP Research.
This document provides an overview of a case study for transforming an organization's HR operations to world-class standards. It discusses the goals of transitioning HR service delivery to be more effective and efficient through improved self-service, data management, organizational effectiveness, human capital management and policy administration. It also aims to define the appropriate technology mix to support this transformation given the company's continued growth and increasingly global presence. The document outlines the company's organizational profile, goals, approach, change management process and considerations for HR technology.
Corporater at BSC and Strategy Forum - March 2013Pedro S. Pereira
Corporater is a specialised vendor for Balanced Scorecard and Performance Management software solutions that are flexible, ready-to-run, and that can be easily managed and configured by business users. Founded in the year 2000, Corporater has over 1000 customers from all key domains with an international presence in over 29 countries through its offices and strategic partnerships.
Corporater EPM Suite assist businesses to more effectively manage performance through building dashboards, enterprise reports, and balanced scorecards. Functionality to manage initiatives, visualize strategy, and tools to assist in budgeting, management meetings, risk management, manual and automated data collection, and analysis are also available.
Fundamentals of program, project portfolio managementRobert Twiddy
Here are 5 types of portfolio metrics with key questions and sample metrics for each:
1. Portfolio Mix
- What is the breakdown of projects by type, market, etc.?
- % of portfolio by project type, customer, business unit
2. Portfolio Health
- How healthy is the portfolio?
- % of projects on time, on budget, meeting goals
3. Financial Management
- How is the portfolio performing financially?
- ROI, NPV, IRR, cash flow, cost savings
4. Value Delivery
- Is the portfolio delivering value to the organization?
- % of portfolio linked to strategy, value of benefits realized
5. Demand and Cap
IBM Cognos - Hälsokontroll på ekonomiavdelningen med mål att bli värdeskapareIBM Sverige
Som en en spinoff från IBM's CFO survey 2010, ger vi dig möjligheten att staka ut vägen hur du skall bli bättre än dina konkurrenter. Denna presentation hölls på IBM Cognos Performance 2010 av Jonas Berg, Sr Managing Consultant, Business Analytics & Optimization, IBM
The document discusses several challenges facing today's turbulent business environment, including greater uncertainty, increased competition, changing customer demands, and new technologies. It also identifies weaknesses in how many companies approach IT, such as not adequately including IT in business plans and strategies. A second section discusses barriers to effective strategy implementation, including people not understanding the strategy and a lack of alignment between strategies and budgets/incentives. The final sections provide frameworks for developing business strategies and conducting a SWOT analysis of an organization's IT capabilities.
Portfolio Management involves three key steps:
1) Defining investments and selecting/prioritizing projects based on their strategic contribution and other criteria.
2) Periodically reviewing the portfolio to ensure projects are delivering benefits and align with changing strategies. Failing projects may be stopped.
3) Balancing the portfolio by optimizing the mix of investments against the organization's capacity and goals. This allows adapting to a changing business environment.
The document outlines strategies for implementing a performance excellence approach across RHCs to achieve performance improvement targets. It defines performance excellence as a systematic methodology and tools to deliver excellence in all operations. A multi-step process is described to build awareness, with implementation beginning in early 2012 and measures of success focusing on completing training and achieving savings identified in budgets. Standard project charter and financial impact analysis forms were also endorsed to monitor performance excellence projects.
Astute @ Oracle Open World 2011 - Cost Efficiencies During PeopleSoft UpgradeArvind Rajan
This document discusses strategies for reducing costs during a PeopleSoft upgrade project. It identifies common challenges such as lack of coordination, scope creep, and delayed testing. Key factors that can drive costs up or down are reviewed, including team size, infrastructure hosting, skills, and customizations. Best practices for cost containment include using a collaborative vendor, references, proven methodology, reusable deliverables, and addressing risks upfront. Phased rollouts and fixed fee contracts can also help reduce costs and timelines.
The document discusses a survey conducted by PA Consulting to identify the key drivers of effective project portfolio delivery. The survey examined two dimensions: practice maturity, which measures the quality of an organization's practices; and delivery effectiveness, which measures outcomes like meeting budgets, timelines and stakeholder satisfaction. The survey found that becoming more mature in practices like governance, portfolio management and project management generally improves effectiveness. However, organizational complexity and culture also influence effectiveness, and not all practices have an equal impact on outcomes.
The document discusses how traditional risk management fails in the oil and gas sector and provides solutions. It begins with an introduction on why risk management is important for projects. It then discusses how risk management is defined and the structured process involved. It also covers the nature of risks specific to oil and gas projects and why current risk management is not working as well. Finally, it provides a case study on how one oil and gas project effectively implemented risk management through tools like risk identification, evaluation, management and control.
10 tips to manage project portfolio management (ppm) processesgianarosetti
The document discusses the importance of processes and process owners for project portfolio management. It states that PPM processes should be scalable to different project types and sizes, and should provide clarity on the who, when, where, how and why of work, not just what is to be done. It emphasizes that processes need process owners who periodically review and improve the processes based on lessons learned. The goal is for PPM processes to enable effective project execution while avoiding too much bureaucracy.
The document outlines a complete kit to set up initiatives portfolio management including:
1) Establishing a strategic decision making framework and governance process to prioritize non-drug projects similarly to drug development projects.
2) Assigning project management leadership to get resources, drive projects, and ensure they pass tollgates.
3) Having a roadmap of tollgate decisions for projects in the initiatives portfolio.
This document discusses ranking portfolio initiatives and prioritizing projects. It outlines some of the challenges in defining prioritization criteria and building coherent portfolios. Some key points:
- It is important to define prioritization criteria as part of the strategic planning process to ensure the criteria are impartial.
- Multiple assessment criteria, both qualitative and quantitative, should be used to evaluate initiatives.
- The portfolio needs to be reviewed holistically to ensure balance and synergy across initiatives.
- Initiatives need to be sequenced and integrated properly to minimize competing priorities and maximize benefits.
The document outlines Divurgent's approach to revenue cycle management (RCM) transformation, which includes assessing organizational readiness, defining improvement opportunities and metrics, designing integrated processes and technologies, implementing new tools and processes, and continuously measuring and analyzing data to identify further opportunities for improvement. The goal is to align RCM activities with organizational goals and leverage current governance structures.
Measuring Strategic, Visible and Costly Learning ProgramsHuman Capital Media
This document summarizes a webinar presentation about measuring strategic, visible and costly learning programs. The presentation covered:
1) The importance of measuring high-profile learning programs that are aligned with business strategies, have senior leadership visibility, and large budgets.
2) A measurement plan for gathering timely and credible data on these programs, including identifying key performance indicators and creating evaluations, dashboards, and reports to share results.
3) Examples of measurement techniques discussed included capability assessments, tests/certifications, gathering sponsor satisfaction data, on-the-job reinforcement, and conducting business impact exercises to link programs to outcomes.
Business architecture is a disciplined approach to creating and maintaining a set of business-owned information assets that serve as a blueprint for planning and executing strategy. Organizations can take a top-down or bottom-up approach to business architecture. A bottom-up approach focuses on techniques and best practices among operational teams but may lack strategic alignment. A top-down approach ties documentation to strategic goals but can lack tactical execution. Most organizations get stuck taking both approaches without integrating them, failing to connect strategic goals to operations. To be successful, an organization needs both senior leadership buy-in and skills in business architecture modeling, bringing together strategy and analysis.
The document discusses project portfolio management (PPM). It outlines the core objectives of PPM as maximizing value by selecting projects with the greatest value and allocating resources effectively, achieving balance by ensuring an appropriate mix of projects, and strategic alignment by ensuring projects contribute to the overall business strategy. It identifies challenges to implementation such as lack of strategy understanding, resource conflicts, and organizational politics. It also outlines limitations, roles and responsibilities in PPM, and critical success factors.
Oracle Innovation Management - driving success through aligned InnovationFrancois Thierart
The document discusses innovation management and Oracle's solutions. It describes innovation management as selecting and translating the best ideas into profitable customer offerings. Oracle's innovation management connects information and processes across idea generation, portfolio optimization, proposal development, and requirement definition to close the loop between strategy and execution. The benefits are outlined as increasing ROI on R&D, building a stronger pipeline of ideas, better satisfying customer needs, and aligning product portfolios with corporate strategy to drive profitable growth.
How Project Portfolio Management Ties Leadership, Strategic IQ, and Organizat...Tim Washington
Given at the 2012 Boeing Project Management Conference in Mulkiteo, Washington. This presentation focuses on how project portfolio management is a critical piece for tying leadership, strategic IQ, and organizational health together.
This presentation was originally given at the Boeing Project Management conference in Mulkiteo, Washington in October of 2012.
Presenting a mental framework for strategic analysis of project portfolios in an organization. The example used is IT-Business alignment, but many components of this framework may be used in other applications.
SAP Inside Track Toronto ASUG Ontario 2013 Enterprise Risk Management: Align ...William Newman
Presentation to the 2013 SAP Inside Track and ASUG Ontario meetings June 19, 2013. Overview of five elements for enterprise risk management (ERM) using SAP RM10 as well as case study and best practices for audit management and supply chain risk management.
Business Relevant Ways to Convey Learning Impact to ExecutivesMedha Pratap
This document discusses how to convey learning impact to executives through metrics reporting. It outlines elements of balanced executive reporting, including outcome, effectiveness, and efficiency metrics. Sample metrics include employee contribution margin, knowledge gain, and costs. The document presents examples of linking learning programs to business outcomes through methods like surveys, correlations between training and performance, and comparing trained and untrained groups. It emphasizes using data to improve processes and decision making.
IBM Cognos - Hälsokontroll på ekonomiavdelningen med mål att bli värdeskapareIBM Sverige
Som en en spinoff från IBM's CFO survey 2010, ger vi dig möjligheten att staka ut vägen hur du skall bli bättre än dina konkurrenter. Denna presentation hölls på IBM Cognos Performance 2010 av Jonas Berg, Sr Managing Consultant, Business Analytics & Optimization, IBM
The document discusses several challenges facing today's turbulent business environment, including greater uncertainty, increased competition, changing customer demands, and new technologies. It also identifies weaknesses in how many companies approach IT, such as not adequately including IT in business plans and strategies. A second section discusses barriers to effective strategy implementation, including people not understanding the strategy and a lack of alignment between strategies and budgets/incentives. The final sections provide frameworks for developing business strategies and conducting a SWOT analysis of an organization's IT capabilities.
Portfolio Management involves three key steps:
1) Defining investments and selecting/prioritizing projects based on their strategic contribution and other criteria.
2) Periodically reviewing the portfolio to ensure projects are delivering benefits and align with changing strategies. Failing projects may be stopped.
3) Balancing the portfolio by optimizing the mix of investments against the organization's capacity and goals. This allows adapting to a changing business environment.
The document outlines strategies for implementing a performance excellence approach across RHCs to achieve performance improvement targets. It defines performance excellence as a systematic methodology and tools to deliver excellence in all operations. A multi-step process is described to build awareness, with implementation beginning in early 2012 and measures of success focusing on completing training and achieving savings identified in budgets. Standard project charter and financial impact analysis forms were also endorsed to monitor performance excellence projects.
Astute @ Oracle Open World 2011 - Cost Efficiencies During PeopleSoft UpgradeArvind Rajan
This document discusses strategies for reducing costs during a PeopleSoft upgrade project. It identifies common challenges such as lack of coordination, scope creep, and delayed testing. Key factors that can drive costs up or down are reviewed, including team size, infrastructure hosting, skills, and customizations. Best practices for cost containment include using a collaborative vendor, references, proven methodology, reusable deliverables, and addressing risks upfront. Phased rollouts and fixed fee contracts can also help reduce costs and timelines.
The document discusses a survey conducted by PA Consulting to identify the key drivers of effective project portfolio delivery. The survey examined two dimensions: practice maturity, which measures the quality of an organization's practices; and delivery effectiveness, which measures outcomes like meeting budgets, timelines and stakeholder satisfaction. The survey found that becoming more mature in practices like governance, portfolio management and project management generally improves effectiveness. However, organizational complexity and culture also influence effectiveness, and not all practices have an equal impact on outcomes.
The document discusses how traditional risk management fails in the oil and gas sector and provides solutions. It begins with an introduction on why risk management is important for projects. It then discusses how risk management is defined and the structured process involved. It also covers the nature of risks specific to oil and gas projects and why current risk management is not working as well. Finally, it provides a case study on how one oil and gas project effectively implemented risk management through tools like risk identification, evaluation, management and control.
10 tips to manage project portfolio management (ppm) processesgianarosetti
The document discusses the importance of processes and process owners for project portfolio management. It states that PPM processes should be scalable to different project types and sizes, and should provide clarity on the who, when, where, how and why of work, not just what is to be done. It emphasizes that processes need process owners who periodically review and improve the processes based on lessons learned. The goal is for PPM processes to enable effective project execution while avoiding too much bureaucracy.
The document outlines a complete kit to set up initiatives portfolio management including:
1) Establishing a strategic decision making framework and governance process to prioritize non-drug projects similarly to drug development projects.
2) Assigning project management leadership to get resources, drive projects, and ensure they pass tollgates.
3) Having a roadmap of tollgate decisions for projects in the initiatives portfolio.
This document discusses ranking portfolio initiatives and prioritizing projects. It outlines some of the challenges in defining prioritization criteria and building coherent portfolios. Some key points:
- It is important to define prioritization criteria as part of the strategic planning process to ensure the criteria are impartial.
- Multiple assessment criteria, both qualitative and quantitative, should be used to evaluate initiatives.
- The portfolio needs to be reviewed holistically to ensure balance and synergy across initiatives.
- Initiatives need to be sequenced and integrated properly to minimize competing priorities and maximize benefits.
The document outlines Divurgent's approach to revenue cycle management (RCM) transformation, which includes assessing organizational readiness, defining improvement opportunities and metrics, designing integrated processes and technologies, implementing new tools and processes, and continuously measuring and analyzing data to identify further opportunities for improvement. The goal is to align RCM activities with organizational goals and leverage current governance structures.
Measuring Strategic, Visible and Costly Learning ProgramsHuman Capital Media
This document summarizes a webinar presentation about measuring strategic, visible and costly learning programs. The presentation covered:
1) The importance of measuring high-profile learning programs that are aligned with business strategies, have senior leadership visibility, and large budgets.
2) A measurement plan for gathering timely and credible data on these programs, including identifying key performance indicators and creating evaluations, dashboards, and reports to share results.
3) Examples of measurement techniques discussed included capability assessments, tests/certifications, gathering sponsor satisfaction data, on-the-job reinforcement, and conducting business impact exercises to link programs to outcomes.
Business architecture is a disciplined approach to creating and maintaining a set of business-owned information assets that serve as a blueprint for planning and executing strategy. Organizations can take a top-down or bottom-up approach to business architecture. A bottom-up approach focuses on techniques and best practices among operational teams but may lack strategic alignment. A top-down approach ties documentation to strategic goals but can lack tactical execution. Most organizations get stuck taking both approaches without integrating them, failing to connect strategic goals to operations. To be successful, an organization needs both senior leadership buy-in and skills in business architecture modeling, bringing together strategy and analysis.
The document discusses project portfolio management (PPM). It outlines the core objectives of PPM as maximizing value by selecting projects with the greatest value and allocating resources effectively, achieving balance by ensuring an appropriate mix of projects, and strategic alignment by ensuring projects contribute to the overall business strategy. It identifies challenges to implementation such as lack of strategy understanding, resource conflicts, and organizational politics. It also outlines limitations, roles and responsibilities in PPM, and critical success factors.
Oracle Innovation Management - driving success through aligned InnovationFrancois Thierart
The document discusses innovation management and Oracle's solutions. It describes innovation management as selecting and translating the best ideas into profitable customer offerings. Oracle's innovation management connects information and processes across idea generation, portfolio optimization, proposal development, and requirement definition to close the loop between strategy and execution. The benefits are outlined as increasing ROI on R&D, building a stronger pipeline of ideas, better satisfying customer needs, and aligning product portfolios with corporate strategy to drive profitable growth.
How Project Portfolio Management Ties Leadership, Strategic IQ, and Organizat...Tim Washington
Given at the 2012 Boeing Project Management Conference in Mulkiteo, Washington. This presentation focuses on how project portfolio management is a critical piece for tying leadership, strategic IQ, and organizational health together.
This presentation was originally given at the Boeing Project Management conference in Mulkiteo, Washington in October of 2012.
Presenting a mental framework for strategic analysis of project portfolios in an organization. The example used is IT-Business alignment, but many components of this framework may be used in other applications.
SAP Inside Track Toronto ASUG Ontario 2013 Enterprise Risk Management: Align ...William Newman
Presentation to the 2013 SAP Inside Track and ASUG Ontario meetings June 19, 2013. Overview of five elements for enterprise risk management (ERM) using SAP RM10 as well as case study and best practices for audit management and supply chain risk management.
Business Relevant Ways to Convey Learning Impact to ExecutivesMedha Pratap
This document discusses how to convey learning impact to executives through metrics reporting. It outlines elements of balanced executive reporting, including outcome, effectiveness, and efficiency metrics. Sample metrics include employee contribution margin, knowledge gain, and costs. The document presents examples of linking learning programs to business outcomes through methods like surveys, correlations between training and performance, and comparing trained and untrained groups. It emphasizes using data to improve processes and decision making.
The document describes a Lean Administration & Fast Closing project methodology to improve financial processes. The methodology involves 4 steps: 1) Project Initiation to define scope and goals. 2) "As Is" Analysis to map current processes and identify opportunities. 3) Design a roadmap to prioritize and validate improvements. 4) Implementation of changes, monitoring progress, and identifying additional opportunities. The goal is to enhance efficiency, quality, and value of financial activities like forecasting, closing, and reporting.
Get Ready for Solvency II with Oracle's Hyperion Profitability and Cost Manag...Alithya
Organisations today are preparing for the Solvency II regulatory requirements by looking at the controls, processes, and methodologies involved with their various accounting, finance, and reporting functions, and making provisions to simplify, standardize, and wherever possible, automate. Ranzal Vice President and Oracle ACE, Mike Killeen provides an overview of HPCM and discuss how companies can leverage the tool for the Solvency II requirements. This presentation is for the UK market.
This document introduces the return on investment (ROI) methodology for measuring the value of project management. It discusses why measuring value is important, as most projects are over budget and behind schedule. The ROI methodology provides a 10-step process for conducting an evaluation, including planning objectives, collecting data during and after implementation, analyzing data, calculating costs and benefits, and reporting results. Implementing ROI can help justify budgets, improve processes, and show how project management contributes to business goals.
Nasser Khan is a seasoned leader with over 21 years of experience in professional services and industry. He specializes in governance, risk, and compliance (GRC) and has extensive experience implementing GRC systems and managing audit operations. Nasser has led business-critical implementations and risk assessments. He is skilled in application and infrastructure security, controls, and regulatory compliance.
This document provides an overview of Mann-India Technologies' SAP practice for governance, risk, and compliance (GRC). It discusses Mann-India's expertise in implementing SAP GRC solutions, the key challenges GRC aims to address, and the benefits of SAP GRC and Mann-India's preconfigured GRC solution package, which includes industry best practices to reduce project timelines. Mann-India provides GRC consulting, implementation, support and managed services to help customers improve risk management, regulatory compliance, and internal controls.
So Youre Thinking Of Implementing SAP Solution Manager?perobert
The document discusses opportunities and challenges of implementing SAP Solution Manager (Solman). It presents opportunities like reduced costs, improved visibility and control. Challenges include justifying business case and overcoming tool/process overlaps. The approach involves establishing outcomes, requirements, language and processes. A case study shows how Solman integrated tools and processes, improving visibility, management and reducing costs compared to previous separate tools.
The Path Forward: Getting started with Analytics QuotientJulie Severance
The document discusses strategies for achieving success with business analytics. It introduces the concept of an Analytics Quotient (AQ) which measures an organization's analytics maturity. It describes the four stages of AQ maturity - Novice, Builder, Leader, and Master. Higher AQ organizations are found to outperform others. The document recommends measuring an organization's current AQ, addressing key strategy perspectives like people, process, and technology, and implementing an Analytics Center of Excellence to organize strategies and raise the AQ to the next stage of maturity.
Gain business insight with Continuous Controls MonitoringEmma Kelly
Audit, Risk and Compliance managers have both an obligation and an opportunity to help their companies manage the most critical risks the current environment has either created or magnified. Now more than ever, organizations need to transform internal controls testing process from a manual collection of evidence to fine-grained monitoring controls that track user access to sensitive functions / data, system configurations, master data and transactions in
business-critical systems.
Continuously monitoring your business in real-time with actionable insight visible on drill-down, modern, dynamic dashboards allows for completeness and accuracy as well as time-efficient, cost-effective risk management decisions.
In this session, you will learn how Continuous Monitoring together with effective controls can prevent business losses and reduce the cost of audits. We will share best practices and provide case studies of clients that have automated monitoring controls in business-critical applications such as Oracle E-Business Suite and Oracle Cloud ERP to prevent risks in significant business processes such as Procure-to-Pay, Order-to-Cash, Hire-to-Retire, and Financial Record-to-Report.
Join Oracle GRC pioneers Appssurance Founder and CEO Brian O’Neil and SafePaaS CEO Adil Khan.
Wilma Harrelson has over 20 years of experience in IT management. She has expertise in business process modeling, procedure manuals, process improvement, risk analysis, software training, technical writing, and help desk management. Her professional experience includes roles as Director of Software Education where she provided customized training, and Director of IT Support and Education where she led process improvement initiatives, developed a software training organization, and managed the help desk. She is now a director at an IT consulting group where she assesses clients' technology environments and makes improvement recommendations.
This document provides an overview of tools and resources available on the MindTools.com website to help with project management. MindTools.com has over 1,000 resources to help people be effective managers and leaders. It provides assessments to evaluate skills, frameworks and tools for project planning and scheduling, stakeholder management, and change management. MindTools.com aims to teach 50 individual project management skills through frameworks, tools and assessments.
Sap tech ed_Delivering Continuous SAP Solution Availability Robert Max
With the adoption of the enhanced functionality of Solution Manager 7.1, our SAP Infrastructure Team supported an initial go-live followed by rollouts and enhancements while delivering 99.96% SAP application availability. This presentation helps you identify investments in Solution Manager Functionality and ITIL processes that deliver continuous availability for your federated SAP infrastructure.
This document discusses process performance models and provides a case study. It summarizes:
1) A process performance case study based on 450 project feasibility checks that discusses organizational background, ROI, quality audits, and call/incident center performance.
2) The main steps identified for high maturity process improvement, including building an action plan and services roadmap using CMMI-SVC to manage transformation.
3) A case study on a managed process for innovation that strategizes, captures, formulates, evaluates, defines, selects, and delivers ideas through a multi-step review and approval process.
Nicolas Schobinger | Business Transformation Academy - Post Merger Integratio...Nicolas Schobinger
This presentation was given to the European Business Transformation Conference, an event of the Business Transformation Academy (www.bta-online.com). The overall topic of the event was “Post-Merger Integration”, which is one of the main triggers for business transformation.
The case study presented is the one of SAP's own integration of acquired BusinessObjects. The presenter was leading the worldwide PMO for the Day 1 PMI phase.
The document discusses agile project management and the role of project managers in agile. It states that some claim agile means no project managers, while others argue there are still roles for program managers and release train engineers to coordinate multiple teams and long running projects. The document provides information on agile frameworks like Scrum and Scaled Agile Framework (SAF) that define leadership roles at the program and portfolio level beyond individual teams.
SAP: How risk savvy are you? Presentation to SAP User Group in New South Wales Public Sector Interest Group March 2013.
Auditor-General of New South Wales, Peter Achterstraat,
Includes:
Key responsibilities government agencies
Growing number of agencies using SAP
SAP security is a key risk area for most government agencies
Understanding key risks associated with SAP
User access management
Segregation of management
Security Management
Change management
Disaster recovery management
What can you do?
PPM Challenge #3: Providing Value to All Levels – 2012 PPM Challenge and Oppo...EPM Live
Challenge: Meeting stakeholder expectations is a challenge for most organizations. How do you keep stakeholders in the know with the current status of work and how do you prevent team members from making assumptions and more often than not, causing rework, due to a lack of project awareness? Keeping teams informed provides a healthy environment and reduces risks. Click through this webinar slide deck to see how EPM Live's SharePoint-based Project Management solution can help you meet your project deliverables.
How to Build a Business Case and Measure the Effects of Leadership Developmen...Human Capital Media
Leadership development is essential to successfully navigate at today’s business speed. This webinar will offer practical and credible advice on how to construct a business case to substantiate leadership development initiatives and measure the effects. Development of your leaders can have big payoff in terms of revenue generation and organizational risk mitigation, but how will you know if you’ve been successful if you don’t have a formal plan and strategy to evaluate impact? Join us for an insightful webinar by one of the industry’s leading authorities on measurement and analytics, Jeffrey Berk, COO of KnowledgeAdvisors.
Learning objectives:
Developing the business case for a leadership development initiative.
Defining the leadership development measurement strategy to evaluate impact.
Identifying what analytics are important.
Communicating the results of leadership development investments to executives.
HOW TO OVERCOME TECHNICAL LIMITATIONS TO SCALE UP AUTOMATIONMohit Sharma (GAICD)
As their Automation capabilities evolve, many organizations with successful Intelligent Automation initiatives look to identify and capture further benefits by extending their Automation programs across the enterprise.
Implementing Automation at scale can present various challenges due to technical considerations such as the architecture of the target environment, managing the myriad of tools involved, support and maintenance for automation development and IT change management, among other issues.
During the webinar, guest speakers Daniel Kennedy, St. John of God’s Health Care and Abhinav Sarna, Edith Cowan University will share their practical experiences with Mohit Sharma, Mindfields about how organisations can better overcome the technical issues that can hinder the scale-up of complex Automation programs.
Join this webinar to gain new insights on:
The common technical pitfalls in scaling up an Automation program
Overcoming technical challenges
Lessons learnt
A case-study
Q & A
Similar to SAP Inside Track 2012 enterprise risk management newman v fx (20)
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
Leonard Jayamohan, Partner & Generative AI Lead, Deloitte
This keynote will reveal how Deloitte leverages Neo4j’s graph power for groundbreaking digital twin solutions, achieving a staggering 100x performance boost. Discover the essential role knowledge graphs play in successful generative AI implementations. Plus, get an exclusive look at an innovative Neo4j + Generative AI solution Deloitte is developing in-house.
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
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3. Practical demonstrations
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Test Automation with generative AI and Open AI.
UiPath integration with generative AI
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SAP Inside Track 2012 enterprise risk management newman v fx
1. August 10, 2012
SAP Americas HQ
SAP Inside Track
Newtown Square, PA
August 10, 2012
Enterprise Risk Management using RM10 –
Align to Your Goals and Actions
William Newman, MBA, CMC – Managing Principal, Newport Consulting Group
2. Speaker Introduction
William D. Newman, CMC, MBA
• Managing Principal, Newport Consulting Group
• Member, SAP Sustainability Executive Advisory Council
• Certified Management Consultant (since 1995)
• Over 25 years in industry, professional services
• Recognized SAP BusinessObjects Influencer
• Adjunct faculty, Northwood University (International
Management)
• Adjunct faculty, University of Oregon (Sustainability Leadership)
• Management Consulting Taskforce (Michigan Assn. of CPAs)
• Professional Speaker (American SAP User Group, SAP Insider,
TEDx, Sustainable Business Forum, Michigan Assn. of CPAs)
TEDx talk at http://www.youtube.com/watch?v=8BmLVpdWvFk
• Numerous articles on program oversight, stakeholder
engagement, strategy, sustainable supply chain, social media
Sessions today based • Twitter (@william_newman)
on papers found in
• Google+ (+William Newman)
• Email wnewman@newportconsgroup.com
Page - 2
3. Speaker Introduction
See our presentation on Wednesday, September 12:
Session 0413: Increase Stakeholder Adoption by Leveraging
Mobile Platform Applications
Page - 3
4. Discussion Points
• Understanding the basis for Enterprise Risk Management
• Executive Challenges Aligning to Goals and Actions
• SAP Risk Management 10 Platform for ERM
• Considerations for Audit Practices
• Considerations for functional risk management activities
• Links and References
• Key Take-away Points
• Summary and Discussion
Page - 4
5. Understanding ERM
Enterprise Risk Management represents a company-wide
approach to risk management activities in a holistic, pragmatic,
and managed approach across multiple company operations,
functions, and activities.
- As abstracted from the Global Accenture Risk
Management Report 2011 by Newport Consulting Group
Page - 5
6. Understanding ERM
ERM objectives typically include some or all of the following:
• Aligning Risk Appetite and Strategy Enterprise risk management
• Enhancing Risk Response Decisions (ERM) in business includes the
• Reducing Operational Surprises and methods and processes used
Losses
by organizations to manage
• Identifying and Managing Multiple
risks and seize opportunities
Cross Enterprise Risks
• Seizing Opportunities related to the achievement of
• Improving Deployment of Capital their objectives.
Source: SAP, 2012 as modified by Newport Consulting Group
Page - 6
7. Discussion Points
• Understanding the basis for Enterprise Risk Management
• Executive Challenges Aligning to Goals and Actions
• SAP Risk Management 10 Platform for ERM
• Considerations for Audit Practices
• Considerations for functional risk management activities
• Links and References
• Key Take-away Points
• Summary and Discussion
Page - 7
8. Executive Challenges
Challenges remain as to motive, satisfaction and capabilities…
Source: Discontinuity of risk management practices, in terms of demand, satisfaction, and board level understanding (various sources:
The Economist Intelligence Unit Survey, Ascending the Maturity Curve (March, 2011); McKinsey Global Survey, Governance since the
Economic Crisis (March, 2011); Report on the 2011 Accenture Global Risk Management Study, (February, 2011)
Page - 8
9. Executive Challenges
… which suggests a certain “call to action” for executives.
“Practical knowledge of risk management
concepts and principles are needed in the
corporate environment as never before,
and executives have created demand for this
knowledge. How this knowledge is crafted into
ERM practices, standards, and guidelines inside of
corporate policy is open for revision.”
Source: The Executive Dilemma: How to Increase Enterprise Risk Management Performance? GRC Expert, 2012.
Page - 9
10. Discussion Points
• Understanding the basis for Enterprise Risk Management
• Executive Challenges Aligning to Goals and Actions
• SAP Risk Management 10 Platform for ERM
• Considerations for Audit Practices
• Considerations for functional risk management activities
• Links and References
• Key Take-away Points
• Summary and Discussion
Page - 10
11. SAP ERM Platform
SAP recognizes there are 3 primary reasons for ERM failure:
1 ERM is not linked to fundamental value drivers of the
business
2 Shareholder devaluation occurs based on measuring
nonproductive drivers
3 ERM is not focused significantly or deeply enough on
the broad “value-killer, fat-tail” risks
Source: The Executive Dilemma: How to Increase Enterprise Risk Management Performance? GRC Expert, 2012.
Page - 11
14. SAP ERM Platform
SAP Risk Management 10 allows new
“graphical view” to portray bow tie risk
formats, including risk drivers, impacts.
Source: SAP, 2012.
Page - 14
15. SAP ERM Platform
The Bow Tie Builder graphical view allows
specific risk driver and impact descriptions
meaningful to specific organizations.
Source: SAP, 2012.
Page - 15
16. SAP ERM Platform
Risk actions – such as
mitigations – may be added
from the Bow Tie Builder.
Source: SAP, 2012.
Page - 16
17. SAP ERM Platform
You can identify specific
areas of the risk, associated
with organizations and
processes. A common
mitigation action is an audit
program, let’s see how
RM10 works to support
audit programs and
functional risk areas.
Source: SAP, 2012.
Page - 17
18. Discussion Points
• Understanding the basis for Enterprise Risk Management
• Executive Challenges Aligning to Goals and Actions
• SAP Risk Management 10 Platform for ERM
• Considerations for Audit Practices
• Considerations for functional risk management activities
• Links and References
• Key Take-away Points
• Summary and Discussion
Page - 18
19. Audit Practices
Business Audits are gaining popularity as a risk management
function across a number of different functions including:
• Information Technology (SAS 70, SSAE 16)
• Financial Management processes (SOX 404, Dodd-Frank)
• Information Use (ITAR, security constraints)
• Sustainability (LEED, SA 8000, Natural Step, GRI)
• Assurance activities (AA 1000)
• Quality Management processes (ISO 9000, CAPA, APQP)
• Environmental Management processes (ISO 14000)
• Product Compliance Regulations (ROHS, REACH, ELV)
• Treasury Management and Currency Exchange (SWIFT)
Audits are not just for IT system management anymore!
Page - 19
20. Audit Practices
Regardless of the business function or processes, most agree the
audit format contains several common stages and activities.
Planning Execution Findings Corrective
Actions
Prepare and
Pre-audit Initiate Audit Conduct Deliver Exit
Distribute Final
Assessment Activities Field Work Conference
Report
Develop Prepare
Working Papers Audit Findings
Source: Adapted from IIA, University of Illinois materials, as modified by Newport Consulting Group.
Page - 20
21. Audit Practices
SAP NetWeaver’s audit management allows full program life
cycle management for internal audit activities, including:
• Information Technology
• Management Systems, and
• Financial Operations
Note: SAP NetWeaver’s
As part of the SAP NetWeaver platform, SAP audit management ships
NetWeaver’s audit management connects with the SAP NetWeaver
seamlessly with specific SAP modules such as platform as part of the SAP
BusinessSuite 7.0 release
• SAP ERP Project System
• SAP ERP HCM
• SAP Risk Management
New enhancements are available as part of the SAP
BusinessObjects GRC 10.0 release!
Source: How SAP Solutions Can Make the Audit Process More Cost-effective, GRC Expert (2011)
Page - 21
22. Audit Practices
In this example we can associate an
Accounts Payable audit with both
financial operations and even
treasury risks if involving foreign
currencies and operating units.
Source: How SAP Solutions Can Make the Audit Process More Cost-effective, GRC Expert (2011)
Page - 22
23. Audit Practices
• During the execution stage of an audit,
work papers often suggest corrective
or preventive actions in real time.
• SAP NetWeaver audit management
allows you to identify these work
papers and capture remediation
actions on the fly so that these can be
automatically summarized in the
findings report.
BusinessObjects Access Control and SAP BusinessObjects Process Control can be used to
allow the audit team to have access to in-process documents and records without making
this information available to the other members of an organization, until such time as it is
formally published.
Source: How SAP Solutions Can Make the Audit Process More Cost-effective, GRC Expert (2011)
Page - 23
24. Discussion Points
• Understanding the basis for Enterprise Risk Management
• Executive Challenges Aligning to Goals and Actions
• SAP Risk Management 10 Platform for ERM
• Considerations for Audit Practices
• Considerations for functional risk management activities
• Links and References
• Key Take-away Points
• Summary and Discussion
Page - 24
25. Functional Risk Management
Functional Risk Management can look at many areas, including
supply chain disruptions due to disasters, business continuity, and
sociopolitical risk…
Source: Newman, William. Understanding SAP BusinessObjects Enterprise Performance Management, Galileo Press (2010).
Page - 25
26. Functional Risk Management
… which can then roll-up and into a broader ERM program
environment, providing transparency and proactive management.
SAP BusinessObjects Supply Chain Performance Management 2.0, which is
now in ramp-up, allows for supply chain risks to be mapped to RM10 as
part of an overall ERM program portfolio. These risks can also be associated
with key risk indicators (KRIs) which can impact financial and operational
performance targets.
Source: Newman, William. Understanding SAP BusinessObjects Enterprise Performance Management, Galileo Press (2010).
Page - 26
27. Functional Risk Management
The Supply Chain Council Supply Chain Risk Perspective
SCOR model includes a Supply Chain Council SCOR Model
supply chain risk perspective
(SCRP) which pre-defines risk
categories which are
common to an Enterprise
Risk Management program.
The SCOR model and the
SCRP framework is
structured already inside
SCPM 2.0. SAP has earned
several awards from the
Supply Chain Council for this
solution approach.
Source: Managing Risk in the Organization Using the SCOR Methodology, Supply Chain Council (2008)
Page - 27
28. Functional Risk Management
In this example we can
link a risk from RM10 into
performance
measurements and
operational data found in
SCPM 2.0
Source: Manage Supply Chain Risks Using Supply Chain Management 2.0, GRC Expert (2012)
Page - 28
29. Discussion Points
• Understanding the basis for Enterprise Risk Management
• Executive Challenges Aligning to Goals and Actions
• SAP Risk Management 10 Platform for ERM
• Considerations for Audit Practices
• Considerations for functional risk management activities
• Links and References
• Key Take-away Points
• Summary and Discussion
Page - 29
30. Links and References
• Newman, William. Understanding SAP BusinessObjects Enterprise Performance
Management,
Galileo Press (2010)
• Newman, William. Reduce Risk in your Supply Chain with Supply Chain Performance
Management, GRC Expert (March 12, 2010) login required
• Newman, William. How SAP Solutions Can Make the Audit Process More Cost-effective,
GRC Expert (October 4, 2011) login required
• Newman, William. Increase Enterprise Risk Management Performance with Risk
Management 10.0, GRC Expert (April 18, 2012) login required
• Newman, William. The Bow Tie Builder Tool, GRC Expert (May 1, 2012) login required
• Newman, William. Supply Chain Management 2.0 Offers Better Integration, Analytics,
searchSAP.com (March 21, 2012)
• Stackpole, Beth. Deploying Supply Chain Management Software Hinges on Breadth,
Depth, Integration,
searchManufacturingERP.com (April 18, 2012)
• Stackpole, Beth. Ripe with Opportunity, Global Supply Chain also Brings Substantial Risk,
searchManufacturingERP.com (March 14, 2012)
Page - 30
31. Discussion Points
• Understanding the basis for Enterprise Risk Management
• Executive Challenges Aligning to Goals and Actions
• SAP Risk Management 10 Platform for ERM
• Considerations for Audit Practices
• Considerations for functional risk management activities
• Links and References
• Key Take-away Points
• Summary and Discussion
Page - 31
32. Key Take-away Points
1. There is a great need for Enterprise Risk Management (ERM) – and a lot of
confusion as to what this means. This creates significant opportunity for
SAP and its partners.
2. SAP Risk Management 10.0 offers a great platform to build, manage, and
assess the effectiveness of an ERM program
3. As part of mitigation activities, organizations are looking towards audits to
build these actions into their ERM programs. SAP NetWeaver Audit
Management offers easy to use connections into RM10 and other GRC tools.
4. Functional risk management allows deeper dives into specific
processes, functions and operational activities in the organization.
5. SAP Supply Chain Performance Management 2.0 – now in ramp up –
allows for quick integration to RM10 risk activities while leveraging
the Supply Chain Council SCOR model and SCRP framework.
Page - 32
33. Discussion Points
• Understanding the basis for Enterprise Risk Management
• Executive Challenges Aligning to Goals and Actions
• SAP Risk Management 10 Platform for ERM
• Considerations for Audit Practices
• Considerations for functional risk management activities
• Links and References
• Key Take-away Points
• Summary and Discussion
Page - 33
35. Thank you for participating.
Please feel free provide feedback
on this session via chat, email,
twitter or on SCN.
Visit us and learn more at
www.newportconsgroup.com