facilitator guidance the following slides provide example deliverable content replace (contoso...
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Improving Performance for North American Sales Division
(Contoso Corporation)(November 2009)
ContentsExecutive SummaryCurrent State AnalysisFuture State AnalysisBusiness CaseAdoption & Implementation PlanningNext Steps
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Background(Contoso’s North American Sales Division) currently faces a number of challenges related to its sales performance, including:
Difficult to assess the impact of a given strategic decision on the business Increased cycle times and plan iterations required to set goals and objectivesLimited integration between financial and operational systems creates integration problems for users, limiting ability to model and measure key business drivers More professional staff time is spent collecting and validating data than on analysisPerformance reports often of limited value, with either too much or too little performance data for a given audienceSignificantly increased ad-hoc report generation time
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Engagement ParticipantsParticipant Name Department Role
(name) (department) (title)
(name) (department) (title)
(name) (department) (title)
(name) (department) (title)
(name) (department) (title)
(name) (department) (title)
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Executive Summary(Partner Name) proposes expanding upon (North American Sales Division’s) current Office System deployment to incorporate advanced performance management and workflow capabilities to automate a number of critical sub-processesImplementing the proposed solution will provide (Contoso) with:
53% reduction in staff labor time associated with sales performance analysis and management57% decrease in cycle time to manage and assess sales performance30% improvement in forecast accuracy5% improvement in division close rateAnticipated annual benefit to (North American Sales Division) of $290,000
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Executive Summary
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ContentsExecutive SummaryCurrent State AnalysisFuture State AnalysisBusiness CaseAdoption & Implementation PlanningNext Steps
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Process Phase Description
Goals and objectives developed by senior managers often do not align with ongoing Division sales activities; LOB Managers struggle to apply objectives to day-to-day activities
Manual process for generating forecasting report templates, running reports, populating data in forecasts, distributing and sharing input/report templates
Collect measures data using email and Excel with limited time remaining to assess performance because metrics are not available in one location
Manually create ad hoc scorecards and reports to display and convey performance results relative to plan
Key Stakeholders
• Sales Division HQ• MA Division Manager
• MA Division Manager• MA Division Staff
• MA Division Staff • Sales Division HQ• MA Division Manager• MA Division Staff
High-Level Problems Identified
• Supporting information captured and shared in an ad-hoc manner
• Objectives and goals do not align across the organization
• Time consuming process with limited transparency
• Information is not available when needed
• Difficult to make changes to large models; currently a manually intensive process in Excel
• Majority of time is spent manually gathering and manipulating data, with limited time left to analyze data
• Difficult to quickly identify issues or trends in performance data
• As-hoc performance reporting cumbersome and time consuming
• Few if any reusable performance reporting templates
Impact
• Difficult to assess the impact of a given strategic decision on the business
• Increased cycle times and plan iterations required to align goals and objectives
• Limited integration between financial and operational systems creates integration problems for users, limiting ability to model and measure key business drivers
• Professional staff time is spent collecting and validating data rather than analyzing;
• Increasing analysis cycle time analysis errors
• Performance reports often of limited value, with either too much or too little performance data for a given audience
• Significantly increased ad-hoc report generation time
Current State Process Analysis
Develop Objectives and Goals
Forecast Results to
Plan
Analyze Performance
Report Results
Sales Performance Process Phases – Analysis Summary
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As-Is Process Diagram
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As-Is Process Diagram
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ContentsExecutive SummaryCurrent State AnalysisFuture State AnalysisBusiness CaseAdoption & Implementation PlanningNext Steps
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Future State Process AnalysisSales Performance Process Phases – Analysis Summary
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New Process Phase Description
Develop objectives and goals that can be used to implement strategy and drive operational performance across the business unit
Models are linked together to share business definitions, rules, and plans and create cross functional alignment throughout the organization
Collect measures and assess performance against an established set of results focused metrics; performance data easily drawn and manipulated from data sources
Improve regular and ad-hoc performance reporting through increased process automation and improved content sharing and distribution
Key Stakeholders
• Sales Division HQ• MA Division Manager
• MA Division Manager• MA Division Staff
• MA Division Staff • Sales Division HQ• MA Division Manager• MA Division Staff
High-Level Improvements
• Integrate multiple data silos into a single cohesive model across the business
• Link forecasting models across business units and integrate models such that changes applied to one area/level can be reflected in other areas/levels
• Automate data consolidation, integration, and analysis activities
• Automated performance reporting and report development through reporting templates and automated data linkages / integration
• Automated report distribution, publishing, and sharing
Impact / Benefit
• Improved KPI linkages and drill-down through cascading scorecards
• Decreased planning cycle times
• Forecasting process is simplified and streamlined using models that are linked top down/bottom up and across business units
• Mid-Atlantic Division staff can more efficiently and effectively collect, analyze, and assess performance data
• Report preparation and presentation significantly streamlined using automated features in SharePoint
• Reports posted to SharePoint site
Develop Objectives and Goals
Forecast Results to
Plan
Analyze Performance
Report Results
LevelOfComplexity
Low
High
High
Low
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3
3 5
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Value to Business
Prioritized Process Solutions
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Automate report distribution, publishing, and
sharing(SharePoint Server 2010)
Review performance through rich, dynamic and context-driven dashboards and scorecards from within a browser(SharePoint Server 2010 with PerformancePoint Services and Excel Services)
Automate data consolidation, integration, and analysis activities
(SharePoint Server 2010 with PerformancePoint Services and Excel
Services)
1
Integrate multiple data silos into a single cohesive model across the
business(SharePoint Server 2010 with
PerformancePoint Services and Excel Services)
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Future State Process Diagram
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Future State Process Diagram
ContentsExecutive SummaryCurrent State AnalysisFuture State AnalysisBusiness CaseAdoption & Implementation PlanningNext Steps
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Anticipated Benefits - ProcessID Process Phase
Improvement Description
Benefits Technology Leveraged
KPI Impact(s) Affected Stakeholders
1Develop Objectives and Goals
• Integrate multiple data silos into a single cohesive model across the business
• Improved KPI linkages and drill-down through cascading scorecards
• Decreased planning cycle times
SharePoint Server 2010 with PerformancePoint Services and Excel Services
• 46% decrease in phase labor
• 47% reduction in phase cycle time
• Sales Division HQ• MA Division
Manager
2Forecast Results to Plan
• Link forecasting models across business units and integrate models such that changes applied to one area/level can be reflected in other areas/levels
• Forecasting process is simplified and streamlined using models that are linked top down/bottom up and across business units
SharePoint Server 2010 with PerformancePoint Services and Excel Services
• 48% decrease in phase labor
• 60% reduction in phase cycle time
• 30% improvement in forecast accuracy
• MA Division Manager
• MA Division Staff
3Analyze Perform-ance
• Automate data consolidation, integration, and analysis activities
• Mid-Atlantic Division staff can more efficiently and effectively collect, analyze, and assess performance data
SharePoint Server 2010 with PerformancePoint Services and Excel Services
• 67% decrease in phase labor
• 60% reduction in phase cycle time
• 5% improvement in division close rate
• MA Division Staff
4Report Results
• Automated performance reporting and report development through reporting templates and automated data linkages / integration
• Automated report distribution, publishing, and sharing
• Report preparation and presentation significantly streamlined using automated features in SharePoint
• Reports posted to SharePoint site
SharePoint Server 2010 with PerformancePoint Services and Excel Services
• 80% decrease in phase labor
• 80% reduction in phase cycle time
• Sales Division HQ• MA Division
Manager• MA Division Staff
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Anticipated Benefits - Financial
ID Process Phase
Improvement Description Estimated Revenue Increase
Estimated Cost Decrease
Total Benefit
1Develop Objectives and Goals
• Integrate multiple data silos into a single cohesive model across the business
$100,000 - $100,000
2 Forecast Results to Plan
• Link forecasting models across business units and integrate models such that changes applied to one area/level can be reflected in other areas/levels
$50,000 $30,000 $80,000
3 Analyze Performance
• Automate data consolidation, integration, and analysis activities
$20,000 $40,000 $60,000
4 Report Results
• Automated performance reporting and report development through reporting templates and automated data linkages / integration
• Automated report distribution, publishing, and sharing
- $50,000 $50,000
Total Estimated Benefits $290,000
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Anticipated Costs
Cost Area Component One-Time Costs Ongoing-Costs
Software Additional CALs $10,000 -
Hardware 2 Additional Servers $6,000 -
Training Division Staff Training $30,000 -
Deployment Solution roll-out and implementation $200,000 -
Other N/A - -
Total $246,000 N/A
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ContentsExecutive SummaryCurrent State AnalysisFuture State AnalysisBusiness CaseAdoption & Implementation PlanningNext Steps
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Adoption & Implementation Planning Summary
ID Improvement Description
Resources Required Implementation Owner
Additional Stakeholders
Notes
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Integrate multiple data silos into a single cohesive model across the business
• IT department resources for solution development and/or project management
•MA Division volunteers for pilot testing•MA Division Manager time to oversee roll-out and communication
•Business Unit IT• Sales Division HQ• MA Division Manager• MA Division Staff
2Automate data consolidation, integration, and analysis activities
• IT department resources for solution development and/or project management
•MA Division volunteers for pilot testing•MA Division Manager time to oversee roll-out and communication
•Business Unit IT• Sales Division HQ• MA Division Manager• MA Division Staff
3
Review performance through rich, dynamic and context-driven dashboards and scorecards from within a browser
• IT department resources for solution development and/or project management
•MA Division volunteers for pilot testing•MA Division Manager time to oversee roll-out and communication
•Business Unit IT• Sales Division HQ• MA Division Manager• MA Division Staff
4Automate report distribution, publishing, and sharing
• IT department resources for solution development and/or project management
•MA Division volunteers for pilot testing•MA Division Manager time to oversee roll-out and communication
•Business Unit IT• Sales Division HQ• MA Division Manager• MA Division Staff
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Project Plan
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Potential Adoption RoadblocksStakeholder Group
Anticipated Resistance to Change Degree to which Resistance will Limit Initiative Success
Mitigation actions
Technical
Business Unit ITAbility for existing infrastructure to deliver upon desired solution
Low• Pilot test proposed solution
to work out technical issues• Use latest platform
MA Division Manager
New technology seen as too hard; high level of perceived technical complexity
Mid• Develop training document
and FAQ• Effective communications
MA Division Staff
New technology seen as too hard; high level of perceived technical complexity
High
• Develop training document and FAQ
• Effective communications• Provide hands-on, role-
specific training as required
Cultural
MA Division Manager
“Just wants this to get done” – risk of pushing new solution too hard without giving staff time to adjust
Mid
• Reward involvement• Phased implementation
approach• Link to PDP
MA Division Staff
Perception that proposed solution will increase workload of additional publication workload
Mid
• Highlight time saving benefits of solution
• Solution demonstration to show speed of use / creation
• Reward involvement• Link to PDP
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Adoption Roadblock Mitigation Actions by Stakeholder
Adoption Category Sales Division HQ MA Division Manager MA Division Staff
Awareness
Awareness generating communications via email, newsletters, manager meetings, etc., targeted to stakeholder group and concerns
Awareness generating communications via email, newsletters, manager meetings, etc., targeted to stakeholder group and concerns
Awareness generating communications via email, newsletters, manager meetings, etc., targeted to stakeholder group and concerns
Value Demonstration
Emphasize process and productivity improvements to Division specifically and company as a whole; including estimated financial impact.
Emphasize value to company as well as importance of pilot-testing; provide case studies and whitepapers related to virtual training to demonstrate how other companies have successfully implemented solution
Demonstrate both improvement in productivity through quick hits and quick wins; also show overall process improvements and estimated financial impact for company. Provide useful tactical training to support roll-out.
Integration & Alignment
Ensure proposed solutions/ initiatives are aligned with both with business and IT strategy and direction
Ensure proposed solutions/ initiatives are aligned with both with business and IT strategy and direction
Ensure proposed solutions/ initiatives are aligned with both with business and IT strategy and direction
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ContentsExecutive SummaryCurrent State AnalysisFuture State AnalysisBusiness CaseAdoption & Implementation PlanningNext Steps
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Next StepsReview presentation and proposal with (Customer Name) decision maker and stakeholders for approvalConsider a SharePoint Deployment Planning Services (SDPS) follow-up engagementExecute work order for projectSchedule kick off meeting for week of _____ and weekly status meetingsPropose schedule:
A) Deadlines for initial milestones, orB) Date to finalize initial milestones
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