infusing epm in people and process
DESCRIPTION
Lecture delivered at SP Jain Institute of Management, SingaporeTRANSCRIPT
“At first, every great achievement is impossible”
Day 3: - Infusing EPM in People and Process
Ravi Tirumalai
2
Agenda
Need for an in-house “EPM Competency Center”
Build and Manage – Competency Center
Logical Framework
Envisaged Roles
Enterprise Performance Management System
EPM Workspace
OLTP & ODS
Systems
Oracle Data Warehouse
Data Mart
SAP, Oracle, Siebel,
PeopleSoft, Custom
Excel
XML
Business
Process
OLAP
Middleware
Business Intelligence Foundation
BI ApplicationsPerformance Management
Applications
InsightPerformanceAction
SetGoals
Plan
Monitor
Analyze
Report
Align
• Develop strategies and goals
• Define key initiatives and KPIs
• Model scenarios
• Allocate strategic targets
• Financial budgeting• Operational planning• Rolling forecasts
• Financial and operational• Revenue, profits, KPIs • Efficiency and Utilization• Benchmarking and metrics• Variances to budget
• Key trends across LOBs
• Profitability• Effectiveness
• Financial & Statutory• Management Reporting• Compliance • SDR – GRI Metrics
• Revisit Goals• Update Models• Update Plans• Reallocate Resources
In Summary : Alignment and Accountability are Key to Driving Enterprise Performance…
CONVERGENCE
PAYOFF
People
Computing
Information
Communication
Idenfity Information Gap
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Need for Comptency Center
IT is Technology
ERP is about business Operations and EPM is about Management Process
After the completion of ERP /EPM projects
implementation teams break up after go-live
business-side employees hand over all ERP responsibilities to IT
Objectives don't evolve over the software's life
Unable to optimize business processes that drive business benefit continually
Unable to drive process and user user competency in synchronized manner
Unable to make sense of data
This can be avoided by building a COE
Oversee continuous Process improvement, drive fact based decisions, align
execution to strategy .
an example: one company was losing thousands of dollars because a
manager was approving sales orders only at day's end, leaving some orders
sitting in the queue for more than 10 hours.
Trying to setup COE after go-live is often costlier and logistically tougher than
building a CoE into an implementation plan.
Outcome :
Overcome
e
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Maintenance and support of Operational and Management
Data
Optimization of current
system usage
Continuous
business improvement
Prepare the company for
transformational change
(all the time)
As Is
To Be
Competency Center Functions
Business
IT
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Source : Gartner
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Source : Gartner
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Source : Gartner
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Source : Gartner
15
Source : Gartner
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Source : Gartner
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Source : Gartner
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People
• Awareness
• Procure new skills
Technology
• Open Standards
• Secure & Scalable
• Adaptive Architecture
Process
• Best Practices
• Adhere to Corp Govern
Enabling Vision via the Competency Center
Global Value Advisors: Our Mission
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How do we enable?
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Competency Framework - Navigation
IT GovernanceIT Governance
Value
Delivery
Risk
Management
Resource
Management
Performance
Management
Strategic
Alignment
Structure &
Processes
•Business objectives
•Business opportunities
•External requirements
•Regulations
•Risks
•Effective
•Efficient
•Reliable
•Available
•Compliant
•Low Cost
Events Information
Input Output
Value IT Governance
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Enabling the Competency Framework?
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Competency Framework
Center
of Excellence
People Process
Technology
Process
Improvement
Deploy
Leading
Practices
Shared Services
Information
Architecture
Technology
outsourcing
Change
Management
Training
Role based
Information
process
Standards
basedTechnical
Support
Functional
Process
supportPilot phase
IT GOVERNANCEStrategic
Alignment
Structure &
processes
Value
Delivery
Risk
Management
Resource
Management
Performance
Management
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Enabling the frameworkthrough process & Roles
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Competency Center Processes
Defining IT strategic plan
Define Information Architecture
Determine technology direction
Define IT organization and relationships
Identify automated solutions
Manage IT investment
Acquire and maintain application software
Acquire and maintain technology infrastructure
Manage data
Manage facilities
Manage operations
Manage the configuration
Manage problems and incidents
Ensure system security
Ensure continuous service
Define and Manage service levels
Install systems
Manage Data Flow
Manage Process Flow
Identify KPI’s to measure
Monitor the processes
Deploy leading practices
Manage performance and capacity
Ensure compliance with external requirements
Assess risks
Revisit KPI’s and refine the measures
Drive fact based decisions
Compete with data
Communication management and direction
Manage changes
Educate and train users
Assist and advise the functional and process teams
Role change process
Training process
Deployment strategy process
TechnologyProcessPeople
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Support Structure and Roles
to enable COEprocess
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Continuous Education
Finance HR Logistics
Enterprise Program Management
Operations
Users
Continuous Education
Users Users Users
Integration Management(Functional, Cross-Application)
Custom Applications
Software Configuration & Support
Help Desk
Production Control/Change Management
Integration Management (Technical)
Process Owners
Users Users Users Users
Functional Oversight
Remote
Custom Applications
Process Oversight
Competency Center- Structure Framework
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Competency center-Organization Structure
Center Director
Change Specialist Process Specialist` Technology Specialist Operations Manager
Business Analyst
Information Planner
Master data management
Key Users
Knowledge base co-or
Process Quality Adv
Research Analyst
Data center ops support
Information Architect
Information planner
IS management
Program Manager
Project Manager
Research Analyst
Business Comms Mgr
Methodology Support
Change Mgmt Analyst
Technical Specialist
Tester
Trainer
IS Planner
Strategic Analyst
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Q U E S T I O N S
A N S W E R S
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Source : Gartner
31Source : Gartner
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Source : Gartner
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Source : Gartner