discussion document sap balance scorecard 2012 0110 v1
DESCRIPTION
This discussion document from Newport Consulting Group covers the approaches to successful strategy management and includes a customer example of how one F500 company used SAP Strategy Management for successful regional Balanced Scorecard (BSC) approach.TRANSCRIPT
This document is confidential and is intended solely for the use and information of the client to whom it is addressed. Newport Consulting Group, LLC
FOR DISCUSSION
Newport Consulting Group, LLC
This document is confidential and is intended solely for
the use and information of the client to whom it is addressed.
Balanced Scorecard Using SAP BusinessObjects for a Balanced Scorecard Approach
Lunch and Learn Discussion with Steelcase
2012 - Newport Consulting Group
January 2012
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
Introductions
A Little SAP BusinessObjects Primer
Typical Strategy and Planning Cycles
Approach using SAP BusinessObjects
Client Case Study
Questions & Discussion – Your turn!
Contact
Contents
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
A Brief Introduction …
William D. Newman, CMC, MBA, SA
– ASUG Recognized Influencer
EPM, GRC, Sustainability
– Member, SAP Sustainability Executive Advisory Council
– Certified Management Consultant (since 1995)
– Over 25 years in industry, professional services
– Public Speaker (ASUG, SAP Insider, TEDx)
– Adjunct faculty, Northwood University
– SAP Press Author (Understanding SAP BOBJ EPM)
– Numerous articles on program oversight, stakeholder engagement, mobility, strategy, sustainable supply chain
– Twitter (@william_newman)
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
A Brief Introduction …
Newport Consulting Group is an independent
consulting firm founded in 2005 and managed by
several leading directors from DMR Consulting Group
and strategy firm Booz & Company
Our clients enjoy working with our experienced
professionals who deliver large firm capabilities with a
boutique firm culture
We function as top-end, high-touch advisors
to our F500, Inc 5000 and GT25 clients
Under NDA with SAP AG since 2005
www.newportconsgroup.com
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
Introductions
A Little SAP BusinessObjects Primer
Typical Strategy and Planning Cycles
Approach using SAP BusinessObjects
Client Case Study
Questions & Discussion – Your turn!
Contact
Contents
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
A Little SAP BusinessObjects Primer / 1
Source: SAP America, SAP BusinessObjects, as modified by Newport Consulting Group.
Portfolio-driven
Value and Outcomes
Enterprise Performance Management
Better control performance
Increase organizational agility
Provide improved context for decision making
1 Governance, Risk, and Compliance
Aggregate and manage key risk activities
Automate controls across processes
Monitor risk & controls across disparate systems
2
Business Intelligence/Business Warehouse
Access to all information
Intuitive experience for all people
Single information infrastructure
3 Information Management
Trusted information
Operational excellence for IT
Flexibility and agility
4
SAP BusinessObjects
Enterprise Performance Management Governance, Risk, and Compliance
Business Intelligence
Information Management
Ensure Trusted Information
Proactively Manage Risk
Create Enterprise Visibility
SCM (APO, SNP)
SRM (eSourcing)
PLM (NPI, PPM)
ERP (MM, PP, SD, PS)
Non-SAP Environments
Connectivity to …
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
A Little SAP BusinessObjects Primer / 2
EPM and GRC Projects have unique characteristics
Very data-driven
– Ownership issues always exist
Roles-based or access-based
– Generally roles-based for process controls
– Generally access-based for system management security
Implementation time unlike “classic” SAP programs
– 12-18 weeks including planning (if environment is well-known)
– Incremental time for additional solution paths
– Core SAP “backbone” not needed
Funding is often dispersed across the organization
– Unless the project is an Access Controls for systems security, often BOBJ projects run across multiple operations, processes
Unlike traditional or “classic” SAP programs, SAP BOBJ programs are designed to provide decision
analysis based on the rapid use and interpretation of data supporting processes, however some
corporate processes – like strategic planning, risk management, and sustainability – are well defined.
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx Newport Consulting Group, LLC
A Little SAP BusinessObjects Primer / 3
The EPM solution map for SAP BusinessObjects includes an integrated set of applications that drive
KPIs definition, tracking, and performance monitoring across four major domains of the business.
Strategy Formulation
Strategy Management
Business Planning and
Forecasting
Planning
and Consolidation
(NetWeaver)
Profitability and Cost Management
Planning
and Consolidation
(Microsoft)
Financial Management
Financial Information
Management
Financial
Consolidation
XBRL
Publishing
Intercompany
Reconciliations
Supply Chain
Effectiveness
Spend Performance Management Supply Chain Performance Management
SAP BusinessObjects Enterprise Performance Management
Solution Map of Capabilities and Applications
Source: SAP Company website, Understanding SAP BusinessObjects Enterprise Performance Management, SAP Press, 2010.
Note: Reflects GA EPM 7.0 and confirmed release EPM 7.5 capabilities at the time of this writing.
1
2
3
4
SAP BusinessObjects EPM solutions provide an integrated, comprehensive environment to
leverage live operational data and provide transparency and visibility in the organization.
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx Newport Consulting Group, LLC
A Little SAP BusinessObjects Primer / 4
Strategic level scorecards based on enterprise goals and objectives, aligned with KPIs and company
balanced scorecard frameworks, allow initiatives to be defined, resourced, and monitored.
Source: “Build and Maintain a Risk-adjusted Strategy,” GRCExpert, 2010.
Performance settings
based on KPIs
thresholds (“triggers”)
that can be dynamically
linked to operational
data.
Strategy Map
aligned to Balance
Scorecard and
objectives
Executives may leveraging SAP
BusinessObjects Strategy
Management for a broad, transparent
view of the enterprise.
ILLUSTRATIVE
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
Introductions
A Little SAP BusinessObjects Primer
Typical Strategy and Planning Cycles
Approach using SAP BusinessObjects
Client Case Study
Questions & Discussion – Your turn!
Contact
Contents
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx Newport Consulting Group, LLC
Typical Strategy and Planning Cycles / 1
Generally strategy is the result of a high-level discussion around mission, vision, goals, and
objectives. Linking this to operational goals and execution is intended but not always clear or intuitive
across regions, operating units, and management teams.
Strategy Planning
and Execution
Development of a comprehensive business strategy considers the key reasons why an organization exists, its desired outcomes, and the timeline to achieve them
Functions and operations need to be aligned to strategy as a key operational function
The outcomes of the organization are supported by key marketing activities over time and tactically in a given year
Corporate performance targets are defined by Key Performance Indicators (KPI) generally tracked quarterly / annually
Goals
Objectives
Mission
Vision
The Strategy Pyramid
From Strategic Mission to Tactical Plan
Strategic
Tactical
Why does the company exist?
Where does the company
want to be in < 10 years?
What outcomes does the company
hope to achieve?
What milestones will the company
set for itself over time?
How will each function execute
the plan annually?
How will each business operation
execute the plan annually?
Operational Tactical Plans
Fu
ncti
on
al
Tacti
cal P
lan
s
Source: “Understanding SAP BOBJ Enterprise Performance Management,” 2010.
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx Newport Consulting Group, LLC
Typical Strategy and Planning Cycles / 2
A closed-loop Enterprise Performance
Management (EPM) model provides a framework
for the development, alignment, and execution of
strategy in the organization, leveraging outcomes
for future strategy cycles based on actual results.
Strategic Plan
Operating/Financial Plan
Test
and Adapt
Align the
Organization
Monitor
and Learn Plan
Operations
3
4 5
6
Develop
the Strategy
Translate
the Strategy 1 2
Six Stages of the Closed-loop EPM Model
Develop the Strategy – this involves applying tools, processes, and concepts, such as mission, vision, and value statements
Translate the Strategy – using other tools and processes, including strategy maps and balanced scorecards
Align the Organization – both the business units and shared services units to the corporate strategy and the business processes
Plan Operations – translate the strategic objectives into rolling forecasts, activity-based costing, resource and capacity planning, dynamic budgeting
Monitor and Learn – with managers continually reviewing internal operational data and external data on competitors and the business environment
Test and Adapt – updating it when they learn that the assumptions underlying it are obsolete or faulty, which starts another loop around the system
Source: “Understanding SAP BOBJ Enterprise Performance Management,” 2010.
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx Newport Consulting Group, LLC
Typical Strategy and Planning Cycles / 3
Design
Change
Rolling Business Forecast System
Quote
Predictive Analytics SAP BusinessObjects
Powered By Column5, Saphran & IHS
Able to Support Historical and Rolling
Operating Plans – P&L, Balance Sheets, Cash Flow
Opportunity To See Activity Based Costs
These days we are seeing a trend to move to real-time planning and execution including forecast
in a number of industries using both HANA-enabled and traditional predictive analytics to create a
“rolling planning and forecast” cycle which is “always on” inside the organization.
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
Introductions
A Little SAP BusinessObjects Primer
Typical Strategy and Planning Cycles
Approach using SAP BusinessObjects
Client Case Study
Questions & Discussion – Your turn!
Contact
Contents
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx Newport Consulting Group, LLC
Approach Using SAP BusinessObjects / 1
Our approach underscores our many years of working with organizations to operate more efficiently
and effectively, in areas of strategy and performance management. Technology represents only 5% of
program implementation issues - as such we consider several dimensions to our client work.
Focus on delivering value to organizations in support of goals
Strategically align the organization and SAP as the supporting technology
Reduce or eliminate reliance on third party service providers for data collection and reporting activities
Create greater visibility - both externally and internally – of program results
Introduce PM best practices which could find valuable in future activities.
Engagement Principles
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx Newport Consulting Group, LLC
Approach Using SAP BusinessObjects / 2
Corporate (Boardroom) Strategy
FI
SD SRM
MM QM
KPIs bridge and align corporate strategic goals with operational performance data
KPIs are stable and have time-bound targets and indicated actions for above/below target
KPIs are derived from metrics data embodied in operational-DW/BI or other data stores
CSAT Index
YoY Operating
Margin Voluntary Employee Turnover
Product Avg Time to Market
Typically organizations face a “strategy gap” in the planning, alignment, and execution phases of
strategic initiatives, such as sustainability planning. Our approach considers these impacts.
KPI “White Space” ILLUSTRATIVE
Operations & Systems
Information may be stored in a variety of system environments, spreadsheets, and personal “sources.”
Elaborating the difference between KPIs, metrics and measures is extremely important. Strategic goals and objectives driving KPIs and metric flow-down.
Issues with data ownership must be addressed.
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
Approach Using SAP BusinessObjects / 3
We leverage a balanced scorecard (BSC) approach with two components: the scorecard and the
strategy map. The strategy map clearly illustrates at a high level the flows and groupings of objectives
required to address the BSC elements. A facilitated process can assist this strategy formulation.
Executive Briefing Facilitated Interviews
1 2
BSC Element Workshops
> Finance
> Customer
> Process
> People
3
Consolidation
4
5 Planning Congress (if needed)
> Information Exchange
> Assign tactical objectives
> Resource initiatives
> Assign accountability
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
Approach Using SAP BusinessObjects / 3
Considerations from SAP field customers
– Registration of client as EPM10 Ramp-up customer
– Leverage specific technical resources (3rd Party, SAP)
– Manage SAP site visits to reduce impact to effort
Considerations for Output forms and Use
– Desktop visualization, dashboards, scorecards (standard application - OOTB functionality)
– “Where are we today” panels or displays
– Enhanced internal communications, employee engagement
– Many options - we will provide you with the output forms and dashboards from the SAP environment, and will recommend viable options for display use.
A number of output options are available with SSM particularly as it moves to its EPM10 platform. We
provide support not only interface to regional deployment activities, but also to the most recent
developments of the SSM solution as it transitions release platforms through 2012
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
Approach Using SAP BusinessObjects / 4
Newport’s program implementation workplan includes a “scoping” phase with a balanced approach of
technical and functional readiness consistent with SAP guidelines. This will allow for a natural “check
point” mid-way through the process to adjust and enable client IT and business objectives..
Program Engagement Model
10-week timeline of activities
Program Management and Oversight
Engagement Launch and Scheduling
Determine Program
Orientation
Validate Architecture
and Operating Model
Kickoff Presentation
Engagement Workplan
Stakeholder Interview Schedule
Configure to Landscape of Organization
Final Preparation,
Ready Organization
Program Deployment and Hand-
over
0 1 2 3 4 5
Week 0
Phase 1
“Program Alignment”
Phase 2
“Program Enablement” Checkpoint
Data Gathering and Reporting
Stakeholder Engagement and Communications
Technical Enablement (SAP SSM)
Weeks 1-3 Weeks 4-5 Weeks 6-7 Weeks 8-9 Week 10 …
Wo
rk s
trea
ms
ILLUSTRATIVE
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
Introductions
A Little SAP BusinessObjects Primer
Typical Strategy and Planning Cycles
Approach using SAP BusinessObjects
Client Case Study
Questions & Discussion – Your turn!
Contact
Contents
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx Newport Consulting Group, LLC
Client Case Study / 1
Our client requested we provide input, comment, and recommendations on best approaches to
implement a localized Balanced Scorecard (BSC) framework under regional deployment throughout
the Americas leveraging SAP BusinessObjects Strategy Management (SSM).
BSC Global Rollout
Sponsored by corporate IT globally, initial rollout in Region Americas
Client ITPO responsible for deployment support in US, Canada
Client ITPO coordination with other Region Americas operating units
(Mexico, Brazil, South Africa)
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx Newport Consulting Group, LLC
Client Case Study / 2
Our conversations with our client keyed on three key areas to increase reporting accuracy, reduce
long-term reliance on external service providers, and create flexibility in the ability of communication,
both externally and internally. This would be leveraged and supported by the BSC framework.
Reduce Data
Gathering Complexity
Eliminate multiple sources of spreadsheets
Automate data comparison and aggregation activities
Reduce or eliminate dependency on third party service providers
Increase Reporting
Accuracy and
Consistency
Provide a central area to gather and distill information from multiple sources
Automate report form outputs
Provide unique output formats (dashboards, briefing books)
Increase Stakeholder
and Employee
Engagement
Increase engagement of internal stakeholders and employees
Develop creative means to show “where are we today” towards strategic goals
Provide roadmaps and “play books” of how the organization will need to work
1
2
3
In addition we believe there are additional opportunities in the areas of governance:
Introduce Program Office practices to consolidate and leverage resources
Explore strategic initiatives beyond ITPO to leverage BSC platform
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
Client Case Study / 3
We provided background on stakeholder enablement approaches including tie-in with specific
corporate social biz platforms like SAP StreamWork and deployment of the BSC approach on iPad
using BusinessObjects BI On Demand.
Structure
Socialize
Personalize
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
Introductions
A Little SAP BusinessObjects Primer
Typical Strategy and Planning Cycles
Approach using SAP BusinessObjects
Client Case Study
Questions & Discussion – Your turn!
Contact
Contents
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx 24
Questions and Discussion – Your turn!
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
Introductions
A Little SAP BusinessObjects Primer
Typical Strategy and Planning Cycles
SAP’s Approach using SAP BusinessObjects
Client Case Study
Questions & Discussion – Your turn!
Contact
Contents
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
Contact
Newport Consulting Group, LLC
William Newman, CMC, MBA, SA
Managing Principal
7286 North Village Drive O 248-978-2000
Clarkston, MI 48346 USA M 248-635-9902
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
Contact
Some helpful references and links:
William Newman, Understanding BusinessObjects Enterprise Performance Management (SAP Press,
2010). – http://www.sap-press.com/products/Understanding-SAP-BusinessObjects-Enterprise-Performance-Management-.html
William Newman, Use SAP StreamWork to Track Sentiment Analysis and Performance Metrics, GRC
Expert, March 24, 2011 – http://www.grcexpertonline.com/article.cfm?id=5734
William Newman, Create and Monitor a Risk-Adjusted Strategy for the Post-Crisis Economy, GRC
Expert, January 7, 2010 – http://www.grcexpertonline.com/article.cfm?id=5022
Davin Wilfrid, Building a Corporate Sustainability Reporting Strategy with SAP, Project Expert, March 17,
2010 – http://www.projectexpertonline.com/article.cfm?id=5113
Podcast: “IT transformation plans with mobile strategy more likely to get funding,” William Newman, Todd
Morrison, Jacquelyn Howard, searchSAP.com, October, 2011 – http://searchsap.techtarget.com/podcast/IT-transformation-plans-with-mobile-strategy-more-likely-to-get-funding
William Newman, Strategy Management iPad app offers balanced scorecard access anywhere,
searchSAP.com, November 7, 2011 – http://searchsap.techtarget.com/news/2240110350/Strategy-Management-iPad-app-offers-balanced-scorecard-access-
anywhere
Jesse Jacoby, William Newman, Mobile computing offers inroads to executives, profit models for SAP,
searchSAP.com, October 5, 2011 – http://searchsap.techtarget.com/news/1280100071/Mobile-computing-offers-inroads-to-executives-profit-models-for-
SAP-customersMobile-computi
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
Author, professional speaker, writer and consultant - William (“Bill”) Newman serves as
Managing Principal of Newport Consulting Group, an independent management consulting
firm focused on strategy, operations, risk management, and technology. Mr. Newman has 25
years experience in a wide range of operations including manufacturing, IT, R&D, sales,
marketing, planning, human capital, service delivery and finance. His expertise spans service,
manufacturing (automotive, aerospace, life sciences, high tech, CPG), government, utilities,
transportation, and healthcare industries as well as not for profit organizations.
Mr. Newman’s service area focus is innovation, strategy, market growth entry, program design
and oversight, and corporate sustainability. He is a former executive of Volkswagen’s
technology division and has served in a number of professional and management positions at
Grant Thornton, KPMG/BearingPoint, and Booz & Company. A recognized expert and
influence partner in the areas of EPM, GRC and ERP, Mr. Newman serves as an outside advisor to the Sustainability
Executive Advisory Council (EAC) of software maker SAP. He is an adjunct professor at Northwood University in the
field of management studies, as well as a participant of the University of Oregon Sustainability Leadership Program.
Bill was granted the Certified Management Consultant (CMC) designation by the Institute of Management Consultants
in 1995 and has served on the IMC national board of directors and three regional boards across the USA for over 10
years. Mr. Newman is a qualified Trainer / Coach granted by the American Society for Quality (ASQ) since 2000, a
qualified consultant for Social Accountability International (SAI) in SA 8000 for social accountability since 1998 and the
Social Fingerprint® method for business improvement since 2011. Mr. Newman is an member of the Michigan
Association of CPAs (management consulting task force) and a registered expert witness with the Technical Advisory
Services for Attorneys (TASA). His paid and pro bono not for profit consulting includes work with the United Church of
Christ, Evangelical Homes of Michigan, a regional mental health services provider, and the Boy Scouts of America.
Bill holds a Bachelor’s Degree in Aerospace Engineering with a minor in Economics from the Henry Samueli School of
Engineering at UCLA, and an MBA in Management and minor in International Business from the Conrad Hilton School
of Business at Loyola Marymount University (Los Angeles). Bill and his wife Teresa make their home in southeast
Michigan.
William Newman, CMC, MBA, SA
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
Jesse Jacoby, a management consultant with extensive experience
executing strategic initiatives and achieving business transformation
goals. He provides thought leadership and expertise in the areas of
organizational change, strategic communications, and stakeholder
engagement. Jesse has helped dozens of clients, including Fortune
500 companies, deliver successful people and change strategies
across a range of initiatives such as technology deployments, merger-
acquisitions, corporate restructuring, and outsourcing.
Jesse spent more than a decade leading consulting engagements for Booz &
Company, Accenture, and Right Management. He has worked across multiple
industries, including transportation, automotive, energy, retail, and financial
services. Jesse is adept at all organizational levels, and frequently engages with c-
suite executives, vice presidents, and directors, as well as middle managers and
frontline employees.
Prior to his consulting career, Jesse served as the Director of Marketing for start-up
technology company COS, Inc., which provides information services to the scientific
research community. His online product marketing strategies supported the
company's growth through two rounds of venture funding, a five-fold organizational
expansion, and positioning of the company for its eventual acquisition.
Jesse holds an MBA from The Johns Hopkins University, as well as a Masters in
Communications. He retains close ties with Johns Hopkins where he serves as
Treasurer for the University's Alumni Council and sits on the Steering Committee of
the Carey Business School Dean's Alumni Advisory Board. Originally from the East
coast, Jesse and his wife Allyson now call the city of Denver home.
Select Project Highlights:
Led organizational change and
transformation efforts for:
Largest ever deployment of
PeopleSoft to the DoD
Top airline’s passenger
system deployment
Fortune 10 retailer’s
acquisition strategy
Largest single-country
outsourcing initiative
Fortune 10 manufacturer’s
CRM rollout
Big 3 auto’s IT outsourcing
/ shared services transition
Fortune 100 talent
acquisition strategy
Jesse Jacoby, MBA, MComm
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
Additional Materials
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
Program Workplan / Task 1
The work begins with Task 1 in the Program Alignment phase. Here we determine and validate the
needs and requirements of the organization, provide education, and begin to align stakeholders with
needs, wants, and governance for the use of the solution.
Determine Program
Orientation
1
Weeks 1-3
Program Management and Oversight
Data Gathering and Reporting
Stakeholder Engagement and
Communications
Technical Enablement (SAP SSM)
Establish regular stakeholder meeting schedule
Align with regional protocols and activities
Align with SAP ramp-up protocols (as needed)
Weekly status reporting
Detailed analysis as to the source of metrics and data
Detailed review of the report compliance process
Preliminary analysis of reporting activities and costs
Initial KPI roll-ups
Stakeholder interviews, determine needs/wants
Establish regular stakeholder meeting schedule
Propose initial set of guiding principles
Create development environment
Initial solution installation
Initial solution configuration (including BI, NetWeaver)
Establish Conference Room Pilot environment
Work streams Activities
PRELIMINARY
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
Program Workplan/ Task 2
In Task 2 in the Program Alignment phase we confirm our basic assumptions and hypotheses around
the needs and wants of the organization, where is the information originating, how it will be presented
and basic structure of the solution. The checkpoint allows for scope review and adjustment.
Validate Architecture
and Operating Model
2
Weeks 4-5
Program Management and Oversight
Data Gathering and Reporting
Technical Enablement (SAP SSM)
Lead regular stakeholder meetings
Schedule, validate SAP oversight activities
Weekly status reporting
Review and validate pro forma business case
Validate analysis of reporting activities and costs
Confirm KPI roll-ups and structure
Prepare pro forma business case for review
Facilitate regular stakeholder meetings
Validate initial set of guiding principles
Assess impact to policies, procedures
Determine modes and channels of communication
Construct performance management meta data (BI)
– Organization, staff, process, compliance targets
– KPI structure, template configurations, upload
Initial structure of Master Data Management (MDM)
– Frameworks, perspectives
– Objectives, scorecards
Checkpoint
Opportunity to
review scope, make
adjustments
Work streams Activities
PRELIMINARY
Stakeholder Engagement and
Communications
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
Program Framework / Task 3
Once the premise for the solution and the changes to the organization are confirmed, the Program
Enablement phase begins with Task 3. Here we configure the landscape for change, including any
policy or procedures, data gathering and survey, report and output forms, and information exchange
Configure Landscape for Organization
3
Weeks 6-7
Program Management and Oversight
Data Gathering and Reporting
Technical Enablement (SAP SSM)
Lead regular stakeholder meetings
Schedule, validate SAP oversight activities
Weekly status reporting
Review proposed policy and procedure changes
Review reports and outputs design
Investigate alternative report, information exchange
options
Validate stakeholder data gathering roles
Facilitate regular stakeholder meetings
Develop Playbooks
Test communication channels, modes
Initial CR Pilot validation
Confirm structure of Master Data Management (MDM)
– Frameworks, perspectives
– Objectives, scorecards
Determine reports and output design
Describe roles and survey patterns, frequency
Describe KPI targets, tolerances, alerts
Work streams Activities
PRELIMINARY
Stakeholder Engagement and
Communications
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
Program Workplan/ Task 4
Task 4 in the Program Enablement phase readies the organization for the new way of doing business.
This includes final confirmation and go-ahead by the stakeholders, final solution preparation and test,
as well as report consistency and accuracy checks.
Final preparation,
ready organization
4
Weeks 8-9
Program Management and Oversight
Data Gathering and Reporting
Technical Enablement (SAP SSM)
Lead regular stakeholder meetings
Schedule, validate SAP oversight activities
Weekly status reporting
Develop hand-over plan
Review report outputs with stakeholders
Confirm KPI and output accuracy
Facilitate regular stakeholder meetings
Conduct organization readiness review
Initiate organization communication
Secure “go-ahead” from stakeholders
Confirm KPI historical data and targets
– Load historical data, target data
– Run tests
Confirm KPI current data
– Load current data
– Run tests
Work streams Activities
PRELIMINARY
Stakeholder Engagement and
Communications
Newport Consulting Group, LLC Discussion Document - SAP Balance Scorecard 2012-0110 v1.pptx
Program Framework / Task 5
Task 5 in the Program Enablement phase readies the organization for the new way of doing business.
This includes final confirmation and go-ahead by the stakeholders, final solution preparation and test,
as well as report consistency and accuracy checks.
Final preparation,
ready organization
5
Week 10 …
Program Management and Oversight
Data Gathering and Reporting
Technical Enablement (SAP SSM)
Lead regular stakeholder meetings
Schedule, validate SAP oversight activities
Weekly status reporting
Deliver hand-over plan
NA
Facilitate regular stakeholder meetings
Documentation for hand-over
Knowledge transfer
Documentation for hand-over
Migration to production environment
Work streams Activities
PRELIMINARY
Replicate, annotate
to other business
units (1-2 weeks)
Stakeholder Engagement and
Communications