Discussion Document Sap Bobj Organization Change Management 2012 0110 V1

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.

Discussion Document Organization Change Management Techniques for SAP BusinessObjects EPM & GRC Programs

Lunch and Learn Discussion with Steelcase

2012 - Newport Consulting Group

January 2012

Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx

Introductions

A Little SAP BusinessObjects Primer

How to Prepare for SAP BusinessObjects

Approach using SAP BusinessObjects

Client Case Study

Questions & Discussion – Your turn!

Contact

Contents


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)


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

http://www.newportconsgroup.com/

http://www.newportconsgroup.com/


Introductions




Client Case Study


Contact

Contents


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 …



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

6

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 BOBJ Organization Change Management 2012-0110 v1.pptx Newport Consulting Group, LLC


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.



The sustainability solution map for SAP BusinessObjects comprises seven domains, each providing

functionality across operating areas. Many of the non-security related GRC tools are now also

packaged as Sustainability in the solution map, including several that Steelcase currently uses.

Source: 2009 SAP AG public domain website, www.sap.com/sustainability.

Product Compliance

Recycling & Reuse

Product Footprint

Material & Product Safety

Sustainable Design

Sourcing & Procurement

Traceability & Recall

Green Logistics

Supply Chain Design & Planning

Availability, Security, Accessibility & Privacy Green IT

Mobility Residential

Energy Personal Footprint

Smart Grid Participation

Production Energy Management

Carbon Management

Facility Energy Management

Natural Resource Management

Benchmarking & Analytics

Strategy Management

Financial Risk & Performance

Engagement & Corp. Citizenship

Materiality & Assured Reporting

Labor Compliance & Human Rights

Strategic Workforce Management

Travel Management Diversity

Industrial Health & Safety

Environmental Compliance`

Risk Assessment & Reduction

Process Safety Emergency

Management

Product

Supply Chain

IT

Consumers

Operations

Executive Management

Environment, Health & Safety

Human Resources


Introductions




Client Case Study


Contact

Contents


How to Prepare for SAP BusinessObjects / 1

As a way to structure your program, the technique of initiative planning using logical networks can be

a great approach to understanding where the organization is today, where it needs to be tomorrow,

and what logical steps (both IT and business) are needed to make the journey over several steps.



Resourcing

and Funding

1

Communication

Planning

2

Risk

Management

3

Operating Model

Alignment

4

Findings of the Capers Jones study illustrated only 4% of program issues with IT transformation

efforts were directly related to technology. Our experience suggests four key areas to consider.



Source: Nolan, Norton & Company (as modified by Newport Consulting Group)

Functional and Implementation Control

Planning Blueprint Realization Go-Live &

Support

Project Execution

Human Resources

Capital Management

Business Plans (Functional, Divisional)

Program &

Portfolio

Management

(PMO)

Balanced Scorecard

Lessons Learned

Enabling Technologies

Operations

What are the new operating processes?

How will work be distributed in the new organization?

What policies and procedures are needed?

Technology

What are the solution building blocks?

How will the solution deliver core processes?

Who will build, deliver, test, and manage the solution?

A Portfolio Management (PMO) approach allows for a program structure of key initiatives, driving

strategic objectives. Program risk management and funding / resourcing issues may be dealt with

centrally using a PMO structure across multiple initiatives.

Strategy

What are the KPIs and improvement drivers?

What is the value outcome? Vision, Goals, Strategy



Project communications planning can take on a full work stream of activity in larger programs and

initiatives. Typically there are three stages to migrate the movement of the organization to coincide

with the change in technology, which generally is very rapid with EPM and GRC projects.



Changes in the business operating model can play havoc on GRC and EPM programs. We

discovered in one program assessment several technical and business requirements that had stymied

an otherwise successful Global Trade Services initiative from moving forward.

Global Trade Program Boundary

Impacts from

outsource booking

agents (BDP)

Sales

Order

Up-stream

impacts from

outsource FF

booking agents

Down-stream

impacts from

outsource FF and

booking agents

Visibility to

scheduling and

inventory

Delivery

Order

Customs

Docs

Manual processes

and use of

external

applications.

1

Inventory and

design available

to create DO

2

Outsourced filing

of AES

documents

4

Lag time to file

booking docs

3 Booking

Docs

Freight Forwarder

Carrier (all modes)

Customer

service

SAP

ILLUSTRATIVE


Introductions


Typical Strategy and Planning Cycles


Client Case Study


Contact

Contents


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



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.



Compliance Manager

(enterprise-wide or program-level) Standard with EHS

Non-standard

Product Business Unit Lead (VP, GM, Director)

Sales Account and/or Purchasing Manager

Product and/or Quality Manager

Co

mp

lian

ce

Ma

nag

em

en

t

Pro

ce

ss

es

In product compliance initiatives, we typically find that several roles are needed to execute work steps of core processes. SAP can act as a role broker to distribute compliance-related work activities.



Pre-defined, quantified Key Risk Indicators (KRI) linked to KPIs can automatically trigger preventive or

recovery responses when risk events threaten or actually do occur.

Logistics

Disruption

Business Process KPIs Market Share

Customer Satisfaction

Earnings

Key Risk Indicators (KRIs) 1.1 Average time to clear customs

1.2 # of restricted goods held in customs

2.1 % of purchases from non-preferred vendors

3.1 Trends in weather and route requirements

Supply Chain Planning

and Execution Drivers

Import / export custom restrictions

Purchases from non-preferred vendors

Hostile waters / ports or poor weather and shipping routes

Impacts

Decline in Number of Customers (Market Share)

Late Product Deliveries (Customer Satisfaction)

Increased Costs and Expenses (Earnings)

Transfer Accept Avoid Mitigate Control

Preventive responses reduce probability of event

Recovery responses reduce impact

of event

Source: SAP America (as modified by Newport Consulting Group)

Responses

KRI Design Purchases of goods from non-preferred vendors. Specify tolerance as % of spend. Trigger when ≥5%.

ILLUSTRATIVE



Based on the complexity of the environment, validation, configuration, test, and deployment of EPM

and some GRC solutions may be compressed to as little as 12 weeks for all phases (rapid blueprint to

go-live). Some components vary, including KRI and KPI definition and mapping as an example.

Activities Month 1 Month 2 Month 3 Month 4

X X X X X X X X X X X X X X X X X X X X

1. Install Basic Solution

2. Plan and Build

Target Solution

3. Integrate Data

4. Validate Solution -

Conference Room

Pilot

5. Final Preparation and

Test

6. Go Live

7. Post-Go Live support

and Knowledge Transfer

EPM Application Implementation Plan Baseline Program for 1-2 Target Solutions

Iteration

Go-Live

Iteration

Source: Understanding SAP BusinessObjects Enterprise Performance Management, 2010. 20

EXAMPLE



A typical planning phase consists of the facilitation of business and system requirements, and

development of stakeholder buy-in, recommended internal processes and monitoring controls, metrics

and indicator formulae and mapping, and solution “building blocks” for downstream implementation.

Proof of Concept Activities

Key Activities

Activities

Understand implementation

methodology, goals, opportunities

and risks for constituent group or

operating unit

Validate Structure Plan

Scope

Create development environment

Initial solution installation

Initial solution configuration

(including BI / DW as needed)

Establish Conference Room Pilot

environment

Key

Deliverables

Develop working solution to fit

constituent group or operation

unit

Confirm structure of Master Data

Management (MDM)

– Frameworks, perspectives

– Objectives, scorecards

Determine reports and output design

Limited Impact Assessment

Validate the solution meets 80/20

template requirements for

constituent group or operating unit

User comments and improvements

Cut-over Analysis

Key learnings and critical success

factors

Draft deployment proposal

Review solution impacts to policies

and procedures

Determine roles matrix (RASCI) and

playbook with other user groups

Construct working POC

environment based on requirements

to date

– Interface

– Data load and mapping

– Access rights and policies

Constituent group user trail and

comment period

Build recommendations around

critical success factors, lessons

learned

Conduct analysis of cutover

strategies and plans

Establish regular stakeholder

meeting schedule

Determine corporate protocols and

requirements

– Ramp-up, scheduling, IT,

governance

Detailed analysis as to the source of

metrics and data

Roll-in of user groups, BUs

Conduct facilitated discussions with

key leads

Provide summary assessments on

general health of program

Recommend continued corrective

actions for navigating toward

success

Deploy

Gap / fit template and deploy to

initial or subsequent constituent

group or operating unit

Summary review assessments and

recommended actions

Development of Template Model for Deployment

Initial Launch > 3-4 weeks 6-8 weeks 10-12 weeks

(as needed, as required) (scope of initial proof of concept)

ILLUSTRATIVE


Introductions




Client Case Study


Contact

Contents


Client Case Study / 1

Sonoma County Water Agency (SCWA) is the primary wholesale distributor of drinking water for Sonoma County and

northern Marin County. SCWA has provided multi-year reporting history to the State, Low-impact Development (LID)

guidelines, and established a carbon-neutral target by 2015.

Source: 2009 Carrot report submission, 2009 GHG Emissions report, SCWA (self reported).

Our cursory review

to date suggests the

Agency is well below

required emission

standards.



Newport Consulting was referred to the Agency by technology partner SAP to address the potential use of

Performance Management solutions. In addition our preliminary conversations revealed several potential needs of

SCWA to enhance and enable sustainability program efforts

Source: SAP America, as modified by Newport Consulting Group.

Unorganized collection

leads to inaccuracies

Lack of alignment to company

structures and processes limits

insights and management

CSO Reports annually

Rapidly evolving

standards limits

ability to frequently

track progress

Information and data

is spread across many

people and systems

Communicates

Activists, Investors, Customers

EHS Manufacturing Supply Chain Finance HR Facilities Employees

MISSION

HR

Finance

Manufacturing

ILLUSTRATIVE



SAP SuPM can be linked to other SAP platforms, such as SAP BusinessObjects Strategy

Management for strategic formulation of KPIs and SAP BusinessObjects Risk Management to view

the impact of key risk indicators (KRIs) on financial targets and enterprise risk management (ERM).

Source: “Improve Your Corporate Sustainability Program using SAP BusinessObjects Sustainability Performance Management,” GRCExpert, 2009.

SAP BusinessObjects Sustainability Performance Management

CSR Program Boundary

SAP BusinessObjects Strategy Management

KPIs,

triggers

SAP BusinessObjects Risk Management

KRIs,

tolerances


Fortune 500 Consumer Product Manufacturer

Global Fortune 500 manufacturer of hygiene and consumer products

Compliance requirements for REACh and other RoHS standards

Selected SAP as base platform to consolidate, analyze and report information to agencies and corporate sustainability departments

Leveraged SAP PrC, EHS, and RPM with management across all product portfolios and markets

Reduced reporting cycles across portfolio teams

Increased accuracy of reporting

Greater transparency to compliance status

Company Profile and Engagement

Benefits Achieved


Fortune 500 Specialty Materials Division

Division of Global Fortune 500 manufacturer of specialty materials and chemicals

Integrating a number of Order to Cash and Global Trade Services processes with conventional ERP

Included third-party data sources for license, tariffs and embargo status to export nations

Solution configuration required detail examination of operating model and technical processes to eliminate artificial document processing requirements.

Created “z-process” work around inside Order to Cash Process, allowing export-based orders to fulfill both international process as well as internal policy requirements.

Examined changes to customer service models.

Benefits Achieved

Company Profile and Engagement


Introductions




Client Case Study


Contact

Contents

Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx 29

Questions and Discussion – Your turn!


Introductions



SAP’s Approach using SAP BusinessObjects

Client Case Study


Contact

Contents


Contact

Newport Consulting Group, LLC

William Newman, CMC, MBA, SA

Managing Principal

[email protected]

7286 North Village Drive O 248-978-2000

Clarkston, MI 48346 USA M 248-635-9902


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

http://www.sap-press.com/products/Understanding-SAP-BusinessObjects-Enterprise-Performance-Management-.html
















http://www.grcexpertonline.com/article.cfm?id=5734




http://www.projectexpertonline.com/article.cfm?id=5113

http://www.projectexpertonline.com/article.cfm?id=5113

http://searchsap.techtarget.com/podcast/IT-transformation-plans-with-mobile-strategy-more-likely-to-get-funding





















http://searchsap.techtarget.com/news/2240110350/Strategy-Management-iPad-app-offers-balanced-scorecard-access-anywhere

















http://searchsap.techtarget.com/news/1280100071/Mobile-computing-offers-inroads-to-executives-profit-models-for-SAP-customersMobile-computi
























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


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


Additional Materials


Program Workplan / Top Level

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

PRELIMINARY


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



Stakeholder Engagement and

Communications


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


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




Lead regular stakeholder meetings

Schedule, validate SAP oversight activities


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)



Checkpoint

Opportunity to

review scope, make

adjustments


PRELIMINARY


Communications


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







Review proposed policy and procedure changes

Review reports and outputs design

Investigate alternative report, information exchange

options

Validate stakeholder data gathering roles


Develop Playbooks

Test communication channels, modes

Initial CR Pilot validation

Confirm structure of Master Data Management (MDM)



Determine reports and output design

Describe roles and survey patterns, frequency

Describe KPI targets, tolerances, alerts


PRELIMINARY


Communications


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







Develop hand-over plan

Review report outputs with stakeholders

Confirm KPI and output accuracy


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


PRELIMINARY


Communications


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 …







Deliver hand-over plan

NA


Documentation for hand-over

Knowledge transfer

Documentation for hand-over

Migration to production environment


PRELIMINARY

Replicate, annotate

to other business

units (1-2 weeks)


Communications

Discussion Document Sap Bobj Organization Change Management 2012 0110 V1

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