Expert session from SAP TechEd Las Vegas with Ira Feinberg of Return on Intelligence. Original abstract: Rapidly Optimizing the Business Value of SAP Screen Personas Deployment The upfront work of working with business users on how to streamline business processes will often determine the success of the project. In this session, a partner will discuss several case studies on identifying value at the front end and how SAP Screen Personas can help you Run Simple with SAP.

1. SAP Screen Personas
Expert Session 17606
Public
TechEd 2014

2. Rapidly Optimizing the Business Value of SAP Screen
Personas Deployment
• The value of intuitive screens
• Setting up the project
• Measuring success
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3. Purchasing cockpit: 1 page for all things purchasing
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4. Plant maintenance cockpit: 1-click access to 20+ txns
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5. Simple goods receiving page: enter once, update 4 txns
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6. IT service desk: single page input updates PA20+SU01
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7. Simplified HR updates:
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8. Material Management made simple
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9. Confidential 9
TEPO Concepts
What can be DONE
to a process to
improve
performance?
What do you need
to KNOW to be
able to find and
execute process
gains?
What’s the best
METHODOLOGY and
TOOLS to attain the
knowledge and execute
opportunities?

10. What Should You KNOW to Optimize Process Gains?
1. How people really spend their time – both in and out
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of process?
2. Task productivity (time & cost/unit of work) versus
workforce attributes (time in job, training, org unit,
etc.)?
3. How do task execution times vary and what drives the
variances
4. What drives task and overall process cycle time?
5. How much parallelism goes on in the process?
6. How much of each task is inherently inefficient (e.g.
many screens & clicks, redundant data entry) or
involves rework?
7. Are there time-of-day, day-of-week, etc. peaks and
valleys of task demand which cause inefficiency?

11. Process Analysis without TEPO tool – the Traditional
Approach
Confidential 12

12. ROI’s SAP Screen Personas Project Approach
These steps in our project approach may be customized as required
1. SAP Screen Personas Goals - Who and
which process(es)?
2. Use our TEPO tool to Define Process
Optimization Opportunities
3. Design SAP Screen Personas Screens (UI),
Actions and Data
4. Configure SAP Screen Personas for each “Flavor”
Set
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Assessment and Plan
Find and prioritize value opportunities
Design and Configure
Apply design thinking to mine the
value opportunities
Personas Execution
Testing, Change Management,
Training, Deployment
5. Flavor Set Validation
6. Change & Communication Management,
User Training
7. Deployment and Post Gain TEPO study

13. 2 – Define process optimization opportunities (TEPO)
Inputs and Techniques
• TEPO process diagnostic tool mini-studies on people who carry out
top 2 or 3 sub-processes/tasks to learn:
– Work time spent by task
– Average task times and # times executed
– % rework, cycle times if relevant
– Current task screens and clicks required
– Tasks closure rates
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Activities
• Compile list of potential flavors from targeted tasks/sub
processes
• Populate flavor impact matrix with known data
• Select 2 or 3 which merit TEPO mini-studies using TEPO
process diagnostic tool (see appendix for method and
examples)
• Conduct mini studies in parallel
– 1 day engineering study on tool
– Train & deploy study to participating staff
– Collect data 3 days
– Evaluate results
• Finalize flavor priority list and first execution wave cluster
Main Deliverables
• First Personas wave tasks/flavors to be executed
• Expected benefit range potential
• Updated plan for balance of project
Objective
Identify and validate specific transactions and tasks and cluster into
logical flavor sets based upon business impact and Personas suitability
Scoping Criteria
• Focus on most likely fruitful tasks based
upon stage 1 Program Focus
• Package approximately 3 flavors for
initial execution set
DEMO TEPO TOOL

14. Sample TEPO Output Charts
How people spend their time
and how long tasks take
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Provides a baseline for Personas
value determination, e.g. if there
are 200 people spending 40% of
their time creating orders and
Personas enables average task
time (ATT) reduction of 30%, we
free 24 FTE’s

15. Sample TEPO Output Charts
Experience Level
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Average Task Time for "Create Order"
High Medium Low
Low 3.8 5.0 6.3
Medium 5.4 6.3 7.9
High 6.2 7.6 10.2
Complexity
ATT impacted by both order complexity and by staff experience level
Improve ATT by simplifying and also by directing more complex orders to
more experienced staff
Tool/techniques: More granular workflow business rules, SAP Screen
Personas

16. Sample TEPO Output Charts
Histogram of how many screens must be accessed to create an order (can be
shown vs. type of product, line items per order, etc.)
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17. Discover & Adapt Internal Best Practices
• Process - handle suspended worker’s comp provider bill payments
• Insight - One person invented her own pre-process and had twice productivity of rest of
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team
• With ZERO technology cost, train others in her approach, saving over 25% of FTE’s
Name Experience Level
Average time/bill
(mins) Number of bills Average cost/bill
Carolyn Morse Over 3 years 1.31 712 $ 0.62
Cathy Wastradowski Over 3 years 0.95 1069 $ 0.39
Denise Peterson Over 3 years 4.21 271 $ 1.72
Diane Arnold Over 3 years 1.47 137 $ 0.60
Jennifer Castaneto Over 3 years 4.38 89 $ 2.06
Joan Scheuffele Over 3 years 0.83 1215 $ 0.34
Jodi Kogan 0-6 months 2.08 664 $ 0.85
Jolene Timm 1-2 years 1.56 165 $ 0.64
Kang-ha Kirkevold Over 3 years 5.88 114 $ 2.41
Linda Claussen Over 3 years 5.52 103 $ 2.61
Sherry Lattimer 1-2 years 1.88 1040 $ 0.77
Tina Mottern Over 3 years 3.77 76 $ 1.54
Tonya Morgan 0-6 months 1.33 1166 $ 0.54
Tracie Malmin 1-2 years 1.85 355 $ 0.76
Grand Total 1.67 7176 $ 0.70

18. Cycle Time Matters – FX Trading Room Circa 1990
Process: Global Bank takes on huge FX trade ($100 million plus) from customer then
must sell off that position in much smaller “chunks” to avoid unwanted risk
Challenge: Using technology then available, cycle time was unacceptably long leading
to adverse market movement in prices
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Current State Process:
1. Head trader takes $100mm order for Marks, screams out “Mark calls”
2. 10-15 other traders drop what they are doing and “ping” other pre-assigned banks using
point-to-point Reuters Dealing Terminals and await response (e.g. 40/50 meaning XYZ
Bank will buy at 2.1040 and sell at 2.1050)
3. As responses come in “pinging” traders shout out the bid/offer and head trader says yes
or no, if yes, trader hits bid or offer on terminal
4. Process keeps going on with lots of accepts and rejects until all $100mm is sold off
5. Market price continues to move based upon supply and demand throughout
CONTEST WITH A PRIZE – GUESS HOW LONG THIS UNACCEPTABLE
PROCESS CYCLE TIME WAS. (HINT – less than 1 day).
Closest guess wins a prize

19. Thank you
© 2014 SAP AG or an SAP affiliate company. All rights reserved.
Ira Feinberg
Partner, Management Consulting
2520 Renaissance Blvd., Suite 120
King of Prussia, PA 19406
c: +1 (917) 705.4148
ira.feinberg@returnonintelligence.com
www.sapscreenpersonas.com