1.
“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
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3.
Enterprise Performance Management System
EPM Workspace
Performance Management
BI Applications
Applications
Business Intelligence Foundation
Middleware
OLTP & ODS Oracle Data OLAP SAP, Oracle, Siebel, Excel Business
Systems Warehouse PeopleSoft, Custom XML Process
Data Mart

4.
In Summary : Alignment and Accountability
are Key to Driving Enterprise Performance…
• Develop strategies
and goals
• Define key initiatives
and KPIs
• Model scenarios
• Revisit Goals Set
• Update Models Goals
• Update Plans
• Reallocate Resources
Align Plan
Insight • Allocate strategic
Performance targets
• Financial & Statutory Action • Financial budgeting
• Management Reporting • Operational planning
• Compliance Report • Rolling forecasts
Monitor
• SDR – GRI Metrics
Analyze • Financial and operational
• Revenue, profits, KPIs
• Efficiency and Utilization
• Variances to budget • Benchmarking and metrics
• Key trends
across LOBs
• Profitability
• Effectiveness

5.
CONVERGENCE
People
Communication PAYOFF Computing
Information

6.
Idenfity Information Gap
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7.
Need for Comptency Center
ITis 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
Outcome :
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
Overcome execution to strategy .
 an example: one company was losing thousands of dollars because a
e
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.
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8.
Competency Center Functions
Business
Prepare the company for
transformational change
To Be (all the time)
Continuous
business improvement
Optimization of current
system usage
As Is Maintenance and support of
Operational and Management
Data
IT
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9.
Source : Gartner
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10.
Source : Gartner
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11.
Source : Gartner
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12.
Source : Gartner
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13.
Source : Gartner
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14.
Source : Gartner
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15.
Source : Gartner
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16.
Enabling Vision via the Competency Center
People Process
• Awareness • Best Practices
• Procure new skills • Adhere to Corp
Govern
Technology
• Open Standards
• Secure & Scalable
• Adaptive Architecture
Global Value Advisors: Our Mission
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17.
How do we
enable?
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18.
Competency Framework - Navigation
Value IT Governance
Events Information
Structure &
Processes
•Effective
•Business objectives Strategic
Alignment
Value •Efficient
•Business opportunities Delivery
•Reliable
•External requirements IT Governance
IT Governance
•Regulations •Available
•Risks Input Performance Risk Output •Compliant
Management Management •Low Cost
Resource
Management
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19.
Enabling the Competency
Framework?
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20.
Competency Framework
Strategic Structure &
Alignment IT GOVERNANCE processes
Role based
Information Process
Improvement Functional
process Process
Pilot phase support
Deploy
Leading
Training People Center
Process Practices
of Excellence
Change Shared Services
Management
Technology
Technology Information
outsourcing Architecture
Standards Technical
based Support
Performance Value
Management Delivery
Resource Risk
Management Management
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21.
Enabling the framework
through process & Roles
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22.
Competency Center Processes
People Process Technology
 Communication
management and  Manage Data Flow  Defining IT strategic plan
direction  Manage Process Flow  Define Information
 Identify KPI’s to Architecture
 Manage changes
measure  Determine technology
 Educate and train direction
 Monitor the processes
users Define IT organization
 Deploy leading practices 
 Assist and advise the and relationships
 Manage performance
functional and and capacity  Identify automated
process teams solutions
 Ensure compliance with
 Role change process external requirements  Manage IT investment
 Training process  Assess risks  Acquire and maintain
Revisit KPI’s and refine application software
 Deployment strategy 
process the measures  Acquire and maintain
 Drive fact based technology infrastructure
decisions  Manage data
 Compete with 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
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23.
Support Structure
and Roles
to enable COE
process
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24.
Competency Center- Structure Framework
Enterprise Program Management
Remote
Process Owners
Process Oversight
Users Users Users Users
Users Users Users Users
Help Desk
Continuous Education Continuous Education
Functional Oversight Finance HR Logistics Operations
Software Configuration & Support
Custom Applications
Custom Applications
Integration Management
(Functional, Cross-Application)
Integration Management (Technical)
Production Control/Change Management
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25.
Competency center-Organization Structure
Center Director
Change Specialist Process Specialist` Technology Specialist Operations Manager
Business Comms Mgr Business Analyst Data center ops support Knowledge base co-or
Methodology Support Information Planner Information Architect IS Planner
Change Mgmt Analyst Master data management Information planner Strategic Analyst
Trainer Key Users IS management
Process Quality Adv Program Manager
Research Analyst Project Manager
Research Analyst
Technical Specialist
Tester
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26.
Q U E S T I O N S
A N S W E R S
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27.
Source : Gartner
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28.
Source : Gartner
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29.
Source : Gartner
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30.
Source : Gartner
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