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Transcript of 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
Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 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 BOBJ Organization Change Management 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 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
Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 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 BOBJ Organization Change Management 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
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
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 BOBJ Organization Change Management 2012-0110 v1.pptx
A Little SAP BusinessObjects Primer / 4
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
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
Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx Newport Consulting Group, LLC
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.
Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx Newport Consulting Group, LLC
How to Prepare for SAP BusinessObjects / 2
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.
Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx Newport Consulting Group, LLC
How to Prepare for SAP BusinessObjects / 3
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
Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx Newport Consulting Group, LLC
How to Prepare for SAP BusinessObjects / 4
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.
Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx Newport Consulting Group, LLC
How to Prepare for SAP BusinessObjects / 5
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
Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 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 BOBJ Organization Change Management 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 BOBJ Organization Change Management 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 BOBJ Organization Change Management 2012-0110 v1.pptx
Approach Using SAP BusinessObjects / 3
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.
Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx
Approach Using SAP BusinessObjects / 4
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
Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx
Approach Using SAP BusinessObjects / 5
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
Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx
Approach Using SAP BusinessObjects / 6
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
Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 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 BOBJ Organization Change Management 2012-0110 v1.pptx Newport Consulting Group, LLC
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 Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx Newport Consulting Group, LLC
Client Case Study / 2
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
Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx
Client Case Study / 3
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
Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx
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
Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx
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
Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 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 BOBJ Organization Change Management 2012-0110 v1.pptx 29
Questions and Discussion – Your turn!
Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 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 BOBJ Organization Change Management 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 BOBJ Organization Change Management 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 BOBJ Organization Change Management 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 BOBJ Organization Change Management 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 BOBJ Organization Change Management 2012-0110 v1.pptx
Additional Materials
Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 2012-0110 v1.pptx
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
Newport Consulting Group, LLC Discussion Document - SAP BOBJ Organization Change Management 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 BOBJ Organization Change Management 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 BOBJ Organization Change Management 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 BOBJ Organization Change Management 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 BOBJ Organization Change Management 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