SAP Business Transformation using Portfolio Management
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Transcript of SAP Business Transformation using Portfolio Management
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Vish Muralidharan
Director of Integrated IT Services
+1 513 478 7004
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Contents
Brief Profile Of Vish Murali
Core Competence Summary And Key Client Engagements
Summary of Leadership Results Delivered
Overview of Experience Profile of Vish Murali
Vish’s Approach To Business Transformation And Technology Portfolio
Management
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Vish Muralidharan Director of Integrated IT Services
18 years of Global SAP / ERP Portfolio and Program Management
Cell: +1 513 478 7004
• Business Transformation Leadership and Execution
• Business Stakeholder Relationship mgmt. - IT and Business Strategy Integration,
• Large scale multi-year global transformation program planning and execution leadership
• Benefits planning, Strategic Value Assessment and Executive oversight
• Global IT Strategic Portfolio Mgmt. Office CoE – Vision, Strategy, Plan, Build, Operate
• Systems Integration vendor selection, contracting, capability enhancement and mgmt. –
Distributed Delivery / Competency Centers
• Executive decision enablement , advisory and support analysis
• Portfolio Mgmt, – Demand, Capacity, Balancing, Optimization, Resource allocations,
Budgeting, Portfolio Dashboards / portals / tools, Integrated portfolio planning, Risk mgmt.,
Requirement traceability mgmt. system, SDLC, Continuous Process Improvement Planning,
Strategic Portfolio Risk Management, Portfolio consolidation.
• Portfolio Information Mgmt. System (PIMS)
• Specific SAP competencies includes – SAP lead Business Transformation, SAP Global
Operations, Global Common Template design & deployment, Technical Codebase
standardization, Functionalities Standardization and Roll-back planning, Performance &
Capacity mgmt., SAP Center of Excellence, Upgrade and Instance consolidation, Data
Migration and Data Quality Management, Capability & Competency building, Continuous
Improvement Planning, Mobile Integration & User Experience Enhancements, Tech Evaluation
& Adoption planning, Enterprise Architecture etc.
Core Competencies
Key client engagements on Strategic Portfolio Management Office & Business Transformations
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Credentials
• MBA – Finance, MIS, Marketing, Corporate Strategy • Post Graduate Diploma in MIS • Certified Business Transformation Manager - BTA • Certified in 6 SAP Modules • Certified SAP Enterprise Architect • Certified ITSA, ITSM ITIL, Professional • Certified Project Mgmt. Professional
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Currently leading Business Model led Business Transformation Corporate
Initiative for NRG Energy leading to Integration OF Business Strategy and IT
Strategy.
Established BTA’s BTM Center of Excellence for Consumers Energy EDSI Program.
Implemented Berkley’s Project Management Process Maturity (PM)2 Model for
Proctor and Gamble’s Global Business Technology Services – SAP Transformation
Office
Established Benefits management framework and performance score-card for
Union Pacific Railroad company to manage and measure over $75 million in capital
Spend on IT led business transformation projects
Led and Business and IT Integration initiative to establish SAP project evaluation,
prioritization and selection methodology for the Continental Tire USA and align the
processes with Continental’s Global Strategy Management Office – Currently being
used to manage more than 200,000 hours of annual project effort.
Led, Architected and implemented Portfolio Management Information System aligned
with PMI PMBOK Portfolio Management framework for BMW Financials – Portfolio
functions automated included Portfolio Budgeting and Planning, Business
Strategy - Portfolio alignment benefits tracking, Integration with SharePoint for
portfolio document management, Automated and real-time status dashboard
reporting, Demand and Resource Capacity management processes.
Successfully established multi-stream IT Portfolio Center of Excellence for Consumers
Energy resulting in clear traceability of business strategy execution into IT projects and
benefits realization – 30% reduction in transformation project execution cost and
45% reduction in IT project waste.
Created state-of-the-art SAP Operations Center of Excellence for Consumers
Energy at Jackson, Michigan.
Established Strategic Portfolio Management Office for Consumers Energy to manage
their annual $150 million smart energy transformation technology spend Ramped
up from a dozen to 150 resources.
Designed and executed one of the complex SIAM operating model for a Fortune 50
involving 8 primary vendors - 350 SLAs and 90 Business KPIs.
Led the implementation of HP Project & Portfolio Management tool for Proctor &
Gamble.
Advised / Audited Ford Motor Company’s Strategic PMO initiative for SAP SPM
implementation for its dealer network platform.
Established SAP Demand Management Office for Consumers Energy to manage
monthly 10,000 hours of the SAP Minor enhancements – 80% increase in demand
forecasting, 90% availability of the on-time resourcing.
Key Representative Accomplishments – Global Business Transformation and IT Portfolio Management Competencies
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Provided Business Transformation Leadership Global Supply Chain Modernization
program for world’s largest CPG enterprise – Proctor & Gamble Roll-back
custom SAP solution to SAP standard solution.
Led global SAP ERP Upgrade & Data standardization program for Proctor &
Gamble – SAP ERP 4.6 SAP ECC 6.0, 200 plant / sites, 500+ warehouses,
74,000 users, 17 TB of data standardization and Master Data Unification, Unicode
25,000+ custom objects, 160+ resources globally.
Architected and Established SAP Center of excellence for Proctor & Gamble,
Ford, Union Pacific Railroad, Norfolk Southern and Consumers Energy to build in
house capabilities for evolving SAP ERP solution landscape.
M&A Integration of SAP AR/AP/GL & financial reporting Systems Open Items
Migration to the tune of $11.2 Billion from Legacy SAP 4.5 to SAP ECC 6.0.
Developed Sales Order and Shipping Global / Local Template for world’s largest
PC manufacturer for standardizing and streamlining Supply Chain processes for
25,000 dealers globally.
Led implementation of world’s largest SAP IS-Oil Midstream implementation for
Aramco Business Transformation initiative.
Established one of its kind SAP world-class SAP ERP performance and operations
monitoring team for TXU energy SAP Operations to perform proactive and predictive
identification of potential issues resulting in reduction of the unplanned system
downtime by 50% - SAP SOLMAN, CA Wiley, Dell Foglight and HP APM solutions
were used to monitor 100+ global SAP instances.
Led SAP Master Data Consolidation, Cleansing and Centralized Distribution for
more than 400,000 material SKUs SAP DS/DQM and SAP MDM.
Improved SAP ERP SLA & Business KPI performance and adherence to 97% from
50% in 12 months SIP, CIP and Events Automation.
Stabilized SAP global production instances with 80% reduction in number of
Severity 1 incidents and 60% reduction in the Severity 2 incidents with in 12
months Problem Management, Incident Predictive & Avoidance techniques.
SAP CRM Continuous Improvement Program for Call Center IT Performance &
Availability of the Call Centers 50% reduction in downtime and 40%
improvement in performance baselines.
Key Representative Accomplishments – Technology leadership
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Automotive 5
28% Manufacturing
(Com and N-Com) 6
33%
Utilities (Electric & Gas)
3 17%
Oil & Gas 2
11%
Hi-Tech 2
11%
Industry Experience Composition
ABAP Technical Lead
1 6%
SAP Solutions Architect
2 11%
Production Supervisor
1 6%
SAP Project Manager
2 11%
Program Manager 2
11%
SAP Enterprise Architect
2 11%
Portfolio Manager 4
22%
SAP Portfolio Director
4 22%
Progressive Position Experience Composition
18 Years 18 Years
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Contents
Brief Profile of Vish Murali
Core Competence summary and key client engagements
Summary of the leadership results delivered
Overview of the experience profile of Vish Murali
Approach SAP Business Transformation and Technology Portfolio
Management
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RUN the Business CHANGE the Business BUILD the Business
IT Asset Portfolio IT Projects Portfolio IT Discovery Portfolio
Operational Medium- to Short-Term Long-Term
Return on Investments Investment Allocation Investment Planning
Business Value Realization Business Value Delivery Business Value Discovery
BUSINESS
TRANSFORMATION
BUSINESS
STRATEGY
IT PORTFOLIO MANAGEMENT
PRACTICE
IT Portfolio Management is a practice
of applying scientific, economic and
organization behavioral principles
towards selection, rationalization,
execution and management of the IT
projects to discover, deliver, align
and realize business strategy and
enhance stockholder returns on IT
investments…
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Means to achieve business strategy
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META Management
Orchestration of individual disciplines: Guidelines, Leadership, Culture, Values and Communication
STRATEGY MANAGEMENT
COMPETENCY &
TRAINING
MANAGEMENT
VALUE MANAGEMENT
RISK MANAGEMENT
BUSINESS PROCESS
MANAGEMENT
PROGRAMS /
PROJECT
MANAGEMENT
TRANSFORMATIONAL
IT MANAGEMENT
ORGANIZATIONAL
CHANGE
MANAGEMENT
ENVISION ENGAGE TRANSFORM OPTIMIZE
PROJECT START-UP AND AS-
IS DATA COLLECTION
DEFINE INTEGRATED
TRANSFORMATION PLAN
DESIGN BUSINESS MODEL
DESIGN BUSINESS VISION
ANALYSIS OF
TRANSFORMATION NEEDS
AND CAUSES (80/20 RULE)
Detailed Benefits Estimation
Plan Benefits Realization
Risk Identification
Business Process Analysis
Solution Architecture
Setup Change Plan
Need, As-is And Gap Analysis
Program / Project Initiation
Risk Mitigation Plan
Process To-be Design
IT Deployment Planning
Stakeholder Comm. and Perf.
Mgmt.
Training Preparation
Program / Project Planning
Realize Benefits Benefits Review And Evaluation
Execute Risk Mitigation Plan
Process Implementation
IT Deployment & Testing
Execute Change Plan
Training Execution
Program / Project Realization
Risk Monitoring
Process Evaluation
Plan IT Operations
Change Monitoring
Establish Potentials For Further Benefits
Review And Evaluate Risks
Run, Monitor And Optimize
IT Operations And Service
Optimization
Ensure Sustainable
Change
Transfer, Application And Evaluation
Program / Project Closure
IT Lifecycle Management
Improve Organization
Change Readiness
Indicates where Vish Murali has hands-on experience in applying them for large global transformation programs Indicates where Vish Murali has experience contributing to these functions as part of transformation programs
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PROCESS GROUPS
Defining Aligning Authorizing and Controlling
PO
RT
FO
LIO
MA
NA
GE
ME
NT
KN
OW
LE
DG
E A
RE
AS
Strategic Mgmt. Develop Portfolio Strategic Plan
Develop Portfolio Charter
Develop Portfolio Roadmap
Manage Strategic Objectives
Governance Mgmt. Develop Portfolio Mgmt. Plan
Define Portfolio Optimize Portfolio
Authorize portfolio
Provide Portfolio Oversight
Performance Mgmt. Develop Portfolio Performance
Mgmt. Plan Manage Supply & Demand
Monitor progress
Trend KPIs
Communications Mgmt. Develop Portfolio Communications
Mgmt. Plan Manage Portfolio Information
Risk Mgmt. Develop Portfolio Risk Mgmt. Plan Manage Portfolio Risks
Portfolio Management Lifecycle Management
Annual / Half yearly
Aligned with Org’s strategy review
cycle
Mandatory Process set
Stage-gate Driven
Focus on OPTIMIZING portfolio
components
Performed immediately after the
Defining process groups
Ongoing portfolio activities
Annual / Half yearly
Aligned with Org’s strategy review
cycle
Mandatory Process set
Stage-gate Driven
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META Management
Orchestration of individual disciplines: Guidelines, Leadership, Culture and Communication
DIRECTION ENABLEMENT
STRATEGY
MANAGEMENT
COMPETENCY &
TRAINING
MANAGEMENT
VALUE MANAGEMENT RISK MANAGEMENT PROCESS
MANAGEMENT
PROGRAMS / PROJECT
MANAGEMENT
IT TRANSFORMATION
MANAGEMENT
ORGANIZATIONAL
CHANGE MANAGEMENT
AS-IS Data Collection Competence Strategy Baseline Analysis 360o Risk Management Determine Scope Analysis Program Management &
Governance
Business And IT Capability
Assessment Set-up Governance
Analysis Of Needs And
Maturity Level Training Need Analysis Value Estimate
Deep Drives For Strategic
Risk A Areas
From Template To Bespoke
Inventory
Program & Project
Integration Mgmt. TO-BE Analysis Stakeholder Management
Design Business Vision AS-IS Analysis Detailed Business Cases Assess Transformation
Business Cases
Identify Improvement/Add
Attributes Scope Management Gap Analysis Change Agent Network
Design Business Model Gap Analysis Agree Ownership And
Realization Define Risk Strategy Model Selected Processes Cost Management IT Roadmap Plan
Communication
Management
Integrated Transformation
Plan Curriculum Development Plan Benefit Realization
Risk Management
Execution
Plan Process
Implementation Quality Management
Solution Architecture
Design
Performance Management-
Project Teams
Business Case Training & Preparation Execute Benefits
Realization Risk Monitoring Implement Processes
Human Resource
Management IT Deployment Plan
Performance Management-
Business
Organizational Model Training Review And Evaluate
Results
Identify Additional
Improvement Evaluate Processes
Procurement / Vendor
Management
IT Operations & Service
Optimization
Change Readiness
Assessment
Risk Analysis Evaluation & Improvement Establish Potential For
Further Benefits
Risk Management As Part
Of Board Governance Establish CIP Program reporting IT Lifecycle management Change monitoring
INTEGRATION OF BTM2 AND PORTFOLIO MANAGEMENT PROCESSES Portfolio Mgmt. Office Directly Accountable BTM Office Directly Accountable
Shared Functions
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Current state analysis of IT PMO maturity –”As-Is”
Identify and evaluate
existing portfolio mgmt.
knowledge level
Assess Business and IT
Strategy Integration
Assess current Project /
Program KPIs
Assess current state
PMO organization
structure
Assess Sr. Mgmt.
understanding of ITPM
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Define IT PMO VISION, MISSION, OBJs – “To-Be”
Perform GAP-FIT Analysis
Develop IT PMO ROADMAP to achieve “To-Be”
Implement the portfolio mgmt. processes, Tools and Stds.
Realization and Stabilization
Continuous Improvement
Drive consensus on the
common Vision, Mission
and Objectives for IT
PMO with the sponsors
and key stakeholders
Create Strategic IT PMO
Org Structure
Define stepwise IT PMO
maturity goals and
timeframes
Define goals by maturity
level of IT PMO
Identify gaps between
the “As-Is” and “To-Be”
state
Rank the gaps on the
scoring scale for
determining the priority
of execution
Perform financial impact
analysis for the various
gaps
Determine Risk scores
for the gaps
Determine list of
initiatives for achieving
“To-Be” state
Seek Stake holder buy-
in on the roadmap
Educate Implementation
taskforce on the
Roadmap and timelines
Determine finance
funding model and
approval
Begin implementations
Identify phased process
roll-out plan
Automate IT PMO
processes using PMIS
Educate various
divisions on the IT PMO
Identify IT PMO liaison
for each business unit
by geography
Roll-out IT PMO
transaction calendar
Phased roll-out of the IT
PMO processes and
tools
PMIS adoption and
usage monitoring
Corrective planning
KPI and Key Measure
monitoring
Data accuracy and
SPMO Calendar
monitoring
Identify and evaluate
existing portfolio mgmt.
knowledge level
Assess Business and IT
Strategy Integration
Assess current Project /
Program KPIs
Assess current state
PMO organization
structure
Assess Sr. Mgmt.
understanding of ITPM
ITPM Maturity score
Heat map for the current
state adoption of ITPM
best practices
Business-IT Strategy
alignment report
IT PMO Strategy
document
IT PMO integration with
Corporate Strategy
document
IT PMO Charter for CAT
Define imp. taskforce
GAP-FIT Document
Scenario analysis of the
various IT PMO options
Risk management plan
Resourcing plan
Schedule and cost
estimates
COMMUNICATION PLAN
Initiative lists
Roadmap document
Funding model and
budget approval
RFI /RFP
Implementation Partner
selection
IT PMO process, tools
and key dates training
Phased go-live plan
execution
KPI, EVMS Data mart
Online ITPM Dashboard
/ Collaboration portal
GAP-FIT Document
Scenarios analysis of
the various IT PMO
options
GAP-FIT Document
Scenarios analysis of
the various IT PMO
options
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Foundation
Basics
Value Management
Optimization
Core Competency
YEAR 1 YEAR 2 YEAR 3 YEAR 4
73% of the Global 2000 enterprises believe that Portfolio management practice will be successful
only if the Senior Management is committed to it.
Enterprise
Strategy
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12%
18%
21%
29%
32%
34%
35%
40%
45%
58%
59%
73%
SUPPLIER RELATIONS
SUSTAINABILITY
SHARE OF MARKET
EMPLOYEE SATISFACTION
INTERNAL KNOWLEDGE SHARING
INNOVATION
REGULATORY COMPLIANCE
IMPROVED DEVELOPMENT COSTS
IMPROVED ROI
REVENUE GROWTH
COST REDUCTION
CUSTOMER SATISFACTION
5 Key drivers for Effective Portfolio Management
78%
SENIOR MGMT.
RECEPTIVITY
66%
COMPETENT PORTFOLIO
GOVERNANCE
62%
STANDARDS AND METRICS
59%
CONSISTENCY & LOGIC OF
ORG. STRATEGIC OBJS.
58%
MATURE PROJECT
MANAGEMENT OFFICE Source: PMI 2012 Global
Portfolio Mgmt. Professions
Survey | 443 Prf Managers,
41% > USD5B, 7% Mfg
Industry
Why Do Organizations Practice Portfolio Management
Represents potential
imperatives for Caterpillar
for implementing ITPM 15
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18%
28%
30%
30%
33%
36%
37%
46%
46%
46%
82%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
LACK OF RELEVANT TRAINING STAFF ON ITPM
LACK OF ADEQUATE STAFF TO GATHER AND ANALYZE THE RESULTS
LACK OF GOOD KNOWLEDGE OF IT BY THE BUSINESS AND STRATEGY DECISION …
TOO MANY AND TOO OFTEN CHANGES TO IT SCOPE
LACK OF BASELINES TO QUANTIFY IMPACT AND RESULTS
INCORRECT INTERPRETATION AND MISUSE OF ITPM MEASURES TO MAKE SPENDING …
STAFF TURNOVER IS A MAJOR ISSUE FOR IMPLIMENTATION
LACK OF RIGHT METRICES TO MEASURE VALUE
LACK OF LEADERSHIP AWARENESS ABOUT IT ROI APPLICABILITY
IT STAFF LACK WORKING OF THE FINANCIAL CONCEPTS
ESTIMATING IT BENEFITS IS A MAJOR CHALLENGE
Source: 2009 survey conducted by Kellogg School of Management,
Diamondcluster and Society of Information Management. 130 Senior IT
executives from fortune 250 companies were interviewed on ITPM
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Vish Muralidharan Director of Integrated IT Services
Cell: +1 513 478 7004
E-mail: [email protected]