SAP Analytics
Thought Leadership

A risk is the possibility of an event or a condition that could negatively impact a project. There are many events or conditions in any EPM BPC implementation that can derail the project, because BPC is a complex tool that touches many areas of your organization. This article is intended to help mitigate risk.

As with most specialized software programs, it is usually not suggested to implement SAP BPC without the assistance of a consulting partner.  Many projects require expertise that most EPM administrators do not have, and so it is recommended to find a partner that can ensure success.  Choosing this partner is an important decision.  Here are a few of the top things a company should look at when deciding on an appropriate organization. 

SAP BPC systems receive data from a range of external sources.  The planning and configuration necessary to insert this data into the system is an important aspect of an implementation.  The integrity of data is vital, and invalid data can affect processes within SAP BPC, such as calculations and reporting.  Safeguards should be in place to prevent the entry of invalid data.

The main methods employed to enter external data into a SAP BPC system are:

• Interfaces to source systems such as an ERP or SAP BW system.
• Flat file uploads.
• Input schedules for manual data entry.

The first two sources – interfaces and flat files – are tested, configured, and operated by experienced administrators and consultants who understand the data structures of source systems and SAP BPC, so these usually do not create problems.  The greatest risk is with data entered through input schedules by users who, whilst knowledgeable about the commercial functions of their organisations, are not experts in the data structures of financial information systems like SAP BPC.  The techniques available to ensure the integrity of data entered via input schedules are the focus of this article.

When upgrading to BPC 10.x, many companies are curious about what new features will become available to them.  Besides being quicker, more stable, etc., there are three new features that Column5 believes are worth the upgrade.

A key component of an effective reporting strategy is the ability to get data to users when, where, and how they need it to make better decisions. For many users in today’s technology-driven world, that means mobile devices are a critical part of the overall reporting strategy.

While working with clients to deliver EPM capabilities, we have all heard about how it is critical to have good EPM business processes in place within an organization. I would say that I totally agree with an earlier Column5 blog post, “The Process is King”. Clearly documented business process models assist organizations to align operations to their strategy, promote better communication, improve existing practices, establish control and consistency, and even gain competitive advantage.

Column5 CEO David Den Boer once told me, “Behind every checklist there is a dead body. “ As a military veteran, he knew that safety procedures were often put in place in the aftermath of a tragic accident that unfortunately involved the loss of life. The military is well known for their rigor, strict definition of procedures, and processes that deliver consistent and repeatable results.  Isn’t that what we all strive for in delivery of our EPM projects? You can accomplish this result without enduring fatalities along the way.

BPC owners often seek to implement automation to make manual administration the exception wherever possible, in order to lower TCO and increase uptime.  For dimension automation, new members added to source systems (accounts, product names, etc.) would be automatically inserted into the BPC master data tables.  Automating this task could save quite a bit of manual effort over time, and increase system uptime.  If your BPC deployment requires manual dimension maintenance, this solution may be of great interest to you.

The Battle of BPC

I have been in the Analytics space for over 13 years, having started at the original OutlookSoft Corporation (creator of the BPC software) as employee #33 (or so). I stayed with the company that acquired OutlookSoft in 2007, SAP, until 2008, when I came to Column5. I have been involved in over 1000 technical implementations of the BPC software (all technology stacks) over the years with companies around the world.

When I say “Technical Implementation”, I mean performing a System Landscape Design (SLD), multiple Installations, Performance Tuning, Disaster Recovery, Environment Synchronization (Transports), and Go-Live Support. As I started the Technical team at Column5 back in 2008 after working at SAP/OutlookSoft for 8 years Column5, has used the above services and others to ensure client success, or as I like to say “EPM NIRVANA”.

Obviously SAP has moved the software forward leaps and bounds in a lot of functional ways, but especially supporting multiple server technology stacks on the backend. This allows SAP to really fit into just about all of the worldwide business technology strategies. Currently with BPC, there are three different “flavors” of the software and they are:

• BPC (10) BW powered by HANA
• BPC (10) NetWeaver
• BPC (10) Microsoft

Sprinkled throughout many books, project kick-off decks, and lists of project success criteria, is the notion that your program or project needs Visible Executive Sponsorship.  If you Google the topic you will see that there is widespread agreement that this is “important”.  You will also see that there are various studies that show that project success is tied to visible Executive Sponsorship and that very high percentages of failed projects list the lack of Executive Sponsorship as a key reason.  However, I rarely see the more practical aspects of recruiting Executive Sponsors, what visibility really means, and tangible advice on how to make the sponsors visible.  Whether you are planning your EPM Strategic Roadmap, or just upgrading from BPC v7.5 to 10.0, getting the right Executive Sponsor on board is essential.