SAP Analytics
Thought Leadership

We have all overcome mistakes in life, using the rearview mirror to observe how easy it would have been to sidestep the pitfall, commenting, “If only I knew then what I know now.” This thought crosses my mind almost daily.

What do you do when you feel this way about the EPM process, BPC or your consultants? Do you ever wonder how they became experts, or how qualified they truly are? How do they define best practice? Recently, I worked with a customer who started their BPC journey with an early version of BPC for NetWeaver. They sought out highly talented consultants, assuming their talent and experience based on their reputation within the industry.

Our tech team has noticed a pattern of SAP BPC performance issues with certain SAP BPC 10 and SAP BPC 10.1 systems on Microsoft. Dimension indexes are becoming fragmented, which seems to relate to dimension processing. The addition of even a single member to a dimension, with the same processing, fragments the first index (clustered) in the list. In turn, Analysis Services is unable to read from the dimension table efficiently, which in turn kills retrieval of data (reports / schedules) performance.

In the last article we looked at the definition and content of the EPM Maturity Model.

In this article we’ll look at how to gauge EPM Maturity and how to identify areas to improve. At the core of the Maturity Model is the definition of:

• Right Model
• Right Audience
• Right Time

Across these definitions we lay a scale that moves from low levels of maturity to high levels of maturity:

Organizations need to plan, measure and manage across Strategy, Operations and Finance. Isn’t that what Enterprise Performance Management (EPM) is all about? It seems like a simple formula. But what about if we change the question to ask what makes successful EPM and successful organizations? If we start with the definition that “Successful EPM drives organizations that dramatically outperform their competitors in terms of both financial and non-financial results” – this gives a very different perspective on the importance and value of EPM. It also means that you need to have a mechanism and framework to objectively review your EPM capabilities and relative maturity.

From November 2015 to November 2016, with 9 months on site, Column5 worked at the Saudi Arabian Monetary Authority (SAMA), which acts as the central bank for the KSA, to implement a Budgeting, Planning and Forecasting system using SAP BPC 10.1 NW on BW 7.4. This is the story of that implementation and the key factors behind the success of the project.

Successful projects, delivering real results, are a must in today’s competitive environment.  Setting projects up for success can occur by following a proven methodology.   Optimally, organizational processes, behaviors, and results are directly correlated to, and as a result of, the creation and cascade of an overall organizational vision.  From the vision, a strategy is born.  However, your strategy may never become a star if it remains relative obscure to the larger organization.   One of the key challenges many companies face is operationalizing, or making the strategy a reality.  Projects are the vehicle to move strategy from the boardroom to the back offices and ultimately a core plank in delivering your overall strategy.

Many of you will have heard that the EPM Add-In is being replaced with Analysis Office. This is not quite true: the EPM Add-In is being replaced by the EPM Plug-In which is a part of the new Analysis Office Add-In which also contains a Plug-In called Analysis. I hope that is clear.

If not, let me explain further.

Here in the Pacific Northwest of the United States, people are either “fair weather” campers or “all weather” campers. When I was a young Boy Scout, my Scoutmaster (a former Marine) could politely be described as an “all weather” camper. He had no regard for cold blowing horizontal rain or snow….we went camping anyway. The best part of the trip was roasting marshmallows and drying out around the campfire, weather permitting. To distract all of us cold campers from turning it into a complaint party, he would engage us in games and stories. His favorite was the age old game of one person telling a story to your neighbor, and that person tells it to his neighbor and so on. Of course the story that is told by the last person bears little resemblance to the original story.

This is the second part of the original post of 11 Dirty Secrets of EPM Projects.

"I thought for Column5's 11th birthday, I'd give our more than 1000 blog readers a gift! I’ve wrapped it up and called in the 11 'dirty secrets' of EPM projects. I know this is heresy to disclose some of these EPM professional services insider secrets, but I care more about you being successful than I worry about the flak I will inevitably get by letting you in on these secrets."

Let’s continue:

Dirty Secret #6: Systems inadvertently create dependency on 3rd party 

Though the actual market size may vary, a reasonable estimation states that throughout the world more than $4 billion is spent annually on EPM consulting alone. Yet, EPM projects often fail to return positive value to those investing in them. Why is this outcome so prevalent with this technology solution in particular? I thought for Column5's 11th birthday, I'd give our more than 1000 blog readers a gift! I’ve wrapped it up and called in the 11 'dirty secrets' of EPM projects.

I know this is heresy to disclose some of these EPM professional services insider secrets, but I care more about you being successful than I worry about the flak I will inevitably get by letting you in on these secrets. Let’s begin: