Role of the CFO in Selecting and Implementing Enterprise Solutions

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Role of the CFO in Selecting and Implementing Enterprise Systems in a Professional Services OrganizationRyan RussellCFO, Marketing Associates, LLC

2014 ProformativeRole of the CFO in Selecting and Implementing Enterprise Systems in a Professional Services OrganizationIntroduction Marketing AssociatesExploring New SystemsMethodology OverviewPost Implementation / Continuous ImprovementDashboards and AnalyticsWrap - Up2 2014 ProformativeTechnology enabled marketing servicesIntegrated direct response programsApplication management servicesCommunications StrategyIntegrated Marketing PlansBrand StrategyBrand portalsAsset management & workflowAsset storefronts

Business IntelligenceMarketing AnalyticsRisk ManagementDigital IntelligenceRole of the CFO in Selecting and Implementing Enterprise Systems in a Professional Services Organization 2014 Proformative3Role of the CFO in Selecting and Implementing Enterprise Systems in a Professional Services Organization4Who is Marketing Associates?Founded in 1967, full service, technology enabled marketing company headquartered in Detroit, MI with 250 employeesDeveloper of analytically-driven integrated sales and marketing initiatives focused on delivering measureable resultsAs a full service marketing agency we specialize in:Analytical ServicesCreative Strategy, Design & CopywritingSales PromotionDirect Marketing Interactive MarketingApplication Management ServicesDigital Asset ManagementWeb Hosting 2014 ProformativeRole of the CFO in Selecting and Implementing Enterprise Systems in a Professional Services Organization5Who do we serve? Fortune 500 companies across the automotive, financial services, hospitality and healthcare industries. Our clients include Ford, Ford Direct, DuPont, KitchenAid, Whirlpool, McKesson Pharmacy Systems, Rockwell, Tapco and Starwood.Typical Enagement?$50K to $3.5M SOW1000 engagements, 5000 projects, 25000 tasks in a typical year4 weeks to 3 yearsPredominantly labor based, with some outside costBillings consist of labor, fix fee and mixed 2014 ProformativeRole of the CFO in Selecting and Implementing Enterprise Systems in a Professional Services Organization6Why the change? Growth and diversification necessitated the examination of our current workflow and supporting business subsystemsUnderstand the needs of the organizationWorkflow (experiencing efficiency and quality issues), along with trying to support 10 disparate systemsHandle incremental growth profitabilityIn the preliminary stages of an acquisitionOrganization requiringImproved Resource UtilizationImproved Financial Control, Analysis and Reporting Improved Project Quality and Risk AnalysisImproved Management Decision Making including visibility and controlImproved Customer SatisfactionFinancial System - integrationInvestment Requirements and flexibility 2014 ProformativeRole of the CFO in Selecting and Implementing Enterprise Systems in a Professional Services Organization7Start the processUse network channel to investigate, review potential solutionsCompetitorsPrevious employersCurrent employee baseReach out to software providersCurrent system resourceExplore the OptionsReview systems and solutions high levelShort list provide key information to prospectsDemo conference room pilot (fit to business) Help understand how the system will/wont work for your organization / environmentCaution sales processDecision TimeChangepoint chosen 2014 ProformativeRole of the CFO in Selecting and Implementing Enterprise Systems in a Professional Services Organization8To ensure a proper implementation of the new system is accomplished:Planning Phase (3 weeks)Installation Phase (3 weeks)Definition Phase (4.5 months)Validation Phase (2.5 months)Deployment Phase(1 month) 2014 ProformativeRole of the CFO in Selecting and Implementing Enterprise Systems in a Professional Services Organization9Planning PhaseForm the project team cross functional consisting of each of the functional areas led by key sr. resourceSet team member expectations and achieve buy-inPrepare the hardwareData collectionDevelop Project plan and charter to establish Project Objectives and ScopeReporting RequirementsRollout ApproachTeam Role and ResponsibilitiesProject PlanInfrastructure RequirementsChange Management and Issue Management

2014 ProformativeRole of the CFO in Selecting and Implementing Enterprise Systems in a Professional Services Organization10Installation PhaseSoftware installed on production serversSystem Manager Training to the Functional AdministratorSystem Administration training to Technical Administrator and Functional AdministratorDefinition PhaseSoftware consultant provides a business process review to core teamhelps enable project team to make better informed decisionProvides understanding of systemStart the design of the systemConsultant interacts with customer to present best practices and/or alternative approaches for business process and configuration choices.Determine if customization is requiredDetermine what data to bring acrossConcludes with a base definition review of the base definition, configured application and the proposed new process 2014 ProformativeRole of the CFO in Selecting and Implementing Enterprise Systems in a Professional Services Organization11Validation PhaseSpot check review the design with the department headsTest the design by running 6 jobs start to finish through the systemDetermine data to bring overStart developing end user materials training, user guides, tip sheetsDeployment PhaseEnd users set up and trainedBusiness Rules established old / new systemsData repository set up to capture FAQAdoption monitoringOngoingProject ManagementTraining and MonitoringDocumentationSupport implementation and ongoingRequirements

2014 ProformativeRole of the CFO in Selecting and Implementing Enterprise Systems in a Professional Services Organization12Year 1 after LaunchChallengesDual systemsBusiness rules / monitoringUser AcceptanceTrainingDevelop repository for documents and FAQImprovements / Reporting50+ reports to handle all needsEmail notificationsEngagement / project profitability and visibilityTime submission and approval Invoice approvalUtilization at individual and departmental levelProject milestonesReworkCustomer feedback

2014 ProformativeRole of the CFO in Selecting and Implementing Enterprise Systems in a Professional Services Organization13Years 2 -3ChallengesHardware upgrade required to move forward with new releasesSeparate out Development, Staging and Production database serversImprovements / ReportingAll engagements on one systemDevelop smart naming nomenclatureAdjust workflow to handle shorter range projects expediteUtilization improvesInstall new service packsInstall new release

2014 ProformativeRole of the CFO in Selecting and Implementing Enterprise Systems in a Professional Services Organization14CurrentlyNew EnhancementsClient PortalHR processCentral repository for all knowledge itemsCognos Improved reportingImproved dashboardsDashboardsEmployeesManagersExecutive

2014 ProformativeRole of the CFO in Selecting and Implementing Enterprise Systems in a Professional Services OrganizationEmployee DashboardsEmployee PTO Year over YearMy PTO counter with detailed drill inEmployee UtilizationEmployee TrainingMy 2 week project plan15 2014 ProformativeRole of the CFO in Selecting and Implementing Enterprise Systems in a Professional Services Organization16

2014 ProformativeRole of the CFO in Selecting and Implementing Enterprise Systems in a Professional Services OrganizationManager DashboardsDepartment UtilizationLast Time Entered by ResourceDepartment PTO with detailed drill inDepartment Training with detailed drill inMy Resource Workload 2 weeks out

17 2014 ProformativeRole of the CFO in Selecting and Implementing Enterprise Systems in a Professional Services Organization18

2014 ProformativeRole of the CFO in Selecting and Implementing Enterprise Systems in a Professional Services OrganizationExecutive Dashboards/drilldownBudget vs Actual RevenueBudget vs. Actual EBITDACurrent Yr vs Last Yr RevenueCurrent Yr vs Last Yr EBITDABudget vs Actual GMBudget vs Actual Net ProfitCurrent Yr vs Last Yr GMCurrent Yr vs Last Yr NPCompany Utilization with detailed drill inProject Losses Customer Profitability with detailed drill inSales and Cash by CustomerA/R graph with detailed outstanding drill in19 2014 ProformativeRole of the CFO in Selecting and Implementing Enterprise Systems in a Professional Services Organization20

2014 Proformative21Role of the CFO in Selecting and Implementing Enterprise Systems in a Professional Services OrganizationBeginningWorkflowHandle incremental growthOrganizatioin requiringImproved Resource UtilizationImproved Financial Control & ReportingImproved Project Quality and Risk AnalysisImproved Management Decision Making, including visibility and controlImproved Customer SatifisfactionFinancial System integrationInvestment Requirements and FlexibilityNowAutomated Process with signoffs, elimination of 10 disparate systems34% revenue growth in last 3 yearsOrganizatioin requiringUtilization from 79% to 89%From limted/reactive to robust /proactiveControls /reporting in place rework downDashboards reminders -triggersOn time/ Accurate /Efficiency leads to satisfaction scores upSeemless intergration with Great PlainsOn budget incremental licenses on annual true up 2014 Proformative22Q&A 2014 Proformative 2014 Proformative