Kscope14 EPM Business Symposium

Ron Dimon, Partner, CheckPoint Consulting, LLC

Gary Crisci, Sr. Hyperion Architect – GE Corporate

The ROI of EPM as a business process

agenda

An EPM process defined

Creating Valuable Initiatives

Generating ROI

Discussion

Planning

Annual PlanForecast

WorkforceCapEx

Modeling

Strat PlanWhat If

ScenariosP&L, B/S, C/F

Analytics

TrendingVariance

ProfitabilityRoot-Cause

Common RulesCommon DefinitionsCommon Hierarchies

Automated tie-out

Drill down, slice/dice

Self-serve, Metrics

Constraints

Drivers + Targets

Varia

nce

Re-

Fore

cast

Pred

ictiv

e

Fact

-bas

ed

Statutory Consolidation, Flash

Management ConsolidationReporting

ST

RA

TE

GIC

OB

JEC

TV

ES

TR

AN

SA

CT

ION

AL E

XE

CU

TIO

NWhat do we want to

happen?How will it happen (who,

what, by when?)

What happened?Why did we get what we got?

EPM as a Process

CONTROLLING

FP&A

BUSINESS INTELLIGENCE

creating valuable initiativesGather(report)

Understand(analyze)

Debate(model)

Commit(plan)

Govern

P&L Customer Profitability

SG&A Forecast

Indirect Cost Allocations

Balance Sheet

Asset Utilization

Cash FlowDSO, DPO,

DIIWorking Capital

CustomersPrice

OptimizationRevenue

Plan

OperationsProductivity

($/Vol)Product

Hierarchy

Prioritization Criteria (Weighted)

• Business Value– Number of connections on value map (0.25)– Number of mentions on value map (0.50)– Relative Materiality (0.15)– Relative Volatility (0.10)

• Ease of Implementation– Data Availability & Integration (0.40) – Data Quality (0.30)– Data Granularity match (0.20)– System & Process readiness (0.10)

Prioritize InitiativesHigh

Low

Hard Easy