1. Improving Performance for North American Sales Division
(Concurrency Corporation)

2. Contents Executive Summary Current State Analysis
Future State Analysis
Business Case
Adoption & Implementation Planning
Next Steps 2

3. Background
Your organization’s North American Sales Division currently faces a number of challenges related to its sales performance, including:
Difficult to assess the impact of a given strategic decision on the business
Increased cycle times and plan iterations required to set goals and objectives
Limited integration between financial and operational systems creates integration problems for users, limiting ability to model and measure key business drivers
More professional staff time is spent collecting and validating data than on analysis
Performance reports often of limited value, with either too much or too little performance data for a given audience
Significantly increased ad-hoc report generation time 3

4. Engagement Participants
Participant Name
Department
Role
(name)
(department)
(title) 4

5. Executive Summary
Concurrency proposes expanding upon (North American Sales Division’s) current Office System deployment to incorporate advanced performance management and workflow capabilities to automate a number of critical sub-processes
Implementing the proposed solution will provide you with:
53% reduction in staff labor time associated with sales performance analysis and management
57% decrease in cycle time to manage and assess sales performance
30% improvement in forecast accuracy
5% improvement in division close rate
Anticipated annual benefit to (North American Sales Division) of $290,000 5

6. Executive Summary 6

7. Contents Executive Summary Current State Analysis
Future State Analysis
Business Case
Adoption & Implementation Planning
Next Steps 7

8. Current State Process Analysis
Sales Performance Process Phases – Analysis Summary
Process Phase Description
Goals and objectives developed by senior managers often do not align with ongoing Division sales activities; LOB Managers struggle to apply objectives to day-to-day activities
Manual process for generating forecasting report templates, running reports, populating data in forecasts, distributing and sharing input/report templates
Collect measures data using and Excel with limited time remaining to assess performance because metrics are not available in one location
Manually create ad hoc scorecards and reports to display and convey performance results relative to plan
Key Stakeholders
Sales Division HQ
MA Division Manager
MA Division Staff
High-Level Problems Identified
Supporting information captured and shared in an ad-hoc manner
Objectives and goals do not align across the organization
Time consuming process with limited transparency
Information is not available when needed
Difficult to make changes to large models; currently a manually intensive process in Excel
Majority of time is spent manually gathering and manipulating data, with limited time left to analyze data
Difficult to quickly identify issues or trends in performance data
As-hoc performance reporting cumbersome and time consuming
Few if any reusable performance reporting templates
Impact
Difficult to assess the impact of a given strategic decision on the business
Increased cycle times and plan iterations required to align goals and objectives
Limited integration between financial and operational systems creates integration problems for users, limiting ability to model and measure key business drivers
Professional staff time is spent collecting and validating data rather than analyzing;
Increasing analysis cycle time analysis errors
Performance reports often of limited value, with either too much or too little performance data for a given audience
Significantly increased ad-hoc report generation time
Develop Objectives and Goals
Forecast Results to Plan
Analyze Performance
Report Results 8

9. As-Is Process Diagram 9

10. As-Is Process Diagram 10

11. Contents Executive Summary Current State Analysis
Future State Analysis
Business Case
Adoption & Implementation Planning
Next Steps 11

12. Future State Process Analysis
Sales Performance Process Phases – Analysis Summary
New Process Phase Description
Develop objectives and goals that can be used to implement strategy and drive operational performance across the business unit
Models are linked together to share business definitions, rules, and plans and create cross functional alignment throughout the organization
Collect measures and assess performance against an established set of results focused metrics; performance data easily drawn and manipulated from data sources
Improve regular and ad-hoc performance reporting through increased process automation and improved content sharing and distribution
Key Stakeholders
Sales Division HQ
MA Division Manager
MA Division Staff
High-Level Improvements
Integrate multiple data silos into a single cohesive model across the business
Link forecasting models across business units and integrate models such that changes applied to one area/level can be reflected in other areas/levels
Automate data consolidation, integration, and analysis activities
Automated performance reporting and report development through reporting templates and automated data linkages / integration
Automated report distribution, publishing, and sharing
Impact / Benefit
Improved KPI linkages and drill-down through cascading scorecards
Decreased planning cycle times
Forecasting process is simplified and streamlined using models that are linked top down/bottom up and across business units
Mid-Atlantic Division staff can more efficiently and effectively collect, analyze, and assess performance data
Report preparation and presentation significantly streamlined using automated features in SharePoint
Reports posted to SharePoint site
Develop Objectives and Goals
Forecast Results to Plan
Analyze Performance
Report Results 12

13. Prioritized Process Solutions
Delivering Office System Solutions:
Expanding Your Practice and Portfolio Offerings with the Office System
Prioritized Process Solutions
High 5
Integrate multiple data silos into a single cohesive model across the business
(SharePoint Server 2010 with PerformancePoint Services and Excel Services)
Automate data consolidation, integration, and analysis activities
(SharePoint Server 2010 with PerformancePoint Services and Excel Services)
Level Of
Complexity 3
Review performance through rich, dynamic and context-driven dashboards and scorecards from within a browser
(SharePoint Server 2010 with PerformancePoint Services and Excel Services)
Automate report distribution, publishing, and sharing
(SharePoint Server 2010)
Low 1 1 3 5
Low
Value to Business
High 13

14. Future State Process Diagram

15. Future State Process Diagram

16. Contents Executive Summary Current State Analysis
Future State Analysis
Business Case
Adoption & Implementation Planning
Next Steps 16

17. Anticipated Benefits - ProcessID
Process Phase
Improvement Description
Benefits
Technology Leveraged
KPI Impact(s)
Affected Stakeholders 1
Develop Objectives and Goals
Integrate multiple data silos into a single cohesive model across the business
Improved KPI linkages and drill-down through cascading scorecards
Decreased planning cycle times
SharePoint Server 2010 with PerformancePoint Services and Excel Services
46% decrease in phase labor
47% reduction in phase cycle time
Sales Division HQ
MA Division Manager 2
Forecast Results to Plan
Link forecasting models across business units and integrate models such that changes applied to one area/level can be reflected in other areas/levels
Forecasting process is simplified and streamlined using models that are linked top down/bottom up and across business units
48% decrease in phase labor
60% reduction in phase cycle time
30% improvement in forecast accuracy
MA Division Staff 3
Analyze Perform-ance
Automate data consolidation, integration, and analysis activities
Mid-Atlantic Division staff can more efficiently and effectively collect, analyze, and assess performance data
67% decrease in phase labor
5% improvement in division close rate 4
Report Results
Automated performance reporting and report development through reporting templates and automated data linkages / integration
Automated report distribution, publishing, and sharing
Report preparation and presentation significantly streamlined using automated features in SharePoint
Reports posted to SharePoint site
80% decrease in phase labor
80% reduction in phase cycle time 17

18. Anticipated Benefits - FinancialID
Process Phase
Improvement Description
Estimated Revenue Increase
Estimated Cost Decrease
Total Benefit 1
Develop Objectives and Goals
Integrate multiple data silos into a single cohesive model across the business
$100,000 - 2
Forecast Results to Plan
Link forecasting models across business units and integrate models such that changes applied to one area/level can be reflected in other areas/levels
$50,000
$30,000
$80,000 3
Analyze Performance
Automate data consolidation, integration, and analysis activities
$20,000
$40,000
$60,000 4
Report Results
Automated performance reporting and report development through reporting templates and automated data linkages / integration
Automated report distribution, publishing, and sharing
Total Estimated Benefits
$290,000 18

19. Anticipated Costs 19 Cost Area Component One-Time Costs Ongoing-Costs
Software
Additional CALs
$10,000 -
Hardware
2 Additional Servers
$6,000
Training
Division Staff Training
$30,000
Deployment
Solution roll-out and implementation
$200,000
Other
N/A
Total
$246,000 19

20. Contents Executive Summary Current State Analysis
Future State Analysis
Business Case
Adoption & Implementation Planning
Next Steps 20

21. Adoption & Implementation Planning SummaryID
Improvement Description
Resources Required
Implementation Owner
Additional Stakeholders
Notes 1
Integrate multiple data silos into a single cohesive model across the business
IT department resources for solution development and/or project management
MA Division volunteers for pilot testing
MA Division Manager time to oversee roll-out and communication
Business Unit IT
Sales Division HQ
MA Division Manager
MA Division Staff 2
Automate data consolidation, integration, and analysis activities 3
Review performance through rich, dynamic and context-driven dashboards and scorecards from within a browser 4
Automate report distribution, publishing, and sharing
Executive summary of the proposed solution and benefits, anticipated resources required, anticipated project roll-out and timing, roles and responsibilities of implementation stakeholders, risks and mitigation summary, and any high-level change management plans. Easiest to complete after detailed implementation sections developed.
Resources Required: Summary of financial and non-financial resources required for implementation. Starting with the cost analysis from the business case developed on Day 4, include additional resources for project oversight, implementation participation, and any other components (e.g., office space) required, both from an internal and external perspective.
Also highlight Roles and Responsibilities: Clear delineation of who will be involved in the implementation and what their respective roles will be. Should include project owner, project sponsor, implementing organization, important stakeholders, and other relevant parties, as well as who will perform the work, review the work, approve and manage the project, etc. 21

22. Project Plan
Facilitator Guidance: Use this slide to provide an example Project Plan to the CET or to SMEs as applicable; Tasks, timeline, sequencing, and assigned resources and owners required to implement the solution. 22

23. Potential Adoption Roadblocks
Stakeholder Group
Anticipated Resistance to Change
Degree to which Resistance will Limit Initiative Success
Mitigation actions
Technical
Business Unit IT
Ability for existing infrastructure to deliver upon desired solution
Low
Pilot test proposed solution to work out technical issues
Use latest platform
MA Division Manager
New technology seen as too hard; high level of perceived technical complexity
Mid
Develop training document and FAQ
Effective communications
MA Division Staff
High
Provide hands-on, role-specific training as required
Cultural
“Just wants this to get done” – risk of pushing new solution too hard without giving staff time to adjust
Reward involvement
Phased implementation approach
Link to PDP
Perception that proposed solution will increase workload of additional publication workload
Highlight time saving benefits of solution
Solution demonstration to show speed of use / creation 23

24. Adoption Roadblock Mitigation Actions by Stakeholder
Adoption Category
Sales Division HQ
MA Division Manager
MA Division Staff
Awareness
Awareness generating communications via , newsletters, manager meetings, etc., targeted to stakeholder group and concerns
Value Demonstration
Emphasize process and productivity improvements to Division specifically and company as a whole; including estimated financial impact.
Emphasize value to company as well as importance of pilot-testing; provide case studies and whitepapers related to virtual training to demonstrate how other companies have successfully implemented solution
Demonstrate both improvement in productivity through quick hits and quick wins; also show overall process improvements and estimated financial impact for company. Provide useful tactical training to support roll-out.
Integration & Alignment
Ensure proposed solutions/ initiatives are aligned with both with business and IT strategy and direction 24

25. Contents Executive Summary Current State Analysis
Future State Analysis
Business Case
Adoption & Implementation Planning
Next Steps 25

26. Next Steps
Review presentation and proposal with decision maker(s) and stakeholders for approval
Consider a SharePoint Deployment Planning Services (SDPS) follow-up engagement
Execute work order for project
Schedule kick off meeting for week of _____ and weekly status meetings
Propose schedule:
A) Deadlines for initial milestones, or
B) Date to finalize initial milestones 26