1. Kscope14 EPM Business Symposium
The ROI of EPM as
a business process
Ron Dimon, Partner, CheckPoint Consulting, LLC
Gary Crisci, Sr. Hyperion Architect – GE Corporate

2. agenda An EPM process defined Creating Valuable Initiatives
Generating ROI
Discussion

3. BUSINESS INTELLIGENCE
EPM as a Process
FP&A
What do we want to happen?
How will it happen (who, what, by when?)
Modeling
Strat Plan
What If
Scenarios
P&L, B/S, C/F
Planning
Annual Plan
Forecast
Workforce
CapEx
Drivers + Targets
Constraints
CONTROLLING
Common Rules
Common Definitions
Common Hierarchies
Automated tie-out
STRATEGIC OBJECTVES
Fact-based
Predictive
TRANSACTIONAL EXECUTION
Re-Forecast
Variance
Analytics
Trending
Variance
Profitability
Root-Cause
Statutory Consolidation, Flash
Management Consolidation
Reporting
EPM as a business process
BUSINESS INTELLIGENCE
Self-serve, Metrics
Drill down, slice/dice
What happened?
Why did we get what we got?

4. creating valuable initiatives
Gather
(report)
Understand
(analyze)
Debate
(model)
Commit
(plan)
Govern
P&L
Customer Profitability
SG&A Forecast
Indirect Cost Allocations
Balance Sheet
Asset Utilization
Cash Flow
DSO, DPO, DII
Working Capital
Customers
Price Optimization
Revenue Plan
Operations
Productivity ($/Vol)
Product Hierarchy

5. 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)
Dependencies
Other factors (Oracle unsupported versions, other changes like ERP)

6. Prioritize Initiatives
High
Low
Hard
Easy