Perth Case Study
This document was uploaded by user and they confirmed that they have the permission to share it. If you are author or own the copyright of this book, please report to us by using this DMCA report form. Report DMCA
Overview
Download & View Perth Case Study as PDF for free.
More details
- Words: 1,585
- Pages: 39
A Day in the Life of a Planning Consultant
Steve Hitchman Director, M-Power Solutions
• We partner with our clients to deliver best practice planning & reporting processes • We do this by leveraging the power of Oracle / Hyperion technology • Our team is mainly Finance professionals supported by IT specialists • We have been implementing the Hyperion technology for 7 years • We are based in Perth along with most of our clients
Agenda
Client says: “ Our planning process sucks. We have seen a presentation of Oracle’s Planning tool. What do we need to consider up front if we want to implement this ”
Check List
• Link to your Business Strategy/Vision
Example Finance Function Strategy Aspiration
Data Systems & technology
The finance function is a trusted, proactive, and responsive partner to the
• Common chart of accounts • Standardize transaction systems • Automate performance reporting.
business to facilitate and support the achievement of strategic goals. This is achieved through timely and accurate business performance management and analytic insight, managing risk through an efficient control framework, and supporting growth initiatives.
Process & Control
• Documented Policies and Procedures, • Business processes that are efficient and effective,
• Reduce the month end close and report process.
Enabling the Business (Finance activities) • • •
Manage financial resources Manage the tax Function Perform investment operations
• Process finance and accounting
transactions • Perform internal and external reporting • Manage external relationships
People and structure
• Finance people who understand business,
• Clearly articulate ‘who does what, where’,
• Centralise core processes where possible.
Transformation Guide From
To
‘manual’
‘automated’
‘transactional’
‘analytical’
‘complex’
‘simple’
‘multiple’
‘single’
Business Partnering
• Communicate Vision and initiatives to the broader business, • Analysis based on business KPI’s, • Activity pursue growth & improvement initiatives.
Example Focus of improvements
Support Services as a Business Partner • Minimal Involvement • Problem Finding • Post-hoc Critique • Confrontational • Technical Compliance with External Rules • Data Collection • Organizational hierarchy driven • Technology constrained • Manually Intensive • Cumbersome • Redundant
Role Transformation
Decision Support Decision Support
Control Reporting
Transaction Processing
Process Redesign
Control Reporting Integrated Systems
Old Paradigm
Transaction Processing
New Paradigm Reduced Cost
• Sophisticated Analysis • Strategic/Market Issues • Problem Solving • • • • • •
Embedded Accountability Cost/Benefit Sensitive Relevant to Business Information Rich Integrated
• Automated • Streamlined
Check List
• Link to your Business Strategy/Vision 9 Don’t silo the planning process
Enterprise Performance Management (EPM)
Check List
• Link to your Business Strategy/Vision • Don’t silo the planning process 9 Develop a System Strategy/Vision, short & long term
Example System Architecture
Check List
• Link to your Business Strategy/Vision • Don’t silo the planning process • Develop a System Strategy/Vision, short & long term 9 Clearly define your measures of success
Measures of Success • Reporting that provides value added analysis in a timely fashion • An increased focus on trends and graphical reporting covering Actual and Plan / Estimate • A tiered reporting structure that meets the differing needs of Executive, Middle and Lower management • A framework that delivers the data but also facilitates answering the “why” question • Reduction of manual spreadsheets and increased process automation • Automated generation of management reports linked directly through to source systems • Reduce the number of spreadsheets at the heart of the current month end and planning processes. • Reduction in the month end cycle. Currently books are closed day 4, reports are finalized day 10
Check List
• Link to your Business Strategy/Vision • Don’t silo the planning process • Develop a System Strategy/Vision, short & long term • Clearly define your measures of success 9 Ensure the chart of accounts is optimised
Chart of Accounts • Does your chart support business analysis and financial statements? • When was it last reviewed? Needs a bi annual spring clean • Does it support simple delivery of a P&L
Check List
• Link to your Business Strategy/Vision • Don’t silo the planning process • Develop a System Strategy/Vision, short & long term • Clearly define your measures of success • Ensure the chart of accounts is optimised 9 To what extent are you seeking to standardise?
Standardisation
• Do you have multiple divisions / departments / locations etc.
• Do they all plan the same way? • Do you want a standard solution? • How standard is standard? • What to do if:• Site 1 General Manager wants to Plan one way • Site 2 General Manager wants to Plan another way • Agree
a mandate up front with stakeholders
Check List
• Link to your Business Strategy/Vision • Don’t silo the planning process • Develop a System Strategy/Vision, short & long term • Clearly define your measures of success • Ensure the chart of accounts is optimised • To what extent are you seeking to standardise? 9 Re engineer existing spreadsheets before you start
Re Engineer Existing Spreadsheets
• Are existing spreadsheets efficient? • Excel remains the best tool to prototype / suss out how something should be modeled • We all know how to use it • If your spreadsheets are a mess go at least part way to cleaning them up in excel
Check List
• Link to your Business Strategy/Vision • Don’t silo the planning process • Develop a System Strategy/Vision, short & long term • Clearly define your measures of success • Ensure the chart of accounts is optimised • To what extent are you seeking to standardise? • Re engineer existing spreadsheets before you start 9 Set realistic expectations with key stakeholders
Set Realistic Expectations
• A piece of software cannot on its own make your business process better • Define your process vision at the start • Think about and plan for change management
• Excel will never be eliminated, aim to go from this to this
CENTRAL PLANNING SYSTEM
• Not everything about excel is bad
Check List
• Link to your Business Strategy/Vision • Don’t silo the planning process • Develop a System Strategy/Vision, short & long term • Clearly define your measures of success • Ensure the chart of accounts is optimised • To what extent are you seeking to standardise? • Re engineer existing spreadsheets before you start • Set realistic expectations with key stakeholders
Agenda
Consultant says “ What do you want ”
High Level Requirements
• Reduce reliance on spreadsheets • Facilitate rolling forecasts / budget updates • Bring together operational and financial planning using driver principles • Increase the time horizon for planning (typically 5 years) • Align actual and plan data to facilitate variance analysis • “We spend 80% of our time talking about what has already happened, vs. 20% on the future, how do we reverse that trend?” • Single system we can use across our entire company
Agenda
Client says “ what will this thing actually look like”
National Level Assumptions
######
######
######
#######
######
######
#######
######
######
######
######
#######
######
######
#######
######
######
######
######
#######
######
######
#######
######
######
######
######
#######
######
######
#######
######
######
######
######
######
######
######
#######
######
State Level Sales Assumptions - WA ######
######
######
#######
######
######
#######
######
#### ##
######
######
#######
######
######
#######
######
######
######
######
#######
######
######
#######
######
######
######
######
#######
######
######
#######
######
######
######
######
#######
######
######
#######
######
######
######
######
#######
######
######
#######
######
#### ##
######
######
#######
######
######
#######
######
######
######
######
#######
######
######
#######
######
######
######
######
#######
######
######
#######
######
Sales Manager Level Sales Assumptions - WA ##################################################################### ##################################################################### ##################################################################### ###################################################################### ##################################################################### ##################################################################### ##################################################################### ##################################################################### ######################################################################
Headcount & Salary Planning by Individual ########################################################################## ########################################################################## ##########################################################################
########################################################################## ########################################################################## ##########################################################################
########################################################################## ########################################################################## ##########################################################################
Employee On-Cost Rates entered centrally ############################################################## ############################################################## ############################################################## ############################################################## ##############################################################
Overheads – Input Centrally, recharged to Cost Centres by Headcount based at each office
######
Professional Indemnity Insurance – input in total, partially manually allocated to product line, then recharged by Rep Headcount
######
######
######
######
###### ###### ###### ###### ###### ###### ###### ###### ######
High Level Sensitivity Analysis
xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
Ore Processing Plan by Ore Body
xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
Plan for Revenue xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
Plan for Revenue xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Royalty Costs xxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxx Balance Sheet Royalty Liabilities xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
Dashboards for all
xx
xx xx
xx xx
xx
xx
xx xx
xx
xx xx
xx
xx
xx xx
xx xx xx
xx
xx
xx
xx
xx xx
xx
xx
xx
xx
xx xx
Agenda
We all say “ Has it been worth it, have we achieved what we set out to achieve ”
“Having the one set of both physical and financial numbers that we can rely upon has meant that we are now able to have meaningful communication on what the issues are and what we need to do to address them.” Fatchuddin Planning and Reporting Manager Newmont Asia Pacific
“For us Hyperion Planning is so much more than just a budgeting tool. Its truly an enterprise performance management tool. We now have day to day insight into how our operations are performing against forecasts and budgets, rather than having to wait until the end of the week or month” Keith Mayes Group Manager Planning and Analysis Oz Minerals (formerly Oxiana)
Agenda
Steve Hitchman Director, M-Power Solutions
• We partner with our clients to deliver best practice planning & reporting processes • We do this by leveraging the power of Oracle / Hyperion technology • Our team is mainly Finance professionals supported by IT specialists • We have been implementing the Hyperion technology for 7 years • We are based in Perth along with most of our clients
Agenda
Client says: “ Our planning process sucks. We have seen a presentation of Oracle’s Planning tool. What do we need to consider up front if we want to implement this ”
Check List
• Link to your Business Strategy/Vision
Example Finance Function Strategy Aspiration
Data Systems & technology
The finance function is a trusted, proactive, and responsive partner to the
• Common chart of accounts • Standardize transaction systems • Automate performance reporting.
business to facilitate and support the achievement of strategic goals. This is achieved through timely and accurate business performance management and analytic insight, managing risk through an efficient control framework, and supporting growth initiatives.
Process & Control
• Documented Policies and Procedures, • Business processes that are efficient and effective,
• Reduce the month end close and report process.
Enabling the Business (Finance activities) • • •
Manage financial resources Manage the tax Function Perform investment operations
• Process finance and accounting
transactions • Perform internal and external reporting • Manage external relationships
People and structure
• Finance people who understand business,
• Clearly articulate ‘who does what, where’,
• Centralise core processes where possible.
Transformation Guide From
To
‘manual’
‘automated’
‘transactional’
‘analytical’
‘complex’
‘simple’
‘multiple’
‘single’
Business Partnering
• Communicate Vision and initiatives to the broader business, • Analysis based on business KPI’s, • Activity pursue growth & improvement initiatives.
Example Focus of improvements
Support Services as a Business Partner • Minimal Involvement • Problem Finding • Post-hoc Critique • Confrontational • Technical Compliance with External Rules • Data Collection • Organizational hierarchy driven • Technology constrained • Manually Intensive • Cumbersome • Redundant
Role Transformation
Decision Support Decision Support
Control Reporting
Transaction Processing
Process Redesign
Control Reporting Integrated Systems
Old Paradigm
Transaction Processing
New Paradigm Reduced Cost
• Sophisticated Analysis • Strategic/Market Issues • Problem Solving • • • • • •
Embedded Accountability Cost/Benefit Sensitive Relevant to Business Information Rich Integrated
• Automated • Streamlined
Check List
• Link to your Business Strategy/Vision 9 Don’t silo the planning process
Enterprise Performance Management (EPM)
Check List
• Link to your Business Strategy/Vision • Don’t silo the planning process 9 Develop a System Strategy/Vision, short & long term
Example System Architecture
Check List
• Link to your Business Strategy/Vision • Don’t silo the planning process • Develop a System Strategy/Vision, short & long term 9 Clearly define your measures of success
Measures of Success • Reporting that provides value added analysis in a timely fashion • An increased focus on trends and graphical reporting covering Actual and Plan / Estimate • A tiered reporting structure that meets the differing needs of Executive, Middle and Lower management • A framework that delivers the data but also facilitates answering the “why” question • Reduction of manual spreadsheets and increased process automation • Automated generation of management reports linked directly through to source systems • Reduce the number of spreadsheets at the heart of the current month end and planning processes. • Reduction in the month end cycle. Currently books are closed day 4, reports are finalized day 10
Check List
• Link to your Business Strategy/Vision • Don’t silo the planning process • Develop a System Strategy/Vision, short & long term • Clearly define your measures of success 9 Ensure the chart of accounts is optimised
Chart of Accounts • Does your chart support business analysis and financial statements? • When was it last reviewed? Needs a bi annual spring clean • Does it support simple delivery of a P&L
Check List
• Link to your Business Strategy/Vision • Don’t silo the planning process • Develop a System Strategy/Vision, short & long term • Clearly define your measures of success • Ensure the chart of accounts is optimised 9 To what extent are you seeking to standardise?
Standardisation
• Do you have multiple divisions / departments / locations etc.
• Do they all plan the same way? • Do you want a standard solution? • How standard is standard? • What to do if:• Site 1 General Manager wants to Plan one way • Site 2 General Manager wants to Plan another way • Agree
a mandate up front with stakeholders
Check List
• Link to your Business Strategy/Vision • Don’t silo the planning process • Develop a System Strategy/Vision, short & long term • Clearly define your measures of success • Ensure the chart of accounts is optimised • To what extent are you seeking to standardise? 9 Re engineer existing spreadsheets before you start
Re Engineer Existing Spreadsheets
• Are existing spreadsheets efficient? • Excel remains the best tool to prototype / suss out how something should be modeled • We all know how to use it • If your spreadsheets are a mess go at least part way to cleaning them up in excel
Check List
• Link to your Business Strategy/Vision • Don’t silo the planning process • Develop a System Strategy/Vision, short & long term • Clearly define your measures of success • Ensure the chart of accounts is optimised • To what extent are you seeking to standardise? • Re engineer existing spreadsheets before you start 9 Set realistic expectations with key stakeholders
Set Realistic Expectations
• A piece of software cannot on its own make your business process better • Define your process vision at the start • Think about and plan for change management
• Excel will never be eliminated, aim to go from this to this
CENTRAL PLANNING SYSTEM
• Not everything about excel is bad
Check List
• Link to your Business Strategy/Vision • Don’t silo the planning process • Develop a System Strategy/Vision, short & long term • Clearly define your measures of success • Ensure the chart of accounts is optimised • To what extent are you seeking to standardise? • Re engineer existing spreadsheets before you start • Set realistic expectations with key stakeholders
Agenda
Consultant says “ What do you want ”
High Level Requirements
• Reduce reliance on spreadsheets • Facilitate rolling forecasts / budget updates • Bring together operational and financial planning using driver principles • Increase the time horizon for planning (typically 5 years) • Align actual and plan data to facilitate variance analysis • “We spend 80% of our time talking about what has already happened, vs. 20% on the future, how do we reverse that trend?” • Single system we can use across our entire company
Agenda
Client says “ what will this thing actually look like”
National Level Assumptions
######
######
######
#######
######
######
#######
######
######
######
######
#######
######
######
#######
######
######
######
######
#######
######
######
#######
######
######
######
######
#######
######
######
#######
######
######
######
######
######
######
######
#######
######
State Level Sales Assumptions - WA ######
######
######
#######
######
######
#######
######
#### ##
######
######
#######
######
######
#######
######
######
######
######
#######
######
######
#######
######
######
######
######
#######
######
######
#######
######
######
######
######
#######
######
######
#######
######
######
######
######
#######
######
######
#######
######
#### ##
######
######
#######
######
######
#######
######
######
######
######
#######
######
######
#######
######
######
######
######
#######
######
######
#######
######
Sales Manager Level Sales Assumptions - WA ##################################################################### ##################################################################### ##################################################################### ###################################################################### ##################################################################### ##################################################################### ##################################################################### ##################################################################### ######################################################################
Headcount & Salary Planning by Individual ########################################################################## ########################################################################## ##########################################################################
########################################################################## ########################################################################## ##########################################################################
########################################################################## ########################################################################## ##########################################################################
Employee On-Cost Rates entered centrally ############################################################## ############################################################## ############################################################## ############################################################## ##############################################################
Overheads – Input Centrally, recharged to Cost Centres by Headcount based at each office
######
Professional Indemnity Insurance – input in total, partially manually allocated to product line, then recharged by Rep Headcount
######
######
######
######
###### ###### ###### ###### ###### ###### ###### ###### ######
High Level Sensitivity Analysis
xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
Ore Processing Plan by Ore Body
xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
Plan for Revenue xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
Plan for Revenue xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Royalty Costs xxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxx Balance Sheet Royalty Liabilities xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
Dashboards for all
xx
xx xx
xx xx
xx
xx
xx xx
xx
xx xx
xx
xx
xx xx
xx xx xx
xx
xx
xx
xx
xx xx
xx
xx
xx
xx
xx xx
Agenda
We all say “ Has it been worth it, have we achieved what we set out to achieve ”
“Having the one set of both physical and financial numbers that we can rely upon has meant that we are now able to have meaningful communication on what the issues are and what we need to do to address them.” Fatchuddin Planning and Reporting Manager Newmont Asia Pacific
“For us Hyperion Planning is so much more than just a budgeting tool. Its truly an enterprise performance management tool. We now have day to day insight into how our operations are performing against forecasts and budgets, rather than having to wait until the end of the week or month” Keith Mayes Group Manager Planning and Analysis Oz Minerals (formerly Oxiana)
Agenda
Related Documents
Perth Case Study
October 2019 20
Perth
May 2020 10
Case Study
April 2020 41
Case Study
May 2020 38
Case Study
June 2020 28
Case Study
May 2020 37More Documents from ""
Brisbane Case Study
October 2019 15
Cent Report Hsf Presentation - Pdf Version
October 2019 18
Sydney Case Study
October 2019 15
Perth Case Study
October 2019 20
Malcolm Acca
October 2019 21