Migrating from Enterprise Planning to TM1 - A Best Practices Case Study, Featuring Ryerson
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The document discusses a case study of migrating from Enterprise Planning (EP) to IBM Cognos TM1. It covers conducting a planning process assessment, similarities and differences between EP and TM1, concepts in migration practices, and the Ryerson Corporation migration case study. Ryerson is a metal distribution company that migrated their planning process from EP to TM1 to improve integration with Cognos BI and allow for a more flexible and scalable solution.
Migrating from Enterprise Planning to TM1 - A Best Practices Case Study, Featuring Ryerson
- 1. EP to TM1 Migration: A Case Study in Best Practices
- 2. Agenda Conducting a Planning Process Assessment Similarities and Differences in Enterprise Planning (EP) and TM1 Integration with IBM Cognos Business Intelligence (BI) Concepts in EP to TM1 Migration Practices Ryerson Migration Case Study
- 3. Speakers David Shaw - Director Financial Planning & Analysis Ryerson Corporation Stephen Nelson - Performance Management Practice Lead Perficient Earl Drake - Finance Performance Management Practice Director Perficient
- 4. About Perficient Perficient is a leading information technology consulting firm serving clients throughout North America. We help clients implement business-driven technology solutions that integrate business processes, improve worker productivity, increase customer loyalty and create a more agile enterprise to better respond to new business opportunities.
- 5. Perficient Profile Founded in 1997 Public, NASDAQ: PRFT 2010 Revenue of $215 million 22 major market locations throughout North America — Atlanta, Austin, Charlotte, Chicago, Cincinnati, Cleveland, Columbus, Dallas, Denver, Detroit, Fairfax, Houston, Indianapolis, Los Angeles, Minneapolis, New Orleans, Philadelphia, San Francisco, San Jose, Southern California, St. Louis and Toronto 1,500+ colleagues Dedicated solution practices More than 500 enterprise clients (2010) and 85% repeat business rate Alliance partnerships with major technology vendors Multiple vendor/industry technology and growth awards
- 6. Perficient Positioning Key Differentiators As compared to local boutiques: Project size, Breadth of Expertise – Bring solutions expertise & capital – Deep technology expertise – Disciplined project execution – Scale to handle large projects As compared to large integrators: – Highly experienced consultants – Local and national delivery model Depth of Expertise, Efficiency & Value, – Collaborative, not take-over Client Importance – Better value
- 7. Conducting a Planning Process Assessment
- 8. This is a New Implementation – treat it like one! Assessment should be based on Business Requirements, NOT the Current Tool – whatever it is • GLs, ERPs, Excel, Other EPM Applications, EP – none of these should be a blueprint for design • These tools all have limitations – models are built “around” these limitations • Your consultant will not necessarily know what structures, processes, reports, and other design objects were built only because of the limitations of the technology • Even if current model was “perfect” requirements change
- 9. What Do You want to Examine and Manage? Best Assessment Technique is to Examine the Reports and Planning Templates that the Business Actually Uses • Might be reports in the current system • Will include off-line spreadsheets that Business Users created • Must also discuss reports that Business Users would like to have, but may not think are even possible • Consultant should have access to these Reports and Templates, and have examined them before coming on-site
- 10. Housekeeping Most Companies take the Opportunity to Clean Up Structure • Revise and Streamline Chart of Accounts • Common Chart • Migrate data from obsolete accounts • Revise Organizational Structure • Sometimes hand in hand with COA Revision • The GL or ERP may have Cost Centers that are not really part of the Organizational Structure, but rather, part of the Account Structure • “Cleaning Up” other dimensions like Customer or Product is more than just Housekeeping • (Cleaning Up the Organization and Accounts Dimensions can also be far more than Housekeeping)
- 11. Planning for Planning Budget More than Enough Time for Scoping, Requirements Gathering, White-boarding, and Prototyping • Most Companies budget far too little time for this Phase • This is a Strategic Implementation – thus this Phase is the most important • Misconception and Worry is the Amount of Time – Reality is White-boarding: • Cuts down on the overall time • Increases Quality, and End-user-ability • Incorporates QA Upfront • Transfers Knowledge to the Client about the Application • However, this does require Senior Business Users (SMEs) involvement up front
- 12. Some Final Tips General Observations • Executive Sponsorship Involvement • Process, Cultural, Incentive Changes are taking place • Time will not be saved up front by using Client Resources • Clients need to learn – they will own and maintain the system • But client resources are no substitute for experienced consultants • End User Training should be a marketing event • A well designed system requires very little End User Training • End Users should want to use the system
- 13. Similarities and Differences in EP and TM1
- 14. Tool Similarities Basic Tool Purpose • Planning and Forecasting Capabilities • Targeting Office of Finance • Replace Spreadsheets • Provide Consistency in Modeling and Data Tool Structure • Multidimensional Cubes • Allow for answers to multiple Business Questions • Provide Consistent Structure for Planning and Basic Analysis User Interfaces (following slides) • Direct Input to Cubes • Excel Interface • Web-based Interface – allows for Workflow functionality
- 15. EP Screenshots
- 16. TM1 Screenshots
- 17. Tool Differences Back-End Structure • EP – File and Server based • TM1 – Memory based Calculation Flexibility • EP – Calculations included in Dimension structure • TM1 – Calculations built as independent Rules files Model Size Limitations • EP – 25 million cells in cube upper limit; 7 dimensions typical limit • TM1 – “Unlimited” size; 256 dimensions possible Model Build/Implementation • EP – Built-In Functions provide standard calculations; GUI-based interfaces • TM1 – More technical during build; more flexibility for unique business rules
- 21. Integration with BI Similarities • Both can be used as Data Sources within BI • Build Framework Model Packages off Output • Move Output to Data Warehouse Differences • Processes – EP data must be “published” into proper format; TM1 data is live data source • Speed - EP publish process can often take significant time and will lock up servers (incremental publish can be used to mitigate); TM1 data is live • Security – EP is published without security; TM1 and BI security can be integrated to provide immediate security
- 22. Concepts in EP to TM1 Migration Practices
- 23. Migration Concepts Quick Fix • Straight “Migration” • Rebuild EP model in TM1 cube for cube • Helps from sizing perspective • May help from speed perspective • Same model; new tool Best Practices • Implementation • Analyze EP model and processes • Recognize where Business Rules drive model • Recognize where tool limitations drive model • Analyze Reporting Requirements • Validate and Design new environment • Involve Client Team Fully • Rapid Prototyping • Client Administrator Training • Improved model; new tool
- 24. Ryerson Migration Case Study
- 25. Ryerson Inc. is a Metal Distribution company located in 4 countries Full range of 75,000+ products Stainless steel, aluminum, carbon steel, copper, brass nickel pipe, valves and fittings 4000+ employees 5 ERP systems 160 people involved in planning process NORTH AMERICA CHINA Tianjin Suzhou Kunshan Wuhan Shanghai Corporate Headquarters Regional Offices; China Corporate Office Guangzhou Dongguan Service Center / Processing Center 25
- 26. Administration Improvements • One Location Hierarchy • Location name changes no longer an issue • No Publish process - time savings Data Improvements • More detailed reports • BI Reports faster Planning Model Improvements • Calculations do not have to exist in cube • Simplified inputting screens 26
- 27. Next Steps – Q&A Questions THANK YOU FOR ATTENDING LEARN MORE ABOUT PERFICIENT @ WWW.PERFICIENT.COM CONTACT US AT: T: 314-529-3600 Email sales@perficient.com 27