3. The Value of Traditional Planning Over Time
But ROI
diminishes
quickly
over time.
VALUE
High ROI at
the early
stages of
planning…
TIME
Source: The Agile Planner Blog
AGILE
4. The Value of Agile PlanningTM Over Time
Long-term
VALUE value from
planning
increases
significantly
ROI remains
high in the
early stages
of planning…
TIME
Impactful planning that addresses the right business issues at the right
time with the right people. Unlike budgeting, it is a continuous process
that adds increasing value over time.
AGILE Source: The Agile Planner Blog
5. The Subtle Message
1: Is it EVEN worth it to replace
spreadsheets with a planning
tool?
2: If you already bought software,
was it worth it?
3: Either way, how do we make
planning ADD VALUE?
AGILE
6. The Subtle Message
1: Is it EVEN worth it to replace
spreadsheets with a planning
tool?
2: If you already bought software,
was it worth it?
3: Either way, how do we make
planning ADD VALUE?
AGILE
7. The Subtle Message
1: Is it EVEN worth it to replace
spreadsheets with a planning
tool?
2: If you already bought software,
was it worth it?
3: Either way, how do we make
planning ADD VALUE?
AGILE
8. Rand Heer (He‘s ―Heer‖ In Spirit)
Business Activities
CEO, Alight Planning (Planning software)
Co-Founder, Aspirity (Microsoft BI consulting)
Founder, FP&A Train (Essbase training)
Founder, Pillar Corporation
CFO for 2 public companies
Rockwell Int‘l, Business Unit CFO and Corporate
Publications
Author: The Planning Maturity Curve: Where Are You? Where Do You Want
to Be?
Author: How Agile is Your Planning: Find out by Measuring the ROI of Your
Planning Software
Coauthor: “Business Intelligence: Making Better Decisions Faster”.
Published by Microsoft Press.
Education
AGILE
MBA degree Harvard Business School
9. Ben Lamorte (He‘s a Talker)
Business Activities
VP Marketing, Alight Planning
VP Business Development, Alight Planning
Principal, Decision Consulting (Adobe, Kaiser)
Manager, Business Intelligence, planetrx.com
Management Consultant, APM/CSC Healthcare
Editor of “The Agile Planner” Blog
Yes! Planning can be a Positive Experience
Why Financial Reporting Software Delivers No Value?
The Value of Agile Planning Over Time
Driver Based Planning: How is it Defined?
Education
MS Management Science & Engineering, Stanford University
BS Mechanical Engineering, UC Davis
AGILE
10. Agenda
The Planning Maturity Curve
Level One: Seat of the Pants
Level Two: Budgeting
Level Three: Reporting
Level Four: Forecasting
Level Five: Agile Planning
Case Study in Agile Planning: Pittsburgh Mercy
5-Minute Break
4 Steps to Agile Planning
Out of Excel
Level of Detail
Driver-Based Planning
Integrating Actuals
Scenario Analysis
Agile Assessment + Free ASMI Event Winner?
Cocktails
AGILE
11. Stuff for After this Presentation -- Slides Coming in
Email and posted to SlideShare
Follow up with Alight
BLamorte@AlightPlanning.com
Telephone: (415) 456-8528
Join us! The Agile Planner Blog
Blog.alightplanning.com
Webinar Resources
Transforming Planning at Pittsburgh Mercy
www.Alightplanning.com/Webinars/PM/Video.html
Application Requirements for Rolling Forecasts
www.AlightPlanning.com/Workshop/Requirements-for-Rolling-Forecasts/Video.html
FOCUS Podcast Featuring Sid Ghatak & Ben Lamorte
http://www.focus.com/roundtables/avoiding-business-performance-
mangement-software-failure-4-t/
6% is not enough! The Case for Driver-Based Planning in 2012 with
Rob Kugel, Ventana Research and John Miller, Arkonas moderated by
Ben Lamorte
AGILE
12. Capability Maturity Model for FP&A
Seat of Pants Budgeting Reporting Forecasting Agile Planning
Goals
Why Do It?
Effectiveness
Key Process Areas
The Capability Maturity Model
Who Drives Carnegie Mellon University
Who Participates First described by Watts Humphrey
Frequency
Cycle Time
Capability Maturity Model applied to financial
Features planning and analysis.
Data Type
Data Entry
Level of Detail
Practices
Modeling
Data Integration
Iteration Tools
Presentation
AGILE
13. Business Value from Planning
Insights Actionable Financially-
Understanding things Knowledge Sound Decisions
we didn‘t see before
Understanding and Scenario analysis gives us
acting upon the financial impact of choices
operational drivers
AGILE
14. KEY POINT: TYPE 1 & TYPE 2 Benefits
Effort
Type 2: Introduce New
Forecasting Processes to Add Value
Reporting
Budgeting Type 1: Streamline
Existing Processes
Reduce Effort
Business Value
AGILE
15. Type 1 Benefits of Planning System
Finance
No more consolidation errors; formulas don‘t break
Slice and dice the data with dimensions versus pivot tables
Automate data integration—e.g. actuals
Automate security/process
Line Managers
Add line item detail
Document assumptions
C-Level
CFO Audit
Automated Reporting
AGILE
16. Type 2 Benefits of Planning Systems
Insights (I)
The numbers help us understand
things we didn‘t see before
Actionable Knowledge (A)
The numbers to tell us what to do,
or more importantly, what our
choices are
Decisions (D)
Having financially backed up
choices sets up decision making
AGILE
17. What “They Say”
All Planning Software Claims
Effort
Every Vendor Says They Do Budgeting & Reporting
Reporting
Every Vendor Claims:
• Saves Time
• Adds Business Value
Budgeting
AGILE
Business Value
18. Question!
For those who SUCCESSFULLY replaced
spreadsheets with a financial reporting solution,
what best describes your success:
1. Saves time BUT does not add Business Value
2. Saves time AND adds Business Value
3. Adds Business Value BUT does not save time
AGILE
19. ―Actual‖ Value of Budgeting & Reporting
Typical Budgeting & Planning Software
Effort
―What FP&A Customer Says‖
about Impact of Dedicated
Budgeting & Reporting Tool:
Reporting • Saves Time
• BUT DOES NOT ADD
Business Value
Budgeting
Just Doing Budgeting
is Not Enough
AGILE
Business Value
20. The Big ROI – Agile Planning
Effort
THE BIG ROI COMES FROM ADDED BUSINESS VALUE
Forecasting
Reporting
Agile PlanningTM
Budgeting
Real-Time
Scenario Comparison
Budgeting Forecasting
& Reporting Adds Real Value
AGILE
Business Value
27. The Need for Real Time
The Excel PowerPoint Cycle
AGILE
28. Let‘s Hear from You!
Turn to your neighbor for the 3-minute drill
Is your management prioritizing Type 1 or 2
Improvements in budgeting & forecasting?
Type 1: Do what we‘re already doing, but do it more efficiently
Type 2: Introduce new planning processes that enable better business
decisions throughout the year
Please report back a Type 2 Benefit that is important.
AGILE
29. Examples of Type 2 Benefits
Specialized Functionality
Roll the Forecast
BS/Cash Planning
Integrate Short/Long Range
Operations Integration
Integrate Drivers
Volume/Rate Causal Analysis
Capture/Calculate KPIs
Profitability Analysis
Complex Allocations
Analyze Customer Profitability
Analyze Product Profitability
Decision Support
Interactive Dashboards AND Real-Time Planning
Scenario Analysis On-the-Fly
Strategy Analysis
AGILE
30. Planning Maturity—Agile Planning
Planning Maturity Curve (PMC)
Effort
Forecasting
Implement driver-based planning
Integrate (don‟t just import) actuals
Reporting Implement scenario analysis
Forecasting/Agile Planning
Move out of Excel
Reduce level of detail
Budgeting
Seat of Pants
AGILE Business Value
31. Case Study: Pittsburgh Mercy
Ray Wolfe, CFO (now CEO)
Business Activities
Chief Financial Officer, Pittsburgh Mercy Health
System 2006-present
Director of Fiscal and Information Systems– Mercy
Behavioral Health 1996-2006
Chief Fiscal Officer, Summit Center for Human
Development, 1988-1996
Awards: Ventana Leadership 2010
Education
Juris Doctorate, West Virginia University 1977
BA, Marshall University, 1974
AGILE
32. Case Study: Pittsburgh Mercy
Community Mental Health and Health Care Related
Mental Health, Mental Retardation, Drug/Alcohol, Homeless
Prevention Services and a Private Foundation
Serving Southwestern Pennsylvania
Business Metrics
Pittsburgh Mercy Health System has
3 subsidiary corporations
60 community locations
27 major programs product lines
260 revenue/cost center
1,700 employees; 106 Managers & Supervisors
Funded through traditional insurance billing, government grants and
capitation contracts, Private Foundations
AGILE
33. Case Study: Pittsburgh Mercy
Demographic Problems
Managers with only clinical backgrounds/ no business skills
60 sites yielded communication barriers and no common language
Excel based —
Overload mode of worksheets with link and formula errors
Too much time to maintain and no certainty of integrity
No way to import and compare actual data to the budget design
Budgeting became a ritual without meaning
Budgeting full-year totals with no seasonality
Tops down budgets w/o manager buy in
No P&L visibility by critical factors
No operational integration
AGILE
34. Agile Planning Case Study: Pittsburgh Mercy
Organization of Forecast Groups and Processes
Group managers by functional areas—e.g.
Community Treatment Teams
Outpatient Clinics
Child Services
15 Groups each meet once a quarter
3 to 12 managers per group
4 members from accounting/finance
Real time process elements
Alight Planning displayed on Overhead Projector with Smart Board
CFO is facilitator; Alight Admin on the mouse and keyboard
Review/ make changes in real time
Everyone sees everything!
AGILE
35. Level of Detail (from 10k to 3k line items)
Technical Issues
What level of detail? Actuals and plan (STARTED AT „DEFAULT
LOW LEVEL” Moved to:
AGILE
37. Case Study: Pittsburgh Mercy
Progress to Date
Financial Results
$600K annual savings in revenue increases and cost cuts
Process Results
No budgeting
Global updates twice a year – detailed updates quarterly
Forecast accuracy to 2%
Manager commitments based on demonstrated best practices
Understanding the business as an operating entity
Reaction to issues on a two year horizon, e.g. present cut plan
Model Status
Now on third model iteration built from scratch
AGILE
38. Advantage from responsiveness and adaptability rather than scale
―It is not the strongest
of the species that
survive, nor the most
intelligent, but the one
most responsive to
change.‖
AGILE Source: Commonly misattributed to Darwin, this quote was actually
written/said by Clarence Darrow
39. Guidelines for Agile PlanningTM
1. Move Out of Excel
Deal with structure issues
Deal with modeling issues
2. Reduce Level of Detail
Plan the way managers think; not the Happy Accountant
Reduce detail to better integrate strategy
3. Implement Driver-Based Planning
Reduce direct input data volumes
Increase ‗modeled elements‘—operational/driver based planning
4. Integrate (Don‘t Just Import) Actuals
―Rolling over‖ actuals in plan files—apples to apples
Using actuals to understand trends—focus on rates
5. Implement Scenario Analysis
You can‘t predict the future, but you can construct scenarios
You‘re looking for easy maintenance and comparisons at all levels
AGILE
40. 1. Out of Excel
Structure Issues
Bound by templates: can‘t add line items on-the-fly
Rollup structures with dimensions are difficult to create and maintain
No multi-user security/process controls
Importing (rekeying) actuals is error prone/cumbersome
Structure problems
Save As
relate to budget
templates where you
need to build in
structure and
financial intelligence
from scratch.
Version A Version N…
AGILE
41. 1. Out of Excel
Modeling Issues
Formula and structure errors—aka #Refs
Dependency on key individuals—Lone Ranger Syndrome
Line manager spreadsheet skills are limited; untrained/dangerous.
Modeling problems: cell-
based linking which
discourages driver-based
planning which is the
source of most errors.
AGILE
42. 1. Out of Excel
What to Look for in Planning Applications
You can build rollup structures with multiple dimensions/attributes
Application incorporates multi-user security and process controls
Users can create line items on-the-fly without breaking things
A fundamental deliverable
of a Planning Application is
user security and process
controls.
AGILE
43. 1. Out of Excel
What to Look for in Planning Applications
You can build rollup structures with multiple dimensions/attributes
Application incorporates multi-user security and process controls
Users can create line items on-the-fly without breaking things
Importing capabilities—aka ETL (Extract, Transform & Load)
Object-based linking with audit trails
Object-based linking is
critical for implementing
driver-based planning.
AGILE
44. 2. Reduce Level of Detail
Plan at the Right Level
Lowest level natural class accounts create too much detail
Let managers plan the way they think
Set the stage for driver-based planning
It‘s the data that‘s the killer
7 T&E accounts *
100 cost centers *
12 months = 8,400
AGILE
45. 2. Reduce Level of Detail
Guidelines for ―Right Level‖
Plan/report at a higher level—especially for natural accounts; or
Set up a dual system: traditional budgeting plus forecast at higher level.
Do the math for various alternatives; test imports for a ‗visual picture‘.
Go step-by-step: not everything need be done all at once.
The planning application must have line item detail
Example of an account
structure at a higher
level with line items
created by managers.
AGILE
46. 2. Reduce Level of Detail
Benefits of Reducing Level of Detail
Better operational connection for line managers
Reduces overall data volumes; better visibility
Set the stage for driver-based planning
Reducing level of detail
along with moving out of
spreadsheets reduces
Effort and enhances
Business Value.
AGILE
48. 3. Driver-Based Planning
Software Conversion # Services Hours Per Billable Bill Rate Billable
Licenses rate Customers Customer Services Services
Sold Revenues
Hours
Staff
Utilization
Rate
Predictive logic Services Hours Services
Staffing
diagram for a software Hours
Per Staffing
Heads
Month
& services business Services Expenses
Salaries
It‟s all about Activities PR taxes/ benefits
Supplies
Travel
& Rates Recruitment
Training
Etc.
Services
Profitability
AGILE
49. 3. Driver-Based Planning
Benefits of Driver-Based Planning?
Tight turn-around for forecasting has a chance
Enforces focus on important operational drivers
Visibility into the numbers—allows meaningful causal analysis of variances
Sets up ―real time planning‖ for scenario analysis
Driver-based planning
delivers a significant
increase in Business
Value
AGILE
50. 4. Integrate Actuals
Integration Issues
Data spread across multiple sources
Actuals and Plan at different levels
No underlying activity drivers
Actual and plan structures out of sync
AGILE
51. 4. Integrate Actuals
Import Actuals
Metadata and data imports based on chart of accounts structures
Monthly updates from the general ledger
Automated with ―connectors‖ or semi-automated with ETL tools
Integrate Actuals
Any source—GL,HR, CRM, RDBMS, OLAP
Any data type—text, number, currency, percentage
Any level—line item, natural accounts, cost center, etc.
Any modeling—simple of complex linking, back calculate rates
AGILE
52. 5. Implement Scenario Analysis
Deliverables
Insights: What‘s Going On with the Numbers
Actionable Knowledge: What Are Our Choices Between Things To Do
Decisions: ―OK gang, here‘s what we‘re going to do!‖
About the Future
“Trying to predict the future is like driving down a
country road at night with no lights while looking
out the back window.”
Peter Drucker
“The future ain’t what it used to be…”
Yogi Berra
AGILE
53. 5. Implement Scenario Analysis
Types of Scenario Analysis
Manage Resource Allocations: Adjust Short Term ―Who Gets What‖
Strategic Planning: Extend Time Frames; Same Model As Short Term
AGILE
54. 5. Implement Scenario Analysis
Implementation Guidelines
Easy to Create: On-the-Fly; No IT; Selectively Include Line Managers
Easy to Maintain: Change Data and Structure in Near Real Time
Real Time Feedback: The Planning Tool is the Presentation Tool
Scenario Drill Down: Comparison & Analysis at All Levels
AGILE
57. The 4 Steps to Agile PlanningTM
4. Implement
Scenario
Analysis
2. Implement
Driver-Based
Planning
3. Integrate
(Don‘t Just
Import)
Actuals
1. Reduce
Level of Detail
AGILE
58. Agile Planning in the Cloud
WEB FORMS?
Planning Objective
Private Cloud Public Cloud
NO YES
Annual
Budget
Agile
Planning
AGILE Source: The Agile Planner Blog
59. Finance on ―Agile Planning over the Web‖
“I have used SaaS [Requires Web Forms] planning programs - and
dislike them for a few reasons:
1. Latency
2. They can be ‘squirrely’- in terms of saving/not losing entered
data (notably copied and pasted)
3. File access without having to be connected”
-Stu Abrams, CFO/Controller, Magnet Systems
(Former User of Cloud-Based Planning App)
Source:
http://www.capterra.com/budgeting-software/reviews/52811/Alight%20Planning%20Enterprise/Alight
AGILE
60. Follow Up with Alight Planning
Follow up with Alight
BLamorte@AlightPlanning.com
Telephone: (415) 456-8528
Join us! The Agile Planner Blog
Blog.alightplanning.com
Webinar Resources
Transforming Planning at Pittsburgh Mercy
www.Alightplanning.com/Webinars/PM/Video.html
Application Requirements for Rolling Forecasts
www.AlightPlanning.com/Workshop/Requirements-for-Rolling-Forecasts/Video.html
FOCUS Podcast Featuring Sid Ghatak & Ben Lamorte
http://www.focus.com/roundtables/avoiding-business-performance-
mangement-software-failure-4-t/
6% is not enough! The Case for Driver-Based Planning in 2012 with
Rob Kugel, Ventana Research and John Miller, Arkonas moderated by
Ben Lamorte
AGILE
61. Why 1 in 3 Budgeting Software
Solutions Fail, What to do about it!
A 5-Minute Overview
AGILE
62. Worst Practice #1: Software on the Shelf
Situation: Management thinks buying software licenses for everyone will
somehow get everyone more involved and create a culture of
collaborative budgeting.
Problem: Buttonwood Group Survey examined 100 companies who
deployed budgeting software to replace spreadsheets:
44% of companies reported complete failure to get anybody outside of
Finance to actually log into the system in the past 12 months.
How to Avoid: Start with a ―Minimal Configuration‖ ADD Non-Finance
USERS LATER!
NOTE: Get a analysis of % users of ALIGHT who actually use it
AGILE
63. #1 Software on the Shelf
Source: Planning Software Usability Survey
AGILE
By Buttonwood Group
64. Worst Practice #2: Go over your budget!
Problem (Quote below from real customer interview!)
“Our software will be just $2,000. We forgot to tell you it costs $10,000 for
consulting help to build your model – oh yeah, it‘s really easy to use. Of
course, that‘s just to get you going, it could take $18,000 for it to be fully
deployed.‖
How to Avoid (Send me an email with other ideas)
Build discounts into pricing if vendor goes over the price!
Example: ―Great! So, if we do in fact pay $10,000 upfront for the 50 hours, can we get a
bill-rate of $100/Hr thereafter if additional consulting is requested? After all, it is unlikely we
will need more than 50 hours.‖
THINK OF HOW TO DEAL WITH TOC and POSSiBLY INCOLVE DON BEFORE
GETTING INTO THIS
AGILE
65. Worst Practice #3: Wrong Consultant
Problem
A month after you buy software, you find out you‘ve been assigned to a
consultant who's built one model as practice and recently completed an
MBA degree!
How to Avoid
Do not agree to purchase any software until you’ve at least met the
consultant assigned to your project. If you don‘t click with your consultant,
the project may be doomed from the start .
AGILE