Program Risk and Change Management for SAP BusinessObjects GRC and EPM Solutions

  • by William Newman, Managing Principal, Newport Consulting Group
  • June 4, 2010
SAP BusinessObjects enterprise performance management (EPM) solutions provide a transparent approach to strategic decision making in the organization. Best practices in the implementation of these and SAP BusinessObjects GRC solutions can reduce and mitigate risks during program deployment activities.
Key Concept
SAP BusinessObjects enterprise performance management (EPM) and SAP BusinessObjects GRC solutions have a greater chance of delivering value to the organization if organizational change management and program risk management best practices are employed during the planning and implementation of solutions.

Allowing for strategy and risk in your planning includes alignment by crafting initiatives that can then be illustrated by applying resources, budget, and program structure to create the necessary changes to an organization. You can use several techniques to enact strategic initiatives that result in value-based outcomes for increased enterprise performance and to consider program risk factors.

William’s forthcoming SAP PRESS book Understanding SAP BusinessObjects Enterprise Performance Management, to be released in mid-2010, covers this and other topics. For more information, visit

Initiative Mapping – A Useful Technique to Define EPM and GRC Programs

Logical diagrams provide a sound framework for management to understand the path required to move the organization or components of the organization from a current state to a target state. In the current state position, strategic goals and objectives recognize the existing circumstances of the organization and the internal and external factors it faces. They also establish a baseline for future initiatives. The target state position reflects the desired environment the organization would like to achieve, once a particular goal has been realized. During this process, various initiatives, conditions, and outcomes may be represented in logical diagrams (also known as results chains). Figure 1 shows the way an organization must change to realize successful goal achievement.

William Newman

William Newman, MBA, CMC is managing principal of Newport Consulting Group, LLC, an SAP partner focused on EPM and GRC solutions. He has over 25 years of experience in the development and management of strategy, process, and technology solutions spanning Fortune 1000, public-sector, midsized and not-for-profit organizations. He is a Certified Management Consultant (CMC) since 1995, qualified trainer by the American Society of Quality (ASQ) since 2000, and a trained Social Fingerprint consultant in social accountability since 2012. William is a recognized ASUG BusinessObjects influencer and a member of SAP’s Influencer Relations program. He holds a BS degree in aerospace engineering from the Henry Samueli School of Engineering and Applied Science at UCLA and an MBA in management and international business from the Conrad L. Hilton School of Management at Loyola Marymount University. He is a member of the adjunct faculty at both Northwood University and the University of Oregon with a focus on management studies and sustainability, respectively.

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