Orange County Convention Center Orlando, Florida June 3-5, 2014

Transcription

1 Orange County Convention Center Orlando, Florida June 3-5, 2014 It Ain t Easy Being Green: The Andersons Story Of Staying On Track While Implementing A Multiple- Domain Governance Program In Parallel With SAP ECC/BI/CRM Mary Fong & Bethany Niese

2 Agenda About The Andersons Context! How we came to the Journey Project Learning Points Defining a Governance Strategy How a vanilla, multi-domain MDG implementation can be successful Leading process and organizational change concurrent with a technology implementation with highly-constrained resources Challenges Summary Lessons Learned Summary Next Steps for Governance at The Andersons Q & A

3 About The Andersons Founded in 1947 in Maumee, OH NASDAQ:ANDE 2013 Sales and Merchandising Revenue $5.6 billion About 3,200 Employees Fortune 500 Member

4 The Anderson s 6 Business Units Grain - More than 464 million bushels shipped Ethanol Capable of producing 330 million gal annually Plant Nutrient - Distributes 2 million tons annually Turf & Specialty Manufactures proprietary professional turf care products & corncob-based products Rail - Manages and leases 22,000 rail cars and locomotives Retail - 4 general store locations & 1 specialty food store

5 Presentation Name Breakdown It Ain t Easy Being Green: The Andersons Story of Staying on Track While Implementing a Multiple-Domain Governance Program in Parallel with SAP ECC/BI/CRM It Ain t Easy Being Green: Staying on Track The technology used for governance is a small piece of the overall program Having green status in technology took focus away from the other governance activity While Implementing a Multiple-Domain Governance Program in Parallel with SAP Many moving parts = many competing priorities Designing processes and technology largely in parallel

6 Learning Points Defining a Governance Strategy How a vanilla, multi-domain MDG implementation can be successful Leading process and organizational change concurrent with a technology implementation with highly-constrained resources Challenges Summary Lessons Learned Summary

7 Defining a Governance Strategy Business chose a growth-by-acquisition model IT was operating on multiple legacy systems, some custom written and others brought into the landscape due to acquisitions IT Strategy Business Strategy As-Is model was unable to support business strategy The Andersons chose to implement SAP (ECC 6.0) including CRM, BI, MDG, Data Services, Information Steward Parallel, lock-step implementation The project decided on a Vanilla MDG implementation due to resource constraints Resources Governance Strategy

8 Business Case / Success Measures In many cases, a business case is done to determine investment, tools, objective, measures to determine ROI / degree of success The Andersons did not create a structured, detailed business case for governance we included MDG in the solution as investment-protection Good news: Did not have to create a detailed business case Software Purchase Inclusion in Scope Bad news: Did not have to create a detailed business case Objective not defined No defined measures of success No baseline to measure against

9 Governance Strategy: People, Process, Technology PEOPLE PROCESS TECHNOLOGY Keep governance organization flat due to number of resources in the business Applied to project team and the post go-live governance organization Governance discipline was not prevalent in the business so large change management effort to even achieve minimal governance Executed planning sessions with SAP and Accenture Out-of-the-Box approach Chose Data Services and Information Steward for migration which integrate with MDG Pre-delivered content key to meeting budget and time constraints Intent was to avoid complexity due to our lack of experience with ERP implementations and governance

10 Governance Strategy: People, Process, Technology PEOPLE PROCESS TECHNOLOGY Focus on simplicity Applied to project team and the post go-live governance organization Governance discipline was not prevalent in the business so large change management effort to even achieve minimal governance Executed planning sessions with SAP and Accenture Out-of-the-Box approach Chose Data Services and Information Steward for migration which integrate with MDG Pre-delivered content key to meeting budget and time constraints Intent was to avoid complexity due to our lack of experience with ERP implementations and governance

11 Governance Strategy: People, Process, Technology PEOPLE PROCESS TECHNOLOGY Applied to project team and the post go-live governance organization Chose SAP Master Data Governance (MDG) Governance discipline was not prevalent in the business so large change management effort to even achieve minimal governance Executed planning sessions with SAP and Accenture Out-of-the-Box approach Chose Data Services and Information Steward for migration which integrate with MDG Pre-delivered content key to meeting budget and time constraints Intent was to avoid complexity due to our lack of experience with ERP implementations and governance

12 Learning Points Defining a Governance Strategy How a vanilla, multi-domain MDG implementation can be successful Leading process and organizational change concurrent with a technology implementation with highly-constrained resources Challenges Summary Lessons Learned Summary

13 Success with Vanilla Process Keep it simple Planned for 0 WRICEFs Early Education (during blueprint) People Small scope, small team Objects chosen: FI, Customer, Vendor Out of the box Org Changes Andersons IT 1 dedicated Technical & Education SAP Consultant 1 dedicated

14 Success with Vanilla Process People Keep it simple Planned for 0 WRICEFs Early Education (during blueprint) Org Changes Andersons IT Small scope, small team Objects chosen: FI, Customer, Vendor Out of the box Ended up with the following to enforce governance process Prevent creation of customer via XD01 so have to go through MDG Gray out fields governed in MDG (user exit modification in ECC) Make more fields mandatory within MDG tool (Change Request Reason and Priority fields) Tie MDG to DataServices to leverage USPS subscription for address validation and duplicate checking upon entry 1 dedicated Provided education to Process Teams early during 1 dedicated Blueprint (design) upfront as to MDG capabilities Technical so they & would SAP design to out-of-box Education Consultant functionality

15 Learning Points Defining a Governance Strategy How a vanilla, multi-domain MDG implementation can be successful Leading process and organizational change concurrent with a technology implementation with highly-constrained resources Challenges Summary Lessons Learned Summary

16 Concurrent Changes: People, Process, Tech So many moving parts! Significant number of moving parts for entire solution so the business was more open to change - little push-back Process o Allowed implementation of industry best practices and global set of processes removing much of the exceptions which were previously used People Technology Difficult to achieve development dates and define roles when process changes were occurring

17 Learning Points Defining a Governance Strategy How a vanilla, multi-domain MDG implementation can be successful Leading process and organizational change concurrent with a technology implementation with highly-constrained resources Challenges Summary Lessons Learned Summary

18 Challenges Summary Process Complex change process Rework in some areas Concurrent technical & Org Changes People Resource constrains Too much to do MDG & Master Data Inventory Org Changes Andersons IT 1 dedicated Technical & Education SAP Consultant 1 dedicated

19 Challenges Summary Process People Planned Complex for zero changes process - every modification had Resource to have a constrains business case created and approved Rework in some areas Too much to do Led to creation of complex forms and a manual enrichment process Concurrent technical & MDG & Master Data Moved from a casual, undisciplined governance model to an integrated process Org Changes Inventory with rigor The Financial area already had governance processes and people set up so it was much easier to translate that into the new solution Customer and Vendor were starting from scratch which translated into rework and the documentation/standards-definition Org falling onto Andersons the Governance Team Leading process and organizational Changes changes concurrent IT with a technology 1 dedicated implementation and highly-constrained resources Again, translated into rework and revisiting decisions/conversations Single Andersons resource was tasked with significant amount of work 1 dedicated Technical & SAP Education Consultant Learn the MDG tool, define processes, guide the creation of procedures and standards, test, train, etc In addition to MDG scope (FI, Cust, Vend) it fell on the Governance Team to create a Master Data Inventory to ensure appropriate roles, documentation, training set up (~120 items) Do not have a back-up

20 Learning Points Defining a Governance Strategy How a vanilla, multi-domain MDG implementation can be successful Leading process and organizational change concurrent with a technology implementation with highly-constrained resources Challenges Summary Lessons Learned Summary

21 Lessons Learned Process Focus on Governance & Business Case Perfection will take time People Right team with skills Active Sponsor Org Changes Andersons IT Technical & Education SAP Consultant

22 Lessons Learned Process Technical & Education Andersons SAP Consultant People Define and operate governance in as-is environment prior to Blueprint Focus on Governance & When get to Blueprint, the business will have Right better team idea of with pain skills points and Business Case ways to improve Active Sponsor Perfection will take time. At beginning of project, define Governance Track success measures We focused on technology which is a very small part of Governance Include documented processes, procedures, standards and definition of highlevel strategy Create a business case (or at Org least pieces of it) even if you don t have to Changes in order to secure tool investment or project IT scope Understand and accept that perfection won t come on Day 1 Gather the right team to grow the capability communication to the business to ensure appropriate skillset of folks on team Have active Governance Sponsor from the beginning

23 Next Steps for Governance at The Andersons CREATE DEFINE PLAN EXPAND Create metrics, baseline and cadence Focus on highlevel strategy definition Create Roadmap to define versioning approach, to fill the gaps, articulate investment and resources needed, etc. Version upgrades brings more governed fields which will decrease the manual enrichment now being done Plan for future waves and the increasing complexity Expand MDG scope to include Materials in Wave 2 (2015)

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