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The strategy gap lavaraging thechnology to execute winning strategies - Goveney M.

Goveney M. The strategy gap lavaraging thechnology to execute winning strategies - Wiley & sons , 2003. - 242 p.
ISBN 0-471-21450-7
Download (direct link): thestrategygapleveraging2003.pdf
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Does Measurement Make a Difference?.......................64
State of the Measurement Art..............................67
Effective Performance Measurement.........................71
Performance Measurement Methodologies.....................73
Summary...................................................85
Chapter 5. Corporate Performance Management
Systems...................................................88
Impact of Technology on the Finance Function..............88
Characteristics of CPM Systems............................93
Architecture of a CPM System..............................96
CPM Data Tier............................................100
CPM Application Tier.....................................111
CPM Client Tier..........................................112
Summary..................................................121
Chapter 6. Corporate Performance Management
at Work................................................122
Early Adopter Approach...................................122
Summary..................................................137
Chapter 7. Getting Started..................................139
One Piece at a Time......................................139
Choosing the Right Team..................................140
Building a CPM Road Map..................................142
Calculating Return on Investment.........................152
Summary..................................................160
Chapter 8. Designing a Corporate Performance
Management Solution....................................162
Design Framework.........................................162
CPM Data Model...........................................163
viii
Contents
User Interface............................................168
Reports and Analyses......................................174
Summary...................................................182
Chapter 9. Implementing a Corporate Performance
Management Solution.....................................184
Knowledge and Choices.....................................184
Project Planning..........................................185
Build or Buy?.............................................188
Selecting a CPM Package...................................192
Controlling the Implementation............................198
Summary...................................................206
Chapter 10. What Lies Ahead..................................207
Communicating Value.......................................207
Connected World...........................................210
Closing the Gap between Finance
and Information Technology...........................213
Summary...................................................214
www.wiley.com/go/strategygap (password: Strategy)
Appendix A CPM Process Review Template Appendix B Strategy into CPM Data Model Template Appendix C CPM Project Scope Template Appendix D Software Evaluation Checklist Appendix E Sample Implementation Project Plan Appendix F CPM Vendor Proposal Template Appendix G Software Vendor Scorecard Template
Index
217
ix
FOREWORD
Computers have been with us now for 50 years. During most of that time they have been used for transaction processing—improving individual applications such as payroll, accounts receivable, inventory management, and order entry. In the past decade, however, this emphasis on isolated applications has been changed in two major ways: There has been a move to “integrated” applications and to an understanding that computer systems need to be based on effective managerial “processes”— linked sets of tasks that allow more efficient processing.
The primary example of integrated applications is the prevalence of enterprise resource planning (ERP) systems. These tie together, in one continuous flow, all the applications that enable the delivery of goods (logistics) as well as related sales and financial applications. Today no major company sets out to implement any major set of applications without ensuring that its underlying managerial approach to the area is well designed.
The authors of this book have carried these two major ideas— application integration based on effective underlying processes—from the transaction area to the world of the organizational management. Effective management starts with strategic planning and moves through many steps to the monitoring and reporting of results. In fact, the authors present eight key processes that must be integrated to provide an effective planning and control environment:
1. Strategy formulation
2. Scenario analysis
3. Planning and budgeting
4. Communication
5. Monitoring
6. Forecasting
7. Reporting
8. Establishing feedback loops
xi
Foreword
A persuasive case for linking all of these through an integrated system is presented. They note that not only financial data but also nonfinancial performance indicators must be included. Assumptions underlying the development of strategy also must be considered. They term the resulting set of capabilities corporate performance management (CPM).
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