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BPCX Montreal May-2013 Bell Canada
BPCX Montreal May-2013 Bell Canada
BPCX Montreal May-2013 Bell Canada
Mario Barbieri,
Associate Director Finance, Bell Canada
Agenda
Company description Context of the BPC implementation Our current BPC landscape Transfer process The evolution of our BPC solution Question period
Who we are
We have one goal: To be recognized by customers as Canadas leading communications company Bell is operating in 4 segments: Bell Wireline Bell Wireless Bell Media Bell Aliant Segments are further broken down in Lines of Business or Units (i.e. TV, Internet, Home Phone, Bell Business Markets, Wholesale, Field Services)
54,000 employees
Existing tools were built on older technology making them expensive to modify
Project objectives
Objectives
Setup a common platform to document the plan, budget and forecast Decommission corporate legacy systems and all LOB-specific systems Accommodate submission, aggregation and consolidation (intercompany eliminations) processes and BU specific modeling Improve and accelerate month-end reporting and standardize processes across Finance
Results
All corporately reported results are sourced from BPC and new metrics are added monthly 5 systems decommissioned and replaced by 1 corporate-wide planning system: BPC Standard BPC intercompany elimination now used and various submission methods are available. Driver-based models are currently being developed. Leveraging BPC offline distribution and BPC journal entries to accelerate monthend reporting
Daily and intra-day interfaces are in place Leverage prior investment in SAP, by between BW and BPC using delta loads. integrating SAP BusinessObjects into Master data refreshed automatically from the SAP platform (BW data, BWA, ERP) SAP on a regular basis.
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What is documented
Financial Mostly P&L, and Balance sheet for one LOB Headcount End of period employee, full-time equivalent, etc. Metrics - Business unit specific operational drivers (e.g. subscribers, Average Revenue Per Unit, etc.)
Processes
Budget documented in November for the following 12 months Forecast Corporate forecast documented 3 times a year and BU specific on a monthly basis 3-year Plan Documented as part of the Strategic Planning process Outlook Documented just prior to month-end close or at mid-month (as required) Actual For metrics only (each BU obtains this information from various sources and loads it into BPC for month-end)
Reporting
Corporate month-end Management reporting BU Management reporting Planning related reporting CRTC reporting
Support
Managed by the Finance department. Limit the use of BADI where possible to keep flexibility and control within Finance. Key structural items (Dimensions, cubes, etc.) are transported. Scripts , IS and reports are ported.
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Corporate P&L
HR Headcount
SAP Business Warehouse (BW 7.0 with BWA) - Staging area SAP ECC 6.0
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Applications Dimensions CATEGORY ACCOUNT TIME COST CENTER TRADING PARTNER DATA SOURCE POSTING LEVEL REPORTING CURRENCY BIZ TYPE DEPARTMENT VENDOR TAGROUPID TAID TAFROMTO # of members 153 13,587 217 42,848 365 149 7 2 169 105 1135 1404 307 2 # of hierarchies Corporate 4 2 8 1 1 2 2 1 1 1 1 1 BRS MediaFI
BRS Documentation of the financial plan, budget, forecast for the Residential Business unit BU specific reporting MediaFI Documentation of the financial plan, budget, forecast for the Residential Business unit BU specific reporting TAFI Documentation of financial transfers Discussed in more detail later on
Dimensions # of members # of hierarchies CATEGORY 153 ACCOUNT HR 6 1 TIME 217 2 COST CENTER 42,848 8 EMPLOYEE 34,857 1 BARGAINING UNIT 28 1 FORCE STATUS 15 1 TIER 13 1 EMPLOYEE GROUP 9 1 BILLABLE 4 1 FULL TIME/PART TIME 4 1 MANAGEMENT 3 1 DATA SOURCE 149 1 TAGROUPID 1404 1 TAID 307 1 TAFROMTO 2 1
HR Documentation of the official EOP/FTE plan, budget, forecast Corporate and BU reporting
Metrics Documentation of the official operational metrics plan, budget, forecast Corporate and BU reporting
Rate Used to hold the currency conversion exchange rates and other global drivers
Implementation challenges
Under estimated change management efforts Training was conducted before each planning cycle, and various techniques were used: F2F, tips & tricks, e-learning, clips, desk guide Main planning cycles were conducted in parallel so that users could reconcile results between the two tools Created a monthly forum for BU coordinators to voice their needs and include in project feedback Provided access to the BU coordinators to run specific data manager packages to facilitate their processes
Lessons learned
Brought in experts for specific development items Built the expertise internally, including training material on scripting
Issue with data stored at parent nodes in BW Many BW dimension members had to be renamed Work-around required since BPC 7.5 does not handle time-dependent hierarchies The administrative effort to maintain the two applications outweighs the benefits of ownership and performance We refined our governance around when a new application needs to be built BW Accelerator available in our BW was a MUST to meet performance expectations Dependency on BW jobs/processes impacts predictability of BPC issue to address as part of our BW/BPC roadmap
Creating two applications with exactly the same dimensions is not a best practice
Transfer process
For financial reporting purposes Bell aligns budgets, forecasts and historical actuals to current organizational and reporting structures. Transfers eliminate the 'noise' associated with year-over-year variances and allow for better decision-making
Purpose
Triggering events
Organizational changes: people, teams, or functions moving within the organization Transfer of functions to a subsidiary from Bell Company wide re-organizations (budget reduction)
Data
The data that is most often restated via the transfer process are Revenues, Expenses and Headcount
Complexity
Transfers never impact financial results previously reported externally. Headcount transfers need to be processed at the individual employee level to keep HR data in sync Transfers impacting reported LOBs and accounts require approval
Transfer process
A solution was introduced to track individual transfers and control the approval process. It combines: - Input schedules validations and controls - BPC validation rules - Additional intelligence via SAP BADI (ABAP)
BW upgrade to 7.3 and BPC upgrade to V10 (on HANA) Compensation, commission and other driverbased models 2013
* Equity Elimination, Cash Flow, Full Balance Sheet, Notes to Financial Statement
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Commission model
- Models commission payment made by our Wireless business unit to the various retailers - Leverages subscriber activation assumptions and contractual commission rates - Determines Cost of Acquisition (COA) and Cost of Maintenance (COM) - Performs variance analysis against actual and Marketing assumptions
NEW
BEx Analyzer
PLANNING
CONSOLIDATIONS
SAP BW 7.3
BPC BW (Unicode)
HANA
* Issue with invalid members, required notes 1803288, 1810979, 1815456, 1835293 to solve issue ** Issue identified with hierarchy selection box not working (fixed in SP14 Patch1 of EPM 10 add-in) *** EVDRE report did not complete with memory error - Scheduled to be fixed in EPM 10 Add in SP14
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Questions?