If you are embarking on, or are already in the process of, running an EPM project or programme, you need good advice. You need to be made aware of the pitfalls, the challenges, the 'gotchas'.
Whether the project is for Budgeting and Forecasting, Consolidation, Management Reporting, or (especially) if it's covering a combination of all of those, it is important to recognise that EPM projects have some characteristics that, whilst not unique, do make them significantly different from 'classic' systems implementations such as transactional ledger systems.
That's not to say that all the normal rules of programme management are null and void - they're not. Structure and control is as important in an EPM project as it is with any other IT systems implementation or business change project.
We can bridge the gap by providing tailored, part-time expertise to meet any or all of the following needs:
If it sounds like we're speaking your language, Please contact Nigel Dahl through LinkedIn using the button below, or call him now on +44 (0)7799 664165.
Managing Director of epmgurus, brings 30 years of diverse experience to bear in helping organisations and teams through change – of size, structure, systems, management or ownership.
Nigel has run, advised, supported or worked with Finance functions from one-person operations up to globally dispersed Finance departments of several thousand people. He knows what good (and bad!) looks like.
Enterprise Performance Management (EPM) is a broad term covering any business process that seeks to improve performance through a continuous loop of data collection, reporting, analysis and, most importantly, informed and targeted action.
In practice, Finance EPM is generally considered to cover at least Strategic, Financial and Operational Planning, Budgeting and Forecasting, Management Reporting (MI), Financial Consolidation, Statutory Reporting, Profitability and Cost Management, including Cost Allocation.