=Paper=
{{Paper
|id=Vol-2413/paper07
|storemode=property
|title=
Development of EPM Systems: Management Principles and Tools
|pdfUrl=https://ceur-ws.org/Vol-2413/paper07.pdf
|volume=Vol-2413
|authors=Dmitry Isaev
}}
==
Development of EPM Systems: Management Principles and Tools
==
https://ceur-ws.org/Vol-2413/paper07.pdf
Development of EPM Systems: Management Principles
and Tools
Dmitry Isaev 1[0000-0002-8302-8126]
1
National Research University Higher School of Economics, 20, M yasnitskaya Street, M oscow
101000, Russia
disaev@hse.ru
Abstract. This paper focuses on management issues related with implementa-
tion and development of enterprise performance management (EPM ) systems.
Such systems are used for certain management tasks – strategic analysis, man-
agement by objectives, corporate planning and budgeting, corporate reporting.
Implementation and development of EPM systems should rely on appropriate
methodological approach and supporting technologies. However, at present a
holistic approach to EPM systems development management is unavailable.
The aim of the research is to determine peculiarities of EPM systems develop-
ment, basic management principles and management tools applicable on differ-
ent stages of the development process. Here the management principles pro-
posed are system approach (considering the system as a set of structural com-
ponents and interrelationships between them), going concern (assumption that
an organization intends to continue its activities in the foreseeable future), pro-
gram-based approach (considering an EPM system development program as a
set of interrelated projects), competitive consideration (forming few alternative
development programs and selecting one of them for implementation), simula-
tion (modeling of development programs and their consequences taking into ac-
count stochastic factors), comprehensive assessment (comparison of alternative
programs relying on both quantitative measures and qualitative factors), value
for money (comparison of investments with the system’s maturity represented
by non-financial indicators), aggregated resources (considering resources in ag-
gregate, as total amounts of related payments) and monitoring (analysis of the
system’s changes over time, both historical and forecasted). Appropriate man-
agement tools comprise conceptual modeling, maturity assessment, discrete-
event simulation and multi-criteria decision making. These management princi-
ples and tools are essential for creating comprehensive methodology of EPM
systems development.
Keywords: Performance M anagement, EPM System, Development Program,
M anagement Principle, M anagement Tool.
1 Introduction
These days many companies face with certain problems related with information sup-
port of corporate governance and strategic management. Such problems include in-
Proceedings of the XXII International Conference “Enterprise Engineering and Knowledge
M anagement” April 25-26, 2019, M oscow, Russia
consistency of strategic, tactical and operational management levels (so called “stra-
tegic gap”), lack of business agility, shortcomings in timeliness and accuracy of cor-
porate reporting. Enterprise performance management (EPM) systems allow manag-
ers to solve or, at least, mitigate such problems. An EPM system is an instrument for
management, but it is also a management object: it should be implemented, monitored
and developed. Therefore, it is a question regarding a comprehensive methodology of
EPM systems development management. Such methodology should rely on certain
principles that, in turn, are derived from key features of EPM systems.
2 Nature and Key Features of EPM Systems
There are different definitions of EPM systems. For example, Ferreira and Otley de-
fine performance management in wide sense, as “evolving formal and informal mech-
anisms, processes, systems, and networks used by organizations for conveying the
key objectives and goals elicited by management, for assisting the strategic process
and ongoing management through analysis, planning, measurement, control, reward-
ing, and broadly managing performance, and for supporting and facilitating organiza-
tional learning and change” [1]. Other (but similar) definitions are advanced by
Coveney et al. [2], Cokins [3], Broadbent and Laughlin [4], and some others. Appro-
priate software is developed by leading IT vendors – Oracle, IBM, SAP, SAS and
some other companies. Despite certain differences in definitions, few important char-
acteristics of EPM systems may be highlighted.
One of the features is complexity and modular structure of an EPM system. The
system comprise special methods, models, information systems, management pro-
cesses, as well as management personnel involved into these processes. Regarding
management functions, EPM covers strategic analysis, management by objectives,
corporate planning and budgeting, and corporate reporting (including preparing con-
solidated financial statements).
EPM systems have large-scale scope: they cover entire organizations, large busi-
ness segments or groups of companies. As a result, management personnel involved
into the performance management processes may be located in different geographical
points.
Regarding time span, EPM systems consider long horizons of planning, accounting
and analysis. This distinguishes them from well-known enterprise performance man-
agement (ERP) systems, which deal with individual operations.
From the point of view of data processing, EPM systems deal with aggregated
management information, which may be both financial and non-financial. This again
distinguishes them from ERP systems , that process detailed operational data.
The foregoing features seem essential for further formulation of peculiarities and
principles of EPM systems development management.
3
3 Existing Developments Related to EPM Systems
There are four groups of works associated with EPM systems, their implementation,
maintenance and development. All of them are valuable in some aspects, but also
have certain limitations.
The first group includes works describing nature and scope of EPM systems (some
of such books and articles are mentioned above). These publications answer questions
about the concept of performance management and its role in modern business. The
importance of the theoretical developments is that allow to define main functional
features of EPM systems and their linkage with real management tasks. However,
these works do not examine methods and tools for creating and developing EPM sys-
tems.
The second group of existing developments deals with requirements to EPM sys-
tems. The examples are different codes of corporate governance [5] and studies in the
field of strategic management [6]. Establishing goals of EPM systems these develop-
ments, again, do not consider implementing and developing matters.
The third group is associated with methods, models and technologies that make up
internal content of EPM systems. In this regard, there are works in the fields of man-
agement accounting [7], scorecarding [8, 9], planning and budgeting [10], financial
consolidation and business analysis [11]. All this is important for understanding com-
ponents of EPM systems and their peculiarities for organizations of different types
and industries. However, the questions regarding integration of the components and
consistency of their implementation are not discussed.
Finally, existing works of the forth group deal with different aspects of information
systems development management: decision making in the IT sphere [12], IT score-
carding [13], IT project management [14, 15] and enterprise architecture [16]. At the
same time, such particular aspects are not completely integrated and therefore do not
form a holistic methodology. Furthermore, they have general nature and do not con-
sider key features of EPM systems , which distinguish them from other classes of
management systems.
Therefore, a comprehensive methodological approach to EPM systems develop-
ment should rely on existing developments of all four groups , which in aggregate
define the nature of such systems, their purposes, main components and some aspect s
of their development. At the same time, the proposed methodological approach has
two important distinctive features : its integrity (considering relationships between key
management aspects) and focus on EPM peculiarity (taking into account distinctive
features of such systems). These two points form the basis for formulating basic prin-
ciples of EPM systems development management.
4 Principles of EPM Systems Development Management
There are three basic peculiarities of EPM systems development management. First,
economic benefits from implementing and developing such systems are implicit, be-
cause improved management information has indirect effect on financial position of
organizations. Second, there are factors of uncertainty related with development pro-
jects and their impact on the EPM system. Third, some of the development projects
are complicated: there are projects with uncertain outcomes, iterative projects (with
possibility of re-executing) and projects with multiple variants of implementation.
Taking into account features of EPM systems and peculiarities of their development
the following management principles may be formulated.
The system approach principle means considering EPM system as a set of structur-
al components and interrelationships between them.
The going concern principle is similar to one formulated in the International Finan-
cial Reporting Standards [17]. It means that an organization intends to continue its
activities in the foreseeable future.
The program-based approach principle means that EPM system developing is real-
ized through certain projects, which in aggregate form a development program.
The competitive consideration principle implies forming potential (alternative) de-
velopment programs based on business needs and financing limits. Then the most
preferable of these programs is to be selected for implementation.
The simulation principle is related with discrete-event simulation of potential de-
velopment programs and their consequences. The results of such modeling is the basis
for evaluating alternative programs and selecting the most preferable one.
The principle of comprehensive assessment of potential development programs
means that their comparison is based not only on quantitative measures (results of
simulation) but also on qualitative factors. In this regard, expert judgments are rea-
sonable.
The value for money principle means comparison of investments in EPM system
development with non-financial indicators characterizing the system’s maturity and
its dynamics.
The principle of aggregated resources means that resources required for an EPM
system development are not considered in details. Instead, they are evaluated in ag-
gregate, as total amounts of payments related with individual projects. An assumption
that all the resources are unlimited and assessable is also applied.
The principle of EPM development monitoring refers both to the system’s devel-
opment history, and forecasting its state in the future.
5 Management Tools
The foregoing principles of EPM systems development explain applicability of few
management tools that can be used on different stages of the management process.
Such tools include info-logical conceptual modeling, formation of EPM maturity
models, discrete-event simulation and multi-criteria decision making. Let us to con-
sider these tools in more details.
5
5.1 Conceptual Modeling
An info-logical conceptual modeling comes from the system approach principle. A
conceptual model describes an EPM system as a set of functional blocks , functional
modules and information flows between them [18]. There are four major functional
blocks: strategic analysis and strategic choice, management by objectives, corporate
planning and budgeting, and corporate reporting. Each block contains few functional
modules. For example, the block of strategic analysis and strategic choice includes
modules for monitoring, forecasting, corporate appraisal and p ositioning, goals set-
ting, global strategic initiatives determining, and high-level objectives setting. The
management by objectives block includes modules for scenarios determination, tar-
gets setting and objectives achievement analysis. The block of corporate planning an d
budgeting includes two modules : plans and budgets preparation and budgetary con-
trol. Finally, the corporate reporting block also includes two modules: corporate
statements preparation and corporate statements analysis.
The model also describes certain external (i.e. located outside the EPM system) ob-
jects – external environment, external stakeholders, accounting systems, sources of
qualitative information and operational management systems .
The information flows connecting functional blocks, functional modules and exter-
nal objects include environmental and accounting information, goals and objectives,
strategic initiatives, forecasts and plans, results of objectives achievement analysis
and budgetary control, as well as external and management statements.
Further developments in the field of conceptual modeling include developing ap-
proaches and procedures for forming individual and industry related models for or-
ganizations of different types and industries.
5.2 EPM Maturity Model
Maturity modeling of EPM systems derives from the principles of system approach,
value for money and development monitoring. The aim of such models is representing
qualitative and quantitative capabilities of EPM systems according to the stages of
their maturity, in terms of threshold levels – from initial to improved [19].
The maturity model is a base for determining framework for monitoring and plan-
ning EPM systems development. For this purpose, two target maturity levels are con-
sidered: lower (satisfactory) and upper (advanced). The target levels may be perma-
nent or changing over time, depending on external conditions, new technological
solutions and an organization’s vision. Target maturity levels, in turn, define three
maturity zones: unsatisfactory (below the lower target maturity level), satisfactory
(between the lower and upper levels ) and advanced (above the upper maturity level).
The trajectory of an EPM system development represents chan ging the system’s
maturity index over time with respect to threshold maturity levels. The trajectories
can be of different types – actual, planned, forecasted or simulated.
Further developments in this field are associated with methodology of forming the
performance management index for individual organizations, as well as indicators
characterizing effectiveness of EPM development programs.
5.3 Development Program Simulation
Another management tool is associated with simulation of EPM development pro-
grams, according to the simulation principle. Simulation seems essential because
many parameters (duration of projects, usage of resources, impact on maturity level)
are stochastic.
First of all, simulation refers to potential alternative programs – to obtain infor-
mation about their executing and results, for subsequent selecting a program for im-
plementation. However, simulation may also be applied for an approved program that
has already started, for forecasting purposes. In any case, we mean simulation of dis-
crete-event type, which describes behavior of the modeled system as a discrete se-
quence of events in time [20]. This is explained by the nature of development pro-
grams: each of them consists of a set of interrelated projects affecting both EPM ma-
turity and financial metrics. So, implementation of a program can be presented as a
sequence of discrete events: beginning and ends of projects, as well as impacts on
maturity index and financial metrics.
Simulation seems quite effective for complicated projects – with uncertain out-
comes, possibility of re-executing and multiple options of implementation. This is
explained by the fact that parameters of such projects (for example, specific outcome
or certain way of implementation) are also stochastic.
There are special information systems applicable for discrete-event simulation,
such as Arena [21, 22, 23], AnyLogic [24] and some others. Details of using such
software, as well as determining key elements of the simulation models and construct-
ing special indicators of aggregated modeling results may be considered as further
research areas.
5.4 Multi-Criteria Decision Making
Multi-criteria decision making deals with a broad range of practical tasks in all areas
of human life, including business, public administration, engineering, politics, medi-
cine, etc. [25, 26]. In our case, decision making is required for comparing alternative
development programs and selecting one of them for implementation. This is relevant
to aforementioned principles of competitive consideration (selecting a program for
implementation) and comprehensive assessment (availability of several assessment
criteria). Additionally, the value for money principle means that criteria of assessment
may be financial and non-financial, quantitative and qualitative.
Financial part of the assessment is related with resources used for EPM develop-
ment. According to the principle of aggregated resources, all of them are considered
as cumulative expenditures assigned to the time scale. Financial figures, as well as
maturity related quantitative indicators are obtained from the simulation process. Ad-
ditionally semi-structured, informal qualitative factors may be taken into account.
Such factors can not be measured, but may be estimated by experts. Moreover, the
role of experts may be expanded: they may be invited for interpreting some (or all)
quantitative figures.
7
Therefore, the decision is made relying on analysis and generalization of few fac-
tors (criteria), which have different nature. Such analysis should rely on simulation
results and experts’ judgements. Consequently, an approach to evaluating the alterna-
tives and subsequent decision making is essential. This point is also a subject of fur-
ther research.
6 Conclusion
Enterprise performance management (EPM) systems have certain specific features –
modularity, large-scale scope, long-term planning horizons and using aggregated
management information. These features lead to peculiarities of EPM development –
implicit economic benefits, factors of uncertainty, complicated projects. All this al-
lows us to formulate principles of EPM development management – system approach,
going concern, program-based approach, simulation and comprehensive assessment
of development programs, value for money, aggregated considering of resources and
monitoring of development. In turn, these principles explain reasonability of applying
such management tools as info-logical conceptual modeling, using maturity models,
simulation of development programs and multi-criteria decision making.
The defined principles and tools are compliant with existing developments related
with nature and scope of EPM systems, requirements to them, their components and
different aspects of their development management. However, the difference between
the proposed methodological approach and existing developments is explained by its
integrity and taking into account specific features of EPM systems.
Foregoing features, principles and management tools are closely interrelated. Tak-
en together, they form reliable basis for detailed study of particular aspects of EPM
systems development management and creating a comprehensive methodological
approach in this field.
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