Somenath Chatterjee’s Post

🍀 When we manage SAP Transformation, these are usually major projects! ➡️ As a programme manager, I know the challenges of multi-project management. At the start of a large-scale project, I recommend presenting a strategy for successful implementation transparently and at an early stage with all stakeholders and project managers. This is the only way to identify opportunities and excessive risks at an early stage and take action. Feel free to ask me for preferences and examples, I will be happy to provide further arguments. Source picture: Thank you Gartner for this good picture ,,project prioritization matrix.” ✉️ Oliver Fiedler #InterimManager #OliverFiedler #Transition #Transformation #SAP #BusinessTransformation #EnterpriseTransformation #CIO #CEO #COO #CFO #CTO #Executive #ManagingDirector #ProgramManager #ProjectManager #PMI #GlobalBusiness

Jumping into the deep end Two and a half years ago, I joined the university and was immediately put on to our Finance Improvement Project. This was for delivery of 3 distinct products (Worktribe Pre-Award, Oracle Fusion ERP and Oracle Fusion EPM). This has been an extremely challenging project for my first venture into the higher education sector, joining a multi-year project half-way through and ultimately taking on the Lead Project Manager role. What has impressed me most has been the people. - Colleagues in my team providing guidance, support and a sympathetic ear on more than one occasion! - Engagement from many in the wider university community for what has been a large, and sometimes difficult change. - Knowledge and experience from KPMG, our implementation partner. - And most importantly, the project team. Bringing an incredible amount of knowledge, passion and commitment to delivery. People often going well above and beyond to get the Pre-Award and ERP systems over the line. The project simply wouldn’t have been done without these individuals. We’ve had our difficulties, and still have some to work through, along with EPM still to come. In very challenging circumstances, I am proud of what the team has delivered, and as an institution, we have learnt a LOT of lessons! So, I guess this is a thank you to all those who worked on and supported this project. The words of Lindsay Wilson are ringing in my ears, "People make projects!" #projectmanagement #people

Listen to Sujoy Choudhuri's insights about how PwC and Oracle are helping enterprises accelerate business value realization. #PwCOracle

I’m looking forward to talking to Renaud Heyd about his experience of becoming a fully digital CFO, identifying practical insights from multiple successful transformations including how to get the most from system change. If there are questions you’d like me to ask, sign up below and message me.

Checkout the first of our four part series on spotlighting our implementation solutions where SOUVIK BANERJEE Ifigenia Pansters and Rob V. highlight how Oracle Cloud PPM transforms process automation and information access to simplify controls, increase productivity and improve business decisions!

Experience seamless integration, real-time insights, and strategic planning that empowers your organization to deliver excellence. Explore our tailored approach to Project Portfolio Management (PPM) that aligns with the unique facets of your enterprise #DeloitteOracle #ProjectPortfolioManagement #OracleFusionPPM #InnovationSeries

Global Business Services (GBS) are reshaping the way organizations drive efficiency and strategic value, especially in the Controlling function. By centralizing key activities, GBS enable businesses to focus on high-impact decision-making while overcoming persistent challenges. In a nutshell: GBS should be strongly considered as a powerful catalyst for transformation across the entire value chain. Want to learn more? Feel free to reach out to our expert Laurids Hegele! #GBS #BusinessTransformation #Horváth

** Setting Up The Delivery Management Goals for the Next Year ** As we approach the end of the year, many delivery managers are reflecting on performance and planning the road ahead. Having spent years in the service delivery management industry, I’ve found that effective goal-setting is the key to sustained success, especially when navigating the complexities of client demands, operational efficiency, and innovation. 1. Aligning Goals with Client Needs and Internal Capabilities Understanding where the client’s business is heading and anticipating their challenges allows you to proactively offer solutions. It’s no longer enough to respond to issues as they arise—clients expect strategic foresight, and our goals must reflect that shift. Make sure your goals are designed to create value not only for your clients but for your internal teams, enhancing collaboration and engagement. 2. Prioritizing Measurable Outcomes It's easy to set broad objectives, but without specific metrics, it's hard to gauge progress. For instance, rather than setting a goal like "improve client satisfaction," focus on tangible actions such as reducing service resolution times by 10% or increasing on-time delivery rates by 15%. These concrete targets allow you to track success and pivot quickly when necessary. 3. Balancing Long-term Vision with Short-term Flexibility One lesson I’ve learned from past planning cycles is the importance of balancing long-term vision with short-term flexibility. The delivery landscape is unpredictable—market trends, client expectations, and even technology can shift rapidly. While it's essential to set strategic, long-term goals, maintaining agility in the short term allows your team to adapt without losing sight of the bigger picture. 4. Investing in Continuous Learning Finally, don’t underestimate the power of continuous learning. Encourage your team to invest time in professional development and innovation. This not only increases the value they bring to the table but also ensures that your delivery processes stay competitive and future-proofed. What are your delivery management goals for the upcoming year? Share your thoughts in the comments! #sapcommunity #sappartners #S4HANA #Leadership #OperationalExcellence #BusinessGrowth #sap #SaudiArabia #technology

Here's an opportunity to gain firsthand insights into the practical applications of AI in #finance. Explore AI, machine learning, and corporate governance in modern finance. Find out how BT utilized #S/4HANA to streamline and modernize their finance processes. Learn how Equinor revamped their Internal Control over Financial Reporting (#ICoFR) with #SAP tools. Join Kristianne and team for a deeper look into the future of finance! #SAPFinance #Banking #Innovation

𝗪𝗵𝘆 𝗥𝗔𝗖𝗜 𝗶𝘀 𝗡𝗢𝗧 𝗮 𝗧𝘂𝗿𝗸𝗶𝘀𝗵 𝗹𝗶𝗾𝘂𝗼𝗿 🥛 RACI or Raki? Both might give you headaches, but that's where the similarities end. If you're confused about what I mean, let me clarify. 𝗪𝗵𝗮𝘁 𝗱𝗼𝗲𝘀 𝗥𝗔𝗖𝗜 𝘀𝘁𝗮𝗻𝗱 𝗳𝗼𝗿? ❓ RACI is an acronym for: ▪ (R)esponsible  ▪ (A)ccountable  ▪ (C)onsulted  ▪ (I)nformed It typically appears in a matrix format, documenting roles and responsibilities. RACI matrices are widely used in business and project management, and are particularly vital in IT. 𝗪𝗵𝘆 𝗶𝘀 𝗶𝘁 𝗶𝗺𝗽𝗼𝗿𝘁𝗮𝗻𝘁? 🚨 Have you ever been part of a project that failed due to unclear roles? A RACI matrix ensures smooth processes and predictable results. By using this tool, it’s clear who needs to perform an action (Responsible), who needs to be asked (Consulted), and who is accountable for completion (Accountable). 𝗪𝗵𝗮𝘁 𝗱𝗼𝗲𝘀 𝘁𝗵𝗶𝘀 𝗵𝗮𝘃𝗲 𝘁𝗼 𝗱𝗼 𝘄𝗶𝘁𝗵 𝗦𝗔𝗣? 🖥 If you're planning to migrate to S/4HANA public or private cloud, understanding SAP's "Roles & Responsibilities" (R&R) document is crucial (link in the comments below). For instance, if a Fiori app encounters an error, instead of fixing it yourself, you must create a service request for SAP support with all necessary details. You must also understand which services are included in your contract and which services need to be paid for additionally. The R&R document from SAP contains over 1250 tasks and a wealth of information, which can indeed be overwhelming—hence the headache analogy. To avoid these headaches, involve an expert who can help demystify this document. With years of experience in global outsourcing, we're here to help you navigate this complex task with ease. As a Subject Matter Expert, I was personally involved in the first draft version of the R&R document back in 2014/15, when SAP still called it HEC (HANA Enterprise Cloud). We're happy to bring this expertise to your projects.