One final task before the ‘systems’ part of the process starts is deciding what tool to use. A Rolls-Royce tool such as SAP-SEM, a spreadsheet or something in between?  Again one size doesn’t fit all. ‘What does the business need?’ is the right question to ask.

So, you’ve got board commitment; you’ve made the decisions on strategic direction, consequences and choices; you’ve worked out what makes up the strategic dashboard; you’ve gone through the slog of capturing definitions, formulas and expected behaviours for each Key Performance Indicator. What is left?

Approval processes
Firstly, CPM projects are different from ERP projects. When you are implementing billing systems, for example, it’s critical to have a structured process for moving between development, test and live environments.

The same level of approval is wrong for CPM. There is a world of difference between not being able to send out an invoice and not providing the right graph in a strategic dashboard!

Users will require flexibility and ease of adaptation to changes in strategic direction, not a six-week sign-off process every time the board want to update the dashboard. We would advise a maximum of two environments even for a product like SAP-SEM.

Freeze the scope
OK this is not exactly a new concept in systems project management, but CPM projects are particularly prone to continuing debates on objectives and Key Performance Iindicators. Everyone has got an opinion on what the graphs should be, how they should look and what colour the lines should be. If you are trying to tie a scorecard to remuneration, this guarantees deep interest in the design of the metrics!

Realistic deliverables
This is a logical consequence of point two – keep it simple and deliver quickly. Break it down into bite-sized deliverables with clear business benefit and deliver on time.

Doing the thinking upfront maximises the chance of a successful CPM project. Diving straight into automation without thinking through strategic direction, consequences and choices almost guarantees time and cost overruns.