HUGMN User Group Meeting
St. Jude Medical
The Road to Hyperion Bliss
Lisa Jones – Director, Financial Systems
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Agenda
 Hyperion Road Map
 Hyperion Planning Implementation
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Overview of Planning/Forecasting Process
Redesign of Hyperion Planning
Big Wins
Lessons Learned
DRM
Hyperion Planning Upgrade
HFM Implementation
FDM Batch Automation
Application Support
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Hyperion Road Map
JAN
2004
MAR
2011
JUN
2012
JUN
2013
JAN
2014
JUN
2014
• Hyperion Enterprise
• Hyperion Planning Implementation
• Hyperion Planning Re-design
• Hyperion Planning Upgrade to 11.1.2.2
• HFM Implementation
• Project ReOrg
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STJ Forecast/Plan Cycles – No changes were made to our Planning
process as a result of the Hyperion Planning Implementation
Cycle
** February is the only month
that does not have an active
cycle**
Start
End
Cycle Length
(system open to final
submission)
Forecast (4 Quarterly
Forecasts)
Forecast1.1
12/19/13
01/12/14
24 days
Forecast2.1
03/01/14
04/11/14
41 days
Forecast3.1
05/31/14
07/11/14
41 days
Forecast4.1
07/27/14
10/10/14
75 days
Outlook1.1
02/27/14
03/14/14
16 days
Outlook2.1
05/29/14
06/13/14
15 days
Outlook3.1
08/27/14
09/12/14
16 days
Outlook4.1
11/26/14
12/12/14
16 days
07/27/14
11/14/14
110 days
02/27/14
07/13/14
137 days
Outlook (4 Quarterly Outlooks)
AOP (Annual Operating Plan)
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STRAT (5 year Strategic Plan)
Hyperion Planning – Initial Design
Hyperion Plan Types (CVPLAN)
REVSCOGS
OPEXPROJ
WRKFORCE



Input of Units, Revenue,
Scogs & Ocogs
Input of Operating expenses
by cost center, by project
Detailed employee
information (US employees
only, workforce planning has
not been rolled out for OUS
employees).
Essbase Cubes (All BSO Cube)
FX2RVOP
CNFX3


FX Engine used for loading
of actual data in
transactional input and
converting to USD. End
users do not have access
this cube.
Currency Neutralized data.
The majority of our
management reporting is out
of this Essbase cube
CMFX3
•
Currency Modeling. Used
only by Corporate FP&A to
model planning data at
various FX rate
assumptions.
DRM  EPMA Planning  Essbase Cubes
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Hyperion Planning – Initial Design
Reports
Revscogs
Input/Calc/
Agg
Acct
Period
Geo
Entity
Year
Scenario
Version
CNFX3
Calc/Agg
Opexproj
Input/Calc/
Agg
Project
Wrkforce
Input/Calc/
Agg
Project
Employee
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Acct
Period
Geo
Entity
Year
Scenario
Version
CMFX3
Calc/Agg
Acct
Period
Geo
Entity
Year
Scenario
Version
Issues with original design
Hourly
TransAgg
Within CVPLN,
after a planner
input data they
would have to
Biggest complaint
wait until the
Hourly
from end users
TransAgg ran
at the top of
the hour before
they could see
the
consolidated
numbers.
Aggregations
WF cube has
so many
members, the
Agg All took
longer than 8
hours to finish.
The Revcogs
and OpExpProj
cube took
under an hour
to finish.
Currency
Neutralized
Data
A full currency
neutral push
was only run
once a night to
convert Total
SJM at all FX
rates (Fcst
rates, Plan
rates, PY
rates).
Therefore,
CVPLN and
CNFX3 were
only in sync
once per day.
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Enterprise
Was still
considered
book of record.
Most reporting
was still coming
out of
Enterprise.
Made for twice
the amount of
work ensuring
that HP tied to
Enterprise.
Double effort to
support both
systems with
same level of
detail
Security
Groups
After our initial
Go-Live there
was an
immediate
need for each
division to be
able to lock out
their end users
but still let the
Divisional
FP&A users
have “write”
access
Workforce
Employee
Sort
Employee
Dimension was
sourced with
position ID, not
last name.
This made it
very hard for a
cost center
planner who
had 25+
employees in a
cost center
because the
employees did
not show up
alphabetically.
Object
Inventory out
of Control
We have 3
distinct
planning
cycles
(AOP/FCST/O
L), that
overlap.
System was
initially
designed for to
allow for only
one cycle open
at a time.
Redesign - “Rocket the data”
1.
2.
3.
4.
Faster Aggregation
Input/Calc and translate in BSO (CVPLN)
Move zero level data to ASO
Aggregate in ASO
 Result: Moves the aggregation function to the ASO
database
BSO
Input/
Calc/
Translate
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8
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ASO
Aggregate
Hyperion Planning Re-design Highlights
BSO aggregations take
hours, ASO aggregations
take minutes
Eliminate CNFX3/CMFX3.
Offer one ASO cube for all
management reporting
Eliminate the Hourly
TransAgg
Eliminate manual CNFX3
pushes
Eliminate the need for a
division to run aggregation
business rules
Created Security groups by
function by division
Increased data storage
options
Reduce the number of
business rules in Calc
Manager
Use “scripts” that can be used
in multiple business rules to
reduce the number of objects
Each web form contains a
“string of pearls” that
translates the data in CVPLN
and then pushes the data to
the ASO cube to be
aggregated
Close to real time
aggregations. No more
waiting for hourly TransAgg
and CNFX3 pushes. Most
web forms run in less than 30
seconds.
Took a process that took
hours and reduced it to
seconds.
When a user hits save on a
web form and receives the
message that the business
rule ran successfully. The
data is fully
translated/aggregated
No more
waiting!!!
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Happy End Users and
Acceptance of new tool
Hyperion Planning – Big Wins
1. Currency Modeling – Previously we did not load plan/forecast data in local currency therefore it was very
difficult to run accurate currency modeling. Now that all countries input in local dollars, we have a very accurate
way to model planning data at different FX rate assumptions.
2. Currency Neutralization – All countries submit in local dollars, we are able to run currency neutral at all
rates. This used to be maintained offline in Excel spreadsheets
3. One Global Planning System – We have one Planning system that is supported centrally by the EFS. This
gives us transparency into the numbers since everyone is using the same system, provides more discipline in
the planning process and serves as “one version of the truth”.
4. 15 Month AOP cycle – Beginning with FY12 Forecast4.1/FY13 AOP we implemented a 15 month rolling
forecast. This allowed users ability to stay within one form instead of switching between cycles.
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Hyperion Planning – Lessons Learned
Lessons Learned
1. STJ Involvement – The majority of the project was designed and led by External
Consultants. The EFS team was not established until November 2010. We should have had full-time
dedicated STJ resources on the project from day 1.
2. Data Reconciliation - The effort of data reconciliation was significantly underestimated and we ultimately
went live with no historical data.
3. Phased Implementation – We should have gone with a phased implementation (by division or by plan
type) rather than implementing all divisions, all plan types at one time.
4. Delay Workforce – We should have looked at phasing in the workforce cube after all users were
comfortable with the new Planning system. Workforce is definitely the most complicated cube type and
initially EFS spent majority of production support on workforce related issues.
5. Financial Reports – too much time was spent on developing F/R reports that were never used. As time
has gone by, we have started to create more reports, but in the beginning, 100% of the reporting was coming
out of Spreadsheet Add-in or SmartView.
6. Consistency of Metadata – It is important to set standards and naming conventions at the start of the
project so that your application is clean and consistent across all the dimensions.
7. Detailed Documentation within Calc Scripts– The best place to document what a Calc script is doing is
within the calc script itself. If all of your Calc Scripts have good documentation it will allow for easier
knowledge transfer between external consultants and internal resources.
8. Use of Global Forms – Important to get agreement with all divisions on web form design so you can use
“global” forms that apply to all divisions rather than creating customized divisional web forms as it is more
11
objects toFor
maintain/update
a go-forward basis.
Confidential.
internal use only. Do on
not distribute.
DRM – Data Relationship Manager
Nightly SAP
feeds for
new CC/PC
• DRM  EPMA
• EPMA deploys
all the Essbase
Cubes
Excel
Automator
templates
from
Divisions
EFS Team
Maintains all metadata
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Division FP&A users
rely heavily on DRM to
view hierarchies
Why did we upgrade to 11.1.2.2
 We struggled with EPMA in the 11.1.1.3 version
 GIT was heavily pushing physical to virtual
servers
 Erroneous Data Issue in 11.1.1.3 that was fixed
in version 11.1.2.2
 SmartView enhancements with the new version
of 11.1.2.2
 Organization Announcement drove many
changes to web forms/metadata
 HFM and Planning need to be on the same
version because they closely aligned and share
workspace and/or metadata
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HP
HFM
Essbase
FDM
DRM
EPMA
Version 11.1.2.2
What was included in the Upgrade
Environments
The Infrastructure was
converted from an all
physical environment to
virtual environment
Combined
OLK/FCST
Combined
Outlook/Forecast
forms into one set of
forms
Combined
Divisions
Web forms for
CVD/AFD and
NMD/CRMD into
IESD/CATD. This
also included
Metadata updates for
the new combined
product divisions.
ID Regional
Reporting
Updated ID
Geography to
accommodate new
Regional Structure
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Revenue Planning
Levels
Condensed the
revenue
planning levels
for CATD.
Scogs Logic
Changes
4 different methods for
calculating extended
standard dollars
Std Cost is
planned by
LA/OUS/US
WForce
Seeding
Rebuilt the workforce
seeding process
(Swap Employee ID
for Position ID)
RDS
Utilizing RDS to
access SmartView
Lessons Learned of Upgrade
System
Performance
• We did not do
enough
performance
/stress testing
Virtual
Environment
• Hyper-threading
should be turned
off for virtual
Essbase.
• Read/Write SSDI
Hitachi Disk
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Multiple
Changes
• We incorporated
too many
changes/enhanc
ements along
with the Upgrade
• Made it more
difficult to isolate
what was culprit
of all the system
crashes
Level of Effort
• Underplayed the
size of this
transition, and
could really think
of it as a
complete new
go-live project as
opposed to just
an upgrade.
Hyperion Enterprise Overview
Hyperion Enterprise:
1. Historically used for
way more than a
consolidation tool
2. Very detailed
account structure
3. Contains Actuals,
Plan, Forecast data @
various CN rates
4. Very Stable system
for 9+ years
FDM
1. FDM used for
loading actuals.
2. 75+ locations in
FDM. All Co Code
owners were
responsible for
loading/reconciling
data against source
G/L
3. Inconsistent
Mappings
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Reporting
1. Used for
external/legal entity
reporting.
2. Considered official
book of record for
actuals
Data Sources
1. Plan/Forecast data
was fed from Hyperion
Planning back into
Enterprise
2. Reconciliation of
actual data was tied
out between Hyperion
Planning and
Enterprise
HFM Implementation
Goals/Objectives
Apply Lessons
Learned from HP &
Upgrade
Ensure that project was on time, on budget with no critical issues.
Avoid recreating
Enterprise
Stepped back during requirements gathering to ensure we
designed HFM to meet external reporting needs and not re-create
Enterprise.
Centralize Mappings
We wanted to implement more control to gain consistent and more
accurate mapping of actuals
Project Team
Smaller project team, longer burn rate. SME’s from STJ involved
from day one of the project
HFM / HP
Don’t duplicate data in multiple systems. Use HFM for what it was
intended for.
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Key Design Elements of HFM
HFM will be
used for
External/Legal
Entity
Reporting
HFM will not
contain any
management
reporting
HFM will only
contain actual
data @ actual
rates
HFM will not
contain
detailed cost
center or
profit center
information
FDM will be
automated by
Batch &
centralized
within EFS
HFM will
produce a cash
flow by Legal
Entity
HFM will
contain
supplemental
web forms to
replace offline
data collection
2 years of
historical data
will be
converted
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Current Hyperion Environments
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HFM Project Team
External Team
• 2 to 3 HFM experts
• 1 to 2 FDM/Batch Automations
• 1 F/R Report Writer
• 1 Training Manual Writer
2 full time dedicated STJ
employees
2 part time STJ employee
2 full time STJ PM’s
Magic of the Project Room
•
Externals
•
•
•
•
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Project Team sat together from
Day one.
Knowledge Transfer between
externals & employees
occurred on a daily basis
Impromptu Design / White
board discussions early on and
throughout project
No surprises
Team camaraderie
STJ
FDM Batch Automation
FDM is centrally maintained by EFS
Batch Automation occurs every 4 hours during close week
FDM feeds both Essbase & HFM. All database are updated at the top of the hour within minutes of each other
Co Code owners are still responsible for tying out their P&L and B/S from HFM to source systems
EFS Team is responsible for tying data out between HFM and Essbase on a legal entity basis
Huge Success
• Initially thought users
would dislike loosing
control of their own
maps
• Batch is controlled by
CPS.
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Suspense
Members/Error
Handling
Shortened the Close
Process
• Within FDM, we have
suspense members for
any mapping kickouts.
• EFS team receives emails if any errors occur
during batch automation
• Even though taking a
day out of the process
was not a goal of this
requirements, we were
able to shorten our cycle
to a 4 day close largely
due to Batch Automation
HFM Successes
Measure of Success
Project was on time, under budget with no defects heading
into Go-live
We actually closed January quicker than
we had in Enterprise for the first month
under HFM
Data reconciliation was led by SME’s
We had 2 years of historical data in HFM
within 2 months of having our dimensions
built. By July of 2013 we were pretty
much a week behind the official Hyperion
Enterprise Close
Requirement Sign-off were held in person with all divisions
meeting to walk through requirements
We had very little change requests or
scope creep
Training was delivered by EFS Team
User acceptance of HFM was very high
and they picked up the new tool very
quickly.
Unit Testing, UAT and Parallel Closes were very successful
We completed 3 rounds of parallel testing
and were able to close out all defects prior
to Go-live
Knowledge Transfer occurred during project
We were able to roll off the external
consultants within 1 week of closing the
books for January. EFS team was ready
to support the application
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HFM Successes (cont’d)
Measure of Success
Out of box I/C Matching
Reduced many manual hours spent on
reconciling I/C matching reports
HFM Supplemental Web Forms
Huge gain in efficiencies by our SEC and
Tax Department by leveraging HFM web
forms. They now spend time analyzing
the data instead of ticking & tying the
data.
Duplicate Data
No longer spend time reconciling detailed
data between all the systems.
Accuracy of data mappings
The reconciliation between source G/L
(primary SAP) and HFM is almost
automatic
Financial Reporting
We only created minimum amount of F/R
reports in HFM. Users still tend to like
Excel based reports.
Cash Flow by Legal Entity
Utilize the HFM supplemental web forms
to roll forward assets, Liab and equity and
cash flow has been 85% automated
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HFM – BIG WIN
All projects
should be
modeled
after this
one
10 Months
after HFM
Go-live
We wouldn’t
change one
design decision
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EFS Support Model
Global
Support
Finance Org
• The EFS team is located around the world to ensure we can support a global
application. We rely heavily on 2 OUS EFS team members to support Europe,
AsiaPac and Japan
• The EFS team rolls up to the Vice President of Corporate FP&A Finance Org. Most
of the EFS team has an accounting/finance background and tended to gravitate to
the financial system side
• We primarily have one person in charge of all the infrastructure/environments
Infrastructure
BA’s
Time
• The team is comprised of very senior level Business Analysts with lots of STJ
knowledge and strong financial system skills
• EFS spends about 50% time on production support type issues and about 40% on
enhancements and 10% on misc. tasks
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Project ReOrg
HFM was NOT
Impacted!!!
Multiple
WebForm
Changes
Announced in
January 2014
Standardized
Workforce
Calculations
Major Changes to all
Objects in
Planning/Essbase
Cubes.
Brand New
Security
Groups
EFS Team was able to
handle all changes
while maintaining
production support
In Production
By July 2014
Change FDM
Maps
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3 years of
Data
Restatements
Cutover was
Smooth &
System was stable
User Counts
Hyperion
Planning
~800 users
HFM
~200 users
DRM
~75 users
Enterprise
Financial
Systems
Team
SmartView
Essbase
Add-in
~500 users
EPMA
~2 users
FDM
~10 users
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Our Journey over the past 4 years
Challenging
Exciting
Exhausting
Rewarding
Frustrating
EverChanging
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STABLE