How many EPM experts does it take…?

OneStream saves money and time in the implementation by having just one product expert.

I have been working with Enterprise Performance Management software for almost fifteen years, and during the last ten years managing teams of consultants for these projects. A lot of thought goes into putting these teams together. A good team compliments each other. If one person on the team is a strong project manager and weak with rules, you might pair them up with a person who is strong technically. I consider many things like; accounting skills, report writing, geographic location and even personality. The most important to consider are the big three. They are client management, product expertise and domain knowledge.

Since these are the most important, the team of consultants needs to have these big three skills at a minimum. Most consultants with four or more years’ experience have developed good client management skills. They know how to identify risks and communicate them. After three or more projects in consolidation or budget projects you have enough domain knowledge to not only clearly understand the goals, but also bring that experience to the project. It is helpful when someone on the team can share what worked and what didn’t. The third, product knowledge, can be difficult to measure, mostly because the nature of software products is that they change so much. Each release offers new functionality and features. Each product often needs their own expert, so bundles of products come with bundles of consultants.

Before joining the team here, I worked on a project with an expert for consolidation, data integration, planning, metadata manager, infrastructure and someone to manage them as a team. They each billed two hundred an hour, and over five weeks they billed the client over $100,000.

During the build of the project each product expert needs to understand what the other people are doing so they can make sure they aren’t creating overlapping processes and double maintenance. For example, I would have discussions just about naming conventions with my team. We’d discuss issues like one product needs unique labels, the other can’t use the ‘&’ symbol and how do we make the reports consistent. All issues of having many products trying to work together. This overhead adds cost and risk to the project.

OneStream teams consist of noticeably fewer experts. Because you don’t have four or five product experts sitting in the design meetings, you save time and money while eliminating discussions on naming conventions, functionality overlap and validation points. During the build, there is no need to spend time on reporting consistencies, data movement issues and integrating the products differing functionalities. For consultants and administrators, there is no getting up to speed or learning curve for each product because if you know OneStream, you know it for data quality, budgeting, consolidation and reporting or any other solution you chose to deliver. For me and our clients, OneStream’s unified platform is not just about saving money, OneStream lowers project risk and is easier to deliver and manage.

Peter Fugere

Peter Fugere is the Chief Solutions Architect Officer at OneStream Software where he develops and leads programs to help the team achieve highest possible customer satisfaction including; application design reviews, growing the services group, quality assurance check points, supporting partners and documenting best practices. He spends a majority of time working on strategic clients and developing solutions maximizing the value of our largest client’s investments in OneStream. He holds a Bachelor of Arts in Economics from the University of Massachusetts, Amherst and a Master in Business Administration from Northeastern University, Boston Massachusetts.