SAP® GRC For Dummies®

Chapter 15. Turning On the Lights with GRC and CPM

In this chapter, we look at the relationship between corporate performance management (CPM) and GRC. The goal of our analysis is to show how creating processes for collecting and analyzing the data that is used for GRC overlaps to a significant extent with CPM. If you think about both GRC and CPM at the same time when you are designing ways to gather and make sense of information, you can cut costs and create a flow of high-quality data that helps run the business better (which is the goal of CPM), while at the same time achieving the goals of GRC.

If you've slogged through this book's coverage about the many different ways of complying, managing risk, and governing your company, it should be clear that making GRC processes work effectively is quite a bit of work. The same thing is true of improving CPM processes to get better information. Although some of this work is mandatory and other tasks just make good sense, one thing is clear — most companies' investment in GRC is a major one, so companies must maximize the benefit by making every step meet as many needs as possible.

The fundamental idea is that GRC or CPM shouldn't be addressed in a narrow way. When you approach either topic, you are looking at a business process and how it needs to be monitored and controlled. What kind of information must be provided to evaluate operation efficiency, levels of risk, and compliance with regulations? A full set of requirements involves tracking ...