Interview Flashcards
Why Deloitte?
I believe in tag line in the core business operations section:
Technology does not stand still. It takes innovative approaches to transform, modernize, and run existing technology platforms. The key is knowing when to take advantage of the new technologies to drive product and service enhancements, improve financial performance, and accelerate speed to market.
Deloitte can show you what it takes to explore an entire universe of ideas, possibilities, and opportunities—and help make an impact that matters with SAP solutions.
To me this a pool I want to dive into… wealth of knowledge that I can dig in, would be a great opportunity for myself to learn a vast variety of processes and cultures.
I think One thing about working for Deloitte consulting firm vs being in the industry is that projects will come & go & comes in all sorts of sizes but working for Deloitte / consulting firms would expose me dealing with different people / clients; their processes; their train of thoughts; tap into their different ideas on how to improve their current procedures are the motivation that I”m excited for
Why this role?
This role fits in with my experiences and skill:
From being the 1st in line for Production support, adding new processes and functionalities..
And supporting Shared Services for both NA and EMEA, the public sector implementing new technologies (SAP & PeopleSoft Financials), improving business processes, mitigating internal
controls, I know this position would be a great match. As I had a lot dealing with different business processes with different companies, I’ve provided much support.
To
Being knowledgeable in the SDLC methodologies - Software Development Lifecycle process with implementing legacy systems to SAP in a global scale. With my projects with American Honda & Bio-Rad, I have the multiple experiences in successfully helping companies and stakeholders in implementing new ERP systems. I love the whole process of SDLC Kick-off Documenting current processes Going to the source Conducting Fit Gap analysis Provide stand processes with the new system Documenting requirements Functional designs Configuration / Development Data conversion Successfully Testing (Functional, Integration, UAT, Regression) Training Participate in the Go/No Go
Having the experience both as a functional user and Being the liaison between IT and stakeholders / users, I have build great trust and rapport with them. Stakeholders can rely on my to document the requirements in a way they understand but also technical enough for developers to fully implement the functionalities.
What is your biggest accomplishment?
Being a trusted partner between users and developers.
Implementing 3 SAP ERP applications from legacy systems for NA & Global customers. Being the trusted partner between users and developers in PSFS within just 2 years. Able to lead the UAT and training sessions in 6 months of my employment at PoS…. with very little knowledge of the configuration / set up in PSFS
What do you consider to be your ideal role? What are you seeking in your next role?
Being a vital team player and the liaison between business stakeholders and IT for support and to translate business requirements in order deliver better processes / systems.
A role that is constantly challenged as business processes changes
Where do you see yourself in 5 years?
I will be in a respected position where I deal with many responsibilities, challenges which are responsible for growth of organization.
In a position with a track record of multiple successful SAP application implementations. And be able to jump on a new SAP project with confidence that I can delivery quality work to every client. With much professional growth within the company.
What do you like and dislike about your previous job?
Not a dislike per se, but the disadvantage of working here is that I miss out on implementing new and greatest technology and functionality for companies. Here at _____ there are a lot of road blocks or resistance to changing. Always get feedback this company is too small for that technology
What are some obstacles / conflicts that you’ve encountered? Workflow for DR / CR memos in SD
Workflow for DR / CR memos in SD
Situation: Creating DR / CR memos for intercompany transactions. Currently if a CR / DR memo is created via SD with referencing the exciting invoice number. The creation of the CR / DR memo will create a workflow for approval (approvers are in the Sales operations). This causes a bit of a conflict due to Sales operations are not really involved in intercompany transactions (just sales to customers). The workflow approval process for intercompany takes time from their regular responsibilities.
Task: review the current workflow and the approvers and find solutions / alternative for approvals.
Action: Analyzed if creating CR / DR memo with the Finance team is a alternative but this will be done purely manual. If there are multiple times in the existing invoices, the individual would have to manually create those items in both the CR / DR memos. Analyzed / Discuss if finance individuals will be willing to be approvers when creating CR / DR memos via SD. Also analyze the configuration on having Finance individuals as approvers for intercompany transactions.
Results: Presenting the options: 1) creating CR / DR memos via finance team. 2) configuring SD workflow to have Finance individuals for approvals. Present the process flows and Pros / Cons for both options. Strongly recommend the configuration because it promotes best practices by eliminating manual errors.
What are some obstacles / conflicts that you’ve encountered? Interest charge with Spain
Interest charge with Spain
During the business requirements gathering, Accounting team encountered a gap: Interest charge with Spain customers
Situation: Accounting decided to process interest charge with Spain via a manual DR memo. This was proposed to mgmt. During the OTC business requirement gathering (day after Accounting), it was reconfirmed regarding interest charge
Task: Analyze the gap and proposed other solutions
Action: Tested another solution to create an invoice for interest charge via FINT and review the results
Results: presented two options: 1) the manual DR memo which Accounting proposed 2) presented the process flows for FINT and the hours for configurations. Also presented Pros and Cons for each option. Then strongly recommended option 2 because the configuration wouldn’t take much time and it would be the best practice for this process because it would lessen the exposure for manual errors. Option 2 was approved
What are some obstacles / conflicts that you’ve encountered? Control Line Errors
Standing orders for future deliveries in the Sales Order. Revenue line = Price, Discounts, Freight / handling. Standing orders need to be invoiced with current price and an enhancement was created to re-price invoices based on the delivery date. But this causes an error because the Prices in the sales order are based on when the Sales Order was created the future invoices have different pricing. Instead of re-pricing during billing creating, the pricing date will be updated in the sales order line with the delivery date using a batch job. This batch job will be pick all the lines items that are to be delivered in next 10 days (controlled by EMI) and will update the price date with delivery date so that the repricing is carried out in the sales order instead
Examples of best practices? Clearing pmts
I proposed using another tcode (FEB1) to copy and pay the all the document numbers and retrieve a payment advice number so users can just input the payment advice number in the first tcode. This will eliminate some manually transactions and it’s more streamlined. But there is limitation in the open fields for FBE1 (only able to add 10 document numbers?) so very limited but still a better process. I proposed an additional solution of using WinShuttle (ad-on tool in Excel that integrates with SAP) template for transaction code (FE1N) for a payment advice number. With the solution, Account Receivable Associates just need to input the payment document numbers and the open invoices numbers in a WinShuttle Excel template and execute. WinShuttle will log in SAP and perform the transaction in the background and will provide the payment advice number. Account Receivable Associates will then input the payment advice number in transaction code F-28 so that SAP can clear the payments against open invoices automatically. This new process was highly embraced by the team because now Account Receivable Associates can focus on other tasks.
What are some obstacles / conflicts that you’ve encountered? MMS / PSFS payment deposit
Situation: PoS replacing an existing home-grown billing system (interfacing to PSFS) for our Marina division with and home-grown billing system (MVMS) that is PCI (payment card Industry) compliant. During the user story session, one of the PSFS user’s ask if MVMS can provide 3 files (cash / checks / CC) vs the current process with 2 files (cash & check, CC) that interfaces to PSFS. Everyone thought they understood the requirement. Even both the Developers thought to change from 2 files to 3 files from the new system to PSFS.
Task: Fully understand the process (honestly I thought the ask was changing the files within PSFS and not from MVMS. I wanted to get a full understanding
Action: to sit in with the PSFS user and go step by step in her process. I created a process workflow with all the steps from each systems and go over with the user and ask which files and also ask any pain point with the process
Result: it turned out that she had the pain points from PSFS and not from the current billing file. (the process that I understood). The work interface / files were misunderstood. So I’m documenting the request with the actual ask and the PSFS user was so happy that I was able to fully understand. Also during the process flows, I was able to get more insights on some of her other pain points that need to be addressed during the user story sessions.
Why do companies need consultants?
Any company can benefit from working with an experienced consultant, not just because it can be cost-effective but also because they can help organizations spot issues and pinpoint inefficiencies they were perhaps missing. A talented outside perspective can offer solutions that improve overall performance and drive growth
How would you make our company more profitable?
I think the company has been incredibly successful within a highly competitive space. The future looks bright, but I think it can be even brighter if the business focuses entirely on the products and services that are delivering the most revenue and highest margins. By shedding products and services with low margins and revenues, you can become a more agile company and achieve greater profits
How do you adapt to a company’s culture when working on a project?
Each company has its own unique culture and mission. Before I begin a project with a new company, I do as much research as possible to understand its culture. I think about what I can do to adapt my process, communication and behavior appropriately. I also talk with leaders and employees to gain a better understanding. In order to help the business move forward in a positive way, I work on establishing relationships built on transparency and honesty
How should consultants set prices for projects?
Like anything, the market sets the price in consultancy. I believe rates shouldn’t be calculated according to hours worked. Instead, consultants should sell value. For instance, a consultant could price a project based on how much-added revenue it will bring the company. Consultants also have a responsibility to clearly communicate their rates to the client, being sure to take into account the client’s budget. Negotiation should be carried out openly and honestly. There is some room for compromise on rates, but consultants must be careful to not go too low just to get the job
