Oracle CPM Overview

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  • Give an example to make it concrete
  • Regain control of the business Meet legal and statutory requirements Improve understanding of the business Link strategy, planning, and reporting systems across the enterprise Exploit business opportunities Increase organizational credibility Ensure that strategy, planning, and reporting systems are consistent, repeatable and auditable Establish clear lines of accountability for all aspects of the business Manage by fact instead of by soft information Remove barriers throughout the enterprise Enable cross-functional sharing of information Enhance communication among strategy formulation, planning and monitoring systems Work as one team
  • Regain control of the business Meet legal and statutory requirements Improve understanding of the business Link strategy, planning, and reporting systems across the enterprise Exploit business opportunities Increase organizational credibility Ensure that strategy, planning, and reporting systems are consistent, repeatable and auditable Establish clear lines of accountability for all aspects of the business Manage by fact instead of by soft information Remove barriers throughout the enterprise Enable cross-functional sharing of information Enhance communication among strategy formulation, planning and monitoring systems Work as one team
  • Regain control of the business Meet legal and statutory requirements Improve understanding of the business Link strategy, planning, and reporting systems across the enterprise Exploit business opportunities Increase organizational credibility Ensure that strategy, planning, and reporting systems are consistent, repeatable and auditable Establish clear lines of accountability for all aspects of the business Manage by fact instead of by soft information Remove barriers throughout the enterprise Enable cross-functional sharing of information Enhance communication among strategy formulation, planning and monitoring systems Work as one team
  • 38 2 1
  • Oracle is offering Daily Business Intelligence because we see business intelligence as a major source of complexity and cost in IT departments. Furthermore, end-users are seeking access to more real-time information and need to drill to the transaction details. DBI can add significant value by delivering more complete information to end-users faster than current approaches and at dramatically lower costs.
  • Features Summary Static content caching (text, images, etc.) Dynamically created (on-the-fly) read-only content caching (e.g., JSP-driven product catalog) Consistency management with HTTP-based invalidation messages & declarative expiration Content-aware caching and routing based on HTTP header information, including cookies URL substitution feature enables tracking of anonymous visitors for sites that use session-encoded URLs Capacity heuristics protect Web servers during traffic spikes, and guarantee performance after broad and/or frequent invalidations Web server load balancing and failover Compresses large files for faster delivery Runs on the same or separate box from Web servers
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  • Kraft quote from Kraft France
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  • 6 DBI measures are pre-wired to Oracle apps tables. All BSC measures must be mapped to the source. (Pre-wired DBI measures are pre-mapped by default.)
  • Oracle Enterprise Planning and Budgeting (EPB) is designed to support the business processes around planning, budgeting, forecasting, monitoring, reporting, and analysis. The application is scalable for large data volumes and large numbers of users, as it leverages the Oracle9i Database. It is web-based, simplifying the deployment to hundreds or thousands of users. It leverages both the relational and multi-dimensional facets of the Oracle9 i Database and its OLAP Option. The customer configures business processes for planning, budgeting, forecasting, and monitoring, and then EPB takes its triggers from those business processes: this provides a completely tailored approach. It includes substantially the functionality of OFA and OSA, but extends it to include automation and integration of the business processes, exception alerts targeted to accountable individuals based on the data, significant reporting enhancements (annotations, more flexible formatting, more graph types), a new multi-dimensional allocation engine, and calculation templates couched in business terms. Enterprise Planning and Budgeting is part of the Oracle's Corporate Performance Management initiative.
  • EPB is integrated into Oracle Applications, so metadata and data is shared through the CPM schema tables. However, for data that does not reside in Oracle Applications, that metadata and data can be brought into EPB using the interface tables into the CPM schema. We will talk about the other pieces within this slide later on.
  • OFA and OSA will be supported until the end of 2006 with error correction support, and then from 2007 to mid 2008 with extended assistance support. Oracle will provide a migration path for existing customers of OFA and OSA to migrate their implementations to EPB. However, these are migration TOOLS, not a one-click upgrade. The goal is to move the dimensions, hierarchies, levels, attributes, the data, the users, the user scoping, the saved selections, reports, and folders to EPB, together with simple model equations. OFA solves are defined in a much simpler manner in EPB than in OFA, so they will need to be recreated within EPB by the customer or consultant. Some customers will choose to use the migration tools, but some may choose to re-implement to take advantage of the new features in EPB or to redefine their business processes. Any customers using RAA/RAM should stay on OSA for now unless they can migrate to a MOLAP solution; we will publish details later of their migration path. We expect most OSA customers to migrate to EPB because of the support and tools to assist that, but some OSA customers with simple requirements may choose to re-implement using Discoverer. There is a white paper on www.oracle.com that discusses the migration process from OFA/OSA to EPB.
  • What about customers with an existing OFA or OSA implementation? EPB will provide migration tools to move existing objects in the OFA/OSA implementation to EPB, such as dimensions, hierarchies, attributes, data, reports, users, etc. This diagram shows an overview of what the migration tools will achieve. Looking at the diagram, and going 1, 2, 3: The migration tools prompt the user for which dimensions they want to migrate, and how their FDIs or measures map to EPB business processes. Then the Express dimensions and variables are mapped automatically through to the standard CPM schema. This information is then pulled into the Analytic Workspace for EPB. The folders, reports, and saved selections are mapped automatically to the metadata that describes these structures in EPB: these are XML definitions in the BI Beans catalog. The users and their data scoping are mapped automatically to Apps users and the security metadata that describes them for EPB.
  • Understand the business better with these capabilities: Share common definition of the business drivers and models Integrate operational and financial data from any source to increase visibility into the organization Analyze history, probe cause and effect, and spot trends. Control the planning process with these capabilities: Manage the planning, budgeting, forecasting, and monitoring processes Define the rules, tasks, and schedules Achieve consensus when looking forward. Tune plans to improve results with these capabilities: Monitor the consolidated impact on results on an ongoing basis Use responsibility hierarchies and data security to hold people accountable Update forecasts as results come in to improve agility.
  • Oracle CPM Overview

    1. 2. Oracle Corporate Performance Management Steve Miranda Oracle Development
    2. 3. What Is Corporate Performance Management? <ul><li>CPM is &quot;an umbrella term to describe the methodologies, metrics, processes and systems used to monitor and manage the business performance of an enterprise.&quot; </li></ul><ul><li>– L. Geishecker and F. Buytendijk – Gartner, &quot;Introducing the CPM Suites Magic Quadrant&quot; Oct 2002 </li></ul><ul><li>CPM is &quot;where strategy and planning meet execution and measurement&quot; </li></ul><ul><li>– J. Hagerty – AMR, Oracle AppsWorld Jan 2003 </li></ul>
    3. 4. What is Corporate Performance Management? <ul><li>CPM encompasses three types of activities: </li></ul><ul><li>Strategic Goal Setting and Alignment </li></ul><ul><li>Planning, Budgeting, Forecasting and Modeling </li></ul><ul><li>Operational Analytics, Reporting and Consolidation </li></ul>
    4. 5. “BI is not CPM!” - L. Geishecker, Gartner Forward-looking Focused on history Reporting and analysis integrated with planning, budgeting, forecasting, and consolidation Reporting and analysis Enterprise-wide Departmental Suite of applications with business processes embedded Tool Proactive Reactive CPM BI
    5. 6. CPM: Feedback Loop Strategy Formulation: Enterprise Goals and Strategies Strategic Operational Execution: Operation Targets and Budgets Transactional Transaction Systems: Process Transactions Source: Gartner “ CPM Vision” March, 2003 User Type Performance Metrics Correction Improvement Communication Feedback
    6. 7. Oracle CPM Positioning Meet legal and regulatory requirements Improve understanding of the business Link strategy, planning, and reporting across the enterprise Exploit business opportunities Regain control of the business
    7. 8. Oracle CPM Positioning <ul><li>Regain control of the business </li></ul><ul><li>Increase organizational credibility </li></ul>Ensure that strategy, planning and reporting systems are consistent, repeatable and auditable Establish clear lines of accountability Manage by fact
    8. 9. Oracle CPM Positioning <ul><li>Regain control of the business </li></ul><ul><li>Increase organizational credibility </li></ul><ul><li>Remove barriers throughout the enterprise </li></ul>Enable cross-functional sharing of information Enhance communication among strategy formulation, planning and monitoring systems Work as one team
    9. 10. Oracle’s CPM Footprint <ul><li>Oracle Financial Analyzer (OFA) </li></ul><ul><li>Oracle Sales Analyzer (OSA) </li></ul><ul><li>Oracle Performance Analyzer (PA) </li></ul><ul><li>Oracle Activity Based Management (ABM) </li></ul><ul><li>Oracle Balanced Scorecard (BSC) </li></ul><ul><li>Oracle Daily Business Intelligence (DBI) </li></ul><ul><li>Oracle Demand Planner (ODP) </li></ul><ul><li>Oracle Sales (OS) </li></ul><ul><li>Oracle Marketing (OM) </li></ul><ul><li>Oracle Global Consolidation System (GCS) </li></ul><ul><li>Oracle Public Sector Budgeting (PSB) </li></ul>
    10. 11. A Q & Q U E S T I O N S A N S W E R S
    11. 12. Joe Thomas Product Director BI Applications Oracle Corporation
    12. 13. Suite Results: <ul><li>1999: Implemented AP, GL, & Purchasing </li></ul><ul><li>2002: Added HR, Payroll, & Advanced Benefits </li></ul><ul><li>2003: Rolled out Discrete Mfg, Inventory, BOM, & MRP </li></ul><ul><li>Dec 2003: Live with DBI for HR </li></ul><ul><li>Q1 2004: Adding DBI for Purchasing & </li></ul><ul><li>Financials </li></ul><ul><li>Q2 2004: Adding Supply Chain </li></ul><ul><li>Run Oracle Apps using RAC, on Linux </li></ul><ul><li>Oracle Apps represent “The Truth” about Acuity Lighting </li></ul><ul><li>Can now deliver HR data in a secure fashion throughout the enterprise </li></ul><ul><li>Initial Summarizations (HR 10 minutes, Purchasing 3 hours) </li></ul>Oracle Products Daily Business Intelligence Advanced Benefits Financials Human Resources Incentive Compensation Inventory Manufacturing Payroll Purchasing Sales Analyzer
    13. 14. “ Acuity is committed to implementing a global single instance of Oracle to support our transaction base, and one of the key benefits of that is better operational reporting.”
    14. 15. Why Is Oracle Offering Daily Business Intelligence? <ul><ul><li>Oracle is offering Daily Business Intelligence because we see business intelligence as a major source of complexity and cost in IT departments. </li></ul></ul><ul><ul><li>Furthermore, end-users are seeking access to more timely information and need to drill to the transaction details. </li></ul></ul><ul><ul><li>DBI can add significant value by delivering more complete information to end-users faster than current approaches and at dramatically lower costs . </li></ul></ul>
    15. 16. Oracle Internal-GSIAP <ul><li>4 T DB (3 Node RAC—Sun 12K) </li></ul><ul><li>Middle Tier </li></ul><ul><ul><li>Server Farm with 25 Dell 2650 machines </li></ul></ul><ul><ul><li>Each machine has 2 CPUs, 2.8 GHz , 6 GB Ram </li></ul></ul><ul><li>DBI Implementation </li></ul><ul><ul><li>HR Management </li></ul></ul><ul><ul><li>Deployed to 6600 Managers worldwide </li></ul></ul><ul><ul><li>Initial Load Time 6 Hours (30 months HR data) </li></ul></ul><ul><ul><li>Number of employees is ~ 40 K </li></ul></ul>
    16. 17. Oracle Internal – GSIAP cont. <ul><li>Payables Management and Payables Status Pages </li></ul><ul><ul><li>Number of MVs loaded: 18 </li></ul></ul><ul><ul><li>Number of records loaded into Base Summary: 46.9 Million </li></ul></ul><ul><ul><li>Initial Load Time 5 Hours, 18 Minutes </li></ul></ul><ul><li>Expense Mgmt next (P/L pages, 6600 mgrs) </li></ul><ul><li>CRM to follow </li></ul>
    17. 18. Materialized Views Performance Enable High Performance Summarization Hardware Configuration: SUN Sunfire 12K Number of Processors: 10 Processor Speed : 900 MHz / CPU 40K records in 5 minutes 15M records in 78 minutes AP Invoice Lines 770K records in 18 minutes 50M records in 55 minutes GL Journal Lines 650K records in 30 minutes 70M records in 100 minutes AR Invoice Lines Incremental Load Initial Load
    18. 19. Number of Users Running on HP Computers 89% Scalability 9 i Real Application Clusters Support Near-Linear Scalability 0 500 1000 1500 2000 2500 3000 3500 4000 Single Node 2 Nodes 4 Nodes 1026 1900 3648
    19. 20. Dramatic Disk Space Reduction Summarize-in-Place or Replicate Transactions? <ul><li>Conventional Wisdom </li></ul><ul><li>Data warehouse several times larger than OLTP database </li></ul>Oracle Global Single Instance (GSI) with DBI <ul><li>Before DBI Summaries Added 3,300 Gigabytes </li></ul><ul><li>Size of DBI Summaries 165 Gigabytes </li></ul><ul><li>Percent Increase 5 % </li></ul><ul><li>Transactions Available for Drilldown 100 % </li></ul>vs.
    20. 21. Evolution of Daily Business Intelligence (DBI) &quot;The following is intended to outline our general product direction and is intended for information purposes only. The development, release and timing of any features or functionality remains at the sole discretion of Oracle. This presentation is not a commitment to deliver any material, code or functionality.&quot; <ul><li>Service Contracts Mgmt </li></ul><ul><li>Profit and Loss </li></ul><ul><li>Expense Mgmt </li></ul><ul><li>Human Resources Mgmt </li></ul><ul><li>Email Center Mgmt </li></ul><ul><li>Marketing Mgmt </li></ul><ul><li>Project Profitability Mgmt </li></ul><ul><li>Procurement Mgmt </li></ul><ul><li>Procure-to-Pay Mgmt </li></ul><ul><li>Quote Mgmt </li></ul><ul><li>Sales Mgmt </li></ul><ul><li>Opportunity Mgmt </li></ul><ul><li>Operations Mgmt </li></ul><ul><li>Order Mgmt </li></ul><ul><li>Fulfillment Mgmt </li></ul><ul><li>Shipping Mgmt </li></ul><ul><li>Manufacturing Mgmt </li></ul><ul><li>Plan Mgmt </li></ul><ul><li>Commodity Spend / Supplier Mgmt </li></ul><ul><li>Service Renewals Mgmt </li></ul><ul><li>Payables Mgmt </li></ul><ul><li>Product Mgmt </li></ul><ul><li>Customer Fulfillment </li></ul><ul><li>Capital Projects </li></ul><ul><li>Contract Projects </li></ul><ul><li>Funds Mgmt </li></ul><ul><li>Inbound Telephony Mgmt </li></ul><ul><li>Customer Support </li></ul><ul><li>Purchasing Performance Mgmt </li></ul><ul><li>Supplier Scorecard </li></ul><ul><li>Maintenance Mgmt </li></ul><ul><li>Warehouse Mgmt </li></ul><ul><li>Supported Install Base </li></ul><ul><li>Transportation Mgmt </li></ul>Thru v5.x (11i.8) New with v6.x (11i.9) Coming in v7.x (11i.10) Overview Pages KPIs Intelligence Reports 19 104 153 31 166 319 39 238 395 Capabilities
    21. 23. German Arciniegas Principal Product Manager E Business Intelligence Business Intelligence Oracle Balanced Scorecard
    22. 24. The Balanced Scorecard extends Daily Business Intelligence with custom scorecards and performance indicators. The Balanced Scorecard application enables organizations to design, configure, manage and deploy customized performance management systems and helps them in the successful implementation of their business strategy.
    23. 25. What Oracle Customers are Saying… “ By gathering all the employees around BSC, we were able to concentrate our foundation for the performance-oriented organization culture. It has not been merely a performance management tool but has become KT’s core philosophy and a key driver for organizational change.” – Young-Han Song Executive Senior Vice President & Chief, Office of Planning and Coordination “ We are using Oracle Balanced Scorecard to be sure the whole organization acts in a coordinated way. It helps us push our business objectives and make sure they are realized on schedule.” – David Dalton, Global Head of Business Analysis “ With the implementation of Oracle Balanced Scorecard, we have defined and formalized key strategic objectives to run our company, to make the best decisions and become more proactive.” – Laurent Singer, IT Director
    24. 26. Sales Executives Finance Finance Sales IT Web-Enabled Design and Reporting Simplify Design, Loading, and Accessibility Web Web <ul><li>Design </li></ul><ul><li>Scorecards </li></ul><ul><li>Reports </li></ul><ul><li>KPIs </li></ul><ul><li>Access </li></ul><ul><li>Scorecards </li></ul><ul><li>Reports </li></ul><ul><li>KPIs </li></ul><ul><li>Design and access BSC system through web browser </li></ul>9i / 9iAS BSC Legacy Systems, 3 rd Party Apps Spreadsheets <ul><li>Feed BSC system with Oracle or non-Oracle data </li></ul>
    25. 27. Flexible Performance Mgmt Systems Design Dashboards to Meet Your Needs <ul><li>Present information in more strategic ways (e.g. cause and effect relationships) </li></ul>Create performance management dashboards
    26. 28. Sample of OBSC Views and reports
    27. 29. Management by Exception Accelerate Problem Analysis <ul><li>Provide performance color alarms for exception alerting </li></ul><ul><li>Identify out-of-target performance with color-coded graphs </li></ul><ul><li>Scope reasons for exception through cause and effect analysis </li></ul>
    28. 30. Assessment and Collaboration Compliment Data with Personal Insights <ul><li>Enable owner of strategic objective to share personal assessment about performance, such as availability of new data not incorporated in graph </li></ul>From the latest numbers received from the regions we should be improving our revenue figures rapidly. I have some ideas that I would like to share with you in our next monthly meeting.
    29. 31. Consolidated Notes & Document Links Communicate and Support Strategic Intent Annotations describe the intent of a strategic objective Links direct attention to related documents, including DBI reports
    30. 32. BSC-DBI Integration Speed BSC System Design & Simplify Management <ul><li>Easily display out-of-the-box DBI measures in BSC views with point and click process </li></ul><ul><li>Eliminate need to map or load data into BSC for DBI measures </li></ul>BSC Customized View DBI Measure BSC Report Showing DBI Measure Repository of Available DBI Measures
    31. 35. Data Transformation: Optimizer Input Table Base Table Materialized Views Metadata OBSC Loader Concurrent Manager ETL or PL/SQL Procedures
    32. 36. <ul><li>Denmark Police Department </li></ul><ul><li>Royal Air Force – Innsworth, UK </li></ul><ul><li>Police, Immigration and National Defense Ministries, Singapore. </li></ul><ul><li>Korea Ministry of Information and Communication </li></ul><ul><li>US Army </li></ul><ul><li>Cambridgeshire County </li></ul><ul><li>City of Reijkiavik – Iceland </li></ul><ul><li>Singapore Sports Council </li></ul><ul><li>LA Transit Authority </li></ul><ul><li>Central Missouri State University </li></ul><ul><li>Stakes - Centre for Welfare and Health - Finland </li></ul>Active Government organizations : Oracle Confidential
    33. 37. Oracle Confidential
    34. 38. Screen Shots OBSC Oracle Confidential
    35. 46. Oracle Enterprise Planning and Budgeting February 24, 2004 CPM Roundtable © 2003, 2004 Oracle Corporation. All rights reserved. Oracle is a registered trademark of Oracle Corporation. The following is intended to outline our general product direction and is intended for information purposes only. The development, release and timing of any features or functionality remains at the sole discretion of Oracle. This presentation is not a commitment to deliver any material, code or functionality.
    36. 47. Agenda <ul><li>Enterprise Planning and Budgeting – Overview </li></ul><ul><li>Technical </li></ul><ul><ul><li>Architecture </li></ul></ul><ul><ul><li>Integration </li></ul></ul><ul><ul><li>Migration </li></ul></ul><ul><li>Functional </li></ul><ul><ul><li>Understanding the Business – Reporting </li></ul></ul><ul><ul><li>Control the Planning Process – Business Process Modeling </li></ul></ul><ul><ul><li>Tune Plans to Improve Results – Data Collection </li></ul></ul><ul><li>Questions and Answers </li></ul>
    37. 48. Oracle Enterprise Planning and Budgeting An application for planning, budgeting, reporting, and analysis <ul><li>Scalable and web-based </li></ul><ul><li>Sophisticated data modeling and multi-dimensional analysis </li></ul><ul><li>Tailored for customer’s own business processes </li></ul><ul><li>Builds on Oracle Financial Analyzer (OFA) and Oracle Sales Analyzer (OSA) </li></ul><ul><li>Extends OFA and OSA functionality to include business process flows, exception alerts, enhanced reporting, allocations rules, and many out of the box calculations </li></ul><ul><li>Part of Oracle’s Corporate Performance Management solution </li></ul>Financial Operational External Statistical Tune Plans Stay Informed Develop Plans
    38. 49. Data Integration CPM Schema Tables x CwM Metadata Oracle 9 i .2 database Enterprise Planning & Budgeting EPB Metadata AW Tables Plan Data Actual Data Pricing & Cost Rates Exchange & Inflation Rates General Ledger Human Resources Projects Fixed Assets Sales On Line Perf Analyzer Oracle Applications Non Oracle Applications SAP PeopleSoft Data warehouse Legacy systems
    39. 50. Which version of Oracle Applications does EPB require? <ul><li>Delivered as part of Oracle Applications, but can be run standalone </li></ul><ul><li>Delivered as a patch to Oracle Applications 11.5.9 Included as part of the rapid install for 11.5.10 </li></ul><ul><li>Backports of EPB to 11.5.8 or earlier are not technically feasible </li></ul><ul><li>Requires Oracle9 i Database 9.2.0.5 plus OLAP Option </li></ul><ul><li>If a customer has 10.7 or 11.0.x or no Oracle Applications, then the product can be a standalone solution </li></ul>
    40. 51. Migration <ul><li>OFA and OSA 6.4 will be supported until mid 2008 with error correction support until end of 2006 </li></ul><ul><li>Oracle will provide a migration path for existing customers of OFA and OSA to migrate their implementations to EPB </li></ul><ul><li>These are migration tools, not a one-click upgrade </li></ul><ul><ul><li>Should I migrate or re-implement? </li></ul></ul><ul><li>OSA RAA/RAM customers should stay where they are for now unless they can migrate to MOLAP </li></ul><ul><li>Most OSA customers will choose to migrate to EPB, but some may choose to convert to Discoverer based on their business needs </li></ul><ul><li>Migration paper on http://www.oracle.com/applications/cpm </li></ul>
    41. 52. Migration Data Flow OFA/OSA Express Databases 1. Map Dimensions and Variables to Standard Schema for EPB Interface Tables Oracle9 i CPM Schema Single Database CPM Tables OLAP 2. Map Documents, Folders, Saved Selections to BI Beans APPS Security Tables 3. Map User to Apps Security Analytic Workspace BI Beans Repository Tables
    42. 53. Enterprise Planning and Budgeting Understand the business better Control the planning process Tune plans to improve results
    43. 54. A Q & Q U E S T I O N S A N S W E R S

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