Microsoft Office Performance Point
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Microsoft Office Performance Point

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Microsoft office Performance Point

Microsoft office Performance Point

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  • Plan is 92k – which is way to high! I’m ¾ into the third quarte and I know that my last quarter was 79k (already a big increase). Q3 should be more with Q2. Take a look at Road Bikes – they are 3 times what they were in Q2 and 4 times what they were in Q1. I could adjust the number to be 120 for instance.
  • Plan is 92k – which is way to high! I’m ¾ into the third quarte and I know that my last quarter was 79k (already a big increase). Q3 should be more with Q2. Take a look at Road Bikes – they are 3 times what they were in Q2 and 4 times what they were in Q1. I could adjust the number to be 120 for instance.
  • Gives me an objective of 470 quantities and 65k – much better.Now if I did that I just affect my road bikes. What happens if I want to run spreading – i.e I don’t know the details of quantities by bike type but I know that my target quantities should be no more than 210. I can use spreading.

Transcript

  • 1. Microsoft office Performance Point
  • 2.
  • 3. PerformancePoint
    PerformancePoint
    PerformancePoint
    Scorecarding
    Analytics
    Planning
    Performance Management
    Microsoft Office PerformancePoint Server 2007
    Monitor
    Analyze
    Plan
    • Enable metrics-based reporting across PowerPoint, Excel, SQL and SharePoint
    • 4. Integrates Business Scorecard Manager 2005 and Proclarity Dashboard Server
    • 5. Understand data through advanced analytic tools and visualizations
    • 6. Augments SQL and Excel with next generation Proclarity capabilities
    • 7. Empower knowledge workers to manage enterprise data and business rules
    • 8. Extends Excel modeling with the robustness and scalability of SQL
  • Features
    Report views
    Scorecards
    Dashboards
    KPIs
    Consolidation
    Filters and link formulas
    Data sources
    Security
    Collaboration
  • 9. End to End PPS
  • 10. Report Views
    Analytic Charts /Grids
    Strategy Maps
    Excel Services views
    Sqlserver reporting services
  • 11.
  • 12.
  • 13. Excel Services views
  • 14. PAS views
  • 15. Sqlserver reporting services views
  • 16. Demo
  • 17. KPIs
    Thresholds
    Scoring
    Weighting
    Properties
    Custom Indicators
  • 18. Scorecards
  • 19. Dashboards
    Consolidated Dashboards
    Rich UI components
    Business collaboration
    Diller down capabilities
    Filtering & manipulation capabilities
    Enterprise wide view & performance management
  • 20. Advantages
    A complete and integrated performance management solution
    Performance management for all business users
    Monitoring and analyzing across the entire organization
    Advanced analytic and visualization capabilities
    Accountability from the individual to the enterprise
    Cross-enterprise view
    Built on the Microsoft Business Intelligence platform
  • 21. Demo
  • 22. This CFO uses Microsoft® Office SharePoint™ Server as a thin and personalized interface to her corporate information
  • 23. One type of information that can be managed inside SharePoint is PerformancePoint scorecards.
  • 24. This CFO can now consume very rich analytics
    And benefit from a full fledge scorecard (built here following the balanced scorecard methodology)
  • 25. This CFO can now interact with very rich analytics
  • 26. And drill into the data
  • 27. As well as get quick information on KPIs by simply hovering over them.
  • 28. In order to make better informed decisions, she needs to review related but unstructured information.
  • 29. She opens the document library that is related to the scorecard in order to get a more complete view of her business.
  • 30. She opens the strategy map that is related to this scorecard in order to understand how KPIs relate to each other.
  • 31. Now, she wants to know if there is anything more she could review in order to complete her analysis.
  • 32. The application suggests to review the finance scorecard
  • 33. The finance scorecard focuses on finance metrics (revenue, cost, profit), across multiple quarters.
    The scorecard also display owners at the KPI level.
    She can now assign tasks to resolve issues based on the kpi ownership.
  • 34. If she needs to, she can filter the scorecard.
  • 35. When she does so, the scorecard and all related analysis views will be filtered accordingly, guaranteeing consistency of information.
  • 36. She can also look at the annotations associated to the KPIs.
    Annotations allow her to gain more context and understand more than ‘just the numbers’.
  • 37. She wants to drill thru the gross profit margin KPI because it currently shows some issues.
  • 38. The following analytical view opens, presenting her with multiple applications to analyze the data.
    These applications will help her understand complex data much faster.
  • 39. She first opens a ‘performance map’. This application provides a quick view of the data after 2 dimensions.
    Here the size of the box is determined by ‘sales amt’ and the color of the box represents ‘% Gross Margin’.
  • 40. She understands that North America is selling a lot [their boxes are bigger].
    NA doesn’t have margin issues compared to the other geographies [NA’s colors are green]
    This CFO drills under Europe
  • 41. She can see product categories split across geographies
  • 42. Or geographies spilt across product categories
  • 43. She can drill up and down
  • 44. And decompose the data further moving from the performance map to the decomposition tree.
  • 45. Decomposition tree is a great and flexible way to ask your data very intuitive questions
  • 46. As a first step, she goes down the product hierarchy
    But then switches to a geographical view to understand who sells the most road bikes, which is the bigger revenue category in bikes.
  • 47. She then drills across to time dimension to understand when certain geos sell road bikes
  • 48. The data can be analyzed across any geo
    At this point, we are using all available hierarchies in the data (product category, geography and time).
  • 49. We can of course go back to a much simpler view
  • 50. When users perform this type of analysis, they assume that they picked the right metrics to analyze the data by.
    Switching their analysis to a different metrics is often challenging.
  • 51. Switching their analysis to a different metrics is very easy using the decomposition tree
  • 52. The analysis is now ran the gross profit margin, but the CFO didn’t have to go through all the steps of the previous analytical path.
  • 53. The CFO has now being able to resolve the margin issue. Holland is the country creating the problem in Europe: it was a top 3 in revenue, but the last performance from a margin standpoint
    The CFO can save and share this view with the rest of the organization.
  • 54. The analysis can also be shared in PowerPoint in a static and dynamic mode.
  • 55. Going back to the analytical view, the CFO notices that the revenue forecast is wrong
  • 56. She collaborates with the owner of the forecast process in real time
  • 57. Who suggests that she checks her email for a sales forecast update notification
  • 58. The assignment opens in excel. Notice that the PerformancePoint™ functionality is available natively in excel.
    The user benefits from the flexible interface and the PerformancePoint functionality. Users get the right amount of information at the given point in time. Process and security transpire thru to the end-user experience.
  • 59. Notice that the forecast # is the same as the number in the scorecard. The scorecard and the planning experience are integrated.
  • 60. The yellow cells are the cells the user can contribute to. They represent the business drivers that determine the forecast numbers.
  • 61. The CFO decides that the company will only sell 120 road bikes instead of 300.
  • 62. The application then runs centrally stored calculation and logic.
    A new forecasting # appears.
  • 63. While this model might work when you have a few subcategories, it is not highly scalable if you have many lines to update to show a new forecast.
  • 64. This is when our customers use our ‘spreading’ functionality. Spreading allows end users to set a bottom line # and have rules and logic defined in PerformancePoint run the allocation at the sub-level.
  • 65. Here, the CFO simply updates the total qty of bikes and the calculation engine spreads the result of centrally defined logic.
    The results could be based on seasonality or any other calculations defined on the server.
  • 66. The CFO can roll up this analysis to the European forecast and include an annotation at the cell level to explain that the new allocation has been spread.
  • 67. Annotations are stored centrally to enforce auditability of the forecast.
  • 68. The form can be shared and submitted.
  • 69. Comments at the assignment level can be added to share more contextual information. Like cell annotations, they are also stored centrally to facilitate auditability.
  • 70. Once refreshed, the new forecast # is reflected in the scorecard.
  • 71. Architecture
  • 72. Data sources