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  • 2. TA B L E O F C O N T E N T S ABSTRACT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 MANAGING PERFORMANCE WITH SCORECARDS . . . . . . . . . . . . . . . . . . . . . . . . . . 4 THREE CORE BUSINESS PROBLEMS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Aligning company strategy and behavior . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Driving company communication, integration, and alignment . . . . . . . . . . . 5 Responding to performance results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 ACHIEVING PERFORMANCE MANAGEMENT WITH COGNOS METRICS MANAGER . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 HOW COGNOS METRICS MANAGER ADDRESSES THREE CORE BUSINESS PROBLEMS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Align company strategy and behavior . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Drive company communication, integration, and alignment . . . . . . . . . . . . 10 Respond to performance results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 CREATING A HIGH-PERFORMANCE ENTERPRISE . . . . . . . . . . . . . . . . . . . . . . . . 11 COGNOS METRICS MANAGER KEY FEATURES AND FUNCTIONALITY . . . . . . . . 13 Built for business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Built for IT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Technical Specifications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 ABOUT COGNOS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
  • 3. ABSTRACT This white paper will demonstrate how next-generation Cognos Metrics Manager goes beyond static presenta- scorecarding technology will help organizations not tions of limited data to provide a common performance only survive, but improve their performance in a management system based on current and historically challenging economy. Cognos® Metrics Manager is a tracked metrics. Decision-makers at all levels of the performance management system shift from the simple enterprise can navigate performance problems, discover performance measurement with existing scorecarding the cause through guided analysis, collaborate on the software to the realm of performance management. solution, and make better business decisions every day. Cognos Metrics Manager enables the enterprise to com- Cognos Metrics Manager enables organizations to municate and align their human capital with corporate make effective decisions quickly and simply. As such, it strategies, their associated tactics, key performance further fulfills the Cognos vision—to help organizations indicators (targets & results), accountabilities and apply business intelligence strategically to optimize underlying business intelligence resources in order corporate performance management (CPM). to take focused action to adjust and improve overall performance. “For too long, BI has been forced into a strong but tangential relationship to measuring, monitoring, and managing the business. Cognos Metrics Manager now allows BI to take a central position in business decisions—a role that can enable the entire enterprise to systematically enact the will of man- agement.” Bob Moran, Aberdeen Group MANAGE WHAT MATTERS. COGNOS METRICS MANAGER: THE NEXT GENERATION OF SCORECARDING TECHNOLOGY 2
  • 4. I N T RO D U C T I O N At the start of each business day, organizations face any Decision-makers devote great amounts of time, energy, number of challenges: to drive innovation, to launch and resources trying to consolidate this data to under- new products, to improve product quality, to create stand and report on their performance. What they more value for their customers, to develop new often discover in doing this is that their peers have markets, to strategically manage human capital, and consolidated the data in different ways, each accord- ultimately, to increase shareholder value. ing to their own interpretation of the strategy. Metrics are incomplete, conflicting, or limited to a particular The entire employee base in an organization must make department or function. Sometimes they are all three. the decisions that respond to these strategic challenges. Other than key financial metrics (which are well- And they must make these decisions in a business known and well-defined), decision-makers struggle to climate driven by sudden economic or market shifts. obtain a consolidated understanding of performance Historically, the metrics that have been used to support against corporate strategies and targets. these decisions have been financial. Yet a complex In these situations, decision-makers often spend more business climate demands information that goes beyond time discussing the validity of numbers than solving per- financial metrics. It demands forward-looking, or formance issues. Without a performance management “leading” metrics that can be integrated into a compre- system that provides a single, unified and consistently hensive performance management environment that can defined view of their performance, decision-makers have drive future value. a great deal of difficulty understanding how the Until now, it has been difficult for companies to move company is performing and have little opportunity to beyond financial metrics to a performance management collaborate for effective decision-making. environment. One of the biggest challenges has been consolidating corporate performance data from disparate sources into centralized, coherent, and meaningful metrics system that they can trust—one version of the “truth.” Many companies rely on performance data drawn from many different systems: ERP, CRM, finan- cial spreadsheets, flat data files, data marts, presentation software, and other sources. Each system provides important information about a particular aspect of the company’s performance, but each collects, defines, and displays the information in a different way. MANAGE WHAT MATTERS. COGNOS METRICS MANAGER: THE NEXT GENERATION OF SCORECARDING TECHNOLOGY 3
  • 5. M A N A G I N G P E R F O R M A N C E W I T H S C O R E CA R D S Scorecards have been the foundation that enables an Existing scorecarding technology no longer meets the organization to translate its strategy into specific, meas- constantly evolving and fluid nature of today’s business urable objectives that can be consistently defined, climate. Most existing scorecard solutions are hard- applied, understood, and communicated across all areas wired to ERP systems and require extensive coding to of the company. They meet the need for decision- change. This makes them of little use when the makers to share a common understanding of the company needs to change priorities quickly in response processes and actions that drive an organization and to changing market conditions or performance issues provide a single source of metrics and targets that and measure its performance using new metrics or measure organizational performance against strategic against new benchmarks. Also, existing scorecard soft- goals and objectives. Scorecard initiatives can support a ware consists primarily of static HTML pages and broader performance management or quality control usually offer only limited BI capabilities. These solu- methodology within a specific department, division, or tions may indicate that performance is off track, but across an entire enterprise. they cannot provide any insight into why or facilitate focused action at the point of maximum impact. One of the most popular management methodologies is the Balanced Scorecard, introduced in 1992 by Drs. Technology advancements have set the stage for a wide- Robert Kaplan and David Norton. Kaplan and Norton scale adoption of performance management systems— 1 asserted that a company’s financial metrics reflected the next-generation scorecarding software that can be cumulative effects of only a small proportion of the integrated into the wider context of corporate perform- decisions made within that company, and that its true ance management (CPM). This software will allow value could be more accurately evaluated and increased users to discover which of their metrics are on or off by measuring the effect of decisions made at every level track, why they are that way, and what can be done and throughout the company. They asserted that it was in about them. the interplay of people, processes, and other intangible There is a critical need for next-generation scorecarding assets that the next competitive advantage was to be software. According to a recent survey, fewer than 35 found. To understand, measure, and leverage the value per cent of high-level decision-makers said they base of this new competitive advantage, they envisioned a their decisions on their own corporate data. At the same new class of metrics that would quantify the value time, 60 per cent of those same people surveyed said created by the many processes that take place within that they count on technology to help them make faster and across an organization. decisions and to increase co-ordination around the One well-known quality control methodology is Six decision-making process.2 Sigma. Other quality control methodologies include Total Quality Management (TQM), certification under the International Standards Organization (ISO), and the Baldridge Awards. Harvard Business Review. The Balanced Scorecard: Measures that Drive 1 Performance, January-February 1992. Rob Rose, Smooth Sailing on Rough Seas, Cognos Press, 2002. 2 MANAGE WHAT MATTERS. COGNOS METRICS MANAGER: THE NEXT GENERATION OF SCORECARDING TECHNOLOGY 4
  • 6. T H R E E C O R E BU S I N E S S P RO B L E M S ALIGNING COMPANY STRATEGY AND BEHAVIOR In this situation, there is no single system around which A successful strategy is one that can be made relevant to organizations can align and communicate performance everyone within an organization. But a common problem results and actions. Without a shared performance man- that many organizations face is the inherent difficulty in agement system with an agreed-to set of metrics, each linking their strategy, people, and performance through a department may suggest different priorities or provide unified metrics framework. Unfortunately, this is a different answers to the same question. For example: problem whose size and complexity grows in tandem falling revenue from a particular vertical market may with the organization: the larger or more geographically lead to widely divergent views on the best course of diverse the company, the greater the gap between strategy action: better training for the sales team, hiring more and execution. sales people; improving marketing, developing a new product, or discounting the current product. This problem can occur when a company has agreed on a workable strategy but is having difficulty cleanly This problem can also arise when a company lacks a communicating desired behavior. Or, it has a workable standardized, commonly agreed-upon definition of its strategy and clearly defined goals, but lacks the metrics key reports, or when a particular metric is measured in around which people can measure their performance different ways across the company. Different managers against them. may use different metrics. Its executives use different key reports that may measure things related to the cor- DRIVING COMPANY COMMUNICATION, porate strategy, but their relative importance and their INTEGRATION, AND ALIGNMENT relationship to other reports is not centrally defined. A second core problem for many organizations is the The company is unable to measure its effectiveness difficulty they face in combining their disparate data against the overall strategy and there is no alignment of assets into a single reference point. In most cases, an tactics with strategy. organization will base its decisions on Key Performance In the age of mergers, acquisitions, and global competi- Indicators (KPIs) that draw data from different sources: tion, this is a common problem. In Using the Balanced ERP systems, financial spreadsheets, CRM software, Scorecard as a Strategic Management System, Kaplan and others. Not only do these different systems report and Norton describe how executives at a then-recently on performance in different areas, the data they collect merged bank agreed “to provide superior service to may not be collected, shared or defined in a consistent targeted customers,” only to find out later that each of way across the company. This creates a disconnect its 25 senior executives had a different definition of where there should be unity. “superior service” and a different image of “targeted customers.”3 Using the Balanced Scorecard as a Strategic Management System, Kaplan and 3 Norton, Harvard Business Review, January-February 1996. MANAGE WHAT MATTERS. COGNOS METRICS MANAGER: THE NEXT GENERATION OF SCORECARDING TECHNOLOGY 5
  • 7. RESPONDING TO PERFORMANCE RESULTS The longer the company spends figuring out how it A third problem occurs primarily when companies try works and how to evaluate its performance, the more to respond to severe, abrupt, or unexpected changes in serious the problem becomes, the more momentum it market conditions using traditional, scorecards that loses, and the more difficult it becomes to take corrective may be hard-wired to an ERP system or some other action. Standard financial metrics are indicators of past data source that requires extensive programming inter- events. They cannot explain or predict how a perform- vention to change. ance change in one area affects performance or outcomes in another. Should a company need to change its priorities—for example, from margins to customer service, or from Each of these problems should be familiar to most acquisitions to cost-reductions, it will need to make organizations, as they are well-documented in the operational changes within and across each functional business press. In addition, it is not uncommon for area. Quite often, these changes tend to be short-term; organizations to be dealing with each problem at the as such, companies need to quickly understand how its same time. Each scenario illustrates a different aspect of processes operate and how they need to be altered. A the deficiencies of traditional metrics in responding to company in this situation also needs metrics that can be the challenges of the modern business climate. updated frequently to let its decision-makers evaluate and re-evaluate their progress against new priorities at a faster pace. The company’s performance management system needs to support these shifts in performance focus without needing to be re-wired. MANAGE WHAT MATTERS. COGNOS METRICS MANAGER: THE NEXT GENERATION OF SCORECARDING TECHNOLOGY 6
  • 8. ACHIEVING PERFORMANCE MANAGEMENT WITH COGNOS METRICS MANAGER Cognos Metrics Manager is a next-generation tech- Users can readily see how the business is progressing nology for creating, managing, presenting, and delivering against its strategy, set priorities for their actions, and an organization’s critical metrics. It enables organizations understand how their decisions affect the company’s to create an effective performance management system performance. that links execution and accountability to goals and strategy, letting them monitor, analyze, manage, and report key performance metrics at every level of the business. As such, it extends Cognos’ ability to help organizations apply business intelligence strategically across the enterprise to optimize corporate performance management. Through an easy-to-use interface, Cognos Metrics Manager provides all enterprise managers with a single source of current and past enterprise performance metrics, measures, and information through which they Balanced scorecard strategy map can manage and collaborate on performance issues. It provides business performance navigation—not Cognos Metrics Manager displays a company’s progress just scorecard navigation—and supports any business against its corporate strategy in easy-to-understand performance or quality methodology requirement. formats such as traffic light indicators, directional arrows, or numerical scores. This lets managers see at a glance which metrics need their immediate attention. Users across the organization can quickly see which key areas are performing well, which ones are not, and can focus their time and energy where it matters most. They become self-sufficient, able to access the metrics they are accountable for. Scorecard view at a glance MANAGE WHAT MATTERS. COGNOS METRICS MANAGER: THE NEXT GENERATION OF SCORECARDING TECHNOLOGY 7
  • 9. Cognos Metrics Manager lets companies monitor any number of KPIs at one time. If one of the KPIs goes outside the defined range, then the decision-maker can take immediate action. They can access related business intelligence sources and reports to analyze the underlying causes, and link up with others to collaborate on the performance issue. Tightly integrated within the Cognos BI framework and Cognos Analytic Applications, Cognos Metrics Manager is supported by an application architecture and business Integrated analysis intelligence layer with reporting and analysis, finance Cognos Metrics Manager is also a browser-based appli- and planning, and data warehouse applications. cation. This provides benefits to both end-users and IT Cognos Metrics Manager also works with Cognos departments. It means end-users are not required to Planning Series. Organizations can provide visibility download or install additional software, and it means into plan versus actual performance and communicate that IT departments can deploy it easily across an goal-driven planning metrics to thousands of employees enterprise without needing to devote large numbers of across the enterprise. Cognos Metrics Manager can resources to keep it running smoothly. draw data from anywhere in your organization, in any format. This integration creates a truly collaborative de- cision-making environment for business users, enabling both the effective sharing and rapid distribution of in- formation tied to key corporate performance indicators. MANAGE WHAT MATTERS. COGNOS METRICS MANAGER: THE NEXT GENERATION OF SCORECARDING TECHNOLOGY 8
  • 10. H OW C O G N O S M E T R I C S M A N A G E R A D D R E S S E S T H R E E C O R E BU S I N E S S P RO B L E M S ALIGN COMPANY STRATEGY AND BEHAVIOR decisions can be made. Such a scorecard can articulate Cognos Metrics Manager presents the metrics that to everyone in an organization exactly how the organi- guide key business decisions in a format that accurately zation is performing and how people need to react to reflects the complex environment in which decision- support the corporate strategy. Decision-makers can makers operate. This is done through strategy maps, identify and act at the point of maximum impact with dynamic impact analysis diagrams, and tools for guided complete information and facts rather than relying on analysis and collaboration. Cognos Metrics Manager “gut feel” or a possibly incomplete understanding. also enables managers to prioritize and rank individual In this way, Cognos Metrics Manager supports an performance metrics according to a company’s current organization’s efforts to create a performance-oriented performance focus. culture. More specifically, it allows decision-makers to monitor Key Performance Indicators in their area and helps them understand how a change that has occurred in one KPI is affecting performance in another. From here, the user can navigate an impact analysis diagram to find the root cause of the change, explore all related reports, conduct multidimensional analysis of current and past results for a deeper understanding of the issue, and then take the appropriate action. By using these features, decision-makers can understand and predict how the decisions they make support the overall strategy and Align metrics with strategy and initiatives how their own performance affects that of the overall organization. And because of the dynamic nature of As a performance management environment, Cognos Cognos Metrics Manager, they can see the results of Metrics Manager can link all employees accountable their decisions in near real time. for key performance goals to the high-level strategies through a complete set of commonly agreed-to metrics. These key metrics can be tracked over time to catch performance issues and to provide a single source of results upon which critical corporate performance MANAGE WHAT MATTERS. COGNOS METRICS MANAGER: THE NEXT GENERATION OF SCORECARDING TECHNOLOGY 9
  • 11. DRIVE COMPANY COMMUNICATION, RESPOND TO PERFORMANCE RESULTS How can organizations, particularly those with lines of INTEGRATION, AND ALIGNMENT Cognos Metrics Manager supports collaborative decision- business and physical assets spread across different making around a common view of a company’s strategy; markets and countries, effectively set new priorities and that is, one set of metrics that the organization has agreed change strategic direction? More importantly, how does to define and measure in a consistent manner across its an organization make these changes without losing entire operation. It enables organizations to select, define, momentum? Cognos Metrics Manager enables this by and share the KPIs that measure their progress against providing a performance management environment that their stated corporate strategy. Metrics can be configured lets all corporate decision-makers effect business to draw data from the source that best articulates per- changes on the fly with accurate and up-to-date infor- formance against the strategy. The executive team, or a mation, quickly and easily. The openness and flexibility business analyst, can define the metric—the contributing built in to Cognos Metrics Manager are key to enabling elements, the inter-relationships, and the thresholds— organizations to quickly redirect a course of action in easily, from the desktop. Metrics can change with the response to performance results or market changes. business requirements, with the software automatically Cognos Metrics Manager lets companies create a providing context to help the user understand them, such performance management environment that supports as reports, numbers, or other metrics. The metrics can be their corporate goals. It achieves this by supporting a shared with all users, as defined in security and adminis- source of consistently defined and calculated metrics— tration. In this way, the organization has one version of one version of the truth. Performance management the truth (their strategic goals); the means to measure operates on the principle that a strategy with a well- progress against it (the metrics); and the way to commu- defined set of corporate objectives and associated nicate that progress out to all staff to guide their activity metrics are what is important to focus on and to give an (the shared scorecard). enterprise the competitive advantage in their market. The corporate strategy that is created in the boardroom Cognos Metrics Manager is the first technology to is shared, and decision-makers at every level understand make this principle a reality. how and why the company is performing the way it is because they are all operating with metrics from the same source. This allows companies to flexibly adjust their strategy over time in response to results that are displayed and analyzed through Cognos Metrics “Staying on top of the factors that drive our business is Manager. The openness of this approach means that critical in this tumultuous economic environment. companies can empower employees with responsibilities Cognos Metrics Manager is easy to use and powerful for a metric and users can manage the responsibility enough to provide the scorecarding solution we effectively. They can see how they are performing, under- need to manage business performance across our stand the root causes for changes in performance, and company.” how to improve it. Harry Hixson, Senior Vice President of Information Technology, CTX Mortgage Company MANAGE WHAT MATTERS. COGNOS METRICS MANAGER: THE NEXT GENERATION OF SCORECARDING TECHNOLOGY 10
  • 12. C R E AT I N G A H I G H - P E R F O R M A N C E E N T E R P R I S E Corporate Performance Management (CPM)—a Rose states that corporate agility will be the overriding framework that helps companies drive, monitor, and imperative for success in a turbulent economy, and that understand their performance at the enterprise level— a company must reconsider the importance of all rests on three integrated capabilities: decision-makers as owners of business performance— from executives to line of business managers and Enterprise Scorecarding tracks performance against knowledge workers. For many organizations, this your strategic plans, and monitors the key metrics of means undergoing a fundamental change in their day-to-day operations. decision-making culture. It means focusing attention Enterprise Planning turns corporate goals into concrete and leveraging the ways in which a company creates plans and budgets that communicate a common value in the long-term, rather than simply focusing on purpose throughout the organization. reducing head counts or divesting itself of physical assets to survive in the short term. This idea lies at the Enterprise Business Intelligence turns data into mean- heart of corporate performance management (CPM). ingful reports and analysis to make better decisions. Scorecarding is an entry point, or an on-ramp to CPM. Only Cognos delivers these three integrated capabilities. From the experiences of high-performance companies, Choose one vendor with confidence, knowing the entire Rose distilled eight simple, yet foundational principles range of software to support your efforts is available, that, when understood and practiced by committed flexible, and scalable as your requirements evolve. executives, their management teams and employees— In Smooth Sailing on Rough Seas, Rob Rose, VP of and supported by the right business intelligence tech- Strategy and Business Development for Cognos, nologies—can be the catalyst for breakthrough examines how distributed decision-making based on performance that goes beyond incremental continuous business intelligence metrics can impact corporate improvement. performance. Much of Rose’s thinking and insights centre on the well-documented disconnect between planning and execution that is common in many organ- izations, and the need for a performance management environment that can bridge this gap and propel a business toward higher performance. MANAGE WHAT MATTERS. COGNOS METRICS MANAGER: THE NEXT GENERATION OF SCORECARDING TECHNOLOGY 11
  • 13. The eight principles are: Cognos Metrics Manager enables companies to adopt and practice these principles at the enterprise level, or in 1. Enlist decision-makers across the organization, pro- specific departments within the organization. It is built to viding everyone with a shared, holistic view into the articulate the complex interplay of people and processes company’s overall strategy, and a clear understanding and to leverage this complexity into increased value and of how their role impacts overall performance. to tightly link strategy to execution—whether across 2. Create a foundation for collaboration and enlight- the company or within a particular department—and ened decision-making, based on a common, consis- performance. In doing so, it is a cornerstone of effective tent context. decision-making and higher performance. 3. Empower people to make decisions at their point of maximum impact, to accelerate the speed of effective decision-making. 4. Build a shared truth, enabling collaborative decision making around metrics, performance measurements, events, and challenges. 5. Act on facts, which provide the validation people need to make informed and effective decisions that drive high performance business results. 6. Create a holistic approach to performance manage- ment that extends across the enterprise and includes both financial and non-financial drivers. 7. Link decision makers across the enterprise with a network of shared information so everyone across “[Cognos] Metrics Manager is more than a scorecard’s the enterprise can act in a shared context. red, yellow, and green lights. It is an innovative and im- 8. Create a culture around decision-making where portant component of any firm’s Enterprise Performance everyone has insight into a shared world of Management (EPM) architecture that administers Key performance information. Performance Indicators (KPIs) that matter, and is the entry point for executives and managers to manage the business using active data analysis.” Source: John Hagerty, Vice President and General Manager, The AMR Research Alert, Cognos Adds Important EPM Component With Metrics Manager, October 09, 2002 MANAGE WHAT MATTERS. COGNOS METRICS MANAGER: THE NEXT GENERATION OF SCORECARDING TECHNOLOGY 12
  • 14. C O G N O S M E T R I C S M A N A G E R K E Y F E AT U R E S A N D F U N C T I O N A L I T Y A complete performance management environment, Detailed view of accountability and performance Cognos Metrics Manager fulfills the promise of next- Managers can view metrics by their owners for a better generation scorecarding and is an enabler of corporate view of individuals’ performance. Three- or five-state performance management. Below is a brief discussion status indicators provide more granularity and show of its key features and functionalities. when performance is approaching or slightly exceeding targets. BUILT FOR BUSINESS Work online or offline Flexible, open methodology support View your scorecards from any Web browser or gener- The flexibility of the software lets you model metrics ate PDF files that you can print and share in hard copy. and their relationship to each other based on any standard or proprietary scorecarding and management Consolidated views of cross-functional metrics methodology you already use. Cognos Metrics Manager uniquely combines disparate metrics from different functional areas and data sources Summary views from an easy-to-use interface to create a single repository of the metrics that the Cognos Metrics Manager displays summary views based organization can agree on to create scorecards and on the Balanced Scorecard and other methodologies, thereby monitor their performance against targets and and users can easily explore detailed metrics results objectives. and history. Embedded business analysis tools Analyze issues to the required depth Business user tools simplify cross-impact analysis of The rich Cognos scorecarding environment, through in- metrics. Easy-to-use multidimensional analysis tools let tegration with Cognos reporting and analysis capabili- them uncover the root cause of performance issues. ties, lets you analyze performance issues to understand what drives a metric’s change in order to make better decisions. Choose between a reportlet or a live custom URL for further information or greater context. URLs can point toward live dashboards, BI reports, SCM or CRM systems, or Web sites. Flexible information delivery Users can be notified by email at their desktop or on their PDA when a metric changes status. They can show or hide information and add custom benchmarks to their own personal scorecards. Impact analysis diagram MANAGE WHAT MATTERS. COGNOS METRICS MANAGER: THE NEXT GENERATION OF SCORECARDING TECHNOLOGY 13
  • 15. Dynamic diagrams Scalability Dynamic diagrams give users the capability to view Cognos Metrics Manager was built to handle the metrics in context overlaid on images, such as JPEG and data volumes and user requirements of Fortune 1000 GIF files (e.g., revenue maps, corporate strategy maps, companies. floor diagrams, or process maps). These diagrams can be Flexible metrics building easily created using the drag-and-drop administration Cognos Metrics Manager lets you control the specific interface to place metrics on top of pre-defined graphical metrics or KPIs you wish to track, how they are com- images. bined, criteria for good and poor performance for each BUILT FOR IT indicator, and set links to supporting reports of any format, which can provide additional analysis and Metrics definition from disparate data sources context for users. Cognos Metrics Manager can import and provide data to populate and support your scorecard from any Central metrics store source, including Cognos BI sources, Excel spread- Cognos Metrics Manager historical data, as well as sheets, flat files, user-entered values and third-party scorecard, diagrams, and metric definitions are main- databases. A Data Loader Utility is provided to tained in an industry-standard relational database. automate the loading of data from flat files. Cognos product interoperability Easy to deploy Cognos Metrics Manager is interoperable with the Zero-footprint architecture means users and adminis- Cognos enterprise-scale BI framework and full suite of trators do not require software installed on their BI tools, and is integrated with Cognos Web Services. desktop, making global intranet or extranet use and de- ployment easier. Simplified metrics creation Administrators can define a metric once for use in any scorecard in their organization. Centrally defined KPIs ensure a consistent version of the truth and priority for all users. Administrator menus let you define all aspects of a metric: threshold ranges, benchmarks, data source definition, contact names, and URL links for contextual information in any format. View metrics by owner MANAGE WHAT MATTERS. COGNOS METRICS MANAGER: THE NEXT GENERATION OF SCORECARDING TECHNOLOGY 14
  • 16. Application access and security Utilization monitoring and analysis Integration with the Cognos BI access and security Cognos Metrics Manager can track its own performance. foundation means users are easily assigned to classes. It allows administrators to analyze how the application is These classes determine the scorecards and metrics being utilized throughout the organization. they can access through a simple and single sign-on di- TECHNICAL SPECIFICATIONS alogue box. • Multiple Operating Systems (Microsoft Windows, Sun Solaris, HP-UX, IBM AiX), Metrics relationship auto-diagrams Automatically generated HTML displays of the • Multiple Application Servers (Sun One 7, Apache relationship between metrics reduces implementation Tomcat 4.1.18, IBM Websphere, 5, BEA Weblogic effort. 7.0.1 and 8.1) • Enterprise RDBMS Repository (MS-SQL Server, Balanced Scorecard Collaborative-certified Oracle), Certified by the Balanced Scorecard Collaborative, Cognos Metrics Manager includes Strategy Maps • J2EE Application Servers, and other Kaplan & Norton Balanced Scorecard best • Browser IE V5.5 and higher (for users or administra- practices that can be easily and quickly modeled though tors), or Netscape 6.2 (for users). menu-based administrator functions. MANAGE WHAT MATTERS. COGNOS METRICS MANAGER: THE NEXT GENERATION OF SCORECARDING TECHNOLOGY 15
  • 17. ABOUT COGNOS ABOUT COGNOS Cognos is the world leader in business intelligence and enterprise planning software. Our solutions for corpo- rate performance management let organizations drive performance with planning and budgeting, monitor it with scorecarding, and understand it with enterprise business intelligence reporting and analysis. Cognos is the only vendor to support all of these key management activities in a complete, integrated solution. Founded in 1969, Cognos today serves more than 22,000 customers in over 135 countries. Cognos enter- prise business intelligence solutions and services are also available from more than 3,000 worldwide partners and resellers. MANAGE WHAT MATTERS. COGNOS METRICS MANAGER: THE NEXT GENERATION OF SCORECARDING TECHNOLOGY 16
  • 18. WWW.COGNOS.COM !035014! P R I N T E D I N CA N A DA