Amplify The Impact Of Your People Business Productivity ...

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  • For questions, please email bruno.aziza@microsoft.com
  • 06/02/10 07:01 © 2003-2005 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.
  • 06/02/10 07:01 © 2003-2005 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary. AcademyLive Sessions for PerformancePoint Server can be found @ \academylive under ‘Business Intelligence’
  • 06/02/10 07:01 © 2006 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary. Original slide notes follow at end, which do a pretty good job of establishing the point we want to for the customer to consider. Regardless, here is how I speak to the slide above these notes: I cover all BI products and help the org feel ok about where ever they might fall on the “schedule of BI maturity”. If they are in the focused group, I make an attempt to illustrate why PM is the way to go and that putting the proper pieces in place today is a good bet. Key Issue: How can organizations prepare to leverage pervasive BI for competitive advantage? Every organization is at a different point in their evolution toward the pervasive use of BI. Gartner classifies organizations into three types: Type A organizations are aggressive adopters of technology, and are mature in the use and analysis of information. Type B organizations are moderately aggressive in technology and use/analysis maturity. Type C organizations are very conservative and limited in their adoption of technology and use/analysis maturity. Type C organizations will typically use BI in an opportunistic fashion, which would include reporting and departmental-level deployments for measuring and optimizing specific processes. Type B organizations typically take a tactical approach to BI. They have BI deployed across multiple departments and can support multiple BI capabilities for multiple user types. Type A organizations will be more aggressive in their adoption of BI technology, and therefore more advanced toward pervasive BI. They’ll also achieve the broadest business benefits from BI, including integration across strategic, analyst/management and process-level BI applications. No organization yet realizes the pervasive use of BI, but Type A organizations will reach this level before 2012. Tactical Guideline: Define business benefits and BI vision, and plan according to the type of organization and stage/rate of BI adoption.
  • 06/02/10 07:01 © 2003-2005 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.
  • Source: Best Practices in Planning and Management Reporting by David A. J. Axson. Limited integration Only 26% of companies have tightly integrated planning and reporting processes. Logically, a high degree of integration would be expected between the business strategy, the operational and financial plans, and what is then reporting and forecast. The whole objective of the process is to translate strategies into results. Lack of consistency Only 56% of the financial measures are reporting during the planning process – no wonder many organizations complain of the lack of accountability for results” Poor Understanding and communication of Strategy Only 25% of organizations freely share strategy plans where 60% of world-class companies do so. Too financially focused Nearly half of all companies view the planning process as financial and annual. Financial plans and budgets cannot be linked directly to the strategy they support. Costly The average billion-dollar company devotes 23,000-25,000 person-days each year to planning and management reporting. A best practice company can produce more effective plans and reports in about half the time. <11-13 full time people>. Slow and Tedious Much of the time dedicated to planning and reporting is wasted. On average, over 50% of professional staff time is spent collecting and validating data rather than analyzing and planning. At best practice companies, 88% of time is spent performing analysis. Calendar Driven reports prevent flexibility The ability of an organization to get the right information at the right time in order to make timely decisions should be an indicator of the company’s flexibility, however 92% of all management reporting is available only one predetermined calendar basis, typically monthly while only 8% of management reporting is available on demand. Too detailed Average company financial plan is 372 line items. Best practice companies operate with at least a 3 rd of that. The is no evidence that more details provide better accuracy Isolated performance management makes analysts slaves to their spreadsheets. Spreadsheets greatest strengths are also greatest weaknesses. Great independence and flexibility but issues with basic quality assurance and control processes. Other issues include back-up, accuracy of the calculation routines security and data integrity. On average 30% of end users have access to online applications for ad-hoc reporting compared to almost all for best practices companies.
  • Point of Slide Executives care about driving performance. Flow That means They want to accelerate the decision making process. They have changing business conditions. They want PM to be aligned , accountable and secure. They can’t do this today because it takes way to much time to do anything. “ 6 months for planning, 5 months for budgeting, 2 weeks to develop a forecast”* Source: Best Practices in Planning and Management Reporting by David A. J. Axson.
  • Point of Slide Information Workers want to contribute to performance Flow That means They need a user-friendly and flexible environment. Collaborate , not just to collaborate but collaboration as part of the performance management process . They need to do more without involving IT. In “Define, modify and maintain business rules without IT, key is ‘ modify ’ – anyone could argue that you can set up anything once. Making changes and adapting to an iterative process is what’s time consuming, expensive and tiring for an IW . Their job is iterative and they often take care the burden by throwing more hours at it. They can’t do this today because they spend more time working FOR the data than working WITH the data. “ Half their time collecting and validating data rather than analyzing and planning”*. Source: Best Practices in Planning and Management Reporting by David A. J. Axson.
  • Point of Slide IT Managers want to enable business users Flow That means Reduce the complexity for themselves and for the users. Empower the business to improve performance but want to support compliance. While the executives are accountable for compliance, the IT managers are the ones that make it happen and they have tremendous pressure around this topic (SOX, governance..etc). They can’t do this today because information is spread through too many systems. These systems are governed by multiple security schemes and not all of them might be understand IT’s control. “ 10 general ledger systems, 12 different budgeting systems, 13 different reporting systems”*. Source: Best Practices in Planning and Management Reporting by David A. J. Axson.
  • Point of Slide Show how a typical company handles the iterative process of building a budget and puts in place a system that would allow business decision makers to monitor and manage corporate performance. At many corporations, this process has many moving parts, involves manual consolidation and is error-prone and slow. Flow 1 st thru 4th animation – the planning process starts with business analysts who have a good sense of where systems are. They get the information from the systems into one spreadsheet 5th thru 6th animation – Business Analysts then have to involve information workers to contribute to the plan. These information workers might work for business executives and have information that is local and relevant to their business which is what business analysts need to use and roll up. 7 th thru 8th animation – Business Analysts then consolidate the information (often manually). Information workers often need more relevant information to contribute. This means this process will repeat itself and its iterative nature makes it difficult to manage and audit. In addition, if one information makes a mistake in the contribution template, it will add risk to the process and create more work for the business analysts. Add to this the fact that IWs might overwrite formulas and spreadsheets links set by the business analyst, and the risk for error skyrockets. 9 th thru 13th animation – As the process is happening, everyone is wondering how to best share the information with the Executives on the right of the slide. Should they send them another spreadsheet, publish the information on the web, email it or in another PowerPoint. Business analyst also always have to load back into the system that runs their P&L – sometimes they even until the numbers are loaded to share them with the executives. All options above have major trade-offs ranging from security issues to management problems and latency issues. More importantly, when the information gets to the execs, they often question the relevancy of it How much of the data is current? What do the numbers mean? Is any of this information actionable? This affects their TRUST in the information and they question the need of the value of the planning, budgeting and forecasting process. They wonder why they should spend some much time and money in an exercise that brings so little value to their business. If executives don’t have trust in the system, they will never sponsor a performance management project. Lack of sponsorship is one of the top reasons for PM failure. This is a problem for IT. Speaking of IT…
  • Point of Slide While the process of previous slide is happening, IT managers worry about their ability to reduce complexity, empower users and support compliance. They ask Who should have access to this information? Who should be even driving change ? Can any of this be audited ? What’s the cost of an error? This is a problem that faces many organizations today “ Only 26% of companies rely on integrated planning and reporting processes. “ Lack of integration” is a shared pain point across all users. This means: -For IT: they can’t enforce security, auditability and compliance because many systems are not under their control. -For IW: their time is spent on laborious and error-prone tasks that bring little benefit to the corporation or the individual’s career. -For Execs: individuals lack of efficiency drags corporate agility down. They invest in systems in people but decisions are still gut-based. Source: Best Practices in Planning and Management Reporting by David A. J. Axson.
  • 06/02/10 07:01 © 2003-2005 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.
  • 06/02/10 07:01 © 2005 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.
  • 06/02/10 07:01 © 2005 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.
  • 06/02/10 07:01 © 2005 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.
  • 06/02/10 07:01 © 2006 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary. 06/02/10 07:01 © 2005 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.
  • How to take to the next few product slides We think about 4 capabilities in the product: Monitoring, Analytics, PBF, Management Reporting and Consolidation. Assumption is that our customers will gain most value by leveraging all 4 capabilities of our application. Each slide is structured in the same format: We look at 4 capabilities across 4 values of the product. Business Driven, Functionality, Value, People. What does that mean? We build on top of two key differentiators – strong product usability which allows use to extend user roles and enhance information access throughout the entire corporation. Point of Slide PerformancePoint is a business-driven application that brings functionality and value to their people . Flow The product features are about these audiences and their issues. Business-Driven is targeted at the builder, designers, BUIT (not the implementer of the infrastructure but the builder) => support their execs quickly People is for the IW, contributor, the executives => understand and own the direction of business Functionality and Value – appeal to all users but also to the IT implementers who want to reduce the complexity for themselves and the users they are supporting. Feature bullets First 5 bullets are about consuming – they are about: Personal-to-sophisticated scorecards – top-down – drive alignment and accountability Accessing information regardless your use. Information needs to be rich – that means contextual, and have features supporting the process like Strategy Map. The last 2 bullets about facilitating the building experience thru templates and wide access to information for complete experience (AS,SQL, Excel, SAPBW, Reporting services, ODBC, SharePoint document libraries, structured and unstructured data-sources).
  • Point of Slide PerformancePoint is a business-driven application that brings functionality and value to their people . Flow The product features are about these audiences and their issues. Business-Driven is targeted at the builder, designers, BUIT (not the implementer of the infrastructure but the builder) => ‘the way to think about the truth’ People is for the IW, contributor, the executives => understand quickly so they can take action Functionality and Value – appeal to all users but also to the IT implementers who want to reduce the complexity for themselves and the users they are supporting. Feature bullets: First 2 bullets are about consuming – they are about: Accessing analysis regardless your use. Sophisticated access to information. Next 2 bullets about building Ability to build into the application the complexity of calculation, data sources without any coding Sharing this thru integrated applications (Office, SQL)
  • Point of Slide PerformancePoint is a business-driven application that brings functionality and value to their people . Flow The product features are about these audiences and their issues. Business-Driven is targeted at the builder, designers, BUIT (not the implementer of the infrastructure but the builder) => ‘the way to think about the truth’ People is for the IW, contributor, the executives => understand quickly so they can take action Functionality and Value – appeal to all users but also to the IT implementers who want to reduce the complexity for themselves and the users they are supporting. Feature bullets: First 2 bullets are about consuming – they are about: Accessing analysis regardless your use. Sophisticated access to information. Next 2 bullets about building Ability to build into the application the complexity of calculation, data sources without any coding Sharing this thru integrated applications (Office, SQL) PBF - The product features are about these audiences and their issues. -Business-Driven is targeted at the builder, designers, BUIT (not the implementer of the infrastructure but the builder) => building but modifying the rules, the models, the calculations, the workflow that drive the pbf process. Building once can be argued as an easier task but managing the changes is what’s difficult and prevents customers from moving from periodic exercises to ongoing management. -People is for the IW, contributor, the executives => interact with the information, contribute easily to the process with consistency . Feature bullets: First 2 bullets are about budgeting and modeling – they are about: -Design the application the way you think about they think about the business -Modify it with limited coding so it can be easy but sophisticated – single model or model-to-model mapping (impact of that). Next 3 bullets about planning and process management -Contributing to the process offline and online -It’s a process-centric application – the usability is strong but the process-awareness of the product is what makes it even more powerful. -Strong ability to connect to external systems – understand them and drive to them.
  • Point of Slide PerformancePoint is a business-driven application that brings functionality and value to their people . Flow The product features are about these audiences and their issues. Business-Driven is targeted at the builder, designers, BUIT (not the implementer of the infrastructure but the builder) => building but manage and distribute the templates forms faster. People is for the IW, contributor, the executives => contributing but working with the applications, combining data and then outputting this information into production ready reports. Feature bullets: First 2 bullets are about FI and consolidation – they are about: -strong analysis ability -PSS functionality is at parity with the market in terms of currency conversions, inter-company, eliminations, al Next 3 bullets about mass distribution and output -From excel – leveraging formatting and filters are passed -Integration from an output standpoint – manage in SPS and RS.
  • Office 14 is a short dev cycle – bug fixes, rounding out features – will be shorter than most Office release cycles
  • 06/02/10 07:01 © 2006 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.
  • INTERNAL ONLY> FOR REFERENCE Talking points on why…
  • INTERNAL ONLY> FOR REFERENCE
  • 06/02/10 07:01 © 2006 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.
  • Amplify The Impact Of Your People Business Productivity ...

    1. 1. Microsoft Office PerformancePoint TM Server 2007
    2. 2. Hidden slide Audience: Technical Decision Makers (TDMs) Situation <ul><ul><li>You need to quickly pitch PPS to a TDM with or without a demo </li></ul></ul>Focus areas (25 mins w/o demo) (45mins with demo) <ul><ul><li>100 level on industry problem (15 mins) </li></ul></ul><ul><ul><li>100-200 on product capabilities (10 mins) </li></ul></ul><ul><ul><li>100-200 All-up PPS demo (20 mins) </li></ul></ul>Positioning points <ul><ul><li>Customers who buy Performance Management need to Monitor, Analyze and Plan (MAP) </li></ul></ul><ul><ul><li>PerformancePoint offers MAP in one product. </li></ul></ul><ul><ul><li>PerformancePoint is a business-driven application that brings functionality and value to their people . </li></ul></ul>Other useful resources PPS positioning <ul><ul><li>Click here (10 mins) </li></ul></ul>Recorded pitch <ul><ul><li>Click here (20 mins) </li></ul></ul>Demo screenshots <ul><ul><li>rsenalstore3PublicContentMarketingPerformancePoint Product Product Announcement and27062006144955DemoDemo screenshots.ppt </li></ul></ul>Demo storyboard (screenshots + talking points) <ul><ul><li>rsenalstore3PublicContentMarketingPerformancePoint Product Product Announcement and27062006144955DemoDemo Storyboard.pptx </li></ul></ul>Demo scenario (demo steps w/o screenshots) <ul><ul><li>rsenalstore3PublicContentMarketingPerformancePoint Product Product Announcement and27062006144955Product BackgroundDemo Scenario Recording.wmv </li></ul></ul>
    3. 3. Using speaker notes All slide notes follow the below structure. This should help you quickly learn how to deliver this presentation. Point of Slide <ul><ul><li>Describes the goal of the slide </li></ul></ul>Flow <ul><ul><li>Spells out points to make for the slide </li></ul></ul><ul><ul><li>Suggests order for the slide points </li></ul></ul>Sound bites <ul><ul><li>One-liners the presenter can use to make the slide memorable </li></ul></ul>Other useful resources Recorded pitch <ul><ul><li>Click here (20 mins) </li></ul></ul>Relevant AcademyLive sessions <ul><ul><li>Introduction to Performance Management </li></ul></ul><ul><ul><li>PerformancePoint All Up messaging and demo </li></ul></ul><ul><ul><li>PerformancePoint Analytics – Analytics Essentials </li></ul></ul><ul><ul><li>PerformancePoint Monitoring Essentials </li></ul></ul><ul><ul><li>PerformancePoint Planning Essentials </li></ul></ul>Suggested Reading <ul><ul><li>rsenalstore3PublicContentMarketingPerformancePoint Product Product Announcement and27062006144955Product BackgroundFurther Reading.ppt </li></ul></ul>
    4. 4. Performance Management according to Gartner Combination of management methodologies, metrics, and IT (applications, tools and infrastructure) that enables users to define, monitor, and optimize results and outcomes to personal or departmental objectives while enabling alignment with strategic objectives across multiple organizational levels (personal, process, group, departmental, corporate or business ecosystem” Combination of management methodologies, metrics, and IT (applications, tools and infrastructure) that enables users to define, monitor, and optimize results and outcomes to personal or departmental objectives while enabling alignment with strategic objectives across multiple organizational levels (personal, process, group, departmental, corporate or business ecosystem” Gartner - October 2006 “ Understand Performance Management to Better Manage Your Business”
    5. 5. Performance Management and BI according to Gartner Business Intelligence Performance Management <ul><li>Focused: process efficiency or cost reduction </li></ul><ul><li>Scope: </li></ul><ul><li>Excel </li></ul><ul><li>Department </li></ul><ul><li>Operational: improve business effectiveness </li></ul><ul><li>Scope: </li></ul><ul><li>Dashboards </li></ul><ul><li>Interactive query </li></ul><ul><li>Intra-department </li></ul><ul><li>Strategic: integrated business execution and management. </li></ul><ul><li>Scope: </li></ul><ul><li>Scorecards, Analytics </li></ul><ul><li>Corporate Portal </li></ul><ul><li>Inter-departments </li></ul>Increasing business value Opportunistic Tactical Strategic <ul><li>Pervasive: Agility with change and innovation. </li></ul><ul><li>Scope: </li></ul><ul><li>Integrated corporate performance experience. </li></ul><ul><li>Communicate actions about ‘one version of the truth’. </li></ul>Decide and Manage Measure Optimize Lead and Innovate Gartner (March 2006) – How to justify cost and value of BI investments
    6. 6. Better Execute on Strategy Continuous business improvement, not just an annual exercise Monitor What happened? What is happening? Analyze Why? Plan What will happen? What do I want to happen?
    7. 7. PM Today Effective PM Has Not Been Realized Best Practices in Planning and Management Reporting by David A. J. Axson.
    8. 8. Limited Participation & Usage Performance Management Applications Products Designed For Power Users, Too Hard For Information Workers To Use Products Are Too Expensive To Give To Large Numbers Of Employees Products do not Provide For Collaboration or Personalization
    9. 9. Executives care about driving performance Accelerate the decision making process. Flexibility to handle changing business conditions. Aligned, accountable and secure PM. Best Practices in Planning and Management Reporting by David A. J. Axson. They can’t accomplish this because “ 6 months for planning, 5 months for budgeting, 2 weeks to develop a forecast”*
    10. 10. Information Workers want to contribute to performance Need a user-friendly and flexible environment. Collaborate as part of the performance management process. Define, modify and maintain business rules without IT. Best Practices in Planning and Management Reporting by David A. J. Axson. They can’t accomplish this because “ Half their time collecting and validating data rather than analyzing and planning”*.
    11. 11. IT Managers want to enable business users Reduce the complexity , maintenance and cost of the performance management infrastructure. Empower the business to improve performance. Provide access to information while supporting the compliance process. Best Practices in Planning and Management Reporting by David A. J. Axson. They can’t accomplish this because “ 10 general ledger systems, 12 different budgeting systems 13 different reporting systems”*.
    12. 12. <ul><li>How PM is addressed today </li></ul>Is any of this still relevant? Business Analysts Executives Information Workers Many moving parts Manual consolidation Linked Spreadsheets Error-prone Slow
    13. 13. <ul><li>While the IT managers ask </li></ul>Who should have access to this information? Who should be even driving change ? Can any of this be audited ? What’s the cost of an error? Best Practices in Planning and Management Reporting by David A. J. Axson. Many companies face this issue “ Only 26% of companies rely on integrated planning and reporting processes”*.
    14. 14. PM: Capabilities Required Process requires past information, present conditions and future outcomes Forecasting What will happen? Planning, Budgeting, Consolidation What do I want to happen? Reporting What happened? Scorecard & Dashboard What is happening? Analytics Why?
    15. 15. Microsoft Vision Improving organizations by providing business insights to all employees leading to better, faster, more relevant decisions <ul><li>Complete and integrated performance management offering. </li></ul><ul><li>Pervasive delivery of intelligence through Microsoft Office. </li></ul><ul><li>Implement a complete and integrated business intelligence solution </li></ul><ul><li>Enterprise grade and affordable. </li></ul>
    16. 16. Microsoft Business Intelligence End-user tools BI Platform Applications
    17. 17. Microsoft Business Intelligence Office SharePoint Server 2007 SQL Server 2005 SQL Server 2005 Integration Services SQL Server 2005 Reporting Services BI Platform Performance Management Applications Business Scorecard Manager 2005 ProClarity Analytics 6 PerformancePoint Server 2007 (H2 2007) SQL Server 2005 Analysis Services Office Excel 2007
    18. 18. PerformancePoint Server 2007 <ul><li>Microsoft Office PerformancePoint Server empowers organizations with </li></ul><ul><ul><li>Advanced scorecarding </li></ul></ul><ul><ul><li>Powerful analytics and reporting </li></ul></ul><ul><ul><li>Synchronized planning and budgeting </li></ul></ul><ul><ul><li>Workflow driven forecasting </li></ul></ul><ul><ul><li>Robust financial consolidation </li></ul></ul>Accelerate Decision Making Enable Broad Performance Management Improve Business Performance Align Strategy & Execution <ul><li>Microsoft Office PerformancePoint Server </li></ul><ul><ul><li>Reaches all business users with familiar Office environment </li></ul></ul><ul><ul><li>Empowers business users to define and own business rules </li></ul></ul><ul><ul><li>Handles real-world complexity with model driven approach </li></ul></ul><ul><ul><li>Takes advantage of Microsoft SQL Server </li></ul></ul>Monitor Analyze Plan Beta Now; GA mid year 2007
    19. 19. Monitoring <ul><li>Business-Driven </li></ul><ul><ul><li>Business users can build performance dashboards easily through an integrated design experience across monitoring and analytics. </li></ul></ul><ul><li>People </li></ul><ul><ul><li>All users have visibility into organizational performance. They can monitor and take action in a familiar and collaborative environment. </li></ul></ul><ul><ul><li>Personalized performance views are delivered to all users, all types of use (Office, SharePoint, Reporting Services). </li></ul></ul><ul><li>Functionality and Value </li></ul><ul><ul><li>Certified by Balanced Scorecard Collaborative. </li></ul></ul><ul><ul><li>Spans from personal performance dashboards to formal methodology-based and cascading scorecards. </li></ul></ul><ul><ul><li>Web-based and offline functionality provides wide and secure scorecarding reach (internal and external). </li></ul></ul><ul><ul><li>Contextual KPIs and reports reflect changes of planning, budgeting and forecasting data in real-time. </li></ul></ul><ul><ul><li>Rich capabilities can be deployed quickly and cost-effectively (Strategy Maps, Office integration, alerts and notifications). </li></ul></ul><ul><ul><li>Built-in templates and wizards allows users to quickly build and share scorecards . </li></ul></ul><ul><ul><li>Access a wide variety of structured and unstructured data-sources enable a complete scorecarding experience. </li></ul></ul>
    20. 20. Analytics <ul><li>Business-Driven </li></ul><ul><ul><li>Business users capture and share analytical best practices using an intuitive and collaborative environment. </li></ul></ul><ul><li>People </li></ul><ul><ul><li>Advanced visualization and analytics make it easy for users understand complex information faster, spot highlights, trends and opportunities. </li></ul></ul><ul><ul><li>Rich analytical functionality reach is extended all users, all types of use out of the box (Excel, SharePoint, Reporting Services). </li></ul></ul><ul><li>Functionality and Value </li></ul><ul><ul><li>Web-based and offline analysis, providing secure access to information to the right people at the right time. </li></ul></ul><ul><ul><li>Analytics span from multidimensional slice and dice in Office to rich capabilities like decomposition trees, drill-across, server business logic definitions, root-cause analysis and prediction. </li></ul></ul><ul><ul><li>Users can build, share and manage their analysis with no coding. </li></ul></ul><ul><ul><li>They can build and combine local and server-side data calculations, actions, annotations, scorecards as well as planning, budgeting and forecasting KPIs and metrics. </li></ul></ul><ul><ul><li>Analytical views can be shared and managed in the SQL Server Report Manager, SharePoint Server Report Center or output to PDF, HTML, XML. </li></ul></ul>
    21. 21. <ul><li>Business-Driven </li></ul><ul><ul><li>Business users can define, modify and maintain logical business models integrated with business rules, workflows and enterprise data. </li></ul></ul><ul><li>People </li></ul><ul><ul><li>Information workers can interact with and continuously contribute to the business processes of planning, budgeting and forecasting in the familiar and easy to use Excel Environment. </li></ul></ul><ul><li>Functionality and Value </li></ul><ul><ul><li>Business users design models the way they think about their business. They can integrate and maintain business rules, calculations and assumptions with no coding. </li></ul></ul><ul><ul><li>Spans from single model deployments to enterprise scenarios utilizing model-to-model mapping functionality. </li></ul></ul><ul><ul><li>Top-down and bottom-up planning functionality supports deployments requiring users to set top-level targets, test scenarios, perform detailed analysis online and offline. </li></ul></ul><ul><ul><li>Process management enables users to manage the forecasting progress through forms, workflows, submissions, approvals, reports, notifications and annotations. </li></ul></ul><ul><ul><li>Ability to connect to information contained in external systems and data sources. Transformation and business logic can be applied to both PerformancePoint Server and external data sources and systems. </li></ul></ul>Planning, Budgeting, Forecasting
    22. 22. Reporting and Consolidation <ul><li>Business-Driven </li></ul><ul><ul><li>Business-users can define their own view of the business and distribute templates and forms in a timely fashion with greater accuracy . </li></ul></ul><ul><li>People </li></ul><ul><ul><li>All users can combine operational data and financial data into one report rather than reconsolidating data through error-prone and time consuming manual efforts. </li></ul></ul><ul><ul><li>Information workers can build, customize and share production quality reports from Excel while being connected to a secure and centrally managed server. </li></ul></ul><ul><li>Functionality and Value </li></ul><ul><ul><li>Financial Intelligence functionality allows business users to perform sensitivity and variance analysis (Price/quantity/customer/product mix and timing). </li></ul></ul><ul><ul><li>Manage financial consolidation process with multiple currency conversions, inter-company eliminations and reconciliations, multi-tier allocations and support for GAAP and IFRS. </li></ul></ul><ul><ul><li>Widely distribute dynamic and standard reports including financial statements, management reports and ad-hoc analysis. </li></ul></ul><ul><ul><li>Report filters passed from Excel to Reporting Services guarantee consistency of experience for report consumers. </li></ul></ul><ul><ul><li>Reports can be managed and accessed in SQL Server Report Manager and the SharePoint Server Report Center. </li></ul></ul>
    23. 23. Product Demonstration
    24. 24. Demo Flow Demo scenario Integration Delivery in Office Monitoring Driving accountability Analytics Asking questions Collaboration More than just numbers Planning Integrated experience Q&A END
    25. 25. BSM, ProClarity, and PPS Roadmap ProClarity Analytics 6.2 ProClarity Analytics 6.3 Business Scorecard Manager PerformancePoint Server 2007 v1 PerformancePoint Server 2007 v2 Available Today Available Today March 2007 RTM - Sept 2007 Office 14
    26. 26. Product Roadmap FRx, Forecaster ProClarity and Business Scorecard Manager Scorecards Analytics Planning Scorecards Analytics Planning
    27. 27. PPS Migration/Upgrade Policy <ul><li>Customers current on Microsoft SA or ProClarity Maintenance </li></ul><ul><ul><li>BSM customers get 1 Server and 1 CAL license for each BSM Server/CAL license. </li></ul></ul><ul><ul><li>PC customers get 1 Server and 1 CAL license for each Server/Desktop/Pro/Web license. </li></ul></ul><ul><ul><li>Rights for PC 6.3 and BSM 2005 provided. </li></ul></ul><ul><li>Customer not current on ProClarity Maintenance </li></ul><ul><ul><li>Must renew maintenance with Microsoft by April 1 to qualify </li></ul></ul>
    28. 28. Price List Timing <ul><li>ProClarity 6.3 </li></ul><ul><ul><li>First version of ProClarity available through Microsoft </li></ul></ul><ul><ul><li>Need to synchronize with PerformancePoint pricing </li></ul></ul><ul><ul><li>On price list Feb 1 at $195 CAL/ $20,000 server/$30,000 External Connector </li></ul></ul><ul><li>Business Scorecard Manager 2005 </li></ul><ul><ul><li>Need to synchronize with PerformancePoint pricing </li></ul></ul><ul><ul><li>Updated April 1 at $195 CAL/ $20,000 server/$30,000 External Connector </li></ul></ul><ul><li>PerformancePoint Server 2007 </li></ul><ul><ul><li>Price list availability base on actual RTM date </li></ul></ul><ul><ul><li>Details announced at CTP 2 release </li></ul></ul>
    29. 29. AdventureWorks <ul><li>AdventureWorks designs and markets bicycles , frames, components and accessories for mountain, road and touring cycling. </li></ul><ul><li>Contoso is considering PerformancePoint for integrated monitoring, analytics and planning. </li></ul><ul><li>Jennifer, AdventureWorks’ CFO. </li></ul><ul><li>Business challenge: margin issues across some product categories. </li></ul>
    30. 30. External Resources
    31. 31. Getting Started with PerformancePoint http://connect.microsoft.com/site/sitehome.aspx?SiteID=181
    32. 32. Training Monitor Analyze <ul><li>Introduction to Business Scorecard Manager </li></ul><ul><li>BSM for business decision makers </li></ul><ul><li>BSM Builder Fundamentals </li></ul><ul><li>BSM Builder Advanced </li></ul><ul><li>Report Views </li></ul><ul><li>Scorecard Views </li></ul><ul><li>Deploying Scorecards to SQL Reporting Services </li></ul><ul><li>Deploying Scorecards to SharePoint </li></ul><ul><li>BSM Server & Security </li></ul><ul><li>Extensibility </li></ul><ul><li>ProClarity Professional Client End User Training Part 1 </li></ul><ul><li>ProClarity Professional Client End User Training Part 2 </li></ul><ul><li>ProClarity Web Standard Client End User Training </li></ul><ul><li>ProClarity Business Logic Server Training </li></ul><ul><li>PAS Environment and Authoring Training </li></ul><ul><li>ProClarity Dashboard End User Training </li></ul><ul><li>ProClarity Dashboard Administrator Training </li></ul><ul><li>What's New in 6.1 </li></ul><ul><li>ProClarity for SharePoint Portal Server Training </li></ul>
    33. 33. BSM Templates to Get Started <ul><li>AdventureWorks DW Workspaces </li></ul><ul><li>Balanced Scorecard Samples </li></ul><ul><li>BizTalk Samples </li></ul><ul><li>CRM Analyzer </li></ul><ul><li>Dynamics Axapta Samples </li></ul><ul><li>Exchange Samples </li></ul><ul><li>Finance Samples </li></ul><ul><li>Great Plains Samples </li></ul><ul><li>IIS Samples </li></ul><ul><li>Navision Samples </li></ul><ul><li>Project Server Samples </li></ul><ul><li>SQL Profiler Samples </li></ul>
    34. 34. PPS Product Dependencies <ul><li>Recommend Office SharePoint Server 2007, support Windows SharePoint Services 3.0. </li></ul><ul><li>Recommend Excel 2007 for Planning, Support Excel 2003. </li></ul><ul><li>SQL Server 2005 Standard for Monitoring and Analysis. </li></ul><ul><li>SQL Server 2005 Enterprise Edition for Planning. </li></ul>
    35. 35. © 2006 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
    36. 37. Product Roadmap FRx, Forecaster ProClarity and Business Scorecard Manager Scorecards Analytics Planning Scorecards Analytics Planning

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