Oracle Scorecarding


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Presentation given at Oracle Open World San Francisco october 2011 about relevent implementation experiences with Oracle Strategy and Scorecarding Management

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  • Not only implementation experiences but also exp in positioning this product in the world we operate. Roundtable conference. Multi discipline area with B and I. As easy as it goes, IT Manager (with a link to the business) and Exper key users ( who knoww about data and query) can easily entertain themselves in a round table. BI is about both worlds. But Scorecarding is more about Business than about IT. Let’s talk about that the upcoming hour and share some experiences with you.
  • Part of Oracle BI and EPM proposition. Different product. Different licenses . Independent of number of Named Users of for exemple OBIEE customers. Al part of an integrated And therefore it is an extension of the OBIEE integrated analytic foundation. Funtional and technical extenstion of the obiee analytic foundation. License wise it is separate article on the oracle price list. Three types of impl prebuilt / tech / embedded but in fact this should be qualified as an APPElicatino.
  • Due to visit Exec Briefing realised that that’s the bigger picture. Our main focus area is the following : NEXT SLIDE Last summer we were invited to participate at the Exec Briefing at Oracle HQ. We all know that OBIEE is part of the wider spectrum and is call the BI/EPM propostion. Scorcard and Strategy Management is positioned as one of the integrated view information is deployment and published into the organization as a result of the Common Enterprise Information Model. For those who haven’t heard about it; this Administration tool environment is all about one version of the truth. It’s the semantic model, the hart of the solution. And also the reason for market analists to appreciate the Oracle prop, because since the acquisition of Siebel in 2006, Oracle has presented the same story and all the new add ons like also the hyperion stack is always an add on to this CEIM Common Ent. Inf. Model. And Scorecarding is also a logical add on, as well as functional, architectual en technical. I will come back to that later.
  • Integration of BI as tch and application wize implementing BI Scorecarding is an example of how Oracle is integrating their rproduct lines. Our main focus is this part of the architecture. We started working with OBI on the first of june 2006 with best pre sales in the world, Wim Villano. It’s your first time here at OOW and my plessure to give you al the credits you can get. Next time you can buy me dinner.
  • Fits into one of my basic stories I tell my customers. In fact we’re all in the PDCA cycle of Deming invented in the late 50 of the previous century and still appropiate in todays world of for example BI projects. We start with C. We put data in, we check it and spit it out to the business. Into the hart of the cycle, that also the reason
  • In the hart of information management Scorecarding plays a strategic role. As you can see : a lot of questions. More questions than answers.
  • Before we start our short demo
  • As I told you in my introduction we gave you an overview of the product and the proposition. But now the real world reality we live in every day. We live in the world of technical implemenation specialist. Attended pres OOW last year about the business case of BI. Is it B? Is it IT. It’s both. So what we need to do is to close the gap between IT and the Business. But we are on one side of the spectrum and the technical side. Move our way up to the business Intermediate Scorecarding is key entry point Room and Space for implemenation partners after Oracle introduced it. ADVANTAGE OF THIS APPROACH. Not only slides with how fancy it looks, but also an answer to one version of the truth. Stable answer for your unified data source approach. Centralized data infrastructure. After that it is easier to convince business, but mainly to have a quick result. How do we do that? Organize round tables,  Discussion about what kind of people and resources you need. IT and business will find eachother. No preference for IT look at business Or business to look at IT Employees Aorta have both backgrounds. That why they like BI in our environment. practical advice how to build a dashboard, but also how to implement and to quarantee that your organization will start working with it.
  • Let’s focus on the speed of the arrows. Why is it so difficult? EMEA PARTNER Council Barcelona I was asked the same question. This was a fully tech impl community. After we implemented the repository and solved all kind of difficult questions Speed is 100% dependable of the business speed of the customer. It is an application which have to be managed and defined. Our role (as an tech impl partner) is to deliver the right data. Technology partners mainly talk about delivering resources. Here you need to understand the business APPROACH AORTA : Answer: I don’’t know. This is a difficult question. Customer advice: - Start Small Think Big It is 100% Business in an Technology driven Oracle World Customer readyness To talk about scorecarding is something else than implementing it. Everybody wants it, but who is ready for it? Strategy and vision are needed to success (in scorecarding) Fear to be committed to a responsibility. “ Let’s prevent to become an owner of this business problem” “ Everybody can public appeal me” Communication
  • If you start thinking about KPI’s, start working with Scorecarding and use the tool as a basic communication tool. Every next step in implementing is a natural expansion of possibilities
  • Obiee11g event was the motivation to gather an exec briefing for the business
  • 4 processes that impact your entire financial situation for working capital. Also other projects were initiatated at other customers in a multinational environment
  • Just an example
  • Why always monitoring data? Proces information , check and manage at the source. Data is the result of a process.
  • Strategy Tree. Modelled the organizational structure we can drill down thru the entire org till the level of product group. Advantage of our approach, is that we have a hihgly efficent and well structured DWH, which can easily deliverd Relationschip between KPI’s
  • KPI is a combination of a measure label with one or more dimensions values. Not just a dimension, but also the appropiate value is important. Like for instance there are three KPI, for every BU one specific
  • Tell about Action Framework. Navigate to other content in or out of your BI environment Button toelichting toevoegen IT IS ALL ABOUT COMMUNICATION
  • If you start thinking about KPI’s, start working with Scorecarding and use the tool as a basic communication tool. Every next step in implementing is a natural expansion of possibilities
  • Development does not go by itself. It needs vision and AWARENESS by the entire orga. As well as business and IT need to admit that the key to succes is the way technology will adjust to the business needs and experience. Emphasize that this is only an example. But In my experience this is key to success: the way tech can match the business needs. That means that
  • Oracle Scorecarding

    1. 1. Aorta business intelligence Oracle Scorecarding & Strategy Management experiences San Francisco, October 6 Leander van Dongen
    2. 2. <ul><li>One of the first Oracle Gold Partner with specialization Oracle business intelligence foundation. </li></ul><ul><li>OBIEE Service Centre </li></ul><ul><li>Senior implementation specialists with focus on results </li></ul><ul><li>Founded from a productfocus on OBIEE </li></ul><ul><ul><li>Media, production, trade&wholesale, healthcare, retail and agricultural environments. </li></ul></ul><ul><ul><li>Partnership with other Oracle partners. </li></ul></ul><ul><li>Intermediate between business and ICT </li></ul><ul><li>Social Media (@leandervd @aortabi) </li></ul>Aorta business intelligence
    3. 3. <ul><li>Positioning Oracle Scorecard & Strategy Management </li></ul><ul><ul><li>What, Why and How </li></ul></ul><ul><li>Implementation roadmap </li></ul><ul><li>Demo </li></ul><ul><li>Implementation Experiences </li></ul><ul><li>What to remember </li></ul>Agenda
    4. 4. Oracle business intelligence 11 g Oracle business intelligence at Oracle Interactive Dashboards Geospatial Visualization Office Integration Mobile Reports Applications & Portals Search Ad-hoc Queries Collaboration Scorecards
    5. 5. The total spectrum of BI/EPM
    6. 6. OBIEE as a technology
    7. 7. Goal of Oracle BI/EPM Intelligence Decision Cycle
    8. 8. <ul><li>“ Scorecarding is a methodology that enables you to communicate strategic goals to your organization and monitor their progress” </li></ul><ul><li>A Scorecard should answer questions like : </li></ul><ul><ul><li>Where is the organization going ? </li></ul></ul><ul><ul><li>How will we get there? </li></ul></ul><ul><ul><li>What is critical to my success ? </li></ul></ul><ul><ul><li>How am I doing against my goals ? </li></ul></ul>What are we talking about?
    9. 9. Implementation Steps
    10. 10. Aorta business intelligence Demo Scorecarding and Strategy Management San Francisco, October 6 Leander van Dongen
    11. 11. B IT Feature wise positioning by Oracle “ A KPI is a meta data element” Business Consultancy Firms Implementation Partners Round table discussion Entry point Business Development Empathy Close the gap
    12. 12. B IT Speed of Adoption Delivering capacity Hard to understand the business Afraid to claim responsibility You need vision Talking <> Implementing Why is it so difficult?
    13. 13. System Operational Reporting Flexible Reporting Integrated Dashboard Static Dashboard TYPE SCOPE Individual Depart. Organiz. What if analysis Enterprise. LEVEL Approach Aorta Business Intelligence 1 2 3 4 5 BUSINESS VALUE
    14. 14. OSSM Oracle Scorecarding & Strategy Management Implementation Experiences
    15. 15. San Francisco, October 6 Leander van Dongen Sdu Uitgevers, The Hague Publishing company
    16. 17. Oracle business intelligence 11 g Implementing Scorecarding <ul><li>Preparation Data warehouse – Working Capital project </li></ul><ul><ul><li>Growing awareness for KPI’s on the financial department </li></ul></ul><ul><li>Executive Briefing November 2010 </li></ul><ul><ul><li>Awareness and involvement of top management </li></ul></ul><ul><ul><li>Sponsorship Enterprise BI achieved </li></ul></ul><ul><ul><li>Roadmap adoption </li></ul></ul><ul><li>Business model is rapidly changing from hardcopy subscriptions to online </li></ul><ul><li>Positioned Oracle Scorecarding as logical (!) next step in their maturity model. </li></ul>
    17. 18. Cash & Credit Management More specific Deeper Order to Cash Purchase to Pay Forecast to fulfill Cash & Credit Management Wider Aorta Working Capital The Working Capital Solution box Working Capital
    18. 19. Cash Conversion Cycle Purchase to Pay Order to Cash Sales Invoicing Purchasing Invoice Collection Production Payments Inventory Cash Cash Conversion Cycle
    19. 20. Where are we now <ul><li>Project 1: Working Capital </li></ul><ul><ul><li>Detailed KPI definitions finalized </li></ul></ul><ul><ul><li>Dashboard framework visualizations </li></ul></ul><ul><ul><li>Data has already been made available </li></ul></ul><ul><li>OBIEE11g live last week </li></ul><ul><li>Project 2: Process Monitoring </li></ul><ul><ul><li>Steering committee decisions </li></ul></ul><ul><ul><li>Tender Dutch Government </li></ul></ul><ul><ul><li>Receiving, Editing, formatting and Publishing on different kind of formats and levels. </li></ul></ul><ul><ul><li>Margins are related to time stamps. </li></ul></ul>Current Status
    20. 21. Working Capital
    21. 22. Working Capital
    22. 23. Working Capital
    23. 24. Working Capital
    24. 25. San Francisco, October 6 Leander van Dongen Varkens KI Nederland Artificial insemination … on a Monday morning
    25. 26. <ul><li>Breeding facts </li></ul><ul><li>10 KI stations </li></ul><ul><li>Uniform KPI definitions </li></ul><ul><li>Data warehouse </li></ul><ul><li>Proof of Concept Exadata </li></ul>20 million pigs Artificial insemination
    26. 27. Nico Oracle business intelligence datawarehouse ODS DWH PIG management systeem Report Generator Load dim F DNA facts #200 #20 #30 400GB Process situation; closed loop
    27. 28. KIS_Oracle Datawarehouse ...... KIS Interactive Dashboards Reporting & Publishing Ad-hoc Analysis Office Integration Scorecards PIGbase APEX APEX EXADATA DATA INTEGRATIE OBIEE 10g Scorecards
    28. 30. Production a bear per day % stable capacity Nr. doses per stable hour Nr. doses per lab hour % usable doses % usable jumps Average concentration
    29. 32. Part of business development strategy Start Small Think Big Preparation Projects Our customers are not ready But they need a lot of help ! What would we like to achieve?
    30. 33. Oracle business intelligence 11 g Interesting links Online OBIEE
    31. 34. <ul><li>Free download App </li></ul><ul><li>News </li></ul><ul><li>Twitter list </li></ul><ul><li>BI/EPM Content: </li></ul><ul><ul><li>PDF </li></ul></ul><ul><ul><li>Word </li></ul></ul><ul><ul><li>Movies </li></ul></ul><ul><ul><li>… </li></ul></ul><ul><li>An OBIEE App made by Aorta </li></ul>Aorta business intelligence Apple App for OBIEE (BI/EPM)
    32. 35. Oracle business intelligence 11 g What to remember .... <ul><li>This is all about business. </li></ul><ul><li>Everybody likes to talk about it; not everybody is ready for it </li></ul><ul><li>Entry point for meet the business </li></ul><ul><li>and of course : </li></ul><ul><ul><li>Artificial Insemination is fun …. even on a Monday Morning. </li></ul></ul>
    33. 37. Integrated Insight Start sharing Structured Information Printing Reports Integrated Consistency Market Control PHASE Static Reporting Flexible Reporting Integrated Dashboard System Individual Department/ Organization Enterprise Global SHAPE SCOPE MATURISATION Static Dashboard Business Control 1:1 Flexible Insight Forecasting What if analysis Approach Aorta Business Intelligence BUSINESS VALUE 1 2 3 4 5 6