Managing Essbase & Dodeca Support & Development at Kroger<br />Matthew Holt, CPA<br />ODTUG Kaleidoscope 2010<br />Washing...
Poll the Audience<br />Business?<br />Technology?<br />Have a Center-of-Excellence today?<br />Considering a CoE?<br />Att...
Intent of this Session<br />“The focus of this session will be to look at one solution for consolidating support and devel...
Agenda<br />The Kroger Co.<br />The Problem<br />The Solution<br />The Journey<br />
Kroger 2008 Fact Book<br />Headquartered in Cincinnati<br />Fiscal sales of $76.0 billion<br />#22 ranking on Fortune 100<...
Kroger Banners<br />
The Problem<br />It’s a good problem to have…<br />
The Problem<br />Essbase & Dodeca have been too successful<br />A 10+ year evolution<br />Still has a “buzz”<br />Too many...
The Problem<br />A LoB new to Essbase was on a island:<br />Obtain licenses<br />Purchase hardware<br />Staffing with exis...
Major Development Efforts<br />
Resulting Environment<br />Various support & development methods<br />Redundant data<br />Redundant efforts<br />Silos eve...
Despite all that…<br />Happy end-users<br />Implementations & ongoing support have been generally successful<br />Manageme...
The Realization<br />Essbase has evolved & grown up<br />More complexity<br />Users are demanding more<br />We can do more...
The Solution<br />Change how the enterprise supports Essbase & Dodeca development<br />Establish a partnership between the...
The Journey<br />A quick look at what we’ve got <br />and how we got there…<br />
Essbase Landscape<br />Essbase 7.1.6 & 11.1<br />2,000+ unique users<br />100+ reporting, budgeting & forecasting cubes<br...
Dodeca Landscape<br />4 Dodeca apps in production today<br />3 more in next 12 months<br />300+ unique templates today<br ...
Essbase & Dodeca Use<br />Notes<br />Many users have access to more than one environment.<br />Major expansion pending.<br...
In 2007, a group began monthly meetings to manage the long-term direction of Essbase & Dodeca, including:<br />Retail Oper...
Asked Ourselves Questions<br />What’s the right balance?<br />Lean & flexible vs. structured & rigid<br />Elite strike tea...
Attempt #1<br />Work with counterparts<br />Best practices<br />Create<br />Agree on<br />Implement<br />Share knowledge<b...
Yeah…that didn’t exactly work<br />No authority<br />Voluntary compliance<br />Silos continued<br />Additional development...
Attempt #2<br />Steering Committee became more assertive<br />gave itself authority<br />Asked questions<br />What’s worki...
Top 5 Things Learned<br />Business users “love” the functionality, autonomy and control of Essbase & Dodeca, but…<br />New...
Committee Requirements<br />Keep control with business users<br />Increase IS&S’s involvement<br />Eliminate redundant dat...
Cross-Functional Resources<br />To develop cross-functional resources:<br />Need authority to:<br />manage/shift work<br /...
Top Recommendation<br />Reassign existing resources to the new Center-of-Excellence<br />Resources remain embedded with th...
Example of Org Chart<br />Finance<br />LOB #1<br />LOB #2<br />LOB #3<br />LOB #4<br />Manager<br />Business Analyst<br />...
Finally, Roles & Responsibilities<br />…which are not completely finalized yet<br />
Proposed Roles & Responsibilities<br />Center-of-Excellence<br />Cube design, calc scripts, etc<br />Filters, groups and s...
Update – June 2010<br />Numerous staffing changes in past 6-months<br />Recent actions will modify this proposal<br />Basi...
Responsibility by Cube Type<br />Business Use<br />Highly dependent on business logic & calc scripts.<br />Frequent change...
Thank you!<br />Matthew Holt<br />matthew.holt@kroger.com<br />Feel free to e-mail me questions, <br />comments or thought...
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Managing Essbase and Dodeca 2010 ODTUG (June 2010)

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  • 11.0 FTE in 5 states (Utah, Oregon, Kansas, Washington, Ohio)
  • 11.0 FTE in 5 states (Utah, Oregon, Kansas, Washington, Ohio)
  • New resources are inexperienced with Essbase &amp; DodecaKnowledge and skill set are with a few people in each group, which is not easily transferredInconsistent development and maintenance methodsRedundant data &amp; effortsUnique business requirements everywhere
  • Last 2 most complicated
  • Simple framework
  • Managing Essbase and Dodeca 2010 ODTUG (June 2010)

    1. 1. Managing Essbase & Dodeca Support & Development at Kroger<br />Matthew Holt, CPA<br />ODTUG Kaleidoscope 2010<br />Washington, DC<br />June 30, 2010<br />
    2. 2. Poll the Audience<br />Business?<br />Technology?<br />Have a Center-of-Excellence today?<br />Considering a CoE?<br />Attended TriNet’s CoE presentation yesterday?<br />
    3. 3. Intent of this Session<br />“The focus of this session will be to look at one solution for consolidating support and development of Essbase and Dodeca, which is currently spread across multiple lines-of-business, and reorganize it into a single department, or center-of-excellence, using only existing resources. In addition, discuss how we brought Essbase out of the shadows and defined the partnership between the business units and IT, which allows each group to do what they do best.” – ODTUG Kaleidoscope<br />
    4. 4. Agenda<br />The Kroger Co.<br />The Problem<br />The Solution<br />The Journey<br />
    5. 5. Kroger 2008 Fact Book<br />Headquartered in Cincinnati<br />Fiscal sales of $76.0 billion<br />#22 ranking on Fortune 100<br />326,000 employees<br />2,481 supermarkets<br />781 fuel centers<br />771 convenience stores<br />385 fine jewelry stores<br />40 manufacturing plants<br />2009 Fact Book was not yet published at time of this writing.<br />
    6. 6. Kroger Banners<br />
    7. 7. The Problem<br />It’s a good problem to have…<br />
    8. 8. The Problem<br />Essbase & Dodeca have been too successful<br />A 10+ year evolution<br />Still has a “buzz”<br />Too many lines-of-business (LoB) continuing, enhancing and/or requesting Essbase<br />No internal structure to guide the growth and development<br />
    9. 9. The Problem<br />A LoB new to Essbase was on a island:<br />Obtain licenses<br />Purchase hardware<br />Staffing with existing personnel or hire consultants<br />If internal, sent them to Essbase Bootcamp<br />Develop and support Essbase cubes<br />Develop and support Dodeca<br />Manage versions<br />User training<br />
    10. 10. Major Development Efforts<br />
    11. 11. Resulting Environment<br />Various support & development methods<br />Redundant data<br />Redundant efforts<br />Silos everywhere<br />Minimal collaborations across business units<br />Each LoB did their thing; IS&S did theirs<br />An unwillingness to share, or seek out, best practices<br />Collaboration not required<br />Knowledge with a 1-2 people in each group<br />
    12. 12. Despite all that…<br />Happy end-users<br />Implementations & ongoing support have been generally successful<br />Management not overly concerned about risks of putting “all the eggs in one basket” <br />Demand for new Essbase & Dodeca efforts continues to grow<br />
    13. 13. The Realization<br />Essbase has evolved & grown up<br />More complexity<br />Users are demanding more<br />We can do more<br />Making the same avoidable mistakes<br />Slow to launch new apps<br />Poor design decisions<br />“We had the same problem 5 years ago”<br />Growing too dependent on too few people<br />
    14. 14. The Solution<br />Change how the enterprise supports Essbase & Dodeca development<br />Establish a partnership between the lines-of-business and IS&S<br />Agree on a direction<br />Allow each to do what they do best<br />Reassign existing resources within the lines-of-business to create a Center-of-Excellence<br />Current responsibilities will also transfer to new CoE<br />Create a cross-functional team<br />Define roles & responsibilities for both Center-of-Excellence and IS&S<br />
    15. 15. The Journey<br />A quick look at what we’ve got <br />and how we got there…<br />
    16. 16. Essbase Landscape<br />Essbase 7.1.6 & 11.1<br />2,000+ unique users<br />100+ reporting, budgeting & forecasting cubes<br />Most BSO; some ASO<br />EAS & EIS<br />MaxL & some Esscmd<br />Extensive/complex calc scripts for budgeting & forecasting<br />About 11.0 FTE for support & dev in 9 lines-of-business<br />Plus 2.0+ FTE in IS&S<br />
    17. 17. Dodeca Landscape<br />4 Dodeca apps in production today<br />3 more in next 12 months<br />300+ unique templates today<br />User base<br />Corporate & regional offices, manufacturing plants and IS&S management<br />Controllers & analysts in all 18 divisions<br />200+ stores, via Citrix<br />Several major roll-outs and/or expansions planned<br />
    18. 18. Essbase & Dodeca Use<br />Notes<br />Many users have access to more than one environment.<br />Major expansion pending.<br />Finance groups now using one Dodeca app.<br />
    19. 19. In 2007, a group began monthly meetings to manage the long-term direction of Essbase & Dodeca, including:<br />Retail Operations<br />Finance<br />IS&S<br />Manufacturing<br />Why? <br />Bring Essbase & Dodeca out of the shadows<br />Control growth<br />Share ideas and concerns<br />Share more data, quicker<br />Leverage existing data & processes<br />Eliminate redundancy of data & effort<br />Establish best practices<br />Steering Committee<br />
    20. 20. Asked Ourselves Questions<br />What’s the right balance?<br />Lean & flexible vs. structured & rigid<br />Elite strike team vs. the whole field army<br />“change it now” vs. a formal change control process<br />Who does what?<br />IS&S involvement/oversight?<br />LoB involvement/oversight?<br />Should the org chart change?<br />
    21. 21. Attempt #1<br />Work with counterparts<br />Best practices<br />Create<br />Agree on<br />Implement<br />Share knowledge<br />Become each other’s back-up<br />Collaborate on future projects<br />Share data & eliminate redundancies<br />
    22. 22. Yeah…that didn’t exactly work<br />No authority<br />Voluntary compliance<br />Silos continued<br />Additional development methods emerged<br />Limited data sharing<br />Even less collaboration<br />
    23. 23. Attempt #2<br />Steering Committee became more assertive<br />gave itself authority<br />Asked questions<br />What’s working?<br />What’s not working?<br />What are the risks?<br />How much risk can we tolerate?<br />If starting from scratch, how would we be organized?<br />What have we learned?<br />
    24. 24. Top 5 Things Learned<br />Business users “love” the functionality, autonomy and control of Essbase & Dodeca, but…<br />New resources don’t understand Essbase, Dodeca and/or the business practices<br />Knowledge & skill set with a few people<br />Inconsistent development & maintenance<br />Redundant data & efforts<br />Everyone has unique business requirements<br />
    25. 25. Committee Requirements<br />Keep control with business users<br />Increase IS&S’s involvement<br />Eliminate redundant data<br />Use existing resources<br />Develop cross-functional resources<br />Define roles & responsibilities<br />
    26. 26. Cross-Functional Resources<br />To develop cross-functional resources:<br />Need authority to:<br />manage/shift work<br />set priorities<br />Build a common language<br />Learn together<br />Set & enforce best practices<br />Truly collaborate<br />
    27. 27. Top Recommendation<br />Reassign existing resources to the new Center-of-Excellence<br />Resources remain embedded with their current LoB<br />Roles & responsibilities could be aligned across multiple groups<br />Reports to Finance, but collaborates with IS&S<br />
    28. 28. Example of Org Chart<br />Finance<br />LOB #1<br />LOB #2<br />LOB #3<br />LOB #4<br />Manager<br />Business Analyst<br />Business Analyst<br />Business Analyst<br />Business Analyst<br />Notes<br />Expand current Finance group, adding “dotted-lined” accountability to lines-of-business (LOB).<br />Primary and back-up responsibilities based on skill set, experience and/or physical location.<br />Provide more career path options.<br />Developer/Architect<br />
    29. 29. Finally, Roles & Responsibilities<br />…which are not completely finalized yet<br />
    30. 30. Proposed Roles & Responsibilities<br />Center-of-Excellence<br />Cube design, calc scripts, etc<br />Filters, groups and security<br />Cube extension<br />MaxL automation<br />Build & deploy Dodeca views<br />User training<br />Prioritize data requests to IS&S and validate results<br />Coordinate with LoB and/or IS&S on new efforts<br />IS&S<br />Pull data from host systems and load cubes<br />Support software & hardware<br />Manage vendor negotiations<br />Provide surge resources for project execution<br />Facilitate software upgrades, testing, certification and enterprise deployments<br />Provide stable environment<br />Maintain architectural integrity<br />
    31. 31. Update – June 2010<br />Numerous staffing changes in past 6-months<br />Recent actions will modify this proposal<br />Basic intent remains unchanged<br />Increase IS&S’s development responsibilities<br />Define all existing Essbase cubes in production as either:<br />Core – to be supported by IS&S<br />Business Use – to be supported by the CoE or trained power users<br />
    32. 32. Responsibility by Cube Type<br />Business Use<br />Highly dependent on business logic & calc scripts.<br />Frequent changes or customizations.<br />Quick turnaround times.<br />May pull and load subsets of data from Core cubes.<br />May have a very targeted user base.<br />Examples include budgeting & forecasting cubes.<br />Core<br />Outlines built entirely from upstream sources.<br />Extensive ETL requirements.<br />Few customizations.<br />A locked-down, controlled environment is desired.<br />Examples include standard load and calc cubes, usually for reporting only, which mirrors the system of record.<br />
    33. 33. Thank you!<br />Matthew Holt<br />matthew.holt@kroger.com<br />Feel free to e-mail me questions, <br />comments or thoughts.<br />

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