1. PRISM EPM PRACTICE
OVERVIEW

2. FACING CHALLENGES?
 Poor Translation of Corporate Strategies to Budgets and Targets
 Poor Alignment of Resources to Corporate Objectives
 The Process or Performance Metrics are not Understood
 Lack of Consensus, Commitment, and Shared Responsibility
 Integration of Multiple Plans is Cumbersome
 Financial Reports Do Not Lead to Management Action
 Targets are Perceived as Being Unrealistic
 Information is Inaccurate, Particularly Cost and Revenue
 Information is Poorly Communicated and/or Difficult to Locate
 Process Consumes Too Many Resources
 Poor Integration Between One Year Budget and Long Term Plan
 Process Focused on Products Rather Than Markets/customers
 Process Unable to Perform Scenario Analysis

3. NEXT ON THE CEO’S AGENDA?
 Shared Services & ERP
 Improved efficiency + reduced cost of
 Transaction processing…
Efficiency + Cost of Budgeting + Management Reporting
is Unchanged

4. CURRENT PERFORMANCE MANAGEMENT
FAILING
 Low frequency and participation
 Deteriorating relevance of results
 Low-value activities dominate
“The budget is the bane of corporate
America.
It should never have existed.”
Jack Welch, CEO of GE
Fortune Magazine (May 1995)

5. CURRENT PERFORMANCE MANAGEMENT
FAILING Do I have the right
demand forecast?
Human Operations
Product
Resources
Development
Targets at risk?; Where
to trim?
Does my pipeline cover
Customer my goals?
Service
Sales Finance
Marketing

6. TRANSFORMING PERFORMANCE
MANAGEMENT BETTER
INFORMATION, FASTER RESPONSE
Operations
Human Product
Resources Development
IT
Customer
Service
Sales Finance
Marketing
Common planning, reporting platform
Linked finance and operations
Data, process, metrics standards
Advanced analytics
High participation, scale, performance

7. TRANSFORMING PERFORMANCE
MANAGEMENT GAIN TIME, CONTROL AND
CONFIDENCE
Operations
Human
Product
Resources
Development
Drivers IT
Customer
Service
Sales
Finance
Marketing

8. THREE QUESTIONS THAT DRIVE PERFORMANCE
What should
How are we doing? Why?
we be doing?

9. THREE QUESTIONS THAT DRIVE PERFORMANCE
FINANCE
MARKETING PRODUCT
DEVELOPMENT
How are we doing? Why?
What should
we be doing?
SALES OPERATIONS
CUSTOMER HR
SERVICE
IT

10. HOW ANSWERS ARE OFTEN FOUND
INTERNAL DATA
How are we HR
doing? How are we
doing?
CRM
ERP
Why? Why?
CMO MARKETING
EXTERNAL DATA
RETAIL
What should
What should we be doing? TBS/DLB
we be doing?
AC NEILSON

11. FINANCIAL PERFORMANCE MANAGEMENT CHALLENGES
CFO Spreadsheets Failing
 “there have been well-documented cases of
errors and losses resulting from spreadsheet
manipulation errors and accidents.”
Source: Gartner, August 2007
Disparate Systems
 “Average finance organizations operate 11
finance systems per billion dollars of revenue.”
Source: Hackett Group, 2007
Business Risks
 “62 percent of enterprises … encountered a
major risk event … 42 percent of these
Tax / Controller FP & A enterprises were not well prepared for the
Treasury event.”
Source: IBM Global CFO Study 2008

12. CHALLENGES WITH PLANS AND FORECASTS
PLANS & FORECASTS
FP & A Infrequent Unreliable
Forecasts
 How long does the Weak Top-Down
budgeting process & Bottom-up
take? Coordination
 Are you using
spreadsheets to
manage the planning
process?
Disconnected
 Are your budgets and Plans
forecasts as reliable
for decision-making PAIN: Inability to deliver timely, reliable forecasts &
as you would like? plans that align operational tactics with financial
targets

13. DO SPREADSHEETS MEASURE UP?
 Even minor spreadsheet errors have a multiplicative effect
 Three types of errors
– Mechanical error: flawed typing or selecting
– Logic error: incorrect or inappropriate calculation
– Omission error: critical components left out of model entirely
 Incalculable time and effort wasted in data collection and
consolidation
 Very little visibility to future results
Source: Spreadsheet-Based Planning: Rough Road Ahead, © Cognos 2003

14. SPREAD –SHEET BASED PLANNING &
REPORTING- LIMITATIONS
Time consuming
Data movement from one system to another
Duplication of efforts
Multiple of work-sheets and files to work with
Complex
Large number of formulae and macros known only to the individuals
who have created them
Inflexible
Difficult, time-consuming for making changes
Not Integrated
Stand-alone spreadsheets

15. TO- BE PROCESS
STANDARD AND BEST PRACTICE

16. PLANNING & BUDGETING
 Develop long-range, financial, cost center, and
headcount plans, forecasts, and budgets across the
enterprise
 Gain consensus and consolidate top-down and
bottom-up operational plans with financial plans
 Increase accountability across the organization
through a high-participation planning process
 Support timely updates of forecasts to address
changing market influences, new initiatives, and
competitive factors

17. THE PLANNING PROCESS: KEY ISSUES
The main processes within Budgeting and Planning include…
Corporate Typical Process Gaps
vision, strategic
Long-range objectives
and targets
3 - 5 years
by quarter Strategic Planning
Annual Budgeting Cycle
(corporate, business units, departments)
1 year Operating Capital
by month Budgets Budgets
Financial Forecasts
(Departments or Cost Centers)
1 month Production Forecasts/Schedules
by day (Production/Manufacturing)

18. BEST PRACTICES IN PLANNING
TOP DOWN / BOTTOM UP RECONCILIATION
WHAT IF
Reconciliation Benefits TOP
 Realistic & executable plans DOWN
 Involvement in the process
 Shared understanding of business
Reconciliation
economics & Agreement
 Continuous learning
 Model that adapts to changing
market conditions BOTTOM
UP
WHAT IS

19. BEST PRACTICES IN PLANNING -
COLLABORATION
Increased number of value chain participants requires increased
collaboration.
Increased & Broader Input
 Ownership of targets
 More alliances and outsourcing
agreements
High Predictability
 Optimize use of resources
 Increased focus on core competency Low Predictability
External
Contributors
 Buy-in of strategy •Customers
•Centralized •100% of •Partners
•Top-down only managers •Suppliers
(Traditional (Enterprise (X-tra
Planning) Planning) Planning)

20. BEYOND BUDGETING
Budgeting Planning
 Historical based  Future based
 Incremental (+5%)  Driver-based
 Annual  Continuous
 Control expenses  Drive the business
 Finance driven  Anyone can drive
 By the few for the  By the many for the
many many

21. A GAME-CHANGING EVENT
Cognos
Spreadsheets
 Visibility  Cycle time
 Control and versioning  Process
Green-Line
 Plan and forecast  End-user
drivers experience
 Accountability  Compliance

22. OUR CORPORATE PERFORMANCE
MANAGEMENT APPROACH
Our framework for CPM contains 3 primary components:
Organization Process
Alignment and including
Strategic
Accountability Reward Planning,
Results Planning
Budgeting &
Balanced Score
Forecasting
carding
Monitor
Individual Business
Results Planning
Phase 2
Phase 1
Shareholder
Value
Analysis Budgeting
Reporting & Performance
Performance Measurement Forecasting
Measurement Reporting
(Financial &
Operational)

23. OUR CAPABILITIES IN ENTERPRISE
PERFORMANCE MANAGEMENT
New Models Integrate Planning, Target Setting, Budgeting, Forecasting, and Performance
Management Into a Single Process.
Strategic Planning
Performance
Target Setting Management
Budget Creation Forecasting

24. OUR CAPABILITIES AND OFFERING IN
NEW AREAS
 Top down and Bottom up  Management Reporting with
Planning with budgeting
KPI and Accountability
 Scenario and version Analysis Statements
 Work flow control  Balanced Scorecard with
Activity Management
 Predective Analysis
 Rolling Forecasts
 Profitability and Cost
 Actuals v Budgets analysis Management
We Believe In Process to Technology Consulting.
IBM COGNOS, other best of the breed products to Meet the Above Requirements.

25. THE TEAM
 20 Plus team with consultants being CA and/or MBA
 Experienced Senior Management Team with 35+
years in this arena
 2 Million hours of pooled expertise on the
technologies
 A consulting process defining the road map from
Planning to Scorecard for any organization

26. TECHNOLOGY EXPERTISE
 All our Consultants are IBM Certified
 Our senior team are authorised IBM Cognos trainers
 All versions of Cognos BI to the latest
 Cognos TM1
 Cognos Planning
 Cognos Controller

27. NEW INNOVATIONS FOR PLANNING, ANALYSIS,
FORECASTING WITH IBM COGNOS 10

28. THE 2011 BI SURVEY 10 RANKED IBM
COGNOS TM1…
• Goal achievement • Goal achievement
• Self-service • Self-service
• Suitability
The Planning Peer Group
The Database Peer Group
BARC BI Survey 10
BARC BI Survey 10
Cognos TM1 10 PART OF COGNOS ENTERPRISE
• Improved, flexible solution design environment
• Easily spans analytics and planning requirements
• Unrivaled performance at high user and data scale

29. COGNOS ENTERPRISE PERFORMANCE
MANAGEMENT: A REVOLUTION WITH TM1 10
Performance Reporting and Scorecarding
Analytics
Customer
Service Product Human
Marketing
Development Resources
Sales Operations Finance IT
Expense Planning Workforce Capital Planning Strategic Profitability
& Control Planning Finance Modeling
Enterprise Planning
and Analysis
High Performance Platform

30. FLEXIBLE SOLUTION DESIGN ENVIRONMENT
 Simplifies design for performance
management solutions
 Empowers MORE planning application
development, more prototyping
 Easily wires Cognos Insight “personal
analysis” into enterprise solutions
 Spans
Address Broad Range of Performance Management Challenges

31. FAST, EASY MODELING
 Guided modeling steps
– define dimensions
– build cubes
– define rules
– easy linking paradigm
 Widespread use of drag and
drop and visual composition
 Easy transfer of applications
from development to test to
production environments
Empowering more users to model, reduced time to value

32. USER EXPERIENCE FLEXIBILITY
Excel-Based Desktop Managed Collaboration
Customer Product Human
Service Sales Marketing Operations Development Finance Resources IT
Span All Users and User Experience Needs

33. PROVEN ANALYTICS ENGINE
 Distributed Cognos TM1 Server
–Improved WAN performance
–Better user scale
 Built on the high-
performance, stable 9.5.2 Server
Engine
 First-in-line with parallel
Distributed Cognos TM1 Server
interaction
 More tools to accelerate ETL +20% Contributor performance
improvement
performance
 Multi-server management
console
Delivers Quality, Scale, and Performance

34. ONLY IBM: POWERS PERFORMANCE
MANAGEMENT TRANSFORMATION
What used to be:
x Low frequency planning and participation
x Deteriorating relevance
x Low-value activities
Will become:
Visibility to performance gaps, alternatives
Reliable forecasting
Commitment to achievable goals

35. BUSINESS BENEFITS
 Business Process Flow
 Multi- Dimensional Modeling + Scalability + Slice & Dice
 Simulation Modelling
 Robust allocation engine
 Integration with Source Systems
 User friendly + Intuitive interface,
 MS office integration

36. IBM COGNOS TM1 Best in Class “What If” Analysis & Planning Engine
 Personal Hierarchies: As a proximate effect of our in-memory
analytic architecture, we support dynamic modeling of hierarchies and
dimensions that are often the basis of better business decisions.
 Personal Scenarios: This ability drawn from the server-side
virtualization supports an unlimited number of ad-hoc alternatives that
allow individuals, teams, divisions and whole companies to respond to fast
changing conditions.
 Manage Contribution: The best decisions are those where
relevant data are collected from systems and people alike, Contributor for
TM1 extends our commitment for higher participation analytic processing
so that contributions to performance management decision making can
engage people in a structured, automated, and auditable way.

37. PERSONALIZED HIERARCHIES
 Create customized consolidations
 Advanced filtering:
– Hierarchical level
– Spelling pattern
– Attribute value
– Element name
– Expression
 Alias support

38. PERSONAL SCENARIOS
 No predetermined
model requirements for
scenarios Unique
 Unlimited flexibility
for end user scenario
building
 Available in all
TM1 clients (Excel, TM1
Web, Contributor, Frag
ment for
Cognos 8 BI)

39. MANAGED CONTRIBUTION
 Workflow
 Pick lists (driver
execution)
 Undo/Redo feature
 End User Personalization
(Multi pane docking)
 Personal Scenarios
 Personal Hierarchies
(advanced filtering and
user defined hierarchies)
 Color code data changes
 Charting
 Hierarchy Support

40. DEMO

41. COGNOS TM1 PM PLATFORM: ONE
TECHNOLOGY, MULTIPLE APPLICATIONS
Project
Consolidation Salary Mgmt An
Planning
integratedextensi
Cash Finance Workforce bleapplication for
Profit &
Flow
Loss
all users and
Resource
Planning business
Balance Sales
Sheet Commissions functions, with
common:
Cognos TM1
PM Platform • architecture
• fact data
Customer Product
• reference data
Pipeline Profitability Profitability • scenarios
Analysis Production
Planning • business rules
Customer Product • workflow
Inventory
Mgmt • presentation
Churn Marketing Quality • security
Analysis Effectiveness Tracking

42. TM1 SOLUTION FEATURES / BENEFITS
 Unified, single platform for
planning, budgeting, consolidation, reporting, complex analysis
 Top performing RAM based multidimensional analysis engine
 Real-time, on the fly calculations, “what-if” analysis
 Interactive read / write capabilities
 Flexible, rapid business modeling
 Fast, efficient data integration
 Tight Excel integration / Web client
 Streamlined planning processes

43. B−907, BSEL Tech Park, 9th floor, opposite VashiRly Station Sector 30A, VashiNavi
Mumbai – 400705 Contact: investor@prisminfoglobal.com