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"The dashboard is the CEO's killer app, making the gritty details of a business that are often buried deep within a large organization accessible at a glance to senior executives." – Business Week 2006
Technology for Enterprise Resource Planning (ERP), Business Intelligence (BI), and Enterprise Performance Management (EPM) supports performance / process improvement initiatives to help organizations run more effectively.
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The software industry is entering an exciting new phase where software vendors are aligning themselves as never before with clients to rapidly bring innovations to market that drive exciting results.
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First, before we talk about what actually goes into running a successful government project, let's define what a project is. If you were to ask people in your agency, department, or office to define what a project is, most would say that "it is a bunch of things that need to get done for blah, blah, blah". They're not far off the definition at all. A project is a series of steps or tasks that together bring about an end result within a certain period of time.
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To explore the possibilities of "Business Performance Management" (BPM) we must first ensure we understand its definition. Business Performance Management is a set of processes that assist organizations in optimizing their business performance. It is a framework for organizing, automating and analyzing business methodologies, metrics, processes and systems that drive performance. Corporate Performance Management (CPM) regards "all of the processes, methodologies, metrics and systems needed to measure and manage the performance of an organization," a concept introduced by Gartner Research in 2001. Operational Performance Management (OPM) is a performance management system that addresses the growing pressure to increase revenue while managing costs; meeting ever-evolving and expanding customer demands. CPM and OPM are subsets of Enterprise Performance Management (EPM), which represents the strategic deployment of Business Intelligence (BI) solutions.
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Burdened by a tangle of financial reporting regulations, corporations everywhere face a dilemma: How to comply with the growing complexity of accounting rules and still close their books quickly.
According to research sponsored by Business Objects, this is an issue that is very much on the minds of corporate executives and financial professionals. Seventy percent of respondents cited a belief that a monthly close should be complete in four days or less, and a quarterly close in under seven days. The same study also revealed that 93 percent of respondents either wanted to speed up or maintain close times. However, after a brief period in the late 1990s in which companies became more efficient in their financial reporting, compliance regulations such as Sarbanes-Oxley, Basel II and IFRS have placed additional reporting rules on organizations worldwide.
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This article explores the opportunities Small, Mid-Size Businesses (SMB) have before them: in their desire to compete on a national or global scale.Specifically, leveraging the power SAP's SMB applications offers.
Also outlined are some Best Practice approaches an SMB entity should consider before undertaking this organizational-shift; and finally, we will examine an additional critical solution every SMB considering the use of SAP should also consider.
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By the start of 2007, I had already made numerous attempts to categorize and essentially make sense of my personal finances; however, managing the accumulating Excel spreadsheets proved to be a bit too cumbersome to manage and eventually became time consuming. Comparing data from multiple months side by side in an Excel document did not prove to be very useful from a visual standpoint; though, I knew my data had an important story to tell. I needed a better way to quickly see patterns and trends in my spending; I needed a better approach to managing my finances. Luckily, I learned that one of my coworkers had been using Crystal Reports from the BusinessObjects Enterprise package (BOE) for years, not only to help organizations manage their operational and financial data, but to manage her own personal accounts. When I decided to go that route myself, I was introduced to the sleek and visually stimulating Xcelsius tool. After seeing the power behind Xcelsius, I decided to take her Crystal report to an entirely new level.
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Proposing an Enterprise Performance Management (EPM) strategy over the short to medium term inevitably requires anticipating the needs not just of immediate beneficiaries of an EPM system, the financial department, but also potential beneficiaries of the fully integrated enterprise-wide EPM system. These might include departments like sales, marketing, retail store managers as well as other external stakeholders like suppliers, lenders, etc.
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I really was awake in college! I learned all about the product lifecycle from my Marketing 101 class. Of most interest to my student loan-laden wallet was when the cycle would begin to benefit the consumer's pocketbook. This is when the product has reached the point of becoming a commodity – widely available with a large selection of sellers and options. The only potential downside is that now the consumer is fully responsible for making the purchasing decision.
Similarly, business intelligence tools were once new products with very few vendors, limited features, and high price tags. However, today there are many different vendors with multiple, similar features causing pressure to differentiate them on price.
For the consumer, this makes today a fantastic time to invest in a business intelligence solution, but also means a significant and often difficult decision lies ahead.
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Transit agencies may increase ridership and fare box revenue by participating in Google Transit, but agencies should be mindful of the potential challenges of other open source projects.
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