IBM绩效管理解决方案

IBMWorkplace©2003IBMCorporationIBM绩效管理解决 方案 气瓶 现场处置方案 .pdf气瓶 现场处置方案 .doc见习基地管理方案.doc关于群访事件的化解方案建筑工地扬尘治理专项方案下载 Alignment,Access,andAction软件部张士德IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*内容 零售业背景概述 决策 分析 定性数据统计分析pdf销售业绩分析模板建筑结构震害分析销售进度分析表京东商城竞争战略分析 与绩效管理 绩效管理三部曲 KPI体系的建立以及分解 KPI指标管理监控 数据分析 绩效管理平台技术架构 部分案例IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*零售业绩效管理背景概述IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*零售业CEO调查结果：效率是传统关注点,但我们仍需达到更高的收益要求IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*零售业者清楚的意识到提高数据可见性和集成的 标准 excel标准偏差excel标准偏差函数exl标准差函数国标检验抽样标准表免费下载红头文件格式标准下载 化的重要性(SOA)“Anyretailerstilloperatingfromtheclassicmeasuredandpragmaticapproachtotechnologyadoption,whichretailershavehistoricallytaken,isintrouble..” Gartner BusinessIntelligenceandAnalyticsTrendsinRetail:InsightMakesInroads JanuarySource: Gartner/RISRetailTechnologySurvey Lastyear,retailerschosestorelevelITinvestmentsandcapitalconstraintsasthetoptwochallenges.Thisyearitismeetinghighcustomerexpectations(55%)andreal-timevisibilitythroughouttheorganization(45%).TheGartneranalystsbelievedollarswillflowtoothertechnologiesdesignedtoimprovethecustomerexperience,includingmobiledevices,kiosks,businessintelligencetoolsandRFIDsystems,tonameafew.Evidenceofthistransformationisfoundinthetoptwoitemsonthisyear’slist:meetinghighcustomerexpectationsandreal-timevisibility.Bothrequiretremendouscommitmentstochangeaspectsofthebusinessacrossmultipledepartmentsandprocesses.Whenfullyexecuted,theywillmostlikelytoucheverycorneroftheorganization.Retailerscitedlackofanalyticaltoolsandtechnology,alongwithspaghettiapplicationarchitectureasmajorITobstaclesinthewayofimprovingefficiency.Inturn,thedifficultyofjugglingmultipleprocess,systems,applications,andback-enddatabasescreateobstructiontovisibilitythroughouttheenterprise.Gartner/RISRetailTechnologyStudy“AVOIDINGRIPANDREPLACE...CIOshavenightmaresaboutrippingoutallthelegacysoftwarethatgivesthemheadachesduringtheday,andreplacingitwiththelatest,mostadvancedsystems.Buttherealityistheycan’tdoitformanyreasons,withbudgetconstraintsbeingthemostimportant.Still,CIOsarecompelledtomodernizeconstantlyinanefforttoimprovespeedandefficiencythroughouttheorganization.Howdotheyreconcilethesetwoopposingforces?Accordingtothisyear’sdata,retailersareturningtotheSOAmodelinsignificantnumberstoaccomplishthisgoal.TheyarehardatworkdevelopingSOAapplicationsthatdeliverimmediatefunctionalitywhileallowinglegacysystemsseveralmoreyearstorunouttheirlifecycles.ThisdoesnotmeanCIOscan’tdeployotheroptionsindifferentpartsoftheenterprise,butwith25%ofrespondentssayingtheyareunderwaywithanSOAdeploymentandanother29%sayingtheywillbegindeploymentintwoyears,thereisclearevidencethatretailersareembracingSOAinabigway.”IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*调查显示三分之一的零售业者计划实施仪表盘OftheBI/analyticstechnologyinvestmentsmadebyretailers,advancedanalyticsdashboardshavethegreatestamountofplannedadoption.Aboutone-thirdofretailersareplanninganimplementationduringthenexttwoyears.Dashboardsareclearlypoisedtoridethewaveofenthusiasmofreal-timevisibility.Retailerscan'tspeedupdecision-makingprocessesanddrivetransparencyifdataisstillscatteredaroundtheorganization.Dashboardssolvethatproblembycollectingdataandpresentingitinrole-appropriateform.Department/massmerchandiseledindashboardinvestment,includingthegreatestnumberofproductionandplannedsystems.Specialtyretailers,althoughbehind,willinstallalargeamountofdashboardsduringthenextcoupleofyears.Grocerywilllagthroughoutthesurveyperiod.IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*零售业店员通过需要企业业务实时信息以提高企业运行效率Source: ForresterResearch, Surveyof24storemanagers TheVoiceoftheStoreManager仪表盘已成为门店的脉搏“Dashboardsthatbecomethepulseofthestore.Valuablefortheirabilitytopresentawidevarietyofimportantinformationinaneasy-to-graspformat,dashboardswillbecomethepreferredwaytodeliverinformation.”1RetailGetsReadyforIn-StoreAnalyticsInfact,thesesameleadersarelookingtowardsolutionstoimproveoverallbusinessperformancebyhavingreal-timeaccesstobusinessspecifickeyperformanceindicators,withaccessfromanylocation,andmanagingbyexception–toaddressissueswhentheyarise,notafter-the-fact–bybeingalertedautomatically.Thepreferredsolutionisarole-based,real-time,managementdashboardofkeyperformanceindicators,dynamicreports,alertscollaborationandactionabilitythatgoesbeyondjustcompliance.IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*IBM绩效管理零售业部分指标ExampleKPIs–DistributionandRetail RevenueGrowth OperatingIncomeMargin PercentageofCostofGoodsSold(COGS)&GrossProfitMargin PercentageofSelling,General,andAdministrative(SG&A) CapitalUtilizationandCashOperatingCycle DaysInInventory DaysSalesandPurchasesOutstanding FixedAssetUtilization GrossMarginReturnOnInvestment(GMROI) FreeCashFlow CashtoRevenue SustainableGrowth SalesperWageRate SalesperSquareFoot SalesperTransaction UnitsperTransaction ConversionRate SalesperHour InventoryLevels TopProductSales BottomProductSales TopStores AverageSale LaborWorkedvs.ScheduledNOTE: TheseKPIexamplesareforreferenceonlyHerearesomeexamplesofKeyPerformanceIndicators(KPIs)companieshaveincludedintheirdashboards.OfcoursewithIBMWorkplaceDashboardsyoucandefineany,andasmany,KPIsasyouwant.IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*决策分析与绩效管理IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*在当今的商业环境中，迅速而可靠的执行业务决策变得越来越重要。获取信息让执行决策变得耗费时间并且代价高昂。 各异的数据源 手工的，低效率的，耗时的过程(如.,通过 报表 企业所得税申报表下载财务会计报表下载斯维尔报表下载外贸周报表下载关联申报表下载 ，数据表筛选数据等等） 通常需要有专业技能的业务分析员或IT开发人员才能找到信息。 不好的数据质量/误差Inthisageofinformationoverload,bothmanagersandworkersoftenstruggletoobtainvisibilityintokeybusinessoperations.Thechallengeisthatcompaniesstillhavedatastoredindisparatesystems,causingdatainaccuraciesorrequiringmanualprocessesandspecializedskillstoaccesstherightdata.Butvisibilityiskeyforanorganizationssuccess.Byprovidingdirectaccesstotheappropriateinformation,employees,managers,andexecutivesaregiventheinformationandconfidencetomakeinformed,strategicdecisionsthatarebetteralignedwithcorporategoals–andasyoucansee,theneedforhavingthisinformationinstantaneouslyiskey.IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*今天的执行者正不断地承受着提高企业绩效的压力 提高决策质量 通过制作经整理的，即时的，有内在关联的数据提高决策质量。 提防管理偏差，避开潜在问题。 通过异常促进管理。 加速决策执行 把团队定位到关键的业务目标上 消除手工过程/减少数据误差 提高组织的透明度 更多的交互以加速问题的解决 监控并改进每日的操作 为客户/合作伙伴提供更好的服务 提高供应链的效率/能见度 保持对工业和法规授权的遵守多达70%的CEO的失败，不是因为差的策略，而是因为执行力的缺乏。*FortuneMagazine,“WhyCEO’sFail”,RamCharanandGeofferyColvin,June21,1999,p.69.Manyofourcustomershaveimplementeddashboardstorealizeafundamentalbusinessadvantage–Givingbusinessusersthathavegoodvisibilityintobusinessoperationsareabletomaketimely,well-informeddecisionsthatimproveoverallbusinessperformance.Thisslideshowssomeofthemajorbenefitsrealizedbydashboards.Perhapsthelargestbenefitisthatdashboardsconsolidatedatafromdisparatesourcesintoonevieworapplication,withaveryintuitive,easytounderstandinterface.Asaresult,decisionmakerscangainbettervisibilityintobusinessoperations.And,withalloftheinformationpresentedtousersinatimely,dynamicmanner,userscanquicklyrespondtoanydeviationsinthresholds,avertingpotentialproblems.Userscanalsoproactivelyreacttopotentialopportunitiesinrealtimeornearrealtime.Thenetresultisthatdashboardscanhelpcompaniestomakebetterdecisionsandreactfastertobusinessissues,helpingthemtoriseabovethecompetitionIBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*绩效管理体系的核心构架公司目标员工目标公司绩效考核流程员工绩效考核流程高层奖励计划员工奖励计划部门目标经理绩效考核流程经理奖励计划公司、部门以及员工层面上的责权利分解目标管理行为管理动力管理IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*常见的对于绩效管理的误解 绩效管理=绩效考核 绩效管理是用来衡量员工已完成的工作的 績效管理是用来管住员工的 绩效管理体系可以解决企业所有的绩效问题 绩效管理是用来发奖金或调工资的 绩效管理是人力资源部的事IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*谁是我们的客户：客户细分 谁是我们的客户 我们的价值定位 我们如何知道客户是否满意 市场份额 客户获得、保留、满意 带来最大利润的客户重要经营绩效我们的战略期望取得何种财务结果 收入增长及其组合 成本降低、生产率提高 资产利用和投资战略必须具备能力与条件 领导力、核心胜任能力 知识资产 信息与技术 工作环境、企业文化财务方面我们如何对股东负责？内部运作方面我们必须专长于哪些方面？客户服务方面客户如何看待我们？学习与成长方面如何不断改进和创造价值？愿景与战略概念介绍：平衡记分卡满足客户需求的核心流程 产品开发 产品生产 产品销售 售后服务IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*建立公司绩效与个人绩效的链接IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*三个重要概念－关于衡量指标职责关键绩效领域关键绩效指标指标值指标建立方向广义的目标指KRA、KPI与指标值总称IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*您的企业现状？ 您目前在日常管理当中是否在使用绩效指标，是否在追踪目标完成情况？ 您目前管理绩效数据的方式（比如电子表格Excel）是什么？是否高效？ 您是否在寻求超越电子表格的，更加有效的方式来追踪关键绩效指标和业务流程的完成情况？ 贵公司是否存在多个异构的信息系统来管理业务数据？是否有一个统一的平台来衡量和展现这些数据？ 您是否在思考企业战略的贯彻执行问题？ 贵公司的员工能否清楚地知道他们所在部门的目标？ 贵公司的员工能否及时地得知他们的个人绩效指标状况？IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*绩效管理三部曲IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation* 公司关键绩效指标(KPI)体系的建立 从公司战略目标到公司KPI指标 从公司KPI指标分解到部门KPI指标，再到个人KPI指标 KPI指标管理监控 实时展现各种日常运营数据和指标(仪表盘)，并根据设定的阈值给出提醒 提供集成的协同办公环境 数据分析 绩效考核的数据进一步反馈决策层，并已某种方式影响执行部门和员工的激励措施，形成一个闭环绩效管理三部曲IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*几个问题 您平时如何来追踪那些重要的业务数据和关键绩效指标(KPI)？ 您如何确保业务目标的顺利完成?如何确保在第一时间对问题作出反应? 您如何使得本部门的业务目标和公司的战略目标相一致?如何保证自己下属的工作努力和部门目标相一致? 通常，复杂的组织、流程和信息基础设施使企业决策人难以有效追踪关键的业务目标，从而影响到企业策略的执行．IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*KPI体系的建立以及分解IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*KPI体系的建立和目标分解建立公司战略目标和地图建立公司KPI指标分解目标到部门/高管下达目标到个人IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*建立公司战略地图 战略地图是平衡记分卡绩效管理理论中核心理念之一，它通过梳理不同维度内战略目标的联系，使得公司的管理层统一认识、强化执行。 下图中，干部领导力的增强，有利于改善创新流程，进而促进品牌知名度的提升，最终达到持续盈利。IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*建立KPI目标指标及连接相关信息 每个部门和个人都有一个可以定制的记分卡/仪表盘来管理不同角度的KPI指标。电话用户数增加５％通信业务收入增长１０％IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*定义KPI里程碑的目标值及趋势 利用详细的度量标准跟踪每个目标的状态、趋势及相关历史记录，以帮助个人采取成功的行动Createtemplatesandcustomizeddashboards,chartorganizationalperformanceunitbyunit,rolebyrole.QuicklyconnectandinterfacewithdatainothersystemsIBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*指标值(Target)的设定 指标值的设定需要长期的数据积累与管理经验的积累，并且需要清晰的更高层级指标值，可参考的设定标准包括 直接分解公司、部门的目标值 以过去该任职者完成的目标值为依据 以过去所有任职者平均完成目标值为依据 以行业参照值为依据 以该职责所要求的标准为依据 在缺乏这些参考依据的情况下，上级主管和员工需要共同设定一个数值作为第一年的目标值，第二年就可以在此基础上积累。IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*定义KPI指标实际值的来源 您的某个KPI指标的实际值可以通过右图进行录入。 也可以定制为通过Web服务从外部系统取实际值。IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*定义KPI数据的聚合(Roll-up) 您的某个关键KPI指标的具体数值可能来自于其他几个指标的聚合。 聚合的类型可以灵活定义，如，加和，平均，加权平均等等。IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*KPI双向的关系状态图 状态图可以让您直观地了解您的关键绩效指标(KPI)和其他指标的相互因果关联和依赖关系。 这种关系可以双向浏览。IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*将KPI指标下达相关人员 选择KPI指标。 选择下达给哪些人员。IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*KPI指标的提交批准和交接 当您设定了个人或者部门KPI目标以后，您可以提交给上级以待批准。 您可以把您的目标代理给其他同事。 您还可以把不再适合于您的目标交接给其他人或者部门。IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*使用记分卡/仪表盘确保目标与策略保持一致提交以进行审批推动/链接目标，并就依赖关系达成共识委派/级联提交以进行审批委派/级联制订公司战略目标以及目标分解到KPI目标链接KPI目标和行动计划与督办事项建立目标之间的依赖关系并达成共识记分卡记分卡与目标调度程序记分卡与状态图行动计划行动计划IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*什么是仪表盘? 通过直观，强化的界面展现关键的业务信息。 提供对当前的经营操作的即时展现力和洞察力。显示“发生了什么”(如,历史趋势)……无法显示即时的操作数据，无助于问题的解决。 传统的仪表盘 数据源 数据仓库 资料实时性 历史数据 架构 私有的 交互性 静态 使用人数 10到100 应用类型 战略类应用(以数据为中心的报表和/或OLAP)Adashboardisessentiallyavisualandintuitivedisplayofthemostimportantinformationneededtoachieveoneormorebusinessobjectives.Also,withadashboard,companiescanhavevisibilityintotheirbusinessoperations,helpingthemtoidentifyproblemsorevenopportunities.Now,theconceptofdashboardshavebeenaroundforseveraldecades,startinginthe1980sand1990swhentheywereoriginallyknowasexecutiveinformationsystems.Andwhiletheconceptofdashboardshasevolvedovertheyears,theyfinallysettledintoacommonimplementationstartinginthelate90sandearly2000,whichisessentiallyagraphicalreportthatsitsontopofadatawarehouse,showinghistoricaltrendsandhighlightingwhereissuemaylie.Thesetypeofdashboardsaregenerallyconsideredjustanothertypeofreport,andarebuiltwithreportgenerationtools.Whilethese‘traditional’typesofdashboardsdefinitelyaddvalue,theyalsohavesomeinherentlimitations.Firstandforemost,thedataisoftenoutdated,whichisfineforperformingstrategicanalysis,butdashboardsthatjustdisplayhistoricaldatalimitacompany’sabilitytoimprovetheirdecisionmakingandbusinessperformance.Further,thesetypesoftraditionaldashboardsdon’tallowuserstotakeactiontoresolveanissue.Forexample,thedashboardmighthighlightaprobleminred,suchassalesaredownintheNortheast,butitwon’tsupportdrilldowntofindoutmoreinformationnorwillitsupportrelatedactions,likechatoremail,tohelpresolvethespecificissue.IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*SOA和Portal的出现已经重新定义了仪表盘 主动的仪表盘 通过授予的操作和分析简化了问题的解决。 它是灵活的，基于角色的，可定制的，并且是链入过程的。 传统的仪表盘 活动的仪表盘 数据源 数据仓库 多数据源(如：ERP,DW) 资料实时性 历史数据 实时数据+历史数据 架构 私有的 开放和基于服务的 交互性 静态 交互和动态 使用人数 10到100 100到1,000(基于角色+个性化) 应用类型 战略类应用(以数据为中心) 战术,操作类应用(以业务处理为中心)ButwiththeemergenceofportalsandSOA,dashboardshavebeencompletelyredefined…Bybuildingyourdashboardontopofaserviceorientedarchitecture,anddeployingitwithinaportalenvironment,youcaneasilycreateanactivedashboardthatassemblesdatafrommultiplesources,(suchasERPsystems,datawarehouses,spreadsheets,etc.)ANDthatalsofacilitatesproblemresolutionbyenablingactionrightfromthedashboardinterface.Asaresult,ratherthanbeinglimitedtostrategicdashboards,youcancreatedashboardsthataremoretacticalandoperationalinnature.Inaddition,youcanleveragetheportalinfrastructuretoeasilycreatecustomizeddashboardsthataretailoredspecificallytotherequirementsofagivenperson,group,orfunction.Inshort,thesenextgenerationofactivedashboards,builtonaSOA,provideanoptimalenvironmenttohelpyourbusinessesimprovecorporateperformanceandgainacompetitiveadvantage.IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*仪表盘与记分卡KPI的比较IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*KPI指标管理监控IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*用于跟踪及管理执行的全套工具通过记分卡跟踪并监控状态在与具体目标相链接的仪表盘上进行挖掘轻松访问详细的支持信息提供支持主动的仪表盘详细状态信息与依赖关系图您定义的实际与可接受业绩水平详细信息与历史记录记分卡Thescorecardprovidesviewsofagroupofobjectives.Thegroupofobjectivesmaybeforanindividualorthegroupmayrepresentacollectionofrelatedobjectives;forexample“allobjectiveswhicharelinkedtogether.Thescorecardhastwoviews:thedetailsviewandtheheatmapview.Thedetailsviewdepictsatablewiththecompanyperspectivesusedascategorysectionswiththeuser’sobjectiveslistedundertherespectivesection.Eachobjectiveisdisplayedasarowconsistingoftheobjective’stitle,currentstatus/trend,thenextmilestone,thecurrentactualvalue,thevariancefromthepreviousactualvalue,thechangefromthepreviousactualvalue,andthedateofthemostrecentactualvalue.Additionally,initiativesaredisplayedbeneaththeirassociatedobjectives.Theinitiativeshavethesamecolumndataasobjectives.IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*公司,部门或个人的绩效考核记分卡概览UsecalloutsasspeakernotesIBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*实时的记分卡KPI关系状态图了解对任何目标的贡献及依赖来自跨组织边界的记分卡的向上钻取度量标准有关业绩问题的早期警告多种不同的视图来反映公司的组织架构，如基于回报路径，基于地域和基于部门等等，可订制化。ThispictureshowsaStatusMap,whichisagraphicalrepresentationofanobjectiveandallthedependenciesthatarerelevanttothatobjective.UseCalloutsforspeakernotesIBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*与具体目标相链接的仪表盘:KPI通信业务收入数据分析IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*绩效管理与执行一:记分卡． 部门经理查看自己的记分卡，发现KPI指标：“‘超级语音信箱’客户开通率增加30%”　的状态不良，于是他打开仪表盘以查看相关的详细数据IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*绩效管理与执行二:目标关联的仪表盘 在仪表盘中，部门经理看到了目前的“超级语音信箱”增值服务活动经费的详细信息，决定采取行动，增加活动经费本公司各个月的增值服务活动经费与竞争对手在增值服务中投入的活动经费比较进入追加活动经费的工作流IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*绩效管理与执行三:基于目标展开的行动计划． 部门经理打开了基于Workflow平台的市场费用追加审批系统。IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*绩效管理与执行四:行动计划的执行与追踪． 部门经理查看“市场费用追加审批系统”的图形化的审批流程。IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*绩效管理与执行五:行动计划的提醒&督办IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*行动计划的协同办公:五.一． 销售经理查看自己的记分卡，发现KPI指标：“‘增加收入’的状态不良，于是他通过积分卡的细化分析发现出问题的关键人.通过与此人的即时交互了解更多情况.IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*行动计划的协同办公:五.二． 销售经理与销售讨论后,发现特色服务的推广不够.所以,他邀请市场及销售人员召开电子会议并进行讨论.IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*绩效管理与执行六:行动计划对目标的成效评估． 行动计划执行后，部门经理再查看自己的记分卡，发现KPI指标：“‘超级语音信箱’客户开通率增加30%”　的状态趋势向上IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*数据分析IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*仪表盘：多数据源实时KPI数据的展现KeyPerformanceIndicators(KPI)关键绩效指标IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*灵活的数据分析展现方式IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*报表 您可以用表格形式或者图形方式来浏览过去的数据记录 您还可以在仪表板中了解更加详细的信息IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*领导的个性化电子工作空间领导者仪表视图领导者仪表视图IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*绩效管理平台技术架构IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*CompanyLeaders,establishShortandLongTermStrategyKPI分解变更管理依赖关系实时任务记分卡-数据表预置信息关联过程监控数据分析其他门户应用预警数据监控即时通讯讨论区热点图／状态图任务管理团队协作提高管理效能多种形式的聚合共同的期望向下向上KPI级连KPI委派共同的期望和衡量标准利于投入工作电子数据表数据库应用系统商业智能系统预置的协同应用可集成的应用仪表板框架信息追踪报表视图意见调查KPI指标的变更高度信任化的管理更新期望值更新历史记录易于自定义最佳的模版向上／下翻阅KPI目标与仪表盘的关联TheseareinputsintoWBSEforExecution绩效管理平台HR,BI,Finance,IT,Operations,ERP,SCM,Sales数据,服务,管理,内容现有IT投资KPI体系价值观、使命和愿景确立长期战略和KPI体系IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*DataWarehouseAnalyticsReportingTools StaticDashboards传统静态仪表板vs.基于SOA的动态仪表板TraditionalBIDashboardsbuiltusingproprietaryreportingtoolsaredesignedtositontopofadatawarehouse.Thisapproachisfineforbuildingstand-alonedashboardsthatareessentiallystaticreports.Companiesarenowrealizingthatinadditiontodatawarehouses,dashboardsneedtosupportcollaborationandintegratewithmultiplebackendapplications,includingenterpriseapplications,documentmanagementsystemsandexternalinformationservices.Tomeettheserequirements,manycompaniesarebuildinganddeployingdashboardsusingJ2EERADtools,service-orientedarchitecturesandindustry-standardportalplatforms.Thebenefitsofinteractiveor“Active”SOA-BasedDashboardsare: J2EERADtoolsadheretostandardJavadevelopmentconventionsfamiliartoITdevelopmentorganizations(asopposedtoproprietaryBItoolsthatareonlyfamiliartoasmallsetofpowerusersorbusinessanalystsfamiliarwiththosetools. WorkplaceDashboardFrameworkisahigh-leveltoolthatdramaticallyspeedsdashboarddevelopment.WorkplaceDashboardFrameworkincludesasetofreusablecomponents,robustadministrationtools,andacommonarchitecturethatalldashboardportletspluginto,whichprovidesconsistencyacrosstheportlets,makingtheentiresolutioneasytoconfigureandmaintain. SOAsupportsreuseandenablesfrontendappstoeasilyadapttodynamicITenvironments. Industry-standardportalsprovidepre-existingmiddlewareservicesthatcanbeleveragedindashboardimplementations,suchascollaborationtools,workflowengines,userdirectories,andsecurityfeatures(SSO).IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*客户定制的实现服务提供者模型(IBM)数据服务层+接口服务操作(IBM)数据库(SQLCall构件)服务提供者模型客户数据客户提供者重用建立在SOA上的仪表盘解决方案Siebel(SiebelBuilders,webservices,etc.)数据服务层+接口服务提供者模型IBM提供的实现ThisslideillustrateswhatIBMshipsaspartofourWorkplaceDashboards.Whenyouinstalloneofthedashboardproducts,youwillgetanumberofdifferentportlets,includingthisportletwhichshowsbookingsagainstplan.Youwillalsogetasampledatabasethatisusedasadatasourceforalloftheportletsinthedashboard.AsImentionedbefore,IBM’sdashboardsareallbuiltonaSOA.ThewayweimplementthisisbyshippingtwoModelsforeachportlet–aServiceConsumerModel,whichprovidestheUI,andaaServiceProviderModelthatprovidestheintegrationtothebackenddatasource.Inthedashboardsthatweship,eachServiceProviderModelconnectstotheappropriatetablesinthedatabaseandreturnsaresultset.TheServiceProviderModelalsoincludesawelldefinedinterfaceorschemathatdefinestheinputstotheServiceProviderandtheresultsetthatgetsreturned.Now,whenthesedashboardpackagesareimplementedataCustomersite,thefirststepistoreplacetheIBMdatabaseimplementationswiththecustomer’sdatasource.ThisinvolvescreatinganewServiceProviderModelthatleveragesthesamewelldefinedserviceinterface/schema,butaccessesthecustomer’sdatasource.TherestoftheIBM-providedportletcanbereused-includingthePortletUIModelandassociatedCustomizer.IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*IBM解决方案的价值 分解目标,责任到人 把抽象的公司战略和大的目标分解，细化为可衡量、可执行的目标任务；在目标之间建立依赖关系，并落实目标责任到每个员工。 量化目标,实时追踪 给目标建立明确的衡量标准，实时监控目标的完成情况。 定位问题,协同解决 利用图形化的界面快速定位策略执行中的问题，协同办公来共同解决问题。 整合数据,方便快捷 基于面向服务架构的数据集成功能可以快速集成现有系统和多种数据源。 展现数据,灵活多样 数据可以以多种不同的方式（丰富的图形和表格）来展现，支持上钻、下钻、过滤等功能。IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*部分客户案例零售业部分客户TransMontaigne StarwoodHotels 制造业部分客户AbbottLaboratoriesBolidenCollins&AikmanFloorcoverings,Inc.HendricksonInternationalHermanMiller,Inc.HollisterIncMarchonMerillatCabinetsNorthropGrummanITOmronEuropeBVPfizerSaintGobainContainersTAPPharmaceuticalProducts,Inc.TransAltaUBGroup-SpiritsDivisionLet’stakeabrieflookatsomesuccessfulcustomerimplementationsofvariousdashboards.IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation* Challenges Aggregatekeystoreperformanceindicators Provideareal-timealertingcapability Increaseefficiencyofstore/departmentmanagers Decreaseirregularities(overstock,understock,etc.) DatastoredinInformix,DB2andothersystems Results 10,000portalusers(BusinessMgr,DistrictMgr,StoreMgr,Dept.Mgr) NumberofPortlets:5Models,~50uniqueportletvariations Parameters:Datasources,UI,Alertingthresholds Developmenttime:2manmonths DevelopmentCostSavings:USD$76,400+IBMDashboardSolutionsCustomerSuccess克罗格公司在美国拥有两千余家大型超级商场，员工约17万人，年销售额约191亿美元。2003年以518亿美元的销售额排名第51位，成为继沃尔玛、家居仓储之后的美国第三大零售集团。IBMSoftwareGroup|Lotussoftware Profile OneofCanada’slargestnon-regulatedelectricgenerationandwholesalemarketingcompanies Challenges Providereal-timeKPIsofplantoperations Ensurecompliancetostringentenvironmentalrequirements(emissions,greenhousegas) SurfacedatafromOracle,Siebel,SAP,DominoTransAlta:PlantDashboardEnsuringEnvironmentalCompliance Solution Real-TimeEmissionsDashboardforproactiveoperationsmanagementandproblemresolution Role-BasedviewsandalertsforExecutive,PlantManager,EnvironmentandSafety,Operator Significantlyimprovedproductivity,plantoperationsandregulatoryperformance TransAltaCustomerWebinarReplay: http://event.on24.com/eventRegistration/EventLobbyServlet?target=lobby.jsp&eventid=24654&sessionid=1&key=16E78C04F2E795B4A2503BA70F0C6824&eventuserid=6951129TransAltaisoneofCanada’slargestnon-regulatedelectricgenerationandwholesalemarketingcompaniesoperatingahighlycontractedportfolioofassetsinCanada,theUnitedStates,MexicoandAustralia.TransAltarecentlylaunchedanEmissionsdashboardtohelpthemaddressspecificchallengesimportanttotheiroverallcorporatestrategyandobjectives.Specifically,theyneedtomeasurehowwellweretheycomplyingtostrictenvironmentalregulationsforplantemissions–andwith49facilitiesthisisacomplexchallenge.Whattheyrealizedtheyneededwerereal-timeindicatorsofplantemissions,anddeliveryofthisinformationtodifferentusers,suchasplantoperators,plantmanagers,andexecutives.Likemostcompanies,theyalsoseveralexistingsourcesofinformation–SAP,Dominoanddatabasesprimarily–wheresomeoftheinformationnecessaryforacompleteviewofemissionandotherrelevantinformation.UsingWorkplaceDashboardFrameworktheyweresuccessfulindeliveringseveralvariationsofanplantdashboard,butbyonlydevelopingasingledashboardandtakingadvantageofFramework’sprofilingtodeliverdashboardsbasedonroledynamicallytoauthorizedusers.Theynowgetsub-secondinformationonplantemissionsaswellasotherrelatedinformation–fromtheexecutivesallthewaydowntoplantoperators.TheyarenowplanningotherdepartmentaldashboardsusingtheirexistingDashboardandPortalinvestments,suchasanHRdashboardandanEmployeeon-boardingapplication.TohearTransAltadescribetheirchallengesandhowdashboardsarehelpingthem,Isuggestyoulistentothiswebreplayofarecentwebcastwheretheypresentedthisgreatstory.IBMSoftwareGroup|Lotussoftware Profile Fortune100Company,$19B+inRevenue Challenges WeeklyandMonthlyperformancetrackingreportswerebuiltinExcelandPowerPoint,thenemailedto300+users. Inconsistentmetricsandformatsacrossthereports–nointegratedviewofperformanceacrossthedivision Highlymanualprocesswithroomforerror LittlesecurityaroundaccesstodataAbbottLabs:ExecutiveDashboardEliminatingLatentExcelReports Results Productivity:EasiertoaccessandinterpretthedataortrendsthroughgraphicalUI HigherInformationQuality:enhancedthroughtheon-lineaudit&approvalprocess. Economicsolutiontoemailanddataarchiving. Integratedkeyperformanceindicatorsacrosstheproducts. Dataissecure,andvisibilitycanbechangedthroughrole-basedusergroups AbbottCustomerWebinarReplay: http://event.on24.com/eventRegistration/EventLobbyServlet?target=lobby.jsp&eventid=27947&sessionid=1&key=DCF6BFC48D7B153EFD2EAD4196EF55DC&eventuserid=7716892.AnothergreatstoryisAbbottLabs,afortune100companywithover$19Binannualrevenue.Abbott’spharmaceuticalproductsdivision(PPD)producespharmaceuticalswhichtreatmanymajorailmentsincludingrheumatoidarthritis,HIV,hypertension,cholesterol,migrainesandepilepsy.SomeofthechallengesthatledAbbottPPDtoimplementasalesperformancedashboardwereindataandinformationlatencyaswellasthelackofasingleinterpretiveviewofinformationfromwhichdecisionscouldbemadetoimpactperformanceatthemostappropriatetime–thatis,whenanissuewasactuallyhappening,notafterithadalreadyhappened.Also,itwasamanualprocesstocreatereports,whichwerereallyjustcollectionsofnumerousExcelspreadsheetsandsubsequentPowerPointslides,thatneededtobeemailedtoover300users.UsingWebSpherePortalandWorkplaceDashboardFrameworktheywereabletoaddressallthosechallenges,bydeliveringarole-basedSalesPerformanceDashboard.Nowdataispresentedinreal-timeandincontexttoeachuser’sroleasthattheymayviewviathePortalwhenevertheychoose–noneedtowaitforhardcopyoutdatedreports!ThisisthefirstofmanyDashboardsthatAbbottexpectstoroleoutacrossotherAbbottdivisions.IBMSoftwareGroup|Lotussoftware Profile Supplychainanddistributionservicesforoil,gasandchemicalproductsRevenuesof$8B+ Challenges SalesandMarketingspenthoursperdaygatheringdatatorespondtocustomerrequests Financepersonnelspenttoomuchtime/effortgathering,analyzingandreconcilingbillinginfo Onlybusinessanalystscouldmanuallycreatenewreports DisparateinformationincustomDB2,SAPandOracleapplications Results IncreasedRevenue:Visibilityandaccesstocustomer,product,serviceandsalesinformation.Fewermissedorunder-billedsituations OperationalEfficiency:Eliminatemanualreportcreation,speedresponsetocustomerinquiries ImprovedDecisionMaking:Immediateaccesstoaccurate,transactionalinformationandalertsofissueswhentheyhappen AcceleratedROI:ExistingRPGdevelopersabletolearnanddeliverdashboardin3weeks NextStep:ACustomerSelfServicedashboardforevengreaterefficiencyandcostsavingsTransMontaigneSalesandCustomerReportingDashboardTransMontaigneisaMorganStanleycompany,withrevenuesinexcessof$8Bannually.Theyspecializeinsupplychainanddistributionservicesforoil,gasandchemicalproducts.ChallengesSalesandMarketingspenthoursperdaygatheringdatatorespondtocustomerrequestsFinancepersonnelspenttoomuchtime/effortgathering,analyzingandreconcilingbillinginfoOnlybusinessanalystscouldmanuallycreatenewreports:Pullingdatafromlegacydatabases TransformingthedataintospreadsheetsToimprovebusinessperformance,need“real-time”onlineaccesstoinformation:Productthathadbeen“lifted”fromterminalsOutstandingbillingstocustomersReconciliationofliftedandbilledproductPricinganalysisDisparateinformationstoredinexistingcustomapplications,DB2,SAPandOracleExistingdeveloperresourcesmostlyRPGprogrammersResultsAcceleratedROIbydeliveringinitialSales&CustomerReportingDashboardin3weekswithexistingRPGdevelopersIncreasedRevenuethroughgreatervisibilityandaccesstocustomer,product,serviceandsalesinformation,andbydecreasedmissedorunder-billedsituationsImproveddecisionmakingwithimmediateaccesstoaccurate,transactionalinformationandalertsofissueswhentheyhappenIncreasedoperationalefficiencybyeliminatingmanualreportcreationandtime-consumingcustomerinquiriesNextStep:ProducingaCustomerSelfServiceversionofthedashboardforfurtherefficiencyimprovementsandcostsavingsIBMSoftwareGroup|Lotussoftware Profile ThirdlargestcopperandzincproducerinEurope Focusoninitialstagesoftheprocessingchain–exploration,mining,smelting,recycling 4500employeesand$5billionannualturnover AdoptedBalancedScorecardtodriveperformanceandcompetitiveadvantage Challenges Neededeffectivecommunicationtooltohelpemployeesunderstandtheirrole–andhowtheycontributetocompanyvalue Neededtoautomaticallyaccessperformanceinformationfromarangeofsystemsanddatasources Results Pilotingpersonalizedperformancedashboardsthathelpemployeeunderstandtheirroleincompanysuccess WebServicesallowBolidentoaccessandshowrealtimestatusofobjectives Webapplicationreinforcesgoalstoemployeesdaily.Visibilityincreasestheirmotivationtoperform GraphicalUIandcollaborationofIBMperformancedashboardshelpsdriveadoptionBolidenBalancedScorecardDashboardProfileThirdlargestcopperandzincproducerinEuropeFocusoninitialstagesoftheprocessingchain–exploration,mining,smelting,recycling4500employeesand$5billionannualturnoverAdoptedBalancedScorecardtodriveperformanceandcompetitiveadvantageChallengesNeededeffectivecommunicationtooltohelpemployeesunderstandtheirrole–andhowtheycontributetocompanyvalueNeededtoautomaticallyaccessperformanceinformationfromarangeofsystemsanddatasourcesResultsPersonalizedperformancedashboardshelpsemployeeunderstandtheirroleincompanysuccessWebServicesallowBolidentoaccessandshowrealtimestatusofobjectivesWebapplicationreinforcesgoalstoemployeesdaily.VisibilityincreasestheirmotivationtoperformGraphicalUIandcollaborationofIBMperformancedashboardshelpsdriveadoptionIBMSoftwareGroup|Lotussoftware Profile ChiefFinancialOfficerandstaffof>$1BillionSoftwareGroupDivision Teamusescomplexspreadsheetformulasoutputtomonthlybatchreports. Challenges Productivitydrain.Staffrepeatedlyaskedtoprovidefinancialperformanceinformation Datasensitivityduetoreportingblackoutperiods Lackofconsistency.Eachgeographypullsdifferentviewsofthedata.IBMCFODashboardASecure,CentralSourceofTruth Results Consistency:Commonviewsacrossgeographiesandproductlines,fasterresponsetime Security:Accesscontrolsgrantprivilegesbasedonuserrole Visibility:Broaderaccessreducesthenumberofincomingquestions Productivity:Financestaffcannowfocusonanalysisversushavingpeoplebethedatarepository SelfService:Userscanupdatedashboarddatawhentheyneed,withouttheneedtocallITAnd–we’reeatingourowncooking.Wehaveover2dozendeploymentsofActiveInsightinsideIBM.OneexamplebelongstotheCFOoftheLotus/WPLCdivision–EllenPace.Thisdivisiondrivesover$1Bofrevenueannually.Ellen’sorganizationisresponsibleforfiscalmanagementaspectsofdivisionoperations.Sheprovidesleadershipandcoordinationintheadministrative,businessplanning,accountingandbudgetingeffortsofabilliondollarenterprise,ensuringthebusinessisprofitable.FinanceinformationisstoredinarangeofbackendandERPsystems.Analystsbuildspreadsheetswithverycomplexreportingformulastodevelopmonthlyoperationsreports.However–Eachgeographytendstopulldifferentviewsofthedata–sothereistraditionallyalackofconsistencyinhowperformanceistracked.Financestaffspendasignificantamountoftimeonthephonerespondingtorequestsforfinancialinformation.Thisresourcedrainiscompoundedbyreportingblackoutperiods.Forexample,attheendofaquarteroraofthefiscalyear–onlyauthorizedemployeesshouldbeaccessingthishighlysensitivedata–incompliancewithSECregulations.Ellen’steamhaveimplementedActiveInsightdashboardsandscorecards.Thesetoolsprovideaconsistentviewacrossgeographies,productlines,andsaleschannels.Becauseaccesscanbecontrolled–thetooleliminatesrisksassociatedwiththewrongjobfunctionaccessingdata.And–thenumberofcallsintofinancialanalystsisnowgreatlyreduced.TheDashboardhasreplacedtheneedforthephonecalls–usershaveaccesstotheinformationtheyneed.Thefinancestaffcannowfocusonanalysis–insteadofhavingpeoplebethedatarepository.IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*IBM绩效管理仪表盘–ReturnOnInvestmentNetBenefitsROIIncreaseRevenueSampleBenefitAreas/ValuePropositions(*)(*)SampleValuePropositionsImplementationServicesSoftwareMaintenanceTCOHardwareImproveExecutiveDecisionMakingReducecostofdashboarddevelopment&maintenanceIncreaseOperationalProductivityandEfficiency ImproveefficiencythroughgreatervisibilitytoproductionKPIs Reducecostsbyimprovinginventorycycles Increasesalesthroughfastertimetomarketfornewproductsandofferings ImprovefinancialperformancethroughabilitytorespondproactivelytochangesinKPIs Improvefinancialperformancethroughquicker(real-time)identificationofproblemsandmanagingexceptions Reduceoravoidfinancialcostthroughrapidproblemdetectionandescalation Reducestafftimespentondatacollection,consolidation,andreporting Reducemanagementtimespentondataanalysisandcommunication Reducecostofinformationdelivery(physicalreports) Reducedevelopmentcostofdashboardinterface Reducedataintegrationdevelopmentcost Reducedevelopmentcostforrole-specificdashboardvariations Reducedevelopmentcostforadvanceddashboardfeatures ReducedashboardmaintenancecostMuchifwhatweshowedinthepreviouscustomerslidesinvolvedimproveddecisionmaking,aswellasincreasedoperationalefficiency,whichasyoucanseeherearetwomajorbenefitsofadashboardinvestmentwithdirectROIimpact.However,thebenefitsgobeyondthosetwo,andmayincludeincreasedrevenue,forexample,inthecasewherethedashboardprovidesbettervisibilityintosalesKPIsandimprovedsalesforceproductivity.AndWorkplaceDashboardFramework’sautomationdramaticallyreducesoveralldevelopmentanddashboardmaintenance–inandofitselfoftendeliveringjustifiableROI.IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*为何选用IBM软件实现绩效管理仪表盘Soasyoucanseefromtheinformationandcustomersuccesseswehighlightedinthispresentation,IBM’sWorkplacedashboardsprovideaprovensolutionfororganizationslookingtoimprovetheiroverallperformance.WorkplaceDashboardFrameworktogetherwiththemarket-leadingWebSpherePortalprovideaplatformfordeliveringstandards-baseddashboardsofalltypes;dashboardsthatcanintegratedatafromdisparatesystemstodeliverrole-based,actionabledashboards–andallquicklyformaximumtime-to-valueandROI.IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*问题和讨论IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*建立组织结构 方法一：任何定义在LDAP目录服务器中的组织架构都可以完全展示在我们的产品中。您还可以直接通过我们的产品来操纵LDAP服务器中的数据，例如增加和删除用户等操作。 方法二：通过手工录入您的组织结构。IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*个人关键绩效指标的制定流程1.部门经理召开部门计划会2.员工制定个人绩效目标并得到经理确证3.与相关部门确定数据提供平台4.个人绩效计划归档实施关键流程 部门负责人与员工共同制定绩效计划，并达成共识 员工明确个人目标与部门、公司目标之间的关联 员工明确考核标准 绩效目标要有明确的、可实施的行动方案 经理对目标的实现进行密切的跟踪，并对偏离作出及时的调整IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*个人关键绩效指标的制定方法 通过部门关键绩效指标的分解 通过个人岗位职责确定指标IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*3关键业绩指标分解下放的方式指标直接由某个人承担1个指标分解为多个个人指标1个指标分解为多人的指标IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*营业收入物流事业部营业收入租赁事业部营业收入整车物流营业收入售后物流营业收入客车租赁营业收入产品华北区华南区……地域关键绩效指标分解下放-举例数量分解IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*客户总体满意度客户对产品特性的满意度客户对服务的满意度 其他方面满意程度……关键绩效指标分解下放-举例内容分解IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*技术架构参考图IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*在线仪表板的概念在80年代就已经出现；是什么样改变让我们觉得现在是时候去实现它了呢？ 业务交易的速度已经增长 竞争全球化和经营全球化 厂商专业化 在线数据的可用性显著增长。 以前，许多仪表板度量必须通过某个人人手工地每周或每月进行发布 现在，商业用户就可以自己更新以前需要IT开发人员才能做的对度量和计算的改变 互联网和在线系统普遍使用，已提高了高级业务执行者在使用在线管理工具时的舒适度 企业在运用他们首选的绩效管理体系或系统上(如：六西格玛，平衡计分卡，等等)，已普遍更加成熟。 Portal技术和面向服务的架构的出现使得企业能够创建高价值，交互式的复合应用。Thedashboardconceptisnotanewone,butseveralfactorsandadvancementsintechnologyhavemadeiteasierforbusinessestoimplementuseful,real-timedashboardsthatcanhaveanimpactofoverallbusinessperformanceandexecution.Onesignificantfactorofcourseistheeverincreasingspeed-of-business,spurredbytheexpansiveglobaleconomywhichpresentsmoreopportunity,butalsoincreasedcompetition.Additionally,mostbusinesshaveinvestmentsinsystemsthatcanprovidepertinentbusinessinformation,butthesesystemsoftenrequiremanualaggregationofinformationandongoingITinvestmenttodelivertheinformation.Asusersbecomemorecomfortablewithbrowser-basedapplications,theyseekmanagementtoolsthatcandeliverexactlytheinformationtheywant,atthetimewhenitismostuseful.TheemergenceofPortaltechnology,likeIBM’sWebSpherePortalandserviceorientedarchitectures,nowmakeiteasyforcompaniestodeliverrole-baseddashboardapplicationsthatcanaggregateinformationfromdisparatesystemsintoasinglecompositebusinessuserinterface.IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*Hurwitz仪表盘调查结果 仪表盘使用的广泛普及使用和增长在调查的113家公司中，90%的公司已有超过200个仪表板的用户，并且计划在未来的18个月内添加500或者更多的仪表盘用户。多数公司 报告 软件系统测试报告下载sgs报告如何下载关于路面塌陷情况报告535n,sgs报告怎么下载竣工报告下载 称仪表板展现了他们总绩效管理预算的25-50%整合多数据源需要用于决策的数据来自至少6-10各数据源有将近70%的公司在把仪表板连接到数据仓库的同时，也将它们整合到诸如企业应用，外部信息服务和数据表的其他数据源中。部署在Portal框架上快速地实现ROI将近60%已使用仪表盘的公司节省了超过$500,000的资金，其中有超过20%公司的费用节省超过$1,000,000。大约50%的公司在少于1年的时间内实现了ROI。83%被调查的企业已经在portal框架上实现了仪表板。举出的关键功能需要Portal:98%的特制视图是最重要的需求快速行动的能力也被认为非常重要。Source: Hurwitz&Associates Dashboards–EnablingInsightandAction JudithHurwitz,September2005So,basedonthepreviousslideitisobviousmanycompaniesareinvestingindashboards.Ofcourse,manycompanieshavealreadydonesoandarereapingmanybenefits.Hurwitz&Associatesrecentlysurveyed113ITexecutivesfromlargecompanies,whohadimplementedorwereplanningtoimplementdashboards.Thepurposeofthesurveywastotryandunderstandtheincreasingdemandfordashboardsandtoalsotakeadeeperlookatthecorporaterequirementsforimplementingdashboards.Thesurveyilluminatedfourkeyresults,whichIwillbuildouthereonthisslide.Thefirstresultisthatdashboardusageiswidespreadandgrowing..Inotherwords,dashboardsaren’tjustapassingfad.WhatHurwitzfoundwasthat90%ofthecompanieshad200dashboardusersandplannedtoadd500ormoreusersoverthenextyearandahalf.Thesecondkeyfindingwasthatdashboardsaretrulycompositeapplicationsthatpulldatafromatleast6to10differentdatasources.Datawarehouses,bytheway,areoftenconsideredasjustoneofthemanydatasourcesthatfeeddashboards.Thethirdkeypointwasthat83%ofthecompaniessurveyedhavedeployedtheirdashboardusingaportalframework.Now,thereareanumberofdifferentreasonswhycompanieswanttobuildtheirdashboardsontopofaportal.Thetwomostcompellingreasonsarethat1–portalsprovideanidealframeworkforcreatingrole-basedviewsofthedataand2-portalsenableenduserstotakeactionrightfromtheirdashboard,ratherthanhavingtoopenuponeormoredifferentapplicationsorpickupthephonetogetanyrealworkdone.Andthefinalkeypointisthat,withdashboards,anROIisquicklyachieved.Thesurveyresultsindicatedthatmorethan50%ofthosethathadimplementeddashboardshadachievedsavingsof$500,000togreaterthan1million.Nowthat’squiteasignificantsavings.IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*数据流参考图WBSEStructuredDataExistingFinancialDataWebserviceScorecardDashboardDashboardFrameworkConversionToolSetIBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*ExcelManualWebServiceScorecardDashboardWBSEEndUserITSlideoutPalette•Siebel•SAP•BusinessIntelligence•WBMonitorBuildPortlets•WPAI•WorkplaceDesigner•Alphablox•WorkplaceDashboardFrameworkWebServices/SOA•Websphere•Domino•DB2•RationalWBSEAdminRegistersWebServiceforusewithWBSEWBSEWebServicesWBSEWebServicesdrilldownDashboardLinkDrag‘ndropportletsontodashboardEnduserWebClippingSpreadsheetsImportDatabaseCustomizePortlets业务信息存取及发布IBMWorkplaceforBusinessStrategyExecutionisacompositeapplication.Thatmeansdatathatcomprisesorpopulatesthesedashboardscanbepersonalized,orcustom-assembledfromavarietyofsources.Theycanbeassembledusing Webclippings Spreadsheetdata Informationminedfromadatabase– Customportlets Existingportlets–includingthe1300fromtheSolutionsCatalog–thatintegratewithbackendsystemssuchasSAP Blogs,WickisorTeamrooms Pre-builtWorkplacerole-baseddashboardsforspecificlinesofbusiness(suchasSalesorExecutive)WBSEusestheunderpinningportaltoolingtoeasilyallowtheendusertodraganddropaportletontoapage.Itcanbeassimpleasslidingoutapalette,selectingfromapre-definedlistsetupbyIT,anddraggingtheportletontoapage.IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*SevenSteps:1.Creatinganewobjective2.AddingaWebresources(externalwebsite,portlet,…)3.Plottingmilestonesandtargetstoreflectexpectations4.Selectingthedatasourcefortheobjective5.Pushingobjectivestotherightpeople6.Trackingprogressthroughouttheyear7.CollaboratingwithotherstoreactquicklyIBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*和商业智能软件的关系 和商业智能软件是相辅相成的 可以利用商业智能软件分析得来的数据作为衡量目标执行情况的指标 可以利用丰富的仪表盘（或称数据表）框架来随心所欲的展现商业智能软件的分析结果 可以同时和多个商业智能应用集成，集中利用这些数据来追踪目标执行情况，形成统一的视图IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*绩效管理体系的转变方向是什么？IBMWorkplaceforBusinessStrategyExecution©2007IBMCorporation*绩效指标的评估标准 量化指标 完成程度≥120%相应分值：5分 完成程度≥110%相应分值：4分 完成程度≥100%相应分值：3分 完成程度≥80%相应分值：2分 完成程度<80%相应分值：1分 质化指标 持续超越期望或要求相应分值：5分 经常超越期望或要求相应分值：4分 符合期望或要求相应分值：3分 接近期望或要求相应分值：2分 不符合期望或要求相应分值：1分Lastyear,retailerschosestorelevelITinvestmentsandcapitalconstraintsasthetoptwochallenges.Thisyearitismeetinghighcustomerexpectations(55%)andreal-timevisibilitythroughouttheorganization(45%).TheGartneranalystsbelievedollarswillflowtoothertechnologiesdesignedtoimprovethecustomerexperience,includingmobiledevices,kiosks,businessintelligencetoolsandRFIDsystems,tonameafew.Evidenceofthistransformationisfoundinthetoptwoitemsonthisyear’slist:meetinghighcustomerexpectationsandreal-timevisibility.Bothrequiretremendouscommitmentstochangeaspectsofthebusinessacrossmultipledepartmentsandprocesses.Whenfullyexecuted,theywillmostlikelytoucheverycorneroftheorganization.Retailerscitedlackofanalyticaltoolsandtechnology,alongwithspaghettiapplicationarchitectureasmajorITobstaclesinthewayofimprovingefficiency.Inturn,thedifficultyofjugglingmultipleprocess,systems,applications,andback-enddatabasescreateobstructiontovisibilitythroughouttheenterprise.Gartner/RISRetailTechnologyStudy“AVOIDINGRIPANDREPLACE...CIOshavenightmaresaboutrippingoutallthelegacysoftwarethatgivesthemheadachesduringtheday,andreplacingitwiththelatest,mostadvancedsystems.Buttherealityistheycan’tdoitformanyreasons,withbudgetconstraintsbeingthemostimportant.Still,CIOsarecompelledtomodernizeconstantlyinanefforttoimprovespeedandefficiencythroughouttheorganization.Howdotheyreconcilethesetwoopposingforces?Accordingtothisyear’sdata,retailersareturningtotheSOAmodelinsignificantnumberstoaccomplishthisgoal.TheyarehardatworkdevelopingSOAapplicationsthatdeliverimmediatefunctionalitywhileallowinglegacysystemsseveralmoreyearstorunouttheirlifecycles.ThisdoesnotmeanCIOscan’tdeployotheroptionsindifferentpartsoftheenterprise,butwith25%ofrespondentssayingtheyareunderwaywithanSOAdeploymentandanother29%sayingtheywillbegindeploymentintwoyears,thereisclearevidencethatretailersareembracingSOAinabigway.”OftheBI/analyticstechnologyinvestmentsmadebyretailers,advancedanalyticsdashboardshavethegreatestamountofplannedadoption.Aboutone-thirdofretailersareplanninganimplementationduringthenexttwoyears.Dashboardsareclearlypoisedtoridethewaveofenthusiasmofreal-timevisibility.Retailerscan'tspeedupdecision-makingprocessesanddrivetransparencyifdataisstillscatteredaroundtheorganization.Dashboardssolvethatproblembycollectingdataandpresentingitinrole-appropriateform.Department/massmerchandiseledindashboardinvestment,includingthegreatestnumberofproductionandplannedsystems.Specialtyretailers,althoughbehind,willinstallalargeamountofdashboardsduringthenextcoupleofyears.Grocerywilllagthroughoutthesurveyperiod.Infact,thesesameleadersarelookingtowardsolutionstoimproveoverallbusinessperformancebyhavingreal-timeaccesstobusinessspecifickeyperformanceindicators,withaccessfromanylocation,andmanagingbyexception–toaddressissueswhentheyarise,notafter-the-fact–bybeingalertedautomatically.Thepreferredsolutionisarole-based,real-time,managementdashboardofkeyperformanceindicators,dynamicreports,alertscollaborationandactionabilitythatgoesbeyondjustcompliance.HerearesomeexamplesofKeyPerformanceIndicators(KPIs)companieshaveincludedintheirdashboards.OfcoursewithIBMWorkplaceDashboardsyoucandefineany,andasmany,KPIsasyouwant.Inthisageofinformationoverload,bothmanagersandworkersoftenstruggletoobtainvisibilityintokeybusinessoperations.Thechallengeisthatcompaniesstillhavedatastoredindisparatesystems,causingdatainaccuraciesorrequiringmanualprocessesandspecializedskillstoaccesstherightdata.Butvisibilityiskeyforanorganizationssuccess.Byprovidingdirectaccesstotheappropriateinformation,employees,managers,andexecutivesaregiventheinformationandconfidencetomakeinformed,strategicdecisionsthatarebetteralignedwithcorporategoals–andasyoucansee,theneedforhavingthisinformationinstantaneouslyiskey.Manyofourcustomershaveimplementeddashboardstorealizeafundamentalbusinessadvantage–Givingbusinessusersthathavegoodvisibilityintobusinessoperationsareabletomaketimely,well-informeddecisionsthatimproveoverallbusinessperformance.Thisslideshowssomeofthemajorbenefitsrealizedbydashboards.Perhapsthelargestbenefitisthatdashboardsconsolidatedatafromdisparatesourcesintoonevieworapplication,withaveryintuitive,easytounderstandinterface.Asaresult,decisionmakerscangainbettervisibilityintobusinessoperations.And,withalloftheinformationpresentedtousersinatimely,dynamicmanner,userscanquicklyrespondtoanydeviationsinthresholds,avertingpotentialproblems.Userscanalsoproactivelyreacttopotentialopportunitiesinrealtimeornearrealtime.Thenetresultisthatdashboardscanhelpcompaniestomakebetterdecisionsandreactfastertobusinessissues,helpingthemtoriseabovethecompetitionCreatetemplatesandcustomizeddashboards,chartorganizationalperformanceunitbyunit,rolebyrole.QuicklyconnectandinterfacewithdatainothersystemsAdashboardisessentiallyavisualandintuitivedisplayofthemostimportantinformationneededtoachieveoneormorebusinessobjectives.Also,withadashboard,companiescanhavevisibilityintotheirbusinessoperations,helpingthemtoidentifyproblemsorevenopportunities.Now,theconceptofdashboardshavebeenaroundforseveraldecades,startinginthe1980sand1990swhentheywereoriginallyknowasexecutiveinformationsystems.Andwhiletheconceptofdashboardshasevolvedovertheyears,theyfinallysettledintoacommonimplementationstartinginthelate90sandearly2000,whichisessentiallyagraphicalreportthatsitsontopofadatawarehouse,showinghistoricaltrendsandhighlightingwhereissuemaylie.Thesetypeofdashboardsaregenerallyconsideredjustanothertypeofreport,andarebuiltwithreportgenerationtools.Whilethese‘traditional’typesofdashboardsdefinitelyaddvalue,theyalsohavesomeinherentlimitations.Firstandforemost,thedataisoftenoutdated,whichisfineforperformingstrategicanalysis,butdashboardsthatjustdisplayhistoricaldatalimitacompany’sabilitytoimprovetheirdecisionmakingandbusinessperformance.Further,thesetypesoftraditionaldashboardsdon’tallowuserstotakeactiontoresolveanissue.Forexample,thedashboardmighthighlightaprobleminred,suchassalesaredownintheNortheast,butitwon’tsupportdrilldowntofindoutmoreinformationnorwillitsupportrelatedactions,likechatoremail,tohelpresolvethespecificissue.ButwiththeemergenceofportalsandSOA,dashboardshavebeencompletelyredefined…Bybuildingyourdashboardontopofaserviceorientedarchitecture,anddeployingitwithinaportalenvironment,youcaneasilycreateanactivedashboardthatassemblesdatafrommultiplesources,(suchasERPsystems,datawarehouses,spreadsheets,etc.)ANDthatalsofacilitatesproblemresolutionbyenablingactionrightfromthedashboardinterface.Asaresult,ratherthanbeinglimitedtostrategicdashboards,youcancreatedashboardsthataremoretacticalandoperationalinnature.Inaddition,youcanleveragetheportalinfrastructuretoeasilycreatecustomizeddashboardsthataretailoredspecificallytotherequirementsofagivenperson,group,orfunction.Inshort,thesenextgenerationofactivedashboards,builtonaSOA,provideanoptimalenvironmenttohelpyourbusinessesimprovecorporateperformanceandgainacompetitiveadvantage.Thescorecardprovidesviewsofagroupofobjectives.Thegroupofobjectivesmaybeforanindividualorthegroupmayrepresentacollectionofrelatedobjectives;forexample“allobjectiveswhicharelinkedtogether.Thescorecardhastwoviews:thedetailsviewandtheheatmapview.Thedetailsviewdepictsatablewiththecompanyperspectivesusedascategorysectionswiththeuser’sobjectiveslistedundertherespectivesection.Eachobjectiveisdisplayedasarowconsistingoftheobjective’stitle,currentstatus/trend,thenextmilestone,thecurrentactualvalue,thevariancefromthepreviousactualvalue,thechangefromthepreviousactualvalue,andthedateofthemostrecentactualvalue.Additionally,initiativesaredisplayedbeneaththeirassociatedobjectives.Theinitiativeshavethesamecolumndataasobjectives.UsecalloutsasspeakernotesThispictureshowsaStatusMap,whichisagraphicalrepresentationofanobjectiveandallthedependenciesthatarerelevanttothatobjective.UseCalloutsforspeakernotesKeyPerformanceIndicators(KPI)关键绩效指标TraditionalBIDashboardsbuiltusingproprietaryreportingtoolsaredesignedtositontopofadatawarehouse.Thisapproachisfineforbuildingstand-alonedashboardsthatareessentiallystaticreports.Companiesarenowrealizingthatinadditiontodatawarehouses,dashboardsneedtosupportcollaborationandintegratewithmultiplebackendapplications,includingenterpriseapplications,documentmanagementsystemsandexternalinformationservices.Tomeettheserequirements,manycompaniesarebuildinganddeployingdashboardsusingJ2EERADtools,service-orientedarchitecturesandindustry-standardportalplatforms.Thebenefitsofinteractiveor“Active”SOA-BasedDashboardsare: J2EERADtoolsadheretostandardJavadevelopmentconventionsfamiliartoITdevelopmentorganizations(asopposedtoproprietaryBItoolsthatareonlyfamiliartoasmallsetofpowerusersorbusinessanalystsfamiliarwiththosetools. WorkplaceDashboardFrameworkisahigh-leveltoolthatdramaticallyspeedsdashboarddevelopment.WorkplaceDashboardFrameworkincludesasetofreusablecomponents,robustadministrationtools,andacommonarchitecturethatalldashboardportletspluginto,whichprovidesconsistencyacrosstheportlets,makingtheentiresolutioneasytoconfigureandmaintain. SOAsupportsreuseandenablesfrontendappstoeasilyadapttodynamicITenvironments. Industry-standardportalsprovidepre-existingmiddlewareservicesthatcanbeleveragedindashboardimplementations,suchascollaborationtools,workflowengines,userdirectories,andsecurityfeatures(SSO).ThisslideillustrateswhatIBMshipsaspartofourWorkplaceDashboards.Whenyouinstalloneofthedashboardproducts,youwillgetanumberofdifferentportlets,includingthisportletwhichshowsbookingsagainstplan.Youwillalsogetasampledatabasethatisusedasadatasourceforalloftheportletsinthedashboard.AsImentionedbefore,IBM’sdashboardsareallbuiltonaSOA.ThewayweimplementthisisbyshippingtwoModelsforeachportlet–aServiceConsumerModel,whichprovidestheUI,andaaServiceProviderModelthatprovidestheintegrationtothebackenddatasource.Inthedashboardsthatweship,eachServiceProviderModelconnectstotheappropriatetablesinthedatabaseandreturnsaresultset.TheServiceProviderModelalsoincludesawelldefinedinterfaceorschemathatdefinestheinputstotheServiceProviderandtheresultsetthatgetsreturned.Now,whenthesedashboardpackagesareimplementedataCustomersite,thefirststepistoreplacetheIBMdatabaseimplementationswiththecustomer’sdatasource.ThisinvolvescreatinganewServiceProviderModelthatleveragesthesamewelldefinedserviceinterface/schema,butaccessesthecustomer’sdatasource.TherestoftheIBM-providedportletcanbereused-includingthePortletUIModelandassociatedCustomizer.Let’stakeabrieflookatsomesuccessfulcustomerimplementationsofvariousdashboards.TransAltaisoneofCanada’slargestnon-regulatedelectricgenerationandwholesalemarketingcompaniesoperatingahighlycontractedportfolioofassetsinCanada,theUnitedStates,MexicoandAustralia.TransAltarecentlylaunchedanEmissionsdashboardtohelpthemaddressspecificchallengesimportanttotheiroverallcorporatestrategyandobjectives.Specifically,theyneedtomeasurehowwellweretheycomplyingtostrictenvironmentalregulationsforplantemissions–andwith49facilitiesthisisacomplexchallenge.Whattheyrealizedtheyneededwerereal-timeindicatorsofplantemissions,anddeliveryofthisinformationtodifferentusers,suchasplantoperators,plantmanagers,andexecutives.Likemostcompanies,theyalsoseveralexistingsourcesofinformation–SAP,Dominoanddatabasesprimarily–wheresomeoftheinformationnecessaryforacompleteviewofemissionandotherrelevantinformation.UsingWorkplaceDashboardFrameworktheyweresuccessfulindeliveringseveralvariationsofanplantdashboard,butbyonlydevelopingasingledashboardandtakingadvantageofFramework’sprofilingtodeliverdashboardsbasedonroledynamicallytoauthorizedusers.Theynowgetsub-secondinformationonplantemissionsaswellasotherrelatedinformation–fromtheexecutivesallthewaydowntoplantoperators.TheyarenowplanningotherdepartmentaldashboardsusingtheirexistingDashboardandPortalinvestments,suchasanHRdashboardandanEmployeeon-boardingapplication.TohearTransAltadescribetheirchallengesandhowdashboardsarehelpingthem,Isuggestyoulistentothiswebreplayofarecentwebcastwheretheypresentedthisgreatstory.AnothergreatstoryisAbbottLabs,afortune100companywithover$19Binannualrevenue.Abbott’spharmaceuticalproductsdivision(PPD)producespharmaceuticalswhichtreatmanymajorailmentsincludingrheumatoidarthritis,HIV,hypertension,cholesterol,migrainesandepilepsy.SomeofthechallengesthatledAbbottPPDtoimplementasalesperformancedashboardwereindataandinformationlatencyaswellasthelackofasingleinterpretiveviewofinformationfromwhichdecisionscouldbemadetoimpactperformanceatthemostappropriatetime–thatis,whenanissuewasactuallyhappening,notafterithadalreadyhappened.Also,itwasamanualprocesstocreatereports,whichwerereallyjustcollectionsofnumerousExcelspreadsheetsandsubsequentPowerPointslides,thatneededtobeemailedtoover300users.UsingWebSpherePortalandWorkplaceDashboardFrameworktheywereabletoaddressallthosechallenges,bydeliveringarole-basedSalesPerformanceDashboard.Nowdataispresentedinreal-timeandincontexttoeachuser’sroleasthattheymayviewviathePortalwhenevertheychoose–noneedtowaitforhardcopyoutdatedreports!ThisisthefirstofmanyDashboardsthatAbbottexpectstoroleoutacrossotherAbbottdivisions.TransMontaigneisaMorganStanleycompany,withrevenuesinexcessof$8Bannually.Theyspecializeinsupplychainanddistributionservicesforoil,gasandchemicalproducts.ChallengesSalesandMarketingspenthoursperdaygatheringdatatorespondtocustomerrequestsFinancepersonnelspenttoomuchtime/effortgathering,analyzingandreconcilingbillinginfoOnlybusinessanalystscouldmanuallycreatenewreports:Pullingdatafromlegacydatabases TransformingthedataintospreadsheetsToimprovebusinessperformance,need“real-time”onlineaccesstoinformation:Productthathadbeen“lifted”fromterminalsOutstandingbillingstocustomersReconciliationofliftedandbilledproductPricinganalysisDisparateinformationstoredinexistingcustomapplications,DB2,SAPandOracleExistingdeveloperresourcesmostlyRPGprogrammersResultsAcceleratedROIbydeliveringinitialSales&CustomerReportingDashboardin3weekswithexistingRPGdevelopersIncreasedRevenuethroughgreatervisibilityandaccesstocustomer,product,serviceandsalesinformation,andbydecreasedmissedorunder-billedsituationsImproveddecisionmakingwithimmediateaccesstoaccurate,transactionalinformationandalertsofissueswhentheyhappenIncreasedoperationalefficiencybyeliminatingmanualreportcreationandtime-consumingcustomerinquiriesNextStep:ProducingaCustomerSelfServiceversionofthedashboardforfurtherefficiencyimprovementsandcostsavingsProfileThirdlargestcopperandzincproducerinEuropeFocusoninitialstagesoftheprocessingchain–exploration,mining,smelting,recycling4500employeesand$5billionannualturnoverAdoptedBalancedScorecardtodriveperformanceandcompetitiveadvantageChallengesNeededeffectivecommunicationtooltohelpemployeesunderstandtheirrole–andhowtheycontributetocompanyvalueNeededtoautomaticallyaccessperformanceinformationfromarangeofsystemsanddatasourcesResultsPersonalizedperformancedashboardshelpsemployeeunderstandtheirroleincompanysuccessWebServicesallowBolidentoaccessandshowrealtimestatusofobjectivesWebapplicationreinforcesgoalstoemployeesdaily.VisibilityincreasestheirmotivationtoperformGraphicalUIandcollaborationofIBMperformancedashboardshelpsdriveadoptionAnd–we’reeatingourowncooking.Wehaveover2dozendeploymentsofActiveInsightinsideIBM.OneexamplebelongstotheCFOoftheLotus/WPLCdivision–EllenPace.Thisdivisiondrivesover$1Bofrevenueannually.Ellen’sorganizationisresponsibleforfiscalmanagementaspectsofdivisionoperations.Sheprovidesleadershipandcoordinationintheadministrative,businessplanning,accountingandbudgetingeffortsofabilliondollarenterprise,ensuringthebusinessisprofitable.FinanceinformationisstoredinarangeofbackendandERPsystems.Analystsbuildspreadsheetswithverycomplexreportingformulastodevelopmonthlyoperationsreports.However–Eachgeographytendstopulldifferentviewsofthedata–sothereistraditionallyalackofconsistencyinhowperformanceistracked.Financestaffspendasignificantamountoftimeonthephonerespondingtorequestsforfinancialinformation.Thisresourcedrainiscompoundedbyreportingblackoutperiods.Forexample,attheendofaquarteroraofthefiscalyear–onlyauthorizedemployeesshouldbeaccessingthishighlysensitivedata–incompliancewithSECregulations.Ellen’steamhaveimplementedActiveInsightdashboardsandscorecards.Thesetoolsprovideaconsistentviewacrossgeographies,productlines,andsaleschannels.Becauseaccesscanbecontrolled–thetooleliminatesrisksassociatedwiththewrongjobfunctionaccessingdata.And–thenumberofcallsintofinancialanalystsisnowgreatlyreduced.TheDashboardhasreplacedtheneedforthephonecalls–usershaveaccesstotheinformationtheyneed.Thefinancestaffcannowfocusonanalysis–insteadofhavingpeoplebethedatarepository.Muchifwhatweshowedinthepreviouscustomerslidesinvolvedimproveddecisionmaking,aswellasincreasedoperationalefficiency,whichasyoucanseeherearetwomajorbenefitsofadashboardinvestmentwithdirectROIimpact.However,thebenefitsgobeyondthosetwo,andmayincludeincreasedrevenue,forexample,inthecasewherethedashboardprovidesbettervisibilityintosalesKPIsandimprovedsalesforceproductivity.AndWorkplaceDashboardFramework’sautomationdramaticallyreducesoveralldevelopmentanddashboardmaintenance–inandofitselfoftendeliveringjustifiableROI.Soasyoucanseefromtheinformationandcustomersuccesseswehighlightedinthispresentation,IBM’sWorkplacedashboardsprovideaprovensolutionfororganizationslookingtoimprovetheiroverallperformance.WorkplaceDashboardFrameworktogetherwiththemarket-leadingWebSpherePortalprovideaplatformfordeliveringstandards-baseddashboardsofalltypes;dashboardsthatcanintegratedatafromdisparatesystemstodeliverrole-based,actionabledashboards–andallquicklyformaximumtime-to-valueandROI.Thedashboardconceptisnotanewone,butseveralfactorsandadvancementsintechnologyhavemadeiteasierforbusinessestoimplementuseful,real-timedashboardsthatcanhaveanimpactofoverallbusinessperformanceandexecution.Onesignificantfactorofcourseistheeverincreasingspeed-of-business,spurredbytheexpansiveglobaleconomywhichpresentsmoreopportunity,butalsoincreasedcompetition.Additionally,mostbusinesshaveinvestmentsinsystemsthatcanprovidepertinentbusinessinformation,butthesesystemsoftenrequiremanualaggregationofinformationandongoingITinvestmenttodelivertheinformation.Asusersbecomemorecomfortablewithbrowser-basedapplications,theyseekmanagementtoolsthatcandeliverexactlytheinformationtheywant,atthetimewhenitismostuseful.TheemergenceofPortaltechnology,likeIBM’sWebSpherePortalandserviceorientedarchitectures,nowmakeiteasyforcompaniestodeliverrole-baseddashboardapplicationsthatcanaggregateinformationfromdisparatesystemsintoasinglecompositebusinessuserinterface.So,basedonthepreviousslideitisobviousmanycompaniesareinvestingindashboards.Ofcourse,manycompanieshavealreadydonesoandarereapingmanybenefits.Hurwitz&Associatesrecentlysurveyed113ITexecutivesfromlargecompanies,whohadimplementedorwereplanningtoimplementdashboards.Thepurposeofthesurveywastotryandunderstandtheincreasingdemandfordashboardsandtoalsotakeadeeperlookatthecorporaterequirementsforimplementingdashboards.Thesurveyilluminatedfourkeyresults,whichIwillbuildouthereonthisslide.Thefirstresultisthatdashboardusageiswidespreadandgrowing..Inotherwords,dashboardsaren’tjustapassingfad.WhatHurwitzfoundwasthat90%ofthecompanieshad200dashboardusersandplannedtoadd500ormoreusersoverthenextyearandahalf.Thesecondkeyfindingwasthatdashboardsaretrulycompositeapplicationsthatpulldatafromatleast6to10differentdatasources.Datawarehouses,bytheway,areoftenconsideredasjustoneofthemanydatasourcesthatfeeddashboards.Thethirdkeypointwasthat83%ofthecompaniessurveyedhavedeployedtheirdashboardusingaportalframework.Now,thereareanumberofdifferentreasonswhycompanieswanttobuildtheirdashboardsontopofaportal.Thetwomostcompellingreasonsarethat1–portalsprovideanidealframeworkforcreatingrole-basedviewsofthedataand2-portalsenableenduserstotakeactionrightfromtheirdashboard,ratherthanhavingtoopenuponeormoredifferentapplicationsorpickupthephonetogetanyrealworkdone.Andthefinalkeypointisthat,withdashboards,anROIisquicklyachieved.Thesurveyresultsindicatedthatmorethan50%ofthosethathadimplementeddashboardshadachievedsavingsof$500,000togreaterthan1million.Nowthat’squiteasignificantsavings.IBMWorkplaceforBusinessStrategyExecutionisacompositeapplication.Thatmeansdatathatcomprisesorpopulatesthesedashboardscanbepersonalized,orcustom-assembledfromavarietyofsources.Theycanbeassembledusing Webclippings Spreadsheetdata Informationminedfromadatabase– Customportlets Existingportlets–includingthe1300fromtheSolutionsCatalog–thatintegratewithbackendsystemssuchasSAP Blogs,WickisorTeamrooms Pre-builtWorkplacerole-baseddashboardsforspecificlinesofbusiness(suchasSalesorExecutive)WBSEusestheunderpinningportaltoolingtoeasilyallowtheendusertodraganddropaportletontoapage.Itcanbeassimpleasslidingoutapalette,selectingfromapre-definedlistsetupbyIT,anddraggingtheportletontoapage.