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Achieving a common goal creating a center of excellence e roske in-sync10 oracle epm track

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Achieving a common goal creating a center of excellence e roske in-sync10 oracle epm track

  1. 1. Achieving a Common Goal: Hyperion Center of Excellence Edward Roske, interRel Consulting
  2. 2. About interRel • 2008 Oracle Titan Award winner - EPM Solution of the year • 18 presentations at Collaborate 2009, 14 presentations at Kaleidoscope, 6 at OpenWorld 2008 • 2008 Oracle Excellence Award winner with Pearson Education • One of the fastest growing companies in the world (Inc. Mag., ’08) • We have two of the three Hyperion Oracle ACE Directors in the world • Founding Hyperion Platinum Partner; now Oracle Certified Partner • Focused exclusively on Oracle Hyperion EPM software – Consulting – Training – Infrastructure and Installation – Support – Software sales
  3. 3. • 5 Hyperion Books Available: – Essbase (7): Complete Guide – Essbase System 9: Complete Guide – Essbase System 9: End User Guide – Smart View 11: End User Guide – Essbase 11: Admin Guide • Coming Soon – Hyperion Planning for Admins – Hyperion Planning for End Users • To order, check out www.lulu.com 3 Copyright © 2007, Hyperion. All rights reserved.
  4. 4. Disclaimer • These slides represent the work and opinions of the presenter and do not constitute official positions of Oracle or any other organization. • This material has not been peer reviewed and is presented here with the permission of the presenter. • This material should not be reproduced without the written permission of interRel Consulting.
  5. 5. Do you have one or more of the following problems? • Inexperienced resources (new-to-the-product)? • Experienced resources spread too thin? • Application and/or technical knowledge in the head of one developer who just left the company? • Reinventing the wheel in Hyperion implementations? • Inconsistent applications, dimensionality, processes, and more? • Paying consultants to maintain your production environment?
  6. 6. Business Need • Most companies, there are Hyperion products spread throughout various departments • Finance may control Hyperion Financial Management, the budgeting department owns Hyperion Planning, and IT controls Essbase • In many cases, several different departments all have expertise in the same product (Essbase, commonly) • Wouldn’t it be better to bring all of these groups together under one common umbrella that can share best practices, dimensions, data, and most importantly, experience?
  7. 7. What is a Center of Excellence? In General
  8. 8. Center of Excellence • For all of the cool kids… CoE • New trend in organizations today • Central source for: – Standardized products – Expertise – Best Practices • Used for designing, testing, deploying and tuning new applications • Optimizes application quality and performance • Continually improve IT operations
  9. 9. Why Do We Need a Center of Excellence? We need better information faster Systems are complex Why CoE? Many products, many applications Limited resources Global teams, often times with outsourcing Shrinking budgets
  10. 10. Benefits of a CoE • More efficient delivery of applications • Improved application implementations – Better quality applications – Reduced implementation time – Shared data/hierarchies between applications • Align business goals with IT priorities • Better end user services
  11. 11. Typical CoE Functions Consult to Project Consult to Focus on project Build competence Teams Executives results Career path Coach and mentor Feasibility studies Project audits Business case Quality assurance Skill assessments Team build development and standards Strategic Training Facilitate sessions Business benefits goals/metrics Standards, tools Continuous Improvement
  12. 12. Hyperion Center of Excellence Applied CoE for Hyperion
  13. 13. Pain Points for Hyperion Implementations • Requirements are ambiguous and/or inadequate • Too many projects competing for resources • Alignment of project with business strategy unclear • Decentralized, duplicative development and administration • Limited training • Duplication in maintenance • Poor application quality, inconsistent application design • Unhappy users
  14. 14. Scenario 1 Essbase Planning development and Planning and development and maintenance Essbase maintenance Administration are completed by 2 different groups Report Report who don’t talk to development and development and each other maintenance maintenance • Silo’d development and management of Planning and Essbase applications • Limited communication • Inconsistent dimensionality • Inconsistent reporting and analysis • Duplicative development and maintenance efforts
  15. 15. Scenario 2 Essbase Planning Essbase Division 1 Division 2 Division 3 (v 7x) (System 9) (v 11x) Many instances of Hyperion implementations (Essbase, Planning and/or FM) on different versions with completely different infrastructures across the enterprise. • Silo’d development and management of Hyperion applications across divisions • Different instances from an infrastructure perspective • Multiple versions • Limited communication • Inconsistent dimensionality • Inconsistent reporting and analysis • Duplicative development and maintenance efforts
  16. 16. Scenario 3 Essbase – Rolls Planning – Rolls up to IT up to Finance Different priorities, different objectives because the ownership differs • Competing priorities and objectives • Structured to limit collaboration and communication • Inconsistent dimensionality • Inconsistent reporting and analysis • Duplicative development and maintenance efforts
  17. 17. Hyperion Center of Excellence Division 1 / Division 3 / Project Team 1 Project Team 3 Consulting Infrastructure (internal) Standards Support Training Division 2 / Project Team 2 Division 4 / Project Team 4 • Leverage buying power /  Single Workspace licenses  Shared expertise • Single infrastructure / version  Common training • Central Shared Services;  Common support distributed security management
  18. 18. Hyperion CoE Functions Hyperion CoE Functions Standards Consulting Infrastructure Training Support  Standard  INTERNAL  Centrally managed  Training for  Standard support products Consulting infrastructure implementation processes for end  Standard  Provide Expertise environment team users processes and  Business Analysis  Training for end methodologies  Requirements users  - Design  Design  - Tuning  Prototype  - Testing  Develop  - Production  Test Migration  Production  - Security Migration  Common terminology
  19. 19. CoE Team  Business Analysts  Standards  Project Coordinator  Hardware / Management OS Support  Solution  DBA Architects Support Consulting Infrastructure   Developers Web Server  Testing Support Coordinator Standards Support Training  Support  Trainer Team Vendors and consultants too
  20. 20. The Team • Passion and love of working in a challenging, collaborative, environment • Knowledge, skills, and experience • Don’t overstaff
  21. 21. CoE Team - Standards Coordinator(s) • Works with other members of the CoE Team to develop standards, guidelines and methodologies for implementing Hyperion • Supports projects in ensuring standards are followed • Focus on continuous improvement • Must have foundations / experience in Hyperion tools set Consulting Infrastructure Standards Support Training
  22. 22. CoE Team – Project Manager(s) • Provides project management mentorship to project managers • Works with standards coordinator to develop project management standards and processes • Must have foundations / experience in Hyperion tools set Consulting Infrastructure Standards Support Training
  23. 23. Importance of Quality Control • Standard processes and methodologies • Quality Baselines • Knowledge management • Supported and enforced by Standards Coordinator and Project Manager
  24. 24. CoE Team – Business Analyst • Builds the bridge between IT and business • Speaks both IT and business • Focused on business • Tie business benefits to strategy • Critical role – Most projects fail b/c unclear or inadequate requirements – Helps the PM plan – Helps the Solution Architect Design – Helps the Team implement • Must have foundations in Hyperion tools set Consulting Infrastructure Standards Support Training
  25. 25. Business Analyst - Not Just at the Beginning Business Analyst Responsibilities Problem analysis Solution feasibility, assessment and validation Business case development Requirements collection, definition, analysis, and translation Change management translation Organization readiness and change management Benefits measurement
  26. 26. Finding a Business Analyst • Understands business problems • Understands technology solution / design requirements – Not the details but solid foundation • Communication skills both verbal and written a must
  27. 27. CoE Team - Solution Architect • Works with standards coordinator to develop technical standards, guidelines and processes – Design, tuning, other • Overall design and architecture of the solution to address the business requirements • Follows design through to rollout to ensure best practices and guidelines are used • Technical expert / understanding of the Hyperion suite Consulting Infrastructure Standards Support Training
  28. 28. CoE Team - Developers • Works with standards coordinator and solution architect to develop technical standards, guidelines and processes • Subject matter expert for their product(s) • Provide guidance to project teams on the implementation details • Technical expert in a focused area Consulting Infrastructure Standards Support Training
  29. 29. CoE Team - Developers • Difficult for one person to know everything in the Hyperion suite • Required skills: Essbase – BSO Essbase – ASO Relational Databases Planning Financial Management Strategic Finance OBIEE Web Analysis Interactive Reporting Financial Reporting Smart View FDM DRM ETL Scripting / Programming • SME for each area / tool • Cross train • Need to have foundations in each tool Consulting Infrastructure Standards Support Training
  30. 30. CoE Team – Testing Coordinator • Risk of no / minimal testing – Poor quality – Slow performance – Application outages • Responsible for full testing process – Requirements for testing – Standard test scripts – Test management – Test automation – Defect tracking • Must have foundations / experience in Hyperion tools set Consulting Infrastructure Standards Support Training
  31. 31. CoE Team - Infrastructure • Common, integrated infrastructure for the enterprise • Understand the installed and configured components • Coordinates and manages installations and upgrades • DBAs • Hardware support • O/S support • Web services • Security Consulting Infrastructure Standards Support Training
  32. 32. CoE Team - Trainer • Training for both users and administrators/developers • Develop standard training materials / mechanisms – Internal user group meetings – Recorded webcasts / training sessions • Identify courses / outside training • May serve as “the” trainer for all Hyperion or may provide structure and guidelines for distributed training • Benefits – Common, consistent training – Communication – More efficient training development Consulting Infrastructure Standards Support Training
  33. 33. CoE Team - Support • Common processes for support of Hyperion applications • Ensures efficient utilization of support resources • May serve as help desk or may provide structure and guidelines for distributed support • Address both functional and technical questions – May be different resources • Consistent, formal support process across Hyperion applications • Deliver solutions to address end user questions and issues: Web site, User manuals, FAQs, Forums/discussions Consulting Infrastructure Standards Support Training
  34. 34. An Example - What is the Support Process? • Hyperion CoE Support will define consistent support processes for the organization
  35. 35. CoE Placement in the Organization • Shared services unit across the enterprise • Neither IT nor business • High level position with authority • Strategic resource – Not tactical or administrative
  36. 36. Hyperion CoE Measures of Success Project Value benefits Project time Tied to and cost strategy savings End user Quality satisfaction
  37. 37. How to Get There? • Start small with minimal costs • Evolve and scale up resources, services and capabilities
  38. 38. First Assess  People  Skill sets and experience  Technical / functional  Gap Analysis  Process  Standard process for implementation  What works, what doesn’t?  Product  Standard products  Supporting CoE technologies
  39. 39. Next  What are the gaps?  People and processes  Identify the plan to address the gaps  Develop the plan for implementing the CoE  Sell to management  Gain buy-in  Find home in the organization
  40. 40. Next  Assemble the Team  Use existing resources  Train the team  Assign resources to work with more experienced team members to gain real world experience  Partner with a trusted consulting firm and work hand-in-hand on a first phase  Hire the resources
  41. 41. Next Define the Standards, Guidelines, Best Practices Prioritize Support Define Communicate Remember, like Hyperion implementations, you can’t do everything at once.
  42. 42. Next  Rollout to the organization  Communications  Enabling technologies  Website  Document sharing  Continual improvement
  43. 43. When to Use Consulting • Use consulting for expertise in new technology or application • Use of consulting as additional resources to complete projects with specific timelines • Always build in time for knowledge transfer with consultants • Identify clear objectives • Do your best to work side-by-side with your consultants so you can implement the future phases
  44. 44. Last Recommendations • Build to deliver • Build to last • Manage expectations Infrastructure Consulting • Avoid pitfalls (internal) – Lack of focus / too many things Standards – No authority – Too much time developing processes/ tools – Viewed as an auditor Support Training
  45. 45. Thank You. Edward Roske eroske@interrel.com BLOG: Looksmarter.blogspot.com WEBSITE: www.interrel.com TWITTER: ERoske