RPI VUE presentation: CloudSuite Reporting Strategy
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Strategy for managing reports as part of a migration from Lawson to Infor CloudSuite. Presented by RPI as part of the Virtual User Exchange event on May 21.
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RPI VUE presentation: CloudSuite Reporting Strategy
- 1. RPI Virtual User Exchange CloudSuite Reporting Strategy Presented by Richard Leigh Stout & Daniel Cerutti
- 2. RPI Virtual User Exchange Daniel Cerutti Business Systems Consultant Resident Data Scientist Richard Leigh Stout Partner Bobblized Tech Guru Who are these curly headed dudes?
- 3. RPI Virtual User Exchange What are they going to talk about? + Explain the challenge: - Moving from Lawson to CloudSuite will transform your reporting ecosystem—for better or worse! + Wrap our heads around the solution: - Ensure reporting is a well considered and executed element of your implementation. + Present a call to action: - Give you the takeaways to help steer your organization onto the right path.
- 4. RPI Virtual User Exchange What’s the big deal? + How much time and resources do you spend maintaining a monstrous library of custom reports through various upgrades? - These should not and cannot come with you to CloudSuite + What meaningful intelligence is actually provided on a daily basis? - Your reporting system should and can drive better decision making. + A CloudSuite implementation is the perfect time to get your house in order. - When reporting is prioritized, all business processes benefit.
- 5. RPI Virtual User Exchange How do I cut down the beast? Catalog all of your current reports. Then go through each report and determine the business need for that report. Working with your implementation same information to your users. If there isn’t a better way, mark that necessary report for go live. If the report need is not pre-delivered by then a custom report must be built. Your report library should be examined to ensure you provide users a live that is—at the very least—as comprehensive and meaningful as Will we really need this report in the new system? Reports are often generated to support a manual process that may be changed by
- 6. RPI Virtual User Exchange How does this effort fit in? FSM GHR: Initiate & Plan GHR: Analyze & Design GHR: Build + Develop GHR: Verify & Empower GHR: Go-Live GHR & TM Project Milestone Project Leadership Involvement As Necessary FSM: Initiate & Plan FSM: Analyze & Design FSM: Build + Develop FSM: Verify & Empower FSM: Go-Live The reporting workstream is performed in parallel to GHR, TM & FSM implementation phases. Post Live Support Post Live Support Reporting SupportIterative Sprints of Design—Build—Verify Inventory, Prioritize & Map Plan & Discover Monitor & Control
- 7. RPI Virtual User Exchange Plan & Discover + What does your current state reporting look like? + What tools are you using for reporting? + What are your in-house reporting strengths? - Resources - Tools and Technologies + What’s your appetite for change? Do you simply want to maintain the status quo or are you looking for something more transformative? Get a head start with Pre-Planning
- 8. Inventory & Prioritize + What is no longer being used? + What can be consolidated? + What works well, as is? + What needs to be redesigned? List each report with columns for: • Business owner • Business need/justification • Existing tech and future tech • Prioritization • Status • Work effort estimate • Work assignment and tracking
- 9. RPI Virtual User Exchange Map • Requires real-time data and the ability to update information • Customized within the ERP system • Created for processors and managers • Presented view of a business area or process • Point-in-time • Only as effective as they are controlled Reports Ordered presentation of a detailed data set • Visual presentation of important data • Easily digestible • Rapidly updated • Allows for dynamic, ad-hoc analysis Dashboards Live, interactive display of key performance indicators and relevant data Worklists Live, actionable information to directly drive workflow
- 10. RPI Virtual User Exchange Fit/Gap Analysis Recommendations Prioritization Plan Enablement The Reporting Strategy Recommendations Report contains RPI’s detailed observations and recommendations, specific to your organization’s needs and operations. Within the Recommendations Report, we will define a path forward for the organization to realize its strategic reporting goals and ideal future state. We will work with your team to build reports, and ensure they acquire the knowledge to maintain and customize them long term. Observations from our discussions and analysis, including a catalog of current and future state reports, with the prescribed tools and estimated levels of effort. Reporting Workshop
- 11. RPI Virtual User Exchange Lifecycle of a Report under Development Development Checklist Approval to Develop Functional Design Specification Technical Design Specification Coding Testing Implementation
- 12. RPI Virtual User Exchange + Start Fast, Stay Fast - Out-of-the-Box + Iterative Design Process - Pair technical know-how with practical business experience - Level set expectations: opportunities, effort and value - Display, Diagnose, Decide - 2 Week Sprints + Tailor Roadmap w/Prioritized Deliverables + Enablement in three phases: - RPI-led - Collaborative - Customer-driven Design, Build & Verify
- 13. RPI Virtual User Exchange Design, Build & Verify + Increase the quality of the reports generated + Cope better with change (and expect the changes) + Provide better estimates while spending less time creating them + Be more in control of the project schedule and state
- 14. RPI Virtual User Exchange What’s my toolset? + Infor reporting tools in CloudSuite Delivered Reports List View / My Reports Infor Spreadsheet Designer Ad hoc Analysis (Finance) Self Service Reporting Configuration Console Birst Designer Birst Visualizer Application Studio (Finance) Development Tools
- 15. RPI Virtual User Exchange What’s my toolset? + Interface data to non-Infor reporting tools Replication Set to SFTP File Creation Utility (GHR) ION Data Extract Methods E.T.L. Existing data warehouse and business intelligence tools
- 16. RPI Virtual User Exchange Support + Deployment and validation in production + Alignment of reports with evolving business need and system updates + Keep momentum on “day two” initiatives, work on reports in the lower priority tiers WE ARE NOT FISH!
- 17. RPI Virtual User Exchange Monitor & Control + How do we ensure our reporting build adapts with our implementation when necessary? - Do not allow reporting to be marginalized at challenging moments during your implementation! - After aligning with leadership, ensure reporting remains a consideration of project steering discussions. - Discuss how design decisions will affect reporting strategy. + How do we continually improve our reporting while preventing the monster from reemerging? - Continue the feedback—redevelopment cycle between business stakeholders and analysts. - Build controls into the approval/development process up front.
- 18. RPI Virtual User Exchange What now? + Inventory your reports - If you already have an inventory, ensure it’s complete and up to date If you need a Report Inventory Template–we’ve got you! + Engage your leadership team to ensure reporting is a well considered element of your implementation from the start. + RPI can help - Set up CSF/HCM Analytics w/ Birst - Advisory & Development Support questions@rpic.com
- 19. RPI Virtual User Exchange What’s coming up? + Happy Hour Game Show at 5:00 ET + RPI Tech Talks Every Friday
Editor's Notes
- Leigh Daniel I believe in the power of data and its ability to drive better decision making. I believe that whatever can be observed, can be measured; And whatever can be measured, can be changed. So I love when I can help organizations create systems that turn data into information, and present that information in an actionable, meaningful way.
- Daniel We’re going to keep this talk at the strategic level. We want to talk about the importance of reporting in relation to a CloudSuite implementation. The move to CloudSuite will transform the way your organization does reporting. This presents both a considerable challenge, and a tremendous opportunity. For your business users to have the information they need to do their jobs, reporting must be a well thought out and executed element of your implementation. Over the course of the next thirty minutes or so, we’re going to outline for you the challenge, best practice solution, and some key considerations. Then we are going to give you some next steps to help position your organization for success.
- Leigh POLL AUDIENCE FOR HOW MANY CUSTOM REPORTS THEY SUPPORT Challenge: The balance of: Reasonable amount of work Confidence on day 1 of go-live that business users have access to information critical to their job functions What’s the approach of how?
- Leigh
- Daniel
- Leigh
- Leigh
- Daniel These are the tool-agnostic categories we use to communication information. After you have inventoried and prioritized your list of essential reports, the next step is mapping them to a category or tool that is best suited for their business need. Worklists are sets of actionable information that drive workflow. They rely on real time data and the ability for users to update them. Because of this requirement, they exist within the ERP and are usually used by processors and managers. Many of these worklists are customized versions of pre-delivered screens. Next we have traditional reports. These are just an ordered presentation of a detailed data set that present a view of a business process or area. Reports represent a point in time presentation of data, and are only as effective as they are controlled. Chances are, the bulk of your reports you’re considering for rebuild from Lawson fall into this bucket— But that doesn’t mean that they are best suited for it. Many times, the purpose of many reports can be accomplished by an interactive dashboard. Dashboards are a semi-live, often-interactive display of key performance indicators and relevant charts, tables or metrics. Dashboards are visual in nature, easily digestible, and often rapidly updated at near-real time. The best dashboards also allow for ad-hoc analysis or detailed dives into segments of their data. That said, they are only as effective as they are well designed.
- Daniel & Leigh
- Leigh These are the potential choices in the Status dropdown on the tracking sheet
- Daniel This is the report development method we believe produces the best results. It is based off an agile, iterative approach where work moves quickly from design to build to verify phases—and then back to design for continual improvement. We do not believe in dumping a bunch of requirements on your reporting team to have them work in a silo for months and then return with, here’s what we built! Hope you like it! Similarly, we do not believe a reporting system should be static. Successful reporting hinges on keeping communication between analysts and business owners open. As your business evolves, so too should its reporting systems.
- Daniel Here’s an illustration of the agile methodology we apply to report development. We use this because it increases the quality of the reports your team produces It allows your reporting build to adapt to change, both within the implementation and the organization at large And it provides more accurate time estimates for the project, which ultimately allows for better control over the effort and desired results.
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- Daniel OK. So we’ve described the monster we’re dealing with—first off, those 1k reports we need to turn into a hundred meaningful, essential ones—but how do we set ourselves up so that this blob doesn’t slowly regrow, undoing all our good work and putting us in the same position down the line? We do this in two main ways: First) Keep the line of communication open between business owners and the reporting team. Continue the verify-design-build cycle so you can continually improve your offerings and keep your analysts plugged in to what’s happening with the business. And second) put controls in place to the report request, approval and creation process. The next scenario we have seen all too many times, is that leadership agrees on the importance of reporting and sets it up to have the necessary time and effort for success, but then down the line when the project becomes challenging, it gets pushed to the back burner, neglected and as result, doesn’t come together in the way we all hoped it would. How do we avoid this? Change champions who believe in the importance of reporting are essential to ensure that it keeps a seat at the table for strategic discussions over the course of the implementation. When design decisions or timelines are revisited, it’s imperative that any effects to the reporting system buildout are considered and modified accordingly.
- Leigh
- Leigh