MicroStrategy at Shell: from PoC to Project-Control · PDF file–Offer a mobile way of work: ... 3 July Mobile BI PoC 5 . ... S-CURVE PMO_PCD_070 Tasks PMO_PCD_080 • all

Copyright of Shell International B.V.

7–10 July, Barcelona

Shell MI Centre of Excellence Rad Parvin – Mobile BI Program manager Koen Lapré – Delivery Lead

MicroStrategy at Shell: from PoC to Project-Control-Dashboard

Mobile BI PoC 1

Copyright of Shell International B.V. 2 Copyright of Shell Global Solutions International

Resources plays: our use of the term ‘resources plays’ refers to tight, shale and coal bed methane oil and gas acreage.

The companies in which Royal Dutch Shell plc directly and indirectly owns investments are separate entities. In this presentation “Shell”, “Shell group” and “Royal Dutch Shell” are sometimes used for convenience where references are made to Royal Dutch Shell plc and its subsidiaries in general. Likewise, the words “we”, “us” and “our” are also used to refer to subsidiaries in general or to those who work for them. These expressions are also used where no useful purpose is served by identifying the particular company or companies. ‘‘Subsidiaries’’, “Shell subsidiaries” and “Shell companies” as used in this presentation refer to companies in which Royal Dutch Shell either directly or indirectly has control, by having either a majority of the voting rights or the right to exercise a controlling influence. The companies in which Shell has significant influence but not control are referred to as “associated companies” or “associates” and companies in which Shell has joint control are referred to as “jointly controlled entities”. In this presentation, associates and jointly controlled entities are also referred to as “equity-accounted investments”. The term “Shell interest” is used for convenience to indicate the direct and/or indirect (for example, through our 23% shareholding in Woodside Petroleum Ltd.) ownership interest held by Shell in a venture, partnership or company, after exclusion of all third-party interest.

This presentation contains forward-looking statements concerning the financial condition, results of operations and businesses of Royal Dutch Shell. All statements other than statements of historical fact are, or may be deemed to be, forward-looking statements. Forward-looking statements are statements of future expectations that are based on management’s current expectations and assumptions and involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those expressed or implied in these statements. Forward-looking statements include, among other things, statements concerning the potential exposure of Royal Dutch Shell to market risks and statements expressing management’s expectations, beliefs, estimates, forecasts, projections and assumptions. These forward-looking statements are identified by their use of terms and phrases such as ‘‘anticipate’’, ‘‘believe’’, ‘‘could’’, ‘‘estimate’’, ‘‘expect’’, ‘‘intend’’, ‘‘may’’, ‘‘plan’’, ‘‘objectives’’, ‘‘outlook’’, ‘‘probably’’, ‘‘project’’, ‘‘will’’, ‘‘seek’’, ‘‘target’’, ‘‘risks’’, ‘‘goals’’, ‘‘should’’ and similar terms and phrases. There are a number of factors that could affect the future operations of Royal Dutch Shell and could cause those results to differ materially from those expressed in the forward-looking statements included in this presentation, including (without limitation): (a) price fluctuations in crude oil and natural gas; (b) changes in demand for Shell’s products; (c) currency fluctuations; (d) drilling and production results; (e) reserves estimates; (f) loss of market share and industry competition; (g) environmental and physical risks; (h) risks associated with the identification of suitable potential acquisition properties and targets, and successful negotiation and completion of such transactions; (i) the risk of doing business in developing countries and countries subject to international sanctions; (j) legislative, fiscal and regulatory developments including potential litigation and regulatory measures as a result of climate changes; (k) economic and financial market conditions in various countries and regions; (l) political risks, including the risks of expropriation and renegotiation of the terms of contracts with governmental entities, delays or advancements in the approval of projects and delays in the reimbursement for shared costs; and (m) changes in trading conditions. All forward-looking statements contained in this presentation are expressly qualified in their entirety by the cautionary statements contained or referred to in this section. Readers should not place undue reliance on forward-looking statements. Additional factors that may affect future results are contained in Royal Dutch Shell’s 20-F for the year ended 31 December, 2013 (available at www.shell.com/investor and www.sec.gov ). These factors also should be considered by the reader. Each forward-looking statement speaks only as of the date of this presentation, 7 July 2014. Neither Royal Dutch Shell nor any of its subsidiaries undertake any obligation to publicly update or revise any forward-looking statement as a result of new information, future events or other information. In light of these risks, results could differ materially from those stated, implied or inferred from the forward-looking statements contained in this presentation. There can be no assurance that dividend payments will match or exceed those set out in this presentation in the future, or that they will be made at all.

We use certain terms in this presentation, such as discovery potential, that the United States Securities and Exchange Commission (SEC) guidelines strictly prohibit us from including in filings with the SEC. U.S. Investors are urged to consider closely the disclosure in our Form 20-F, File No 1-32575, available on the SEC website www.sec.gov. You can also obtain this form from the SEC by calling 1-800-SEC-0330.

DEFINITIONS AND CAUTIONARY NOTE


AGENDA

Shell Profile

Proof of Concept & tool assessment (2012)

Roadmap as from 2013 – Mobile BI as a Service – 1st project

Project Control Dashboard – Scope, Organization, Approach – Demo

Lessons learned

2012, 3 July Mobile BI PoC 3 Copyright of Shell International B.V.

Copyright of Shell International B.V. 4 * on a current cost of supplies basis attributable to Royal Dutch Shell plc shareholders

Source: 2013 Annual Report and Form 20-F

COMPANY PROFILE - 2013

Shell is an innovation-driven global group of energy and petrochemical companies

We are active in more than 70 countries

Worldwide, we employ around 92,000 full-time employees

Our fuel retail network has around 43,000 service stations

Each day we produce 3.2 million barrels of oil equivalent

In 2013, we generated earnings* of $17billion

We had $44 billion of net capital investment

We spent $1.3 billion on R&D

Royal Dutch Shell plc is a UK company, with its headquarters in the Netherlands

We are listed on the stock exchanges of Amsterdam, London and New York

4


SHELL MOBILE BI – DIRECTION & OBJECTIVES 2012

The mobile wave – Mobile Device Mgt and BYOD in place at Shell – Mobile BI has reached a new level of maturity:

we need to adopt an anywhere-anytime attitude towards information

Direction for Mobile BI – Offer a mobile way of work: ”Decision-Making on the GO” – Enhance BI platform with a mobile BI solution (with minimum change management)

Objectives Mobile BI PoC (2012) – Assess various Mobile BI tools

– that meet our architectural and security standards – and propose/select an intuitive tool for Mobile BI

– Drive & funnel the needs and requirements for Mobile BI – Define a way of work for Mobile BI, in having different domains cooperate

(Business/BI-CC/Information Risk Management/Mobile Competence Center)

2012, 3 July Mobile BI PoC 5 Copyright of Shell International B.V.


SHELL MOBILE BI POC – APPROACH 2012

2012, 3 July Mobile BI PoC

Stage 2 Focus on connectivity

Stage 1: Focus on usability

Criteria being detailed

Flat files with 5 vendors Connected at SAP BW/BO with 3 vendors

Customer Validation Program SAP BO MoBI v4.3 (+4.4)

6

2 Other tools

3rd BI-tool



SHELL MOBILE BI POC – TOOL ASSESSMENT 2012

Mobile BI PoC 7

: as from 2013-Q3

• Toolset is in development; good functionality is expected to be available as from mid 2013

• In the meanwhile, simple BO-reports could be mobilized with existing tools; there are no restrictions in licenses

• Shell as influencer of SAP roadmap (Customer Validation Program)

: ready to go!

• MicroStrategy offers a broad set of functionality, including write-back and free formatting

• Mature toolset also in security and authentication

• New development competences are required • Licenses acquired

Copyright of Shell International B.V. 7


SHELL MOBILE BI POC – OUTCOME 2012

Mobile BI PoC 8

The MI CoE should be able to answer Mobile BI business needs

• Business needs for Mobile BI vary in complexity

• All assessed Mobile BI providers are evolving rapidly

Where possible (“simple” reports) – Use SAP/BO Mobi

• SAP is our strategic (Value) supplier for future direction

• Mobi is an extension of existing BI front-end strategy and used tooling • Disappointing maturity level and many different tools for mobile BI

For delivering advanced Mobile BI apps (2013) – Use MicroStrategy • Overall highest score in PoC

Check if

possible

with

SAP Mobi?

Demand

for

Mobile BI No

Yes



ROADMAP 2013/14: MOBILE BI AS A SERVICE & 1ST PROJECT

Mobile BI PoC 9

Project Control Dashboard • Because of its diversity, the dashboard covers many test-topics • Supports demand-generation within Shell as a project-oriented organization • Developments can be re-used for corresponding project management

dashboards Project by MI Centre of Excellence

Mobile BI as a Service • Infrastructure / Licensing / Support • 2013: Project-team will create service • 2014: Subscription Based Service by eBOSS (Enterprise Business Objects Shared Services)

Project by Mobile Competence Centre

9 Copyright of Shell International B.V.

http://powerofmobile.com/wp-content/uploads/2012/10/Power-of-Mobile-just-icon-on-transparent-background.png


ARCHITECTURAL CONTEXT MOBILE BI

Transaction services

CloudMinder

MDX

Win

dow

s Se

rver

200

8 R2

ODBC

SQL

Serv

er 2

008

R2

IIS

HANA

Web Services

XML

write back

Meta data Web server Mobile

Web server

Desktop browser for development

https

MDM

Encr

ypte

d da

ta

Encr

ypte

d da

ta Device

VPN

FAAS *)

Desktop

Web servers &

Mobile BI Application

ERS / DWH

*) FAAS: in development

Web server

Tom

cat

Intelligence Server

BW-Queries

10


SCOPE PROJECT CONTROL DASHBOARD

Mobile BI PoC 11

Operational Project Control web-dashboard (SAP Xcelsius) with 8 main screens to be transferred into a mobile experience

Test-topics covered: • Data-retrieval by web services (based upon ABAP Function modules) • Authentication & authorization • Write-back functionality into SAP BW

• Comments / status updates of tasks and revised target dates / Change of dates • Write back functionality requires the MSTR transactional services being set-up

• Navigation between multiple screens / datasets with pass through of variables

• Various visualizations: • Horizontal (stacked) bars • Hierarchy tree-view

• Gantt chart • Dual axis line chart

11 Copyright of Shell International B.V.


PROJECT ORGANISATION

Delivery team

Permanent team Shell &

Business-users Shell, Mgr MI CoE

Shell PMO

SWAT Team Visual design

Governance Shell Program Mgr Mobile BI Shell Mobile Comp.Center

Account mgr



11 wks July 1st

13

Go-Live hyper care

Prepare & mock-up

Build UAT

on PRD

2 wks 7 wks 2 wks

MI CoE Open Day

Sep 18th

● New SAP HANA BW environment

● Understand the Web Services

● Check difficult visualizations

Some challenges:

● Realize mock-up (additional Project Summary)

● XQuery knowledge

● Work around for Gantt-chart

● Smooth wireframe

● Reliable source-system:

● Changes to web services

● Poor data-quality (new system)

● proper data set

● 21 issues found

APPROACH



Tasks

PMO_PCD_081-085

GF Project Control Dashboard with (PMO_PCD)

Mobile BI PoC 14

Homepage

PMO_PCD_010

All Projects

PMO_PCD_020

Multimedia

Multimedia

WBS

PMO_PCD_040

Resources

PMO_PCD_050

POAP

PMO_PCD_060

S-CURVE

PMO_PCD_070

Tasks

PMO_PCD_080

• all (late) tasks

• per (Over)due buckets

• per status

Project Summary

PMO_PCD_030

WBS

14 Business users at MI CoE 3 Support users from MI CoE


Tasks

PMO_PCD_081-085

GF Project Control Dashboard with (PMO_PCD)

Mobile BI PoC 15

Homepage

PMO_PCD_010

All Projects

PMO_PCD_020

Multimedia

Multimedia

WBS

PMO_PCD_040

Resources

PMO_PCD_050

POAP

PMO_PCD_060

S-CURVE

PMO_PCD_070

Tasks

PMO_PCD_080

• all (late) tasks

• per (Over)due buckets

• per status

Project Summary

PMO_PCD_030

WBS

14 Business users at MI CoE 3 Support users from MI CoE


LESSONS LEARNED

Mobile BI PoC 16

Time consuming developments

• Web services = XQuery-efforts

• Non-standard components • Screen navigation

Mobile is just a view on top

A big team ≠ faster

App-upgrades may impact dashboards

Infra & service immature pragmatism required

MSTR Extend XQuery knowledge & documentation & training

- Add Gantt to standard - Extend (projects)widget

Longer assignment of smaller MSTR-SWAT-team

Improve prompt-editor

Freeze app in Shell app-store

MSTR

MSTR

MCC

MSTR

Mature procedures, esp. combined with MCC (Junos)

eBOSS



Documents

MicroStrategy at Shell: from PoC to Project-Control · PDF file–Offer a mobile way of work: ... 3 July Mobile BI PoC 5 . ... S-CURVE PMO_PCD_070 Tasks PMO_PCD_080 • all