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Oracle Project Analytics for PeopleSoft

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Page 1: Oracle Project Analytics for PeopleSoft

1 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

Page 2: Oracle Project Analytics for PeopleSoft

2 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

Presenting with Oracle Project Analytics for PeopleSoft Manuel Puyana Principal Product Manager Oracle Business Intelligence

ORACLE PRODUCT

LOGO

Page 3: Oracle Project Analytics for PeopleSoft

3 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions.

The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle.

Safe Harbor Statements

Page 4: Oracle Project Analytics for PeopleSoft

4 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

Program Agenda

•  Oracle BI Applications Overview

•  Oracle Project Analytics

•  BI Applications in Fusion

•  Implementation at AWE

•  Q&A

Page 5: Oracle Project Analytics for PeopleSoft

5 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

Oracle BI Applications Overview

Page 6: Oracle Project Analytics for PeopleSoft

6 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

Oracle’s Enterprise Performance Management System Complete. Open. Integrated.

OLTP & ODS Systems

Data Warehouses Data Marts

Packaged Applications

(Oracle, SAP, Others)

Excel XML/Office

Business Processes

OLAP Sources

Exadata Unstructured & Semi-Structured

ERP  Analy*cs  

Planning  &  Forecas*ng  

Financial  Close  &  Repor*ng  

Strategy  Management  Profitability  Management  

CRM  Analy*cs   Industry  Analy*cs  

BI  Server  

Common  Enterprise  Informa*on  Model  

Essbase   Dimension  Management   Predic*ve  Analy*cs  

Interactive Dashboards Reports & Publishing Query & Analysis Detect & Alert Office Search Embedded Mobile Scorecards

Data  

Sources  

BI/EPM

 PlaD

orm  

BI  /  EPM

 Ap

ps  

Page 7: Oracle Project Analytics for PeopleSoft

7 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

Oracle BI Applications Prebuilt Solutions for EBS, PeopleSoft, Siebel, JD Edwards, SAP and more

•  Add insight to CRM and ERP applications

•  Easy to adapt and extend •  Tight integration with OLTP

systems •  Works with existing IT environment •  Fast time to value;

Low TCO •  Over 3,000 customers

Page 8: Oracle Project Analytics for PeopleSoft

8 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

Oracle BI Application Analysis Spanning Heterogeneous Sources in a Conformed Model

CRM ANALYTICS

ERP ANALYTICS

ORACLE  BI  FOUNDATION  

Sales  Marke7ng  

Service  and    Contact  Center  

Price  

Loyalty  

Financials  Procurement  and  Spend  

Supply  Chain  &  Order  

Management  

Projects  Human  Resources  

Customer  Data  Management*  

Product  Informa7on  

Management*  

* New for Fusion Applications

AND OTHER OPERATIONAL AND ANALYTIC SOURCES

Page 9: Oracle Project Analytics for PeopleSoft

9 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

Project Analytics Components Pre-mapped metadata, including embedded best practice calculations, and over 500 pre-built metrics for the project organization.

A “best practice” library of over 100 pre-built intelligence dashboards, reports and alerts for project managers, program managers, project accountants, and executives.

Pre-built ETL to extract data from a large number of operational tables and load it into the DW, sourced from sourced from CRM, ERP, and other sources.

Pre-built warehouse with 8 star-schemas designed for analysis and reporting on Project funding, agreements, budgets, costing, billings, revenue, performance and profitability data. •  Presentation layer

•  Logical business model

•  Physical sources

1 3

2 4

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10 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

Example of Business Questions Supported by OBIA Project Analytics What is the current

forecast cost to budget variance for my project?

What is the current actual cost to budget variance

for my project

What is the current forecast revenue to

budget variance for my project?

What is the current margin % for my project?

What is the current revenue to budget

variance for my project?

How does my project’s actual and estimated to

complete cost compare to the budget?

What’s the expected performance for my

project at completion?

What is the performance for my project since inception and for the current period?

Page 11: Oracle Project Analytics for PeopleSoft

11 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

Build from Scratch with Traditional BI Tools

Oracle BI Applications

Prebuilt Business Adapters for Oracle EBS, PeopleSoft, JD Edwards. Siebel, SAP, others

Prebuilt DW design, adapts to your EDW

Role-based dashboards and thousands of pre-defined metrics

Easy to use, easy to adapt

Weeks or Months

Back-end ETL and Mapping

DW Design

Define Metrics & Dashboards

Back-end ETL and Mapping

DW Design

Define Metrics & Dashboards

Training / Roll-out

Training / Rollout

Quarters or Years

Source: Patricia Seybold Research, Merrill Lynch, Oracle Analysis

Speeds Time To Value and Lowers TCO Oracle BI Applications

ü Faster deployment ü Lower TCO ü Assured business value

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12 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

Oracle Project Analytics

Overview

Page 13: Oracle Project Analytics for PeopleSoft

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Project Based Organizations Struggle to Use Data and Intelligence to Increase Performance

Lack of information across the entire project lifecycle

Time wasted gathering data to manage and report

Poor management of Project costs and commitments

•  No single integrated view of budgets, costs, and billing •  Poor or inconsistent project metric definitions •  Inability to integrate multiple project management systems

•  Continued reliance on management-by-spreadsheet •  Disparate project reporting and poor internal distribution •  Relevant data in multiple systems – Budget, EVM, ERP, etc. •  No single source of the truth

•  Lack of insight into Project costs and commitments •  Unable to obtain timely project data across the systems •  Limited information to identify budget variances and other project issues

•  Unable to identify trends and exceptions quickly •  Lack of insight to improve planning and execution •  Lack of insight to aggregated data

EXAMPLES KEY CHALLENGES

Unable to respond to Increased Competition

Page 14: Oracle Project Analytics for PeopleSoft

14 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

Oracle Project Analytics Rich Solutions for Project Based Organizations

Project Executive Dashboard •  Designed for project executives to provide aggregated project performance data at the

organizational level, allowing users to see the cumulative impact of their projects in the cost, revenue and profitability of their organizations

Public Sector Dashboard •  Designed for public sector and non-profit organizations where profitability and margin are not

tracked. It is a demonstrative example of how existing objects can be leveraged to build a custom dashboard tailored to specific requirements industry requirements.

Project Management Dashboard •  Designed for project managers to provide a complete view of project performance, from a

comprehensive high level view of accumulated and trending information for a single or a group of projects, to detail information such as cost, revenue and budget transactions

Page 15: Oracle Project Analytics for PeopleSoft

15 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

Role-Based Best Practices Provide Relevant and Actionable Insight for Everyone

Project Analytics – Key Objectives and Questions by Role Project Executives

Actionable Insight for Improving Project Portfolio Performance • Who are my most profitable customers? • Which of my organizations are doing well? How do

they compare with each other?

• What are the top projects by customer or location? • What are the forecasts for next quarter for each of my

organizations?

Project and Program Managers

Track Project/Program Performance and Control Project Costs

• What is the health of projects that I'm managing? • Which cost categories am I over-running the

budget? • How are my resources performing on my project?

• Where am I forecasting to overspend; how can I control?

• Which resources should I utilize more to maximize profitability and minimize cost?

• How am I performing against original funding contracts?

Project Accountants

Complete Insight into Project Revenue, Billing and Profitability • What is our current & projected spending against

budget? • Which cost categories or resources are driving cost

over-runs?

• How do current billings compare with billings from the previous period?

• How is accrued revenue comparable with billing?

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16 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

Oracle Projects Analytics

Budgets •  # of Projects •  Original Budget Cost •  Original Budget People Cost •  Original Budget Equipment Cost •  Original Budget Billable Cost •  Original Budget Equipment Effort •  Original Budget Revenue •  Original Budget Margin •  Original Budget Margin Percent •  Current Budget Cost •  Current Budget People Cost •  Current Budget Equipment Cost •  Current Budget Billable Cost •  Current Budget Capitalizable Cost •  Current Budget People Effort

Forecast •  Original EAC Cost •  Original Actual Cost •  Original ETC Cost •  Original Actual Revenue •  Original ETC Revenue •  Original Actual Effort •  Current EAC Cost •  Current Actual Cost •  Current ETC Cost •  Current Actual Revenue •  Forecast Margin Amount •  Forecast Margin Percent •  Forecast Margin Percent •  Original EAC Cost - ITD •  Original EAC Revenue - ITD •  Original EAC People Cost - ITD

Sample Oracle Project Analytics Metrics

Cost •  # of Projects •  Cost •  Raw Cost •  Burden Cost •  Billable Cost •  Non-Billable Cost •  Capitalizable Cost •  Equipment Cost •  People Cost •  Equipment Effort •  People Effort •  Quantity •  Cost ITD •  Raw Cost - ITD •  Burden Cost - ITD •  Billable Cost - ITD •  Non-Billable Cost - ITD

Performance •  MAGO Revenue Amount •  MAGO Bill Amount •  QAGO Revenue Amount •  QAGO Bill Amount •  YAGO Revenue Amount •  YAGO Bill Amount •  Revenue Yearly Change •  Revenue Quarterly Change •  Margin Year Ago •  Margin Percent Year Ago •  Margin Percent Yearly

Change •  Margin Quarter Ago •  Margin Percent Quarter Ago •  Margin Percent Quarterly

Change •  Margin - ITD •  Margin Percent - ITD •  Cost Variance •  Forecast Cost Variance

Page 17: Oracle Project Analytics for PeopleSoft

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User Security Object Security Data Security

Unrivaled Integration with Oracle Apps Extends BI Value. Lowers TCO.

Seamless navigation from analytical information to transactional detail

ACTION LINKS – “INSIGHT TO ACTION”

One login. Right content for each user. INTEGRATED SECURITY

BPEL, ESB Oracle BI

Intelligence-driven business processes INTEGRATED WORKFLOW

View performance “in-context” with budgets and plans

INTEGRATED WITH PLANNING AND EPMS

Page 18: Oracle Project Analytics for PeopleSoft

18 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

Oracle BI Applications

7.9.6.3 Release Overview

Page 19: Oracle Project Analytics for PeopleSoft

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Oracle BI Applications 7.9.6.3 New Release Concurrent with 11.1.1.5

•  Full suite of pre-built CRM and ERP Analytics offerings –  Siebel, PeopleSoft, JD Edwards, E-Business Suite

•  Built for and certified with OBIEE 11.1.1.5 –  Adopts 11g presentation features

•  Presentation hierarchies, master-detail linking, cascading prompts –  Adopts 11g security model

•  Role-based, not group-based –  Unlock new capabilities for BI Apps customers

•  Geospatial, scorecard, mobile support, systems management

•  Additional important certifications, including: –  Informatica 9.01 HF2 –  Teradata 13.10

•  Additional bug fixes and ETL optimizations

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All 7.9.6.3 Analytic Apps Work on BI Mobile Project Analytics Examples

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Copyright © 2009, Oracle and/or its affiliates. All rights reserved. 21

Target Efforts to Reduce Project Costs

Are project Cost under Control?

Is financial performance on target?

Improve Project Performance

Drill to D

etail

What is the Cost Variance

Which Task has more Variance?

Which Resources are Causing Cost Variances?

Example Decision Workflow

Business Objectives/ Issues

Gain Insights

Take Action

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22 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

Oracle BI Applications

Stepping Stone to Fusion for Current Oracle Applications Customers

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23

PSFT Applications

Legacy & 3rd Party

Example: PSFT to Fusion Evolution • Before Fusion

Apps Unlimited

• Get faster time to value with prebuilt adapters for and ERP applications

• Bring data from legacy and third party solutions via Universal Adaptor

• Make timely, more informed decisions across the project organization and quickly and identify at-risk projects

Common Enterprise Information Model Finance HCM SCM Procure Project CRM

OBIA

OBIA Data Warehouse

BI Foundation

ETL Periodic Updates

Pre Packaged Reports &

Dashboards

Self-Service Query &

Reporting

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24

• Co-Existence

Common Enterprise Information Model Finance HCM SCM Procure Project CRM

OBIA OTBI

OBIA Data Warehouse

BI Foundation

PSFT Applications

Legacy & 3rd Party

ETL Periodic Updates

Real-Time Queries

Fusion Application

BI View Objects

Pre Packaged Reports &

Dashboards

Self-Service Query &

Reporting

Fusion Embedded Analytics

Fusion Apps • Embed analytics

directly into key business processes

• Deliver real-time and analytical reporting in a single user interface

•  Integrated with Oracle’s next-generation Fusion PPM Applications

Example: PSFT to Fusion Evolution

Apps Unlimited

• Get faster time to value with prebuilt adapters for ERP applications

• Bring data from legacy and third party solutions via Universal Adaptor

• Make timely, more informed decisions across the project organization and quickly and identify at-risk projects

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25

• With Fusion

Common Enterprise Information Model Finance HCM SCM Procure Project CRM

OBIA OTBI

OBIA Data Warehouse

BI Foundation

Legacy & 3rd Party

ETL Periodic Updates

Real-Time Queries

Fusion Application + Projects

BI View Objects

Pre Packaged Reports & Dashboards

Self-Service Query & Reporting

Fusion Embedded Analytics

Fusion Apps • Embed analytics

directly into key business processes

• Deliver real-time and analytical reporting in a single user interface

•  Integrated with Oracle’s next-generation Fusion PPM Applications

Example: Oracle PSFT to Fusion Evolution

Page 26: Oracle Project Analytics for PeopleSoft

26 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

Oracle BI Apps 11g Unified Release (Fusion + AU) •  Informatica version

Oracle BI Apps Roadmap

Oracle BI Apps 11.1.1.5.1 (Fusion Apps theme) •  Full suite of analytics for Fusion Applications •  OTBI – Oracle Transactional BI for Fusion Apps; real-time

analytics vs. warehouse based

Oracle BI Apps 11g Unified Release (Fusion + AU) •  ODI version •  Increased depth of existing Apps (predictive analytics, scorecards) •  Combined support for Fusion Apps + Apps Unlimited + SAP + GBUs •  Full uptake of OBIEE 11g, including new capabilities •  Resource Management •  Projects to GL Reconciliation •  Cross Charges/Shared Accounting •  Commitments and Forecast for PSFT

Oracle BI Apps 7.9.7 (SAP Source) •  SAP Financials •  ETL through ODI

Available

Oracle BI Apps 7.9.6.3 (OBIEE 11g compatibility) •  Upgraded and certified for OBIEE 11g

Available

Oracle BI Applications

Oracle BI Applications for SAP

Oracle BI Apps 7.9.7.1 (SAP Source) •  SAP Procurement & Spend •  SAP Supply Chain & Order Management •  Localization, translation •  ETL through ODI

"This information is not a commitment to deliver any material, code, or functionality. The development, release, and timing of any features or functionality described remains at the sole discretion of Oracle"

Oracle BI Apps 11.1.1.6 (Fusion Apps theme) •  Incremental Fusion TCO improvements •  CxO Dashboards •  Leverage new BI Foundation “speed of thought” visualizations

Controlled Availability

Project Analytics

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27 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

Project Analytics for PeopleSoft James Plumb, INC Research & Ramke Ramakrishnan, MarketSphere

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© 2011 MarketSphere Consulting, LLC

Project Analytics for PeopleSoft

28

Business Drivers and Value Proposition 2

About MarketSphere 4

Implementation Overview 3

Implementation Highlights & Extensions 6

Implementation Approach 5

Lessons Learned 7

About INC Research 1

Benefits Realized and Future Plans 8

Agenda

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© 2011 MarketSphere Consulting, LLC

About INC Research

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© 2011 MarketSphere Consulting, LLC 30

About INC Research Trusted Process ®

A therapeutically focused clinical research organization with a high performance reputation for conducting global clinical development programs of the highest integrity. Pharmaceutical and biotechnology companies look to INC Research for a complete range of customized Phase I - Phase IV programs in therapeutic areas of specialty, and in innovative pediatric and women’s health trials. Our Trusted Process® methodology and therapeutic foresight leads our customers to more confident, better-informed drug and device development decisions.

Mission Statement Inc Research is an organization composed of therapeutically-focused high performance teams led by world-class project managers and leaders, dedicated to helping our customers bring products to market in order to improve world health.

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•  Founded more than two decades ago as an academic research organization focused on CNS research

•  Now a global organization with added specialties of cardiovascular, endocrinology, immunology, infectious diseases, oncology, pediatrics, respiratory and women’s health, as well as full data services and regulatory capabilities

•  Kendle and INC Research expands therapeutic expertise and offers new levels of operational excellence

•  Breadth and depth of the staff solidifies geographical scope in Latin America, Asia, Europe, Middle East and Africa

•  Better positioned to handle large-scale global trials and commit staff to regional or functional service projects

About INC Research Company History

On July 11, 2011, INC Research Acquired Kendle International to create a New Force in Global Drug Development Outsourcing

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© 2011 MarketSphere Consulting, LLC

Business Drivers and Value Proposition

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© 2011 MarketSphere Consulting, LLC

Improved Visibility for

Performance Management

33

Building a Data Management

Strategy

Driving Automation through KPIs

Driving Internal Responsiveness

Improve Productivity through

Self Service

Business Drivers Decision Support and Alignment to Corporate Strategy

•  Provide ability for decision-makers at all levels of organization to more easily access, understand, analyze, collaborate, and act on information

•  Transition into an enterprise-wide scalable BI foundation by leveraging common BI tools

•  Ability to react more quickly to business opportunities •  Yardstick for measuring performance and results •  Provided decision-makers with the ability to access and analyze

information anytime, anywhere and a centralized location to monitor KPIs and reporting

•  Provided a common business layer in order to increase the re-use of established software assets and to satisfy all global reporting needs

•  Providing the right information at the right time •  Gaining new insights into customers & markets

•  Created a ‘user-centric’ IT environment through a self-service interface and standardized reporting environment

•  Easy to use and robust tools enabling for all levels of the organization with slice & dice, dimensional analysis, data drill-down, data integration

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•  Treat BI as an ongoing program rather than a series of disconnected projects •  BI never ends: There is a hunger for more and more information •  Establish a BI Competency Center

o  Standard processes, identifying costs, delivery methods, security, compliance o  Align BI with corporate strategy o  Drive MDM best practices

•  Drive adoption of BI throughout the business and manage key stakeholders interests

“We understand the concept that Business Intelligence never ends. There will always be more information that our end users will want to improve their execution.”

BI As a Continuum Business Drivers (continued)

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© 2011 MarketSphere Consulting, LLC

Value Proposition

General Value and Savings

•  Improved margins and productivity

• Headcount utilization and economics of scale

•  Service Leadership/ Competitive Advantages

• Report Standardization, eliminating information silos and data management

• One stop shop for reporting (i.e. my.INC.com)

•  Improved reporting using performance dashboards and scorecards

•  Beyond ROI and Strategic Alignment with IT

Impact on Direct Costs

•  Support legacy desktop user interface for report distribution

• Cost of reporting in PeopleSoft and associated customization

•  Increased control costs by redundancy in staff, effort, data, and processing

•  Temporary non-standard tools & software costs

•  Increased cost in having to maintain Cost Point databases & support

• Overlapping and redundant skill sets & training

Impact on Indirect Costs

• Manual effort large for creating spreadsheets

• Higher cost in maintaining the technical architecture

• Higher application cost due to reduced data quality, redundancy reduced conformity,

• No common business definition, no single version of the truth, no enterprise standards

• Higher HR cost due to turnover (employee retention & moral cost)

Implementing Project Analytics Now versus Later

35

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Project Analytics – Implementation Overview

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© 2011 MarketSphere Consulting, LLC 37

Implementation Overview Maturity Model

Com

petit

ive

Adv

anta

ge

Degree of Business Intelligence

Management Reporting

Ad Hoc Reporting

Drill Down & Drill Through

Alerts Reporting

Statistical Analysis

Forecasting

Predictive Modeling

Optimization

Standard reports on historical data

Remediation / resolution based on need

From category/segment to transaction/item level

Automated alerts from pre-defined criteria

Analytics Integrated analytics for process optimization

What if analysis/scenario modeling

Extrapolation of trends

Root cause analysis

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Implementation Overview

•  Obtain timely and meaningful insights to the Projects Financials life cycle to improve efficiency and determine opportunities to improve bottom line

•  Reduce business structures complexity for general reporting out of PeopleSoft due to number of locations, accounts, business units, departments, brands, etc., with lack of integrated view of all project metrics

•  Improve ability to deliver standard metrics and KPI through pre-built application with rapid deployment

•  Integrate data from multiple systems beyond PeopleSoft to combine operational metrics to Projects/ Financials for effective management and business operations

•  Provide complete insights to track project performance and profitability •  Create consolidated project reporting while in transition (i.e. PeopleSoft & Cost Point

history, CRT reporting, Actual vs. Budget and PSR

Use Case for Project Analytics

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© 2011 MarketSphere Consulting, LLC

Implementation Overview Project Charter

39

Problem Statement

Mission Statement

Proposed Strategy

There are multiple data silos for attaining project financials. There is no system to provide a global financial project report.

The mission is to leverage Oracle Project Analytics and report on those key project metrics transacted in our PeopleSoft Financials environment. The focus will be on project performance, financial management, budget details, revenue, cost, and profitability details. Project Customers Finance & Operation

From a strategic perspective, have a kick-off meeting with key sponsors, stakeholders, advisors, and key project team members with the sole purpose of reviewing the mission, strategy, and expectations of Project Analytics.

Establish: •  Agile team whose sole purpose is getting the BI program off the ground, •  Virtual project room with daily stand-ups so questions on requirements, design, and/or testing can get

resolved quickly, •  Series of conference room pilots via a series of sprints with the intent to demo new, shippable code to

our business partners every few weeks, and •  Parallel MDM team to focus on business process and data quality

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Implementation Overview Project Charter, continued

40

Applicable Metrics / Measures of Success

Benefits

•  Satisfaction: Does the information meet business requirements? •  Performance: Is the response time acceptable? •  Reliability: Is the business information always there when needed? •  Quality: Is the information accurate, timely and clear? •  Scalable: Can the application be easily expanded and scaled to meet business requirements?

•  Leverage existing architecture & integration tools •  Provide a corporate data management strategy •  Improve end user reporting toolset •  Provide a single version on the truth & one common business

layer

Project Phases

0: Establish the technical environment & overall project plan 1: Oracle BI App Conference Room Pilot (CRP) 2: Project Analytics – Revenue + Prioritized Extensions 3: Project Analytics – Cost + Prioritized Extensions 4: Project Analytics – Budget + Prioritized Extensions 5: Project Analytics – Forecasting + Prioritized Extensions

•  Build self-service mind-set with limited reliance on IT

•  Utilize economies of scale

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Executive Sponsors

Key Stakeholders

Project Advisors

Project Leadership

•  Lance McCord, Finance

•  Bill Hayfer, IT Strategy

Project Team Function Brian Bushman, Robyn Beimesch (INCR) Finance Managers

Jim Plumb (INCR) BI Project Manager

Ramke Ramakrishnan (MarketSphere) BI Lead Architect

Eric Bachman, Chris Arnold, Belinda Carman (INCR) BI Analysts / Developers

Chris Schultz, Joanna Ender, Sid Chatterjee (MarketSphere)

BI Developers

Implementation Overview Project Team

•  Joetta Hertal, IT •  Joseph Coniker, MS

•  Rich Kemp, Finance

•  Jim Plumb, BI

•  Keith Cheesman, CFO

•  Gary Wedig, CIO

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About MarketSphere

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© 2011 MarketSphere Consulting, LLC 43

About MarketSphere Creating Business Harmony

43

We are strategic technology and advisory experts who helps organizations to deliver integrated Oracle EPM, BI and ERP solutions to improve business performance

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About MarketSphere Business Intelligence at MarketSphere

•  Creators of Analytic Assessment Approach (A3)™

•  Oracle BI Pillar Partner, recognizing select partners which pass stringent competency requirements and Fusion® Certified

•  Strong integration experience, including application of BI for optimal integration of ERP and EPM initiatives

•  Deep technology experience across Oracle’s Business Intelligence applications

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Project Analytics – Implementation Approach

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A3 Process, Methodology & Analytics Roadmap A3 Execution and BI Roadmap Definition

High Level Requirements

Solution Capabilities

Build vs. Buy Decision

Solution Review & Selection

Analytics Assessment

Approach (A3)

•  Vision •  Business

Transformation •  End Users

•  High level review •  Demo of capabilities •  Evaluation of Product

Guides

•  Business Case •  General level of effort •  Conceptual

framework

•  Functional review •  Qualitative fit •  Benefits of integrated

system

•  Measurement, Reporting, Data Strategies

•  Quantitative fit •  Road Map and Implementation

planning

Packaged Fit Gap – Informed Level of Effort

Initiatives #

Financial Analytics – Packaged and Basic & Intermediate Extensions

1

Financial Analytics – Advanced Extensions and Customizations

2

Projects Analytics - Packaged and Basic & Intermediate Extensions

3

Projects Analytics – Advanced Extensions and Customizations

4

HR Analytics - Packaged and Basic & Intermediate Extensions

5

HR Analytics – Advanced Extensions and Customizations

6

COMPASS BI Reporting – Custom 7

Balanced Scorecard 8

Backlog BI Reporting - Custom 9

PSR BI Reporting - Custom 10

Clinical BI Reporting - Custom 11

Budgeting & Planning 12

Costpoint Integration 13

4

8

6

Packaged Oracle BI Applications with Basic and Intermediate Extensions

DO IT NOW STRATEGIC

SELECTIVE

Value

Effort

Low

Low

High

High

Initiatives Value Matrix

1 2

3

12

Custom BI Work Streams

Budgeting & Planning

SELECTIVE

5

7

Advanced Custom Development

10

11

13

9

Initiative Prioritization Road Map & Implementation Planning

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Reporting Process Definition using A3 Methodology Steps and Processes Behind A3 Methodology

1. Prioritized lists of Metrics and Reports 2. Percentage of Priority Metrics and Reports that are to be

delivered in Stages 3. Strategy for capturing and integrating required data sources 4. Recommended future state Data and Reporting Architecture 5. Implementation Plan and the Timelines, Sequencing, and

Activities for Reporting Workstreams by Subject Areas

Post-Workshop

meetings and one-on-one’s

Pre-Workshop Questionnaires

Workshops

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© 2011 MarketSphere Consulting, LLC

Transactional Reporting

Tools (nVision, PS Query, SQR,

Crystal)

•  nVision: o  Delivered financial reporting tool with PeopleSoft, ideal for creating P&L

reporting and other financial statements across any Chartfield dimension, on a real-time basis

o  Designed to work best with Ledger data and provides drill-down capability •  Other Tools (SQR, Crystal, PS Query):

o  Supplements nVision and other ; Delivers reports and inquiry o  Can write against tables and complex views

Business Intelligence

Tools (e.g. OBI Apps,

Actuate)

•  Integrates data from multiple sources into data warehouse optimized for analysis

•  Provides user-friendly analytic model of enterprise data and metrics •  Delivers personalized performance dashboards, reports, and alerts by

business function and role •  Delivers intuitive, role-based intelligence- from front line employees to senior

management - enables better decisions, actions, and business processes •  Integrates information from financial performance management, operational

intelligence, & transactional applications

Reporting Approach Tool Selection – Validate ERP with BI With multiple tools that can be used to access, query, and report on data within the PeopleSoft Financial system and across the enterprise, our A3 reporting approach determined the best use of Business Intelligence tools leveraging OBI Analytics.

PeopleSoft Financial & Transactional Reporting

BI Consumption Layer

48

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Implementation Approach Value Proposition – ERP with Analytics Typical Linear Approach

Parallel Approach at INC Research

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Agile Methodology Implementation Methodology

50

SPRINT OVERVIEW

ApplicationSprint PLAN T&E DETAIL CAPEXSprint 11/5/2009-1/30/2009

All manual metadata and data- Basic business rules- Build web forms- Sample reports-Generical security

All manual metadata and data- Basic business rules- Build web forms- Sample reports-Generical security

All manual metadata and data- Basic business rules- Build web forms- Sample reports- Generical security

- No Activity

Sprint 22/3/2009-2/27/2009

- Initial performance testing (calc and report)- Inter-application movement- Integrate Lawson GL file- Integrate entity metadata file- Integrate DW data

- Initial performance testing (calc and report)- Inter-application movement- Finalize T&E specific metadata- Document T&E budget/forecast process

- Initial performance testing (calc and report)- Inter-application movement- Determine LID approach- Relational drill through reporting

- No Activity

Sprint 33/3/2009-3/27/2009

- Automated Data and Metadata Sourcing- Finalize changes to manually updated metadata- Financial Reports updated to reflect needs prior to UAT- Define overnight routines

- Metadata sourced from main planning application- Define overnight routines- Finalize reporting needs

- Vendor and Activity metadata manually entered and updated as needed- Define overnight routines- Revise webforms and reports as needed

- Application is brought up with no changes to pre built system- Determination of account needs and functionality

Sprint 43/31/2009-4/24/2009

- Final metadata changes- Assign user level security

- Make updates as necessary - No Longer in use

- Account metadata is built into the application- Edit Scenarios and Versions to match Planning application- Edit built-in web forms and reports

~FTEs: 3Total Hours: 2188

~ Hours per FTE: 729

HLE (Hrs)Application Component (Calculated) Description HLE (Hrs) Sprint Description HLE (Hrs) Sprint

PLAN Data Sourcing 104 - Data to be manually extracted from the existing Prototype application and loaded to AEO_PLAN.- For this release 2006, 2007 and 2008 Actual, 2008 Budget and 2008 Current Forecast

24 - Data will begin to be sourced from Lawson

38

Metadata Sourcing 60 - Manual extract of Accounts & Entity dimensions from existing CoA Prototype.

10 - Metadata sourcing from Lawson for entities dimension will begin- Accounts will still need to be maintained manually since the new CoA will not be implemented in the Source Lawson system until 2010.

40

Integration 100 No Integration 0 - Interapplication movement strategy- Document movement of data

12

Maintenance 52 - Establish core set of subvars- Set global variables for use in run time prompts- Design workspace

26 - SubVar updates/revisions- Application setting updates

8

Application Metadata 80 - Application metadata is based on extract's from the existing Hyperion application and loaded via EPMA.- Time Balance settings will be reviewed to explore removal of QTD & YTD members.- New Scenarios/Versions will be manually added to the Application- New Driver and Reporting accounts will be added under Statistics- Set currency UDA's

36 - Focus on building out necessary member formulas on Reporting metrics- Review member properties to ensure everything is properly set

30

Business Rules 66 - Calculate driver based accounts- Aggregate sales data- Currency conversion

20 - Archive Forecast Versions- Actualize Forecast- Business Rules to calculate members on forms

34

Web Forms 84 - Web forms built based on specifications in the Excel design file- Attach sample report to Sales & Margin Web Form- Attach sample busines rules to web

26 - Revisions to web forms 36

Reports 44 - Develop subset of reports, Forecast & Budget Sales & Margin reports,

26 - Reports will be addressed in more detail in Sprint 3

0

Security 30 - Generic security setup for Power Users

10 - Security groups will be based on current user security levels in the existing Hyperion application- Create test users with different security profiles

12

Process & Documentation 130 - Reporting definitions- Planning form input- Business Rules- Sales and Margin Forecasting Process- Release Demo Test Script

32 - Continue user documentation- Capture performance times for calc scripts, business rules, web forms and Financial Reports

18

Sprint_2

Sprint Backlog

Sprint_1

Release 1 Release 2

High Level Sprint 1 ReportTask Hours Planned Hours Remaining % Complete01. Data Sourcing 24 19 21%02. Metadata Sourcing 46 21 54%03. Integration 20 6 70%04. Maintenance 42 42 0%05. Application Metadata 56 43 23%06. Business Rules 42 42 0%07. Web Forms 44 44 0%08. Reports 46 46 0%09. Security 26 14 46%10. Process & Documentation 58 58 0%Total 404 335 17%

Last Reporting Day 5 Total Sprint Days 20

20%

•  Sprint Overview: Listing of planned sprints and respective timing and goals •  Sprint Backlog: Key document outlines planned release schedule for each

application; Identifies functionality/ content by component for each release; Indicates expected sprint by application and release

•  Sprint Plan: Listing of all tasks to be completed for the sprint and hours required; On daily basis remaining hours updated for each task and plotted in a burn-down graph to indicate current trend

•  Sprint Meeting: Daily team meeting where issues/ dependencies are discussed and roadblocks cleared to stay on track

•  Status Report: Sprint Plan and associated reporting key inputs into the status report

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•  Methodology focuses on an iterative approach emphasizing shorter development cycles and earlier release of applications to users

•  Performed in small increments (“Sprints”) that last 15-20 work days with focused short-term planning

•  Each sprint planned to a task level and any issues/ bugs encountered are documented and tabled to next sprint for correcting

•  Working assumption- speed to exposing users to the application will identify issues/gaps earlier and prevent future re-work vs. traditional big-bang waterfall approach

•  Documentation is written to be actionable, not “Historical” - PowerPoint vs. Word

•  Promotes collaboration and continuous prioritization •  OBI Project Analytics implementation using Agile approach was

more effective because of extensive metrics and dashboards content delivered OOTB with deployment in stages and by prioritization for effective end-user adoption

51

Agile Development Implementation Methodology

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OBI Project Analytics Sprints

Sprint #0: Establish Technology & Overall Project Plan •  Define Project Charter, Establish Plan and Estimated Costs •  Infrastructure in-sourcing versus outsourcing •  Define and Document Technical Architecture, Establish CRP environment

Sprint #1: OBI Project Analytics OOTB •  Project Analytics Configuration to PeopleSoft Financials •  CRP Demo of Oracle BI “Out of the Box” •  Strategize future sprints with report prioritization from A3

Sprint #2: Revenue Details •  Actual Revenue Analysis; Monthly & inception to-date Metrics •  Trending & Drill down to Invoice Amts, Unbilled receivables, Unearned Revenue and Write-offs

Spring #3: Cost Details •  Actual Cost Analysis; Monthly & inception to-date Metrics •  Profitability analysis and Cost associated to Billable/Non-Billable. Burden/Burdened and People Costs

Sprint #4: Budget Details •  Cost Budget and Revenue Budget Analysis, Monthly & Inception to-date metrics •  Project Funding Analysis; Agreement, Baseline and Allocated Amts

Sprint #5: Profitability and Forecasting Details •  Estimate to complete and Estimate at completion on Revenue, Forecast and Margins •  Analyze Project Risks and determine overall financial health of Projects

High-Level Phases

52

Agile Sprints

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Implementation Highlights & Extensions

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OBI Project Analytics – OOTB Implementation

•  OBI Project Analytics delivered a BI platform as a great head start with the relevant metrics and reports that are key to both Project Finance and Project Operations team

•  Was able to rapidly deliver 87% of Project reporting for Finance including 28 high priority reports

•  Built additional reports leveraging the delivered model with minor extensions

Value Achieved Through Prebuilt Content Reports

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OBI Project Analytics – OOTB Implementation Value Achieved Through Prebuilt Content

•  With 80% hit rate on the metrics, OOTB delivered about 55% of the high priority metrics and with some basic extensions, we were able to achieve around 80% of core metrics leaving only a small percentage for advanced customization and/or extensions

•  Project Analytics created a good foundation with ability to expand content from PeopleSoft and other systems for broader Enterprise Reporting and Analytics.

•  Delivered integrated view with rapid deployment of Project Financials metrics with consistent definitions across enterprise

Metrics

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OBI Project Analytics- Extensions

Project Analytics to include resource utilization metrics to track: •  Time spent and resource utilization on projects •  Actual gross & net employee utilization, project hours •  Time coded to billable projects in PeopleSoft; percentage of employee’s standard

hours, general health check ü  Ability to analyze people’s performance by labor codes, function, geography, and

project ü  Drill down capabilities to employee detail ü  Utilization tracking across multiple time periods with trend analysis ü  Saved selection on dashboards for re-use and re-execution each month ü  Expedited utilization reporting delivery by 5 business days (replaced manual excel

based reporting with OBI) ü  Immediate availability of reports once labor was posted

Project Resource Utilization

56

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OBI Project Analytics- Extensions

•  Integrate Project Forecast in BI to compare them to budgeted hours, analyze and re-estimate project costs, and review workforce utilization.

•  Developed Extension on Project Forecasting for tracking project forecast related metrics such as ETC and EAC analysis

•  With Forecast Reports, PFA had the ability to track original and current forecasts across projects and its tasks, resources and across periods as well as Forecast labor Revenue and Costs variances

•  Additional custom Project forecasts measures were integrated to track financial performance on Gross Margins and Unearned Project Revenues, ETC Cost, ETC Hrs, EAC Cost and EAC Hrs

•  Track and achieve “Earned Value” in Projects Analytics Reporting by combining Project Performance to Forecasts

Project Forecasts

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SSO Overview •  Users authenticated to myinc

corporate portal •  Access to BI seamlessly

authorized to OBI application without re-authentication and/or re-login

•  User navigation generates spoofed header cookie and/or hash value and inserts the user/cookie pair in a custom table; cookie also part of HTTP header to OBIEE

•  Oracle BI presentation services configured to recognize cookie and match to obtain user id for authorization including execution of initialization blocks

OBI Project Analytics- Extensions SSO Implementation

•  Deployed via Corporate portal through integrated Single Sign on (SSO) approach

•  Row-level and Content security based on roles and functions •  Custom http header method type security from PeopleSoft Portal due to

additional complexity and costs associated with alternate solutions

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OBI Project Analytics- Extensions Project Currencies and Exchange Rates •  Project Analytics provides multiple views on the data for reporting to varying audience

o  Global view for Project Finance Executive factoring with varying flux in exchange rates

o  Project focused views of data for Project Managers leveraging fixed rates •  Currency conversion logic delivered OOTB for Project Analytics were re-developed to

accommodate the reporting needs specific to INCR •  For Project Costs, PeopleSoft utilizes the spicer rate and the values were already pre-

calculated and loaded into PS_PROJ_RESOURCE on the respective analysis types/groups

•  For Project Revenue, PeopleSoft utilizes GL rates to tie it back to General Ledger o  Change delivered OOTB logic to leverage spicer rate for both converted and non-

converted data o  Global currency USD was used for Project Finance reporting and to reconcile back

OBI Project Analytics to PeopleSoft General Ledger

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OBI Project Analytics- Extensions

•  Integrated Financial Analytics to Projects- minor challenges due to missing Project IDs for Billing Distributions, Items and Payment transactions for PeopleSoft

•  Project Customer: Utilized Contracts to logically tie a project back to a customer •  Extended Project Analytics facts to address PeopleSoft specific reporting requirements

as delivered OOTB model is generic across all ERP systems, examples: o  Analysis Types added as custom dimension/POV to every Project metric o  Project Owing BU, Operating Unit/GL Site and Department from Project Resource

for additional analysis o  Moved several of the project attributes from dimension to facts as dimension keys

and/or attributes to track changes per transaction •  To derive an accurate total revenue, total cost, EAC groups, revenue and cost budget

groups in BI, we utilized custom BI specific analysis group versus the standard analysis groups delivered in PeopleSoft and corresponding ETL changes to eliminate double counting on the metrics.

Other Notable Extensions

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Interaction with Data versus Reporting of Data

61

• Ad-hoc reporting capabilities • One system to satisfy all global reporting requirements while maintaining spreadsheet-based analysis

Ad-hoc Analysis using Excel

• Data can be retrieved for simultaneously for a single or multiple intersections • Data can be retrieved using an Excel Add-In • Provides up-to-the-minute, dependable information

Easy Retrieval of Data

• Leverage powerful calculation engine with simple out-of-the-box functions • Business rules can be created to manage complex calculation requirements • Delivers rapid batch load and calculation times to support faster and more-frequent data refreshing in critical business intelligence applications

Complex Calculations

• Utilizes a secured multi-user write-back mechanism to allow users to update data • Enables detailed analysis with tens of millions of members • Authentication system offers control of user access to individual cell level; Group & role-based security models allow access while supporting access control requirements

Facilitation of Secure Write-Back

Enhanced Analytics - Essbase & EPM Integration

•  Extended OBI Project Analytics application to deliver enhanced analysis leveraging Essbase •  OBI Project and Financial Analysis content including General Ledger and project transaction summary was source for

performing “what-if” analysis for Costs, Revenue and Labor in Essbase and Hyperion Planning •  Track Financial Performance and Project Costs /Revenue/Budgets and Variance Analysis using multiple POV and

dimension analysis using Smart View / Excel interface in addition to OBIEE

OBI Project Analytics

Essbase Planning

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Infrastructure – Oracle Cloud Services

62

Hosted by Oracle On-Demand

Hardware CPU Memory Operating System VM Config? Application Release OBI Components Server UseDell 1950 QC 8x2.3GHz 32 GB OEL 4.0 64bit No Oracle 10.2.0.3 OBIAW & Hyperion Repositories Database Tier

Dell 1950 DC 4x2.3GHz 16 GB OEL 4.0 32bit No OBIEE 10.1.3.4.1OBI Application 7.9.6.2

Oracle Business Intelligence ServerDAC server

Private Middle Tier

Dell 1950 DC 4x2.3GHz 16 GB OEL 4.0 32bit No Informatica PowerCenter 8.6.1 Informatica Server Private Middle

Tier

Dell 1950 DC 4x2.3GHz 16 GB Win 2003 No OBIEE 10.1.3.4.1OBI Application 7.9.6.2

Tools (DAC client and Informatica client)

Private Middle Tier

Dell 1950 QC 8x2.3GHz 16 GB OEL 4.0 64bit No EPM 11.1.1.3 Core Server Essbase Server & ODI Agent Private Middle Tier

Dell 1950 DC 4x2.3GHz 16 GB Win 2003 No EPM 11.1.1.3 Application Server Reporting and Analysis, FR Reporting Private Middle

Tier

Dell 1950 DC 4x2.3GHz 16 GB Win 2003 No EPM 11.1.1.3 Application Server

Foundation Services and ODI components

Private Middle Tier

OBI Applications

EPM/Hyperion Applications

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Presentation Layer

Logical Layer

Physical Layer Oracle BI

Admin

PeopleSoft HR

PeopleSoft COMPASS

(Siebel)

Essbase

Interactive Dashboards

Ad hoc Analysis Balance Scorecards

Financial Planning & Reporting

BI Interactive Dashboards BI Answers BI Delivers

SIL Mappings

PLP Mappings

SDE Mappings

DA

C

Oracle DAC & Informatica Server

Oracle BI Server Foundation

Server

Financial Reporting

Web Analysis

Hyperion Planning

Planning Server

Reporting Server Oracle EPM

Admin

EPM Server

Clinical Systems

- Workforce (Performance & Absence) - Benefits & Compensation (US only)

- Time & Expense - Project Costing - Resource Mgmt - Program Mgmt - Contracts - Billing

EPM Work Space

- Receivables - eProcurement - Payables - General Ledger - Asset Management

BI Publisher

Portal

Topology

Mappings

KM

AG

ENT

Oracle Data Integrator Server

- Proposal Administration - Change in Scope (CIS) - Experience - Customer Management - Pricing

BI Technical Architecture

Oracle Data Integrator

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EPM Applications ERP Analytics ORACLE/HYPERION

ESSBASE

• Pipeline Analysis • What if Modeling

ORACLE/HYPERION PLANNING

• Enterprise Planning application, sourcing from Oracle BI

ORACLE BI SUITE ENTERPRISE EDITION (OBIEE)

OTHER DATA SOURCES SOURCE ADAPTERS:

FINANCIALS

• General Ledger • Accounts Receivable • Accounts Payable • Cash Flow • Profitability • Expense Management

PROJECTS

• Project Funding and Budget

• Product Cost • Project Revenue • Project Billing • Project Profitability

HUMAN RESOURCES

• Employee Productivity • Compensation • Talent Management • Recruiting Analysis • Learning Analysis • Workforce Profile

Project Highlights Complete, Pre-Built and Best Practices Applied

•  OBI Analytics phased with PeopleSoft implementation •  Used Pre-build models to create Financial Statements and PFA reporting •  Extended OBI Model for Project Forecast, Revenue and Employee Utilization •  Backlog Analysis by integrating data from PeopleSoft (hard backlog) and Siebel CRM (soft backlog) •  OBI Analytics (Projects and Financials) served as data source to the Essbase and Planning Applications •  Leveraged OBI Projects Analytics to validate the data conversion, PeopleSoft Reporting to support go-live and finance user adoption •  Seamless integration of OBI with PeopleSoft Portal

SALES & EXPERIENCE

• Experience Reporting • Proposals • Bids / Re-bids • Backlog Analytics

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Lessons Learned

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Lessons Learned •  Business user absorption during the

PeopleSoft implementation •  Pace of Agile development- reconciliation

effort and attention from PeopleSoft SME and Business Users

•  PeopleSoft stability and BI testing

•  Additional customizations needed- prior to commencement of OBI implementation

•  BI moving quicker than MDM

•  Early adopter of OBI Project Analytics - issues with Product gaps and bugs

•  Reconciliation challenges- Revenue for distributed (tracked at the department level) and un-distributed revenue (completed after department level)

•  Set up of currencies- More calculations

required in PeopleSoft, as opposed to BI •  Better understanding of the PeopleSoft

customizations and impact to Project Analytics •  Lack of experience on end-user testing •  Re-testing due to change- As analysis types

changed, three main critical reports had to be re-tested for signoff

Challenges

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Benefits Realized & Future Plans

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Benefits Realized Executive Summary

ü  Better understanding of the value of BI

ü  Increased utilization of business intelligence and user satisfaction

ü  Faster, more reliable decision-making

ü  Better able to respond and adapt to business, process, and technology changes

ü  Scalability to meet business growth & change

ü Greater collaboration between IT & Business

ü  Prevention of data silos

ü Reduced resource and infrastructure costs

ü Common standards, security, compliance, and business rules across the enterprise

ü  Improved return on the BI investment

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Benefits Realized

69

Area of Savings Savings Description of Savings

Improved PFA Reporting $840,000 There are 40 PFAs which report on average 10 studies per month; it takes 5 hours per study of manual effort; 1 PFA at $35/hr including benefits

Improved economies of scale $200,000 In anticipated double the growth of staff, in lieu of not having the appropriate reporting tools and technology.

Improved Brand reporting $192,000 40 hours a week * 8 people * $50/hr * 4 weeks a year * 12 months a year * 25% of the time

Improved ‘approved’ out of scope analysis $128,000 40 projects per quarter * 16 hours per project * $35/hr * 4 quarters in a year

Improved Out of scope analysis $112,000 100 projects per quarter * 8 hours per project * $35/hr * 4 quarters in a year

Improved CRT reporting $29,800 4 days, 2 people to provide reporting for 1 project; 2 projects reported per month; 200 projects in total, however, 198 of them are never reported on (missed visibility) Out of scope analysis

Improved utilization reporting $19,200 1 FTE dedicated to utilization reporting; Estimating that BI can help 20%

Improved backlog reporting $16,128 100 projects per quarter * 8 hours per project * $35/hr * 4 quarters in a year

Improved budget & actual analysis $10,240 40 hours a month to create Budget & Actual analysis; Estimating that BI can help this process go from 5 days to 3 days or 40% improvement; 8 additional hours if it's quarter end

Improved expense Analysis $19,200 40 hours a month to create Expense reporting analysis; Estimating that BI can help 20%

TOTAL ESTIMATED SAVINGS $1,566,568

Tangible Savings

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Benefits Realized Intangible Savings

ü Promote Service Leadership in CRO Industry ü Strategic alignment, business process improvements and simplified reporting architecture ü User Productivity: Doing more without growing headcount and simplified user interface ü Improved AR/ AP & forecasting cash capabilities ü Helped centralize the treasury function ü Improved employee morale & retention ü Improved data management strategy ü One common business definition ü User self-service & limited reliance on IT ü Reducing errors due to manual efforts ü Eliminated information silos, need for multiple BI tools and reduced TCO ü Improved audit, compliance and regulatory ü Focus shifted to customer retention ü Enhanced performance dashboards and ad-hoc analysis capabilities

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Future Plans for BI

Current State

Extended BI

Kendle

Inc Research Kendle INC Research

Future State

Kendle Dashboards

INC Research Dashboards

•  Leveraging Kendle investments and extending BI reporting platform for new integrated INC Research

•  Unified reporting platform leveraging common business model for current and historical reporting

BI Reporting

•  Building hooks into the INC EBS financial system •  Implementing Hyperion Planning for a combined 2012 budget •  Building Customer Portal, Metrics and Dashboards

Kendle - INC Research Integration

Clinical Siebel

Proposal PeopleSoft

Clinical

EBS

Others

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Questions

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74 Copyright © 2011, Oracle and/or its affiliates. All rights reserved.

The preceding is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions.

The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle.

Safe Harbor Statements

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