1. My day as a Business Intelligence Consultant Mika Aho 23.3.2011

2. Education D.Sc. (Tech.), 201?, TUT, Business Information Management M.Sc. (Tech.), 2006, LUT, Information Technology B. Eng., 2003, HAMK, Industrial Engineering and Management Work experience Logica, 2009-, Consultant / Architect / Technical Project Manager 2000-2009: SolitaOy, Modulight, Inc., Nokia, AutoMaint Online mikaaho.com PhD blog: drmika.com Twitter: mikaaho Mika Aho

3. Key terminology Performance Management Business Intelligence Data Warehousing Whatdoes DW/BI/PM Consultantdo? The role of DW/BI/PM Consultant in projects Case Glaston – Enterprise Performance Management Outline Liability note:These represent my opinions only and not necessarily those of any of the companies mentioned hereafter.

5. ”The processthatproducesinsights, suggestions, and recommendations for the management and decision-makers” (Pirttimäki, 2006)

6. Data Warehouse (DW)

7. “A system that extracts, cleans, conforms, and delivers source data into a dimensional data store and then supports and implements querying and analysis for the purpose of decision making” (Kimball & Caserta, 2004)(modifiedfromBititci et al., 1997; Najmi & Kehoe, 2001; van Roekel et al., 2009)

9. Typically 1-5 assigned projects running in parallel

10. Durationday-years

11. Roles usually varies from project to project

12. Tasksvaries as well:

13. concepting, modelling, bidding, salesactivities, internaldevelopment…

16. Net sales in 2010 were EUR 150 million

17. The company has around 1000 employees

18. Operates in over 20 locationsGlaston Oyj

19. “Yhtiömme johto tarvitsi nopeasti vertailukelpoista tietoa ja selkeää kokonaiskuvaa liiketoiminnasta. BI-ratkaisun avulla halusimme vastata jatkuvasti muuttuviin informaatiotarpeisiin sekä ostaa lisää aikaa isoille ERP- ja CRM-hankkeille.” Ossi Lindroos, Group ICT Director,Glaston Oyj

21. A global SAP project for logistics and financials

22. A globalSiebelproject for CRM

23. Reallyheterogenoussystemenvironment, manyERPs and loads of Excels to bekilled

24. No top management view, without a greathassle and timeconsuming data gathering

25. No realtransparency in figures

26. No trust in figuresMotivation for the project

28. global planning,

29. forecasting and

30. reporting tools throughout the whole corporation

31. A worldwide platform for building reporting solutions and services for corporate decision-makers

32. The EPM pipeline comprises e.g.

33. SAP implementation,

34. management accounting and logistics,

35. global sales reporting and forecasting,

36. global service sales reporting, and

37. globalaccountreceivablesThe solution: Business Intelligence and Enterprise Performance Management

39. Technicalprojectmanager

40. Solutionarchitect

43. Typicalperformance management architecture Footer appears here (Aho, 2011)

44. ETL (Extract, Transform, Load) process Footer appears here

45. Data Warehouse

46. Metadata model Footer appears here

47. Analysis Footer appears here

48. An imaginaryexample of a management dashboard Footer appears here

49. ”Tietovaraston päälle toteutettu keskitetty raportointiportaali palvelee tehokkaasti maailmanlaajuisen käyttäjäkuntamme informaatiotarpeita. Vakioraportteja voidaan ajaa joustavasti eri kielillä, käyttöoikeuksilla ja seurantadimensioilla. Tietoa hyödynnetään sekä keskijohdossa että konsernin ylimmässä johdossa.” Ossi Lindroos, Group ICT Director,Glaston Oyj

51. Common understanding of numbers as all reporting is done on a single and complete platform

52. Common way of reporting, planning and forecasting in the whole organization

53. Bettertransparency to business

54. Salescanbepredictedfromvariousperspectives (e.g. byproduct, business area, customers)

55. Proactivity

56. Resources canbeput to moreproductiveuse

57. Business benefits can be gained globally in a shorter timeframe

58. EPM also provides common access to numbers via easy-to-use web-based user interfaceGainedbenefits

59. ”BI-ratkaisun käyttöönotto on ollut tärkeä strateginen askel. Konsernin liiketoimintaa voidaan johtaa nyt paremmin numeroiden perusteella.” Ossi Lindroos, Group ICT Director,Glaston Oyj

61. Individualcomponentsshouldworktogether in a logical and coordinatedway

62. Movingfrom Business Intelligence to Performance Management

63. BI/PM is notyet a centralpart of Glaston’s management / controlsystemGlaston’snextsteps (Aho, 2011)

65. BI/PM consultinggives and excellentview to both business and technologyusuallyfrom the bestseatavailable

66. Being a part of buildingsolutionsthathave the most business impact

67. WorkingwithC-levelpeople

68. Notall BI/PM projectsaredone in a strategiclevel

69. Operationalprojectsareoftenmoreinteresting

70. Bothshare the samecharacteristicsstillSummary

71. Thank you mika.aho@logica.com www.logica.com Contact: Mika Aho E: mika.aho@logica.com