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PerformancePoint Server 2007 provides monitoring functionality that includes key performance indicators, scorecards, and dashboards These dashboards are hosted in SharePoint, including either the free Windows SharePoint Services or the definitely not free Microsoft Office SharePoint Server The monitoring functionality in PerformancePoint Server is the third iteration of technology from Microsoft, replacing Microsoft Office Business Scorecard Manager 2005 Key Performance Indicators, or KPIs, scorecards, and dashboards are covered in detail in s 4 and 5 but are covered from a very high level here A rich-client application, Dashboard Designer, is the tool used to create KPIs, scorecards, and dashboards A KPI is a metric that is tracked by the business to monitor the health of a particular piece of the business For example, a company might track KPIs for sales, inventory turnover, employee head count, customer satisfaction, market share, employee training, and so forth Rather than just being numbers, KPIs have the actual value (such as the actual sales), a target (the sales forecast), an indicator (how the actual value compares to the forecast or budget), and a trend that shows whether the KPI is trending up, trending down, or is flat Multiple KPIs are placed on a scorecard A scorecard provides an overview, so in a single glance a person can see how the business or division is performing The indicators are often graphical images such as colored circles, smiley faces, arrows, or the like, so that users can quickly grasp the meaning without having to concentrate on the numbers themselves Aside from showing just the KPIs, a scorecard can show scores A KPI has an actual and a target, and the better the actual compared to the target, the higher the score in most cases This means that KPIs can be given scores and that these scores can roll up to higher level scores This also means that different products, locations, or employees can be scored against each other for the purposes of ranking This is no different from taking the range of grades over a semester for an entire class and ranking students based on their averages, but it provides an impartial way to rank what may be very different products or locations Dashboards are containers for one or more scorecards, possibly mixed with reports or other items Dashboards may have filters that users can change to update one or more of the items on the page For example, a filter for products would allow users to change from one product to another as well as update a scorecard and the two reports on the dashboard Figure 2-1 shows an example of a dashboard hosting a scorecard and several reports, both as charts and grids One of the elements missing in the first version of the monitoring tool is the ability to click on a KPI and pass parameters to an existing application or report.

Part I:

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Figure 6.2 The unit-testing and integration projects are unique for the LogAn project and have different namespaces.

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but the insight comes only when business intelligence tools and a data architecture are implemented in conjunction with the ERP system System integrators and consultants, eager to assist with ERP implementations, only fueled this misconception Some companies recognized that the newly implemented ERP system would not be able to replace all the information requirements that custom reports and DSS systems provided Although ERPs helped streamline operations and eliminate duplicate data entry, they did nothing to simplify data access The second key enabler to business intelligence was client/server computing With PCs on many users desktops, companies could shift much of the processing power from mainframes to PCs, at a significantly lower cost All of the sexy charts that made EISs so appealing could easily be rendered on an MS Windows or Apple desktop The user interface was much more intuitive than mainframe-based reports and programming languages For the first time, companies could purchase best-of-breed products and the components worked together Okay, so they needed some brute force and perhaps some aggressive vendor sessions, but they did work, a shock for many who previously had single-vendor solutions While client/server computing placed greater demands on BI, the Web has brought BI to even more users In some respects, the client/server computing that was once a catalyst for BI can now be an obstacle (that and a general resistance to change) With client/server computing, BI software and database connectivity had to be installed on every user s desktop With the Web, BI users only need access to a browser Customers have been rethinking their corporate intranets and BI infrastructure to better leverage the Web In some circumstances, the Web has both expedited and hindered broader BI adoption Because many Crystal Report consumers required little report-based interactivity, the Web became the perfect delivery vehicle for those reports Meanwhile, the huge installed base of BusinessObjects classic users has slowed the adoption of Web Intelligence Also, prior to XI Release 2, there was significantly more functionality in the BusinessObjects desktop interface than in Web Intelligence Despite some strong selling points of the Web-based interface, few BusinessObjects classic report users were willing to give up the familiarity and robustness of the desktop tool.

Figure 9-12 Subtotals can be turned off or moved to the bottom of the group Grand totals can be turned off for either rows or columns or both

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