2. Oracle Corporate Performance Management Steve Miranda Oracle Development

3. What Is Corporate Performance Management? CPM is "an umbrella term to describe the methodologies, metrics, processes and systems used to monitor and manage the business performance of an enterprise." – L. Geishecker and F. Buytendijk – Gartner, "Introducing the CPM Suites Magic Quadrant" Oct 2002 CPM is "where strategy and planning meet execution and measurement" – J. Hagerty – AMR, Oracle AppsWorld Jan 2003

4. What is Corporate Performance Management? CPM encompasses three types of activities:  Strategic Goal Setting and Alignment  Planning, Budgeting, Forecasting and Modeling  Operational Analytics, Reporting and Consolidation

5. “BI is not CPM!” - L. Geishecker, Gartner ReactiveProactive ToolSuite of applications with business processes embedded DepartmentalEnterprise-wide Reporting and analysisReporting and analysis integrated with planning, budgeting, forecasting, and consolidation Focused on historyForward-looking BICPM

6. Strategy Formulation: Enterprise Goals and Strategies Strategic Operational Execution: Operation Targets and Budgets Transactional Transaction Systems: Process Transactions Performance Metrics Correction Improvement Communication Feedback Source: Gartner “ CPM Vision ” March, 2003 User Type CPM: Feedback Loop

7. Oracle CPM Positioning Meet legal and regulatory requirements Improve understanding of the business Link strategy, planning, and reporting across the enterprise Exploit business opportunities Meet legal and regulatory requirements Improve understanding of the business Link strategy, planning, and reporting across the enterprise Exploit business opportunities Regain control of the business

8. Oracle CPM Positioning Regain control of the business Increase organizational credibility Ensure that strategy, planning and reporting systems are consistent, repeatable and auditable Establish clear lines of accountability Manage by fact Ensure that strategy, planning and reporting systems are consistent, repeatable and auditable Establish clear lines of accountability Manage by fact

9. Oracle CPM Positioning Regain control of the business Increase organizational credibility Remove barriers throughout the enterprise Enable cross-functional sharing of information Enhance communication among strategy formulation, planning and monitoring systems Work as one team Enable cross-functional sharing of information Enhance communication among strategy formulation, planning and monitoring systems Work as one team

10. Oracle’s CPM Footprint  Oracle Financial Analyzer (OFA)  Oracle Sales Analyzer (OSA)  Oracle Performance Analyzer (PA)  Oracle Activity Based Management (ABM)  Oracle Balanced Scorecard (BSC)  Oracle Daily Business Intelligence (DBI)  Oracle Demand Planner (ODP)  Oracle Sales (OS)  Oracle Marketing (OM)  Oracle Global Consolidation System (GCS)  Oracle Public Sector Budgeting (PSB)

11. A Q & Q U E S T I O N S A N S W E R S

12. Joe Thomas Product Director BI Applications Oracle Corporation

13. Suite Results: 1999: Implemented AP, GL, & Purchasing 2002: Added HR, Payroll, & Advanced Benefits 2003: Rolled out Discrete Mfg, Inventory, BOM, & MRP Dec 2003: Live with DBI for HR Q1 2004: Adding DBI for Purchasing & Financials Q2 2004: Adding Supply Chain   Run Oracle Apps using RAC, on Linux   Oracle Apps represent “The Truth” about Acuity Lighting   Can now deliver HR data in a secure fashion throughout the enterprise   Initial Summarizations (HR 10 minutes, Purchasing 3 hours) Oracle Products Daily Business Intelligence Advanced Benefits Financials Human Resources Incentive Compensation Inventory Manufacturing Payroll Purchasing Sales Analyzer

14. “ Acuity is committed to implementing a global single instance of Oracle to support our transaction base, and one of the key benefits of that is better operational reporting.”

15. Why Is Oracle Offering Daily Business Intelligence? – Oracle is offering Daily Business Intelligence because we see business intelligence as a major source of complexity and cost in IT departments. – Furthermore, end-users are seeking access to more timely information and need to drill to the transaction details. – DBI can add significant value by delivering more complete information to end-users faster than current approaches and at dramatically lower costs.

16. Oracle Internal-GSIAP  4 T DB (3 Node RAC—Sun 12K)  Middle Tier – Server Farm with 25 Dell 2650 machines – Each machine has 2 CPUs, 2.8 GHz, 6 GB Ram  DBI Implementation – HR Management – Deployed to 6600 Managers worldwide – Initial Load Time 6 Hours (30 months HR data) – Number of employees is ~ 40 K

17. Oracle Internal – GSIAP cont.  Payables Management and Payables Status Pages – Number of MVs loaded: 18 – Number of records loaded into Base Summary: 46.9 Million – Initial Load Time 5 Hours, 18 Minutes  Expense Mgmt next (P/L pages, 6600 mgrs)  CRM to follow

18. Materialized Views Performance Enable High Performance Summarization Hardware Configuration: SUN Sunfire 12K Number of Processors: 10 Processor Speed : 900 MHz / CPU Initial Load Incremental Load AR Invoice Lines 70M records in 100 minutes 650K records in 30 minutes GL Journal Lines 50M records in 55 minutes 770K records in 18 minutes AP Invoice Lines 15M records in 78 minutes 40K records in 5 minutes

19. Number of Users 0 500 1000 1500 2000 2500 3000 3500 4000 Single Node2 Nodes4 Nodes 1026 1900 3648 Running on HP Computers 89% Scalability 89% Scalability 9i Real Application Clusters Support Near-Linear Scalability

20. Dramatic Disk Space Reduction Summarize-in-Place or Replicate Transactions? Conventional Wisdom Data warehouse several times larger than OLTP database Conventional Wisdom Data warehouse several times larger than OLTP database Oracle Global Single Instance (GSI) with DBI Before DBI Summaries Added 3,300 Gigabytes Size of DBI Summaries 165 Gigabytes Percent Increase 5 % Transactions Available for Drilldown 100 % Before DBI Summaries Added 3,300 Gigabytes Size of DBI Summaries 165 Gigabytes Percent Increase 5 % Transactions Available for Drilldown 100 % vs.

21. Evolution of Daily Business Intelligence (DBI) "The following is intended to outline our general product direction and is intended for information purposes only. The development, release and timing of any features or functionality remains at the sole discretion of Oracle. This presentation is not a commitment to deliver any material, code or functionality." Service Contracts Mgmt Profit and Loss Expense Mgmt Human Resources Mgmt Email Center Mgmt Marketing Mgmt Project Profitability Mgmt Procurement Mgmt Procure-to-Pay Mgmt Quote Mgmt Sales Mgmt Opportunity Mgmt Operations Mgmt Order Mgmt Fulfillment Mgmt Service Contracts Mgmt Profit and Loss Expense Mgmt Human Resources Mgmt Email Center Mgmt Marketing Mgmt Project Profitability Mgmt Procurement Mgmt Procure-to-Pay Mgmt Quote Mgmt Sales Mgmt Opportunity Mgmt Operations Mgmt Order Mgmt Fulfillment Mgmt Shipping Mgmt Manufacturing Mgmt Plan Mgmt Commodity Spend / Supplier Mgmt Service Renewals Mgmt Payables Mgmt Product Mgmt Customer Fulfillment Capital Projects Contract Projects Shipping Mgmt Manufacturing Mgmt Plan Mgmt Commodity Spend / Supplier Mgmt Service Renewals Mgmt Payables Mgmt Product Mgmt Customer Fulfillment Capital Projects Contract Projects Funds Mgmt Inbound Telephony Mgmt Customer Support Purchasing Performance Mgmt Supplier Scorecard Maintenance Mgmt Warehouse Mgmt Supported Install Base Transportation Mgmt Funds Mgmt Inbound Telephony Mgmt Customer Support Purchasing Performance Mgmt Supplier Scorecard Maintenance Mgmt Warehouse Mgmt Supported Install Base Transportation Mgmt Thru v5.x (11i.8) New with v6.x (11i.9) Coming in v7.x (11i.10) Overview Pages KPIs Intelligence Reports Overview Pages KPIs Intelligence Reports 19 104 153 31 166 319 39 238 395 Capabilities

23. German Arciniegas Principal Product Manager E Business Intelligence Business Intelligence Oracle Balanced Scorecard

24. The Balanced Scorecard extends Daily Business Intelligence with custom scorecards and performance indicators. The Balanced Scorecard application enables organizations to design, configure, manage and deploy customized performance management systems and helps them in the successful implementation of their business strategy.

25. What Oracle Customers are Saying… “By gathering all the employees around BSC, we were able to concentrate our foundation for the performance-oriented organization culture. It has not been merely a performance management tool but has become KT’s core philosophy and a key driver for organizational change.” – Young-Han Song Executive Senior Vice President & Chief, Office of Planning and Coordination “We are using Oracle Balanced Scorecard to be sure the whole organization acts in a coordinated way. It helps us push our business objectives and make sure they are realized on schedule.” – David Dalton, Global Head of Business Analysis “With the implementation of Oracle Balanced Scorecard, we have defined and formalized key strategic objectives to run our company, to make the best decisions and become more proactive.” – Laurent Singer, IT Director

26. Sales Executives Finance Finance Sales IT BSC Web-Enabled Design and Reporting Simplify Design, Loading, and Accessibility Web Design Scorecards Reports KPIs Access Scorecards Reports KPIs Design and access BSC system through web browser 9i / 9iAS Legacy Systems, 3 rd Party Apps Spreadsheets Feed BSC system with Oracle or non-Oracle data

27. Flexible Performance Mgmt Systems Design Dashboards to Meet Your Needs Present information in more strategic ways (e.g. cause and effect relationships) Create performance management dashboards

28. Sample of OBSC Views and reports

29. Management by Exception Accelerate Problem Analysis Provide performance color alarms for exception alerting Identify out-of-target performance with color-coded graphs Scope reasons for exception through cause and effect analysis

30. Assessment and Collaboration Compliment Data with Personal Insights From From the latest numbers received from the regions we should be improving our revenue figures rapidly. I have some ideas that I would like to share with you in our next monthly meeting. Enable owner of strategic objective to share personal assessment about performance, such as availability of new data not incorporated in graph

31. Consolidated Notes & Document Links Communicate and Support Strategic Intent Annotations describe the intent of a strategic objective Links direct attention to related documents, including DBI reports

32. BSC-DBI Integration Speed BSC System Design & Simplify Management BSC Customized View DBI Measure BSC Report Showing DBI Measure Easily display out-of-the- box DBI measures in BSC views with point and click process Eliminate need to map or load data into BSC for DBI measures Repository of Available DBI Measures

35. Data Transformation: Input Table Base Table Materialized Views Metadata Optimizer OBSC Loader ConcurrentManager ETL or PL/SQL Procedures

36. Denmark Police Department Royal Air Force – Innsworth, UK Police, Immigration and National Defense Ministries, Singapore. Korea Ministry of Information and Communication US Army Cambridgeshire County City of Reijkiavik – Iceland Singapore Sports Council LA Transit Authority Central Missouri State University Stakes - Centre for Welfare and Health - Finland Active Government organizations : Oracle Confidential

38. Screen Shots OBSC Oracle Confidential

46. Oracle Enterprise Planning and Budgeting February 24, 2004 CPM Roundtable © 2003, 2004 Oracle Corporation. All rights reserved. Oracle is a registered trademark of Oracle Corporation. The following is intended to outline our general product direction and is intended for information purposes only. The development, release and timing of any features or functionality remains at the sole discretion of Oracle. This presentation is not a commitment to deliver any material, code or functionality.

47. Agenda Enterprise Planning and Budgeting – Overview Technical – Architecture – Integration – Migration Functional – Understanding the Business – Reporting – Control the Planning Process – Business Process Modeling – Tune Plans to Improve Results – Data Collection Questions and Answers

48. Financial Operational External Statistical Oracle Enterprise Planning and Budgeting An application for planning, budgeting, reporting, and analysis  Scalable and web-based  Sophisticated data modeling and multi-dimensional analysis  Tailored for customer’s own business processes  Builds on Oracle Financial Analyzer (OFA) and Oracle Sales Analyzer (OSA)  Extends OFA and OSA functionality to include business process flows, exception alerts, enhanced reporting, allocations rules, and many out of the box calculations  Part of Oracle’s Corporate Performance Management solution Tune Plans Tune Plans Stay Informed Stay Informed Develop Plans Develop Plans

49. Data Integration CPM Schema Tables x CwM Metadata Oracle 9i.2 database Enterprise Planning & Budgeting EPB Metadata AW Tables Plan Data Actual Data Pricing & Cost Rates Exchange & Inflation Rates General Ledger Human Resources Projects Fixed Assets Sales On Line Perf Analyzer Oracle Applications Non Oracle Applications SAP PeopleSoft Data warehouse Legacy systems

50. Which version of Oracle Applications does EPB require?  Delivered as part of Oracle Applications, but can be run standalone  Delivered as a patch to Oracle Applications 11.5.9 Included as part of the rapid install for 11.5.10  Backports of EPB to 11.5.8 or earlier are not technically feasible  Requires Oracle9i Database 9.2.0.5 plus OLAP Option  If a customer has 10.7 or 11.0.x or no Oracle Applications, then the product can be a standalone solution

51. Migration  OFA and OSA 6.4 will be supported until mid 2008 with error correction support until end of 2006  Oracle will provide a migration path for existing customers of OFA and OSA to migrate their implementations to EPB  These are migration tools, not a one-click upgrade – Should I migrate or re-implement?  OSA RAA/RAM customers should stay where they are for now unless they can migrate to MOLAP  Most OSA customers will choose to migrate to EPB, but some may choose to convert to Discoverer based on their business needs  Migration paper on http://www.oracle.com/applications/cpmhttp://www.oracle.com/applications/cpm

52. Migration Data Flow OFA/OSA Express Databases 1. Map Dimensions and Variables to Standard Schema for EPB Interface Tables Oracle9 i CPM Schema Single Database CPM Tables OLAP Analytic Workspace BI Beans Repository Tables 2. Map Documents, Folders, Saved Selections to BI Beans APPS Security Tables 3. Map User to Apps Security

53. Enterprise Planning and Budgeting Understand the business better Control the planning process Tune plans to improve results

54. A Q & Q U E S T I O N S A N S W E R S