Business Performance Management

A study about the state of the art

In a first step all the relevant factors of a BPM were identified and summarized in the following, simplified figure.

Markus Fischer
University of Applied Sciences Northwestern Switzerland Markus.fischer@students.fhnw.ch
Abstract One of the biggest growing on the market of Business Intelligence tools is Business Performance Management (BPM). Consequently there are some advantages and reason why more and more companies launch BPM projects. One reason is the increasing price pressure for the service-oriented industry and to save money they rely on to be better performed. Of course there are disadvantages too like the resource intensive activities or the impact of a companys organization. To build up a BPM there is a project management needed as well as a defined BPM process which has to have a continuous improvement. This paper carried out that exactly these important issues are missing in the literature and therefore it makes a suggestion for further studies. For coming to this conclusion the paper used literature review, study of white papers with best practice approach according to common tools like IBM Cognos, SPA Business Objects or Oracle Enterprise Performance Management. The statement is proven also thru interviews with people working in BPM projects. From these interviews further problems appeared like the data security and integrity, or more technical problems like the performance during the extract phase for loading the data-warehouse. To emphasize these problems the paper looked for such problems in literature. Often the problematic of data integrity is just hinted but no source identified this as a risk. The main open issues this paper carried out are: Missing framework for the Business Performance Management process No common procedure implementing BPM model for

Figure 1: Factors of BPM - own representation

Summarizing the picture shows that the management set the objective goals for the business. From this goals the Key Performance Index (KPI) were derived and were broke down until the endusers in the company. The data-warehouse (DWH) consolidates all relevant data so the controlling-team is able, with support of Business Intelligence Software, to generate a report for the management. This short overview shows already that BPM is a process (or several processes) rather than a single system. More details are described in this paper which used some different methodologies like interviews, literature review and papers (best practices). All documents of the literature review were classified like the next chapter describes. II. LITERATURE REVIEW According to the contents of this article, the paper reviewed the literature from the following classification: Definition State of the art Framework Measurement Business impact Best practice Data

Data-capturing, security and integrity Handling with vague information Adaption for small and midsized enterprises

I.

INTRODUCTION

Business Performance Management (BPM) is a fast growing segment on market so the numbers of consulting and appliance vendors is increasing. This increasing will be assigned to some reasons and therefore this paper will give an overlook about the term BPM and the advantages. With this knowledge the paper describes the current state of the art and the research topics nowadays. At the end of this research paper a chapter will describe the open issues with a thesis statement for a further study.

The following table will map the sources to the corresponding part and after that every classification will briefly be described in a sub-chapter.

TABLE 1: CLASSIFICATION OF LITERATURE REVIEW Classification Definition Including Advantages, Disadvantages Sources [20], [32], [2], [24], [34], [26], [33], [7], [12], [11] [53], [18], [30], [22], [13], [29], [8], [54], [38], [37], [36], [28], [44], [49], [56] [32], [18], [39], [46], [15], [14], [9], [45], [31] [5], [34], [17], [42], [55], [45], [47], [25], [10], [19], [35], [48], [51], [52], [57] [39] ,[46], [8], [6], [40] [20], [34], [41], [17], [23], [16], [43], [55], [47], [25], [38], [54], [36], [21] [50], [34], [15], [27], [45], [40] Chapter III.A; III.C

State of the art

Technologies, Researches

E. Business impact An introduction of Business Performance Management will probably have some impacts for a company. Such an impact could be in an economical way as well as in an organizational change. What an implementation means for a company is part of the literature search belonging to this issue. F. Best practices In this part the paper looks for publications about best practices, experiences and the success factors of a successful implementation of Business Performance Management.

Framework

Process

IV

Measurement

Satellite systems, Business scope, KPI

III.B; IV.A

G. Data Nevertheless for measuring the performance there are data needed. This part of the literature review contents the handling with capturing data and monitoring them. There is not an individual chapter for the theme data because literature does not only concentrate on it but data is in many literatures one integrated point. Therefore this theme will be part of many sections. III. BACKGROUND KNOWLEDGE This chapter it will explain the idea of Business Performance Management and what the advantages are, to introduce BPM. But firstly the paper will try to define the term BPM and to find out what part of BPM is and what not. A. Definition of Business Performance Management There are a lot of definitions in the literature. Goal is now to catch several and consolidate them. One interesting definition is found on BusinessDictionary.com. This source defines the term BPM as following: Business performance management entails reviewing the overall business performance and determining how the business can better reach its goals. [12]. This statement lets some questions open. One question is if it is necessary to have a BPM overall business, or how a company can measure its goals, or if BPM does really determine how business can better reach its goals. Very often the term CPM, which stands for Corporate Performance Management, is used as a synonym for BPM. That seems to answer the first question because if every business goal is covered the term CPM is used and if just a part of them, the term BPM. In this context many sources propose not to introduce BPM for a whole company but step by step [34]. Sometimes it is useful to define what something is not. This idea had Sana Mojdeh too and described what BPM is not [32]: A Technology or software solution Business Intelligence Budgeting or planning Financial consolidation or reporting

Business impact Best practices

Economic value

IV; VI

Success factors

VI.A; VI.C

Data

Monitoring

A. Definition This classification contents the definition of the term BPM as well as the according advantages and disadvantages and belongs to the background knowledge. B. State of the art All literature which belongs to this classification is dealing with the current used technologies. Further there are research documents which are putted into the same category. Therefore a whole chapter is delving into this subject matter. C. Framework To implement Business Performance Management in a company it is necessary to understand the process. Therefore this paper searched for a common process in literature. An implementation needs also a procedure model and the research for such a model is part in this classification as well. D. Measurement One goal in Business Performance Management is to check the measurements against the business objects. BPM will not give a final solution for this so there are some other systems needed. This part deals with the business scope and the Key Performance Index, well, the satellite systems.

Score carding or dashboards Forecasting and scenario modelling Key Performance Indicators

So it is obvious that BPM needs some other tools or frameworks to support it. Especially to measure the business goals BPM gives no solution, what answers us the question about the measurement of the business goals. Therefore there are other tools to support which are characterized in chapter B. Mark Frolick has another definition of BPM: Business performance management is a set of management and analytic processes that enables the management of an organisation's performance to achieve one or more pre-selected goals. [20]. This definition answers the first question too in saying that it is possible to set the focus on at least one goal. So it is possible to introduce BPM for a specific process and it is not necessary to introduce it for the whole company. In return this definition gives some new questions like how a company can introduce BPM to the related processes and are the mentioned set of management and analytic processes defined by BPM. Sana Mojdeh describes the term BPM as () a series of processes and applications designed to optimize the execution of business strategy [32]. This sounds close to the term business intelligence (BI) but it is not an acronym. The main different is that BI is an enabling technology whereas BPM is a business process which leverages BI [32]. That means that BI belongs to the term BPM like the applications and therefore the following chapter will give an overview about the term BI. Further definition of BPM is introduced by Business Software as following: Business performance management provides valuable insight into business processes, combined with metrics for comparison purposes. In addition, BPM's granular reporting facilities promote greater visibility, and assist in compliance with regulatory mandates. [10]. This definition shows that BPM is not a standalone approach and it needs further systems and tools. With this fact the next chapter will grapple with. There are many different approaches available in literature but there is not a universally valid framework or definition. Every approach has its own point of view and so it delineates that an introduction of BPM is complex and brings a huge amount of work with it. That will be the reason that the amount of best practices is low like K. Oehler already mentioned. B. Satellite Systems This chapter describes the systems BPM needs and focuses only on the technical systems around. BPM is not an enclosure because it needs some satellite systems. One of these systems is the Business Intelligence. BI is a set of processes for the analytic data analysis and the major steps are

capturing, processing and representation of data [34]. The goal of BI is to support the measurement of business goals and the main view of BI is the data view and therefore it is a complementation of BPM. In practice BI is understood as an automatic reporting of defined business data. Therefore there are a lot of Enterprise Resource planning (ERP) systems available on market. As Gartner mentioned in the research paper The Gartner Business Value Model: A Framework for Measuring Business Performance the BI market grew the same way like BPM. Although BPM is not the same like BI but Gartner gives the hint that these two domains belong together [46]. With BI it is possible to capture the needed data and compute them. To measure them against the business goals there are another systems needed. Therefore there are some other frameworks like the Balanced Score Card (BSC), SixSigma or Economic Value Added (EVA). The most common instrument for controlling is BSC. A Balanced Scorecard monitors the performance of all or part of an organisation, towards (usually) strategic goals. [2]. The advantage of using BSC is that BSC makes the link between inputs, like human and physical resources, and outputs with the focus on the priority of the business goals. BSC was published by Kaplan and Norton in the year 1996 and it is one of the most famous methodologies. Another popular methodology is SixSigma which is more focused on the operational performance management while BSC set the focus more on strategic performance management. The last mentioned instrument is EVA but in practice, as B. Marr wrote in his article, it is only used by a minor part [29]. No matter which kind of framework a business use to measure the goals it is necessary to define some Key Performance Index (KPI) which are defined as quantifiable measurements and reflect the critical success factors of an organization [42]. To define such an indicator is not so easy like the literature and the practice verifies and will also be shown in chapter VI Introduction of BPM in a company. A big challenge is to figure out which performance keys businesses have to measure. C. Advantages and disadvantages Many articles point out that the introduction of Business Performance Management brings a big amount of work with it. So there must be some big advantages for companies which introduce BPM. This part of the paper will find arguments for and against an implementation. It is not easy to find a list of advantages and disadvantages in the literature. There are a lot of definitions and ideas of approaches available but there is less information about the advantages. This is reflected in the fact that there is a less amount of best practice to find. A lot of the sources relate the advantages BPM to the performance feedback to the employees like the paper of Kathy describes. Many sources recommend BPM to support the management for questions like Is this process

working? or How well it is working? [11]. So the advantage of BPM is to get an overall overview about the processes in the company. The need for BPM comes from the need to be better in a specific process, or in all processes. The goal, and consequently one advantage, is to enhance to competitiveness of a company. The price pressure is steadily increasing for service-oriented industry as well. To perform the processes is nearly the only way for companies in this sector. Therefore BPM is one advantage. Another advantage is that BPM forces organisations to take a fresh approach to set goals. One balance all advantages to which this paper refers are aimed for getting more value through the companies processes. If there are less amount of advantages described it seems obvious that the amount of disadvantages must be higher. In fact the amount and the quality of the founded sources is not that higher than expected. There are some disadvantages described like in the paper of N. Nayab and L. Richter or Kathy. One of the biggest disadvantages they found out is that BPM is resource intensive because BPM has no directly input to the earnings of a company, or belongs to the core competencies. The rating of BPM is often not as high as it should be to improve the supply chain. Further there is a big danger because it is not done with introducing BPM. Like the processes BPM should enhance it is necessary to improve the BPM process too otherwise the company could not improve their processes further. Further disadvantage is that BPM is not a process for itself and it needs some satellite systems. So BPM is not only one activity and therefore it is a complex part of work and hard to manage. Regarding to the Gartner Hype Cycle for Business Intelligence and Corporate Performance Management, 2007 which is used in the article of C. Ptter, Gartner estimates that BPM will belong to the mainstream in the next five to seven years. The reason for this upcoming mainstream is the need to improve processes. The cost pressure will increase and the companies have to save money. If a company cannot reduce any further cost like the rent or wages the pressure to produce more efficiency will increase. In the industrial sector this is more known than in the service-oriented sector, but on manufacturing-process level. In future the need to get more efficient will increase for the other business segments and therefore the BPM will be a mainstream. D. Conclusion The conclusion of first chapter is that there are a lot of definitions, approaches and recommendations but there is no consistent definition of BPM. Therefore this paper will use its own definition which is a conclusion of all definitions which are found in the sources. Business performance management is a set of management processes which have to be defined to optimize the way of reaching at least one business

goal and enhance the business value. (own definition). The more definitions the less amount of practices this study founds. The reason for this fact is that the field of BPM is relatively new. Regarding to the Gartner Hype Cycle for Business Intelligence and Corporate Performance Management, 2007 they estimates that BPM will belong to the mainstream in the next five to seven years. That means that the big break will come soon. On the search about the advantages and disadvantages of BPM this study comes to the same conclusion: There is a less amount of best practices because BPM is a relatively new field and therefore there are fewer experiences with it. The need to get more efficient will increase for the whole business and that is the reason BPM will become more and more meaning. Beside the advantage of increasing the efficiency there are some disadvantages like the complexity and time consuming of BPM. With complexity is meant the need for other tools and satellite systems of BPM and so it is not possible to implement BPM with one activity. In the next chapter the paper will take a look about the process of introducing BPM in a company. IV. SCOPE OF BUSINESS PERFORMANCE MANAGEMENT In this section the paper contains the process description of Business Performance Management and how the scope is to set on. As already mentioned in chapter III Background Knowledge the number of best practices is rarely and all available white papers about introduction of BPM are related to bigger companies (also see chapter VI). But in fact Smalland Midsized Enterprises (SME) have a need of BPM too because especially the SMEs are under a high cost pressure and have to reduce their costs. This result is found in Business Software where the authors notice that even a smaller company needs the same functions and features as well as a bigger company [10]. An introduction of BPM costs a lot of time and money and that is the reason why smaller businesses are not able to realize a BPM project. This fact shows that the scope of BPM is not depending on the size of the company but it is to set on these processes which are related to the business goals. A. Process In chapter III Background Knowledge the paper dealt with the definition of the term Business Performance Management and it carried out that all definitions have one common denominator: the expression process. It is obvious that BPM is a process but in literature there is no description what kind of process it is or rather there are a lot of different descriptions of activities but there is not a universally valid defined process. This research found a several numbers of approaches and process

suggestions and this section will now take a look on it. There are a lot of different approaches in the sources but all approaches have broadly the same idea like described M. N. Frolick and A. R. Thilini. In that paper a little and simply framework is introduced and looks as following.

Wixom set the focus more one capturing data or like the paper of A. Michael who set his focus more on the use of tools. It is obvious that there is not one universal valid process. To the same result came K. Oehler in his study too. This fact raises the question how a company implements BPM and what the challenges are. This paper will answer this question in chapter VI. Another point of view brings the article of T. Duggan because she remarks that it is necessary to adapt or extend the business organization. In her article she proposes to establish an event, an alert management and to set up business monitoring activities. These are indicators that a BPM is not only a process to implement but an organizational change or adaption as well. Later on this statement will be underlined through the experience from the practice as well. B. Approach The most detailed approach for implementing Business Performance Management which this survey found is described in the book of K. Oehler. His approach is a project management method for Information Technology (IT) projects. Like in a common IT project the book distinguishes between a make or buy solution. Before this question can be answered he recommends that the environment and professional competencies are cleared. With the term environment he understands the dynamic and complexity as well as the relevance of the maturity level [34]. The maturity has different dimensions which have to be considered like the internal culture, technologies, organizations, processes and professional know-how. K. Oehler remarks that it is necessary to know that with an introduction of BPM the environment must tolerate some changes. The knowing of the own environment and competencies is the condition to decide which approach a company will follow. The list of requirements is very long and sometimes oppositional. Oehler closes back that this fact is an indication of the need for researches in this field. In his book he also described the major arguments which will be summarized in the following list. Is there a stable solution available? What are the differences between a make or buy solution? Very often an implementation of a standard product ends up with an individual solution. Are there established standards? Return on Investment (ROI)

Figure 2: The BPM Framework [1]

The first step contains the identification of the points the organization wants to achieve. So this step setting up the scope and defines the Key Performance Indexes which indicates how well the business does. The planning phase contains to develop a concept for implementation-strategy of the strategize-phase. This concept includes targets to achieve the KPI and can be valid for the whole enterprise or even for each business unit. Units must work together in case of overlapping areas [21]. In the third step the influence of BPM will be presented. Now it is possible to visualize the benefit of BPM. This step helps to report the performance on the level of business units and therefore it allows making some corrections to increase the performance. In the last step the identified improvement points will be implemented. This framework commemorated on the PDCAcycle (Plan-Do-Check-Act) which was developed by Dr. Walter Shewart and is part of the ISO9001 standard (Quality Management System) [3]. Many papers describe processes or activities for introducing BPM. The article of S. Mojdeh, which is regarding to Gartner Researches, proposes three main steps which are shown in the next list. 1. 2. selection of goals consolidation of measurement information relevant to an organisations progress against these goals, and interventions made by managers in light of this information with a view to improving future performance against these goals.

3.

This is regarding to the framework of M. N. Frolick and A. R. Thilini already mentioned above. In these frameworks or lists of activities, some things are missing what other papers describe. For example the source of H. J. Watson and B. H.

But as already mentioned his approach has some lacks too. For example in his view there is no data security or involving of the employees aspect which are covered in other approaches.

C. Conclusion There is a big amount of different approaches and every approach has its own point of view but there is no overall-view-approach found. In nearly all approaches the same basic idea for implementing BPM is used, namely the PDCA cycle. This PlanDo-Check-Act-cycle will be repeated all the time and should ensure the process improvement. The contain of the activities in this PDCA-cycle is different from approach to approach and as already mentioned there is an overall view missing. The problem is that the field of Business Performance Management is very heterogeneous and therefore there is no standard software available on market. This fact makes it harder to realize a BPM project and therefore every project is quite different to each other. A further problem is the capturing of the Key Performance Index like M. N. Frolick and A. R. Thilini described. Together with the KPI and the control system which is needed to realize a good BPM there are some changes in the organization inevitable. In the next chapter this paper will look about the state of the art in BPM and what the state in the field of researches is. Together with this knowledge the paper will try to confirm the conclusion of this section with the practice experience which are described in the chapter VI Introduction of BPM in a company. V. STATE OF THE ART Topic of this chapter is the current state of the art in business performance management. First the paper will take a look to different supporting software which are sold on the market. In the second step the paper resumes what the current status in research nowadays is. A. In Practice This section takes a look about the available software on the market and will show the advantages and disadvantages. Goal is to get an overview about assorted samples of software and to recognize what the problems and challenges are. The Gartner research from January 2010 concludes that the market for Performance Management is still growing [13]. Because of the difficult economic conditions BPM helps to optimize and reduces costs which is finally also a reason for this growing market. There is a magic quadrant found in the Gartners research which is visualizing the key-players in the BPM market. Gartner was forced to the conclusion that there are three bigger companies which have a leader position in offering software for Business Performance Management like Figure 3 shows. These three vendors will be compared now for the purpose of the advantages, disadvantages and the field of using.

Figure 3: Magic Quadrant for Corporate Performance Management Suites [13]

1. IBM Cognos The latest version of IBM Cognos is version 10 and it is extending the traditional Business Intelligence (BI) with planning, scenario modelling, real-time monitoring and predictive analytics (IBM, 2010). Cognos 10 provides Analytics everyone can use the BI software to answer the businesss key questions. Collective intelligence built-in collaboration and social networking to connect people and insights to gain alignment Actionable insight everywhere in mobile, real-time and business process to respond at the point of impact

From this advertisement text of IBM it is obvious that the focus on the latest version was set on the usability of the suite what is also mentioned in the Garnters research. The following list will give an impression about the advantages of IBM Cognos (bidw directory). Is a complete performance management system. Purpose a prepared Service Oriented Architecture (SOA). Supports different formats like HMTL, PDF, XLS. Access from different locations like portal, e-mail, mobile, search, office. IBM offers a wide range of planning capabilities (advanced scenario modelling, plans, forecasts and budgets). IBM provides online communities and free training for business partners

Wherever light is, there is darkness too. So the next list will show some disadvantages of IBM Cognos [7]. IBM does not support its own ExtractTransform-Load (ETL) and data quality software. An end-users survey shows that the performance of the suite is an area for improvement. The documentation storing is difficult due to the lack of appropriate tool. The same problem applies to enterprise reporting Many experts say that Cognos software is divided into more parts as necessary (e.g. Report Studio, Query Studio, and Analysis Studio). These might be operated by one common tool
Figure 4: Grid Infrastructure Management [54]

A big overview about the EPM system will give the next figure. It shows how the EPM takes information from different data sources and delivers it to the dashboard for decision making.

Nevertheless IBM Cognos has the biggest market share. 2. Oracle Enterprise Performance Management Referring to Gartner research of Chandler, Rayner, & Van Decker, 2010, Oracle has a very good performance. The research figured out that Oracle is the number one in Corporate Performance Management. This software unifies the Performance Management part together with Business Intelligence by supporting a wide range of strategic, financial and operational processes. These features are achieved through the following tags [35]: Smart Enable advanced integration that improves agility and lowers costs of ownership. Agile Integrate information from your financial performance management, operational intelligence, and transactional applications. Aligned Drive pervasive intelligence across the enterprise by linking strategic, financial and operational management processes.

Figure 5: Oracle EPM system [37]

According to Oracle the EPM system has the following advantages [37]: It is scalable Based on standards Reduces costs by simplifying the system management Quick deployment in cause of the embedded industry and functional best practices (packaged applications)

The current version of Oracle Enterprise Performance Management (EPM) is 10g and runs on a grid. A grid is a kind of combination of computer resources from multiple domains to reach a common goal. This is shown in the next figure:

In the literature review this paper was not able to find a report of the disadvantages of Oracles EPM system. This fact is reflected in Gartners research and it will be the reason for such a good performance. 3. SAP Business Objects The last of the three biggest leaders according to Gartner research is the vendor SAP with its product Business Objects [13]. The latest version is 4.0 and concentrats on bigger companies. The solution offers functionalties for [44]: Strategy management Business planning and consolidation Financial consolidation Financial information management Intercompany reconciliation

Profitability and cost management Spend analytics

answered. This paper used the methodology of literature review to find these results. There are some challenges in Business Performance Management to solve in near future. One of them is the asked dynamic of the BPM solution like L. Zeng, H. Lei, M. Dikun and H. Chang described. The companys environment is very dynamic and therefore the time for a decision making always shorter. To BPM system which should support the decision making process has to be dynamic too. Chapter VI.B deals with a description about an introduction of BPM in a company and the just mentioned problem of a neartime decision making is a requirement in this project too. Later on this paper will show that the problem of the near-time is still not solved yet. The paper of L. Zeng, H. Lei, M. Dikun and H. Chang propose a dynamic evolution approach for the continuous improvement process. To reach this goal they propose a policy-driven evolution with two aspects of migration process: (i) how to sunset the existing solution transactional; (ii) how to migrate the data from exiting solution to a newer one [56]. This study extended the compilation interpretation framework to execute evolution policies and implemented it on J2EE platform. The future work in this field will be the scalability and reliability study of the system. The study of M. Spott, T. Sommerfeld and R. Dorne deals with the theme of identifying strategic target for Business Performance Management. Such a strategic target has to be broken down to tactical and operational targets. To control these goals there are metrics at all levels needed and relationships between levers and metrics have to be mathematically modelled [47]. The problem in practice is that the information is not always precise but rather vague. BPM cannot handle imprecise information and therefore the study of M. Spott, T. Sommerfeld and R. Dorne investigates the use of fuzzy and probabilistic techniques can be applied. They suggest to combine the performance and risk management in a single framework because it is not obvious when a threat becomes active nor might it is known its impact. The experiments of this study show that explicitly dealing with imprecision gives more informed and greater flexibility for the definition of performance objectives [47]. For future they propose to extend the framework to allow for imprecision relationships like fuzzy functions. A global study about the key challenges for companies nowadays is conducted by C. Bange, B. Marr and A. Bange from 2009. This study is based on 553 responses from companies across a wide range industries, countries and company sizes. They identified three stages namely Business, Organization and Technology to separate the messages. For each stage they found some emerged statements which this paper will represent in the next table.
TABLE 2: STAGE AND STATEMENT - BASED ON [4] Stage Statement

The big advantage for a company which already uses SPA is that SPA Business Objects (SAP BO) can work with SAP Business Suite application, SAP Business Objects government, risk and compliance solutions and SAP Business Objects business intelligence and information management solutions. Further a company can benefit from [44]: Strategic alignment Synchronize goals with initiatives, priorities, resources, budgets, reports, risk management and analysis processes to access the information you need to improve performance and close the gap between strategy and execution. Improved visibility Ensure that all stakeholders in your organization, own, maintain and share information in context and in real time so they can identify areas for improvement and evaluate strategic scenarios for maximum business impact. Increased agility Improve business processes to speed performance management cycles; deliver trusted data to accelerate every stakeholder's ability to communicate, collaborate, and execute on a commonly understood and defined plan of action, adjusting plans and execution as necessary. Greater confidence Leverage a foundation of consistent and trusted enterprise performance management data for incisive decision making and for compliant regulatory, statutory and management reporting.

SAP BO has some significant disadvantages like a comparison with IBM Cognos shows in the report of bidw directory. The following list will summarize them and list the most important. SAP is an unclear BI and PM roadmap; therefore the integration is not as good as possible. It repeats inconsistent data results The service of software seems baffling. Only a few of changes might be done personally by the customer. SAP offers plenty of products responsible for financial consolidation but there is a lack of migration path. The focus on performance management has been weak

B. Field of research This chapter deals with the review about the current field of researches. Objective is to carry out what kinds of questions are not completely

Business

Organization

Technology

Acceleration of processes (faster reporting, shorter planning cycles, fast close) across all existing PM processes is the major improvement priority. Creation of better links between strategy management and other PM processes is the major integration priority. PM processes are becoming more complex, with more people involved and an in-creasing number of tools used. This requires careful management. It is important to better align IT and business so they share a common vision of performance management. Companies do increasingly use more specialized software tools to automate their PM processes, as opposed to using basic spread sheet tools such as Excel. There is an increasing need for integrated technology platforms that allow companies to manage performance across the different PM processes.

Figure 6: Number of citations [49]

Beside these statements the study identified the main problems which are affected to companies. The study found out that 93 per cent of respondents state that the complexity of their role has increased what is a current challenge. They also state that main factors that create challenges for companies are economic turbulences as well as increased competition. A further challenge is that external and internal changes have an impact on performance management process. The belonging key factors are: desire for more content and more requests for information, organizational dynamics from restructuring and new products, and more regulations.

This increasing supports the conclusion that importance for performance management is growing. The research of P. Taticchi, F. Tonelli and L. Cagnazzo distinguish between large and small companies and found out that the open issues are different. The next figure will show the different future areas of researches.

Figure 7: Future research areas - for large and small companies [49]

A big challenge the study identified is that IT and business do not have the same understanding of performance management. Concerning to BPM the survey figured out that BPM become a strategic process and therefore the use of performance management software is increasing. According to the improvement process of BPM more than 80 per cent of the companies believe their BPM process need such an improvement. The common goals are: Data quality, Implementation of corporate strategy, and Reduction of complexity.

The term Knowing-doing means the effectively transformation of information, coming from the measurement of processes into effective tasks [49]. The study carried out that project management and risk management belongs to the open issues regardless whether it is a large or a small company. C. Conclusion According to the discussed products it is obvious that every product has advantages and disadvantages. The decision which kind of system a company should use has to be acquired in a project, a statement to which K. Oehler came in his book. The literature reviews about these products carried out that the products expect an efficient implemented business processes. Since an implementation is not as simple vendors sale their product in combination with selling consulting. The tools help to support the processes but they do not solve every problem or all the more they are the reason for new problems. This paper found some fields of researches which are dealing with such problems. One field is the near-time problem which also will be a point in the chapter Introduction of BPM in a company. The need of data which is as up to date as possible brings also a big challenge. Every system needs data and information and a challenge with information is the imprecision. This is a further field of research. The discussed study

Summarizing the study shows that that improving and integrating performance management processes is seen as a business priority with a high level of expected benefits [4]. Therefore a closer integration of the IT and business is essential as well as a proper procedure model and framework. A literature review about performance measurement and management was made by P. Taticchi, F. Tonelli and L. Cagnazzo in 2010. One interesting issue is the number of citations which are steadily increasing since the early 90ties. The following figure will give an overview about the amount of citations for performance measurement works.

suggests fuzzy logic as a practicable solution and it is important that a framework should attend the fact of imprecise information. The complexity of all the tools and processes is one driver for business to improve their performance processes. Although the IT systems should support the business the result of a research by C. Bange, B. Marr and A. Bange showed that business and IT very often have not the same vision. Therefore a closer integration of IT and business is essential as well as a proper procedure model and framework. A next research field is the distinguishing between large and small companies. The needs are not the same whether there is a large company or a small one. An open issue in this research area is the risk and project management. The gap in this area is the procedure and process framework. VI. INTRODUCTION OF BPM IN A COMPANY This chapter contains the approaches business made to introduce business performance management. To get the information the paper takes back on case white papers which are related to the software described in V.A. Another input is given through the project DWH@Zoll which is the base for this study. A. Case studies In this section the paper presents the result of literature review for case studies and best practices of the products mentioned in the last chapter. These case studies are based upon white papers published on the webpage of the corresponding vendor. The last case study describes a project which is not already finished yet but shows the problems and the challenges of the project. 1. IBM The Finnish Transport Agency (FTA) launched a project to standardize and improve reporting and demanded information of roadways. Further they wanted to use the data in a better way and displaying them on maps (attached pictures on the road network with the related information. The collected data of the FTA includes data about different classifications of roads and light-traffic motorways, and about equipment and devices such as railings, traffic signs and technical devices on the side of the road, special structures, maintenance contracts, surface conditions, rest stops, bus stops, bridges, accidents and traffic volume [23]. The first challenge was the silo-organization of FTA. Someone who needed information had to know how to get access to the system. This problem was solved with the building of a data-warehouse. For evaluating of a reporting tool one of the main requirements were an open, service oriented architecture and an integration of the geographical information system. IBM Cognos 8 won this evaluation with its extremely flexibility [23]. A further advantage is that users are able to make their own reports according to their own need.

IBM provides its product Cognos as a Business Intelligence tool as well as a tool for business performing. This fact is a further clue that Business Performance Management is build up with several tools and processes and BI is one part of it. 2. Oracle One interesting case study was found on Oracles homepage and deals with the adaption of Enterprise Management / Business Intelligence (EPM/BI) systems of a Korean oil company. The companys vision is to become the most competitive oil refining and marketing company in the Asia Pacific region [36]. Therefore the company had to improve its performance and so they decided to implement a performance management system. This system should base on Oracles Hyperion Performance Scorecard and Hyperion Data Integration Management. With the implementation of EPM/BI solutions they had to redefine the key performance indicators to clearly defined corporate objectives. The project team had chosen a top down approach. They ensured the support of the top management company wide, defined the objectives, worked on the seamless integration of business processes and technology and designed a system that could be used intuitively. After the go-live the project was finished but not the improvement process. So the company launched a KPI enhancement project with the objective of making Oracles EPM/BI more valuable. The companys idea is to continue this improvement process. For evaluating a EPM and BI solution the company had the following criteria which Oracles products fulfilled. a rigorous analytic function the ability to seamlessly integrate with other systems scalability reliability of the software engine a business and user-oriented design

In this case study there is one interesting section. The last section of the case study has the heading Implementation Process and under this heading there is just one sentence: The Hyperion system deployment began in January 2008 and went to live in June 2009 (Oracle, 2009). This is one indicate more that there is not a common approach available or established. Further appreciable is the statement that the company launched a project for improving the EPM/BI. It should be obvious that the improving process has to be implemented with the implementation of the EPM system project. This statement conjectural that this part of the process went forgotten or was not fully implemented. The fact that for achieving the companys goals Oracle used two systems (Hyperion Performance Scorecard and Hyperion Data Integration Management), is an

further evidence for not having just one product which covers all requirements. 3. SAP One of the SAPs case studies deals with the replacement of the legacy business intelligence software used by the U.S. Air Force. This software was used to manage its weapons systems financial and logistics operations. The existing BI solution was already based on a data-warehouse and data mart so it was possible just to replace the legacy system without building first a data-warehouse. The key objectives of this project were: Replace business nearing end of life intelligence system

1. Initial Situation The Eidgenssische Zollverwaltung (EZV), in English Swiss Federal Customs Administration launched the project DWH@Zoll in 2008. In a first step an external consulting firm had analyzed the business to get some optimization suggestions. This report figured out that for the main applications of the EZV several reporting-tools had been used. The next figure will show how complex an integration of different sources can be. It shows in a simplified way the interfaces between the different systems which build the basis for the measuring data.

Improve user-friendliness Enable self-service reporting Speed report generation Increase analysis capability Minimize external contractor costs More efficiently use reduced resources

The case study describes the advantages and the reason for SAP Business Objects with the list of the following features: Usability by developers, administrators, and users Self-service report generation strengths Intuitive user interface Ease of learning Flexibility to pull data elements in and out while building reports
Figure 8: Interfaces of the Source Systems [50]

For the implementation SPA provided two best practices. The first was avoiding financials-intensive times and the second was a parallel running of SAP BO and the existing legacy system until the training was finished and all the reports were converted. In this case study also the data-warehouse is one important point. Because this part already existed it is just marginal mentioned. That indicates that the project does not prove the data quality, integrity and completeness. This point of view has been forgotten in many projects and is underpinned in literature as well [34]. B. DWH@Zoll This section is based on the interviews with Pierre Bertholet, Pascal Pillonel and Patrick Zihlmann. Further it is extended with the experience of Markus Fischer who works as a project manager in this project and is responsible for the integration of the new system and renders it to the operatives. The following parts are summarizes of the initial situation, goals, solution and the founded problems.

Every system has its own properties and during the years the systems grew consequently and the amount of different products too. There is a rank growth just the same as some redundancies. Before the project had started there was no strategy about using the reporting tools and therefore different tools were used like Business Objects, SAS, Discoverer, etc., with the consequence of extraordinarily high operating and licensing costs and a lot of media disruptions. The Key Performance Index are mainly given thru the government. The management has to break down these indices until the border guard. Beside these given goals the management is able to set further KPI. With the prospective BPM solution it should be possible to control the reached goals in a easier way but for setting up a controlling there are organizational changes needed. 2. Solution The consulting firm suggests to consolidate the data into a data-warehouse and to concentrate on just one reporting tool [50]. The implementation of Business Performance Management is a second goal of this project and the DWH@Zoll project is the first step in this direction. The study of Trivadis in 2008 came to the proposal to realize a hierarchy data model like the information pyramid in the next figure represents.

the new systems. This point leads to a big amount of work and technical restrictions which have to be implemented as well. Again this leads to delays in the project. A data security concept was not made in advance and this study does not found a suggestion in literature. Another point is that the management primarily wants to realize projects which bring a direct effect on daily business or which could save money. This leads to starting successively projects and therefore the danger of non-coordination of the projects exists. Further the duration of implementation could increase and as this paper will show in the next section one of the success factors is a short implementation time. On the other hand some literature suggests such a step-by-step approach [34]. Not only is the support of the management important. The support of the end-users is important as well. This perception is not aware in the EZV and this could be a risk. The involving of the end-users is one of the success factors which are described in the next section. The interviews emphasized that there was not a general procedure or framework used and every project started with its own method. This method is based on HERMES and the experience of the project manager. All interview partners signalized the interest of a common framework, together with a best practice solution. C. Success factors In this part the paper will give a brief overview about the success factors which are proven by the interviews and the experience. K. Oehler published a list which is summarized shorthand at the end of this section and is coincident with the experiences made in several projects. Both, in literature and in interviews, the description of the success factors are congruent. So the inclusion of the management describes K. Oehler in his book as well as P. Combs in the case study, or as S. Waser in the interview claimed. If the management support is missing the whole Business Performance project is not realizable [51]. A similar point is the internal marketing. It is necessary that every involved part of the company understands what the project does. So much the more a BPM project can have impact on the organizational structure and consequently with the employee [34]. The literature confirms that this fact is often underestimated. This statement could even be proven in the interviews because nearly all interview partners were surprised about the question, how the involved employees are informed. A further success factor for a BPM project is the revenue. The costs of a BPM solution are quite concrete but not the revenue ones. This will be the reason that BPM projects are mostly implemented step-by-step. This fact also corresponds with the experience of the interviews. The management wants to see how much savings are possible and to

Figure 9: Information Pyramid [50]

The pyramid has four levels. The lowest is the functional layer with the source-systems followed by the operative decision layer with standardized reports. For the tactical level there are ad-hoc reports used and the dashboard is used in the top level, the politically and strategically decision-making level. With the implementation of the data-warehouse and the BI reporting there will be some organizational changes. For example there will be a controlling team which generates the reports in the context of the KPI. The exactly realization is not definitive because a further project was recently launched with this topic. 3. Problems There are several problems with different background and on every stage the project is faced with challenges. It is possible to classify the stages in a same way like the information pyramid from Trivadis. A big challenge is the implementation of a neartime data-warehouse which is one requirement of the business. That means that the extract-transformload process must start every 15 minutes. The reason for this requirement is that some databases are for controlling the passenger traffic at the border and therefore the border guard needs the data as actual as possible. To gather from Figure 8: Interfaces of the Source Systems there are a lot of sources databases which have to serve their data and the problem with a near-time DWH is the workload for these systems. In the proof of concept phase the DWH@Zoll project made an extract from one of the most resource intensive source systems. In order to this test the source system broke down according to performance problems. When this process should start every 15 minutes the stress for the sources is too high. This problem could not been solved yet completely. A further problem is the underestimating of data security. Because the source systems have different levels of data-security and different users the datawarehouse has to guaranty that the data are just accessible to the right group of users. Especially data about person must be handled very carefully. To ensure the security there are specialized organizations within the EZV which have to clear

reduce this project-risk; vendors should help the management thru transparency [34]. The question how long should a BPMP project takes the interview partners answered nearly the same: about six months. To reach such a goal it is necessary to set up a professional project management. In the beginning of a BPM project the focus is to set on functional aspects because the technology is a means to an end [34]. The quality of data is a further success factor. Therefore a strong focus on data level is recommended [34]. This is reflected in the DWH@Zoll project where one big challenge is the near-time extract-transform-load process and the quality of data. In literature this paper found further success factors wich are listed shorthand now. Setup Business Intelligence know-how Long-term strategy with small sense of achievement Comprehension of the end-users in the development process Realistic appraisal technologies of the available

the figure of Gartner represents. The right choice for a tool can reduce the amount of work but it will also bring some organizational impacts. VII. OVERALL CONCLUSION This paper discussed the definition of Business Performance Management, the advantages and disadvantages, some case studies corresponding to available tools and the field of researches. In this section the paper will give an overall conclusion to summarize the results of this literature review. The first take out is that there is no general definition of the term BPM. There are a lot of definitions in literature available which mean nearly the same. This paper proposes a definition which is a consolidation of several definitions: Business performance management is a set of management processes which have to be defined to optimize the way of reaching at least one business goal and enhance the business value. (own definition). The more definitions the less amount of practices this study found. Nevertheless Gartner forecast BPM as a mainstream in the next five to seven years. So it is obvious that BPM is a need for companies because to price pressure is increasing. In the industry sector performing is well-known already implemented. That the increasing pressure has an impact for service oriented companies is relatively new. To be competitive with BPM is the main advantage. On the other side one of the disadvantages is that an introduction of BPM is resource intensive and could have impacts on a companys organization. That is the reason why s success stories of BPM projects dont really exist. For the above mentioned coming mainstream it is obvious for having frameworks and procedure models available. But this study figured out that this is still an open issue. There are a lot of approaches with different points of view but this research misses an approach with a birds-eye view, which covers all factors if possible. The interest for such a model and framework is represented by the interviews with in BPM project involved people. BPM is a set of management process which needs information technology tools to support the processes. One problem is that in the field of Business Performance Management it is very heterogeneous and therefore there is no standard software available on market. So the evaluation of such a Business Intelligence tool have be done carefully in which the focus of the project should be on the process level and not on the technical one. According to an implementation of a BI tool it is necessary to define Key Performance Index. Nevertheless a BI tool needs input-data. About getting the data and the quality of the data is a gap in literature. This is a further open issue which this paper has found. A successfully implementation of BPM depends on several factors. One of them is the support of the management. An introduction should be a top-down approach and not a bottom-up. The practical experience showed that BPM could be a consequence or continuation of other requirements

Integrate first on the functional level

D. Conclusion The DWH@Zoll project is more a bottom-up approach. The main goals are to consolidate the data and the reporting tools. The idea of a Business Performance Management comes up after launching the project and therefore a further project was launched this year. In a first step a data-warehouse should consolidate data and publish them to the respective users. The security aspect of this step was underestimated and the project is delayed now. Once again it is obvious that Business Performance Management is not just one process but it consists of several processes and tools. The interest for a common framework combined with a best practice approach is in existence like the interview partners signalized. For a smoothly realization of a BPM project of the success factors is the support of the management. But also on the lower layers there are important factors to regard. The project should take an eye on the involved end-users or the needed data. The better the data are the better the analysis for the dashboard is and for gathering data a datawarehouse is a practicable way. The literature review found out that literature concentrates itself above the data level what could reduce the revenue for a company. On the same level like data there is the architectural layer. Many case studies propose a Service Oriented Architecture. To support the Business Process Management there are a lot of tools available on market. This paper introduced briefly three of the biggest market players but there are some further niche player like

like building a data-warehouse for distribution of data. Very often the management wants to see a sense of achievements and therefore BPM will be introduced incremental. With this approach it is possible to get a revenue early but on the other side the risk is that the project duration could last longer. A. Open Issues After the literature review, the study about the current state of the art and the practical view, there are some open issues which could be taken as a basis for a further study work. There are a lot of theoretical approaches to implement Business Performance Management but as the reality confirms, the introduction of BPM much more resource-intensive and complex. This is because of the complexity of the systems, together with all the satellite systems, many activities are required. All interview partners predicate that they did not use a BPM - specialized framework. The reason is that there is no one available and also the amount of best practice papers is relatively low which is also a fact confirmed in literature as well. To the same category belongs the fact that there is not a common, continuous process model. The need for such a process and framework is reflected in the big list of disadvantages of BPM. With a welldocumented framework and process most of the disadvantages could be eliminated or at least be reduced. Some research papers propose such a framework too and give some hints what this framework should include. The use of this framework will reduce the needed ressources for a Business Performance Management implemenation project and the project risks. Therefore the framework is attened by a procedure process based on a best practice approach. The framework will identify all in a BPM process involved factors and suggest the roles and responsibilities to define for the process. To build a BPM framework there are interviews with Business Intelligence solution providers needed as well as with companies which are building up a BPM process. In these interviews the study should be able to catch the need of each implementation step. Beside the interviews the study has to conduct literature sources for looking for available frameworks. After the presenting of the framework in a paper it should be possible to prove it in a BPM project. Therefore the work should suggest a company which is willing to realize the project with this new approach. A further open issue is the theme of data capturing. The problems here are the quality of data and the data security. With the transformation of data into a data-warehouse it is not ensured that the data are consistent and of a useful quality. A further problem which is also not described in the reviewed literature is the workload for the source systems. Nowadays business need data as actual as possible but the newer the data have to be the more workload the source systems will have. This knowledge is one experience of the DWH@Zoll project and it is still a

problem which has to been solved. This open issue is more a technical one but it has an impact on the Business Performance Management because this process is the requester for the data. In addition BPM depends on unsophisticated and reliable data. Describing a best practice for building up a datawarehouse will improve the quality of Business Intelligence and Business Performance Management software and therefore for the business decision making. In this description data security belongs as well as data capturing and consistency. To get such an approach it is necessary to make some interviews with companies who already have implemented data-warehouses and also with vendors of BI and BPM software. From these interviews the study will get some current problems which can be integrated in the solution approach. After proposing this best practice the study can be verified thru a real datawarehouse project. Therefore the study should look for a company which is willing to implement the best practice approach. In the chapter about research fields there is a further interesting area where open issues still exist: The field of vague information. In business not any information is precise but a system needs precise information to handle. Main problems are identifying the imprecise information and transforming it into system-useable information. The reviewed study used fuzzy logic to solve this problem. A further solution could be a Bayesian network. With this network it is possible to represent the probabilistic relationships to handle imprecise information. This paper did not found any studies about such an approach and therefore this could be a theme for a further paper too. One further study concerned with the distinction between large and small companies. It identified that a large company has other needs than a small one. The term Knowing-doing means the effectively transformation of information coming from the measurement of processes into effective tasks and is an open issue for larger companies. The small ones have problems with effectiveness, efficiency and adaptability. But there are also some problems which both kinds of companies have: The study carried out that project management and risk management belongs to the open issues. This need could be covered with a common process and framework, like in the first paragraph described. This study gives the hint that the framework and procedure model should be adaptable for smaller companies. VIII. APPENDIX In this section the paper presents some additional notes which are made during the working out. A. Interview notes Every interview is stored on MP3 and cannot be fully represented here. The following notes are additional notes made by hand during the interview.

1.

Pascal Pillonel

Figure 10: Interview notes Pillonel

Figure 11: Interview notes Pillonel - continuation

2.

Patrick Zihlmann

3.

Stephan Waser

Figure 13: Interview note Waser

IX. LIST OF FIGURES

Figure 1: Factors of BPM - own representation ........................... 1 Figure 2: The BPM Framework [1] ............................................... 5 Figure 3: Magic Quadrant for Corporate Performance Management Suites [13] ................................................................ 6 Figure 4: Grid Infrastructure Management [54] ........................... 7 Figure 5: Oracle EPM system [37] ................................................ 7 Figure 6: Number of citations [49] ................................................ 9 Figure 7: Future research areas - for large and small companies [49] .................................................................................................. 9 Figure 8: Interfaces of the Source Systems [50]......................... 11 Figure 9: Information Pyramid [50] ............................................ 12 Figure 10: Interview notes Pillonel ............................................. 15 Figure 11: Interview notes Pillonel - continuation ..................... 15 Figure 12: Interview note Zihlmann............................................ 16 Figure 13: Interview note Waser ................................................. 16

Figure 12: Interview note Zihlmann

X. LIST OF TABLES

Table 1: Classification of literature review ........................................................................... Table 2: Stage and Statement - based on [4] ........................................................................ Table 3: Glossary ....................................................................................................................

XI. GLOSSARY
TABLE 3: GLOSSARY Abbreviation BI BO Meaning Business Intelligence Business Objects

BPM BSC CPM EPM ERP ETL EVA EZV GSI IT KPI PDCA ROI SME SOA

Business Performance Management Balanced Score Card Corporate Performance Management Enterprise Performance Management Enterprise Resource Planning Extract-Transform-Load Economic Value Added Eidgenssische Zollverwaltung = Federal Customs Administration Global Single Instance Information Technology Key Performance Index Plan Do Check Act Return on Investment Small- and Midsized Enterprises Service Oriented Architecture

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Swiss

XII. SOURCES The sources are listed alphabetically.

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