Understanding and Applying CPM and BAM provides IT and Business Area managers and staff with practical information and insight that will help them design, develop and deploy effective CPM and BAM applications.  This one-day seminar provides an overview of the technical, organization and methodology issues associated with implementing CPM and BAM functions.

Understanding and Applying CPM and BAM provides a step-by-step model and approach for addressing the key challenges that determine successful CPM/BAM deployment:

• Challenge 1: Define business metrics and determine Key Performance Indicators (KPIs)

• Challenge 2: Capture the KPIs or the data needed to derive the KPIs

• Challenge 3: Integrate and consolidate KPIs and data sources

• Challenge 4: Report and present performance

Understanding and Applying CPM and BAM begins by defining, explaining, comparing and contrasting the several related- but different- applications currently used to generate tactical and strategic views of enterprise performance:

• Corporate Performance Management (CPM)

• Business Performance Management (BPM)

• Business Process Management (BPM)

• Business Activity Monitoring (BAM)

• Real-time Business Intelligence (BI)

• Business Analytics (BA)

• Decision Support Systems (DSS)

Understanding and Applying CPM and BAM introduces the concepts that determine the business metrics, outcome measures and key performance indicators (KPI) that CPM and BAM systems collect, analyze and report.  Participants will learn about the controversial “soft” issues that often make or break successful CPM or BAM implementation, including the need for information transparency, the effects of internal politics, and the usage of popular metric management approaches including Six Sigma and Balanced Scorecard.

Understanding and Applying CPM and BAM examines the most popular presentation strategies for reporting and portraying performance information:

• Portals

• Dashboards

• Balanced Scorecards

The seminar discusses the pros and cons of each, and shows how they can often combine to provide a highly effective management solution.

Understanding and Applying CPM and BAM identifies and introduces the critical technical and data administration issues involved with creating a well-constructed CPM/BAM system.  Topics covered include ETL (Extraction, Transformation and Load), integrating and consolidating data from multiple “silo” sources, semantic integrity, and data quality.  The program reviews basic data architecture options and issues involved with providing near-real-time data, including the roles of EAI layers, application/integration servers, data warehouses, data marts, multi-dimensional cubes and operational data stores (ODS).

(Participants needing more extensive and in-depth technical discussion of these topics should attend the companion course “Feeding BI, BA, BAM and CPM: How to Design and Build an Effective Data Architecture and Data Infrastructure.”)

Who Should Attend?

This concepts seminar has no prerequisites and does not assume any prior knowledge of BAM, CPM or any technical IT topics.

• Business area leaders and senior staff members

• Business analysts

• IT management, senior staff members, data administrators and data analysts

What You Will Learn

• What are BAM and CPM?: How both provide a strategic approach to improving business performance.

• How do BAM and CPM work?: How both rely on operational data fed near-real-time from production applications, data warehouses, operational data stores and data marts via portals and through customized dashboards for presentation.

• Why would you do that?: How BAM and CPM help align business goals and strategy with business performance via timely operational decision-making.

• What do you have to do to do it right- technically?: How to create a reliable, accurate, timely data infrastructure and present the data effectively.

• What do you have to do to do it right- administratively?: How to decide what metrics to use to measure which business activities.

• What do you have to do to do it right- organizationally?: How internal politics, data transparency and change management impact implementation.

Course Outline

Section 1: Why Business Activity Monitoring and Corporate Performance Management?

• BAM and CPM defined and contrasted (Case Study)

  • Strategic vs. tactical performance

• How BAM and CPM are supposed to work

  • Managerial decision making life-cycle

• BAM and CPM vs. BI, BA and DSS

  • Repeatable Practice Measurement vs. Ad hoc Analysis

  • Operational decision making vs. Planning

Section 2: Performance Measurement…What, When and How

• What to Measure: Key Performance Indicators (KPIs)

  • Define desired performance

  • Efficiency vs. Effectiveness: Quantity vs. Quality

  • Measure activities that predict or represent performance

  • Measure what you can control

  • Jimmy Carter Syndrome: Avoiding information overload

• When to Measure?

  • Business events…State and Status changes

  • Real-time vs. Near-Real-Time

  • How close to Real-Time is close enough?

• When and What to Report?

  • Business events…State and Status changes

  • Filters

  • Thresholds and Alerts

• Manual vs. Automated Decision-making and Interventions

  • Publish and Subscribe architecture

  • Pre-defined Triggers

Section 3: Organizational Challenges and Success Factors

• Who defines the measures, timing and reporting channels?

  • Identifying stakeholders

  • Collaborative goal setting

  • Accountability and responsibility vs. authority and autonomy

  • Communications and collaboration

  • Attack dimensions: Multiple truth sources and data quality issues

• Information Transparency

  • Open-book Management

  • Interpretation and analysis training

  • Authority delegation and Risk-taking

• Tailoring for Users

  • Dashboard viewers

  • Business analysts and Power users

  • Dashboard authors

Section 4: Effective Presentation

• Presentation Frameworks

  • Board of Directors Viewer

  • Briefing Book

  • Balanced Scorecard

  • Portfolio Chart

  • Operational Dashboard

• Dashboard options and strategies

  • What to present: Big picture vs. details

  • Navigation

  • Correlation and discovery

  • Drill-down

  • Results export

• Balanced Scorecard

  • Linking strategic objectives with metrics, targets and projects

  • The four buckets: Finance, Customer, Internal Process, Learning and Growth

Section 5: The Performance Data Infrastructure

• Sourcing

  • Internal systems: ERP, SCM, MRP, CRM

  • External sources: Availability and reliability

• Integration

  • EAI layers

  • Application/Integration Servers

  • Data Warehouses and Data Marts

• Data Quality

  • Timeliness

  • Accuracy

  • Completeness

  • Relevancy

  • Consistency

Section 6: A Roadmap for Building BAM and BPM Functions