Renfeng Ma, Sedgwick County
Dr. Bjarne Berg, Comerit Inc.
]
[ JUERGEN LINDNER
SAP POINT OF CONTACT
MEMBER SINCE: 1998
[ LINDA WILSON
ASUG INSTALLATION MEMBER
MEMBER SINCE: 1999
[ ATUL PATANKAR
ASUG INSTALLATION MEMBER
MEMBER SINCE: 2000

 We will look at lessons learned from the implementation of a very large SAP NetWeaver® Business Intelligence (SAP
NetWeaver BI) cockpit
 Learn how to achieve government transparency using SAP technology
 Review the change management process of developing 800+
KPIs in a public agency
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 We will explore how applications and systems can be integrated, how data collection can be automated, and how cockpits are developed in a standardized format using SAP’s Strategic
Enterprise Management’s (SEM) Corporate Performance
Monitor, SAP NetWeaver BI, and SAP NetWeaver Portal combined

3
Agenda
 Background
 Data collection from non-SAP sources
 A real example of a very large cockpit
 Seasonal thresholds and graphing options
 Change management
 Wrap-up

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Background
Sedgwick county has 21 cities, including the city of
Wichita with 354,000 people. It also has 27 townships and an area of 1,008 square miles.
Sedgwick County is home to a number of aviationrelated industries and is known as the “Air Capital of the World.”

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Background (cont.)
 The county has many organizations, such as public health, fire, emergency medical services (ambulances), sheriff and jail operation, forensic center, code enforcement, registrar of deeds, county clerk, criminal justice (district attorney, district courts), highways, mental health services, parks, solid waste, housing, election, HR, treasurer, tax collection, county zoo and coliseums, and much more …
 A major challenge was to measure these many services effectively to improve accountability and achieve transparency.

Determine where you need to go and the steps to get there…
1. Develop Management Story
2. Develop Primary KPI and
Secondary KPIs
3. Group KPIs into KPI Themes
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How Do You Manage? - Three Components of a Management Story
•Primary Outcome: KPI
•Identify Service Requirements (accuracy, timeliness, quality, volume)
•Manage Resources to Meet Service Requirements (people, tools, process, communicate with funding source)

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Reducing Resistance to Change
Hint: Use testimonials from peers to reduce psychological resistance to the Management Story – “How I Came Up With
My Management Story”. Testimonials by…
• Director of Fleet Management
• Director of Emergency Medical Services (EMS)
• Mark Masterson, Corrections
• Colin McKenney, CDDO
• Tim Kaufman, Human Services
Educate KPI Owners - The Three Dimensions of KPI
• What to Measure
• How to Measure
• How to Interpret

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Encourage Wide Array of Measures - The Three Types of Indicators
Lagging - historical look at past performance (quarterly revenue, hours off due to job related injury, employee turnover)
Leading - predictive of future results (safety training completion rate, scheduled maintenance compliance rate, grievances)
Real-Time – where things are right now (inventory levels, employee count, contractual obligations outstanding)
4 Signs of a Good Indicator:
• Tracks mission critical outcomes and activities
• Is influenced by productive behavior but can’t be easily manipulated by your team
• Something that all team members can focus their efforts on
• Value of measuring exceeds cost of measuring

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Do change management before changes actually occur.
If something has been used by my peer for a long time, maybe it’s not too risky after all. Dashboard is not new to Sedgwick County, EMS has been using one for years…

Roles and Responsibilities
Roles of a Division Director
Schedule 4 hours each week for
Division Director and Department
Heads to develop KPI with the help of KPI consultants
Provide quality control before KPIs go in front of County Manager for approval
Be the champion for KPI development and ensure timely completion of KPI in the division
Roles of a Department Head
Be the champion for your departmental KPI
Ensure that your KPI is clear to and accepted by your employees, and your employees are committed to improving your KPI
Allocate 4 hours each week to develop KPI with the help of KPI consultants
Managing by KPI is everybody’s job, involve all the employees in your department
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Measuring performance takes time and effort. Clear responsibility and well understood timeline are essential to success.

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What Is SEM-CPM?
 The Corporate Performance Monitor (SEM-CPM) is part of the
Strategic Enterprise Management BI tool suite. It consists of the
Performance Management (PM) area and the Strategy Management area (SM).
 The Performance Management area consists of four distinct areas:
1. Management Cockpit
2. Measure Builder
3. Benchmarking
4. Delivery of business content
Source: J. Lombard, 2006

Strategy Management and Performance Measurement – CPM
The presentation layer in SAP
CPM cockpits has four layers:
 Cockpit High-level overview (consists of walls)
 Wall
 Logical view The display level of the cockpit; consists of frames
 Frame
A logical grouping of measures
Lowest level of individual measure display
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These presentation layer objects are already Webenabled and integrated with the Portal. They also provide built-in drill-downs and navigation, based on how you constructed your measures.

SEM-CPM Walls
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The color codes
(red, yellow, and green) of the indicators are set based on some thresholds that we will explore later …

15
SEM-CPM Navigation and Measures
 The frames can be based on a set of composite measures that are weighted; i.e., six KPIs can we weighted differently to create an overall measure.
 You can create the hierarchies of measures in the Measure Builder tool (transaction UMK_MB_DISP_PARA)
By clicking on each of the frames, you can access more details in graphical cockpits

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Agenda
 Background
 Data collection from non-SAP sources
 A real example of a very large cockpit
 Seasonal thresholds and graphing options
 Change management
 Wrap-up

Our System Architecture and External data extraction
Legacy
1
SQL
Server
Users
Users
Users
Users
Users
ASP page
2
6
3 4 5
SAP R/3
SAP BW
SAP
SEM-CPM
SAP
Portal
1. Flatfile updates and Manual
Updates through ASP pages.
Gradually being automated.
2. Periodic updates through DB connect from SAP BI
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3. Periodic updates through BI extractors (ALE)
4. SAP BI Queries executed through
ODBO
5. Cockpits hosted in SAP Portal, which also provides single sign-on (SSO)
6. Users via standard web browsers on intra or internet.

External data extraction and updates
By creating a SQL
Server database, we could standardize the user input and customize the web pages in ASP so that is was easy to do manual inputs.
Legacy systems
ASP page
SAP R/3
SQL
Server
SAP BW
SAP
SEM-CPM
Users
Users
Users
Users
Users
SAP
Portal
All input are flagged as periodical (monthly, qtr or annual) and are open for edits only for a specific period by a few individuals in the department that has
18 access.
The extraction from the SQL server database to SAP BW/BI is done through a single job that extract all KPI information for the period through the use of SAP BI’s
DB connect feature.

Query Performance and Simplification in Infocubes
For Non-SAP data
Since single KPI values for a given department and period are stored in the SQL Server and transmitted to BW. The
Queries takes on average 0.2 seconds !!!!
Legacy
ASP page
SAP R/3
SQL
Server
SAP BW
SAP
SEM-CPM
Users
Users
Users
Users
Users
SAP
Portal
KPI_ID Period Dept_ID Value Period_type Locked
1 2007-10 201 0.65
Monthly Y
…
…
4
5
2
3
6
2007-11
2007-12
2007-07
2007-10
201
201
202
202
…
2008-01 204
…
… …
0.64
0.68
386
394
16794 Annual
…
…
Monthly
Monthly
Qtr
Qtr
…
…
Y
N
Y
Y
N
…
…
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For SAP data
The details are kept in the
DSO and the infoCube has only the single value for the department for the period.
Query speed is therefore only
0.2 seconds on average…

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Agenda
 Background
 Data collection from non-SAP sources
 A real example of a very large cockpit
 Seasonal thresholds and graphing options
 Change management
 Wrap-up

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A User Experience Example
Our first step is to navigate to the departmental KPIs
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Accessing Frames
Now we want to explore the summary cockpit for Public Safety
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Accessing Summary Cockpits
These KPIs are weighted measures of six KPIs for the emergency management services. The index is color coded for acceptable performance levels.
23
We can click on any graph to enlarge it …
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Drilling Down to Details
Here we can see that the index has turned red. That indicates that further research is warranted. We added a new drill-down button to make user navigation easier …
24
Note: This is sample data from the test system and has not been validated (system went live a few months later) 24

Changing Indicator Graphs on the Cockpits
In the cockpit, the colors are set by the underlying KPI performance. When there are no benchmarks, you can change the image …
Some KPIs do not have benchmarks, they are not color coded red , yellow , or green .
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In those cases, SAP codes them with a “beautiful” X.
We did not like that and created our own image and replaced the “X” with a customized image instead.
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Exploring the Emergency Management Profile
The profile does not contain benchmark data, but is informative about the activities. Here we explore the number of EMS 911 calls.
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From the EMS profile, users can access:
1. Primary KPIs for the organization
2. Program outcome KPIs
3. Tertiary KPIs to manage the operations
KPIs are for all levels of the organization
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Program Outcomes for EMS
Program outcomes include detailed benchmarks for monthly performance and are coded red, yellow, and green based on actual data. Here we see ambulance performance for one month.
- Building hierarchies of measures gives everyone, at all levels of the organization, some benefits of using the cockpit.
- Getting the management to use the same tool is a major benefit of SAP NetWeaver BI.
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Tertiary Operational Indicators for EMS
The tertiary indicators are most important for the director of Emergency
Management Services. It may be combination of survey data taken periodically and system data loaded monthly.
Don’t be afraid of merging periodical data, such as customer satisfaction and employee ratings taken every six months,
28 with operational data from source systems 28

Tertiary Financial Indicators for EMS
By making financial data easily accessible with the operational data, the department managers see a greater benefit of using the cockpits.
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The data can be annual, monthly, or weekly, as long as it is used for trend lining and management decisions.
Be careful about adding daily information. When doing so, you are leaving management cockpits and have started building dashboards which have different usage communities and a variety of different tools
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Dashboard, Scorecards, and Cockpits
Purpose
Usage
Updates
Data
Measures
Context
Source
Dashboard
Displays performance
Performance monitoring
Real-time feeds
Events
Metrics
Exceptions/alerts
Linked to systems
Scorecard
Displays progress
Performance management
Monthly snapshots
Summaries
KPIs
Targets and thresholds
Linked to plans
Cockpits
Displays status and events
Performance management
Daily snapshots
Summaries and events
Metrics & KPIs
Trends
Linked to BI systems
Sources: Wayne Eckerson, 2005;
Bjarne Berg 2006
 Many companies and people confuse the concepts of dashboards, scorecards, and cockpits. They vary in terms of purpose, usage, source, data, etc.
 Most SAP NetWeaver BI systems fall into the cockpits category
These are typical parameters, and some may be slightly different
(e.g., some metrics in a cockpit may only be updated monthly).

Back to the Walls
This case study has 821 KPIs for management and operations – we only looked at one small area with 18 KPIs so far. Let us look at the senior management’s view of the cockpit and the community profile …
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For senior management, the KPIs tend to have more broad applications in terms of scope and level of aggregation. Policies and budgets are based on overall performance and not the day-to-day operations which may fluctuate by season.
Dashboards – not cockpits, are used for operational management
31

The Senior Management Community Profile
The Community Profile is a great way to summarize the organization in terms of descriptive statistics. It is a very highlevel overview of the status of the organization.
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For commercial enterprises, this is an area that may contain a summary of all employees, locations by demographic information and organizational model, and/or summary production volumes or sales volumes for last quarter, or year, and trend lines.
Keep the information very summarized!
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The Community Profile of an Organization
The community profile should be organized in sub-categories that are informative, interesting, and have long-term trend line value.
This example has six sub-groupings of measures and a total of 34 KPIs.
33
For example purposes, we will explore the long-term Economic trend lines

Community Profile – Economic Indicators
For long-term indicators, don’t be afraid to use external data and data that has annual updates. The collection of this data is simple, low cost, and provides everyone with a shared knowledgebase.
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In the community profile, the data should be long-term trends and relevant to strategic decision making

Keep the Cockpit Useful for a Large Community
By keeping the cockpit “wide” and for a large user community, we were able to provide a shared view of a highly diverse government organization
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Build a “wide” cockpit with shared measures that is widely available to all users
35

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Agenda
 Background
 Data collection from non-SAP sources
 A real example of a very large cockpit
 Seasonal thresholds and graphing options
 Change management
 Wrap-up

Automating Thresholds and the KPI Data from Non-SAP Systems
The data table in SQL server provides a set of columns that capture the summary of the results for the period for a department.
KPI_ID Period Dept_ID Value Period_type Locked
…
…
1
2
3
4
5
6
2007-10 201
2007-11 201
2007-12 201
2007-07 202
2007-10 202
…
2008-01 204
…
… …
0.65
Monthly
0.64
Monthly
0.68
Monthly
386 Qtr
394 Qtr
16794 Annual
… …
… …
Y
Y
N
Y
Y
N
…
…
This allows the department to update the KPI values for a short time period to correct any errors
(done in a simple ASP page)
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Threshold values (Red,
Yellow and Green) are captured for each period, so that the history of historical thresholds can be preserved.
KPI_ID Period RThreashold YThreashold GThreashold
1 2007-10 0.8000
0.7500
0.7499
…
…
4
5
2
3
6
2007-11
2007-12
2007-07
2007-10
…
2008-01
…
0.8000
0.8000
450.0000
450.0000
0.7500
0.7500
425.0000
425.0000
0.7499
0.7499
424.9999
424.9999
…
…
21000.0000
17500.0000
17499.9999
… …
… …

SEM-CPM Rules for Graphs and Real Estate
 Try to avoid empty spaces, but don’t force unrelated measures into the cockpit view — it confuses users
Don’t use as many types of graphs as possible, and never mix more than 3 types of graphs. If you use more, users have to interpret the pictures as well as the data.
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 Missing data points add irritation.
(it is hard to hide bad data in a cockpit)

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SEM-CPM Rules for Graphs and Real Estate (cont.)
There is nothing wrong with using the same type of graphs on a cockpit (e.g., tachometers or line charts). Users adapt quickly and can absorb the information faster.
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Tracking Changes Over Time – Annual Measures in Context
For an organization to act strategically, you need annual performance measures to see the big picture. You often have to merge measures also.
This is of little value to the operational managers, but of great value to the
CFO, CEO, CxO, and upper-level executives.
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When the executives are looking at their organization, they are frequently examining external data at an annual level
40

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Use of Complex Graphing of Annual Measures
Sometimes measures have little value unless they are seen in context of other indicators. You can use complex graphing with different scales to address this.
Example: Number of fatalities in road accidents have limited value in assessing vehicle safety without seeing the context of total number of accidents.
We can click on the graph to examine this closer
41

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Use of Complex Graphing of Annual Measures (cont.)
We now have two measures over five years of different scales.
However, SAP-CPM allows you to merge these in a single graph with two scales.
42

43
Agenda
 Background
 Data collection from non-SAP sources
 A real example of a very large cockpit
 Seasonal thresholds and graphing options
 Change management
 Wrap-up

44
Change Management Process
 Since a CPM system is going to track performance over time, it is important that the benchmarks and thresholds do not fluctuate frequently
 At the same time, the organizations and people being measured have an inherent interest in moving the thresholds if they turn yellow or red
 Therefore you will need a formal change management process for how to get approvals for changes to the cockpits
 Senior management should be the decider, not the IT department …

Change Management Process (cont.)
Change
Request form
Submission
Complete?
No
IT responsible
Business responsible
Sr. mgmt. responsible
No
Approved?
Yes
Scheduled
No
Integration tested
QA environment
Yes
Approved?
Approved?
Yes
Moved to production
No
System tested
Devl. environment
Yes
Review recommended?
No
Yes
Change
Request form Developed
Unit Tested
Devl. environment
No
Approved?
Yes
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The Change Management Form – Page 1
 To make this process work, you need a formal instrument.
 The instrument can be online (i.e., a Web page), electronic (Word document), or a paper-based system.
 The form should contain at least these fields:
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The front page that the requestor fills out
Change Request Form
Requestor Name:
Department
Phone number / email
Describe the change requested, be detailed
Why is it needed
How important is it that the change occur? (how would you manage if this is not done)
TBD When possible
Future release
Date
When is the change needed
Break-fix
(right now)

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The Change Management Form – Page 2
 This page is used by the system administrator or the project team
 The purpose is to have controlled changes that are scheduled and tested appropriately
Received date:
Reviewed by:
Comments/recommendation
For internal use only
The back page that the system admin and approver fill out Approval status:
Pending Not-Approved Future release
Approved by:
Approved date:
Assigned to:
Due date:
Pending Prototyped In QA
Development status:
Approved Break-fix
(right now)
Tested In Production
47

48
Agenda
 Background
 Data collection from non-SAP sources
 A real example of a very large cockpit
 Seasonal thresholds and graphing options
 Change management
 Wrap-up

49
When to Consider CPM — Management Cockpits
 The management cockpits and Web rendering closely integrate with the pre-delivered measures in SAP Measure Catalog. You also can add new measures through SAP Measure Builder.
 By linking the higher-level measures using Measure Trees, you can create true performance measures that are consistent throughout your cockpit and which also take care of most of the Web navigation and drill downs in the cockpit. Navigation is built into the management cockpit and you do not have to build customized links.
Consider SAP CPM when you have limited in-house Web skills, or when measure consistency and rollups are very important.
Drawback: Users often complain that there are too many steps that they have to follow when drilling up and down within the measures (rigid navigation that is hard to customize).

What SAP Tool Should I Use? – Other Options
Multidimensional Analysis (full)
Portal integration
Information Broadcaster
Formatted reporting
Graphical options (delivered)
Automatic code generation
SAP integration
Direct support for non-BW data
Simplicity to use and learn
BW 3.x
Web AD
J
J
J
-
-
-
J
-
-
SAP Net-
Weaver 7.0
Web AD
J
J
J
J
J
J
J
-
-
SAP
NetWeaver
Visual
Composer
-
J
-
-
J
J
J
J
J
-
-
J
-
J
SAP
SEM-
CPM
-
J
-
J
-
-
J
-
J
J
Thirdparty cockpits
-
J
-
Java SDK tools
-
-
-
-
J
-
-
-
-
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There are many options and sometimes the choice is based on what you are familiar with and whether you enjoy using new tools
-
-
J
-
J
J
J
Portal iViews
J
J

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Resources
 COMERIT (SAP BI presentations and articles)
 http://www.comerit.net
 Patrick Dixon, “Optimize Your Portal Implementation with These
Undocumented Security and Performance Techniques” (Admin and
Infrastructure, 2007).
 www.sapinsideronline.com/downloads/Las_Vegas_2007/presentations/Track9
_session9.pdf
 Dr. Bjarne Berg, “Building Cockpits and Dashboards: Shortcuts,
Design Best Practices, and Guidelines to Ensure You Pick the Right
SAP Tool for the Job” (Reporting and Analytics conference, 2007)
 http://csc-studentweb.lrc.edu/swp/Berg/articles/R&A_2007_Berg_building
_cockpits_dashboards_v3.ppt

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Learning Points
 Don’t underestimate the time it takes to get management buy-in to measures, thresholds, and performance graphs
 Get very senior management sponsorship. If you cannot get it, go with OLAP instead.
 Instill the tool into the organization’s decision-making process, i.e., create a periodic (monthly) meeting with KPI reviews.
 Formalize a process for when and how KPIs can be changed. Approvals should be done by senior executives and not very often (seek measure stability).

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How to contact us:
Dr. Bjarne Berg,
Refreng Ma,

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
Please remember to complete and return your evaluation form following this session.
]
For ongoing education on this area of focus, visit the
Year-Round Community page at www.asug.com/yrc
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