They support formal strategy management philosophies (e.g. the Balanced Scorecard)but might be adapted to business specific needs. Strategy managementcomprises [Chandler et al. 2009, p.6]:• Strategic planning application, which includes long-term financial planning,which creates a high-level perspective of revenue, expenses, balancesheet items and cash flows to show the financial impact of different strategicalternatives.• Initiative/goal management application, which includes projectmanagement-liketools to enable responsible managers to execute specifictasks related to a strategy.• Scorecards and strategy maps, that help organizations measure and alignthe strategic and tactical aspects of businesses, processes and individualswith goals and targets. They are used to record strategies, objectives andtasks, measure performance, and provide a collaborative environment foreffective, enterprise-wide communication. Strategy maps show a logical,step-by-step connection between strategic objectives in the form of acause-and-effect chain.• Dashboards (or cockpits) 1 , which are a reporting mechanism that aggregatesand displays metrics and key performance indicators (KPIs), enablingthem to be examined at a glance before further exploration via additionalBI tools, make it possible for the users to quickly monitor and track performancevia an esthetic user interface, which employs visualization components,such as gauges, thermometers, dials and traffic lights (fig. 4).3. SAS STRATEGIC PERFORMANCE <strong>MANAGEMENT</strong> AS AN EXAMPLE OFSTRATEGY PERFORMANCE SOLUTIONSThe market of Corporate Business Performance solutions is still growing[Rayner et al.2007, p.4]. Consultant companies usually mention 4 to 6 mainvendors of CPM solutions: Oracle (with Hyperion), SAP (with Business Objects),IBM (with Cognos), SAS Institute, Microsoft and Infor [Hamerman 2009, p.9],[Vesset & et al. 2007, p.4], [Chandler et al. 2009, p.2]. According to GartnerGroup, SAS Institute has: “the strongest combination of profitability modeling andstrategy management of any CPM suite vendors, which makes it suitable for organizationslooking for a strategic approach to CPM” [Rayner et al.2007, p.19].Also French analytical company Yphise confirms the leading position of SAS. Itconsiders SAS Strategy Performance Management the best strategy managementpackage, with better functionality than Cognos Metric Studio (IBM), MicrosoftOffice PerformancePoint Server (Microsoft) and SAP Strategy Management (SAP)1 Dashboards are a common part of all CPM applications.22
[Yphise 2009, p.16-27]. The same opinion shares Simon who considers that[Simon 2007, p.4]: „Competent strategy solutions are still few and far between, butSAS Strategic Performance Management represents a notable exception, providingsupport for the whole strategy process”.Figure 4. Dashboard – an example.Source: CP Corporate Planning AG Web site.SAS Strategic Performance Management helps align, monitor and measurethe execution of key initiatives that serve strategies and performance goals. It is thepart of SAS Financial Intelligence platform. SAS Financial Intelligence includesthree solutions: Strategic Performance Management (strategy management, improvement,monitoring), Financial Management (planning and financial reporting)and Activity-Based Management. All the solutions are independent but integratedand complementary. The Strategic Performance Management (SPM) solution relieson the Enterprise Intelligence Platform. It includes three levels and tools: monitoring(Information Delivery Portal), modeling (SPM) and population (Data IntegrationServer) [Yphise 2009, p.12].23
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- Page 3 and 4: PREFACEThe role of the various info
- Page 5: TABLE OF CONTENTSBECKER J.COMPARATI
- Page 8 and 9: 2. THE METHODOLOGY OF THE OBJECT OR
- Page 10 and 11: Gentleware [Gentleware, Poseidon…
- Page 12 and 13: The first category of the comparati
- Page 14 and 15: 5. CONCLUSIONSCalculated weighted s
- Page 16 and 17: 14. Kaczmarski K. (2003), Extreme p
- Page 18 and 19: Figure 1. Development of controllin
- Page 20 and 21: 2. THE CHARACTERISTIC OF CORPORATE
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- Page 26 and 27: 4. CONCLUSIONDespite the fact that
- Page 28 and 29: LOGISTICS IN INFORMATION SYSTEMSKrz
- Page 30 and 31: work required to move and position
- Page 32 and 33: Today the information flow within t
- Page 34 and 35: ponents, store them, transport them
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- Page 38 and 39: members of the project can easily s
- Page 40 and 41: Figure 4 Evolution of ERP.Source: O
- Page 42 and 43: ments planning, and the execution s
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- Page 46 and 47: DATA WAREHOUSE DESIGNWłodzimierz K
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- Page 52 and 53: Processes should form a hierarchy a
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- Page 62 and 63: 5. THE BI SYSTEM COSTIn this chapte
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THE SELECTION PHASE IN DECISION MAK
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Figure 1. Decision support system f
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decision levels.Most of the transpo
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Figure 4. The fuzzy expert system a
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5. CONCLUSIONSThe proposed system s
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XML namespaces, XML Schema, XQuery,
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SELECT XMLQuery('XQuery' PASSING XM
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Table 2. Results of Example 2.40000
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Table 5. Results of Example 5.40000
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8. XML Feeds of Current Weather Con
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2. STORAGE OF NATIVE XML DATAThere
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• a path index, which indexes the
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tional data is not very difficult i
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One of possibility of integration o
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DATA COMLETNESS ESTIMATION INMANAGE
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tion. Completeness level of a given
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Figure 1. Data volume observed duri
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Table 3. Classification matrix for
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