SAS Strategy Performance Management is a Web-based application fordesigning, building and managing scorecards, dashboards and diagrams, includingstrategy maps. The most important components of SAS SPM solution are asfollows [Simon 2007, p.2-4]:• strategy maps,• performance dashboards,• scorecards,• performance portal.Strategy maps are highly visual tools that allow relationships betweenobjectives, projects and KPIs to be illustrated and supports collaborative workingas management strive to confirm the integrity of the inter-relationships betweendifferent measures in different areas. The components of the strategy map are completelyuser definable and can therefore support any reasonable strategy descriptionregardless of the methodology employed. Users have virtually unlimited flexibilityto describe objectives and projects and performance measures using terms that fitthe organization’s culture and language.In contrary to strategy maps, which provide a window on performancesuitable for analysts, strategy setters and senior managers, performance dashboardshave become accepted as a much more suitable way of communicating strategy‘down the line’. Like the strategy map, performance dashboards use traffic lightingto denote good (green), amber (acceptable) and red (bad) performance.Scorecards are the more ‘traditional’ way of depicting performance, withperformance set out in grid style and icons, such as colored arrows, or other userselected icons to denote the status of performance. Whereas the emphasis of adashboard is to instantly communicate performance for a limited number of measuresin an eye catching way, the scorecard is designed to promote deeper enquiryand analysis. The exact layout of the scorecard is totally user definable. It is possibleto look at different performance measures, in different time periods and fordifferent slices of the organizational hierarchy and other dimensions. The drilldowncapability of the SAS scorecards allows the user to follow KPIs down thehierarchical organizational structure, revealing the performance contribution madeby business units lower down the tree. The system provides visual cues, flaggingwhere acceptable performance at one level may be masking poor performancelower down the structure. During drill-down the system shows the interrelationshipbetween the performance measures in a tree-like structure. The user can see theassociations between KPIs and other measures such as projects, goals and objectivesand start to form a view about how performance in one area is affectingperformance in another.The SAS Portal is the place where different views on performance can bebrought together (fig. 5).24
Figure 5. SAS Portal – an example.Source:SAS Institute Web site.The portal can present a highly personalized view of performance that allowsthe users to focus on the measures that are most relevant to their role. Asother above described tools the portal is totally user definable and if desired, cancombine dashboards, scorecards and strategy maps depending on the user’s skillsand role within the organization.SAS SPM includes several out-of-box templates with predefined contentsand indicators for operational directions (IT scorecard, HR scorecard, marketing,finance) and sectors (banking, insurance, telco, retail, hospital, health care).25
- Page 1 and 2: WARSAW UNIVERSITY OF LIFE SCIENCES
- 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
- Page 22 and 23: They support formal strategy manage
- 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
- Page 36 and 37: tions depend on the type of operati
- 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
- Page 44 and 45: company to fulfill customer needs),
- Page 46 and 47: DATA WAREHOUSE DESIGNWłodzimierz K
- Page 48 and 49: In the upper layer local data wareh
- Page 50 and 51: In the top-down design data warehou
- Page 52 and 53: Processes should form a hierarchy a
- Page 54 and 55: Oracle Warehouse Builder (OWB) is a
- Page 56 and 57: BUSINESS INTELLIGENCE SYSTEMS - IMP
- Page 58 and 59: a. Primary purpose of operational s
- Page 60 and 61: a. Multiple data marts and warehous
- Page 62 and 63: 5. THE BI SYSTEM COSTIn this chapte
- Page 64 and 65: BUSINESS PROCESS MODELING - METHODS
- Page 66 and 67: The (Rational) Unified Process is o
- Page 68 and 69: was to be designed user-friendly fo
- Page 70 and 71: architects and software engineers t
- Page 72 and 73: 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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