Setting up a Hyperion Center of Excellence

1. Setting up a Hyperion Center of Excellence Case Study at Plantronics By Michelle.M.Breslin@gmail.com

2. Typical issues encountered with new Hyperion deployment • New resources – inexperienced with toolset • The one experienced resources spread thin • Inadequate documentation. Knowledge in the head of two people – one leaving, one left • Each project is a reinvention – new consultant (same co) – new way. New co – new way. • Applications not designed consistently • Paying consultant to help maintain production • Little or no re-use of dimensions • Spread responsibilities (IT-systems and essbase) (Finance – application, meta data)

3. ….and the list goes on • Requirements could be ambiguous (language issues) and not refined going forward • Too many projects were competing for too few resources – internal resources on many projects • Training and testing combined (Pennywise, pound foolish) • Inconsistent user interface design – task list vs advanced mode, scripts vs rules • Frustrated users – and some half a globe away. Screen prints – day late answers

4. There must be a better way! • Use the Center of Excellence (CoE) to define standards • Let the CoE define or drive the use of a standard for documentation • Create the (CoE) early – in the beginning

5. Definition of CoE • Centralized resources • Expertise • Training • Application Design, test practices, tuning, etc • Best Practices • Continuous Process Improvements

6. What’s the Driver? • Global teams • Limited resources • Systems/processes are complex • Tight budgets and getting tighter • The Need for Speed

7. What’s the Gain? • Efficient delivery of the applications – YES, THIS MEANS FASTER DEVELOPMENT! • Re-use of dimensions, training materials • Reduced implementation time, training prep, etc • Reduced costs – both internal and consulting • Better alignment with organization goals

8. What would a CoE DO? • Communicate to executives • Support – deep support for end users or super users • Training – end user, standardized training, training on full tool set for super users • Standard setting – design principals, documentation, move to production guidelines, security, etc • Infrastructure – Hyperion seems to become a cluster of servers and services • Consulting – selection, management • Project management guidance • Evangelize – get more from the investment

9. What’s the Mix? • Business Analyst • Architect (DBA, Technical Analyst, Infrastructure) • Project Manager • Trainer • Testing Coordinator • Developer – consultants • There is a lot to know, essbase, ASO, BSO, relational databases, Planning, Financial Reports, OBIEE, Web Analysis, essbase plug-in, SmartView, scripting, HAL, MaxL

10. Role: Business Analyst • Facilitate requirements gathering, define the problem deeply ie translate the need • Ensure that the project meets the companies threshold for valid project – biz case • Test the organizations readiness for change • Is there sponsorship for change? • Be the one in the space between – biz and tech • Help the PM create a workable plan

11. Architect – what do they do? • Understand environment – soup to nuts • Source and state of data – where and when to pull data • Design applications, essbase cubes • Validate usability of cubes • Test drive dimensions • Test assumptions • Understand Hyperion suite

12. Project Manager • What is tracked, happens • Manages schedule and expenses • Manages issue and issue resolution • Manages escalations to sponsor • Schedules and manages sponsor reviews • Manages change requests • Ensures processes are followed • Closes the project

13. Trainer – always undervalued but key • The difference between using the application and having the application • Develop repeatable training materials and training methodologies • Creates common frame – for communication for issue resolution. • Makes everything more efficient and effective

14. Testing Coordinator • Probably not a separate role but key • Generates testing methodology – standard cases, requirements (what to test) • Generate template for test cases • Inputs and expected results • Ensures all the bases are covered – impact on production, usability • Reports and tracks unexpected results

15. Developers - consultants • Together develop technical standards, processes and guidelines • Subject Matter Experts (SME’s) • Help build the bench on the technical side • Document development efforts, scripts, rules, forms, etc

16. Support • Deep support and first line support required • Structured for the needs of the organization • Super user • Embedded in Helpdesk • How do you handle many time zones • Use a common process for support and issue tracking – document solutions so that others can repeat. Find what works for your organization • Escalation path or process

17. How does a CoE Happen? • Start small – create a framework, may leverage company standards already in place • Evolve over time – add hats, change hats over time • Add services as you can support them

18. Assessment • Do you have the skills in the organization? • Both technical and business • How would you acquire the skill set? • Create a training plan and build the bench • Set the process – make a best guess • Re-evaluate – take a critical eye to what is working and what is not. Refine until you have something that works

19. Find a Home • IT or Business? • Get buy-in and support • Rollout to the organization

20. Get Started • Define and refine • Identify what needs to be done • Prioritize the needs • Create a plan to address the needs • Communicate the plan • Get support for the plan • Start • Measure – are you getting the results you expected?