Tuesday, November 06, 2007

At the CPA Congress in Sydney on 24 October 2007, our CEO [CALUMO Labs Pty Ltd] Johann Potgieter, presented "Exception Reporting - Extracting the Opportunities from a Data Rich Environment".

Johann provided insights on why business intelligence applications are top priority for CIO's in 2007 (Gartner). His presentation included current trends in exception reporting including examples of dashboard gauges, alerting & conditional formatting.

CALUMO Exception Reporting - Extracting the Opportunities from a Data Rich Environment - CPA Congress 2007 (dashboard gauges, alerting & conditional formatting, data visuliasion, sparklines, in-cell charts, microcharts, predictive analytics, data mining).

Johann presented new data visualisation techniques using sparklines (aka in-cell charts or microcharts) and gave some examples of predictive analytics and data mining to extract opportunities from data.

The CPA Congress is the biggest event for public sector and business professionals to discover insights for sustainable performance. Each year the CPA Congress attracts over 2,500 like-minded industry professionals and maximises professional development by offering over 80 sessions across a range of topics from high profile speakers www.cpaaustralia.com.au

Click on the link to view/download the Exception Reporting presentation.

Business Intelligence and Performance Management Home Comments

 Friday, October 19, 2007

What women want and other analytical questions

Last night my wife showed me a spreadsheet where she's been recording her weight for the last 9 years (she herself admits to being a bit OCD). I saw a perfect application for CALUMO In-Cell Charting to present this data in an intensely meaningful way using a sparkline.  She was so impressed when I showed her the chart and for once my need for analytics, proof & logic satisfied her need to be understood.

Calumo In-Cell charting - Micro Charts - Sparklines

My Analysis
Within a few seconds of building the chart, I was able to make the following observations:

  • Other than on 4 occasions, she has stayed within + or - 10% of her 9 year average weight (her normal range).
  • You can easily spot her 2 pregnancies at the 2 chart peaks, but I note she consumed more chocolate thickshakes during her first pregnancy, thus explaining her max of 90kg (at the red dot) just before the birth of our first child.
  • She experienced more dramatic weight loss after her first pregnancy than after the second pregnancy. The faster weight loss was assisted by weight loss tablets, which took her to her min of 63kg (at the green dot), but the low was short lived when she stopped taking weight loss tablets.
  • I proudly note a healthier and more sustainable approach during & after her second pregnancy (fewer thickshakes, no weight loss tablets and plenty of exercise).
  • In the early years, prior to her first pregnancy, there are a few volatile up & down swings. These reflect those volatile and decadent years before children.

So why did I use an in-cell chart?

Well, for one thing the chart above is effectively representing more than 3,000 data points (9 x 365). CALUMO In-Cell Charting provides an intelligent visual presentation of large amounts of meaningful data for identifying trends, comparing data and highlighting exceptions. Secondly, the chart display with the min/max, normal and closing looks deceptively simple – its actually not for the novice to achieve in standard spreadsheet packages. By combining charts and data together in a table, we easily achieve this and do away with the need to separately label axes and legends, or the need to associate the table data with the chart information.

CALUMO In-Cell Charting (AKA Sparklines) provides Line, Axis, Bar, Bullet, Grid, Strip & Arrow charts. Imagine the application of this where a single page transforms and concentrates large amounts of corporate data into KPI's on a single page for rapid and effective review and analysis.

 Tuesday, September 18, 2007

One of the Six Most Promising Private Technology Ventures from Australia

Red Herring Magazine announced today that Calumo Labs Pty Ltd has been officially selected as a winner of the prestigious Red Herring 100 Asia 2007 awards.  The news was announced at a gala dinner during the Red Herring 100 Asia event in Hong Kong, China, on August 31.
 
"Its been a great year for Calumo Labs, and to be a winner amongst such an outstanding field of innovative and disruptive companies is greatly rewarding" said Johann Potgieter, CEO, Calumo Labs.

Calumo Labs Red Herring 100 Asia Award Winner for 2007

Red Herring 100 Asia is an exclusive event honouring 100 cutting-edge private technology companies from across the Asia-Pacific region.  The event brings together an elite roster of entrepreneurial and global venture investment firms to showcase excellence in innovation.
 
Winners were selected from a pool of more than 500 applicants based in 16 countries/regions including China, India, Japan, Singapore, Korea, Australia and Vietnam.  The names of the 100 announced winners can be found online at www.herringevents.com/asia07/redherring100.html#100.
 
The Red Herring editorial team carefully selected the winning companies based on both quantitative and qualitative criteria such as financial performance, technology innovation, quality of management, execution of strategy, and integration into their ecosystem. The 100 winners are based in 16 countries/regions including China, India, Japan, Singapore, Korea, Australia and Vietnam.
 
"After a rigorous evaluation process, we’re very happy with winners we selected,” said Joel Dreyfuss, Editor-in-Chief of Red Herring.  “There was a large pool to choose from and we’re impressed by the calibre an innovative talent bursting from Asia’s business and technology sector.”

About CALUMO Labs Pty Ltd
CALUMO Labs software is the only complete, unified Performance Management and Business Intelligence solution built entirely in .Net2 and powered by Microsoft’s Analysis Services 2005. CALUMO provides planning, forecasting, consolidations, reporting, analytics and dashboards across financial, executive and all operational departments. CALUMO Labs empowers the enterprise through insight, integration and collaboration. For more information, visit www.calumo.com.
 
About Red Herring
Red Herring is a global media company uniting the world’s best high technology innovators, venture investors and business decision makers in a variety of forums: a leading innovation magazine; an online daily technology news service; technology research, and major events for technology leaders around the globe. Red Herring provides an insider’s access to the global innovation economy, featuring unparalleled insights on the emerging technologies driving the economy. For more information, visit www.redherring.com.

 Tuesday, September 04, 2007

Calumo Microsoft Partner of the Year winner 2007

SYDNEY, Australia, August 31, 2007 –  At a gala function at the 2007 Microsoft Australia Partner Conference held at Hamilton Island, Microsoft awarded Calumo Labs Pty Ltd the Microsoft Partner of the Year Award in the category "Data Management Solutions, Database Management".

The award recognises the partner that provides outstanding solutions in data warehousing and business intelligence. The winning partner’s solutions provide organizations with a competitive edge in performance reporting and business insight across the enterprise, leading to better and more timely business decisions.

"The award is a testament to the depth of experience and innovation that Calumo Labs brings to customer solutions delivered on the Microsoft platform" said Christine Bishop, Product Marketing Manager SQL Server, Microsoft Australia. "Given the significant investments that Microsoft have recently made to make BI capabilities more accessible across the organization, partners such as Calumo Labs are vital to the future success of Microsoft and its customers."

"We are delighted to have received this award from Microsoft” said Jeff Walter, Marketing Director, Calumo Labs. “It confirms our leadership position in delivering innovative BI solutions to clients using Microsoft technologies. For us, the award underlines the enormous opportunities for Business Intelligence delivered on the Microsoft platform and reflects the dedication, talent and professionalism of the entire Calumo Group team." Mr Walter also offered "Special thanks to the Microsoft Australia team for their ongoing support and willingness to always ‘go the extra mile’ for their partners."

Calumo Labs Microsoft Partner of the Year winner 2007

Pictured: Jeff Walter holding the award and celebrating with Christine Bishop (Product Marketing Manager SQL Server) and Tony Mudie (ISV Business Solutions), Microsoft Australia.

About CALUMO Labs Pty Ltd (formerly SPF Pty Ltd)
CALUMO Labs software is the only complete, unified Performance Management and Business Intelligence solution built entirely in .Net2 and powered by Microsoft’s Analysis Services 2005. CALUMO provides planning, forecasting, consolidations, reporting, analytics and dashboards across financial, executive and all operational departments. Calumo Labs provides comprehensive consulting, training and support services for BI solutions built with Calumo on the Microsoft BI platform. CALUMO Labs empowers the enterprise through insight, integration and collaboration. For more information, visit www.calumo.com.

Business Intelligence and Performance Management Home Comments

 Thursday, August 16, 2007

One of the Most Promising Private Technology Ventures in Asia

Red Herring Magazine has announced that CALUMO Labs Pty Ltd has been included on a list of 200 finalists for the Red Herring 100 Asia 2007 awards. The 100 winners will be announced at the Red Herring 100 Asia event in Hong Kong, on August 29-31.

“As one of only seven finalists from Australia, our selection reaffirms the value of combining leading technology, demand driven innovation and over 10 years experience in Business Intelligence” said Johann Potgieter, CEO, Calumo Labs.

Red Herring carefully selected the finalists based on criteria such as technology innovation, financials, business model, management team, customers and alliances.  The 200 finalists are based in 16 countries/regions including China, India, Japan, Singapore, Korea, Australia and Vietnam. The names of the 200 companies short-listed as finalists for the "Red Herring 100 Asia 2007" can be found online at http://www.herringevents.com/asia07/redherring100.html

"The 200 finalists we selected from across 16 countries and regions are all excellent contenders," said Joel Dreyfuss, Editor-in-Chief of Red Herring. "They are exceptional companies who thrive on innovation and strongly define the important role of technology in Asia’s economy and throughout the world."

About CALUMO Labs Pty Ltd
CALUMO Labs software is the only complete, unified Performance Management and Business Intelligence solution built entirely in .Net2 and powered by Microsoft’s Analysis Services 2005. CALUMO provides planning, forecasting, consolidations, reporting, analytics and dashboards across financial, executive and all operational departments. CALUMO Labs empowers the enterprise through insight, integration and collaboration. For more information, visit www.calumo.com.

About Red Herring
Red Herring is a global media company uniting the world’s best high technology innovators, venture investors and business decision makers in a variety of forums: a leading innovation magazine; an online daily technology news service; technology research, and major events for technology leaders around the globe. Red Herring provides an insider’s access to the global innovation economy, featuring unparalleled insights on the emerging technologies driving the economy. For more information, visit www.redherring.com.

Business Intelligence and Performance Management Home Comments
 Monday, July 30, 2007

Just for fun I created the AFL ladder below using CALUMO to illustrate two of our business intelligent in-cell charts.

In the first column of the table, we're using a win/loss bar chart to show each team’s record for the 17 rounds of the 2007 AFL season. A blue bar represents a win, a red bar a loss and a blank bar a draw. With 16 teams and 17 rounds played, the bar chart effectively shows the visual equivalent of 272 data points, maximizing data density without compromising readability or ease of use.

Calumo AFL In-Cell charting - Micro Charts - Sparklines

Let's take a look at these results: Geelong took 5 rounds to warm up, but definitely seem to be on a winning roll now. Collingwood & Fremantle both seem to have a "win at home, loose away from home" problem. After winning six games straight, West Coast started paying the price for not being able to play their best football.

CALUMO In-Cell Charts provide an intelligent visual way of presenting large amounts of meaningful data for identifying trends, comparing data and highlighting exceptions.

In the last column of the table, we compare the percentage wins using a simple relative sized horizontal bar combined with numeric value percentage wins. By combining charts and data together in a table, we do away with the need to separately label axes and legends, or the need to associate the table data with the chart information. In order to achieve this, CALUMO Visualization Widgets provide in-cell charting for presentation class dashboards and charts.

With the click of a mouse, CALUMO In-Cell Charting make the design of really compelling executive dashboards easy.

Business Intelligence and Performance Management Home

 Tuesday, May 08, 2007

CALUMO has been chosen as one of five finalists in the "Applications and Infrastructure Tools" categories for the prestigious 2007 iAwards.

Calumo Labs AIIA Innovation Award Finalist for 2007

The Applications and Infrastructure Tools award is presented to the most innovative nomination for the development of applications and infrastructure tools. Any software program that operates hardware increases the efficiency of systems, measures and/or monitor systems usage and performance. Any software program that provides for data access/retrieval, data manipulation (eg.sort/merge), data management, data warehousing and program design/development. It includes all database management system (DBMS) software; decision-support and executive information system (EIS) programs; spreadsheet programs; front-end and back-end CASE tools; and emerging areas like cooperative processing and/or object management application development tools.

The iAwards finalists reflect the diversity of innovation across the Australian high-tech community. The iAwards program recognises the need to celebrate the significant contributions that ICT makes to the Australian economy.
 
The iAwards will be co-presented by AIIA, the Australian Financial Review, the CSIRO ICT Centre and MIS Australia at the iAwards gala dinner on Wednesday 30 May 2007 in Sydney.

The Australian iAwards are an initiative of The Australian Information Industry Association (AIIA).

About AIIA
The AIIA is the leading national body representing the information and communications technology (ICT) industry. With almost 500 member companies right across the country, from every sector of the industry and representing every size of company. AIIA sees itself as the representative of the Australian ICT industry.

The role of AIIA is to set the strategic direction of the ICT industry, influences public policy, engages industry stakeholders and provides member companies with business productivity tools, advisory services and market intelligence to accelerate their business growth. AIIA assists the ICT industry to meet its business objectives, both locally and globally.


Business Intelligence and Performance Management Home

 Friday, February 23, 2007

In Part 1, I discussed the rise of Microsoft’s OLAP market share and how this benefited us by educating the market on the benefits of business intelligence and what has become Business Performance Management.
In Part 2 last week, I discussed our decision to embrace Analysis Services including our research findings and the enormous opportunity we saw for BPM applications on Analysis Services 2005.
– This week I will discuss our BPM vision and product roadmap and explain in some detail the CALUMO Microsoft Partnership where we’re embracing elements of their BI platform whilst applying our subject matter expertise to provide a more sophisticated and complete offering..

Let me start by saying that in our view Microsoft’s entry with PerformancePoint is an important validation of the BPM market as a whole.

For PerformancePoint, the immediate opportunity is to see how ProClarity has been combined with existing capability such as Business Scorecard Manager and other new capability to provide a framework for budgeting, forecasting, planning, and consolidation. In light of PerformancePoint and other developments, we will continue to embrace any new capability if we think there are components of the technology that make sense and add value for our customers. CALUMO is a certified member of the “Microsoft SQL Server Data Warehouse Alliance” and for a long time now we have leveraged elements of the Microsoft BI platform to deliver our BPM applications. We intend to continue to rely on this approach.

What differentiates our offering is that we continue to offer significant application logic over and above the Microsoft platform. As I mentioned in my previous post, the market understands BI and BPM because of Microsoft’s reach, but often needs or wants a more sophisticated solution than is available through vanilla Microsoft. The OLAP Report has just released its annual OLAP Market Shares showing Microsoft's share increase by nearly 4% from 2005 to 31.6% for 2006. Tellingly the report also states that “Microsoft Analysis Services is typically chosen by smaller organizations”. CALUMO extends the reach to medium and large organizations with more advanced capability than would otherwise be satisfied by a non-Microsoft solution such as Hyperion, Cognos, or Business Objects.

Partnership with Microsoft

In our view, Microsoft sees the value of working closely in partnerships that can add value to their stack. An example of this is their Office Business Applications (OBA) initiative. Microsoft wants Partners to develop applications that integrate closely with Microsoft Office to front-end business applications. These OBA’s are important to Microsoft because they provide a way to get Office entrenched in businesses. By the way, OBAs are for use with Office 2007 only. With our extended Calumo OBA we take the program even further with extensive integration with Internet Explorer, SQL Server 2005 and support for older versions of Excel.

Our technical partnership makes sense too. If you look at the BI/BPM landscape as a whole, it’s increasingly becoming a black and white choice between new technology solutions versus old technology solutions. CALUMO had a blank canvas technology wise and functionality wise. As a result, we don’t have any integration issues with multiple products or legacy code. Everything is .Net2.0 and SSAS. Technically therefore working closely with Microsoft is mutually beneficial. Originally it was only a question of an order of magnitude increase in performance between 2000 and 2005. Of late it’s been a best practice approach in database design and high-end business requirements.

Our value-add over PerformancePoint includes operational analytics, predictive analytics, and depth and breadth across our applications. To try and be more specific regarding depth and breadth across applications, some of our features available through both Excel & the Web include:

  • Ad-hoc Browse (through Excel and or the Web)
  • Slice to Excel
  • Rich Excel client functionality
  • Web Reports - functionally rich, dynamic, freeze frames
  • Read Only or Write back (through Excel and or the Web)
  • Bottom-Up (basic & advanced)
  • Top-Down  (basic & advanced)
  • MDX Support
  • Support for Stacked Dimensions
  • Multiple Cubes within a single view
  • Report/Batch Manager
  • Text management
  • Drill Down (Members)
  • Drill Through (Transactions or Cubes)
  • Advanced Member Search & Sort
  • Save Data Views
  • Save Member Subsets
  • Support for Member Aliases
  • Support for Grids, Charts, Gauges
  • Data Filter - rankings, top/bottom n or %
  • X64

Regarding our competitors, a significant differentiator is our ability to offer a complete BPM application on a single unified platform (no legacy code, no integration issues with multiple products). Our Excel Add-in is also very advanced including no less than 35 spreadsheet functions. We have given Excel a lot of thought and focus in development.

This brings us to where we are today where we continue to forge ahead with our vision and believe that the Microsoft BPM Applications gap remains a significant opportunity. We continue to diligently draw upon our previous 10 years subject matter expertise to build sophisticated BPM applications. While we are doing this, the number of Calumo customers continues to grow.

Business Intelligence and Performance Management Home Comments
 Friday, February 16, 2007

Conditional Formatting for Maintenance Free Formatting & Presentation

Shading alternate rows is a very common and easy way to make a table with multiple columns more readable. This is usually achieved in Excel by applying Format, Cells, Patterns, Color on alternate rows. So what's the problem? Well, if the table is then sorted, or rows are deleted or added the shading will be scrambled in the process.

Conditional formatting is great way to keep the desired shading without any effort. This is achieved by using a =ROW()=EVEN(ROW()) formula as a conditional format across the entire table as follows.

Calumo tips for better Excel spreadsheets

How does this work?

  • The formula =EVEN() rounds any number to the nearest even integer. For example =EVEN(9)  rounds to an even 10.
  • =ROW() returns the row number of the current cell.

Therefore when these two formulae are combined in a “Formula Is” condition such as "=ROW()=EVEN(ROW())", if =ROW() is an even number, the formula returns True and applies the conditional format. if =ROW() is an odd number the formula returns False and the conditional format is not applied.

We hope this tip makes things easier for you.

Business Intelligence and Performance Management Home Comments
 Friday, February 09, 2007

In Part 1 last week, I discussed the rise of Microsoft’s OLAP market share and how this was beneficial by educating the market on the benefits of business intelligence and Business Performance Management (BPM). This week I discuss our decision to embrace Analysis Services including our research findings and the enormous opportunity we saw for BPM applications on Analysis Services 2005..

In 2003, we began a “from the ground up” development of our BPM application powered by Analysis Services 2005 (SSAS). Our product CALUMO is the result of these efforts. The development brief was to build a sophisticated BPM application at least equal to or better than what we had done in the past (SPF Plus on TM1 OLAP Server). It also had to be better than the solutions offered by our competitors (Cognos, Hyperion, Outlooksoft etc).

A standout item of research that illustrates the opportunity we saw is the chart below which correlates OLAP Market shares (per the OLAP Report) against the BPM Applications market shares (per IDC).

Calumo OLAP BPM market shares

Note that Hyperion has almost precisely the same OLAP and BPM market shares, yet Microsoft has nearly 30% OLAP market share, but only a trivial BPM share. This is an enormous gap of nearly 25%. Although there are other 3rd party players who leverage Analysis Services filling some of this gap (eg about 2% each from Outlooksoft and GEAC, plus others which were not tracked by IDC), our research showed that most of these customers needs were not being fulfilled. They were either:

  • Not using Analysis Services (ie they were using SQL Server, but the OLAP module was shelf-ware), or
  • the applications were very simple and could not be classified as BPM.
  • In some of these cases the gap was or is being filled with a non Microsoft solution for both the OLAP and BPM components (eg Hyperion, Cognos or TM1).

We believed that providing for and filling the Microsoft BPM Applications gap was the most significant and neglected market opportunity at the time. For us, it has been about being first to market with the latest technology on Analysis Services 2005. It’s also about providing a more sophisticated application than Hyperion, Cognos and our other competitors on a unified platform.

Software development is never easy, but our decisions and efforts so far have been more than vindicated:

  • Analysis Services 2005 has proven to be a dramatic improvement on 2000,
  • and, because we built CALUMO from the ground up, we don’t have any legacy code, or integration issues with multiple products. Everything is .Net2.0 and we are not trying to support customers on both MSAS and SSAS.
  • Also, the subject matter expertise we have from our previous 10 years of BPM software development, has allowed us to design what we consider to be a complete, sophisticated and functionally rich application (for Web, Excel, Reporting, Analysis, Write-back and predictive analytics on one unified platform).

Looking back, we achieved what we set out to do, but how do we continue on this path of judicious serendipity? In light of PerformancePoint and other Microsoft BI initiatives, we’re now even more excited about leveraging Microsoft technology and our ability to build software that could fill the 25% BPM applications gap.

In Part 3 next week, I will discuss our BPM vision and product roadmap and explain in some detail the CALUMO Microsoft Partnership where we’re embracing elements of their BI platform whilst applying our subject matter expertise to provide a more sophisticated and complete offering..

Business Intelligence and Performance Management Home Comments
 Monday, February 05, 2007

With the imminent release of Microsoft PerformancePoint, I have been asked several times how this will effect our vision for CALUMO and the impact it will have on the BI market generally.

The best way to answer this question is to provide a bit of our history and consider Microsoft’s gradual entry into the market [the market being OLAP, Business Intelligence, and Business Performance Management]. One cannot just consider Microsoft’s play based on PerformancePoint alone. One must view Microsoft’s entry based a long history of software releases starting with Excel Pivot Tables, then OLAP Services for MS SQL, Analysis Services 2000, Data Analyzer, Analysis Services 2005, and now PerformancePoint (built out of ProClarity).

We’ve been in the BI business since the early 90’s. It was around the time, Excel Pivot Tables were released by Microsoft. I remember the fear I felt when some analysts and prospects told us that our business could not survive Microsoft's entry into our space. The same thing happened when OLAP Services was released at the end of 1998 and again later when OLAP Services became Analysis Services 2000. Over the years I’ve watched in awe as Microsoft’s OLAP market share soared from nothing to nearly 30% in 2006. At the same time, our business also grew and has been very successful since those early years.

So why do we think both businesses and others in the space have continued to prosper and grow?  Well, as you can imagine we take understanding this pretty seriously.  The key things we believe are:

  • Microsoft’s incredible reach and marketing machinery educated the market about OLAP and multi-dimensionality.
  • Pivot tables and Analysis Services 2000 did not have enough features and performance to satisfy many of our customers which were mid-market to large corporates (for example, query performance in conjunction with write back was a problem in Analysis Services 2000 which is a major improvement in 2005).

So, rather than going out of business, we met more prospects who understood multi-dimensionality because of Microsoft, but who wanted more than Pivot Tables and Analysis Services 2000 could offer. Many of these organizations became our customers.

Whilst it was a huge relief to still be in business, we were not naïve enough to think that Pivot tables and Analysis Services 2000 would not one day mature into significantly more complete and competitive offerings.

Based on our research, we considered it significantly more likely that Analysis Services would mature as an OLAP engine before Pivot Tables was enhanced sufficiently to be considered a competitive BPM application.  So, how do you take the successful components of a strong BI business not built on Microsoft and align and prosper with the Microsoft platform -  once again, we spent many hours considering what our business needed to do to remain competitive and continue to delight our customers.

In Part 2 next week, I will discuss our decision to embrace Analysis Services including our research findings at the time and the enormous opportunity we saw for BPM applications on Analysis Services 2005...

Business Intelligence and Performance Management Home Comments
 Thursday, February 01, 2007

Microsoft has published a 120 page Analysis Services 2005 Performance Guide.

Major topics from the contents page include:

  • Enhancing Query Performance
    • Understanding the querying architecture
    • Optimizing the dimension design
    • Maximizing the value of aggregations
    • Using partitions to enhance query performance
    • Writing efficient MDX
  • Tuning Processing Performance
    • Understanding the processing architecture
    • Refreshing dimensions efficiently
    • Refreshing partitions efficiently
  • Optimizing Special Design Scenarios
    • Special aggregate functions
    • Parent-child hierarchies
    • Complex dimension relationships
    • Near real-time data refreshes
  • Tuning Server Resources
    • Understanding how Analysis Services uses memory
    • Optimizing memory usage
    • Understanding how Analysis Services uses CPU resources
    • Optimizing CPU usage
    • Understanding how Analysis Services uses disk resources
    • Optimizing disk usage

The guide is currently applicable to SQL Server Service Pack 2. We hope this is an indication that it will become a living document with further contributions and enhancements as SSAS 2005 evolves and further expert knowledge is acquired through research and practical experience.

Congratulations to the authors and subject matter experts who contributed to this document. As Mosha Pasumansky (one of the contributing subject matter experts) says on his blog "This guide is a big deal, and anybody serious about Analysis Services 2005 should download it and read from end to end."

Business Intelligence and Performance Management Home

 Friday, January 26, 2007

Good dashboard, graph and chart design is critical to getting the most out of your Business Intelligence software investment.

Good visual communication of data enhances insights and provides rapid communication of information to decision makers.

We have below an example of a poorly designed chart, followed by an analysis of the problems and our proposed alternative solution.

The chart below forms part of a dashboard which formed part of a BPM application presentation we attended.

Calumo eg Poor Chart

Our analysis of the problems with this chart:

  • The background visual effect is distracting and adds no value.
  • With Pie Charts it can be difficult to visually compare the sizes of pie slices. In this case, the reflective water droplet at the centre of the pie is flashy, but makes it even harder to make this visual comparison.
  • The legend uses a lot of display space and does not intuitively match back to the pie slices.

Our Proposed Solution:

Calumo eg Good Chart

 

Note, there is nothing fancy about our solution, but it is simple and communicates clearly and effectively.

  • Our use of horizontal bars solves a few problems. Firstly, the legend becomes the Y axis text labels which are now directly associated with their respective bars (this would not have been as convenient with vertical bars, especially with long text labels.)
  • Secondly, the values can be sequenced by size, from large to small or vice versa. Ranking adds significant visual value here.
  • As a general rule, involve a graphic designer in the development of visual effects (eg a corporate template for reports and dashboards), but when in doubt, remove any background images and visual effects which are not adding any value.
  • We did not use many different colours in our solution and as always, we took into consideration what our chart would look if it was photocopied or printed in black and white.
Business Intelligence and Performance Management Home Comments
 Friday, November 17, 2006

Alignment of objectives is the most important factor responsible for breakthrough business performance.


Whilst this may sound obvious, it is often a simple idea that provides powerful results. Take a look at the image below. Somewhat abstract, it is a striking illustration of unaligned objectives. Much is said about charismatic business leadership and the need to increase revenues, innovate, or reduce costs, yet without strategic and cross departmental alignment, collaboration and accountability our illustration shows why it would be difficult to achieve anything.

CALUMO_Breakthrough_Business_Performance .jpg

Source: BRW Magazine advertising campaign.
"BRW: Know which way business is heading"


In our experience, the primary barriers to business alignment are culture and technology related.

Examples of cultural barriers include departmental information silos, a lack of cross-departmental knowledge sharing and resistance to change. A cultural shift is required for alignment to occur. To effect cultural change, the best chance of success requires a combination of C-level sponsorship and the involvement of key departments (Operations, HR, IT and Finance).

Technology barriers centre on the difficulties of integrating multiple systems, as well as the capability to deliver relevant and consistent information to each user across all departments. Adopting technology offering a unified platform for consolidation, reporting, analysis, budgeting and forecasting can significantly assist in the alignment of business objectives for breakthrough business performance.

Business Intelligence and Performance Management Home Comments
 Friday, November 10, 2006

What is it about the Kalman filter that makes it attractive from a retailer’s point of view ?

As  mentioned in passing two weeks ago the original idea of the Kalman filter when applied to missiles and spacecraft was that as new information became available on the position, velocity and acceleration of the vehicle, the Kalman filter only needed to process the latest data. It was no longer necessary to have to reprocess all of the flight telemetry data recorded since launch to work out the position of the vehicle.

The application of this approach to retail point-of-sale data means that rather than having to process 52 weeks of sales data each week, only the most recent data needs to be processed. A single initial pass through 52 weeks of data is enough to calculate the filter’s coefficients. The filter can then be updated by addition of only the most recent week’s sales data. If you are having to estimate millions of SKU locations this is going to be pretty important. As new data becomes available, updating of the filter can occur at a greater speed than calculating a moving average model. All the more so with the advent of 64-bit servers.

This all well and good, but why go to all this extra trouble to calculate a stock model using a relatively complex method? The main driver of retail inventory levels is forecast accuracy. The stock you order today is the stock you have to live with tomorrow! From real-life retail experience, a Kalman filter estimate is often more accurate three weeks out than a moving average from only one week out. This translates to a 35% improvement in stock turns over a moving average model. If you get 3.5 turns from a moving average, you will get 4.7 turns from a Kalman filter.

There are probably better things to spend money on than unnecessary inventory.

Business Intelligence and Performance Management Home Comments
 Wednesday, November 08, 2006

In our experience, it's always good to start a budgeting & forecasting project during a quiet part of the year. Get it in for a forecast month so that if the project end-date slips, go-live can be shifted a month with no major business disruption. It also gives you the benefit of a soft start on a non-critical forecast, where everyone gets used to the system and transitions smoothly into the budget when this rolls around.

On the other hand, implementing only at budget time can lead to long hours for the project team and, because the project end date (budget start) can’t change, final testing is sometimes only completed during the budget process.

A lot of companies start their Business Intelligence / Performance Management purchase cycle in the latter half of the year leading up to the budget cycle. The vendor selection process and contract signing often take longer than expected, leaving only a couple of months to spare before the system has to be scoped, implemented, tested, trained and rolled out. In other words, getting the system in and ready for budgeting immediately whatever stop-gaps this may include. The compromise is often the planned rolling forecast which takes the backburner for another day. A lot of momentum is lost as resources focus on the budget and other new projects demand attention. Unless the initiative is focused back on completing the rolling forecast capability, then, apart from reporting, the model sits in stasis until the next budget.

Whichever approach you take, we'll be happy to work with you to get the job done on time and on budget, but we also like to think that with a bit of foresight, we can help you remove some stress and accelerate your ROI.

Business Intelligence and Performance Management Home

 Friday, November 03, 2006

In business today graphs, charts and gauges often form an important part of measuring and presenting numbers. In our business, which revolves entirely around the presentation of business intelligence and performance management numbers, we see poorly designed graphs and charts on a daily basis.

In order to illustrate (and hopefully prevent) some common design mistakes, we will provide some examples of poorly designed charts, followed by an analysis of the problems and our proposed alternative solution.

The chart below forms part of a presentation we attended, described as “a fantastic presentation of graphics for more visual appeal.”

Calumo eg Poor Chart

Our analysis of the problems with this chart:

  • The background image is distracting and adds no value
  • The gridlines are hardly visible, but do not make it any easier to understand the chart
  • The legend uses a lot of space and could be more intuitive to match back to the chart bars
  • The bars are unnecessarily thin which makes them harder to see
  • The chart has no title
  • The Y axis title/units (US$) has been written vertically making it subtly difficult to read.

Calumo eg Good Chart

Our Proposed Solution:

  • As a general rule, anything that does not contribute to the meaning of a graph is an unnecessary distraction. Therefore remove the background image and grid lines which are adding no value.
  • We considered removing the X and Y axis lines, but decided in the end only to de-emphasize them by changing them from black to light grey.
  • We recommend the use of soft, or neutral colours and colours of different saturation. Save bright colours for emphasis only where required. In our solution we could have used colour but used shades of black and grey to highlight that we thought about how our chart would look if it was photocopied or printed in black and white. Imagine how the original solution would look if it had to be faxed.
  • The legend has been moved above the chart and ordered in the same sequence as the bars, to ease the process of matching the legend up with the bars.
    Moving the legend provides more space for the chart and allows the bars to be thicker for better visual effect.
  • Change the orientation of the Y axis title/units to be horizontal.
  • Add a title to the chart

Business Intelligence and Performance Management Home

 Tuesday, October 31, 2006

CALUMO is a three syllable word pronounced Cal (as in the first syllable of calculate) + Lieu (as in “in lieu of” meaning “in place off “) + Mow (as in mow the lawn).

CALUMO is derived from celeusma, a Greek word (but used also in Latin: ke>leuma) meaning the song, chant or command given by the chief oarsmen that gives power and rhythm to the rowers.

In the same vane, CALUMO empowers people facilitating collaboration within an enterprise for unified business performance management.

Some people have told us the name also sounds like calculate from “Cal”; numbers from “umo” derived from numero; and illuminate from “lumo”.

All this is true and reflects a sense of what CALUMO is about, but most importantly we think that people using CALUMO are Business Intelligent.

Business Intelligence and Performance Management home.

 Friday, October 27, 2006

We read with great interest recently that Financial Consolidation Applications have reached the Plateau of Productivity on Gartner’s Hype Cycle for Business Intelligence & Corporate Performance Management.

The Gartner Hype Cycle (see fig below) tries to make sense of different emerging technologies starting on the left hand side of the graph and typically travelling from left to right. Following their introduction, technologies can be subject to unrealistic hype bringing them to the “Peak of Inflated Expectations” only to fall into the “Trough of Disillusionment” once reality sets in, before emerging at the right hand side where they finally begin to deliver some of the benefits that were originally promised at the “Plateau of Productivity” (in many cases new technologies never progress far, due to failure along the way).

Calumo - Gartner Hype Cycle

At CALUMO we provide a rich ecosystem of best-practice solutions based on our core product capabilities. Let’s look at the type of functionality commonly expected in Financial Consolidation Applications as they stand at the Plateau of Productivity.

  • Data collection
    • Online over the internet (real-time for collaboration)
    • Mapping (for sites with different ledgers)
    • Validation (stop/proceed based on check-total, variance etc)
    • Online review and approval process at each tier (Workflow)
    • Escalations if late (alerting)
  • Journal entries
    • Recurring and manual
    • Automated currency translation gains/losses
    • Automated P&L, Cash Flow, Balance Sheet & notes
    • Intercompany processing
    • Automated balancing
    • Audit trail
  • Intercompany eliminations
    • Define intercompany accounts
    • Automated eliminations
    • In balance / out-of-balance reporting
  • Foreign currency translation
    • Multiple rate types
    • Define which rate type by account (supports temporal method)
  • Consolidation (obviously)
    • Consolidate actuals and budgets
    • Consolidate statistical measures such as headcounts
    • Accommodate different fiscal periods & calendars
    • Wholly owned or minority interest
    • Multi-tier consolidation or hierarchies
    • Revaluations
    • Automated Intercompany eliminations to first common parent
    • Flexible Chart of Accounts
  • Financial reporting
    • Results in home or reporting currency
    • Multiple hierarchical reporting
    • Lead schedules for supporting notes
    • Rounding to thousands
    • Allocation of rounding error to specified account

At Calumo we offer a unified architecture for all our modules ranging from Financial Consolidation to BI, Planning and Operational performance management applications. All these are available through a familiar interface (Excel or Internet Explorer) offering the lowest total cost of ownership amongst BPM vendors today.

Business Intelligence and Performance Management Home

 Friday, October 20, 2006

Last week we considered how techniques first used in NASA helped retailers plan their inventory. This week we are going to get behind the man and his thinking in a bit more detail.

Rudolf E. Kalman, a graduate research professor emeritus at the University of Florida and ad personam chair at the Swiss Federal Institute of Technology in Zurich is considered the most influential researcher in the field of control and systems theory.
 
During the 1960s, he was the leader in the development of a rigorous theory of control systems. Among his many outstanding contributions were the formulation and study of most fundamental state-space notions (including controllability, observability, minimality, realisability from input/output data, matrix Riccati equations, linear-quadratic control, and the separation principle) that are today ubiquitous in control.

He is best known for the linear filtering technique that he developed in the years 1959-1961 to strip unwanted noise out of a stream of data. The Kalman filter is widely used in navigational and guidance systems, radar tracking, sonar ranging, and satellite orbit determination (as we saw last week at NASA for the Apollo and other missions, for instance), as well as in fields as diverse as seismic data processing, nuclear power plant instrumentation, and econometrics.

The Kalman filter, which is based on the use of state-space techniques and recursive algorithms, revolutionized the field of estimation and forecasting and while some of these concepts were also encountered in other contexts, such as optimal control theory, it was Kalman who recognized the central role that they play in systems analysis.

During the 1970s Kalman also played a major role in the introduction of algebraic and geometric techniques in the study of linear and nonlinear control systems. His work since the 1980s has focused on a system-theoretic approach to the foundations of statistics, econometric modeling, and identification as a natural complement to his earlier studies of minimality and realisability."

In simple terms Kalman filtering addresses an age-old question: How do you get accurate information out of inaccurate data? More pressingly, How do you update a "best" estimate for the state of a system as new, but still inaccurate, data pour in? The Kalman filter applies a sophisticated algorithm designed to strip unwanted noise out of a stream of data. Strangely this “noise” could be as diverse as unusual inventory movements.

As we saw it should come as no surprise that recently the Kalman filter has proven to have a major contribution to planning some lines of inventory allowing retailers to optimize their stocking levels and subsequently significantly reduce inventory.

Not only is the filter able to remove the noise caused for example by a mother buying 12 pink shorts for her daughter’s netball team but is able to manage in an environment of large amounts of data.

The pink short purchase is an aberration or noise and tends to disturb the normal pattern of sales. This purchase would lead to stock model inaccuracies from the typically unsophisticated planning methods currently deployed such as Moving Average.

Kalman filtering also has a way to link the sales over time such that it effectively uses each new observation to update a probability distribution with no need ever to refer back to any earlier observations.

This has the interesting implication to planning in retail where there are typically large data sets. Once the Kalman filter has been tuned with some initial data it does no more work for the millionth estimate than it does for the first. The net result is an algorithm tailored to applications, where data keeps coming in and decisions have to be made quickly.
 
It is easy to see why Retail Planning with Kalman filtering is at forefront of modern inventory management but there are even more techniques emerging that augment this filter to more precisely allow for patterns such as seasonality. The latest filters apply routines that some clever Chinese guys applied to robotic vision, but more of this next week.

I say, till next week, bring on the Summer and bring on the shorts!

Business Intelligence and Performance Management Home

 Friday, October 13, 2006

Recently we had a holiday on the NSW Central Coast and needing a few bits and pieces I ventured in to the local department store.

The store was absolutely full of stuff! It reminded me a bit of when I used to go shopping with my Mum 35 years ago at the discount food store with everything everywhere. Talk about retail aversion therapy!

Being in finance with an engineering background I tend to subject ideas to more analysis than a psychiatrist’s couch so I left the shop wondering if it could survive. The overriding impression was that it had far too much stock. Simply, there seemed to be far too much money locked up in “them there” shelves.

Surely there was a better way! I had an inkling that maybe it was the sort of question that requires some serious science. Maybe NASA knows.
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 Friday, October 06, 2006
Some terms go out of fashion as the technology becomes mainstream (eg OLAP), only to be replaced by new terms that better describe new capability expected and hopefully being delivered. One such term is BPM (Business Performance Management) which I believe has recently been superseded by Performance Management 2.0. Gartner's definition of these terms will be subtly different from IDC's and finance sees things differently from IT. There is much room for overlap and ambiguity.
 
For many years we used the words "Planning, Analysis, Reporting" as our company tag line to best