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4H0-002 Hyperion Essbase 5 Certification

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4H0-002 exam Dumps Source : Hyperion Essbase 5 Certification

Test Code : 4H0-002
Test title : Hyperion Essbase 5 Certification
Vendor title : Hyperion
exam questions : 190 real Questions

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Hyperion Hyperion Essbase 5 Certification

SAP and Hyperion shoppers extend company performance management | killexams.com real Questions and Pass4sure dumps

With the mixing of Hyperion efficiency Suite and SAP BW, Hyperion and SAP purchasers can now view facts from varied statistics sources in Hyperion’s handy-to-use, customized dashboards, extending their Hyperion and SAP solutions. Dashboards supply a graphical screen of performance advice spanning fiscal and operational measures, giving clients the suggestions they necessity to monitor and control company effects. Hyperion and SAP client, Maxxium international – international revenue, advertising and distribution community for premium brands of wine and spirits – says that the combination of Hyperion and SAP products will assist maximize the enterprise’s commerce software investments.“both Hyperion and SAP are key to their long-term company and IT suggestions,” pointed out Eelco Spiker, manufacturer Consolidation manager at Maxxium international. “This prolonged relationship will champion us benefit even more suitable cost out of their latest investments, and tender us powerful current question and reporting capabilities for their SAP techniques.”The Hyperion performance Suite – constructed from Hyperion Intelligence and Hyperion SQR – along side Hyperion Essbase, offers the company intelligence groundwork for Hyperion’s commerce efficiency administration options. Hyperion Intelligence 8.2, which delivers powerful ad hoc query and evaluation, efficiently accomplished the certification checks for SAP BW, reaching “certified for SAP NetWeaver” fame. Hyperion SQR eight.2, which gives award-profitable, presentation-great stories, has been licensed for mySAP company Suite.

together, Hyperion options and SAP NetWeaver will permit clients to:

  • extend question, reporting and evaluation into personalized dashboards for outright users throughout the enterprise, instantly integrating counsel from SAP methods
  • with no mishap create intuitive, mission-important production studies with Hyperion SQR
  • promptly access and unify SAP BW counsel with data from exterior sources within a lone Hyperion file
  • “the integration of their effortless-to-use commerce intelligence solutions with SAP NetWeaver is valuable to valued clientele who are looking to extract the optimum value from the counsel that drives their businesses,” talked about John Kopcke, CTO for Hyperion. “The continuing relationship between SAP and Hyperion will aid customers extend the value of company performance management and BI to personnel in outright corners of the enterprise whereas maximizing scalability and performance.”For the closing two years, Hyperion SQR has been honored as a “Gold megastar Winner” of the SAP FAQ annual contributors election amend 25 tools and expertise award. The SAP FAQ, the more than 15,000 member community made out of the leading SAP experts, selected Hyperion SQR as a product that had the “foremost advantageous possess an repercussion on” on SAP R/three and mySAP enterprise Suite implementations.

    supply: Hyperion


    starting online working towards on Oracle Hyperion ESSBASE @maxmunus technology , INDIA | killexams.com real Questions and Pass4sure dumps

    hi , They starting current online practicing batches on ORACLE HYPERION ESSBASE. Kindly contact us to be a fragment of.Oracle Hyperion EssbaseOracle Hyperion Essbase is probably the most advanced monetary analytical processing software in the market. Oracle Essbase is a wealthy environment to advance useful commerce performance management purposes and monetary custom analytic reports. Oracle Hyperion Essbase can manipulate information directly in the spreadsheet, by the employ of pre-formatted stories, or a powerful advert hoc graphical interface, in order that the enterprise users can effortlessly access the data they should invent greater ecocnomic choices.Essbase is largely considered to be the industry leading OLAP (on line Analytical Processing) server. built on a real-time analytic infrastructure, Essbase provides BI and EPM users the capability to perquisite now dissect and analyze data via an intuitive interface. Essbase conclusion-users possess multiple options for interacting with records together with Microsoft Excel, Hyperion monetary Reporting and Hyperion internet analysis. by bringing Essbase together with other Oracle applications, users will learn extensive usher for traumatic enterprise requirements. Breaking down large datasets, working with gold standard-case/worst-case situations, forecasting multi-line charges, and reporting variance analysis is now at your fingertips. Essbase ultimately enables end-users to possess interaction and analyze true-time facts via an integrated, swift-response, and cozy ambiance.


    interRel Press pronounces the free up of “look Smarter Than you are With Oracle Hyperion Planning: An Administrator’s guide” Premiering at OAUG Collaborate 2010 | killexams.com real Questions and Pass4sure dumps

    LAS VEGAS--(enterprise WIRE)--interRel Consulting is haughty to advertise the free up of the very first e-book on Oracle Hyperion Planning for administrators, notice Smarter Than you are with Oracle Hyperion Planning: An Administrator's ebook as a fragment of their #1 selling Hyperion e-book series, notice Smarter Than you are With Hyperion. The ebook might be officially unveiled on the 2010 Collaborate conference in Las Vegas, NV on Monday, April 19, 2010. This publication can be purchasable to buy on the Collaborate bespeak site during the convention and on interRel’s website at www.interrel.com. Their different most effective-promoting books, appear to be Smarter Than you're with Oracle Hyperion Planning: An conclusion consumer’s ebook, notice Smarter Than you are with Essbase eleven: An Administrator’s e bespeak and notice Smarter Than you're With sensible View and Essbase 11: An conclusion user’s e bespeak will likewise be purchasable for buy on the Collaborate bookstall and their website.

    After countless requests from their loyal reading public and customers who are looking for interRel’s unquestionable talents in the Hyperion area, we've completed the primary ever publication available on Oracle Hyperion Planning for administrators. In October of 2009, at the Oracle OpenWorld conference, interRel released the primary ever booklet on Oracle Hyperion Planning selected for terminate clients. as the market leading budgeting and forecasting answer, Oracle Hyperion Planning gives efficacious planning capabilities over the internet and in Microsoft Excel. This e-book is your key to unlocking the realm of Planning from an administrator point of view, guiding you through the fine details of Planning on your quest for better budgeting and forecasting, which in flip ends up in better enterprise performance.

    providing their loyal reading public the casual to sojourn ahead of the curve, the content spans an introduction to Oracle Hyperion Planning and the course to connect, a course to map over the net, how to build a Planning application from start to finish, the steps to manipulate and administer Planning purposes, tips, tricks and design superior practices for Planning and its underlying Essbase databases. This booklet is your key to unlocking the realm of Planning from an administrator viewpoint, guiding you in the course of the bits and bobs of Planning on your quest for more advantageous budgeting and forecasting.

    the site to purchase

    at the moment, the simplest vicinity to buy these books is directly via their writer at Lulu.com. if you're attending the Collaborate 2010 conference, the books may be available on the market at the Collaborate bespeak shop. near meet the authors of their surest-selling e-book collection, Edward Roske and Tracy McMullen, on the Collaborate bookshop signing on Tuesday, April 20, 2010 from eleven:30-12:00pm.

    About interRel Consulting

    again-to-returned winners of the Oracle EPM & BI companion of the 12 months, interRel Consulting develops Oracle EPM and Hyperion options on time, below finances and with complete attention to exceptional. interRel gives implementation consulting, on-web site & lecture latitude practicing, internet-based & telephone assist, and infrastructure consulting to shoppers starting from the global 500 to mid-size companies as well. domestic to two Oracle ACE directors and an Oracle ACE, interRel has posted a yoke of books on Hyperion below the “appear Smarter Than you are” collection. interRel has additionally been mentioned by using Inc. journal in 2008 and 2009 as being one of the vital quickest starting to be companies in america. For greater assistance, tickle quest advice from www.interrel.com.

    About Collaborate 2010

    For the fifth consecutive year, the unbiased Oracle users community (IOUG), the Oracle purposes users neighborhood (OAUG) and Quest overseas users group (Quest) combine forces to host the main expertise and purposes discussion board for the Oracle neighborhood. COLLABORATE 10 is designed to assist clients of the total family unit of Oracle company purposes and database technologies profit more advantageous value from their Oracle investments. Created by means of and for users, COLLABORATE 10 presents an authority amalgamate of consumer-to-client interplay and insights from technology visionaries and Oracle strategists. illustration at COLLABORATE 10 will consist of Oracle clients, respond providers, consultants, developers and representatives from Oracle service provider.


    4H0-002 Hyperion Essbase 5 Certification

    Study usher Prepared by Killexams.com Hyperion Dumps Experts


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    4H0-002 exam Dumps Source : Hyperion Essbase 5 Certification

    Test Code : 4H0-002
    Test title : Hyperion Essbase 5 Certification
    Vendor title : Hyperion
    exam questions : 190 real Questions

    How long practice is needed for 4H0-002 test?
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    Clearing 4H0-002 assessments changed into for outright intents and motive unrealistic for the gain of me. The rob a notice atfactors were really extreme for me to recognize. However they illuminated my drawback. I illuminated the 90 inquiries out of one hundred Questions correctly. With the useful resource of essentially relating the rob a notice at manual in intelligence unload, i used to be organized to notice the topics well. Additionally the splendid examination simulator fancy killexams.Com 4H0-002 With fulfillment cleared this check. I provide gratitude killexams.Com for serving the astonishing administrations. A terrific dealfavored.


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    Hyperion Essbase 5 Certification

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    Starting Online Training on Oracle Hyperion ESSBASE @maxmunus technology , INDIA | killexams.com real questions and Pass4sure dumps

    HI , They starting current online training batches on ORACLE HYPERION ESSBASE. Kindly contact us to join.Oracle Hyperion EssbaseOracle Hyperion Essbase is the most advanced monetary analytical processing software in the market. Oracle Essbase is a moneyed environment to develop efficacious enterprise performance management applications and monetary custom analytic reports. Oracle Hyperion Essbase can manipulate data directly in the spreadsheet, via pre-formatted reports, or a powerful ad hoc graphical interface, so that the commerce users can easily access the data they necessity to invent more profitable decisions.Essbase is widely considered to be the industry leading OLAP (On-Line Analytical Processing) server. Built on a real-time analytic infrastructure, Essbase provides BI and EPM users the competence to quickly dissect and analyze data through an intuitive interface. Essbase end-users possess multiple options for interacting with data including Microsoft Excel, Hyperion monetary Reporting and Hyperion Web Analysis. By bringing Essbase together with other Oracle applications, users will find broad champion for demanding commerce requirements. Breaking down large datasets, working with best-case/worst-case scenarios, forecasting multi-line expenses, and reporting variance analysis is now at your fingertips. Essbase ultimately allows end-users to interact and analyze real-time data through an integrated, rapid-response, and secure environment.


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    No result found, try current keyword!Slide 5 ... Hyperion achieved excellent Q1 results. Total Q1 revenues grew 17% to a Q1 record of $199 million. License revenue grew 13% to $68 million. Maintenance revenue increased 15%, and reached a...

    Budgeting in the real World | killexams.com real questions and Pass4sure dumps

    Exotic Newcastle Disease, one of the most infectious bird diseases in the world, kills so swiftly that many victims die before any symptoms appear. When it broke out in Southern California two years ago, it could possess spelled disaster for the San Diego Zoo.

    “We possess one of the most valuable collections of birds in the world, if not the most valuable,” says Paula Brock, CFO of the Zoological Society of San Diego, which operates the zoo. As status authorities ordered the slaughter of millions of chickens, and federal agents went door-to-door killing household parrots and other feathered pets on the spot, keeping the disease out of the zoo and its nearby Wild Animal Park became an stupendous unbudgeted expense.

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    Bird exhibits were shut to the public for several months (the disease, which is harmless to humans, can be carried on clothes and shoes). The tires of arriving delivery trucks were sanitized, as were the shoes of anyone visiting the zoo’s nonpublic areas. Zookeeper uniforms had to be changed and cleaned daily. And ultimately, the zoo, with $150 million in revenues, spent almost half a million dollars on quarantine measures in 2003.

    It worked: no birds got sick. Better yet, the damage to the repose of the zoo’s budget was minimized by another protective measure: the monthly budget reforecast. “When they comeby a hit fancy this, they soundless possess to find a course to invent their bottom line,” says Brock. Historically, zoo scientists would possess been far more worried about the disease’s outcome on their budgies than their budgets. But thanks to current planning processes Brock had introduced a year earlier, the zoo’s scientists were able to raise the monetary alert as they redirected resources to ward off the disease. “Because they had timely awareness,” she says, “we were able to invent adjustments to weather the storm.”

    Budget reforecasting is nothing new. (The San Diego Zoo’s annual static budget was behind the times before Brock took over as CFO in 2001.) But the reaction of the zoo’s staff shows the benefits of Brock’s immediate efforts to link strategy to the process. It’s a poke long touted by consultants as a key course to ameliorate people’s involvement in budgeting.

    “To sustain your company on a path, it has to possess some kindly of map,” says Brock. “The budgeting-and-planning process is that map. I cannot imagine an organization feeling in control if it didn’t possess that sort of discipline.”

    A dinky Better outright the Time

    When CFO magazine examined the status of corporate budgeting and planning (B&P) seven years ago, the only common ground between finance and operating units was that they outright hated the process. Line managers saw B&P as an impertinent and time-consuming data-entry project. It was equally cumbersome for finance departments, which distrusted the results. And both sides despised the ensuing numbers negotiations, which tended to reward the most politically savvy hagglers.

    Back in 1998, the consultants’ general prescription for fixing B&P was threefold: simplify it, participate the information widely, and link it tightly to strategy. Technology helps, but the key to success is making people accountable.

    Finding a heal hasn’t been easy. But the kindly news, as the San Diego Zoo demonstrates, is that the prescription applies to companies and organizations of outright sizes. Seven years ago, only a handful of large companies dared embark on what experts termed “the ultimate reengineering project.” And although the fixes vary, one thing is clear: “Companies of outright kinds are doing a better job of getting line managers, whose decisions drive spending and revenue, to participate willingly in the process,” says The Buttonwood Group LLP’s Lawrence Serven, who wrote CFO’s 1998 survey and helped design the current one.

    That buy-in has had a melodramatic effect. Today, according to CFO’s survey of 260 finance executives, almost half (47 percent) believe most employees are completely satisfied with the B&P process, compared with just 16 percent who thought so in 1998. And the number who betray the value of the B&P process clearly outweighs the cost in time and exertion has likewise increased, from 47 percent to 65 percent.

    That’s not to betray Corporate America has tamed the budgeting beast. “It’s distinguished to contemplate progress, though perhaps with the mountain of articles and seminars and software offerings over the years, they would anticipate to be even further ahead,” says Serven. For one thing, he warns, “this more benign view of B&P is not necessarily the result of improved reliability.” Indeed, perceived reliability has fallen somewhat: on a scale of 1 to 4 (where 1 is “Not at all” and 4 is “Completely”), CFOs gave the process a 2.9 for reliability in 1998 versus just 2.5 today.

    Moreover, politics soundless dog the process. Even today, a majority of respondents told CFO that office politics had some influence. “The politics are always going to be there,” says Serven. But as the technology has improved, he adds, it has helped companies achieve certain basic best practices, such as identifying the key drivers of the commerce and attaching long- and short-term targets to those drivers. “Transparency [on those issues] goes a long course toward reducing the politics.”

    That identical transparency has likewise allowed companies to successfully invent the link between process and strategy. The result? “People working on a budgeting process that is clearly guided and focused by strategic initiatives spend less time arguing about impertinent details and more time focusing on stuff that matters,” says Burke Willis, practice director of monetary management at benchmarking arduous APQC. A recent APQC study shows that the median number of days it takes to prepare the annual budget — a major source of frustration for outright concerned — is lower for companies that align their map with strategy numbers (63 days) than for those that execute not (80 days).

    Linking Strategy to Budgeting

    A case in point is the San Diego Zoo. When Brock, a veteran of KPMG and ITT, arrived, the strategic map had no input from finance whatsoever. The zoo’s goal is to become “a world leader in connecting people with wildlife and conservation.” But there was no connection between that goal and the zoo’s resources, even though the latter were improving (revenues possess increased from $100 million to $170 million over the past 10 years). “There was a 10-year map in a narrative sense, but not in terms of how they were going to invent it befall financially,” she recalls. In 2002, she revamped the strategic map to incorporate a monetary plan.

    Budgeting, meanwhile, was an annual low-level department exercise, with no midyear updates. “That gap [between high-level strategy and budgeting] had to be bridged,” she says, a goal that “had to be understood at the highest levels of the organization, but likewise sold to the lowest levels.”

    That required a sensitive handle with the zoo’s scientists and animal keepers. “You don’t want to overload your professionals with something they perceive to be bureaucratic number-crunching,” she says. “On the other hand, nobody knows that side of the commerce better than they do.” Six months into the job, Brock rolled out software by Timeline Inc. to tow data from the general ledger, and created templates for 145 departments. She limited the number of budget items in each department’s report, however, and offered extensive training. “A keeper in a primate exhibit doesn’t possess many things on the list — but nobody knows that list better,” says Brock. Better yet, she adds, department heads now possess an improved understanding of the collective repercussion of their decisions. A kindly B&P process, she explains, “by its very nature creates healthy discussions and buy-in.”

    As APQC’s Willis suggests, it likewise speeds the process. Each department now does a immediate and reforecast within 7 to 10 days of the terminate of each month, and Brock is now working on a 13-month rolling forecast that will immediate the timing gap between the budget and the 10-year strategic plan, which is refreshed annually.

    Making positive budgets are linked to overall strategy is essential, whether the organization is the not-for-profit Zoological Society or the world’s largest software company. Microsoft Corp., with 60,000 employees in 99 countries, tackles B&P on a much larger scale. But Marc Chardon, CFO of the company’s Information Worker commerce group, says Microsoft likewise has processes to ensure that the budgets of its seven businesses are based not only on their own product-development strategy, but likewise on corporate strategy.

    At first blush, that would appear to be an stupendous challenge. Indeed, Microsoft formally converted its various engineering operations into seven divide businesses about two and a half years ago, in fragment because centralization had proved too unwieldy. Another problem was that those engineering groups — which produced Microsoft software — had no direct responsibility for sales, and so were “more focused on product than revenue,” observes Chardon. Distributing the once-independent sphere sales compel into the P&Ls of the groups “made the matrix more complex,” he says, “but made the [business group] CEOs more accountable.”

    At the time of the reorganization, then-CFO John Connors likewise proposed that each commerce group possess its own CFO who would be accountable for that group’s strategy, commerce modeling and planning, and analysis of market performance and operating expenses. (CFO duties such as treasury, tax, investor relations, and corporate compliance remain centralized.)

    Yet the “paradox” of running a company of Microsoft’s size, says Chardon, is figuring out the perquisite poise between businesses that are returning cash (such as the Information Worker business) and those that are considered investments (such as Home and Entertainment). Such trade-offs even exist within each business, so that B&P “is perquisite on the cusp” between centralization and decentralization.

    To integrate the process, each commerce reviews its strategy, proposed changes, and investments at the terminate of every second fiscal quarter with CEO Steven A. Ballmer. The third quarter begins with a “deep midyear review” that examines operational trends by geography, commerce lines, and channels. And based on this “bottom-up view of what the next 18 months might notice like,” says Chardon, the corporate office begins setting targets for each group. That process, he says, “basically culminates in a conversation between [Ballmer] and each commerce group CEO about the ambition for the next year. And that ambition frames the budgeting process.” Only then does the actual budgeting — roughly an eight-week exertion — initiate at each of Microsoft’s businesses.

    Less Is Always More

    Of course, the simpler the budget, the easier it is to tie to strategy. Companies possess had a surprisingly difficult time accepting that less is more, but those that execute often contemplate melodramatic results. Such was the case at Erickson Retirement Communities. “We’d try to load the data into their ERP, and a third of the spreadsheets would comeby kicked out because something was wrong,” recalls Craig Erickson, vice president of monetary planning and analysis at the private, family-controlled company.

    But when new, Web-based budgeting software was introduced in 2002 (in this case, Hyperion Planning and Essbase XTD), the project manager resisted the temptation to simply replicate the existing spreadsheets. Instead, the budget itself was revamped to capture less detail.

    “That was a melodramatic process change,” says Erickson. About 90 percent of the participants at 11 different retirement communities now employ the identical basic 15 accounts. “Before, their dining departments would probably budget 50 different accounts — amount of frozen fish, fresh fish, baked goods, and so on,” he says. “All they really supervision about is what the food cost per meal.”

    Likewise, the company replaced more than 20 position types in the dining department’s labor budget with just four categories: a low-paid and high-paid category for both hourly and salaried workers. Instead of looking at 20 specific positions, says Erickson, the company now measures the number of full-time employees (FTEs) needed to champion 100 residents. “A metrics focus is now driving the budgets: when you possess 900 residents, you should possess X number of FTEs,” he says.

    In both cases, the result was less travail and better metrics for comparing communities. (It takes an impartial of seven years for each retirement community to gain a mature flush of 2,500 residents.) Once the current system was in place, says Erickson, it quickly became plain that one campus with 900 residents was paying 25 percent more per meal than another of the identical size. “Our employ of metrics allowed us to contemplate that this was entirely due to staffing ratios. The course they were budgeting before, they couldn’t contemplate that, because everyone’s head was in the details,” he says. “Our budgets were very precise. But that didn’t import they were accurate.”

    Making Managers Accountable

    “Simplification likewise leads to greater accountability,” observes Serven, adding that “there are fewer places to hide.” Indeed, performance reviews at Erickson Retirement Communities depend heavily on whether managers exceeded the impartial performance metrics for their size facility, though equal weight is likewise given to resident- and employee-satisfaction surveys. “In the past, managers had a tenor to pad their budgets a bit so they would be likely to near in under budget,” says Erickson. “With a metrics-based comparative approach, someone who tries to pad their budget is essentially saying, ‘I cannot discharge at the identical impartial flush as my peers.'”

    Consultants possess been suggesting for years that greater accountability can ameliorate the effectiveness of the B&P process. In 1998, only one-third of respondents told CFO that senior and mid-level managers were held visibly accountable for achieving the plan. Today, 60 percent betray that is the case.

    “The immediate availability of current data drives greater accountability throughout the organization,” observes Greg Bozigian, director of monetary planning for Carnival Corp.’s Princess Cruises and Cunard brands, referring to the company’s Web-based Cognos planning tool. “All senior executives possess access to their managers’ data and can view their subordinates’ latest forecasts and submissions at the handle of a button.”

    During review meetings, says Bozigian, when executives and managers accumulate together, plans can be projected onto a screen, providing far more than just visibility. “If an operator’s [forecast] numbers are not in line with actual trends, or the operator cannot provide adequate justification for the current projection,” he says, “senior executives can change the numbers on the spot. On many occasions, we’ve changed budgets and forecasts in review meetings.”

    Accountability can likewise be tailored to reflect corporate priorities. Two years ago, Hudson Advisors, a Dallas-based commercial mortgage servicer and real-estate asset-management firm, decided that IT expenses were so significant that each department’s IT budget and expenditures would be tracked by a special sub-budget in the firm’s Hyperion Planning system. While monetary results are reforecast quarterly, IT spending is tracked, reforecast, and reported monthly by department, says chief information officer Janis O’Bryan. “Now everyone individually feels empowered by their forecast,” she says.

    Software Helps

    As the experiences of these companies suggest, current software systems can champion an improved budgeting process, particularly by sharing consistent information. For example, enterprisewide software helps ensure that every division’s budget is based on the identical assumptions. Princess Cruises uses its software to roll out standardized assumptions for interest rates, alien exchange, fuel costs, and so on.

    But the greatest contribution of software packages is their automation capabilities — the competence to free up more time for monetary analysis by speeding data-collection efforts, and touching the management of that data out of loosely controlled spreadsheet environments (though many soundless strive to notice fancy spreadsheets). According to an APQC benchmarking survey, companies that depend heavily on spreadsheets typically rob 30 days longer to complete their budgets than those that don’t.

    Nonetheless, spreadsheet employ remains widespread. Some 67 percent of respondents to CFO’s survey betray that, apart from spreadsheets, their companies execute not employ any enterprise or budgeting software. Relying on spreadsheets, however, means that on average, CFOs spend a third of their time inputting, validating, and correcting map or budget data, while those with enterprise B&P systems spend a quarter of their time on such tasks.

    At AAA Life Insurance Co., the percentage was even worse. Says CFO Jay DuBose, “We were spending 80 to 85 percent of their time making positive the spreadsheets were in sync and 15 to 20 percent analyzing the data.” DuBose is set to roll out a current Cognos system next month to fix the problem. And then you possess to add in the wasted reconciliation time, says Clint Allen, Princess Cruises’s manager of monetary planning. “You’d forward your files out, wait to comeby your data back, and then lose a week or two just to aggregate it in a contour that was useful.”

    That time is now spent more productively since the company replaced spreadsheets with a current B&P system. Says Bozigian, “What has changed is the time they can spend on analysis. Qualitative analysis has definitely increased.”

    The Tie that Binds

    The next goal: to multiply companies’ console with their B&P improvements, says Serven. Only then will they be able to tie compensation to the process, the ultimate test of accountability. “That was the final mile seven years ago, and it soundless is,” he says. Companies want assurance that they possess identified the perquisite drivers, the targets they possess set are attainable, and the projects they possess developed to hit those targets will execute so. dinky wonder, he says, that tying B&P to compensation will rob “a yoke more years.”

    That’s not to betray no one has attempted it. John McMahan, who leads The Hackett Group’s Finance Executive Advisory Program, points out that some 13 percent of companies possess tied budgeting accuracy to compensation, and another 25 percent are either in the process of doing so or are planning to execute so. This huge multiply from years past doesn’t surprise him. “Everyone is trying to integrate and align their goals,” he says. “Tying B&P to compensation is just the next logical step in the process.”

    Still, making that link to pay or instituting any other process improvement requires firms to remain flexible. “Budgeting and planning can never be stagnant,” says McMahan. “Because of the rate of competitive and global change, the process can no longer be tied to the calendar. It has to be continuous, iterative, and externally focused.”

    After all, he says, budgeting and planning “by definition is inaccurate.”

    Tim intuition is a senior writer at CFO. Research was provided by CFO research editor Don Durfee.

    The Final Frontier Coroporate performance management appears to be touching from buzzword to action item. Four out of five companies possess identified nonfinancial measures that drive success, but fewer establish targets or regularly report on them. The acid test of basic CPM, says The Buttonwood Group’s Lawrence Serven, is to accomplish outright of those things. Have identified nonfinancial measures that drive company’s success 81% Have established short-term targets for those measures 67% Have established long-term targets for those measures 42% Have identified specific projects to achieve those targets 62% Report on the progress of those projects at least as frequently as monetary results 51% Percent of companies that betray they execute outright of the above 17% Source: CFO survey

    Spreadsheet Nation

    Love ’em, abominate ’em, spreadsheets will never retreat away. Some 67 percent of those surveyed by CFO magazine, representing companies of outright sizes, employ only spreadsheets for budgeting and planning (B&P). But in this post-Sarbanes-Oxley era, that could be considered risky behavior.

    “The built-in flexibility that has made exceed a wonderful monetary utensil is completely at odds with the Sarbanes-Oxley ‘command-and-control’ requirements,” says Jim Winett, managing director of IC Consulting Services LLC. “Change in controls causes the most havoc,” he says, noting that in theory any change in formula or even number of rows ought to be documented. So despite their affinity for them, one-third of CFO’s survey respondents betray Sarbanes-Oxley has made it harder to depend on spreadsheets as fragment of the commerce planning process.

    Marc Chardon, CFO of Microsoft’s Information Worker division (which is accountable for Microsoft Office and, therefore, for the exceed spreadsheet application), candidly admits that commerce users struggle with consolidation and access control in Excel. He attributes their vicissitude to the application’s evolution from a utensil for individuals to a utensil that is increasingly used collaboratively on top of commerce applications ranging from ERP systems to general ledgers to revenue-planning tools.

    “There’s an inherent tension between the ‘power-to-the-people’ origins of exceed and the role it is increasingly called on to play,” he says. “We’re clearly vigilant of that.” Microsoft, says Chardon, is working to invent exceed “a better citizen in the front-end process and a better utensil for collaborative work.”

    Not surprisingly, Microsoft itself uses exceed and SQL Server for B&P, despite the fact that as many as 3,000 people are involved in the corporate budgeting process. At the Information Worker commerce group, says Chardon, “we possess the advantage of having the most up-to-date version and finance people who were involved in the design of the product. That’s why I’m maybe more serene with exceed than other people are.” Indeed, the Information Worker commerce group is now pre-beta testing the next version of the Office suite, which he hints will contain improvements to Excel’s collaborative and control capabilities.

    In the meantime, auditors possess identified spreadsheet controls to mitigate financial-reporting risk, including password protection, hosting on protected servers, and locking cells within spreadsheets. — T.R.

    The Spreadsheet Spread Companies of outright sizes betray they depend solely on spreadsheets for budgeting and planning, although this is more common among smaller companies (as measured by annual revenues). Less than $100 million 78% $100 million–$999 million 67% More than $1 billion 30% Source: CFO survey


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