]

Renfeng Ma, Sedgwick County

Dr. Bjarne Berg, Comerit Inc.
How Sedgwick County
Implemented 821 KPIs

[ JUERGEN LINDNER
SAP POINT OF CONTACT
MEMBER SINCE: 1998

[ LINDA WILSON
ASUG INSTALLATION MEMBER
MEMBER SINCE: 1999

[ ATUL PATANKAR
ASUG INSTALLATION MEMBER
MEMBER SINCE: 2000
 Learning Points
We will look at lessons learned from the implementation of a very large SAP
NetWeaver Business Intelligence (SAP NetWeaver BI) cockpit
Learn how to achieve government transparency using SAP technology
Review the change management process of developing 800+ KPIs in a public
agency
We will explore how applications and systems can be integrated, how data
collection can be automated, and how cockpits are developed in a
standardized format using SAPs Strategic Enterprise Managements (SEM)
Corporate Performance Monitor, SAP NetWeaver BI, and SAP NetWeaver
Portal combined

2
 Agenda

Background
Data collection from non-SAP sources
A real example of a very large cockpit
Seasonal thresholds and graphing options
Change management
Wrap-up

3
 Background
Sedgwick county has 21 cities, including the city
of Wichita with 354,000 people. It also has 27
townships and an area of 1,008 square miles.
Sedgwick County is home to a number of aviation-
related industries and is known as the Air Capital
of the World.

4
 Background (cont.)
The county has many organizations, such as public
health, fire, emergency medical services (ambulances),
sheriff and jail operation, forensic center, code
enforcement, registrar of deeds, county clerk, criminal
justice (district attorney, district courts), highways, mental
health services, parks, solid waste, housing, election,
HR, treasurer, tax collection, county zoo and coliseums,
and much more

A major challenge was to measure these many services

effectively to improve accountability and achieve
transparency.
5
 Determine where you need to go and the steps to get
there

1. Develop Management Story

2. Develop Primary KPI and
Secondary KPIs
3. Group KPIs into KPI
Themes

How Do You Manage? - Three Components of a Management

Story
Primary Outcome: KPI
Identify Service Requirements (accuracy, timeliness, quality, volume)
Manage Resources to Meet Service Requirements (people, tools, process,
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communicate with funding source)
 Reducing Resistance to Change
Hint: Use testimonials from peers to reduce psychological
resistance to the Management Story How I Came Up
With My Management Story. Testimonials by
Director of Fleet Management
Director of Emergency Medical Services (EMS)
Mark Masterson, Corrections
Colin McKenney, CDDO
Tim Kaufman, Human Services
Educate KPI Owners - The Three Dimensions of KPI
What to Measure
How to Measure
How to Interpret

7
 Encourage Wide Array of Measures - The Three Types of Indicators

Lagging - historical look at past performance (quarterly revenue, hours off

due to job related injury, employee turnover)
Leading - predictive of future results (safety training completion rate,
scheduled maintenance compliance rate, grievances)
Real-Time where things are right now (inventory levels, employee count,
contractual obligations outstanding)

4 Signs of a Good Indicator:

Tracks mission critical outcomes and activities
Is influenced by productive behavior but cant be easily manipulated by
your team
Something that all team members can focus their efforts on
Value of measuring exceeds cost of measuring

8
 Do change management before changes actually occur.
If something has been used by my peer for a long time, maybe its
not too risky after all. Dashboard is not new to Sedgwick County,
EMS has been using one for years

9
 Roles and Responsibilities
Roles of a Division
Director
Schedule 4 hours each week for
Division Director and Department
Heads to develop KPI with the help
of KPI consultants
Provide quality control before KPIs
go in front of County Manager for
approval
Be the champion for KPI
development and ensure timely
completion of KPI in the division
Roles of a Department Head
Be the champion for your
departmental KPI
Ensure that your KPI is clear to and
accepted by your employees, and
your employees are committed to
improving your KPI
Allocate 4 hours each week to
develop KPI with the help of KPI
consultants
Managing by KPI is everybodys
job, involve all the employees in
your department

Measuring performance takes time and effort. Clear

responsibility and well understood timeline are essential to
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success.
11
 What Is SEM-CPM?
The Corporate Performance Monitor (SEM-CPM) is part of the
Strategic Enterprise Management BI tool suite. It consists of the
Performance Management (PM) area and the Strategy
Management area (SM).

The Performance Management area consists of four distinct areas:

1. Management Cockpit
2. Measure Builder
3. Benchmarking
4. Delivery of business content

12 Source: J. Lombard, 2006

 Strategy Management and Performance Measurement
CPM
The presentation layer in SAP
CPM cockpits has
four layers:

Cockpit High-level overview (consists of walls)

Wall A logical grouping of measures
Logical view The display level of the cockpit; consists of frames
Frame Lowest level of individual measure display

These presentation layer objects are already Web-

enabled and integrated with the Portal. They also
provide built-in drill-downs and navigation, based
on how you constructed your measures. 13
13
13
 SEM-CPM Walls

The color codes

(red, yellow, and
green) of the
indicators are set
based on some
thresholds that we
14 will explore later
 SEM-CPM Navigation and Measures
The frames can be based on a set of composite measures that are
weighted; i.e., six KPIs can we weighted differently to create an
overall measure.
You can create the hierarchies of measures in the Measure Builder
tool (transaction UMK_MB_DISP_PARA)

By clicking on
each of the
frames, you
can access
more details in
graphical
cockpits

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 Agenda

Background
Data collection from non-SAP sources
A real example of a very large cockpit
Seasonal thresholds and graphing options
Change management
Wrap-up

16
 Our System Architecture and External data extraction
Legacy
Legacy
Reporting
Reporting
Legacy 1 Users
systems Users
systems
systems SQL Users
Server Users
Users
ASP page

2
6

3 4 5
SAP SAP
SAP R/3 SAP BW
SEM-CPM Portal

1. Flatfile updates and Manual 4. SAP BI Queries executed through

Updates through ASP pages.
Gradually being automated.
2. Periodic updates through DB
connect from SAP BI
3. Periodic updates through BI
17 extractors (ALE)
ODBO
5. Cockpits hosted in SAP Portal, which
also provides single sign-on (SSO)
6. Users via standard web browsers on
intra or internet.
 External data extraction and updates

By creating a SQL
Server database, we
could standardize the
user input and
customize the web
pages in ASP so that is
was easy to do manual
inputs.

All input are flagged as

periodical (monthly, qtr
The extraction from the SQL server
or annual) and are open
database to SAP BW/BI is done through a
for edits only for a
single job that extract all KPI information
specific period by a few
for the period through the use of SAP BIs
individuals in the
DB connect feature.
department that has
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access.
 Query Performance and Simplification in Infocubes

For Non-SAP data

Since single KPI values for a

given department and period
are stored in the SQL Server
and transmitted to BW. The
Queries takes on average 0.2
seconds !!!!

For SAP data

The details are kept in the

DSO and the infoCube has
only the single value for the
department for the period.
Query speed is therefore only
0.2 seconds on average
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 Agenda

Background
Data collection from non-SAP sources
A real example of a very large cockpit
Seasonal thresholds and graphing options
Change management
Wrap-up

20
 A User Experience Example
Our first step is to navigate to the departmental KPIs

21
21
 Accessing Frames
Now we want to explore the summary cockpit for Public Safety

22
22
 Accessing Summary Cockpits
These KPIs are weighted measures of six KPIs for the emergency
management services. The index is color coded for acceptable
performance levels.

23 We can click on any graph to enlarge it 23

 Drilling Down to Details
Here we can see that the index has turned red. That indicates that
further research is warranted. We added a new drill-down button to
make user navigation easier

Note: This is sample data from the test system and has not been
24 validated (system went live a few months later) 24
 Changing Indicator Graphs on the Cockpits
In the cockpit, the colors are set by the underlying KPI performance.
When there are no benchmarks, you can change the image

Some KPIs do not have

benchmarks, they are not color
coded red, yellow,
yellow or green.
In those cases, SAP codes them
with a beautiful X.
We did not like that and created our
own image and replaced the X
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with a customized image instead. 25
 Exploring the Emergency Management Profile
The profile does not contain benchmark data, but is informative about
the activities. Here we explore the number of EMS 911 calls.

From the EMS profile, users can access:

1. Primary KPIs for the organization
2. Program outcome KPIs
3. Tertiary KPIs to manage the operations

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KPIs are for all levels of the organization 26
 Program Outcomes for EMS
Program outcomes include detailed benchmarks for monthly
performance and are coded red, yellow, and green based on actual data.
Here we see ambulance performance for one month.

- Building hierarchies of
measures gives everyone, at all
levels of the organization, some
benefits of using the cockpit.
- Getting the management to
use the same tool is a major
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benefit of SAP NetWeaver BI.27
 Tertiary Operational Indicators for EMS
The tertiary indicators are most important for the director of Emergency
Management Services. It may be combination of survey data taken
periodically and system data loaded monthly.

Dont be afraid of merging periodical data, such as customer

satisfaction and employee ratings taken every six months,
28 with operational data from source systems 28
 Tertiary Financial Indicators for EMS
By making financial data easily accessible with the operational data, the
department managers see a greater benefit of using the cockpits.

The data can be annual, monthly, or weekly, as long as

it is used for trend lining and management decisions.

Be careful about adding daily information. When doing

so, you are leaving management cockpits and have
started building dashboards which have different usage
communities and a variety of different tools 29
29
 Dashboard, Scorecards, and Cockpits

Many companies and people confuse the concepts of dashboards,

scorecards, and cockpits. They vary in terms of purpose, usage,
source, data, etc.
Most SAP NetWeaver BI systems fall into the cockpits category

These are typical parameters, and some may be slightly

different (e.g., some metrics in a cockpit may only be updated
monthly).
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 Back to the Walls
This case study has 821 KPIs for management and
operations we only looked at one small area with 18 KPIs
so far. Let us look at the senior managements view of the
cockpit and the community profile

For senior management, the KPIs tend to have more broad

applications in terms of scope and level of aggregation. Policies
and budgets are based on overall performance and not the
day-to-day operations which may fluctuate by season.

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Dashboards not cockpits, are used for operational 31
 The Senior Management Community Profile
The Community Profile is a great way to summarize the
organization in terms of descriptive statistics. It is a very
high-level overview of the status of the organization.

For commercial enterprises, this is an area that may contain a

summary of all employees, locations by demographic
information and organizational model, and/or summary
production volumes or sales volumes for last quarter, or year,
and trend lines.
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32
 The Community Profile of an Organization
The community profile should be organized in sub-categories
that are informative, interesting, and have long-term trend
line value.

This example has six sub-groupings of measures and a total of 34 KPIs.

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 Community Profile Economic Indicators
For long-term indicators, dont be afraid to use external data and data
that has annual updates. The collection of this data is simple, low cost,
and provides everyone with a shared knowledgebase.

In the community profile, the data should be long-term

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trends and relevant to strategic decision making
 Keep the Cockpit Useful for a Large Community

By keeping the cockpit wide and for a large user community,

we were able to provide a shared view of a highly diverse
government organization

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Build a wide cockpit with shared measures that is widely available to all users 35
 Agenda

Background
Data collection from non-SAP sources
A real example of a very large cockpit
Seasonal thresholds and graphing options
Change management
Wrap-up

36
 Automating Thresholds and the KPI Data from Non-SAP Systems

The data table in SQL

server provides a set of
columns that capture the
summary of the results for
the period for a
department. This allows the department to update the KPI
values for a short time period to correct any
errors (done in a simple ASP page)

Threshold values (Red,

Yellow and Green) are
captured for each period,
so that the history of
historical thresholds can
be preserved.
37
 SEM-CPM Rules for Graphs and Real Estate
Try to avoid empty spaces, but dont force unrelated measures into
the cockpit view it confuses users

Dont use as many types of graphs as possible,

and never mix more than 3 types of graphs. If you
use more, users have to interpret the pictures as well as the data.

Missing data
points add
irritation.
(it is hard to hide
bad data in a
cockpit)

38
38
38
 SEM-CPM Rules for Graphs and Real Estate (cont.)

There is nothing wrong with using the same type of graphs on a

cockpit (e.g., tachometers or line charts). Users adapt quickly
and can absorb the information faster.

39
39
 Tracking Changes Over Time Annual Measures in
Context
For an organization to act strategically, you need annual performance
measures to see the big picture. You often have to merge measures
also.
This is of little value to the operational managers, but of great value to
the CFO, CEO, CxO, and upper-level executives.

When the executives are looking at their organization,

40 they are frequently examining external data at an annual 40
 Use of Complex Graphing of Annual Measures

Sometimes measures have little value unless they are seen

in context of other indicators. You can use complex graphing
with different scales to address this.

Example: Number of fatalities

in road accidents have limited
value in assessing vehicle
safety without seeing the
context of total number of
accidents.
We can click on the graph to examine
this closer
41
41
 Use of Complex Graphing of Annual Measures (cont.)
We now have two measures over five years of different
scales. However, SAP-CPM allows you to merge these in a
single graph with two scales.

42
42
 Agenda

Background
Data collection from non-SAP sources
A real example of a very large cockpit
Seasonal thresholds and graphing options
Change management
Wrap-up

43
 Change Management Process
Since a CPM system is going to track performance over
time, it is important that the benchmarks and thresholds
do not fluctuate frequently
At the same time, the organizations and people being
measured have an inherent interest in moving the
thresholds if they turn yellow or red
Therefore you will need a formal change management
process for how to get approvals for changes to the
cockpits
Senior management should be the decider, not the IT
department
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 Change Management Process (cont.)
IT responsible
Change Integration tested No
Request form Business responsible Approved?
QA environment
Sr. mgmt. responsible

Yes Yes

Approved? Moved to
Submission No production
No

No Yes System tested

Complete? Approved? Scheduled Devl. environment

Yes

No Change Unit Tested

Review Request form Developed
recommended? Devl. environment

Yes
No Approved?
Yes

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 The Change Management Form Page 1
To make this process work, you need a formal instrument.
The instrument can be online (i.e., a Web page), electronic (Word
document), or a paper-based system.
The form should contain at least these fields:

The front page

that the
requestor fills
out

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 The Change Management Form Page 2
This page is used by the system administrator or the
project team
The purpose is to have controlled changes that are
scheduled and tested appropriately

The back page

that the system
admin and
approver fill out

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47
 Agenda

Background
Data collection from non-SAP sources
A real example of a very large cockpit
Seasonal thresholds and graphing options
Change management
Wrap-up

48
 When to Consider CPM Management Cockpits
The management cockpits and Web rendering closely integrate with
the pre-delivered measures in SAP Measure Catalog. You also can
add new measures through SAP Measure Builder.

By linking the higher-level measures using Measure Trees, you can

create true performance measures that are consistent throughout
your cockpit and which also take care of most of the Web
navigation and drill downs in the cockpit. Navigation is built into the
management cockpit and you do not have to build customized links.

Consider SAP CPM when you have limited in-house Web skills,
or when measure consistency and rollups are very important.

Drawback: Users often complain that there are too many steps
that they have to follow when drilling up and down within the
49
measures (rigid navigation that is hard to customize).
 What SAP Tool Should I Use? Other Options
SAP
SAPNet- NetWeaver
SAP Third-
BW3.x Weaver7.0 Visual SEM- party JavaSDK Portal
WebAD WebAD Composer CPM cockpits tools iViews

MultidimensionalAnalysis(full) - - - -

Portalintegration -

InformationBroadcaster - - - - -
Formattedreporting - - - - - -
Graphicaloptions(delivered) - -

Automaticcodegeneration - - - - -
SAPintegration

Directsupportfornon-BWdata - - - -

Simplicitytouseandlearn - - - -

There are many options and sometimes the choice is based on what you
50 are familiar with and whether you enjoy using new tools
 Resources
COMERIT (SAP BI presentations and articles)
http://www.comerit.net

Patrick Dixon, Optimize Your Portal Implementation with These

Undocumented Security and Performance Techniques (Admin and
Infrastructure, 2007).
www.sapinsideronline.com/downloads/Las_Vegas_2007/presen
tations/Track9_session9.pdf
Dr. Bjarne Berg, Building Cockpits and Dashboards: Shortcuts,
Design Best Practices, and Guidelines to Ensure You Pick the Right
SAP Tool for the Job (Reporting and Analytics conference, 2007)
http://csc-
studentweb.lrc.edu/swp/Berg/articles/R&A_2007_Berg_building
_cockpits_dashboards_v3.ppt

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 Learning Points
Dont underestimate the time it takes to get management
buy-in to measures, thresholds, and performance graphs
Get very senior management sponsorship. If you cannot
get it, go with OLAP instead.
Instill the tool into the organizations decision-making
process, i.e., create a periodic (monthly) meeting with
KPI reviews.
Formalize a process for when and how KPIs can be
changed. Approvals should be done by senior executives
and not very often (seek measure stability).

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 How to contact us:

Dr. Bjarne Berg, bergb@comerit.net

Refreng Ma, rma@sedgwick.gov

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 ]
Thank you for participating.
Please remember to complete and return your
evaluation form following this session.
For ongoing education on this area of focus, visit the
Year-Round Community page at www.asug.com/yrc

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