Corporate Performance Management Forces Organisations to Examine Critical Compliance-Related Area Issues Such as Data Quality, Data Accuracy, Data Retention and Accountability; Strategies for Successful CPM in an Organisation is a Must-Read.DUBLIN Dublin, city, Republic of Ireland Dublin, Irish Baile Átha Cliath, county borough (1991 pop. 915,516), Leinster, capital of the Republic of Ireland, on Dublin Bay at the mouth of the Liffey River. , Ireland Ireland, Irish Eire (âr`ə) [to it are related the poetic Erin and perhaps the Latin Hibernia], island, 32,598 sq mi (84,429 sq km), second largest of the British Isles. -- Research and Markets (http://www.researchandmarkets.com/reports/c29109) has announced the addition of Corporate Performance Management to their offering. What is CPM (1) (Critical Path Method) A project management planning and control technique implemented on computers. The critical path is the series of activities and tasks in the project that have no built-in slack time. ? Most organisations will have elements of BI (Business Intelligence) in place to help them analyse an·a·lyse v. Chiefly British Variant of analyze. analyse or US -lyze Verb [-lysing, -lysed] or -lyzing, and understand historic performance and identify and track key trends. These organisations will also make varying use of budgeting and planning tools in order to project the future direction of the business in an attempt to predict or steer steer castrated male cattle beast over a year of age. See also bullock, buller steer. steer bulling see bulling. steer Medtalk verb future performance. What is therefore needed is something to sit between these two elements, to have one eye on the past and another on the future, in order that performance against objectives can be clearly managed. In short, CPM brings these two areas together, giving the organisation a window onto performance - the ability to compare predictions, goals, and plan to operational execution. CPM is not going to take all of the organization's problems away. However, the disciplines that are required to properly implement and use CPM will enforce positive change within the business, particularly with regards to getting consistent business definitions and a shared understanding of the relevant business processes. Contents are as follows: Section 1: Management Summary 1.1 Management Summary Section 2: Business Issues 2.1 Report Structure 2.2 Why CPM? 2.3 Definition and Positioning 2.4 Key Issues 2.5 Conclusions Section 3: Technology Issues 3.1 The Role of Technology 3.2 CPM Architecture 3.3 CPM Components 3.4 Additional Related Technologies 3.5 Conclusions Section 4: Strategies for Success 4.1 Review of the Key Issues 4.2 Models and Architectures 4.3 CPM Deployment 4.4 Conclusions Section 5: Market Issues 5.1 Market Overview 5.2 Market Drivers 5.3 Futures 5.4 Conclusions Section 6: Tables 6.1 Corporate Performance Management Features Matrix 6.2 Corporate Performance Management Product Capability Diagrams 6.3 Corporate Performance Management Lifecycle Positions Section 7: Comparisons 7.1 Product Comparisons 7.2 Comparison of Vendor Strategies Section 8: Technology Audits Applix - Applix TM1 Business Objects - Business Objects Enterprise 6 Cognos - Cognos - CPM CorVu Corporation - CorStrategy 5.0 Geac - Geac(R) Performance Management(TM) 6.03 Hyperion - Business Performance Management (Version 1) Longview Solutions - Khalix 3.4 Oracle Corporation - Oracle CPM OutlookSoft Corporation - Everest (Version 4.1) SAS - Corporate Performance Management. Section 9: Vendor Profiles Section 10: Glossary Companies Mentioned: Computer Associates Informatica Information Builders Intentia Lawson Microsoft Microstrategy Nimbus ProClarity QlikTech International AB SAP SRC Software SSA Global Technologies Inc. For more information visit http://www.researchandmarkets.com/reports/c29109 |
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