Kendle Transforms Its Enterprise with Oracle Business Intelligence

© MarketSphere Consulting, LLC

INC Research (Kendle) Transforms it’s Enterprise with

Oracle Business Intelligence

John Stilwell, MarketSphere | Bill Hayfer, INC Research


Welcome

The Business Issues

Components to Achieve ERP Value 1

Implementation Approach and Lessons Learned

Our Vision, Roadmap and Project Goals

Common Access Point – Consistent Visualization – User Experience

Results, Benefits Realized, and Next Steps

Improve Collaboration – Where to Start

3

5

4

6

7

2

Today’s Agenda

2


About MarketSphere

Creating Business Harmony: We are strategic technology and advisory experts to help you

deliver integrated Oracle EPM, BI, and ERP solutions that improve business performance.

3


Components to Achieve ERP Value

• Data is everywhere; Financial, Projects, Supply Chain, Human Resources,

Customer systems

• Dimensions are embedded in each system, causing communication and data

quality issues

• Multiple technologies are used to store data. i.e. Multiple Essbase, Data

Marts, Cognos cubes etc..

• Understand your current footprint, with a desire to obtain and information

model that can be accessed by all. This is the starting point.

Where’s the data

INFORMATION

MODEL

SINGLE

ENTERPRISE

4


• Process information with business interaction to derive SMART

decisions.


REPORT

ANALYZEFORECAST

MODEL

INFORMATION

MODEL

SINGLE

ENTERPRISE

5



• Relational and multi-dimensional access to your

content.

• Interact with groups of information in 3D

• Drill to ledger, invoice and product detail

• Gain confidence to act

Define a Foundation that endures

REPORT

ANALYZEFORECAST

MODEL

INFORMATION

MODEL

SINGLE

ENTERPRISE

6



Typical Starting Point. Transactional Systems

• Understand the components

• Determine what is desired

• Define the Vision

• Create Implementation

Roadmap

7



ERP value is Realized through Business Intelligence

8

CRM Analytics

• Sales and Marketing

• Service

• Contact Center

• Price, Loyalty

ERP Analytics

• Financials

• Human Resources

• Procurement

• Projects

• Supply Chain

• Order Mgmt

EPM

• Financial Close

• Planning andForecasting

• Strategic Planning

• Profitability Management

REPORT

ANALYZEFORECAST

MODEL

INFORMATION

MODEL

SINGLE

ENTERPRISE

Industry

• Clinical

• Financial Services Analytics (OFSAA)

• Healthcare

• Communications

• Retail


Oracle BI Applications – System Components

9

1

Data Model Load – Subject – Domain

specific schemas to support analytics

and reporting. schemas (i.e. GL, AR)

3 Logical Business Model –

Configuration of the BI Server and

pre-mapped metadata.

2 4 Dashboard and Reports – Standard

out-of-the-box reports for the focused

subject area, that can be extended

and customized with OBIEE 11g..

Presentation layer

Logical business

model

Physical sources

Data Pipe Access – ERP extraction

for loading to the Oracle Application

Warehouse.


Improve Collaboration – Where to Start?


Operational Systems

Financials

Establish your ERP Environment

Transactional excellence and process re-engineering

Projects

Human Resources

Procurement

Sales / CRM

Supply Chain

Manufacturing

Connect your operational

systems and subsidiaries.

Thin / Right General Ledger

11


Operational Systems

Financials

DRMData

Relationship

Mgmt

12

Manage your Hierarchies, Values & Mapping: DRM

Master your analytical content and distribute the integrity of data

Projects

Human Resources

Procurement

Sales / CRM

Supply Chain

Manufacturing

Data integrationConsiderations


Operational Systems

Financials

Oracle

BI Apps

- Model

Oracle BI

Apps -

Reports

DRMData

Relationship

Mgmt

Operational Dashboards

13

Establish a BI Framework

BI Apps to provide the Certified engine of ERP data that is used by EPM and CRM

Projects

Human Resources

Procurement

Sales / CRM

Supply Chain

Manufacturing



Operational Systems

Financials

Oracle

BI Apps

- Model

Oracle BI

Apps -

Reports

HFMClose & Consolidate

DMDisclosure

Mgmt

Regulatory

Reports

DRMData

Relationship

Mgmt

EP

MA

/ F

DQ

M / E

RP

i


14

Manage Close & Consolidation in Hyperion: HFM

Leading companies use Hyperion Financial Management to close the books

Projects

Human Resources

Procurement

Sales / CRM

Supply Chain

Manufacturing



Operational Systems

Financials

Oracle

BI Apps

- Model

Oracle BI

Apps -

Reports


DMDisclosure

Mgmt

Regulatory

Reports

Management

Reports

PlanningStrategic

Financial

Operational

DRMData

Relationship

Mgmt

EP

MA

/ F

DQ

M / E

RP

i


15

Variance Reporting through Planning & Forecasting: HP

Hyperion Planning provides the predictive and driver based forecasting

Projects

Human Resources

Procurement

Sales / CRM

Supply Chain

Manufacturing



Operational Systems

Financials

Oracle

BI Apps

- Model

Oracle BI

Apps -

Reports


DMDisclosure

Mgmt

Regulatory

Reports

OBIEE

Management

Reports

PlanningStrategic

Financial

Operational

EssbaseAnalytics

DRMData

Relationship

Mgmt

EP

MA

/ F

DQ

M / E

RP

i

Ad Hoc

Analysis


16

Expand BI Platform: Essbase and OBIEE

Essbase Analytics with Hyperion platform, and connected with OBI Apps

Projects

Human Resources

Procurement

Sales / CRM

Supply Chain

Manufacturing



Operational Systems

Financials

Oracle

BI Apps

- Model

Oracle BI

Apps -

Reports


DMDisclosure

Mgmt

Regulatory

Reports

OBIEE

Management

Reports

PlanningStrategic

Financial

Operational

EssbaseAnalytics

DRMData

Relationship

Mgmt

EP

MA

/ F

DQ

M / E

RP

i

Ad Hoc

Analysis


Harmony: MarketSphere Differentiator

We are different because we do it all.

Projects

Human Resources

Procurement

Sales / CRM

Supply Chain

Manufacturing

OBIEE 11g (11.1.1.5)

17


About the Speakers

18

Bill Hayfer, Vice President – Business Systems, INC Research

Bill brings 28 years of Global Information Technology and extensive Enterprise Resource

Planning and Business Intelligence implementation experience to the INC Research

Team. Bill’s responsibilities include the establishment of a vision and model for the ERP

and set business automation priorities, establishing and maintaining the enterprise data

model to facilitate efficient data maintenance and reporting, automating routine business

transactions and eliminate data administration redundancies through systems integration

and working with the Brands and support units to maximize utilization of the ERP leading to

improved Business Intelligence.

John Stilwell, Director of Business Intelligence, MarketSphere

John is a Director of MarketSphere’s Business Intelligence Practice and brings over 10 years of

experience implementing Oracle Solutions. John is a recognized leader in business transformation

initiatives involving technology selection and implementation. He has been focused on business

intelligence, analytics, metrics and reporting with specializations in the supply chain and

procurement functions. He has more than 10 years of consulting experience in a range of

industries where he has provided client’s with business solutions in the areas of business

intelligence, enterprise performance management, strategic planning and strategic cost reduction.


The Business Issues


The Business Issues

INC Research Introduction and Situation

20

INC Research is a therapeutically focused contract research organization with a high

performance reputation for conducting global clinical development programs of the

highest integrity. Pharmaceutical and biotechnology companies look to INC

Research for a complete range of customized Phase I - Phase IV programs in

therapeutic areas of specialty, and in innovative pediatric and women’s health trials.

INC Research’s Trusted Process® methodology and therapeutic foresight leads our

customers to more confident, better-informed drug and device development

decisions. INC Research recently merged with Kendle to form a new organization

that now employs approximately 5,000 employees across six continents who have

experience spanning more than 100 countries.

Business Issues:

• Due to tremendous growth, business model began to overwhelm its technologies

• Burdened by overly manual processes & cumbersome spreadsheets to manage the business

• Multiple Financial Systems that were not aligned

• Multiple concepts of customer

• Lack of alignment of classic business data, locations etc.

• Searching for “single version of the truth”

• Multiple versions of data from disparate sources

• Recent merger presents new data aggregation and reporting challenges


The Business Issues

What Problems Needed to be Solved

21

CRM

FinanceHRMS

INCR

Clinical

Business

Intelligence

• Common access point

• Validation of ERP

• Information to the right

person at the right time

• Standardize global

processes

• Siebel as a subset CRM

strategy – bidding and

pricing

• Linking sales to operations

• Common view – driving

value to the customer


The Business Issues

Why INC Research embarked on this project

22

• Enable control of processes, costs, delivery, standards, security,

compliance

• Implement BI as joint venture between business and IT

• Treat BI as an ongoing program rather than a series of disconnected

projects

• Drive adoption of BI throughout the business

• Manage stakeholder interests at all levels

• Align BI with corporate strategy

• Define and measure outcomes, and course-correct to achieve them

• Encourage strategic thinking while allowing for tactical implementation

and reduced time to value

• BI never ends. There is a hunger for more and more information

“We understand the concept that Business Intelligence never ends. There will always

be more information that our end users will want to improve their execution.”





Roadmap

24

Roadmap and Strategy

• Began with the A3 roadmap to assess the technologies and processes around INC Research’s

metrics, reports, and data strategies for each affected subject area.

BI Roadmap

– Interviewed 70 INC associates participated in more

than 30 functional and technical workshops,

providing their assessment of the current state and

vision for the future state BI environment.

– Identified and sequenced 12 work streams across

ERP, EPM, Oracle BI and BI extensions.

Key Project Objectives• Develop an overall technology and systems strategy and define an architecture that enable’s a

common data management platform

• Take advantage of the packaged BI applications purchased from Oracle

• Leverage BI warehouse features for Essbase

• Work closely with implementation teams for PeopleSoft Financials and PeopleSoft

HR to coordinate data requirements and sourcing strategy for BI warehouse



Comprehensive Business Transformation

25

Optimization

Predictive modeling

Forecasting/extrapolation

Statistical Analysis

Alerts

Query/drill down

Ad hoc reports

Standard reports

What’s the best that can happen?

What will happen next?

What if these trends continue?

Why is this happening?

What actions are needed?

Where exactly is the problem?

How many, how often, where?

What happened?

Analytics

Access and

reporting

Degree of intelligence

Co

mp

eti

tive

ad

va

nta

ge

• From the book “Competing on Analytics”, adapted from SAS



Access Point

26

Setting Standards for Access to Widespread Information




Comprehensive

Integrated

Real Time


Upgrade Plus Concept

28

ERP

Reporting & Analytics

Data Governance

Data Management

Source Systems

BI & ERP

Analytics

ERP Upgrade

• Real-time management information

• Comprehensive

• Integrated – Single version of the truth

• Accessible

• Defines and Supports work Processes

“Upgrade Plus”

BI & ERP Analytics

• Source Systems Integration

• Data Management

• Data Governance

• Reporting and Analytics



Preparation for the A3 Methodology – Road Mapping Phase

29

High Level

Requirements

Solution

Capabilities

Build vs. Buy

Decision

Solution

Review &

Selection

Analytics

Assessment

Approach

(A3)

• Vision

• Business

Transformation

• End Users

• High level review

• Demo of

capabilities

• Evaluation of

Product Guides

• Business Case

• General level of

effort

• Conceptual

framework

• Functional review

• Qualitative fit

• Benefits of

integrated system

• Measurement, Reporting, Data

Strategies

• Quantitative fit

• Road Map and Implementation

planning

Packaged Fit Gap –

Informed Level of Effort

Initiatives #

Financial Analytics – Packaged and Basic & Intermediate Extensions

1

Financial Analytics – Advanced Extensions and Customizations

2

Projects Analytics - Packaged and Basic & Intermediate Extensions

3

Projects Analytics – Advanced Extensions and Customizations

4

HR Analytics - Packaged and Basic & Intermediate Extensions

5

HR Analytics – Advanced Extensions and Customizations

6

COMPASS BI Reporting – Custom 7

Balanced Scorecard 8

Backlog BI Reporting - Custom 9

PSR BI Reporting - Custom 10

Clinical BI Reporting - Custom 11

Budgeting & Planning 12

Costpoint Integration 13

4

8

6

Packaged Oracle BI Applications with

Basic and Intermediate Extensions

DO IT NOW STRATEGIC

SELECTIVE

Va

lue

Effort

Low

Low

High

High

Initiatives Value Matrix

1 2

3

12

Custom BI Work Streams

Budgeting & Planning

SELECTIVE

5

7

Advanced Custom Development

10

11

13

9

Initiative

PrioritizationRoad Map & Implementation

Planning



Value Proposition – ERP upgrade with Analytics

30

Typical Linear Approach

Parallel Approach – INC Research



• Actuals were used from ERP in Hyperion Planning through OBI Financial Analytics

• Approach improved user adoption of Hyperion Planning – same data was used for BI and Planning

• Data was already brought together in a star schema and in the right way.

• Future steps were avoided by reusing the actual ERP data for Planning via the OBI Applications

How INC Research did Planning Differently… We sourced from OBI Applications

31

ERP Source Systems PeopleSoft SiebelClinical

Operations

Common Business Data Warehouse

BI EPM

End User Portal – Dashboards, Scorecard, Planning & Reporting



Hyperion Planning and Essbase multi-dimensional analytics

32

Implemented Hyperion Planning to streamline INC Research’s planning processes.

The implementation resulted in the following benefits:

• Transformed the budget process from very difficult and disconnected to a streamlined

structured process

• Reduced the cost and effort to complete INCR Planning processes

• Upgraded the Budgeting and Planning toolset from an Excel based collection of

spreadsheets to a Oracle Planning System

• Leveraged the BI infrastructure for metadata management and sourcing of historical

data

• Utilized the BI infrastructure for variance analysis

• Hyperion Planning help get the right info into the right hands for doing the annual

budget, while relying on the same data source that served as the basis for BI.

• The approach helped with change management and user adoption because the

confidence in the data was high given that it was the same as the financial analytics

BI reports.



Hyperion Planning and Essbase multi-dimensional analytics

33

EPM Benefits

More timely information

Better information for decision

making

Reduction of non value

added Finance activity

Improved finance

partnership

• Standard/operational reports

automated so time with

finance spent more value

added

• Business users were

empowered resulting in

improved finance acumen

• Improved cycle time for

planning process as the time

consuming detail handled by

the systems

• Less time spent searching for

information to answer

questions

• More information available

with a consistent level of detail

to standardize analysis

• Tools were provided so that

users were able to easily find

exactly what they needed with

the flexibility to slice/dice in

multiple ways

• Financial information easily

and quickly accessed

without waiting on others



Lessons Learned - Recap

34

• Legacy BI environment with highly disparate reporting

• Could not replicate in PeopleSoft

• Ability to leverage out of the box OBI Applications – high hit rate

• Focus on underlying ERP Data

• Deeper dive into the data

• Comprehensive approach to MDM

• Data conversion – start earlier

• Start common processes as early as possible

• Through sometimes painful, eventual realization and understanding of BI

value


Common Access Point – Consistent Visualization – User Experience


Common Access Point–Consistent Visualization–User Experience

One point of access for both Financial and Operational Users

- INC Research’s meanings of Business Intelligence

36

Project

ManagementFunction

Communications

Self–Service

Regional

Communication

Corporate

Communications

Support Unit

Communications CRM

FinanceHRMS

INCR

Clinical

Business Intelligence

PM

Planning


Results, Benefits Realized, and Next Steps


Results, Benefits Realized and Next Steps

Landscape Realized

38

EPM ApplicationsERP Analytics

HYPERION

ESSBASE

• Pipeline Analysis

• What if Modeling

HYPERION

PLANNING

• Enterprise Planning application, sourcing from Oracle BI

ORACLE BI SUITE ENTERPRISE EDITION (OBIEE)

OTHER DATA SOURCESSOURCE ADAPTERS:

FINANCIALS

• General Ledger

• Accounts Receivable

• Accounts Payable

• Cash Flow

• Profitability

• Expense Management

PROJECTS

• Project Funding and Budget

• Product Cost

• Project Revenue

• Project Billing

• Project Profitability

HUMAN

RESOURCES

• Employee Productivity

• Compensation

• Talent Management

• Recruiting Analysis

• Learning Analysis

• Workforce Profile

• Analytics phased with the PeopleSoft implementation

• Used Pre-build models to create a OBI Financial application for Income Statement and Trial Balance

reporting

• Extended the OBI Model for Project Forecast, Revenue and Employee Utilization

• Backlog Analysis by integrating data from PeopleSoft (hard backlog) and Siebel CRM (soft backlog)

• OBI Financials Analytics served as the data source to the Planning Applications

SALES &

EXPERIENCE

• Experience Reporting

• Proposals

• Bids / Re-bids

• Backlog Analytics

CLINICAL

ANALYTICS

• Clinical operations

• PSR Operations

Currently in Process

http://www.siebel.com/

http://www.peoplesoft.com/corp/en/public_index.jsp


Results Benefits Realized & Next Steps

What’s Next on the Roadmap

39

# Initiatives

1 Clinical Analytics – Customer Experience

2 Clinical Analytics – PSR & Metrics Automation

3 Planning – Budget v. Actual

4 Project / Financial Analytics – Operations Rollout*

5 Project / Financial Analytics – Answers to Super User

6 COMPASS Analytics – Phase II

7 Backlog Analytics

8 Advanced Custom Analytics – Projects

9 Advanced Custom Analytics – Financials

10 CRM Sales Analytics

11 Planning – Forecasting Business Process

12 Project / Financial Analytics – Workspace, Performance, Security optimization

13 Planning Automation

14 HR Analytics

15 Metrics Stream

16 Planning – Demand Side (#11 dependent)

TACTICAL STRATEGIC

OPPORTUNISTIC


SELECTIVE

6

8

12

13

10

15

14

Level of Effort

(Business and IT)

HighLow

Lo

wH

igh

En

terp

ris

e V

alu

e 5

16

29

7

3

4

11

1


TACTICAL STRATEGIC

OPPORTUNISTIC


SELECTIVE

Level of Effort

(Business and IT)

HighLow

Low

Hig

hEnte

rpri

se V

alu

e

###

$Most

$

$

$Least

Estimated

Initiative

Cost

Indicates BI

Focus

Capital

Expense


4

# Work Streams

1 Oracle BI Applications (OBIA) Integration

2 Hyperion Planning

3 Customer Portals & Dashboards

4 Project Analytics (additional; incl. backlog)

5 Employee Utilization (Additional)

6 Financial Analytics (Additional: AR, AP, GL)

7 HR Analytics

8 Clinical Analytics

8

25

7

3

6

1

40

Kendle-INC Research Integration



EBS

PeopleSoft

Current State

OBIA

Clinical

Siebel

Proposal

Kendle

INC Research

Kendle

Global

Inc Research

Future State

ClinicalOthers

Kendle Dashboards

Inc Research Dashboards

• Leveraging Kendle investments and extending the BI reporting platform for

Inc Research

• Co-locate the data in the same data warehouse with unique identification of

transactions by source system

• A unified reporting platform leveraging common business model for both the

organizations

BI Reporting

• Delivering Role Based Dashboards for the various Business Units across

ERP systems

• Pervasive BI across all the data sources and business process with an

ability to deliver the data across the reporting spectrum

• Deliver a “single version of truth” for reporting and

convergence

Combined BI reporting from different systems

41


Results, Benefits Realized and Next Steps

Benefits Realized

42

• Better understanding of the value of BI

• Increased utilization of business intelligence and user satisfaction

• Faster, more reliable decision-making

• Better able to respond and adapt to business, process, and

technology changes

• Scalability to meet business growth and change

• Greater collaboration between IT and business

• Prevention of data silos

• Reduced resource and infrastructure costs

• Common standards, security, compliance, and business rules across

the enterprise

• Improved return on the BI investment


Conclusions


Questions

John Stilwell, Director, 913.579.7664

[email protected]