085.book Seite 3 Freitag, 3.

November 2006 10:13 10

Dr. Marco Sisfontes-Monge

CPM and Balanced Scorecard with SAP

Bonn Boston

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Contents at a Glance
Foreword ............................................................................

13

Acknowledgments .............................................................

15

Introduction and Overview ................................................

17

Translating Strategy into Action:

The Balanced Scorecard .....................................................

21

Introduction to SAP CPM ..................................................

37

The Measure Builder ..........................................................

79

Creating Your First Scorecard ............................................ 117

The Management Cockpit ................................................. 153

The Risk Management Module .......................................... 227

Monitoring the KPIs: The Strategy Map and

the Value Driver Tree ......................................................... 261

SAP CPM Tips and Tricks ................................................... 293

10

Corporate Governance: SAP CPM and Sarbanes-Oxley ..... 363

11

Concluding Remarks .......................................................... 371

Glossary ............................................................................. 377

Bibliography ....................................................................... 379

Author ................................................................................ 381

Index .................................................................................. 383

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Contents
Foreword .................................................................................................
Acknowledgments ....................................................................................

Introduction and Overview ................................................ 17

1.1
1.2
1.3

How this Book is Organized ...................................................

Getting the Most out of this Book .........................................
Summary ...............................................................................

18
18
19

Translating Strategy into Action: The Balanced Scorecard

21

2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
2.9

21
21
23
24
26
27
29
33
35

Overview ...............................................................................
History of the Balanced Scorecard ..........................................
The Balanced Scorecard: Conceptual Foundations .................
The Balanced Scorecard: Components and Structure ..............
The Need for a Balanced Scorecard Process ...........................
SAP BW: Conceptual Foundations .........................................
Building SAP BW InfoCube Architecture ................................
SAP CPM: Conceptual Foundations .......................................
Summary ...............................................................................

Introduction to SAP CPM ................................................... 37

3.1

3.2

3.3

3.4
3.5

13
15

The Balanced Scorecard Model using SAP CPM .....................

3.1.1 Managerial Approach ................................................
3.1.2 Systems Approach .....................................................
SAP CPM Components ..........................................................
3.2.1 Strategy Management and Its Components ...............
3.2.2 Performance Measurement and its Components .......
Integration of CPM with other SAP components ....................
3.3.1 Integration with SAP BW ..........................................
3.3.2 Integration with SAP HR ...........................................
3.3.3 Integration with SAP Financials: FI/CO, BPS, and BIC
Drilldown Applications in the Management Cockpit ..............
Summary ...............................................................................

38
38
40
41
42
64
72
72
72
73
74
77

The Measure Builder .......................................................... 79

4.1

Overview of Measure Builder ................................................

4.1.1 Performance Indicators .............................................

79
80

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Contents

4.2
4.3
4.4
4.5

4.6
4.7
4.8
4.9

80
81
81
84
87
89
89
93
95
98
99
101
103
105
110
110
115

Creating Your First Scorecard ............................................ 117

5.1
5.2

5.3

5.4
5.5

4.1.2 Leading and Lagging Indicators .................................

4.1.3 Balance of Measures .................................................
The Measure Builder Framework ...........................................
Components of the Measure Builder ......................................
Creating Your First Measure ..................................................
The Measure Configuration ....................................................
4.5.1 Definition Tab ...........................................................
4.5.2 URL Tab ....................................................................
4.5.3 Data Source Tab ........................................................
4.5.4 Attributes Tab ...........................................................
4.5.5 Industry Tab ..............................................................
4.5.6 Benchmark Tab .........................................................
4.5.7 Provider Measure Tab ...............................................
Assigning Measures to a Scorecard ........................................
Risk Catalogs and the Measure Builder ..................................
The SAP Measure Catalog ......................................................
Summary ...............................................................................

Introduction ..........................................................................
Creating Your First Scorecard .................................................
5.2.1 Creating Strategies and Strategy Categories ...............
5.2.2 Creating Perspectives ................................................
5.2.3 Creating Objectives ...................................................
5.2.4 Creating Common Objectives ....................................
5.2.5 Creating Your Initial Scorecard Hierarchy ..................
5.2.6 Creating Measures ....................................................
5.2.7 Creating Initiatives ....................................................
5.2.8 Creating Value Fields for Navigation Display .............
5.2.9 Putting it All Together ...............................................
Adding Data to Your Scorecard ..............................................
5.3.1 Adding Value Fields to your Scorecard ......................
5.3.2 Linking BEx Queries to Value Fields ..........................
5.3.3 Configuring the Formula Tab .....................................
5.3.4 Configuring the Graphics Tab ....................................
Lower-Level and Derived Scorecards .....................................
Summary ...............................................................................

117
118
118
120
121
122
123
128
131
134
136
140
140
142
144
144
148
152

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Contents

The Management Cockpit .................................................. 153

6.1
6.2
6.3

6.4
6.5

6.6
6.7
6.8

What is the Management Cockpit? ........................................

Structure of a Cockpit ............................................................
Creating Your First Management Cockpit ...............................
6.3.1 Creating the Cockpit .................................................
6.3.2 Creating Walls ..........................................................
6.3.3 Creating Logical Views ..............................................
6.3.4 Creating Frames ........................................................
The SAP Transport Process ....................................................
6.4.1 Best Practices for Managing Objects .........................
Linking Measures to Specific Frame Types .............................
6.5.1 Reports and Link Frames ...........................................
6.5.2 Document Frames .....................................................
6.5.3 The Tachometer Chart ...............................................
6.5.4 Bar and Column Charts .............................................
6.5.5 Line and Combined Chart .........................................
6.5.6 Radar Chart ...............................................................
6.5.7 Other Available Charts ..............................................
The Management Cockpit Monitor ........................................
The Cockpit Presentation Tool ...............................................
Summary ...............................................................................

153
155
158
159
162
163
164
178
178
180
180
183
185
192
198
207
213
214
216
224

The Risk Management Module .......................................... 227

7.1

7.2
7.3
7.4

7.5

Risk Management: General Overview ....................................

7.1.1 The International Importance of Risk Management ...
7.1.2 Different Types of Risk ..............................................
7.1.3 Implementing a Risk Management System:
General Overview .....................................................
The Risk Management Process in SAP CPM ...........................
Components of the Risk Builder .............................................
Adding Risk to Your Scorecard ..............................................
7.4.1 Risk Identification .....................................................
7.4.2 Risk Analysis and Assessment ....................................
7.4.3 Risk Handling ............................................................
7.4.4 Risk Control ..............................................................
7.4.5 Risk Planning ............................................................
Risk Management and the Risk Monitor ................................
7.5.1 The Risk Monitor ......................................................

227
228
229
230
231
233
235
236
238
242
245
246
247
249

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7.6

7.7
7.8

8.3

8.4
8.5

254
257
259

General Overview ..................................................................

The Strategy Map ..................................................................
8.2.1 Creating Your First Strategy Map ...............................
The Value Driver Tree ............................................................
8.3.1 Understanding the VDT ............................................
8.3.2 Measures and the Value Driver Tree ..........................
8.3.3 Creating a Relational Value Driver Tree .....................
Linking Your VDTs to Your Scorecard Applications ................
Summary ...............................................................................

261
263
264
274
274
276
279
290
291

SAP CPM Tips and Tricks ................................................... 293

9.1
9.2
9.3
9.4
9.5
9.6
9.7
9.8
9.9
9.10

9.11
9.12
9.13
9.14
9.15

10

250

Monitoring the KPIs: The Strategy Map and the

Value Driver Tree ................................................................ 261
8.1
8.2

Adding Risk to your Balanced Scorecards ...............................

7.6.1 Effects of Risk Management Module on
Balanced Scorecard ...................................................
Risk Management Options in the Balanced Scorecard ............
Summary ...............................................................................

Overview ...............................................................................
Creating CPM Variables .........................................................
Using CPM Variables in Cockpits ...........................................
Using CPM Variables in Scorecards ........................................
Working and Configuring Trend Indicators .............................
Creating Formulas and Score Assignment Tables ....................
Status and Score ....................................................................
Using the Graphic Editor Wizard ............................................
Creating Substitutes ...............................................................
Periodization and Time Variables ...........................................
9.10.1 Periodization .............................................................
9.10.2 Time Variables ..........................................................
Using the Balanced Scorecard Launchpad ..............................
The Web Application Server (WAS) and Cockpits ...................
Transporting Scorecards to Other Systems .............................
Scaling Factors .......................................................................
Summary ...............................................................................

293
293
296
309
314
318
323
327
336
337
338
346
351
353
355
359
361

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10 Corporate Governance: SAP CPM and Sarbanes-Oxley ..... 363

10.1
10.2

10.3
10.4
10.5

The Sarbanes-Oxley Act: A Brief Overview .............................

Corporate Governance and Sarbanes-Oxley ...........................
10.2.1 IT Requirements for SOX ...........................................
10.2.2 Additional SOX Requirements ...................................
The COSO Framework of Internal Controls ............................
The SAP Sarbanes-Oxley Process ...........................................
Summary ...............................................................................

363
364
364
365
366
368
370

11 Concluding Remarks ........................................................... 371

11.1
11.2

Final Tips ............................................................................... 373

Summary ............................................................................... 376

Appendix .................................................................................... 377

A
B
C

Glossary ........................................................................................... 377

Bibliography ..................................................................................... 379
Author ............................................................................................. 381

Index ....................................................................................................... 383

11

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Introduction to SAP CPM

SAP Corporate Performance Monitor (CPM) is an application that integrates

the information coming from all different SAP modules into a well-known
managerial system, the Balanced Scorecard (BSC). According to Arthur
Schneiderman, a Balanced Scorecard is:
A systematic approach for marshalling an organization's limited resources
around a manageable set of activities that will assure achievement of its stockholders collective aspirations
Using the foundations developed at Analog Devices (ADI) and with the
improvements created by Norton and Kaplan (1996), SAP combines this
knowledge into a powerful tool that links the theoretical and practical implementation of a Balanced Scorecard with SAP CPM. This chapter explores the
basic functionalities available in CPM.
SAP CPM can be used as a standalone application without interacting with
other system platforms or it can be integrated with data and information
from different SAP modules. The capabilities and potential of SAP CPM
allows interactions with other platforms such as: Business Intelligence (BI),
Finance (FI), Controlling (CO), Materials Management (MM), Supply Chain
Management (SCM), Supplier Relationship Management (SRM), Human
Resource Intelligence (HRI) and others. SAP BW is the main communication
interface that allows for the sharing of and access to the information coming
from the different modules. This can be displayed in the different graphical
environments.
Companies are complex systems; therefore, managers can lose focus on the
basic strategy of the company and fail to create value for its customers, shareholder, and its employees. Similarly, having an integrated computer system
that controls and supports management to simplify the collection of information of key processes is a very valuable tool.

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3.1

The Balanced Scorecard Model using SAP CPM

SAP technologies must perform and adjust to new and demanding internal
and external challenges in different industrial sectors, and the modules not
only must be integrated to deliver information but also strategically managed to achieve a common purpose. These pressures affect the performance,
planning, processes, and the way companies achieve its strategic objectives.
SAP CPM supports these concerns, providing a powerful way to translate the
strategy into action, achieve focus, improve resource allocation, control
risks, and balance all those requirements with a flexible and adaptable tool.
SAP has two different types of implementation approaches: managerial and
systems.

3.1.1

Managerial Approach

This approach addresses the basic functionalities or generic needs that the
system must address to create value to the organization and return tangible
results to management.
Ultimately, every SAP project has allocated resources, time frames, requirements, and managers that want results at the end. This is the purpose of the
initial Blueprint and the Project Management meetings, to make sure that
those expectations are achieved and maintained.
Both the Managerial and Systems approaches are required in SAP CPM to
configure the system and it also guarantees that the different SAP projects
deliver real benefits to the company. SAP CPM supports high-level decision
making to provide tools to reduce the pressures coming from outside and
inside the company. The use of the BSC helps to provide the required strategic focus and control.
The constant requirements of governmental agencies, such the SarbanesOxley Act, are an important part of corporate responsibility that has been
added to the equation. The latest financial scandals have affected many
employees and shareholders, and have influenced the way companies do
business around the world.
How do you, as a manager, see the forest for the trees? How should you
ensure that there is continuous improvement in your products and processes? How do you balance this improvement while maintaining profitability in your global operations, with satisfied employees and customers and
with stakeholder confidence in long-term earnings?

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SAP R/3 and all its components guarantee that information flow inside and
outside the corporation runs smoothly and that there are no holes that compromise financial reports, budgets and strategic planning. SAP CPM
addresses these needs with the integration of the SAP platform with Strategic
and Performance Management with multiple tools to support the process of
translating strategy into action.
Some of the pressures that a company is exposed are analyzed in Figure 3.1.
In Figure 3.1, SAP is at the center of the organization providing information
to fulfill all external and internal pressures to satisfy different entities inside
and outside the company.
In this way, SAP CPM gives the direction to where all the SAP architecture
has to be directed based on the managerial insights coming from top-level
management. All the factors shown in Figure 3.1 are general and can be considered as the main elements that drive the performance of any multinational corporation.

Financial Responsibility
(Sarbanes-Oxley)
Strategic Planning
Six Sigma and
Continuous Improvement

Profitability

SAP
CPM
MM

SD
Governmental
Agencies

CO

PLM
HRI

FI
SRM

EP

Globalization

BI

CRM
MCI

MM
APO

Strategy and Performance

Management
Risks
and Uncertainty

Stakeholders

Figure 3.1 SAP CPM Managerial Approach Model

The SAP platform is continually exposed to all these factors shown in Figure
3.1, and they affect the new requirements and satisfaction of Management
with the resources allocated, information, and data generated from the dif-

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Introduction to SAP CPM

ferent SAP systems in the long run. Strategy and Performance Measurement
direct the development of the SAP platforms inside the organization, and all
its factors continuously influence the new requirements.
SAP CPM requires not only technical but also managerial expertise and a
broad knowledge of the companys core processes to deliver value and support the strategic processes. All these efforts are driven by a coordinated and
organized Strategic and Performance Measurement System using the Balanced Scorecard.

3.1.2

Systems Approach

This approach is related to the traditional flow of information of any managerial software application and focuses on how information is extracted,
transformed, and shared with other users and systems inside the SAP Architecture.

Strategic Results

Let us look at the Systems Approach that was referred to in Section 3.1. This
approach reveals the tools available to managers to achieve strategic results
as long as corporations have implemented an efficient and realistic process
that translates the strategy into action inside with the appropriate leadership,
resources, and technology levels.

Increase
Strategic
Shareholder Value Focus

Successful
Products and
Processes

Financial
Corporate
Results Responsibility

Satisfied Productive
Customers Workforce

STRATEGY IMPLEMENTATION

Strategic SAP Platform

Strategy
Management
Strategy
Builder

Performance
Measurement

HR Integration
HR Integration

Figure 3.2 SAP CPM Systems Approach

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SAP CPM

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SAP CPM Components

The strategic structure of the SAP CPM platform allows any organization to
achieve the results in the upper section of Figure 3.2, as long as the implementation was been correctly coordinated and supported by top management. The Balanced Scorecard process is a mature and high-level managerial
tool that can support the long-term and short-term goals of any organization.
Remember that the SAP CPM functionalities and the BSC by itself do not
guarantee the millions of dollars in cost reductions that every manager
expects with almost no resources!
The underlying strategic process behind SAP CPM determines how an organization creates, controls and achieves strategies, objectives, and measures
that manage its core competencies. However, tools by themselves do not
generate the strategic results displayed in Figure 3.2, only the way that a
company utilizes these tools to improve the strategic feedback and continuous improvement is how results are generated.
Some of the key tools that are explored within the present textbook are
shown in Figure 3.2 such as the Value Tree, Strategy Maps using the Strategy
Builder, Measure Builder to identify and establish relationships of specific
performance drivers that affect the organization at different levels, and the
Balanced Scorecard and Management Cockpit to present information and
provide a feedback system to monitor and determine the key processes in
the organization rapidly.
Note that SAP CPM will support the decision-making processes with a structured and well-defined platform to deliver strategic information with clear
assigned responsibilities and during specifics time frames.
In the next section, we will review in more detail the Strategy and Performance Measurement modules that integrate SAP CPM, and they are the core
components to either implement the Balanced Scorecard or the Management
Cockpit.

3.2

SAP CPM Components

Figure 3.3 provides the first look at the different components of SAP CPM
including the menus and objects for the Strategy Management and Performance Measurement modules to be studied in this book. These two modules
are reviewed in more detail in the following sections, and provide a complete overview of the different components that integrate the SAP CPM
application.

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3.2

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Introduction to SAP CPM

Figure 3.3 Initial Look at SAP CPM Application

Let us now take a closer look at these two modules.

3.2.1

Strategy Management and Its Components

This module specifically creates the Balanced Scorecard structures. These are
highly structured and organized strategic frameworks that translate strategy
into action and are based on the concepts developed by Norton and Kapplan
(1996).
The Strategy Management module is where the BSC elements are created
and displayed as shown in Figure 3.4. It consists of 10 objects or submenus
that allow you to access different configuration and presentation screens to
create a Balanced Scorecard framework. However, depending on your role in
the implementation and the level of authorization granted by your system
administrator, it is possible that not all the objects displayed in Figure 3.4 are
available to you.
Each of these objects deliver a specific functionality to improve the strategic
visualization and clarification of the different processes involved in the construction of a Balanced Scorecard. However, only the most important objects
are discussed in this book since some of them provide capabilities that go
beyond the scope of this material.

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SAP CPM Components

Figure 3.4 Strategy Management Menu Components

The Strategy Management module of SAP CPM is exclusively for Scorecard

monitoring and construction, and allows the user to interact with other SAP
components such as: Human Resource (HR), Business Information Warehouse (BW), Controlling (CO), and Financials (FI). Specifically, the Strategy
Management menu, or submenu since it is part of SEM, is the area where
Perspectives, Strategies, Objectives, Measures, and Initiatives for one or
many Scorecards are built.
The Balanced Scorecard Launchpad and the Balanced Scorecard Wizard provide a web-oriented application to create and display the same functionalities as the Graphical User Interface (GUI) environment. This book focuses
on use of the GUI functionalities rather than reviewing the SAP Web Application Server (WAS), since both provide similar capabilities. Figure 3.5 gives
a brief overview of the contents of the Balanced Scorecard Wizard.

Figure 3.5 Balanced Scorecard Wizard

MyBalanced Scorecard
MyBalanced Scorecard is essentially an object that defines a default view.
This object accesses the SAP CPM presentation mode inside the GUI environ-

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Introduction to SAP CPM

ment, and allows the user to predefine a default view of a Scorecard. This
functionality allows establishing a link or a shortcut to a particular Scorecard,
so every time the user clicks on MyBalanced Scorecard object the selected
Scorecard view is displayed automatically without the need of performing
any type of navigation or additional steps.
This functionality is quite useful for a user who would simply like to display
the Scorecard that he or she is involved to improve or maintain. In comparison, the object Balanced Scorecard provides a similar environment to
MyBalanced Scorecard, but does not display the default view and additional
navigation steps are required.
Review the functionalities of this application by double-clicking on MyBalanced Scorecard in the Strategy Management menu, and select the
PC4YouGroup from the SAP IDES platform, as displayed in Figure 3.6.

Objective
Measure
Perspective

Figure 3.6 MyBalanced Scorecard View for Demo Scorecard PC4YOU Group

As seen in Figure 3.6, the screen presented can be used to display information related to strategies, goals, measures, graphic status of budget and quarterly reported measures, and much more. Feel free to navigate and get familiar with the environment. For example, if you have an IDES platform
available, follow these steps:

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SAP CPM Components

1. Select the Learning and Growth Perspective.

2. Choose the Objective Hire Talented People.
3. Select the measure Percent Employees with Acd. Degree and double-click
on it.
4. See the clock displayed at the bottom left corner of the screen in Figure 3.6
indicating that the BW Transaction Data is being read.
5. Review the information contained inside the measure
After double clicking on the measure a similar window as shown in Figure
3.7 is displayed, as long as the configuration was performed correctly. Notice
the different components that define a measure such as the chart, the data at
the bottom of the chart, period buttons to limit the data display for a specific
time frame, and additional drop-down menus to navigate with different
chart displays.
Review other examples available in your SAP CPM system that have similar
characteristics to this Scorecard. If you do not have access to the SAP IDES
demo platform, simply reviewing the screen of Figure 3.7 should be sufficiently clear, as you will be creating something similar in Chapter 4.

4
2

Figure 3.7 Reviewing the Information of a Measure

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Introduction to SAP CPM

Now suppose the display settings for the chart available in Figure 3.7 have to
be displayed in another chart type such as Bar or Columns chart that was created for this particular measure and it is available to be selected by the user.
For this let us say that we want to see another chart previously configured in
our measure in the PC4YOUGROUP Scorecard. Follow these steps to review
and display any additional charts available for a measure:
1. Go to the Graphic List seen in Step 1, Figure 3.7.
2. Select the second chart available in the measure seen in Step 2.
3. The new chart should be displayed on your screen, and depending on the
type selected or configured, the complete data set displayed in Step 3 is
also graphed.
4. Review the new chart, if any, on your screen, Step 4.
Figure 3.7 showed how the information displayed in a Measure can be customized to meet more advanced graphic requirements and provide a clear
overview of the measure, its status, score, and values during a selected time
frame. It is also possible to attach BW Reports, Planning Layouts, Value
Driver Trees, and Measure Trees depending on the function of the measure
and its interaction with other structures.
Note

It is important to recognize the different menu options within any complete Scorecard. These menus are displayed on the top of Figure 3.7. Take your time to navigate and understand the differences and functionalities for each of them.

The functionalities for each of the above menus are described in more detail
in the sub-sections that follow.
Views
These buttons allow you to move within the available views with two
options: previous and next. To save a view, simply click on the Views menu
on the SAP window as shown in Figure 3.8, and select Save View. Follow the
options and save the view as Display View for Presentation. Now go back to
the Views menu, and select Choose View to see any previously saved views
and the one we just created. To navigate between views, simply use the icons
or go to Views in the SAP menu:
1. Click on Choose View Step 1.
2. Select Display View for Presentation Step 2.

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SAP CPM Components

3. Click the check mark icon to display it, as shown in Figure 3.8 Step 3.
4. Review the created view and note that the left-hand side columns that
display the Scorecard list are hidden, as shown in Figure 3.9.
To retrieve this information again, simply click on the Show Hierarchy button, shown on the top of the Balanced Scorecard structure as shown in Figure 3.9.
1

2
3

Figure 3.8 Using the Views Menu

Finally use the Maintain Views option from the View menu to explore the
settings of the view and/or modify its order, rename, and delete the view.

Figure 3.9 Saved View Display View for Presentation

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Introduction to SAP CPM

Overview
Click on the Show Hierarchy button to reset the Scorecard to its standard
display view as shown in Figure 3.10. In other words, this view can be considered as the home menu of this screen.

Figure 3.10 Initial Overview Window for the Scorecard

Analysis
This button allows the user to access the window shown in Figure 3.11. With
this option, the information stored in the value fields such as Trend, Assessment, Score, From, To, and others, that can be analyzed based on their status
using colors.
These graphic indicators become quite useful when many measures and values have to be analyzed and compared. For example, the trend indicator
linked to a value field is displayed based on the variation in time within a
predefined range. It can quickly provide information to the user if the values
are increasing, decreasing, or constant.

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SAP CPM Components

Scorecard
Drilldown
Filters

Colors
describe its
Status &
Score
Information

Figure 3.11 Analysis Menu in the Balanced Scorecard Menu

Cause-Effect Chain
This menu performs exactly what its name stands for, Cause-Effect Analysis
over a Scorecard structure. In comparison with the previous menu, Figure
3.12 provides a detailed view of the relationships between Perspectives,
Objectives, Triggering Objectives, and their Status.
Cause-Effect Chain is a high level analysis of the different Scorecard structures. Detailed coverage of this analysis is outside the scope of this book.

Figure 3.12 Cause-Effect Chain Window

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Introduction to SAP CPM

Drilldown
This menu provides the drilldown functionality applied to the Scorecard elements. As shown in Figure 3.13, the drilldown menu has different options to
display the information contained in a Scorecard.
If the object does not have a previously defined Scorecard structure associated with it, an error message appears. This drilldown functionality is basically navigation between different levels of the Scorecard. For example, the
drilldown between Scorecard A and Scorecard B is only possible as long as
they are linked with a hierarchy.
In another example, if there are two measures A and B, the drilldown functionality does not provide a link between measures only between structures.
To display such type of information the Measure Tree or Value Driver Tree
can deliver these requirements.

Figure 3.13 Drilldown Options for Scorecard Elements

For now, choose the PC4YOU Group Scorecard to perform Drilldown Analysis. Select Percentage of Employee with Accounting Degree and perform
the drilldown based on strategies as shown in Figure 3.14.
Drilldown based
on Strategies

Figure 3.14 Drilldown Example for PC4YOU Group

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Scorecard Comparison
This menu produces exactly what the name implies: it compares different
Scorecards. When performing this functionality, the different elements and
value fields from one Scorecard are displayed and can be compared with
those of another one. It is quite useful for creating Scorecards and for benchmarking purposes, derived Scorecards, or simply identifying differences
between two or more Scorecard structures.
Let us review the IDES Scorecard PC4YOU Group. Well add a comparison
between this structure and Strategic Business Unit Hardware, a structure at a
lower level, as shown in Figure 3.15. The additional Scorecard is added as a
column next to our current PC4YOU Group Scorecard as shown in Figure
3.15, and the displayed information can be controlled by using a drilldown
operation as shown in Step 1 in the same figure. This drilldown operation
allows navigation within any Scorecards related to a higher-level Scorecard,
depending on the level of aggregation.
In addition, the Period shown in Step 2 in Figure 3.15 controls the time
frames displayed for both Scorecards, and allows the user to restrict the
information for a particular time period. However, this comparison can be
performed only as long as the Scorecards to be analyzed have the same fiscal
year variant information, which is set up at the Scorecard level in the settings
options.
Figure 3.15 shows a typical screen for the Scorecard Comparison, and
reviews how the Status Indicators (color items) reflect the value based on
predefined criteria inside each of the Scorecards. Also, this information accurately reflects the status and values of the data values extracted from each
DataSource for each Measure. For a Scorecard Comparison you need to perform the following steps seen in Figure 3.16.

2
1

Figure 3.15 Scorecard Comparison for PC4YOU Group and Strategic Business Unit Hardware

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2
3

Figure 3.16 Working with the Scorecard Comparison

1. Click on the Scorecard Comparison menu available in the MyBalanced

Scorecard or the Balanced Scorecard menus in Strategy Management.
2. Select the time period to compare as shown in Step 1.
3. Click on the Add Scorecard icon as shown in Step 2.
4. Choose the Scorecard to compare as shown in Step 3.
5. Click on the Check icon to accept the selection as shown in Step 4.
Perform the same procedure to add any Scorecard to the screen, and compare it with another one. Other icons available on this screen are simplified
in Figure 3.17. In addition, the Status/Score button changes the displayed
values based on the specific criteria to display either the Status or the value
of the Score associated with each element of the Scorecard.

Expand

Collapse

Switch between Status and Score

Display Options

Figure 3.17 Additional Menus Available with Scorecard Comparison

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Review the information presented in Figure 3.17 to complete the analysis of

the Scorecard Comparison screen. Display options provide a type of drilldown to display the contents of each Scorecard with different information.
Also, the expand and collapse buttons allow the user to perform exactly that,
in order to simplify the data display.

Status

Figure 3.18 Displaying Status Information

The status/score icon simply changes the display of the data values from one
to the other. For example, Figures 3.18 and 3.19 provide the same information with either status or score data. The Score values simply show the
results that caused the Status (graphic indicator) to appear with the designated color.

Score

Figure 3.19 Displaying Score Information

The final result of the Scorecard Comparison procedure is displayed in Figure 3.20, evaluating the results of three different Scorecard Structures:
PC4YOU Group, Strategic Business Unit Hardware, and Main Group PCs.
Note

For each Scorecard the detail is shown based on the Display option Perspective/Measure, presenting each Perspective and the number of measures associated to each Scorecard underneath to Perform the comparison based on Status.
Not all Scorecards have the same Measure, but information is shown independently for each Measure as seen in Figure 3.20.

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Figure 3.20 Scorecard Comparison (Final Display)

Now that the important aspects of the MyBalanced Scorecard menu have
been covered, lets examine this important question. Why is there a MyBalanced Scorecard and a Balanced Scorecard option in the Strategy Management menu? The answer is simple: The MyBalanced Scorecard menu allows
you to select one of the created views and make it a default.
With this default view in place, every time you click on MyBalanced Scorecard, in the Strategy Management menu, the displayed information maintains the standard view. This functionality is quite useful especially in the
Production Environment when a manager simply needs to quickly navigate
and review the status of specific parts of the Scorecard and nothing else.
To create the default view associated with MyBalanced Scorecard perform
the steps which are displayed in Figure 3.21:
1. Go to Views as shown in Figure 3.21, Step 1.
2. Select Save View, Step 2.
3. Now, having a default view does not mean that the other views are
unavailable. Use the previous and next icons shown in Step 3 in Figure
3.21 to move between Views, or simply go to the Views menu, and select

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Choose View to specifically access a Views name. Use the Maintain View
option in the Views menu to manage and delete any unwanted informa-

tion.

1
2
3

Figure 3.21 Creating a Personal View

4. The screen displayed in Figure 3.22 is displayed, so you can save the current screen as a View, and to give it a name.
5. Select the check box as shown in Figure 3.22 to assign the view as the Personal Default View for MyBalanced Scorecard. (The next time you access
MyBalanced Scorecard, this default is displayed.)
6. Save the View, and try it out to see the results.

Figure 3.22 Default View

With these elements we conclude our discussion about Views. Remember,

views are default screenshots or shortcuts to selected screens inside the Balanced Scorecard presentation environment. You can create, customize, modify, delete, or rename any of the Views generated in this section.

Balanced Scorecard
In comparison with MyBalanced Scorecard, this menu has the same options,
with one difference: there is no Default View.

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Strategy Templates
CPM provides a list of available templates that can be used as a reference to
develop similar Scorecards, or as reference for finding measures and their
definition to integrate them with new Scorecards. To access the Strategy
Templates simply select the object with the same name as shown in Figure
3.23 from the Strategy Management menu.

Figure 3.23 Setting up a Default View

After double clicking on the Strategy Templates object shown in Figure 3.23,
a list of Business Content or predefined SAP material is available with information for different industrial sectors to guide and support any implementation. For example, identify the following information inside the Strategy
Template: Chemical Industry Innovation Base Strategy 1 Innovation.
Then click on Details on the upper part of the screen as shown in steps 1 and
2 in Figure 3.24
After accessing the Details menu in Figure 3.24 there is an extensive explanation of Strategy 1. Use the Business Content to support any similar processes inside your company, or add this information into your Scorecard
structures and modify it.
Review with more detail the measures associated with the selected strategy
in Figure 3.24 and note that the Measure can be executed by clicking on the
icon shown in Figure 3.25 to access the information related to the measure
coming directly from the Measure Builder, to be reviewed in Chapter 4.

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2
1

Figure 3.24 Reviewing SAP Business Content

Execute
Button

Figure 3.25 Reviewing and Executing Default Measures

If the Measure, Economic Profit, Capital Charge Method, can be used as a

reference for the implementation of SAP CPM in your project, review its definitions by double-clicking on its name. The screen displayed in Figure 3.26
shows the contents of the Measure when double-clicking on its name and
describes how the Measure is calculated based on other Measures.

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Figure 3.26 Accessing Measure Definitions

Now, let us execute the selected Measure by clicking on the clock icon as
seen in Figure 3.25, and review the information presented in Figure 3.27.
Notice that the Measure is contained in a SAP Measure Catalog delivered as
part of the SAP Business Content. A Measure Catalog describes and groups
the different measures with a common classification, and works similarly as
a Scorecard Hierarchy. The Measure Catalog can be considered to be the
center of SAP CPM, and without a good definition of measures and catalogs,
there is no data. It is impossible for SAP CPM to function without Measure
Catalogs and this topic is extensively discussed and reviewed in Chapter 4.

1: SAP Measure
Catalog

3: Measure
Configuration
2: Measure

Figure 3.27 Reviewing SAP Business Content Catalog

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Now, let us suppose that the Economic Profit Measure contained in the SAP
Business Content Catalog has to be transferred to a real Scorecard. In this
case, go back to the original Strategy Templates window and perform the
following steps:
1. Select the Strategy that contains the measure of interest. In this case, the
measure Economic Profit is included in Strategy 1 (Figure 3.28, Step 1).

2
1

Figure 3.28 Activating a Strategy in the SAP Business Content

2. Click on the Activate button located at the top of the window as shown in
Step 2 in Figure 3.28.
3. The window in Figure 3.29 prompts you to select or create a Target Scorecard that will receive the information contained in the Measure for a given
Layout Period.
4. If you know which Scorecard to assign the Measure to, simply select the
icon shown in Figure 3.29 to find the required object. Otherwise, the
Measure appears to be unassigned in the Measure Builder and you can
return later on to correct it.
Select a
Scorecard

Figure 3.29 Identifying the Target Scorecard for SAP Business Content

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5. Select the Scorecard PC4YOUGROUP, as an example and determine the

Layout Period when the measure is used in time. Remember this date
period because you will need to use it later on to find it in the new Scorecard.
6. Click on the Check Mark icon shown in Figure 3.29 to access the screen
displayed in Figure 3.30.
7. Select the Measures to be included in the selected Scorecard as shown in
Figure 3.30.
Activate your
Measure

Select your
Measure here

Figure 3.30 Adding SAP Business Content to your Scorecard

8. Click on the Activate button located on the top of the screen in Figure
3.30, to transfer the measure to the selected Scorecard PC4YOUGROUP.
9. Confirm the selections on the screen.
10. The screen called Selection for Activation appears and selects all the
checkboxes available. Click on the Execute icon, represented by the clock
with a check mark, and move to the next step.
11. The system prompts you for the definition of a Customizing Request to
move the objects from SAP Business Content into the new location in a
real Balanced Scorecard structure as shown in Figure 3.31.

2: Accept the
Customizing Request

1: Create

Figure 3.31 Creating a Customizating Request

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12. Click on the create icon or the icon on the left-side of the Own Request
button, to generate the request and click on the check mark icon to continue.
13. The system prompts you with the screen shown in Figure 3.32 to notify
you that Activation Completed.

Figure 3.32 Activation Completed Prompt

14. Return to Strategy Management Balanced Scorecard.

15. Review that the Measure was transferred successfully in the chosen
Scorecard and linked to the correct Scorecard as shown in Figure 3.33.

Transferred SAP
Measure

Figure 3.33 Adding SAP Business Content to a Scorecard

16. Ensure the Period layout selected in Figure 3.33 includes the created
time frame when choosing the Scorecard.
Finally, with all these steps you will have successfully transferred SAP Business Content delivered with SAP CPM in the Strategy Templates to be part of
any of your selected Scorecards. Now, the big challenge lies in reviewing if
your data, structures, and architectures have been constructed correctly and
without errors that compromise the performance of your different objects.

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For this, SAP CPM delivers the Balanced Scorecard Monitor in the Strategy
Management module as the main component to perform validations and
revisions over your complete Scorecard components and the data being
extracted from SAP BW.
The Balanced Scorecard Monitor
This functionality performs a complete check over the different Scorecard
elements, including the extracted BW data, Assessment Status, and supported by different Alerts. This section of the Strategy Management menu is
more oriented towards project managers and developers that keep track
and/or perform maintenance or implementation of Scorecards. Some of the
functions performed by the Balanced Scorecard Monitor can be summarized
as follows:

Checking if different users have set the Status for their Scorecard elements
correctly.

Reviewing if the Assessments have been entered for the Scorecard elements.

Checking if the Score values fall above or below the specified limits.

Listing Scorecard elements with a manually set status.

Automatic email to the person responsible of the Scorecard element.

Automatic insertion of tasks in the task list.

Scheduling BW data to be entered into the buffer as a background job.

This information provides a general overview of the processes available with

the Balanced Scorecard Monitor. Access the Balanced Scorecard Monitor in
the Strategy Management menu, and double-click on it. Review the Balanced
Scorecard Monitor on your own, and use the information presented in the
Management Cockpit Monitor in Section 3.2.2. However, I recommend
applying this functionality until the project is considerably advanced, to
monitor the data coming from SAP BW for the appropriate time periods.
Also, it is possible to identify any missing information by using the Assessment Status button.
Risk Catalogs
Risk Catalogs perform a similar job as the Measure Builder, discussed in
Chapter 4, but are specifically created for the Risk Management module. The
Risk Catalog is the place where risk measures are created, managed, and integrated into the Scorecard.

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The indicators contained in the Risk Catalog provide additional capabilities

to quantify and evaluate internal or external risks that might affect a Scorecard or business unit such as: Economic, Political, Operational, and Strategic
Risks. Figure 3.34 gives a general view of the structure of the Risk Catalog,
and shows how data is organized using this component of the Risk Management module that is later explained in Chapter 7.

Figure 3.34 Risk Catalog

The Value Driver Tree

The Value Driver Tree is a tool available in SAP CPM to create and monitor
measure relationships as shown in Figure 3.35. The Measure Catalog, Business Planning and Simulation (BPS) and Business Warehouse (BW) provide
the platforms to create, extract, and display information in the Value Driver
Tree.
The Value Driver Tree provides a similar functionality to that given by the
Balanced Scorecard Launchpad, since it also runs in the Web Application
Server (WAS) environment. However, this application can also be accessed
in the Strategy Management Value Driver Tree Design menu using the GUI
Environment.

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Figure 3.35 Value Driver Tree

The Value Driver Tree is a sophisticated tool available in SAP CPM, and must
only be used for advanced implementations of the module when complex
cause-effect relationships of the measures need to be identified and quantified.
Design
The design screen is where everything happens, meaning this is where each
of the Scorecard elements are created, configured, and assigned to different
objects. From a SAP CPM stand point, the Design screen shown in Figure
3.36 is the center of the Balanced Scorecard configuration and provides a
quick overview of the main components involved in the creation of a Balanced Scorecard object. However, for purposes of this book only the major
components of SAP CPM are reviewed. I will leave it up to you to further
explore it later.

Our discussion of the Strategy Management module provides a general overview of the elements that we will review in more detail in other chapters.
Also, this part of SAP CPM controls the configuration of Scorecard structures
following the theories created by Norton and Kaplan (1996). However, SAP
CPM provides an additional component called the Performance Measurement module that creates structures similar to those of the Balanced Scorecard but with more flexibility.

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Figure 3.36 Strategy Management Design Screen

3.2.2

Performance Measurement and its Components

This component uses the Management Cockpit functionalities to support

managerial reviews and displays information with more flexibility for strategic feedback and control. In comparison with the Strategy Management
module, this module does not follow the Balanced Scorecard concepts but
shares many objects that can be reused in this module.
Like the Strategy Management module, the Performance Measurement
menu provides additional features to create more flexible structures using
the Management Cockpit. The Performance Measurement module provides
the Management Cockpit Web Version that runs on the web, as part of the
Web Application Server (WAS) as does the Strategy Management module.
The information created in the Performance Measurement and Strategy
Management modules is independent of each other. Therefore, the same
structures created in one cannot be displayed in the other. Both, however,
share different components such as the Measure Builder, Risk Catalogs,
Time and CPM Variables, and others.

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The main difference between the Management Cockpit and the Balanced
Scorecard (BSC) is the level of flexibility. While the BSC needs different
architecture the same is not true for the Management Cockpit, as it is more
structured and maintains the traditional approaches developed by Norton
and Kaplan (1996).
Conversely, the Management Cockpit allows the creation of structures with
better presentation capabilities than the Balanced Scorecard does, with a
higher level of flexibility but limited to three levels of aggregation: Walls,
Logical Views, and Frames. The Performance Measurement module provides
five objects or submenus. These are:

Management Cockpit Web Version

Management Cockpit

Measures & Benchmarks

Management Cockpit Monitor

Design

Let us now look at these in more detail.

Management Cockpit Web Version

This application provides the same functionality as the Balanced Scorecard
Launchpad, a web environment to build and present different structures. In
the same way, since this capability is available in both environments, GUI
and WAS, this application can be easily explored by the reader and review its
differences.

Management Cockpit
The Management Cockpit is the GUI presentation environment that shows
the information of the activated and ready-for-presentation Cockpits. Figure
3.37 presents a general overview of the Management Cockpit presentation
environment, and notice on the left-hand side of the screen the Cockpit List.
The Cockpit List displays the different Cockpit Hierarchies previously created
in the Design component of the Management Cockpit menu. The Cockpit List
displays those cockpits that have been activated and are ready for presentation. For example, let us select the PC4YOU Cockpit if you are using the IDES
platform and double-click on its name or any available cockpit in your system.

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The Cockpit List

Active Cockpits

Figure 3.37 Management Cockpit

The GUI Cockpit Presentation Environment screen as seen in Figure 3.38 is

displayed Use this environment for any presentation meetings to review and
analyze the information extracted from the Measure Catalog that contains
data, documents, links, and charts.

Figure 3.38 The Management Cockpit in Presentation Mode

Figure 3.38 displays Walls, Logical Views, and the Frames, which are the
Charts, Links, and/or Documentation, inside the Logical Views. This information is discussed in detail in Chapter 6.

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Measure & Benchmarks

The Measure & Bencharks is another name by which to access the Measure
Builder, the main component to create and define measures inside SAP CPM
and add them to the Balanced Scorecard or Cockpit. The user can access the
contents of Measure & Benchmarks in two ways:

Via the Performance Measurement menu in the option Measures and

Benchmarks as shown in Step 1 of Figure 3.39.

Via the Performance Measurement Design Measure Definition Measures as shown in Step 2 in Figure 3.39.

Main Menu (Option 1)

Design Menu (Option 2)

Figure 3.39 Accessing the Measure Builder

Both procedures access the same object: Measure Builder. There is no difference between accessing the Measure Builder in the Strategy Management
Design or in the Performance Measurement Design menu, because it is
simply the same object but with different names.
As shown in Figure 3.40, The Measure Builder is the core component of SAP
CPM. Without a correct configuration of the Measure Catalogs, BEx Queries,
and DataSources there is simply no data.
Using the Measure Builder, Measures can be arranged in category groups,
depending on its family, perspective, or any other classification criteria. On
the right hand side of Figure 3.40 is the DataSource tab that identifies the
data sources and BEx Queries coming from SAP BW respectively associated
with a Measure. For a more extensive analysis of the Measure Builder, please
read Chapter 4.

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Measures
Data Sources

BEx Queries

Figure 3.40 Components of the Measure Builder

The Management Cockpit Monitor

Like the Balanced Scorecard Monitor, previously discussed in Section 3.2.1,
the Management Cockpit Monitor also controls whether the information has
been correctly uploaded for each component of the cockpit, and using different color indicators to display the errors or problems in the structures. Figure 3.41 displays the general steps required to add a Cockpit to the Cockpit
Monitor, which are similar to the ones required by the Balanced Scorecard
Monitor.
To analyze a cockpit in the Cockpit Monitor follow these steps based on Figures 3.41 and 3.42:
1. Select the Choose Cockpit button as shown in Step 1, Figure 3.41.
2. Select the cockpit from the available Management Cockpits as shown in
Step 2, Figure 3.41.
3. Click on the check mark icon to add the Cockpit to the Cockpit Monitor to
complete Step 3, Figure 3.41.
4. Select the Check BW Data Availability button to review the data extraction
processes from SAP BW as shown in Step 4.

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2
3

Figure 3.41 Analyzing a Cockpit in the Cockpit Monitor

5. Click on the execute icon (clock icon with a check mark).

6. Review the output of Step 4, Cockpit Monitor in Figure 3.42.

Figure 3.42 Final Output for the BW Data Availability Check (No Errors Found)

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Identify any possible errors or problems in the cockpit components for the
selected period. Figure 3.42 displays that there are no errors in the system
and thus every single component must have a green indicator next to its
name. Otherwise, any errors in the structures for a particular time period are
displayed as shown in Figure 3.43.

1. Measure

2. Problem!

3. Error = Empty Value Range

for Selected Time Period
Figure 3.43 Final Output for BW Data Availability Check (Errors Identified)

Based on Figure 3.43, the Cockpit Monitor identified that there was a problem with the measure Net Sales Monthly for the Period 006/2005. By double-clicking on the Measure Net Sales Monthly and reviewing the screen displayed in Figure 3.43, the system prompts a message box that describes the
problem as No Value. In other words, there are no values for the SAP BW
data extracted for the selected measure in this particular period.

Design
The Design menu in the Performance Measurement Management Cockpit
is as important as the one in the Strategy Management module and is shown
in Figure 3.44. This is where the actual cockpits elements are created, configured, integrated, and released for presentation.
The most important part of the structure is the object Management Cockpit
Design Management Cockpit which is the initial area for cockpit creation

and definition. Figure 3.44 shows the initial screen of Performance Measurement Design. The major components of this are reviewed in Chapter 6.

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Figure 3.44 Reviewing Performance Measurement Design

With this complete review of the major components of the two modules of
SAP CPM, Strategy Management and Performance Measurement, it is possible to extract additional information from other SAP systems such as FI, CO,
BW, and perform additional operations. These elements are briefly discussed
in the following sections to provide a general overview of additional considerations that might impact the implementation of SAP CPM.

3.3

Integration of CPM with other SAP components

SAP BW is another important part of SAP CPM since it allows you to share
Workbooks, Queries, Web Reports, and URLs directly extracted from InfoCubes. See how SAP BW integrates with CPM in the following sub-sections.

3.3.1

Integration with SAP BW

As shown in Figure 3.45 the DataSource tab allows accessing of the DataSources from SAP BW, using the Measure Catalog as the interface. In this
way, specific key figures, BEx Reports, Restricted Measures, and Structures
that were created in SAP BW, can be selected and transferred into SAP CPM

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and linked to a specific measure. Now the importance of the Measure Catalog is much clearer, because it allows SAP CPM to interact with the rest of the
SAP platforms, including the R/3 system, using SAP BW as the source of all
data transactions.

Figure 3.45 SAP BW and SAP CPM Interface

3.3.2

Integration with SAP HR

Before assigning objects from Strategy Management or Performance Measurement Systems, such as a Scorecard, a Management Cockpit, or a Value
Driver Tree to an organizational structure, you need to integrate the HR data
from the SAP HR into the SAP CPM system.
Individuals assigned as owners of a Strategy, an Objective, a Measure, or an
Initiative, can copy personnel data from the HR System and transfer the personal score of an employee as the result of an assessment to the HR System
(as of release 4.5B).
Therefore, an organizational structure, including organizational units, positions and jobs, is distributed from the HR System into SAP CPM System
using ALE. In addition, a role is created in your SAP CPM system in place of
an employee, which is used to manage the personal data of an employee,
such as the business address or personnel number. For additional information please review the online documentation available at help.sap.com related
to the HR system.

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3.3.3

Integration with SAP Financials: FI/CO, BPS, and BIC

From the different components that integrate mySAP ERP Financials you can
integrate them with SAP CPM using SAP BW as the interface. Many data
extractors are available to export data coming from those modules, and
transfer it into a SAP BW Cube.
An example is the linking of information directly from R/3 using a DataSource extracted using CO-PA, CCA, or generic R/3 extraction. The most
common is CO-PA to transfer information coming from the FI/CO application to perform profitability analysis. Also, SAP BPS and BIC provide allow
you to interact with BW.
However, the update routines or the frequency that the core data is run is a
major issue, especially with financial information that is time sensitive, so
make sure to consider these elements before integrating information from
MyFinancials in SAP CPM.

3.4

Drilldown Applications in the Management Cockpit

The concept of drilldown in the Management Cockpit differs from that of the
Balanced Scorecard. Figure 3.46 reviews the previous drilldown performed
in a Balanced Scorecard application using the Drilldown for button to access
the different options.
1. Select the Drilldown button, as shown in Step 1 of Figure 3.46.
2. Select the criteria to be displayed as seen in Step 2.

1
2

Figure 3.46 Drilldown in the Balanced Scorecard System

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For the Management Cockpit the drilldown process has two options:

Perform a regular navigation inside the different Cockpit structures by

expanding and collapsing the different Walls, Logical Views, and Frames
as shown in Figure 3.47.

Set up a dynamic drilldown process based on selected characteristics that

can be changed during presentation time at the Frame level.

Figure 3.47 Drilldown Structure of the Management Cockpit

The structure presented in Figure 3.47 should be familiar since it is the design view of any Management Cockpit. The structure presented in Figure
3.48 enhances the navigation capabilities based on a set of characteristics that
the user is allowed to modify at the Frame level during Presentation Mode.
To configure the Dynamic Cockpit Drilldown Settings illustrated in Figure
3.48 follow these steps:
1. Go to Performance Measurement Design Management Cockpit.
2. Select any of the activated cockpits ready for presentation (Step 1 in Figure
3.48).
3. Choose the Drilldown Settings button shown in Step 2, Figure 3.48.

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5
4

Figure 3.48 Dynamic Drilldown Structure of the Management Cockpit

4. In Step 3 the Drilldown Settings window is displayed.

5. The available characteristics are displayed and can be added to the Frame.
6. Click on the characteristics to perform the drilldown during presentation
time at the Frame Level.
7. Choose the characteristics available from the left hand side and move
them to the right hand side as shown in Step 4 in Figure 3.48.
8. Identify if the drilldown settings are applicable to only one single cockpit
or to all the available cockpits as shown in Step 5 in Figure 3.48.
9. Save your changes.
10. Go to Performance Measurement Management Cockpit.
11. Select the cockpit for which the Drilldown Settings were configured.
12. See the changes in the example shown in Figure 3.49. There is now an
additional icon on the right-hand side of your screen called Parameters.
13. Select Parameters and see that there is a new window next to the Frame
in presentation time, as displayed in Figure 3.49.
14. Now the Frame can be changed based on new values for the five
selected Cost Centers using the cockpit Drilldown Setting that were configured in Figure 3.48.

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Cost Center

01D0P

Cost Center
Cost Center

Pro
HR

Cost Center

Corpo

Step 1:
Click here
Step 2:
Drilldown
Settings

Figure 3.49 Frame with Drilldown Settings

3.5

Summary

This chapter was a quick overview of the capabilities of SAP CPM. In later
chapters I will discuss how to create and implement the Balanced Scorecard
and the Management Cockpit Structures in more detail.
For now, let us assume that various managers, as well as, an implementation
team have successfully completed a blueprint that describes the overall scope
and contents of your SAP CPM project. Otherwise, I hope that someone in
the team has a clear vision of what has to be achieved and can see the
requirements as an architect, ready to build a great cathedral. Remember,
SAP CPM is not about software but about strategy, focus, communication,
planning, feedback, and an elegant design that puts the pieces together.

77

3.5

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Index

A
ABAP 249, 373
ABC Analysis 375
Account Model 29
Accounts Payable 369
Activity Based Costing 22
Actual Data 187
Administration 98
ADP 375
Approximation 375
Architecture 30, 371
ASCII 34
Assessment 232
Assessment/Status 62
Association 375
Attributes Tab 86, 98

B
Balance Sheet 178
Balanced Scorecard 37, 65, 79, 81, 85,
110, 353
Balanced Scorecard elements 42
Balanced Scorecard Launchpad 43, 66,
271
Balanced Scorecard Monitor 62, 250
Balanced Scorecard process 21
Balanced Scorecard Wizard 43, 265, 267
Balanced Scorecard, Management Cockpit 103
Benchmark 87, 101
Benchmark data 101, 102
Benchmarking 98
BEx 28
BEx Analyzer 95
BEx Queries 68, 275
BEx Query 290
BEx Query Analyzer 96
BEx Reports 29, 35, 72, 97, 182, 200,
263

BIC 73
Blueprint 38
BPS 73
BPS layout 263
BSC 21
Business Content 83, 105, 111
Business Explorer 82
Business Intelligence 37
Business Planning and Simulation 35
BW 188, 371
BW Buffer 85
BW Data 62, 70
BW Key Figure 95, 96
BW Report 46, 193
BW Transaction Data 45

C
Cause-Effect Analysis 22, 49
Cause-Effect Chain 49
Cause-Effect Relationships 64
CCA 73
Change Measure 82, 86, 92
Chart Editor 157, 196, 199
Charts 164
Chemical Industry 56
Cluster 375
Cockpit 81, 110
Cockpit Hierarchy 67, 157
Cockpit List 67
Cockpit Monitor 69
Cockpit Structures 159
Cockpit Transport 177
Content Release 98
Control 274
Control Point 369
Controlling 37
CO-PA 73
Corporate Governance 363, 368
Corporate Performance Monitor 37
Corporate Scorecard 162

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Index

COSO 363, 365

Cost Center Reports 178
CPM Platform 371
CSV 34
Customer Relationship Management 83
Customizing Request 60

D
Data Mining 22, 375
Data Source 86, 95, 97, 98, 110, 157,
164, 192
Definition Tab 86
Design 66, 71, 87
Design/Management Cockpit 74
Desired Change of the Measure 98
Details Button 85
Development to Testing 178
Document Files 184
Document Frames 183
Drilldown 74
Drilldown Analysis 50
Drilldown Menu 50
Drilldown Process 74
Drilldown Settings 76
Dynamic Simulation 23

E
Economic Profit 59
Element Assignment 105
E-mail Notification 62
Enterprise Portal 291, 353, 375
Environmental 229
EVA Index 92
Excel Spreadsheet 28

F
Fact Table 31, 32
Filter Button 86
Finance 37
Financial Compliance Process Management 368
Financial Group 87
Financial Indicators 22, 27, 80
Financials 83
Five Forces 24
Formula-Name 90, 92
Frames 66

384

G
Generic R/3 Extraction 73
Graphic Element 196
Graphic Indicators 48
Graphical User Interface 43, 66
Graphics 164

H
Hide Measure Catalog 86
Hierarchy 159
Human Resource Intelligence 37, 83

I
IDES Platform 44, 67, 372
Implementation 371
Industry Tab 86
Info Objects 95
Info Providers 95, 97
InfoCube 28, 29, 30, 31, 33, 82, 85, 96,
97, 101, 186, 189, 192, 193, 372
InfoCube Design 29
InfoCubes 72, 95, 97, 98
InfoObject 85, 99, 101, 184
Initiatives 26, 43
Innovation Base Strategy 56
Interfaces 34
Internal Control 363
Internal Error 85
Invoice Status 369
IT Platform 370

K
Key Figure Structures 97
Key Figures 29, 85, 95, 97
Key Performance Indicators 79, 154,
227

L
Lagging Indicator 80, 81
Learning and Growth Perspective 45
Line Chart 187
Localize Measure 86
Logical Views 66, 154, 163
Long-term Planning 27

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Index

Maintain Views 47
Management Cockpit 34, 65, 66, 74, 81,
85, 111, 153, 192, 216, 225, 290, 353,
371, 372
Management Cockpit Applications 85
Management Cockpit Menu 67
Management Cockpit Monitor 66, 214
Management Cockpit Structures 77
Management Cockpit Web Version 66
Managerial Approach 38
Market Risks 230
Marketing Analysis 198
Materials Management 37
Measure 81, 90, 97, 114, 193
Measure Builder 33, 69, 79, 81, 96, 97,
101, 106, 110, 115, 166, 225, 228, 264
Measure Catalog 58, 67, 72, 81, 82, 87,
89, 93, 95, 98, 101, 106, 109, 111,
264, 280, 283
Measure Definition 87
Measure Group 87, 89
Measure Hierarchy 87
Measure Tree 46, 50, 263, 290
Measures 26, 43, 79, 81, 159, 228, 261,
372
Measures and Benchmarks 66, 68
MM 34
Monitor 274
MS Windows Explorer 84
MySAP ERP Financials 73

Parameters 76
PC4YOU Cockpit 67
PC4YOU Group Scorecard 50
PC4YOUGROUP 60
Percent Employees with Acd. Degree 45
Performance Commitment 269
Performance Indicators 80
Performance Measurement 34, 65, 74,
111
Performance Measurement Menu 68
Performance Measurement Module 66
Performance Measurement System 72
Performance Measurement/Management Cockpit 71, 76
Period 109
Period Layout 61
Periodization 159
Perspectives 22, 25, 43, 49, 263, 372
Plan Data 187
Planning Layouts 46
Predefined Range 48
Presentation Mode 223
Product Category 188
Production 178
Project Management 38
Provider Measure 103, 105

N
Net Sales 251
No Value 70
Non-financial 80

O
Objectives 26, 43, 49, 79, 81, 261, 263,
264, 267
Operand 90
Operating Expenses 193
Operating Profit 193
Operational Data Store 97
Operative Risks 230
Organizational Objective 261

Q
Quality Function Deployment 24
Queries 98, 180

R
Radar Chart 207
Remote Function Call 186
Restricted Key Figures 32, 95, 97
Restricted Measures 72
RFC Destination 193
Risk Activities 235, 251
Risk Analysis 232
Risk Assignments 234
Risk Catalog 233
Risk Control 232
Risk Handling 232
Risk Identification 232
Risk Indicators 227

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Index

Risk Management 81, 85, 110, 225, 227

Risk Management Module 372
Risk Management Monitor 249
Risk Setting 233
Risk Value Fields 235

S
Sales Growth 92, 95, 105
SAP Basis 177
SAP Business Content 58, 60, 83, 103
SAP BW 27, 34, 72, 85, 95, 97, 115, 184,
233, 249, 252, 262
SAP BW Reports 98
SAP Catalog 85
SAP CPM 39, 72
SAP GUI 291, 353
SAP HR 72
SAP Measure Catalog 105, 111, 114
SAP Platform 39
SAP R/3 39, 73, 365
Sarbanes-Oxley Act 38, 229, 363, 373
Scheduling BW Data 62
Scorecard 33, 81
Scorecard Comparison 51
Scorecard Hierarchy 58
Scorecard Structure 109
Search Button 85
Securities and Exchange Commission
363
Selection Criteria 168, 187
SEM 3.2 105
SEM 6.0 107, 108, 157
Simulation VDT 263
Six Sigma 198
Stairway-Lego 29, 32
Status 49
Status Indicators 51
Strategic and Performance Measurement
System 40
Strategic Business Unit 154
Strategic Effects 231
Strategic Feedback 23
Strategic Risks 230
Strategy 23, 26, 43, 79, 81, 261, 263
Strategy and Performance Measurement
40

386

Strategy and Vision 25

Strategy Management 34, 62, 65, 72, 87,
111, 158, 216, 372
Strategy Management Module 65, 71,
155
Strategy Management/Design/Scorecards 85
Strategy Map 261, 263, 266, 271, 272,
274, 291
Structure 97
Supplier Relationship Management 37
Supply Chain Management 37, 83
System Performance 29
Systems Approach 40

T
Tachometer Chart 185
Target System 180, 234, 251
Target-Based Activities 154
Technical Name 86, 176
Time Variables 159
Top-level Support 27
Transactional InfoCubes 35
Transport 176
Transport Organizer 179
Transport Process 178
Transport Request 178
Triggering Objectives 49

U
Units 98
URL 95, 182
URL tab 86, 93

V
Value Driver Tree 46, 50, 64, 81, 85, 95,
98, 103, 110, 261, 263, 274, 373
Value Fields 33, 98
Value Type 98, 188
Variable 230
VDT 274, 280, 291, 373
View menu 47

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Index

W
Walls 66
Web Application Server 43, 216, 262,
264, 375

Web Applications 164

Web Dynpro 375
Web Environment 66
Web Reports 180
Workbooks 98, 180, 182

387