Tag Archive for: epm

I received a number of questions when I attended KScope. A lot of people had a tough time wrapping their head around the fact that using Groovy could actually reduce cost and development time, and significantly decrease the effort to maintain an application. The feedback I get on my lightning lessons has been overwhelmingly positive. The basis of the concept of the use of Groovy making things simpler stems from understanding, using, and becoming confident using collections. I thought I would share some examples, use cases that you all use, and some samples to get those started. If you doubt Groovy can mean simpler and faster, I HOPE this will get you to at least think about coming over to the dark side and provide some perspective that will help.

I would like to create more of these and potentially move my training to be free. Before I can do that I need everybody to watch what I post AND subscribe! If I can generate enough of that, I can create enough add revenue to fun my effort and time. So subscribe, watch, and we will see what happens.

In the mean time, let me know what you think of having videos like this rather than traditional written content. If you would like to learn more about dynamic scripts for data maps, forms, and improving performance with Esssbase scripts by removing serial mode and threading the right way, head over to in2hyperion.podia.com. I have more lightening lessons ready for you to take advantage of!


There are benefits to moving to Hybrid, but there are also some challenges.  The content of this post is not around the pros and cons, but the fact that you can upgrade your environment to use it.  If you find it isn’t for you, you can “downgrade” back to BSO.  The flexibility provides everybody the ability to try it.

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Oracle has recently added 2 fantastic new methods that significantly improve our ability to minimize our scripts and reduce the effort to build and maintain them.  The first is a method in the EPMScript class called cscParams.  The second is in the cube class named executeEssbaseScript. Read more



One of the challenges with EPM Automate has been eliminated this month.  Although it was a minor issue, the need to update EPM Automate regularly was something that had to be considered monthly.  Read more



Yesterday, Oracle announced the official launch of the Enterprise Performance Management 11.1.2 Release.  This release introduces some major enhancements to the existing Hyperion applications, along with three new products – Disclosure Management, Financial Close Management and Public Sector Planning and Budgeting. 

I’ve had the opportunity to see the release live during a partner launch event and have been very impressed thus far.  Over the next few weeks, In2Hyperion will begin to look at this release and share how to take advantage of new functionality. 

View the press release below.


More information is also available on the Oracle website, which has been updated to include information for the 11.1.2 Release.



The EPM Reformation

Enterprise Performance Management (EPM) is undergoing the same transformation that Enterprise Resource Management (ERP) systems brought about in the early 90s.  As complimentary solutions such as Asset Management, Payroll, and General Ledger converged into one consolidated, modular system, so too are the solutions that comprise EPM (Financial Consolidation, Budgeting/Forecasting, Strategic Planning, and Reporting).   Along with the obvious benefits and economies of scale that accompany this transition, we must be aware of the pitfalls associated with the design, implementation, deployment, and support of these mission critical applications.

EPM as a Compliment to ERP

Just as Enterprise Resource Planning (ERP) solutions are an essential component of the Back Office operations of every Fortune 500 Company, Enterprise Performance Management systems are complimentary in nature and provide insight into the operational and financial effectiveness of the organization.  Metaphorically speaking – If the organization was an automobile, ERP would be the engine and EPM would be the gauges.  Carrying the analogy forward, nothing prevents us from operating a car without a speedometer, gas gauge, or heat indicator.  Furthermore, when the car is running well (at least in so far as we perceive) we have little interest in these instruments.  But, what about when we hear the first ping in the engine, or the car doesn’t respond when we hit the accelerator.  Worse yet – A seize up (aka Recession).  In the absence of information conjecture prevails and we are forced to speculate as to the cause of the problem. Without EPM, organizations are essentially operating their business in a similar fashion; reactive at best, “from the gut” at worst.

The Problem

From a business (functional) perspective, EPM solutions are categorized by the convergence of Analytic Application such as Financial Consolidation, Budgeting/Forecasting, and Strategic Planning with traditional Business Intelligence Solutions hallmarked by Query & Reporting, Key Performance Indicator (KPI) Dashboards, and Enterprise Scorecards.  As EPM has evolved from it’s siloed upbringing as a departmental solution to the Enterprise-class solutions of today, the underlying technology required to support these applications has become more broad and in recent years increasingly more complex.  This evolution is both natural and expected.   Given the expansive use of EPM based solutions, technical constructs such as multidimensional databases, data marts, enterprise data warehouses, workflow engines, web services, SOA, Calculation Scripts, ETL packages, and Master Data (Hierarchies) have all become vital components to the architecture.

In so far as organizations appreciate the criticality of EPM solutions to their organization, there is a gross under estimate of the effort associated with deploying and supporting these mission critical applications.  This similar lack of effort appreciation is shared by the ERP implementation of the 90s.  How often did we hear about the $2 million dollar ERP solution that came in at $20 million or more?

Gaining an Appreciation

Few would argue that the ERP solutions of today have not brought about a degree of integration and consistency throughout the business.  The ability to integrate key operational back-office systems up and down the organization with the capacity to exchange data between functional modules without fear of inconsistency is certainly a hallmark of the ERP promise.  But, this integration did not come without a price.  The same can be said for EPM.

ERP and EPM are both the harbingers of consistency, transparency, and audit ability.  As such, they force the institution of standards and controls where they have not historically existed.   Furthermore, there is an illusion that these disciplines run contradictory to loosely coupled legacy processes that are thought to be more flexible, nimble, and sufficient for supporting the business.  Whereas this may appear to be true when viewing each process as a stand-alone, siloed operation (forecasting separate from budgeting, separate from financial consolidation, separate from operational reporting).  It is important to have the right perspective here.  As with traditional ERP solutions, to gain an understanding of the EPM value proposition, you must first rise above the individual business solutions that encompass performance management (i.e. Financial Consolation, Budgeting/Forecasting, Reporting, etc).  Only by viewing these applications from a holistic, integrated business perspective can you appreciate the business and technology economies of scale that accompany Enterprise-class EPM solutions.

The Point

EPM solutions if approached correctly must be seen as the acronym implies, “Enterprise” in scope.  Similar to their ERP counterpart, EPM solutions can and in many cases should be implemented modularly, but under the auspice of an overall Solution Deployment Strategy.  Notice the term “Solution” not “Application”.  Applications are but one component of the EPM strategy.  Others include: Technical Infrastructure, Data Management/Governance, Process Integration, Communication/Change Management, and Administration & Support.  When you view EPM solutions from this perspective it is hard not to appreciate the level of involvement required from Executive Leadership, The Business, and Information Technology.  Organizations must think of their EPM solutions as “ERP Projects”; enterprise enabling solutions that require the establishment of well documented and endorsed strategy that align with the corporate directive.   In this vain, EPM requires a realistic investment of resources, time and capital to be successful.   Then again, you could pull away from the car lot with a 1971 Pinto and hope no one hits you from behind…