When moving performance reporting and standard budgeting off of transactional systems and onto the multi-dimensional systems that are part of Corporate Performance Management (CPM), companies are often astounded at their new capabilities. Reporting becomes easier and far more powerful, delivered in real time. Instead of struggling with report creation, executives, managers, and analysts are suddenly empowered with business insight. Dramatic time savings are realized in standard budgeting and planning processes.

Multi-dimensionality, or OLAP, facilitates ýslice and diceý, ýdrill downý, and the creation of planning templates re-usable across multiple cost centers. Trying to force a transactional system like an ERP or a GL to perform these multi-dimensional functions is like trying to force a round peg into a square hole. It is for this reason that almost all CPM software utilizes the reporting power of an OLAP engine. And this is the cause for the initial delight to new users of CPM.

But euphoria can quickly turn to frustration if detail-laden and process-intensive planning processes must be compromised for the sake of multi-dimensional reporting. You see, the same OLAP architecture that facilitates analytical performance reporting and the delivery of re-usable budget templates can actually hinder other important planning processes. The creation and monitoring of projects, HR planning, and capital expenditure planning, -- these are not naturally multi-dimensional. Trying to force an OLAP system to perform these ýrelational-typeý functions is like trying to force a square peg into a round hole, and it has compromised the success of many CPM implementations.

This is why AIMCO, the United Statesý largest owner and operator of apartment communities (250,000 units and managing more than $13 billion in assets), implemented a CPM system that leverages the best of OLAP and Relational functions. Join us to see how AIMCO delivered all of the value inherent in multi-dimensional budgeting and reporting -- without sacrificing the critical processes of HR and capital expenditure planning.

In this session you will learn: