4.1 Chapter 10 - Appendices

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Appendices


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Appendices Appendix E - Saving the Scorecard

Appendix A Scorecard Inputs

Throughout this class you used a variety of inputs for the scorecards you created.

This appendix summarizes the variety of inputs available within the CorVu Balanced

Scorecard:Manually Entered Data The Input|Create option on the scorecard menu allows you to

manually enter your own data. The data can have any number of rows or columns. Thedata types can be dates, integers (whole numbers), real numbers (decimal numbers), or

text. The data values can be changed at any time.

Imported Text (ASCII files) The Input|Import option on the scorecard menu allows

you to import information from a flat file. Again the data can have any number of rowsor columns. Behind the scenes, CorVu is actually creating an import .qry that is

embedded within the .pmm. Note that at the time of printing, there is no way to modify

the import rules or to modify the location of the file being imported without deleting andre-adding it (This is intended to be changed in a future release).

Query Files The Input|Add File option on the scorecard menu allows you to pull in anexisting CorVu query as an input (QRY). Additionally, the Input|Create Query option on

the scorecard menu allows you to create a new query to use as input for the scorecard. Ifthe query used as input is referenced, then the .pmm only stores a pointer to the .qry. If

the .qry is modified at a future time, the changes are automatically incorporated. If the

query used as input is not referenced(embedded), a copy of the query is stored within

the .pmm file. The default is for queries to be referenced.

Scheduled Query Files The Input|Add File option on the scorecard menu allows you to

pull in a pre-existing and pre-run CorVu scheduled query result as an input (SQY). If the

scheduled query used as input is referenced, then the .pmm only stores a pointer to the

.sqy. If the .sqy is modified or refreshed at a future time, the changes are automaticallyincorporated. If the scheduled query used as input is not referenced(embedded), a copy

of the scheduled query is stored within the .pmm file, and is therefore not updated as the

separate.sqy is refreshed. The default is for scheduled queries to be referenced.

CorVu Dynamarts The Input|Add File option on the scorecard menu allows you topull in a pre-existing, pre-run CorVu dynmart as an input (.TAB). If the dynamart used

as an input isreferenced, then the .pmm stores a pointer to the .tab. If the .tab is modified

at a future time, the changes are automatically incorporated. If the dynamart used asinput is not referenced(embedded), a copy of the dynamart is stored within the .pmm

file, and is therefore not updated as the .tab is refreshed. The default is for dynamarts to

be embedded.In a future release, even embedded objects will be allowed to be modified, or refreshed,by incorporating the edit and refresh buttons into the Scorecard module.

Page A-2 CorVu Corporation 2000


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Appendix B Viewing Measures vs. Analyses Tables

When there are NO drill objects on result elements of the scorecard:

Double-Click result in Result pane to see Analysis Table (the scores)

Double-Click result in Scorecard pane to see actual measures being reviewed

(and can choose between actuals, planned, benchmark, etc. via right-

mouse click)

If you wish to see the analysis table from the Scorecard pane, once themeasures are showing, you can click Analysis Table on the toolbar.

When there ARE drill objects on result elements of the scorecard and the double-click

icon event is set to Drill Into Object:

Double-Click Result in Result pane to see Analysis Table (the scores)

Double-Click Result in Scorecard pane to see drill down object.

To see actual measures: Change double-click icon event to Generate Table,then double-click result in Scorecard pane.

CorVu Corporation 2000 A-3


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Appendix C - Importing from an ASCII file

When saving an Excel spreadsheet you have options to save it with a file extension

different than the Excel default of .xls. This is an example of importing a file that was

saved as a .CSV file. This causes the data to be placed into an ASCII file that can be

imported into CorVu.

Complete the following steps to import from an ASCII file:

1. Select Data|New Import from the scorecard menu.

2. Retain highlighting on Delimited Text and clickNext.

The next dialog box is used to select the file you wish to import. This is anexample file to be imported.

Click on the Browsebutton, select the file you want to importand clickOpen to

continue.

3. Click on the Next button to continue.



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The next dialog box lists defaults for the imported data. The field delimiter

should be a comma. You can change the Text Delimiter and Escape Character

options to none. If your file is Text Delimited and contains an Escape Characterdifferent than the ones set by default you can select it by typing your delimiter or

character from the keyboard.

4. Accept the defaults by selecting Next to continue.

The next dialog box asks if the first row contains field names. In this case, thefirst row of the .CSV file contained field names.

5. Click the Check Box to indicate that the file has field names and clickNext.

The field names in the text file are listed. In this dialog box you can rename

fields. In this case, the data came from an Excel file and had user friendly names.However, if you exported data from another database program, the names may not

be as easy to recognize. In that case, you could rename them here by simply

clicking on the name to change and entering a new name for the field. If you donot select the First Row Contains Field Names option, the column names will

default to Field 1, Field 2, etc..

6. To see the renaming screen, select the Period column.



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7. Click Next to continue.

The last dialog box displays the Data Types for the import. Here you will tellCorVu what kind of data exists in each of the fields. Initially, the imported fields

are set to a Character type, since the character and numeric fields in the input set

are not delimited differently. In order to perform calculations on the imported

data, it is important to choose the correct field types.

8. Importing data containing a Date column.

CorVu identifies the Period column as a character and previews the sample data

in the field on the right side of the dialog box. By default, it has assigned this

field a size of 40 characters. Since this column is a date field, you will change thedefault settings.

9. Using the Field Type drop down arrow, change the field type to Date.

10. This example file contains the date format ofMM/DD/YY.

11. The Tech Rep column is a character field. You can adjust the width to reflect

the data.

12. ClickFinish.

The file is imported and displays as in input in the Input pane.


Sample datavalues are

shown here

Change thecolumn namehere


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Appendix D Strategic Modeling

Strategic modeling is usually performed after an organization has setup a scorecard and is

ready to test the strategies put into place. There are several reasons why modeling is

important for an organization. The use in modeling can assist in validating the links in the

strategic scorecard if the data you have collected supports those links. It can project yourbusiness data into the future by predicting new future values for strategic objectives, and

you can examine What-If scenarios. Simply put, a model is a projection of the data in a

strategy. You are validating links and adding future periods to the strategy. Once the linksare validated you then can manipulate the data or projected data.

A check list is available to assist you with the strategic modeling process. You will use

this check list as a road map to guide you through. Although the checklist does not check

off what you have completed since not all steps need to be performed when applyingmodeling to your scorecard. There are two types of modeling that you can apply to your

scorecard. The first type of modeling is Forecasting, which will use selected forecasting

methods to project your data into new periods. The second type is using RegressionAnalysis, which will use your data for regression analyses depending on the method that

you select, usually you let the system choose, unless you dont want to wait for the three

methods to calculate first and then determine which best fits your data.

The Regression model can be considered a causal modelsince it is based on the scores ofthe input objectives of the strategic scorecard.

The Forecast model allows a set of future scores to be forecast for each objective in the

strategy.

Victory Sports Scorecard

In this example you will use the Victory Sports scorecard. This scorecard has alreadybeen created to introduce strategic modeling. Victory Sports is a hypothetical global retail

organization which sells and distributes clothing and sporting goods. They have a real-life strategic scenario which is a cause and effect diagram. The cause and effect diagram

consists of links between their strategic objectives to indicate how one objective effects

another. The objectives in the scorecard have been divided up into the four mainperspectives. The companys overall goal is to achieve a financial goal of increasing

profitability. Shawn the organizations scorecard expert wants to verify the cause and

effect relationships within the scorecard and apply modeling to find out where theorganization could apply resources to assist the organization in achieving their financial

goal.

Modeling Mode

Modeling mode is enabled by selecting the Modeling / What If? Mode button from the

vertical toolbar. When this button is selected you will see your scorecard regenerate

for the purpose of modeling.



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Complete the following to open the victory sports scorecard and view it for

modeling:

1. From the CorVu main menu select the Balanced Scorecard Menu button.

2. Select the Victory Sports Scorecard option.

Your scorecard should look similar to the one shown below:

The Victory Sports strategic scorecard displays a cause and effect processmap. Take several minutes to analyze the scorecard and view the pop-up

objective commentary, which explains the organizations strategy.

3. Select the Modeling / What If? Mode button from the vertical toolbar.

Note: It will take the scorecard a few moments for your scorecard to

regenerate in modeling mode.

The links in this model have already been set up for scale color coding. The link

color is based on a scale from 1 to 1, which is determined from a correlation

coefficient R. The scale coding for this model displays black for a maximumscore and displays white for the minimum score. You will need to display the

modeling check list to assist in the modeling process.

Complete the following steps to show the modeling check list:

1. Right-mouse click in the scorecard pane, select Show Pane and choose check list

from the speed menu.

2. Double-click on the Set Modeling Variables from the check list.

This will automatically open up the Global Options dialog box.



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1. Select the Modeling tab.

Your Global Options dialog box should look similar to the one shown

below:

For this scorecard modeling mode has been enabled to forecast six periodsand to display regression results. The regression method is being

determined by the system, similar to a best-fit option.

Note: If the Forecasting Results radio button was selected, the modelingtype would be forecasting and the formula(s) in the Forecasting tab woulddetermine the calculations. Currently in this scorecard forecasting

options are linear and a power of 2, which are the most common

forecasting formulas.

4. Select OKto continue.

Once the Modeling type has been determined then you will need to

initialize the regression coefficients. After the coefficients have been

calculated or initialized then you can assign new linkages and apply what-

if scenarios to the scorecard.

Complete the following to calculate the regression coefficients:

1. Select the Calculate / Initialize Regression Coefficients button from the

vertical toolbar.

This will take some time for the scorecard to go through the calculation

type(s) you selected for the regression method. Once the calculations are



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Appendices

completed you can place your mouse over the link to determine the Phase

Lag, Calculated Coefficient, Strength, and the R value.

2. Place your mouse over the link between the Grow Market Share and GrowEmerging Markets icons.

Your pop up dialog box should look similar to the one shown below forNovember 1999:

The phase lag is the calculated amount of time that you would expect to see a change

in one objective if the objective linked to it changes. If the phase lag were 1 then you

would expect to see a change in the linked objective after 1 period change.

The calculated coefficient can be used to determine how strong that relationship is. A

high coefficient indicates that it is going to have a larger effect on the relationship

between the objectives. (The coefficients really tell us how to combine the formulated

variables for use in predictive modeling.)

Strength is calculated for each link in the model and tells us how significant it is.

Probability values are enclosed by brackets, values less than 0.05 will include anasterisk noting that it is significant.

R: The R value shows the correlation between the two objectives at either end of the

link. The closer the value approaches 1 or 1 the stronger the relationship is.

Probability values are enclosed by brackets, values less than 0.05 will include anasterisk noting that it is significant. The value can be interpreted as revealing an

inverse relationship if the value is negative and a direct relationship if the value is

positive.

In this particular example you can expect an increase in Grow Market

Share to affect Grow Emerging Markets with in the same period in the

scorecard. The calculated coefficient is 1.103 which is a multiplier for the

importance of the Manage Supplier Relationships to the MinimizeIntegrated Costs objective. The R value is positive which denotes that

icons are directly related and the probability of the relationship is unlikely

to have occurred by chance.

The model has calculated the strength of the links, indicating that theblack links are strong relationships and the white links are weak

relationships. Since you are in modeling mode you could delete the white

links and then assign new links between the objectives to test newhypotheses.



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Overriding Models and Values and What-If?

In some cases the calculated values may not be applicable. You can modify the values if

you have certain business rules, insight or particular knowledge that can be applied tochange or refine those predicted values. The main benefit of overriding the values or

changing the models is that you can use this to examine What If? scenarios.

There are two ways to override the values:

Directly entering new values over the values suggested by the model.

Changing the regression model calculated formulas.

Complete the following to view the lag period and the formula used to calculate the

regression model:

1. Right mouse click on the link between Increase Profitability and Grow

Franchise Revenue.

2. Select Edit Linkfrom the speed menu.

3. Select the Modeling tab from the Link Options dialog box.



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Your Link Options dialog box should look similar to the one shown

below:

The current phase lag is 0 indicating that there will be an immediate

change between the two objectives. You can override this lag by selecting

the Use Overide option and then type in the Manual Lag value.


5. Right-mouse click on the Grow Franchise Revenue icon.

6. Select Edit Formula from the speed menu option.



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The Correlation Formulae dialog box displays showing the formula

generated from the regression analysis model.

The top of this dialog box states an R squared value ( coefficient of

determination) along with the probablility in parenthesis. The R squaredvalue expresses the degree of accuracy of the model to predict data. R

squared ranges rom 0 to 1, a value close to 1 means that the model is avery good predictor or acurate model. The probability value less than 0.05

(5%) is commonly accepted as indicating that the results were unlikely to

occur by chance.



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The formula for Grow Franchise Revenue and regression analysis states

that the value of this objective is 1.11 + .52 * Grow Market Share. If you

knew that Grow Market Share has more impact on Grow FranchiseRevenue then you can modify the formula to reflect that relationship.


Assigning New Links

The links in modeling mode can be changed to test objective relationships. The links that

are defined in modeling mode will not affect your original strategic scorecard. Once you

have deleted or added new links you will need to recalculate the regression coefficients tovalidate your changes.

The link between Provide Superior Brand Image and Grow Market Share is currently

white. If you mouse over the link, the pop up data can be evaluated to determine that

Provide Superior Brand Image has no effect on Grow Market Share. Since the model hasdetermined that there is no correlation you will delete the link and reassign it to Grow

Emerging Markets. Once the new link is added you will need to recalculate the regressioncoefficients to determine if your change was a good assumption.

Complete the following to assign a new link and to recalculate regression

coefficients:

1. Delete the linkbetween Grow Market Share and Provide Superior Brand

Image.

2. Add a newlinkbetween Grow Emerging Markets and Provide Superior

Brand Image.

3. Select the Calculate / Initialize Regression Coefficients button from the

vertical toolbar.

This will take a few moments to recalculate the regression formulas. Afterthe formulas are completed, notice that the link that you had just assigned

is now black. Indicating that Achieve Superior Customer Satisfaction has

significant impact on Grow Retail Revenue.

4. Place yourmouse over the link between Grow Emerging Markets andProvide Superior Brand Image to view the regression results.

Your pop up regression data should look similar to the one shown below:

Changes similar to this one can be applied to the other links in attempt to

validate links that you may not have thought of or are attempting to

determine how one objective may effect another.



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What-If? Modeling

Changes can be made to the scores in the scores table that is generated

from the actual data, forecasted data, calculated data, or User entered data.By changing the values in the scores table you are performing What if?

scenarios. Such as what if we increase Grow Franchise Revenue in

December 1999 how will it impact Increase Profitability? Or what if weincrease Prepare Well Trained Staff, how will it impact UndertakeTargeted Marketing or another objectives not directly linked to it?

Complete the following to apply What-If modeling to your scorecard:

1. Select the Display Scores button from the vertical toolbar.

The scores table should now be visible and look similar to the one shownbelow:

To apply a What-If scenario in the scorecard you will need to change the

actual or forcasted data and then calculate your changes. The link between

Grow Market Share and Grow Franchise Revenue is black. The pop up

commentary indicates that the link is significant, and that there is a 3period phase lag in the relationship (If we change the value of Grow

Market Share in this period, you will not see an effect on Grow FranchiseRevenue until 3 periods pass).

You will need to display the scores table for analysis and to apply What-If

scenarios to the data. Scroll down to the bottom of the scores table to view

the forecasted data. The scores table may contain columns that you do notwant to view. In this example you are only viewing score information

since there is no planned, benchmark, and business as usual values. Notice

that the score for Grow Market Share in the 1 st quarter of 2001 ranges

from 7.51 to 8.14. The resulting score for Grow Franchise Revenue ranges

from 5.96 to 6.14.

Score Colors

The colors displayed in the scores table indicate how the data was

determined. Currently there should be Actual, Forecasted, and Calculated

data in this table.



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Complete the following to view the color options in the scorecard:

1. Select the Tools |Options |Score Colors menu option.



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Your score colors should look similar to the one shown below:

2. Select OKto continue.What-If we could improve the Grow Market Share score from 7.51, 7.46,

and 8.14 in the 1st quarter to 8.4? What impact would that have on GrowFranchise Revenue and Profitability?

Complete the following to change and recalculate values in the scores table:

1. Change the current period to April 2001 so you will be able to see the

changes you make in January more easily.

Note that the Grow Franchise Revenue score is 5.02 in April 2001 and

4.99 in May 2001.

2. Modify the values ofGrow Market Share forJanuary through March of 2001

from their purple values to the scores of8.4.

The values will turn orange to indicate they have been modified by ascorecard user.

3. Select the Calculate Data button (not the Calculate / Initialize Regression

Coefficients).

Notice that the scores in the table for Grow Franchise Revenue increased

to 5.48 for the 2nd quarter of 2001 and Profitability has also increased from8.71 before your changes to 9.45. Place your mouse icon over the link

between Grow Franchise Revenue and Increase Profitability. The increaseoccurred in April since there is a 0 phase lag between the two objectives.

TipTo remove user-entered values, select the orange numbers and

press delete on your keyboard.


Calculated values aregenerated using the

regression formulas,

thus determiningvalues based on causal

factors.

User values are what

you entered tooverride the actual or

forecasted values.

Actual data is

calculated from the

referenced results.

Forecasted data is

calculated from theforecasting formulas.


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Your scorecard should look similar to the one shown below:

From the changes you made above you can see that this is a very powerful

tool. You could modify objectives scores or forecasted scores at the lowest

level in your strategic scorecard and see how the changes affect theorganizations overall all objective(s). You can re-assign links in ways the

organization hasnt even thought of. You can apply your organizational

strategic knowledge if you know that an objective will have a greater or

lesser impact on another, or phase impact. Once you have made all orsome of these changes then you can apply them to the real strategic

scorecard or develop an entire new one.



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Appendix E - Saving the Scorecard

You have already learned that when you save a scorecard, the scorecard is saved as a

.pmm file. But what exactly is saved in a .pmm?

Reviewing the General Options panel from the Tools|Options|Global Scorecard menu. Inthe Global Options tab there is a section entitled Referenced Inputs. The default valuesare as follows:

The status of these check boxes, at the time that input files are pulled into the

scorecard, determines whether a copy of the actual queries, scheduled results ordynamarts are embedded within the .pmm file, or whether a pointer to the inputs is stored

in the .pmm.

Referenced Files

When these boxes are checked, the input file retains a pointer (or reference) to theattached input. For example, in the Individual scorecard you created, since the Sched

Qry box is checked, the .pmm file contains a pointer to the .sqy files. The .pmm does notcontain its own copy of the .sqy files, instead it uses the path that was specified at the

time of input.

The advantages of using referenced files are:

The same query can be used as an input to multiple scorecards.



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If the query is changed, changes will automatically be reflected in all

scorecards where that query is used.

The size of the scorecard file is reduced.

The disadvantages of using referenced files are:

If a query or queries are moved to a different subdirectory, youll need to usethe Tools|Options|Redirect Input Paths on the scorecard menu to point to

the new file location.

If the query name is changed, you will need to delete and re-add the input.

Non-referenced (Embedded) Files

When these boxes are notchecked, a copy of the input file(s) are embedded within the

scorecard (.pmm).

The advantage of using embedded files is:

A scorecard is a standalone object that can be distributed to multiple userswithout having to distribute or provide access to referenced input files.

The disadvantage of embedded files is:

If the input files are large .tabs or .sqys, the scorecard can get quite large.

Modifying the Location of Referenced Inputs

You may create a scorecard with referenced inputs on your C drive and may later wish to

deploy the scorecard and the input queries to a network or Web server. You can changethe location examined for input files through the scorecard Tools|Options|RedirectInput Paths.



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When Redirect Input Paths is selected, the following window is shown:

The source path shows the path to the First referenced input. If a new destination path is

specified, then all inputs currently in D:\CORVU\DATA\Scorecard Class will searchedfor in the new destination path instead. For example, if all the inputs were moved to a

web site, the destination path might be www.corvu.com\scorecard.htm.

If there are other referenced inputs in other subdirectories, the Source Path can be

overwritten with the alternate source location. You will need to mouse over the input iconin the left hand corner of the input to determine the input path.

TipWhen the scorecard searches for Bitmaps and Drill down objects, these search

paths can also be modified through Tools|Options|Redirect Bitmap Paths andTools|

Options|Redirect Drill Object Paths.


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4.1 Chapter 10 - Appendices