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Cortell corporate performance management, a issuer of world-type, South African-flavoured commercial enterprise BI, planning and consolidation software and functions, recently attended an exclusive IBM enterprise partner event – Cognos TM1 "Black Belt" working towards – in Massachusetts, united states of america.
The 5 day event, which took vicinity from 19 to 23 July 2010, changed into geared at presenting valued company partners with the foremost framework for successful TM1 and built-in Cognos application deployments.IBM invited suitably knowledgeable company partners to the practicing course to share with them new product characteristic details and superior construction suggestions which have resulted from recent enhancements and alterations to the TM1 application product.other than discovering superior modelling methods, technical counsel and most advantageous practices, discovering new performance optimisation techniques, and gaining abilities on greatest apply design for massive or high participation functions, companions participating in the path had been also capable of influence the path of future product tendencies.Says Greg Bogiages, director at Cortell company efficiency administration: "we're delighted to be had been probably the most few companions selected from South Africa to take delivery of the chance to attend the "Black Belt" working towards direction, and are looking forward to the usage of the positive insights we have won to improvement our shoppers. We strongly consider within the energy of IBM's TM1 answer, and are excited to have participated within the next construction phase."The path provided partners with access to TM1 product engineers, product administration experts, product updates and advanced direction cloth. IBM also inspired companions to contribute in a bunch environment – giving examples of their advanced practices and experiences – and ultimately producing a "TM1 approach master classification".
TM1 is never going anywhere, IBM Cognos keeps -- besides the fact that massive Blue hasn't yet dominated out altering its manufacturer.
it's been an extended and weird highway for the venerable TM1 OLAP engine, which has twice changed ownership over the closing 10 months.
First, in October of 2007, TM1's developer -- the former Applix Inc. -- turned into bought by way of Cognos Inc. lower than two months later, Cognos became itself obtained by way of IBM Corp. considering the fact that then -- and despite promises by way of both do right via Applix consumers and leverage TM1 because the centerpiece of its Cognos financial performance management (FPM) platform -- things went darkish on the TM1 entrance.
until this week, that's. nowadays, IBM Cognos announced a brand new version 9.four update for TM1, touting the expected efficiency and usefulness enhancements, together with new internationalization advancements that, officials argue, stem from large Blue's stewardship of the Cognos and Applix brands.
TM1 is never going any place, officials say -- although IBM hasn't yet dominated out altering its brand. furthermore, however IBM Cognos is tough at work incorporating TM1 into its BI and PM products -- a technique that comprises each integration and reconciliation -- "legacy" Applix customers will nevertheless be in a position to purchase the bread-and-butter TM1 OLAP engine, by means of TM1 MidMarket version, which IBM Cognos plans to market to SME forms.
"We're offering a committed mid-market providing," says Applix veteran Joe Pusztai, now product advertising supervisor for TM1 with IBM Cognos. "we are very a lot dedicated to preserving the ability to use TM1 in a standalone, all-in-one ability. We're no longer ever going to make valued clientele buy software that they don't need."
Pusztai hints that the TM1 manufacturer itself could go away: "The TM1 identity could not truly lift forward. We nonetheless have not determined about that, but the genuine know-how itself … that [is something] we will continue to elevate ahead" on a standalone foundation," he asserts.
TM1 version 9.1 changed into a comparatively mature product when Cognos picked it up remaining year. nonetheless, Pusztai says, there may be at all times room for development. Enter TM1 9.four, which boasts several advancements, starting with a characteristic (energetic varieties) that smacks of the Dynamic Slices ability which Applix delivered in TM1 9.1.
there may be a reason behind that, he acknowledges. "That [Dynamic Slices] potential has been superior significantly in the 9.4 liberate beneath a feature referred to as energetic types." Pusztai describes lively types as "effectively a edition 2.0" update for Dynamic Slices, improving upon its predecessor in a number of respects -- e.g., enabling entry by way of TM1 internet client sessions (Dynamic Slices is Excel-handiest), aiding components-based row definitions (Dynamic Slices helps subset-only definitions), using Excel's native formatting metaphors to convey "a whole lot-superior report formatting, and supplying help for server-side zero suppression capabilities.
This last is a large growth over Dynamic Slices, which first pushed statistics all the way down to the customer earlier than filtering it. This resulted in considerable bloat, Pusztai maintains. "we would send the entire facts down the wire after which the client would filter it, as adverse to what we're doing now, [which is] suppressing it at the server, so that that information by no means goes down the wire," he explains.
newsIBM To acquire Cognos for $5 Billion
extra to the aspect, huge Blue’s move simply eliminates the last of the massive BI pure-play companies. along with rivals Hyperion options Corp. (obtained via Oracle Corp. past this 12 months) and company Objects SA (received by using SAP AG final month), Cognos turned into among the biggest and most visible of BI and PM avid gamers. Its acquisition by using IBM capacity that a private giant -- SAS Institute Inc., which all started out primarily as a purveyor of records mining and statistical analysis equipment -- is now the greatest independent BI and PM player.
The move raises a number of questions -- starting with the fate of Cognos’ customer equipment, from ReportNet to PowerPlay to inherited applied sciences such because the former Celequest dashboard and equipment technology (which Cognos got previous this year). what's going to ensue to the Applix TM1 OLAP expertise and its associated assets (which Cognos picked up just two months ago)?
Given big Blue’s average middleware-heavy emphasis -- and even enabling for its extremely liberal knowing of what exactly constitutes middleware (e.g., its DB2 database) -- the Cognos customer equipment face an uncertain future. not so for the underlying applied sciences that aid them, besides the fact that children. IBM officials talked up the significance of Cognos’ reporting and analytic capabilities, touting their "synergy" with huge Blue’s present information-integration and content-administration property. in this scheme, Cognos’ lower back-end reporting and analytic applied sciences will be a part of a teeming universe of IBM middleware applied sciences.
"[We are] offering enterprise intelligence [solutions] that contact on many functions and a lot of sources of statistics. We see [technologies such as] BI and master information management … as being horizontal. It is awfully lots horizontal expertise that cuts throughout all types of applications," talked about Steve Mills, IBM senior vice chairman and group executive for the IBM application community, in a teleconference.
IBM and Cognos officials declined to say just how long the acquisition has been percolating, citing regulatory restrictions. Given the statements that Cognos officers made just last month within the wake of SAP’s acquisition of enterprise Objects, it doubtless hasn’t been within the works for terribly lengthy.
on the time, Cognos talked up SAP’s movement as a windfall that helped recast it because the unqualified last of the massive BI vendors.
"The acquisition … items a fine possibility for Cognos and validates the market vision we laid out greater than six years in the past -- to be the leading impartial company of efficiency administration options for clients," talked about Mychelle Mollot, vice president of market method and strategic communications with Cognos. "Our single focal point on efficiency administration will permit us to innovate and respond to the altering wants consumers more desirable and quicker than some other supplier available."
Cognos’ Mollot additionally stated research from Goldman Sachs -- the equal analysis that Cognos touted after Oracle’s purchase of Hyperion -- which found that more than 60 % of CIOs favored to purchase their BI solutions from an unbiased dealer, not an application or database vendor.
"We welcome the removal of a competitor who turned into dedicated, as we still are, to being an impartial participant and giving customers equal entry to their total infrastructure, functions and facts sources," she mentioned.
In Monday’s conference name, Cognos' CEO Rob Ashe stated this about-face.
"When this all started, the enterprise become not on the market," he mentioned. "We didn’t suppose a good deserve to go and sell ourselves on account of [the Business Objects] acquisition. basically, we noticed a great possibility as a result of the dislocation in the marketplace."
factors in the back of the MoveWhat should still we make of IBM’s acquisition? If nothing else, business-watchers stress, it opens up a myriad of new questions.
"For years, IBM representatives have wired that the products the counsel administration community builds and buys are focused on the infrastructure degree, despite an occasional foray into applications or equipment that resemble purposes," said Philip Russom, senior manager at TDWI research.
No count number how IBM chooses to spin it, Russom stressed out, Cognos is an functions company.
"The Cognos acquisition certainly steps across the road in a large manner, so it begs the question: is this an exception to the infrastructure rule or is this a whole new rule? If it’s a new rule, the checklist of possible acquisitions we can are expecting from IBM simply bought plenty longer," he pointed out.
what will develop into of Cognos’ BI client belongings? Russom thinks IBM will do correct by using Cognos consumers. in any case, he elements out, huge Blue has considerable journey retaining and assisting legacy tools -- both its own and those it has bought and/or inherited.
"people neglect that Cognos nevertheless keeps its long-established, non-BI product called PowerHouse, which with the aid of now could be a hoary and warted legacy, together with contemporary BI legacies like Impromptu and PowerPlay," he observed. "a few extra legacies shouldn’t be an issue for IBM, which has long adventure holding an elephant graveyard of items. just seem at the legacy databases IBM bought by using buying Informix in 2001, and, of direction, the mainframe is likely one of the biggest annuity organizations on this planet of computing."
It’s with recognize to OLAP that the acquisition is doubtlessly most fraught with questions. Two years ago, IBM stopped reselling its DB2 OLAP Server (an aftermarket-ed -- and radically modified -- edition of Hyperion Essbase). just recently, big Blue announced new OLAP performance (according to know-how it obtained three years in the past from the previous AlphaBlox) for its DB2 Warehouse providing.
Cognos, too, manages a set of OLAP technologies, from its own homegrown PowerPlay and ReportNet applied sciences to the TM1 in-memory OLAP engine it got from Applix. How IBM manages and reconciles these OLAP property will undergo gazing, in keeping with Russom.
"As with other BI-connected acquisitions, this one comprises a considerable product redundancy concerning OLAP," he stated. "The redundancy is inevitable because there are varied strategies to OLAP, and these are often embedded in distinct items of quite a few varieties. for instance, OLAP capabilities are available from Cognos ReportNet, Cognos Now!, and TM1, an OLAP engine recently bought from Applix. Likewise, IBM resold Hyperion Essbase for years -- which is corresponding to TM1 -- but switched to the OLAP capabilities of AlphaBlox, which are actually embedded in DB2 9.5. Redundancy of this classification at all times confuses the newly merged consumer base, so IBM will should differentiate these obviously."
a very long time ComingIn the last analysis, stated Wayne Eckerson, director of TDWI research, this acquisition has been a very long time coming.
"This turned into the one [acquisition] people thought would ensue all along," he said. "I believe for a lot of of the others, we were a little bit stunned in the industry. here's now not a shock, as a result of IBM and Cognos have partnered for a very long time together. Cognos is the one BI seller that’s applied its architecture on SOA ideas greater than the others."
Eckerson delivered that Cognos’ SOA underpinnings helped make it extra integration pleasant. "youngsters, that doesn’t explain why they spent $5 billion for Cognos at this certain aspect in time," he pointed out.
When because what bills for the accelerated pace of consolidation over the last 365 days by myself, Eckerson favors a domino concept rationalization.
"The main BI players -- Oracle, IBM, SAP, and Microsoft -- and the businesses that they’ve acquired symbolize two dozen or greater businesses that had been standalone organizations just before [this round of consolidation]," he followed. "I consider the BI companies have considered for a very long time that the ERP companies and the big database carriers have been going to come into this house, so that they wish to bulk as much as put together themselves which they did … through acquisitions. ultimately, as soon as one of them went and had a partner with massive, deep pockets, they all had to go, so it’s form of a domino impact."
Stephen Swoyer is a contributing editor for commercial enterprise programs. He may also be reached at email@example.com.
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At colleges large and small, Big Data is much more than a buzzword. Nearly half of higher education institutions are harnessing it to boost retention, employing predictive analytics to identify students who may be at risk in hopes of keeping them moving toward graduation. Yet increasingly, colleges are leveraging data analytics to forecast their revenues, target fundraising efforts and streamline business operations.
Jon Allen knows the breadth of data analytics firsthand. As the CISO and assistant vice president at Baylor University in Waco, Texas, he and his team took Splunk software and turned it into a Swiss army knife for managing data across a network of more than 20,000 machines.
Jon Allen, CISO, Baylor University.
Allen began using Splunk on a small scale about four years ago, simply to comply with peripheral component interconnect requirements for network log monitoring. But the longer the university looked at Splunk, the more ways they found to use it, he says. What began as a straightforward application grew into a software license that now consumes 400 gigabytes per day
For example, Baylor uses Splunk to slash turnaround time on help desk queries, such as assisting users who are locked out of their accounts. Now, instead of spending hours poring over logs for each domain controller, server admins can throw them into Splunk and find the answer in minutes.
“This is basically Google for your machine data,” says Allen. “ ‘How am I going to understand what is going on with all these logs?’ That’s what Splunk does.”Data Provides a Clear Vision into Operations
As CISO, Allen uses Splunk to analyze network logins and correlate threat data between the server logs, firewalls and intrusion prevention systems. Baylor has even used Splunk data to predict the best places to install access points as its wireless network expands. More recently, Baylor has brought in logs from some of the 130-plus cloud services it has deployed, such as Box, CrashPlan, Duo and Fischer IDM.
“Now we have visibility into our hybrid data center,” says Allen. “I don’t care if something is happening in the cloud or on-premises. I can see what’s going on inside my organization.”
Allen says that Baylor has barely tapped Splunk’s potential for predictive analysis across a range of university departments eager to take advantage of its capabilities. The real value of Splunk, Allen says, is its ability to deliver not only information, but insight: “I can have gigs and gigs of data — who cares? But if I can actually make something meaningful and actionable out of that data, that’s important.”Addressing the Retention Question
Many universities are just starting to take advantage of Big Data tools, says Alan Duncan, a research director at Gartner. Others are still at the talking stage.
Much of the discussion centers on how to ensure students stay in college long enough to complete their degrees, he says. By tracking data such as students’ test scores and level of engagement in online learning environments, institutions seek to identify students at risk and intervene before it’s too late.
Retention rates also have serious financial implications: If students drop out, a university could lose out on tuition payments. Beyond that, it costs more to recruit a student — think marketing, travel and administration expenses — than to retain one. In the long term, students who don’t finish college are less likely to pay off their student loans and to support an alma mater as donors.
“There are both academic outcomes and institutional outcomes, and the two can be uncomfortable bedfellows,” Duncan says. “Institutions are interested in the welfare of students, but they also have to get paid for the educational services they provide.”Analytics for Financial Forecasting
Budgeting and financial forecasting are the primary reasons that Northwestern University outside Chicago uses IBM Cognos TM1, says Lauren J. Pahnke, senior systems analyst for Northwestern’s finance, facilities and research administration systems.
In preparation for each fiscal year, every department submits a projected budget. These are entered into Cognos TM1 and imported into the university’s financial system, where adjustments can be made once the fiscal year begins, Pahnke says. The university then brings budgets and actual numbers back into TM1’s forecasting application, which departments use to track their financials over the course of the year.
“We used to do all this in Excel,” she says. “But it’s just not maintainable. Now we can see the detail going into people’s calculations, where the numbers came from and what their assumptions were. Before TM1, we couldn’t see any of that.”
In 2015, Northwestern added a tuition forecasting module that lets managers of academic programs enter an estimated head count and tuition rate, then project what a program’s revenue will look like and where it will flow, says Pahnke. However, adoption of that forecasting tool has been slower than anticipated.
“We hope people will use it because this is the kind of thing TM1 is very good at,” she says. “I think there’s a big need for it, but it’s harder for people to make that transition. Our central budget office definitely sees the value in it.”
Need for Speed in Solving IT Issues
In the future, data analysis applications are likely to become more varied as staff in diverse departments recognize their potential. For now, the biggest impact of solutions like Splunk and Cognos is often felt in IT departments, particularly when such tools enable teams to accomplish more with fewer resources.
At Laguna College of Art + Design in suburban Los Angeles, for example, a two-person IT staff is responsible for approximately 1,000 students, staff and faculty. LCAD uses Splunk as a force multiplier, automating the collection and analysis of network log files, says Shawn Tetzlaff, the academic computing administrator.
With Splunk, Tetzlaff can see how well each server is performing, how often it restarts and if students are committing access violations by illegally downloading movie or music files. Besides preserving bandwidth, the latter is important because LCAD, like all colleges, must comply with the Higher Education Opportunity Act, which requires institutions to make a good-faith effort to combat copyright violations.
It used to take 25 minutes to work backward from an IP address to figure out which student was violating the college’s acceptable-use policy. Splunk has reduced that time to less than five minutes, which frees up Tetzlaff for more important tasks.
“The speed at which Splunk queries the database and the nearly unlimited ability it gives you to parse that data is fantastic,” he says. “It’s already paid dividends in saving time for me, and I figure if it can save me that much time, we can figure out how to make it work for others. We’re still in the fledgling stages of realizing its full potential.”
Only 20% of business intelligence requests should be routed through the IT department, according to Forrester Research Inc. in Cambridge, Mass. That leaves the majority of BI requirements to be completed by the business user.
While the 80-20 split is not a scientific ratio and was instead derived from anecdotal evidence, Boris Evelson, a principal analyst with Forrester, hopes it drives home a message for businesses.
“It could be 90-10, 70-30, 60-40 in different organizations,” he said. “But what’s important to realize is that if IT is responsible for more than 50%, the backlog of BI requirements will keep growing.”
The advice comes out of a new Forrester Wave report on self-service business intelligence (BI). The Forrester Wave: Self-Service Business Intelligence Platforms, Q2 2012, led by Evelson, notes that the BI environment is unique compared with CRM, ERP, human resources or financial applications. In those cases, businesses can move at a more deliberate pace and still will most likely see a return on investment.
“[B]ut a BI application can become outdated the day it is rolled out,” the report reads. “Even within implementation times of just a few weeks, the world may have changed completely due to a sudden merger and acquisitions event, a new competitive threat, new management structure or new regulatory reporting requirements.”
And that’s not the only differentiation. Unlike other enterprisewide systems, the requirements for a BI implementation may not be obvious until after the implementation is completed. That’s compounded by their different priorities: While business users aim to serve their clients; IT aims to hold the data to a certain standard, according to the report.
A self-service BI environment could empower business users while taking some of the pressure off of IT. To help businesses move in that direction, Evelson’s research outlines 10 capabilities a platform must have and rates the top 12 products on the market.
“If you are a business user, there are self-service options for you beyond Excel,” he said. “If you are an IT pro, you can now have your cake and eat it too: You can give business users a great degree of self-service capabilities using enterprise-grade tools.”
Consider capabilitiesThe term self-service BI tends to imply tools that are easy-to-use – even instinctual. But “‘intuitive’ and ‘user-friendly’ are subjective terms,” according to the report.
Before purchasing self-service BI platforms, businesses should consider the kinds of capabilities they want and the skill levels of the people building the applications. Those requirements, for example, may be different for an older generation of workers than for a younger generation who grew up on Google and Facebook.
As guidance, the report highlights 10 capabilities businesses should consider during the evaluation process; the list includes automodeling, collaborative features, write-back functions and “migration to production.”
Before a business user can publish and share a new BI application -- even in a shared environment -- it should be “productionalized,” according to the report. This final stage loops the IT department into the process so that the standards it has put forth can continue to be met.
“The right approach? A publishing action that kicks into motion a ‘move to production workflow,’ ” the report states, “or at least automatically notifies the appropriate IT resources.”
Vet the vendorsTo assess the product offerings by what it considers the top 12 self-service BI vendors, Forrester constructed a 31-criteria evaluation based on research as well as user, vendor and expert interviews.
“We included vendors with at least 100 in-production customers present in more than one major geographical region,” the report read. “We also focused on vendors that Forrester clients frequently mentioned or asked about in the context of business intelligence.”
The vendors had to provide the majority of the capabilities Forrester outlined in its report, use SQL and MDX to query databases and provide BI tools that do not have to be embedded into other applications. Based on these requirements, IBM Cognos Insight, which is based on the in-memory OLAP TM1 engine, was crowned the vendor with the strongest product offering.
IBM was joined in the “leaders” pool by a majority of the megavendor lineup: Microsoft, SAP and SAS. Tibco Software and MicroStrategy were also included among the leaders, but both seemed to straddle the line between the first and second tier of vendors.
Oracle was also present, but not among the leaders. It was included in the second tier, which Forrester refers to as “strong performers.” Forrester notes that Oracle has “persistently and successfully” closed the gap, citing Exalytics as an example. Though the recent Endeca acquisition was not considered for this analysis, the report gives it a significant nod.
“[It] has the potential to significantly boost Oracle’s overall position in the self-service BI market,” the report states.
Oracle was joined in the second wave by Information Builders, Tableau Software, Actuate, QlikTech and Panorama Software.
“In many specialized situations where certain features have specific importance, these vendors can even outshine and outperform the leaders,” according to the report.
When he joined New Alliance Bank (NAB) in late 2005 as vice president of financial systems, Jeff Hudson found a financial institution performing the most basic of financial functions – processing the budget – in the most primitive of ways: With Microsoft Excel.
That wasn't the only problem. In addition to using Excel for budgeting, the New Haven, Conn.-based bank was generating profitability numbers through a "stripped down" version of Hyperion's Essbase and printing out customer account histories with Macrofiche. NAB executives knew they needed a better strategy for managing their data. That's why they hired Hudson.
Prior to joining NAB, Hudson worked at rival Bridgeport, Conn.-based People's Bank "automating people's work," as he put it. The college psychology major taught himself to write simple code to automate transferring data from Excel to Microsoft PowerPoint, and in one instance saved the bank thousands of dollars and weeks of effort by creating automated financial reports. The experience prepared him well for his next job.
At NAB, "the budgets never got done at the end of the year because it was such a monster of a process," Hudson said during a recent interview at his New Haven office. "There were people emailing files everywhere."
Putting together the annual budget was a very manual process, he said, with some workers typing budget data into Excel rather than importing it from a database. Inaccurate, incomplete and redundant data was commonplace, not a good idea at a financial institution.
"The data is more critical in banks because our products are intangible," Hudson said. "People are moving their money, but they're not actually moving their money, they're moving information. So, to have control over the view of that information -- where it was, where it's going -- is invaluable."Weighing OLAP options and a unanimous vote
Needing to update NAB's incoherent data management practices, Hudson knew NAB required a set of business intelligence and financial reporting tools that users were comfortable enough with to ensure adoption, but also flexible enough to meet the bank's evolving data demands. "I need to be able to build complex things, but make them simple," Hudson said, "and I don't want it to be complex from the perspective that it takes a special somebody to do it."
After taking an inventory of the bank's disparate internal systems, Hudson spent half of 2006 evaluating 20 to 30 online analytical processing (OLAP) vendors. He narrowed the competitors down to 15 and invited each one in for a lengthy Q&A session.
"I just drilled them with questions," Hudson said, asking each vendor if they offered pre-canned reports or if consultants would be needed to create reports, for instance, and what level of IT support was needed to manage their systems. He also asked about their auditing and data integration capabilities. A few of the vendors even installed their software on Hudson's PC for a test run.
From there, Hudson, who reports to both the finance and IT departments, put together a team of 26 NAB vice presidents. The team represented each of the bank's lines of business, including consumer lending, life insurance, and commercial real estate. Once Hudson and his team had winnowed the field to six, the vendors each visited NAB headquarters and made their case.
In the end, the decision wasn't even close. All 27 votes went to Westborough, Mass.-based Applix' TM1 reporting and analysis tool.
"I designed a whole set of preset questions…. We presented them to all of these companies coming in and nobody did near as well as TM1," Hudson said. A consultant from Parsippany, N.J.-based Revelwood, an Applix partner, presented TM1 to the bank. "[He] was really personable and he made TM1 seem so simple and elegant. He handled all our questions."Two acquisitions later…
Another of the finalists was Cognos, but the Ottowa-based business intelligence specialist didn't fair quite as well. "Cognos couldn't do the things with their software that TM1 could do with their software. They couldn't handle it as well or they couldn't show it as easily to the audience," Hudson said.
By mid-2007, TM1 was up and running at NAB. The budget process grew smoother and significantly shorter, just as Hudson had hoped. But then the unexpected happened: Cognos acquired Applix in October 2007. Even more unexpected: IBM then acquired Cognos in February 2008.
A vice president of financial systems could be forgiven for growing a little nervous when his main reporting and analysis vendor gets acquired not once but twice, but Hudson takes a philosophical view. "I only worry about what I can control," Hudson said.The way Hudson sees it, IBM would be crazy to discontinue TM1.
IBM's running a business for profit, Hudson reasons. "And I know that TM1 is the most quality thing that they have, so it wouldn't make sense for them to get rid of it…I'm assuming that they're smart enough to keep it around."
In any event, the two subsequent acquisitions haven't affected TM1's performance at NAB, at least not yet.
With TM1, the bank has cut its budget processing time in half, from four months to two, thanks to TM1's ability to simultaneously run multiple scenarios and to add additional scenarios on the fly when needed, Hudson said. Its user interface is so simple that NAB's CFO even does his own ad hoc analysis directly in TM1. Hudson also just finished a payroll analytics cube, is in the middle of designing incentive tracking for the bank's branch network and is considering creating credit warehouse.
That's not to say that TM1 is perfect. Its response time is somewhat slower towards the end of budget season, Hudson said, when TM1 is overloaded with users scrambling to get their numbers in under the deadline. He is also disappointed that Cognos is doing away with Applix' concurrent licensing model, which NAB uses, replacing it with role-based licensing. Still, overall Hudson is satisfied with the bank's decision to go with Applix.
Hudson said he's particularly happy with TM1's ease of use and flexibility. He said TM1 can run as a standalone program (as it does at NAB) or on the Web, and it can be tailored to look and function like Excel. "That's part of the beautiful thing about TM1," Hudson said, and why it has been such a hit with NAB's 100 or so end-users, who represent every division and department at the bank.
"I haven't had one person say they don't like this system, which I think is tremendous," Hudson said. "It has a lot of popularity here, definitely among the executives….People are asking for more and more stuff built on it."
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