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Finally, by accessing this report from the Enterprise Portal, we can see that some additional changes have been made. For example, the chart has been moved to the left and the input is on the right. Clicking the Value Help button causes the list of possible business partners to appear for selection purposes, as shown next.
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Once the information is assigned to the input field, the business user can click the Submit button, and the data is retrieved from the query via the InfoProvider and displayed, as shown here.
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This small example of the functionality of the Visual Composer is only the beginning of the configuration options for the business user. As you can see, the use of the business packages with all the preconfigured BAPIs and models is definitely the initial approach to take for power users. Once they are comfortable with the VC environment, tons of additional enhancements to the report can be made.
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Before we begin our discussion of Integrated Planning (IP) and the Integrated Planning process, we ll review some background information about the planning process first. Reporting and planning are definitely linked at many different levels in terms of the data, process, and importance, but there s a definite distinction between setting up an environment for reporting and one for planning. In the process of reporting, we have some interaction with the information in the form of slicing and dicing it, but in the planning process not only do we have this ability but we also have the actual planning activity that is, posting the data directly into the InfoProvider. From the reporting side of the fence, the data being displayed has already been posted, and we are doing the analysis of the end result. Whether that analysis is a year-to-year comparison, a plan data to actual data comparison, or month-tomonth comparison, we are still in the mindset of analyzing data and what we can do with this information to further the future business activities of the corporation. In planning, we have much of the same approach to information, but the difference is that as planners we are on the other end of the data. Rather than having results to analyze, planners have to develop the information and understand the objectives of the corporation and the overall business environment to make sure the business plan developed is achievable and will move the company toward a successful result. In some ways, planning is more important than just plain reporting because it is the driver for the business for both short-term and long-term goals. Planning is an integral part of the management cycle. We plan at so many different levels, and even if we don t plan consciously, we still do so inherently. In the corporate environment, there are many different levels to the planning process operational versus strategic, public sector versus private, and so on. In fact, there are far too many to discuss all the different planning scenarios that could come up. The analysis of these different planning processes would take another book. Companies as a whole plan differently based on their requirements, such as whether they are interested in long-term profitability or short term profitability. Are there political issues to be reviewed And what about the employees of the corporation Will this plan help them and the corporation Will the reduction of costs be a priority, thus causing the planning in the cost control area to be more detailed than in the sales revenue area Will a repurchase of stock be a priority for cash assets, or will the building of a new plant or location be the priority in this current year s plan These and many more questions will define the planning process a corporation will use. Figure 17-7 shows the typical cycle of management, and as you can see, planning is a primary driver for all other activities. Initially the corporation has a company mission statement of some sort and uses this as a foundation of the long-term planning process. With the information gleaned from the company mission statement and the addition of external issues taken into account another company entering the market, currency fluctuation, and so on we start the process of defining the operational and strategic planning process. This process can take the majority of the year, and it is not uncommon for a corporation to plan
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