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Establishing Alteryx Competencies - Skills, Methods and Integration
KPMG
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Confidential and Proprietary
Agenda
- Welcome and Introductions
- Alteryx Overview
- Why set up an Alteryx CoE?
- Skills needed
- Methods
- System and other software integration
- Q&A
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Confidential and Proprietary
Objectives1) Enable your department to use Alteryx most effectively
2) Consider how you can improve efficiency and grow the department's knowledge base
3) Leverage Alteryx in combination with your existing process, data sources, and other systems such as ONESOURCE.
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Introductions
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Ken JaslowManaging Director, Tax Ignition, KPMG
Professional and Industry ExperienceKen is a Tax Managing Director at KPMG’s Ignition Center, where he leads a team of professionals that assist clients in redesigning tax processes and the design and implementation of tax software.Ken originally joined KPMG in 1995 and rejoined the firm in 2013 after spending two-plus years working at a Fortune 100 insurance company. During his career Ken has spent time in our Federal, M&A and Tax Technology and Ignition practices. For the past 15 years, he has specialized in working with clients to deploy process and technology solutions to improve the efficiency of the tax function and to manage risk.
Confidential and Proprietary
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Confidential and Proprietary
Josh MarottiSenior Manager, Tax Ignition, KPMG
Professional and Industry ExperienceJosh is a senior manager at KPMG’s Ignition Center, where he focuses on the design and delivery of analytics, automation, and integrative technology for the tax function. Josh utilizes his background in strategy development, data and analytics, and process improvement methodologies to identify pain points and develop end-to-end technology solutions. Focus areas include tax data management, tax process automation and integration, tax analytics, and tax department technology strategy. Josh has a Master of Science in Analytics and is certified in multiple analytics and automation technologies.
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Amit RingshiaManaging Director, Tax Ignition, KPMG
Professional and Industry ExperienceAmit is a Managing Director at KPMG Ignition Center. He has 17+ years’ experience delivering technology driven tax transformations. Amit focuses on solutions in areas of tax data analytics, intelligent automation and electronic collaboration. He is responsible for assisting in technical aspects of projects including solution design, development, infrastructure, governance models, management and migration. He has architected solutions that integrate multiple tax technologies with company technologies to optimize efficiencies for an effective tax function. He leads teams with experience in software development and tax domain.
Confidential and Proprietary
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Alteryx Overview
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Self-service data and analytics
Share
Enrich
Prep and Blend Analyze
What is Alteryx?
Source files(xlsx, csv, etc.)
Databases
APIs
Outside data sources
Reporting
Visualization
Systems
Confidential and Proprietary
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Why Alteryx?
Do this… … instead of this
Confidential and Proprietary
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Where to use it? On any process that could benefit from:- Scalable and repeatable data processes - repetitive calculations or functions that need to be
performed quarter after quarter/ each year
- Auditability and knowledge transfer - know exactly what has been done with the data at every step and never modify the original data file
- Efficiency - significant manipulation of data such as combining many or extremely large files
- And many others
Example Tax Use Cases:- Trial Balances Transformation- Provision Automation- Fixed Assets Data Automation- R&D Credit Studies
Example General Use Cases:- Merging and comparing datasets- Transforming data formats- Combining multiple files- Advanced analytic applications
Why Alteryx for Tax?
Confidential and Proprietary
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Why set up an Alteryx CoE?
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Confidential and Proprietary
What is a CoE?
Gov
erna
nce
Mod
elCoE Provides the methodology, expertise, governance, operating, and organizational structure which form the foundation for continuous business process
improvement through automation.
Centralized automation services thorough a Center of Excellence can span the full automation lifecycle – starting with Strategy and continuing through Execution, Operations and Continuous Improvement
Automation & Tool Strategy
Strategy Roadmap & Implementation
Pipeline Prioritization Strategy
Architecture Definition
Met
hodo
logy
Ope
ratin
g M
odel
Gove
rnan
ce M
odel
Standards Methods & Tools /Knowledge Mgmt
Execute
Operate
Enhance
Baseline Enable Grow Optimize
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Confidential and Proprietary
Benefits of creating a focus around Alteryx (and other tools)
Organizational Structure and Governance
Pipeline and Delivery
Management
Technology
Vendor Management
Performance and Risk
Management
People and Competencies
Automation Software
The COE is the governing body responsible for establishing, maintaining, and continuously improving the following aspects of the program.
Organizational Structure and Governance
Pipeline and Delivery Management
Technology
Performance and Risk Management
People and Competencies
Vendor Management
Setting up CoE allows for consistent roles and responsibilities, better management of regulatory and compliance, and establishing guidelines, standards and policies
Demand management and prioritization, delivery methodology, execution teams, development and deployment, quality assurance, value management
Technology infrastructure, maintenance, data management, architecture framework technology framework, automation library management
KPI Setting and report definition, Report creation and publication, monitoring and corrective action, define and monitoring control framework, process analysis, audit and quality check.
Culture – Strategy alignment, Strategic workforce planning – hiring and training, performance management, work council support and communication
Vendor Selection, Contracting and license management, market intelligence and leading practice, vendor issue and risk management, relationship and performance
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Skills needed
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Confidential and Proprietary
Establishing an environment for continuous learning
Establish expectations
Create a safe environment
to fail
Frequent feedback
Access to training and
resources
Peer-to-peer learning
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Confidential and Proprietary
Training your current team or finding the right skillsets(Build vs Buy)
Assess current skillsets
Identify the skills gap Closing the skills gap
Build Buy
- Less initial investment- Increased influence over
direction- Opportunity for more in-house
learning- Less cultural risk
- More up front investment- Opportunity to drastically
increase skillsets- Speed to upskilling- Ability to drive significant
change
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Confidential and Proprietary
Maintaining skills and elevating your department as a whole
Establish, facilitate, support, learn, enhance and govern
Provide tools, methods and standards that support and enable the automation of business processes
Assess, design, implement, test, deploy and maintain automation in alignment with an enterprise-wide strategy
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Methods
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Confidential and Proprietary
When to use Alteryx vs other tools
- Data - Scale- Repeatability- Time constraints- ROI
Other Data & Automation Software
ExcelMS PowerSuite
Alteryx
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Confidential and Proprietary
Developing and maintaining best practices
Identifying patterns
Building for re-use
Maintaining governance
Considering KPIs and
exceptions
“Design is not just what it looks like and feels like. Design is how it works.”
–Steve Jobs
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Confidential and Proprietary
Creating a feedback mechanism
Requirements Build Testing Deployment
Continuous Improvement
1. Establish the process
2. Facilitate ease of access
3. Create positive environmental pressure
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System and other software integration
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Confidential and Proprietary
Levering connectors
ONESOURCE SharePoint API Database Other
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Confidential and Proprietary
Developing a process for connecting to systems and other data sources
Direct connection
Speed of access
Automatic scheduling
Risk of lack of review
Manual data connection
Increased transparency
Controlled jointly with strong process
Manually initiated
Key break points in your process
Identifying the need for human review
Stop-gates for decisions/analysis
Design for future automation
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Confidential and Proprietary
Creating reusable tools and workflows
Leverage a templateUtilize
componentization and macros
Separate your data Limit your logic
1 2 3 4
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Demonstration
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Questions?
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Confidential and Proprietary
Notice• Some or all of the services described herein may not be permissible for KPMG audit clients and
their affiliates or related entities.
• The following information is not intended to be “written advice concerning one or more Federal tax matters” subject to the requirements of section 10.37(a)(2) of Treasury Department Circular 230.
• The information contained herein is of a general nature and based on authorities that are subject to change. Applicability of the information to specific situations should be determined through consultation with your tax adviser.
• The KPMG name and logo are registered trademarks or trademarks of KPMG International.
• © 2019 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
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Header
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Title SlideSubhead
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Skinny Header and Footer– Tax alignment with the organization– Desktop vs Server– Building a business case for Alteryx in Tax
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Confidential and Proprietary
Sir John Doe, III Esq.John has been with Thomson Reuters since June 2015. John is a guy who does stuff with ONESOURCE for clients.Prior to joining Thomson Reuters, John was a Sr. Director of Stuff for That Corporation That You’ve Heard Of.John holds a Bachelor’s Degree in Accounting from That British University and an Associate’s Degree in Business Administration from That Other British University.
Being British, John enjoys football, drinking tea, and other fun things that Brits do.
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Confidential and Proprietary
Content SlideHow to style text• Use the Increase List button to indent levels of text. Do not use the Bullets button.
Level 1• Level 2
‒ Level 3• Level 4
– Level 5
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Column 1 Column 2
2-Column slide
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Confidential and Proprietary
Column 1 Column 2 Column 3
3-Column slide
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Column 1 Column 2
Column 3 Column 4
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Timeline examplePhase one Phase two Phase three
Project Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Step one step one step one
Step two step two step two this step requires explanation and goes to two lines
Step three step three step three this step requires explanation and goes to two lines
Step four step four
Step five step five step five
Step six step six
Step seven
Step eight step eight step eight this step requires explanation and goes to two lines
Step nine step nine step nine this step requires explanation and goes to two lines
Step ten step ten step ten this step requires explanation and goes to two lines
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Map example
Location name• Location bullet• Location bullet
Location name• Location bullet• Location bullet
Location name• Location bullet• Location bullet
Location name• Location bullet• Location bullet
Location name• Location bullet• Location bullet
Location name• Location bullet• Location bullet
Location name• Location bullet• Location bullet
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Doughnut chart exampleLevel 1 text. This slide is based on the 2-column content layout.
• Level 2 text‒ Level 3 text
• Level 4 text– Level 5 text
28%
24%18%
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Doughnut chart title
Series 1 Series 2 Series 3
Series 4 Series 5 Series 6
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Column chart exampleLevel 1 text• Level 2 text
‒ Level 3 text• Level 4 text
– Level 5 text
0.5
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2011 2012 2013 2014 2015
Column chart title
Series 1 Series 2 Series 3
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Line chart exampleLevel 1 text• Level 2 text
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– Level 5 text
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3-chart exampleThis is the 3-column with intro layout. Note the use of the secondary color palette on the middle chart.
28%
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Doughnut chart title
Series 1 Series 2 Series 3Series 4 Series 5 Series 6
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2014 2015
Column chart title
Series 1 Series 2 Series 3 Series 4Series 5 Series 6 Series 7 Series 8
0.5
1.0
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2011 2012 2013 2014 2015
Line chart title
Series 1 Series 2 Series 3
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Confidential and Proprietary
SmartArt example
Level 1
Level 2
Level 3
Level 4
Level 2
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Level 3
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Table exampleHeader row Header row
Column title Column Column Column Column Column
Row information Cell information Cell information that extendsto two lines
Cell information Cell information Cell information
Row information Cell information that extends to two lines:• Bullet• Bullet
Cell information that extends to two lines:• Bullet• Bullet
Cell information that extends to two lines:• Bullet• Bullet
Cell information that extendsto two lines
Cell information that extendsto three lines; cell information that extends to three lines
Row information Cell information that extendsto two lines
Cell information that extendsto two lines
Cell information that extendsto two lines
Cell information that extendsto two lines
Cell information that extendsto two lines
Row information Cell information that extendsto two lines
Cell information that extendsto two lines
Cell information that extendsto two lines
Cell information that extendsto two lines
Cell information that extendsto two lines
Row information Cell information that extends to two lines:• Bullet• Bullet
Cell information that extends to two lines:• Bullet• Bullet
Cell information that extends to two lines:• Bullet• Bullet
Cell information that extendsto two lines
Cell information that extendsto three lines; cell information that extends to three lines
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Confidential and Proprietary
Multiple-chart example
Overall measures Product and service touchpoint satisfaction
Overall satisfaction
Likelihood torecommend
Likelihood to continue using
4% 6%
12%16%
38%
41%
46% 37%
2013 20144% 5%
12%16%
36%
39%
48% 40%
2013 20143% 4%9%
13%
26%28%
62% 55%
2013 2014
2012
2013
2014
Customer relationship score
Ratings 1–3 4–6 7–8 9–10
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Interest andexposure, evaluate
Sales/accountmanagement
Purchase Billing
Contracts
Set up Installation,implementation
Order processing
Training
Usage Product
Support Product andtech support
Renew Renewal process
5%
7%
5%
7%
5%
7%
17%
21%
17%
21%
17%
21%
34%
34%
34%
34%
34%
34%
44%
38%
44%
38%
44%
38%
2014
2013
2014
2013
2014
2013
5%
7%
5%
7%
17%
21%
17%
21%
34%
34%
34%
34%
44%
38%
44%
38%
2014
2013
2014
2013
5%
7%
17%
21%
34%
34%
44%
38%
2014
2013
5%
7%
17%
21%
34%
34%
44%
38%
2014
2013
5%
7%
17%
21%
34%
34%
44%
38%
2014
2013
5%
7%
17%
21%
34%
34%
44%
38%
2014
2013
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Confidential and Proprietary
Thomson Reuters color palette
• Our primary colors are built into the template’s color theme
• To access the secondary palette, select the appropriate swatch at right, go to any color pull-down menu and choose More Colors. Click OK and the swatch will appear in the left-most spot in your Recent Colors
Primary
Secondary
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