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basic logic behind a couple of object-oriented principles, mainly encapsulation. Encapsulating those external dependencies somewhere without allowing anyone to change them, having private constructors or sealed classes, having nonvirtual methods that can t be overridden: all these are classic signs of overprotective design. (Security-related designs are a special case that I forgive.) The problem is that the second end user of the API, the test, needs them as a feature in the code. I call the design that emerges from designing with testability in mind testable object-oriented design (TOOD), and you ll hear more about TOOD in Appendix A. The concept of testable designs conflicts in places with the concept of object-oriented design. If you really need to consolidate these two worlds (to have your cake and eat it too), here are a few tips and tricks you can use to make sure that the extra constructors and setters don t show up in release mode or at least don t play a part in release mode.

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Figure 6-52 The colors on a Performance Map can be adjusted so that good values always show up as good, regardless of the distribution of values

TABLE 22-1 Comparison of Formula Functions in Various Product Versions (continued)

A good place to look at design objectives that adhere more to the idea of testable design is Bob Martin s timeless SOLID design series of articles. SOLID stands for Single Responsibility Principle, Open Closed Principle, Liskov Substitution Principle, Interface Segregation Principle, and Dependency Inversion Principles. These principles can be found at http://butunclebob.com/ArticleS.UncleBob.PrinciplesOfOod.

Part III:

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Author and researcher Jeremy Hope suggests in his book, Reinventing the CFO, that IT is a culprit in CFOs being increasingly overwhelmed He suggests that IT has provided finance users with so much unfiltered data that CFOs should be more wary of implementing new tools and IT systems that soak up valuable time and money but fail to provide reasonable value At first blush, his case seems to put unfair blame on IT IT often provides users with more unfettered access to data, because they ask for it or because the users don t and can t adequately define their requirements Users must accept some culpability in the overwhelming amount of data (but little business insight) that many data warehouse and business intelligence implementations provide Yet in support of Hope s contention, IT can do much more to ensure value is provided Standard reports are certainly a way of accomplishing this Dashboards are yet another In this regard, IT knows what is possible and needs to work in concert with the business to ensure both constituents achieve their goals Over time, as both power users and casual users work with the standard Web Intelligence reports, they can move on to modify, customize, and finally, create their own reports It is this phase of the implementation in which IT realizes the cost benefit, and the business gains a lot of other benefits Had you stayed in custom development mode with only a handful of Crystal Report experts, the programmers would still be hard-coding inflexible reports and users would see only a limited amount of data While the goal to limiting custom report development may not sound as glorious and strategic as enterprise performance management, it is valid, with a measurable benefit of reduced costs and overtime, along with improved business insight

Figure 6-53 Performance Maps can be grouped by up to three dimensions In this case, the map is grouped by year

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