key steps for planning a successful business intelligence dashboard project
DESCRIPTION
From the Midwest SharePoint Conference, discusses the steps a company needs to take to implement clear and usable reporting and analytics tools.TRANSCRIPT
Key Steps for Planning a
Successful Business Intelligence
Dashboard Project
Dean FurnessDirector – Business Intelligence
Quilogy
Why?
…So we can…
CURRENT BUSINESS ENVIRONMENT
New Direction, Program, Leader,
Event, Fad, or Acquisition
No Buildup; No Accumulated Momentum
DisappointingResults
Reaction without Understanding
Jim Collins, Good to Great (New York: Harper Collins, 2001), 179.
“The Doom Loop”
STRATEGY MEETS TECHNOLOGY
Misalignment of Decision Making
BI Implementation
Org
aniz
atio
nal A
lignm
ent
CURRENT BUSINESS ENVIRONMENT
Bruno Aziza and Joey Fitts, Drive Business Performance (John Wiley & Sons, 2008), 28.
Operational StrategicTactical
Num
ber
of D
ecis
ions
Strategic Impact
Frequency and Impact of Decisions
Culture of Performance
Power to Compete
Execute on Strategy
Plan for Success
Move BeyondGut Feel
Bruno Aziza and Joey Fitts, Drive
Business Performance (John Wiley &
Sons, 2008), 10.
IncreaseVisibility
BI to Drive Culture
Robert S. Kaplan and David P. Norton, The Balanced Scorecard (Boston: Harvard Business School Press, 1996).
Vision & Strategic Themes
FINANCIALTo succeed financially, how should
we appear to our stakeholders?
LEARNING & GROWTHTo achieve our vision, how will we sustain our ability to change and
improve?
INTERNAL BUSINESS PROCESSES
To satisfy our shareholders and customers, what
business processes must we excel at?
CUSTOMERSTo achieve our vision, how should we appear to our
customers?
Use Strategy to Define ‘Why’
Mission, Vision, Values
To help people and businesses
throughout the world realize their
full potential.
Our mission is to bring the Teddy Bear to life. An American icon, the Teddy Bear
brings to mind warm thoughts about our childhood, about friendship, about trust and comfort, and also about love. We
embody those thoughts in how we run our business everyday.
To refresh the world…To inspire moments of optimism and happiness…To create value and make a difference.
To inspire and nurture the human spirit— one
person, one cup, and one neighborhood at a
time.
STRATEGIC VISION & PLAN
STRATEGIC PERFORMANCE DASHBOARD
FINANCIAL
PERFORMANCE
OPERATIONAL
EFFICIENCIESQUALITY
CUSTOMER
SATISFACTION
EMPLOYEE
SATISFACTION
ST
RA
TE
GIC
PE
RF
OR
MA
NC
ED
AS
HB
OA
RD
FINANCIAL
PERFORMANCE
OPERATIONAL
EFFICIENCIESQUALITY
CUSTOMER
SATISFACTION
EMPLOYEE
SATISFACTION
ST
RA
TE
GIC
PE
RF
OR
MA
NC
ED
AS
HB
OA
RD
FINANCIAL
PERFORMANCE
OPERATIONAL
EFFICIENCIESQUALITY
CUSTOMER
SATISFACTION
EMPLOYEE
SATISFACTION
OPERATIONAL PERFORMANCE DASHBOARDF
INA
NC
IAL
PE
RF
OR
MA
NC
E
OP
ER
AT
ION
AL
EF
FIC
IEN
CIE
SQ
UA
LIT
YC
US
TO
ME
R
SA
TIS
FA
CT
ION
EM
PLO
YE
E
SA
TIS
FA
CT
ION
PRODUCTIVITY
LABOR COSTS
AS A % OF
NET REVENUE
PATIENTS
OVER 30 DAY
LOS
READMISSION
PERCENTAGE
HOURS
PATIENTS
HELD IN ED
ICU BEDS
OPEN
ED TURNAROUND
TIME PERF
DAILY
CENSUSMRI VOLUME
CT VOLUME
CATH
PROCEDURE
VOLUME
PURCHASED
LABOR
OVERTIMEPREMIUM
HOURSPAYER MIX
GROSS
REVENUE -INPATIENT
GROSS
REVENUE -OUTPATIENT
SUPPLY COSTS
LEGAL & CONSULTING
COSTS
FIXED COSTS
CT VOLUME PER
HOUR
CATH
PROCEDURE
VOL PER HOUR
MRI VOLUME
PER HOUR
RED LIGHT / GREEN LIGHT
SERIOUS
SAFETY EVENT
(SSE) COUNT
PATIENTS
PENDING
PLACEMENT
OR LATE
STARTS, ROOM
TURNAROUND
PHYSICIAN CUT
TO CLOSE TIME
AVERAGE OR TURNAROUND
CRITICAL
PATIENT CARE
SYSTEM
DOWNTIME
CUSTOMER
SATISFACTION
MRI REVENUE
PER HOUR
CT REVENUE
PER HOUR
CATH LAB
REVENUE PER
HOUR
MORTALITY
RATIO
COMPLICATION
RATIO
DAYS SINCE
LAST SSE
People
Performance
Operational
Performance
Sales
Performance
Financial Performance
What decisions are made to impact operational,
sales, or people performance?
…Build a roadmap to address these challenges
for your organization…
ROI for BI?
What?
Source: http://www.tdwi.org/publications/display.aspx?ID=7199
Take a Look in the Mirror
AgilityAgilityPersonal BIPersonal BI
AccountabilityAccountabilityTeam BITeam BI
AlignmentAlignmentCorporate BICorporate BI
User Population and Needs
Know your Landscape
Business + Technology = What
How?
BI as a Process (Service)
• Long Term ‘Living’
Roadmap
• Phases = Milestones
• Budget?
• Support spreads across an
organization over time
• Business Themes Direct
Priorities
BI as a Project
• Start & Finish
• Defined
– Scope
– Deliverables
– Milestones
– Budget
• Easily Silo’ed
• Tend to be ‘Technology
First’
First, Understand it’s a Process
Architecture &Phase 1 Release
Phase 2 Phase 3 Phase 4 Phase 5 Phase 6
BIRoadmap
Focus on Continuous Delivery
• Rule #1: The data MUST be correct
• Rule #2: Apply Rule #1 on Day #1
• Know what ‘success’ is …
• Provide relevance to the data, and proper
targets
• Information must be ACTIONABLE
• Make the interface intriguing (design does
matter)
Demand Success – on Phase 1
http://www.ifa.com/images/12steps/step8/f8-1.jpg
• Use statistics to define
KPIs
– What makes a good
target?
– What defines ‘normal’
performance?
Use KPIs to Drive Action
• 13 Common Dashboard Design Mistakes– Exceeding the boundaries of the screen– Supplying inadequate context for the data– Displaying excessive detail or precision– Choosing a deficient measure– Choosing inappropriate display media– Introducing meaningless variety– Using poorly designed display media– Encoding quantitative data inaccurately– Arranging the data poorly– Highlighting important data ineffectively or not at all– Cluttering the display with useless decoration– Misusing or overusing color– Designing an unattractive visual display
Stephen Few, Information Dashboard Design (Sebastopol, California: O’Reilly Media, 2006), 50-76.
� Consider 3 clicks� Beware of the gauge!� Considering a suffix� Don’t hide things� Beware of the pie & map!� No need to show off!� Legends, labels� Bar graph y axis?� Consider a sequence� Not everything needs a space� Logos, borders, etc.� Subtlety works� Focus on the data
Design Matters
• What drives adoption?
– Ease of use, self-service
– Correct data, actionable data
– Data refresh and latency schedule
– Business user champion/owner
– Integration into daily/weekly work life
– Feedback mechanisms
– Continual improvement and new content
– Incorporate training into the solution
Drive Adoption
Statistics & Actionable
Dashboards
Resources• “Mastering the Management System,” Harvard Business Review, January
2008.
• Jim Collins, Good to Great (New York: Harper Collins, 2001).
• Robert S. Kaplan and David P. Norton, The Balanced Scorecard (Boston:
Harvard Business School Press, 1996).
• Robert S. Kaplan and David P. Norton, The Strategy Focus Organization
(Boston: Harvard Business School Publishing Company, 2001).
• Wayne W. Eckerson, Performance Dashboards (Hoboken, New Jersey: John
Wiley & Sons, 2006)
• Stephen Few, Information Dashboard Design (Sebastopol, California:
O’Reilly Media, 2006)
• Bruno Aziza and Joey Fitts, Drive Business Performance (Hoboken, New
Jersey: John Wiley & Sons, 2008)
Q & A