An "Open" Business Intelligence Initiative Dr. Dennis Gendron | Tennessee State University Thomas Danford | Tennessee Board of Regents October 19, 2011 #E11_SESS036"Copyright Thomas Danford and Dennis Gendron 2011. This work is the intellectual property of the author. Permission is granted for this materialto be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice isgiven that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the authors."
ABOUT TENNESSEE STATEUNIVERSITY (TSU)• Founded in 1912 in Nashville• Comprehensive, urban, coeducational land-grant university in Nashville• 8 colleges/schools/institutes offering more than 45 bachelor’s degree programs, 24 master’s degree options, and seven doctoral areas• Over 9,000 students from at least 42 states and 45 countries2
A “PHASED” APPROACH Phase 1 Phase 2 Phase 3 Architecting & Implementation Planning Implement Implement Implement Project #2 Project #n Project #1 Initiate Business ... Implementation Reqmts Design Project Requirements and Plan Strategy On-going Governance Legend Business Data Value Implementation Applications Roadmap Roadmap Technology Business/process3 3
PHASE #1 – PARTNERSHIP IN STRATEGICPLANNING Initiate Business Project Requirements and Strategy Business Value Roadmap4 4
OBJECTIVE AND APPROACH – PHASE #1 Objective: Enhance organizational operations and management reporting capability by identifying executive and departmental key performance indicators (KPIs) High Level As-Is Analysis To-Be Vision Gap Analysis & Roadmap Activities Activities Activities Refine data collection approach and schedule Conduct Visioning Workshop with Executive Define key initiatives to achieve desired future state interviews with Executive Leadership (pre-kickoff) Leadership capabilities Submit data collection request (pre-kickoff) Establish Executive Dashboard Vision and priorities Finalize KPI and reporting priorities Organize and kick-off project Develop initiative write-ups including: Identify interdependencies and required Conduct key stakeholder alignment meeting – Key metric definition, calculation, and ownership implementation sequencing Meet with and interview President and Executive – Data dimensions and frequency Determine impact of future state KPI and reporting Leadership requirements and desired timing on current – Currently being used or future use metric organization, processes, technology and data Identify current KPIs by department/function Document overall changes to process, technology Present consolidated roadmap, metrics design and Establish current and desired and data related definitions to executive leadership requirements/priorities Finalize framework for prioritizing KPIs and related Identify pain points and critical path initiatives Deliverables Review existing reports and documentation Refined Future State KPIs with related definitions, Deliverables measures, ownership and data mappings Deliverables Future State Capability Vision Executive dashboard design Current State assessment (KPIs , gap analysis and Future State KPIs with related definitions, measures, Future State strategic roadmap containing: process capability) ownership and data mappings – Implementation considerations and high level Interview key findings and observations Information and data assessment plan Initial Reporting Requirements – Critical reporting requirements definition 5
KPI REPOSITORY METHODOLOGYExecutive Leadership Interviews Organizational Documents/Plans Research President Deans Academic Master Plan Other University DashboardsVice Presidents Department Chairs Strategic Plan SACS – 2008 Principles of Accreditation Associate VPs Directors Facilities Master Plan NACUBO – Performance Measurement Institutional Academic Integrity Committee Report Toolkit Research Departmental SLAs NCAA.com Diversity Plan US News & World Reports Low-Producing Programs Status IPEDS External Report Listing Tennessee Higher Education – Profile and Departmental Strategic Plans Trends University website Key Performance Indicator Repository Through this process the key performance metrics were identified6
KPI REPOSITORY We defined over 400 key performance metrics using the following factors: Metric Type of metric (e.g. Admissions, Category Development) Source/KPI Documents where the recommendation Document for the metric came from Unique identifier assigned to each Metric ID metric Explains who at TSU is responsible for Metric Owner hitting the metrics targetPresident’s Establishes whether the metric will or States the department of the person atDashboard will not be on the Presidents executive TSU who is responsible for hitting the (Y/TBD/N) dashboard Department metrics target Explains all the categories in which theMetric Name Name given to the metric metric will be reported (e.g. total enrollment by race, gender, zip code - Metric race, gender, zip code are theDescription Detail on what the metric measures Dimensions dimensions) States how often the metric should beCalculation Defines how to calculate the metric reported (Most are reported by semester Unit of Explains the form the metric will be in Frequency or annually) Measure (e.g. $, %) Related Objective Maps the metric to a University metric 7
BI DASHBOARD IMPLEMENTATION WORK PLAN Wave Phase Action Item Select first 25 KPIs Phase 1 - KPI Recommend first 25 KPIs to the President Prioritization Present first 25 KPIs to Cabinet and decide final list Determine project lead, team, governance entity Phase 2 - Planning SCUP Proposal Submit samples of dashboard designs to Rehan Obtain ARGOS Dashboard examples Phase 3 - Design Design Brainstorming Meeting Design Wave 1 Executive Dashboard Wave 1 - Present to Executive Steering Committee Implementation Phase 3.5 - ODS of top 25 KPIs Training ODS (Tech, VC Overview, ST, FA, AD, FI, HR) Develop data sources, data targets, and KPI report Develop detailed test plan Phase 4 - Development Develop end-user training materials Develop communication plan Deploy to QA Phase 5 - Training & Test Dashboard Testing Train end users Roll-out to Executive Committee Phase 6 - Deployment Deploy to all end-users8
ABOUT THE TENNESSEE BOARD OFREGENTS (TBR)• Public post-secondary education system established in 1972 by TCA Title 49 Chapter 8• 6 universities, 13 community colleges and 27 technology centers with programs in 90 of Tennessee’s 95 counties• 200K+ Students, 14K+ employees, and a budget in excess of $2.4B• Comprehensive Banner® suite implementation (Student, Finance, HR/Payroll) across all colleges and universities• Operational Data Store and Enterprise Data Warehouse (ODS/EDW) used at 17 of 19 colleges & universities9
THE APPROACH KPIs Banner and/or ODS Alerts External Data Sources Scorecards Dashboards Departmental Reporting11
THE PROCESS Data Architect and Business & Systems Analyst(s) Identified Performance Project Staff and Resource KPI Modeling Metrics Scoping Identification Business Analysis Project & Infrastructure Planning Data Mapping Security Roles DB Architecture Argos Reporting Data Architect Tools Requirement Data Structure and Management Implementation & Testing DB Design Data Architect and Business Reporting & & Systems Analyst(s) Analytics Architecture Reporting and Analytics Development Reporting & Analytics Design Deployment & Implementation Testing (KPIs, Dashboards, Support Alerts, Etc.)12
THE RESULTS (AS OF 10/20/2011) Completed Not Started 37 61 19% 32% In Testing 27 14% Under Development 66 35% Degree Productivity by Year with Drill-Down to College and Sub-Populations13
THE ECONOMICS• Value proposition • Phase #1 (Design): $200K • Phase #2 (Development): $500K – $950K • Phase #3 (Recurring): $50K – $95K • Total (5 year): $900K – $1.5M (per institution)• Investment to participate: Build 5 or more KPIs • 175 – 325 person hours (≈ 5 – 9 weeks) (≈ $6K – $12K) • In 3 months (≈ 5 – 10 hrs/week)(negotiable)14
PHASE #3 (AND CONTINUATION OF PHASE #2) Implement Implement Implement Project #1 Project #2 ... Project #n On-going Governance Executive and Subject Matter Expert Governance Committee 2 Universities, 6 Community Colleges, System Office, and 1 Corporate15
BENEFITS OF THIS COLLABORATIVEEFFORT• Reducing costs and/or cost avoidance• Reduced time to delivery (working in parallel)• Source of stimulation and creativity (agility)• Higher quality (decisions, work product)• Enables/leverages specialization• Transfer of knowledge or skills (provides a participant network)• Enhanced value and capabilities (takes advantage of economies of scale)16
CHALLENGES• Dependence upon volunteers• Requires buy-in of technical and functional staff• Executive understanding of BI• Vendor misunderstanding17
NEXT STEPS• Consultancy support• Tutorial on the KPIs• Dashboards• Re-brand “BI” to?• Additional partners?19
THANK YOU firstname.lastname@example.org email@example.com
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