Key Steps For Planning A Successful Business Intelligence Dashboard Project

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From the Midwest SharePoint Conference, discusses the steps a company needs to take to implement clear and usable reporting and analytics tools.

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Key Steps For Planning A Successful Business Intelligence Dashboard Project

  1. 1. Key Steps for Planning a Successful Business Intelligence Dashboard Project Dean Furness Director – Business Intelligence Quilogy
  2. 2. Why?
  3. 3. …So we can…
  4. 4. CURRENT BUSINESS ENVIRONMENT New Direction, No Buildup; No Program, Leader, Accumulated Event, Fad, or Momentum Acquisition Disappointing Reaction without Results Understanding “The Doom Loop” Jim Collins, Good to Great (New York: Harper Collins, 2001), 179.
  5. 5. STRATEGY MEETS TECHNOLOGY Misalignment of Decision Making Organizational Alignment BI Implementation
  6. 6. CURRENT BUSINESS ENVIRONMENT Frequency and Impact of Decisions Tactical Operational Strategic Number of Decisions Strategic Impact Bruno Aziza and Joey Fitts, Drive Business Performance (John Wiley & Sons, 2008), 28.
  7. 7. BI to Drive Culture Culture of Performance Power to Compete Execute on Strategy Plan for Success Move Beyond Gut Feel Increase Bruno Aziza and Joey Fitts, Drive Visibility Business Performance (John Wiley & Sons, 2008), 10.
  8. 8. Use Strategy to Define ‘Why’ FINANCIAL To succeed financially, how should we appear to our stakeholders? INTERNAL BUSINESS Vision & CUSTOMERS PROCESSES To achieve our vision, how To satisfy our shareholders Strategic should we appear to our and customers, what Themes customers? business processes must we excel at? LEARNING & GROWTH To achieve our vision, how will we sustain our ability to change and improve? Robert S. Kaplan and David P. Norton, The Balanced Scorecard (Boston: Harvard Business School Press, 1996).
  9. 9. Mission, Vision, Values To inspire and nurture the human spirit— one person, one cup, and one neighborhood at a time. To refresh the world… To inspire moments of optimism and happiness… To create value and make a difference. To help people and businesses Our mission is to bring the Teddy Bear to throughout the world realize their life. An American icon, the Teddy Bear full potential. 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.
  10. 10. STRATEGIC VISION & PLAN
  11. 11. STRATEGIC PERFORMANCE DASHBOARD EMPLOYEE OPERATIONAL CUSTOMER FINANCIAL QUALITY SATISFACTION EFFICIENCIES SATISFACTION PERFORMANCE
  12. 12. EMPLOYEE OPERATIONAL CUSTOMER FINANCIAL QUALITY SATISFACTION EFFICIENCIES SATISFACTION PERFORMANCE STRATEGIC PERFORMANCE DASHBOARD
  13. 13. EMPLOYEE OPERATIONAL CUSTOMER FINANCIAL QUALITY SATISFACTION EFFICIENCIES SATISFACTION PERFORMANCE STRATEGIC PERFORMANCE DASHBOARD
  14. 14. OPERATIONAL PERFORMANCE DASHBOARD GROSS PERFORMANCE REVENUE - PRODUCTIVITY FIXED COSTS FINANCIAL OUTPATIENT GROSS LABOR COSTS REVENUE - AS A % OF SUPPLY COSTS INPATIENT NET REVENUE OVERTIME LEGAL & PREMIUM PAYER MIX CONSULTING HOURS COSTS PURCHASED LABOR ED PATIENTS SATISFACTION TURNAROUND PENDING CUSTOMER PLACEMENT TIME PERF PATIENTS OVER 30 DAY CUSTOMER LOS SATISFACTION HOURS PATIENTS HELD IN ED READMISSION MORTALITY RATIO PERCENTAGE QUALITY SERIOUS COMPLICATION SAFETY EVENT RATIO (SSE) COUNT DAYS SINCE RED LIGHT / LAST SSE GREEN LIGHT OR LATE DAILY MRI REVENUE MRI VOLUME OPERATIONAL EFFICIENCIES MRI VOLUME STARTS, ROOM PER HOUR CENSUS PER HOUR TURNAROUND ICU BEDS CT REVENUE CT VOLUME AVERAGE OR PER OPEN CT VOLUME HOUR TURNAROUND PER HOUR CRITICAL CATH CATH LAB CATH PATIENT CARE PHYSICIAN CUT PROCEDURE REVENUE PER PROCEDURE SYSTEM TO CLOSE TIME VOL PER HOUR VOLUME HOUR DOWNTIME SATISFACTION EMPLOYEE
  15. 15. ROI for BI? Operational Performance People Sales Performance Performance Financial Performance What decisions are made to impact operational, sales, or people performance? …Build a roadmap to address these challenges for your organization…
  16. 16. What?
  17. 17. Take a Look in the Mirror Source: http://www.tdwi.org/publications/display.aspx?ID=7199
  18. 18. User Population and Needs Agility Accountability Alignment Personal BI Team BI Corporate BI
  19. 19. Know your Landscape
  20. 20. Business + Technology = What
  21. 21. How?
  22. 22. First, Understand it’s a Process BI as a Process (Service) BI as a Project • Long Term ‘Living’ • Start & Finish Roadmap • Defined • Phases = Milestones – Scope – Deliverables • Budget? – Milestones • Support spreads across an – Budget organization over time • Easily Silo’ed • Business Themes Direct • Tend to be ‘Technology Priorities First’
  23. 23. Focus on Continuous Delivery BI Roadmap Architecture & Phase 2 Phase 3 Phase 4 Phase 5 Phase 6 Phase 1 Release
  24. 24. Demand Success – on Phase 1 • 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)
  25. 25. Use KPIs to Drive Action • Use statistics to define KPIs – What makes a good target? – What defines ‘normal’ performance? http://www.ifa.com/images/12steps/step8/f8-1.jpg
  26. 26. Design Matters • 13 Common Dashboard Design Mistakes – Exceeding the boundaries of the screen Consider 3 clicks – Supplying inadequate context for the data Beware of the gauge! – Displaying excessive detail or precision Considering a suffix – Choosing a deficient measure Don’t hide things – Choosing inappropriate display media Beware of the pie & map! – Introducing meaningless variety No need to show off! – Using poorly designed display media Legends, labels – Encoding quantitative data inaccurately Bar graph y axis? – Arranging the data poorly Consider a sequence – Highlighting important data ineffectively or not at all Not everything needs a space – Cluttering the display with useless decoration Logos, borders, etc. – Misusing or overusing color Subtlety works – Designing an unattractive visual display Focus on the data Stephen Few, Information Dashboard Design (Sebastopol, California: O’Reilly Media, 2006), 50-76.
  27. 27. Drive Adoption • 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
  28. 28. Statistics & Actionable Dashboards
  29. 29. 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)
  30. 30. Q&A

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