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“Performance” Dashboard?

“Performance” Dashboard?. …only as good as the data that supports them! EITS Management Advisory Board 8/19/2008. Dashboard Defined……. …visual display of the most important information needed to achieve one or more objectives

cassidy-shelton
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“Performance” Dashboard?

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  1. “Performance” Dashboard? …only as good as the data that supports them! EITS Management Advisory Board 8/19/2008

  2. Dashboard Defined…… …visual display of the most important information needed to achieve one or more objectives Data consolidated and arranged on a single screen so the information can be monitored at a glance Efficiently keep in touch with the information needed to do something ….dashboard is one way to display ‘scorecard-type’ information Provide visibility to business activities across organization

  3. Cont. Dashboard Defined • … used to create a user interface for data-driven representations focused on: • general performance monitoring • business intelligence • monitoring an important operational activity • …interface includes ‘powerful’ representations including ‘gauges’, maps, charts, indicator lights, and tables • …dashboard should 1) answer fundamental questions about the business or unit; 2) alert the user to issues or problems in such areas as production, sales, and revenue; and 3) help make decisions that impact the business

  4. Dashboard Variations CEO/President/Senior Mgt comprised of about six high-level metrics Corporate/organization vice presidents/director level, between 12 and 20 metrics IT strategic level, focused on IT, between 12 and 50 IT operational dashboards, commonly about 20 metrics each

  5. Current External Dashboard The External Dashboard has been produced monthly since December 2007 It can be accessed at http://www.eits.uga.edu/planningCycle/index.php?c=keyV

  6. New Format (example #1)

  7. New Format (example #2)

  8. Common Problems Misalignment of dashboard with business goals Unrealistic or poorly defined objectives Organizational issues affecting design and implementation Never get perfect metric the first time; need to get 80% of the way there and implement to see what action it drives or doesn’t drive and tweak accordingly There are so many nuances to business processes and it is very easy to ‘game’ the system Metrics have a lifespan; eventually, hit the law of diminishing returns where the expenditure of effort doesn’t produce equivalent or requisite gains in performance

  9. Keys to Developing Effective Dashboard Proper Metrics: measure results in terms of defining action and improvement Executive Support: must have a champion—a relatively senior executive who understands business challenges and wields sufficient authority to make things happen; must stay involved! Simplicity: should be easy to implement and use; actionable and provide mix of operational, financial and project-specific information

  10. Key Success Factors • Ease and speed of implementation • Easily designed with a minimum of effort • Begin with basics and logical structure that quickly delivers results • Define metrics in relevant business terms that: • are meaningful to stakeholders • deliver a mix of operational, financial and project-specific information • enable a repeatable review process • iterative process; ‘evolving’ document

  11. OCIO/EITS Dashboards • OCIO Major Emphasis/Priority (Political, Structural, Human Resource, Symbolic) • EITS 8 Core Goals • Project Specific • Service Specific • Unit Specific • “Make a Point”/Business Case • Campus Information • Continuous Improvement/Quality Assurance

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