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Data Driven Decision Making: An Essential Tool for These Critical Times

Steve Gillard NAADA Conference June 16, 2009. Data Driven Decision Making: An Essential Tool for These Critical Times. 1. Main Themes. How to demonstrate alignment with strategy Where we have been where are we going A framework for driving informed decisions

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Data Driven Decision Making: An Essential Tool for These Critical Times

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  1. Steve Gillard NAADA Conference June 16, 2009 Data Driven Decision Making: An Essential Tool for These Critical Times 1

  2. Main Themes • How to demonstrate alignment with strategy • Where we have been where are we going • A framework for driving informed decisions • Building capacity to use and manage data • How to address the need for information • Integrating data with decision making 2

  3. Key Take Aways • A framework for data driven decision making • A model for addressing data needs and the capacity to make it real • An outline for a data plan with action steps • Useful tools and approaches • Resources to share and leverage 3

  4. Data Driven Decision Making (DDDM)What it is and what it does • Using data to inform or support decisions • Having the right data in the right format at the right time for the right purpose • Enables a learning organization • Is a key element of transparency and accountability • Helps remove barriers to organizational change 4

  5. Guiding Questions • What is meant by a culture that supports data-driven decision making (DDDM)? • What things need to exist that promote the effective use of data? • What barriers exist to building and sustaining a DDDM culture? • What are some measureable benefits of DDDM? Adapted from CoSN Annual Conference, March 10-12, 2009 5

  6. Decision Making Model by Rich Howard 6

  7. Metrics and Management Framework 7

  8. Key Performance Indicators

  9. Instructional KPI Example 9

  10. Integrated Data Example 10

  11. Integrated Data Example 11

  12. Dashboard Example 12

  13. Dashboard Example Source: Performance Management Scorecards and Dashboards for IT Operations Data, Rex Parker Microsoft 2008 13

  14. Dashboard Example Source: Microsoft BI project 2008 14

  15. Operational vs Strategic • Most data at the U of MN originates in transactional systems (generally PeopleSoft) • Operational and strategic decisions, however, require the data to be in different forms and follow different rules

  16. Operational Questions • What’s happening right now • What action needs to be taken • Choices generally pre-determined and “triggered” by data • Interest is usually in individual cases and current values • The closer to “real time” the better 16

  17. Strategic Questions • What is the trend? • What plans should we make? • Choices generally open for discussion and debate • Interest is generally in aggregates and trends • Data needs to remain unchanged over time 17

  18. Beyond List Reporting • What if analysis • Forecasting • Statistical analysis • Predictive modeling • Alerts and triggers • Dashboards and scorecards • Actionable insight 18

  19. Define the decision to be made or question to be answered Identify data requirements and availability Gather, format and consolidate data Analyze to generate conclusions Take appropriate actions Translating data into action 19

  20. Building Capacity Enabling Data Driven Decision Making • Engaged, supportive leadership • Effective staffing • Training and professional development • Common language • Collaborative environment • Modest IT infrastructure 20

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  22. Reporting and Analytics(where we have been where we are going)

  23. Audience and Complexity Analysis and recommendations for a specialized audience Complexity Basic facts for a general audience UserBase 23

  24. Applications SIS Assessment Finance Instruction Components of a Data Based Decision Making System Reporting and Analysis ServicesTurning data into useful information School Interoperability Framework & IMS Dissemination Sharing data with the community (ie: report cards) Data Warehouse Reports State and Federal Reporting Meeting reporting compliance Training Learning how to use data to make informed decisions. Personalized Instruction Source: US Department of Education, 2003.

  25. Example of Data, Reporting and Analysis Architecture Source: Technical Evaluation of Business Intelligence-Envisioning the Future White Paper, Knowledge Integrity, Inc 2008 25

  26. Our Integrated BI Offering DELIVERY COLLABORATION CONTENT MANAGEMENT SharePoint Server SEARCH Reports Dashboards Excel Workbooks Analytic Views Scorecards Plans END USER TOOLS & PERFORMANCE MANAGEMENT APPS Excel PerformancePoint Server BI PLATFORM SQL Server Reporting Services SQL Server Analysis Services SQL Server DBMS SQL Server Integration Services

  27. Mind Mapping “A mind map is a diagram used to represent words, ideas, tasks, or other items linked to and arranged around a central key word or idea. Mind maps are used to generate, visualize, structure, and classify ideas, and as an aid in study, organization, problem solving, decision making, and writing.” Source: http://en.wikipedia.org/wiki/Mind_Mapping 27

  28. Mind mappingCustomer Service 28

  29. Mind mappingAttacking Problems 29

  30. Mind Mapping Activity Outline key elements or components of effective data driven decision making • Identify key elements and how they link • Feeds your data plan • Work independently or in groups Source: http://en.wikipedia.org/wiki/Mind_Mapping 30

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  32. Guiding Principles for Implementation (from PEL) • Strategic Communication • Collaboration • Staff Development • Transparency • Criteria for Decision Making • Reflection and Feedback 32 Source: Implementing Administrative Metrics, June, 30, 2008, PEL 2008 cohort

  33. A Framework for Success Source: Implementing Administrative Metrics, June, 30, 2008, PEL 2008 cohort 33

  34. Collaborative Organizational Structure Source: Implementing Administrative Metrics, June, 30, 2008, PEL 2008 cohort 34

  35. Embed in Existing Management Processes Source: Implementing Administrative Metrics, June, 30, 2008, PEL 2008 cohort 35

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  39. Critical Factors for Successful Implementation 39

  40. Alignment • Being more strategic in initiatives and foster greater “alignment” • Alignment means having a stronger connection between the purposes and functions of units and initiatives and the strategic goals of the organization • Funding is directed toward initiatives that promise progress on strategic goals 40

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  42. Logic of a Strategic Management System Utilizing Balanced Scorecard Strategic Altitude 30,000 Values Mission Vision 25,000 Strategic perspectives Strategic themes and results OBJECTIVES 15,000 Strategy map Performance measures & targets Strategic initiatives Ground Org Assessment (SWOT, Those We Serve) What we stand for / our code of conduct Who we are / why we exist / key features of our organization Emotionally inspiring picture of future success for our organization Lenses to ensure balance of our efforts Main areas of focus to best serve “Those We Serve” Strategic effort areas to achieve success / get results Map of how objectives will achieve success (organized into perspectives) How we will know if we are achieving desired results Specific projects that contribute to desired results 42

  43. The Strategy Map and the Balanced Scorecard bridged the strategy implementation gap. They link leadership at the top to management of initiatives, process improvements and employees’ everyday actions. STRATEGIC OUTCOMES SatisfiedSHAREHOLDERS Delighted CUSTOMERS Efficient and EffectivePROCESSES Motivated & PreparedWORKFORCE MISSION Why we exist VALUES What’s important to us VISION What we want to be STRATEGY Our game plan STRATEGY MAP Define & communicate priorities and focus BALANCED SCORECARD Measure performance against priorities INITIATIVE and PLANNING PROCESS Manage actions and resources to drive change EMPOWERMENT / PERSONAL OBJECTIVES Motivate employees 43

  44. A commitment to excellence 44

  45. Exceptional Students • Strategic Objectives: • Make the University of Minnesota a destination of choice for diverse students who reflect the diversity of our community and world, and are sought after because of their unique talents, skills and experiences • Educate and support all of our students to assume positions of leadership in the community, state, nation and the world • Provide our students with the most advanced, sophisticated, and comprehensive technology tools to enhance their learning experience • Globalize our students’ experience, recruit students from around the world and provide an education to prepare students to become global citizens and leaders Strategic Result: Recruit, educate, challenge, and graduate outstanding students who become highly motivated lifelong learners, leaders, and global citizens 45

  46. Exceptional Faculty and Staff Strategic Result: Recruit, mentor, reward, and retain world-class faculty and staff who are innovative, energetic, and dedicated to the highest standards of excellence • Strategic Objectives: • Recruit identify, support and reward stars on the rise • Create a robust culture of collaboration that encourages and rewards boldness, imagination, and innovation. • Hire, develop and place diverse faculty and staff in positions which match their skills and abilities with organizational needs • Strengthen the performance evaluation and reward systems to fully engage, motivate and challenge faculty and staff • Significantly increase the number of faculty receiving awards of distinction 46

  47. Exceptional Organization • Strategic Objectives: • Adopt best practices and embrace enterprise standard business practices processes and technology to achieve efficient, effective and productive operations • Promote nimble decision-making using data, information, research and analysis • Achieve a shared services administrative structure • Align resources to support strategic priorities • Commit to service and results that are best among peers Strategic Result: Be responsible stewards of resources, focused on service, driven by performance, and known as best among our peers 47

  48. Exceptional Innovation • Strategic Objectives: • Foster an environment of creativity that encourages evolution of dynamic fields of inquiry • Invest in strong core disciplines while supporting cross disciplinary, collaborative inquiry • Fully leverage our academic, research and community partnerships and alliances to provide leadership in a global context • Develop innovative strategies to accelerate the efficient and effective transfer and utilization of knowledge for the public good Strategic Result: Inspire exploration of new ideas and breakthrough discoveries that address the critical problems and needs of the University, state, nation, and world 48

  49. Organizational Alignment ExampleOffice of Information Technology (1st) 49

  50. Organizational Alignment ExampleOffice of Information Technology (2nd) 50

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