Performance Dashboard

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 doesnt 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 doesnt 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 championa
  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