Key Steps for Planning a

Successful Business Intelligence

Dashboard Project

Dean FurnessDirector – Business Intelligence

Quilogy

Why?

…So we can…

CURRENT BUSINESS ENVIRONMENT

New Direction, Program, Leader,

Event, Fad, or Acquisition

No Buildup; No Accumulated Momentum

DisappointingResults

Reaction without Understanding

Jim Collins, Good to Great (New York: Harper Collins, 2001), 179.

“The Doom Loop”

STRATEGY MEETS TECHNOLOGY

Misalignment of Decision Making

BI Implementation

Org

aniz

atio

nal A

lignm

ent

CURRENT BUSINESS ENVIRONMENT

Bruno Aziza and Joey Fitts, Drive Business Performance (John Wiley & Sons, 2008), 28.

Operational StrategicTactical

Num

ber

of D

ecis

ions

Strategic Impact

Frequency and Impact of Decisions

Culture of Performance

Power to Compete

Execute on Strategy

Plan for Success

Move BeyondGut Feel

Bruno Aziza and Joey Fitts, Drive

Business Performance (John Wiley &

Sons, 2008), 10.

IncreaseVisibility

BI to Drive Culture

Robert S. Kaplan and David P. Norton, The Balanced Scorecard (Boston: Harvard Business School Press, 1996).

Vision & Strategic Themes

FINANCIALTo succeed financially, how should

we appear to our stakeholders?

LEARNING & GROWTHTo achieve our vision, how will we sustain our ability to change and

improve?

INTERNAL BUSINESS PROCESSES

To satisfy our shareholders and customers, what

business processes must we excel at?

CUSTOMERSTo achieve our vision, how should we appear to our

customers?

Use Strategy to Define ‘Why’

Mission, Vision, Values

To help people and businesses

throughout the world realize their

full potential.

Our mission is to bring the Teddy Bear to life. An American icon, the Teddy Bear

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.

To refresh the world…To inspire moments of optimism and happiness…To create value and make a difference.

To inspire and nurture the human spirit— one

person, one cup, and one neighborhood at a

time.

STRATEGIC VISION & PLAN

STRATEGIC PERFORMANCE DASHBOARD

FINANCIAL

PERFORMANCE

OPERATIONAL

EFFICIENCIESQUALITY

CUSTOMER

SATISFACTION

EMPLOYEE

SATISFACTION

ST

RA

TE

GIC

PE

RF

OR

MA

NC

ED

AS

HB

OA

RD

FINANCIAL

PERFORMANCE

OPERATIONAL

EFFICIENCIESQUALITY

CUSTOMER

SATISFACTION

EMPLOYEE

SATISFACTION

ST

RA

TE

GIC

PE

RF

OR

MA

NC

ED

AS

HB

OA

RD

FINANCIAL

PERFORMANCE

OPERATIONAL

EFFICIENCIESQUALITY

CUSTOMER

SATISFACTION

EMPLOYEE

SATISFACTION

OPERATIONAL PERFORMANCE DASHBOARDF

INA

NC

IAL

PE

RF

OR

MA

NC

E

OP

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AT

ION

AL

EF

FIC

IEN

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SQ

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US

TO

ME

R

SA

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ION

EM

PLO

YE

E

SA

TIS

FA

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ION

PRODUCTIVITY

LABOR COSTS

AS A % OF

NET REVENUE

PATIENTS

OVER 30 DAY

LOS

READMISSION

PERCENTAGE

HOURS

PATIENTS

HELD IN ED

ICU BEDS

OPEN

ED TURNAROUND

TIME PERF

DAILY

CENSUSMRI VOLUME

CT VOLUME

CATH

PROCEDURE

VOLUME

PURCHASED

LABOR

OVERTIMEPREMIUM

HOURSPAYER MIX

GROSS

REVENUE -INPATIENT

GROSS

REVENUE -OUTPATIENT

SUPPLY COSTS

LEGAL & CONSULTING

COSTS

FIXED COSTS

CT VOLUME PER

HOUR

CATH

PROCEDURE

VOL PER HOUR

MRI VOLUME

PER HOUR

RED LIGHT / GREEN LIGHT

SERIOUS

SAFETY EVENT

(SSE) COUNT

PATIENTS

PENDING

PLACEMENT

OR LATE

STARTS, ROOM

TURNAROUND

PHYSICIAN CUT

TO CLOSE TIME

AVERAGE OR TURNAROUND

CRITICAL

PATIENT CARE

SYSTEM

DOWNTIME

CUSTOMER

SATISFACTION

MRI REVENUE

PER HOUR

CT REVENUE

PER HOUR

CATH LAB

REVENUE PER

HOUR

MORTALITY

RATIO

COMPLICATION

RATIO

DAYS SINCE

LAST SSE

People

Performance

Operational

Performance

Sales

Performance

Financial Performance

What decisions are made to impact operational,

sales, or people performance?

…Build a roadmap to address these challenges

for your organization…

ROI for BI?

What?

Source: http://www.tdwi.org/publications/display.aspx?ID=7199

Take a Look in the Mirror

AgilityAgilityPersonal BIPersonal BI

AccountabilityAccountabilityTeam BITeam BI

AlignmentAlignmentCorporate BICorporate BI

User Population and Needs

Know your Landscape

Business + Technology = What

How?

BI as a Process (Service)

• Long Term ‘Living’

Roadmap

• Phases = Milestones

• Budget?

• Support spreads across an

organization over time

• Business Themes Direct

Priorities

BI as a Project

• Start & Finish

• Defined

– Scope

– Deliverables

– Milestones

– Budget

• Easily Silo’ed

• Tend to be ‘Technology

First’

First, Understand it’s a Process

Architecture &Phase 1 Release

Phase 2 Phase 3 Phase 4 Phase 5 Phase 6

BIRoadmap

Focus on Continuous Delivery

• 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)

Demand Success – on Phase 1

http://www.ifa.com/images/12steps/step8/f8-1.jpg

• Use statistics to define

KPIs

– What makes a good

target?

– What defines ‘normal’

performance?

Use KPIs to Drive Action

• 13 Common Dashboard Design Mistakes– Exceeding the boundaries of the screen– Supplying inadequate context for the data– Displaying excessive detail or precision– Choosing a deficient measure– Choosing inappropriate display media– Introducing meaningless variety– Using poorly designed display media– Encoding quantitative data inaccurately– Arranging the data poorly– Highlighting important data ineffectively or not at all– Cluttering the display with useless decoration– Misusing or overusing color– Designing an unattractive visual display

Stephen Few, Information Dashboard Design (Sebastopol, California: O’Reilly Media, 2006), 50-76.

� Consider 3 clicks� Beware of the gauge!� Considering a suffix� Don’t hide things� Beware of the pie & map!� No need to show off!� Legends, labels� Bar graph y axis?� Consider a sequence� Not everything needs a space� Logos, borders, etc.� Subtlety works� Focus on the data

Design Matters

• 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

Drive Adoption

Statistics & Actionable

Dashboards

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)

Q & A