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

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