Class Agenda: 2/27/2014
description
Transcript of Class Agenda: 2/27/2014
![Page 1: Class Agenda: 2/27/2014](https://reader036.fdocuments.us/reader036/viewer/2022062323/56816107550346895dd04d10/html5/thumbnails/1.jpg)
1University of Nevada, Reno Business Performance Management1
Class Agenda: 2/27/2014
Understand BI in relation to business performance management (BPM).
Understand the importance of interface design to BI
Understand how interface design relates to business performance management (BPM)
![Page 2: Class Agenda: 2/27/2014](https://reader036.fdocuments.us/reader036/viewer/2022062323/56816107550346895dd04d10/html5/thumbnails/2.jpg)
2University of Nevada, Reno Business Performance Management2
Understanding the use of BI for BPM
Know how to pick your spot for data driven decision making (analytics).
Be able to create reasonable metrics.
Be able to design an effective business-oriented experiment.
Be able to design an effective user interface.
![Page 3: Class Agenda: 2/27/2014](https://reader036.fdocuments.us/reader036/viewer/2022062323/56816107550346895dd04d10/html5/thumbnails/3.jpg)
3
Chapter 3 View of BI
![Page 4: Class Agenda: 2/27/2014](https://reader036.fdocuments.us/reader036/viewer/2022062323/56816107550346895dd04d10/html5/thumbnails/4.jpg)
4
![Page 5: Class Agenda: 2/27/2014](https://reader036.fdocuments.us/reader036/viewer/2022062323/56816107550346895dd04d10/html5/thumbnails/5.jpg)
5
![Page 6: Class Agenda: 2/27/2014](https://reader036.fdocuments.us/reader036/viewer/2022062323/56816107550346895dd04d10/html5/thumbnails/6.jpg)
6
Chapter 1 View of BI
![Page 7: Class Agenda: 2/27/2014](https://reader036.fdocuments.us/reader036/viewer/2022062323/56816107550346895dd04d10/html5/thumbnails/7.jpg)
7
![Page 8: Class Agenda: 2/27/2014](https://reader036.fdocuments.us/reader036/viewer/2022062323/56816107550346895dd04d10/html5/thumbnails/8.jpg)
8
Why have past BI projects failed?
What are the key factors that contribute
to those failures?
![Page 9: Class Agenda: 2/27/2014](https://reader036.fdocuments.us/reader036/viewer/2022062323/56816107550346895dd04d10/html5/thumbnails/9.jpg)
9
![Page 10: Class Agenda: 2/27/2014](https://reader036.fdocuments.us/reader036/viewer/2022062323/56816107550346895dd04d10/html5/thumbnails/10.jpg)
10
Business Performance Management
The business processes, methodologies, metrics, and
technologies used by enterprises to measure, monitor, and
manage performance.
![Page 11: Class Agenda: 2/27/2014](https://reader036.fdocuments.us/reader036/viewer/2022062323/56816107550346895dd04d10/html5/thumbnails/11.jpg)
11
![Page 12: Class Agenda: 2/27/2014](https://reader036.fdocuments.us/reader036/viewer/2022062323/56816107550346895dd04d10/html5/thumbnails/12.jpg)
12University of Nevada, Reno Business Performance Management12
Process of BPM
Strategize Plan Monitor/Analyze Act/Adjust
![Page 13: Class Agenda: 2/27/2014](https://reader036.fdocuments.us/reader036/viewer/2022062323/56816107550346895dd04d10/html5/thumbnails/13.jpg)
Strategize: Where do we want to go?To become the Harvard of the west.
(Stanford in the 1940’s)
To give unlimited opportunity to women. (Mary Kay Cosmetics)
To give ordinary folk the chance to buy the same things
as rich people. (Wal-Mart) To make people happy. (Walt Disney)
Sony in the 1950’s: Become the company most known for changing the worldwide poor quality image of Japanese products. Make “Made in Japan” mean something fine, not something shoddy.
![Page 14: Class Agenda: 2/27/2014](https://reader036.fdocuments.us/reader036/viewer/2022062323/56816107550346895dd04d10/html5/thumbnails/14.jpg)
Tasks in the Strategic Planning Process
1. Conduct a current situation analysis
2. Determine the planning horizon3. Conduct an environmental scan4. Identify critical success factors5. Complete a gap analysis6. Create a strategic vision7. Develop a business strategy8. Identify strategic objectives and
goals
![Page 15: Class Agenda: 2/27/2014](https://reader036.fdocuments.us/reader036/viewer/2022062323/56816107550346895dd04d10/html5/thumbnails/15.jpg)
Components of a strategy
Strategic visionA picture or mental image of what the organization should look like in the future
Strategic goal A broad statement or general course of action prescribing targeted directions for an organization
Strategic objective A quantifiable goal with a designated time period and a defined measurement method
Critical success factors (CSF) Key factors that delineate the things that an organization must excel at to be successful
![Page 16: Class Agenda: 2/27/2014](https://reader036.fdocuments.us/reader036/viewer/2022062323/56816107550346895dd04d10/html5/thumbnails/16.jpg)
16University of Nevada, Reno Business Performance Management16
Planning: How do we get there?
Operational plan: plan that translates an organization’s strategic objectives and goals into a set of well-defined tactics and initiatives, resources requirements, and expected results for some future time period (usually a year).
![Page 17: Class Agenda: 2/27/2014](https://reader036.fdocuments.us/reader036/viewer/2022062323/56816107550346895dd04d10/html5/thumbnails/17.jpg)
17University of Nevada, Reno Business Performance Management17
Strategy dictates planning
An organization’s strategic objectives and key metrics should serve as top-down drivers for the allocation of an organization’s tangible and intangible assets
Resource allocations should be carefully aligned with the organization’s strategic objectives and tactics in order to achieve strategic success
![Page 18: Class Agenda: 2/27/2014](https://reader036.fdocuments.us/reader036/viewer/2022062323/56816107550346895dd04d10/html5/thumbnails/18.jpg)
18University of Nevada, Reno Business Performance Management18
Monitor: How are we doing?
Performance measurement systemA system that assists managers in tracking the implementation of strategy by comparing actual results against strategic goals and objectives • Comprises systematic comparative methods
that indicate progress (or lack thereof) against goals
• Requires the development of metrics.• All measurement is about comparison.
![Page 19: Class Agenda: 2/27/2014](https://reader036.fdocuments.us/reader036/viewer/2022062323/56816107550346895dd04d10/html5/thumbnails/19.jpg)
19University of Nevada, Reno Business Performance Management19
You can’t monitor what you don’t measure
Key performance indicator (KPI)A KPI represents a strategic objective and metric that measures performance against a goal
Distinguishing features of KPIs:• Consistent • Time-related • Benchmarked
![Page 20: Class Agenda: 2/27/2014](https://reader036.fdocuments.us/reader036/viewer/2022062323/56816107550346895dd04d10/html5/thumbnails/20.jpg)
20
What are the most common KPI’s for profit-making
organizations?
How about non-profit organizations?
![Page 21: Class Agenda: 2/27/2014](https://reader036.fdocuments.us/reader036/viewer/2022062323/56816107550346895dd04d10/html5/thumbnails/21.jpg)
21
Balanced Scorecard Approach to Measurement
FinancialHow should weappear to ourshareholders?
CustomerHow should weappear to ourcustomers?
Learning & GrowthHow will we sustainour ability to change
& improve?
Internal BusinessProcess
What must we excelat?
Vision andStrategy
![Page 22: Class Agenda: 2/27/2014](https://reader036.fdocuments.us/reader036/viewer/2022062323/56816107550346895dd04d10/html5/thumbnails/22.jpg)
Act and Adjust: What should we do next?
Success (or sometimes mere survival) depends on new projects: creating new products, entering new markets, acquiring new customers (or businesses), or improving some process.
But, most new projects and ventures fail!• Hollywood movies: 60% chance of failure• Mergers and acquisitions: 60%• IT projects (large-scale): 70%• New food products: 80%• New pharmaceutical products: 90% …
![Page 23: Class Agenda: 2/27/2014](https://reader036.fdocuments.us/reader036/viewer/2022062323/56816107550346895dd04d10/html5/thumbnails/23.jpg)
23University of Nevada, Reno Business Performance Management23
Act and Adjust: do it fast!
The goal is to fail fast. Or to know when something is
failing so that it can be adjusted before fully failing.
Or to fail on a smaller scale so that the effects of failure won’t be profound.
Or to be aware of why something failed so that failure produces learning.
![Page 24: Class Agenda: 2/27/2014](https://reader036.fdocuments.us/reader036/viewer/2022062323/56816107550346895dd04d10/html5/thumbnails/24.jpg)
24
BPM “architecture”
![Page 25: Class Agenda: 2/27/2014](https://reader036.fdocuments.us/reader036/viewer/2022062323/56816107550346895dd04d10/html5/thumbnails/25.jpg)
So, where does Business Intelligence
fit in relation to Business Performance
Management?