Performance IndicatorsPerformance Indicators Project @ UOW

Nikita AtkinsNikita AtkinsUniversity of WollongongDirector Performance IndicatorsDirector Performance Indicators

2006 Course Correction• Content Overload

– Users couldn’t find the right report for their purposeUsers couldn t find the right report for their purpose

• Inconsistent reporting and business definitions– Meeting were spent discussing the “right numbers” rather than g p g g

focussing on decisions and actions

• Multiple Data Sources– Over 20 Databases, with more being developed & implemented

• Team Limitations– Momentum affected by

Attrition

• Issues with Data Quality• Issues with Data Quality• New Tools & Techniques

User Reaction• User Reaction• Learning from others

A Revised Approach for the Next 5 Years

• The Balanced Scorecard across the entire UniversityUniversity

• Visual representation of Performance through P f D hb dPerformance Dashboards

• Standardise Business Rules, Definitions & Metrics• Foundation for Business Wide Target Setting• Opportunities in Repeat Decision ProcessesOpportunities in Repeat Decision Processes• Performance Management Competency Centre

(PMCC)(PMCC)• Architectural

O h lOverhaul

P j t D li blProject Deliverables

Project Areas• Students, Teaching & Learning: including Student Demographics; Attrition;

Admission; Scores & Performance; Course and Subject Management; Student S i & S ti f tiServices & Satisfaction.

• Research & Grants: including Publications; Research Students; & Research Grants

Students, Teaching &

Learning

Research & Grants

• Community Engagement & Partnerships:including Alumni; Partnerships; Scholarships; Media & Marketing

Learning

Performance Indicators Projects

Media & Marketing• Finance: including Profit & Loss;

Balance Sheet; Procurement; Asset Management; Activity Based Costing;

Community Engagement

& Partnerships

Staff & Workplace

Satisfaction

Asset Management; Activity Based Costing; Accounts Payable & Receivables.

• Business Processes & Operations: including BusinessSpace Utilisation; Environmental Sustainability;

Utilities Usage; Library; Parking; Security; Maintenance; Accommodation; Web Usage

FinanceBusiness

Processes & Operations

• Staff & Workplace Satisfaction: including Staff Demographics; Leave; Recruitment; OH&S; Training & Professional Development; Equity & Diversity

Delivery Framework

Rapid Project Methodology

DevelopmentTechnical

Requirements

Business Requirement

sTesting Implementati

on

Corporate Performance Management

Monitor

Information Infrastructure

The UOW Enterprise Data Warehouse

• Use Cognos Data Manager as our ETL toolDW M d l• DW Model– Modelled from the business perspectives

Star Schema– Star Schema – Kimball approach– Conformed Dimensions & Fact tablesConformed Dimensions & Fact tables– No Data Marts– Mixture of Summarise data and detailed transactional

tables• Slowly Changing Dimensions

– All data has a minimum of 5 years of history.• Refreshed on a mixed schedule of hourly, weekly

and monthly

Example of Metrics Dictionary

Example of Metrics Dictionary (2)

Tools and Enablers

Balanced ScorecardsBalanced ScorecardsPEMonitorMonitor

AnalyseAnalyseD t il dD t il d

Balanced Scorecards Balanced Scorecards & Digital Dashboards& Digital Dashboards

ERFORAnalyseAnalyseDetailed Detailed

AnalysisAnalysis WEB

RMANC

SEC

ReportReportTransactional Transactional ReportsReports

PORTA

E

IND

URITYGatherGatherData Data

WarehouseWarehouseAL

DICAT

Y

TORS

Source SystemsSource Systems

JD EdwardsResearch HRStudents External Other

Source SystemsSource Systems

UOW Reporting Tools & Enablers• Cognos 8 is our standardised reporting tool• All reports come from the single source the Data• All reports come from the single source, the Data

Warehouse • A reporting package is created for each perspectiveA reporting package is created for each perspective

– That is, all HR reporting comes from the single “Staff and Workplace Satisfaction” package

• All reporting objects are linked to allow users to drill from highly-summarised numbers all the way down to detailed transactionstransactions

• Security is based on a matrix of Organisation Hierarchy, Project Perspective and Reporting CapabilitiesProject Perspective and Reporting Capabilities

• Everything is secured, however all users can still see their peers at a highly summarised level.p g y– If I am a Dean of Arts, I can compare my performance with other

faculties

People, Processes & Culture

CPM PeoplePeople

CPM CultureCultureCPM

SkillsSkills

PMCC

CPM Processes

CPM Leadership / Leadership / GovernanceProcessesProcesses GovernanceGovernance

CPM Business TransformationTransformation

Support & Service Management

Changing Tools & Systems

Optimising Tools & Systems yy

Changing Information,

Optimising Information, Metrics & Rules

Metrics & RulesMetrics & Rules

Changing People, Processes &

Optimising People, Processes & Processes &

Culture

Operating PeopleSupporting

Processes & Culture

O ti

Operating People, Processes &

Culture

Supporting People, Processes & Culture

Operating Information,

Metrics & RulesSupporting Information, Metrics & Rules

Operating Tools & SystemsSupporting

Tools & Systems

Metrics & Rules

KPIs, OPIs and MetricsOther Performance Indicators (OPIs)

Approx 2-3 per KPIElaborate further on performance

Key Performance Indicators (KPIs)Approx 8-10 per perspectiveStrategic measures of performance Elaborate further on performance

Mostly Ratios Used on Scorecards

and in Cubes

Strategic measures of performanceAlways RatiosUsed on Scorecards & Dashboards

Eg Return on Assets, Actual to Budget % Variance,

Eg Student to Staff Ratio, Publications per Academic FTE,

MeasuresA 1 2

Metrics

Absenteeism Ratio

Approx 1-2 per KPI and OPI

Used to calculate KPIs & OPIs

Approx 1-2 per KPI and OPIUsually used as “t diti l” KPIs & OPIs

Always ConstantsUsed in Transactional Reports & some Cubes

“traditional” measures of performanceUsually ConstantsUsed in C bes & Anal tical Reports Reports & some Cubes

Eg Actuals, Budget, Leave Days Taken, Transaction Amount

Used in Cubes & Analytical ReportsEg EFTSL, Staff Headcount, FTE, Profit,

Student Headcount

KPIs – Why Ratios?• Ratios allow managers to directly compare their

department’s performancedepartment s performance– Over time, – With other departments and – Against the entire university

• Ratios allow you to measure and manage performance of linkages, relationships and p g , pinterdependencies

• For example• For example, – We don’t use Headcount or FTE as a KPI

Instead we use Student to Staff RatioInstead we use Student to Staff Ratio– Note Headcount & FTE are still available in Cubes

T St tTeam Structure

Team Structure Considerations• User Input• Out Sourced or In House• Out-Sourced or In-House• Customer Facing Structure• Technical Facing Structure• Technical Facing Structure• Business or IT

Centralised or Decentralised• Centralised or Decentralised• Cost Structures and Labour Market Factors

U i it Ad t• University Advantage

Executive SponsorNumber = 1 Executive Sponsor

Responsibilities:Maintain High Level

Support & Visibility

Tools:Meetings (Council)Uni Strategic PlanUni Performance Portfolio

Contacts:Contacts:Vice ChancellorDeputy Vice ChancellorsDeansDeansDirectors

Director Performance IndicatorsNumber = 1

R ibili iResponsibilities:VisionLeadershipPlanningPlanningManagementGovernance

Director

Tools:Project PlanCommunication PlanProceduresProceduresPolicies

Contacts:Vice Principal (Admin)Project SponsorsCCCPIP Team

Performance Indicators

PIP TeamBusinessCognos

Cognos Community Committee

Number = 10

ResponsibilitiesAdvice & ConsultingPrioritiseFacilitateFacilitateCommon Rules &

Definitions

T l omm

ittee

Tools:PoliciesProceduresGovernance m

unity

Co

GovernanceCommunication ToolsBusiness Glossary

C t t os C

omm

Contacts:Project DirectorBusiness AnalystsKey Stakeholders

Cog

no

Key StakeholdersBusiness Contacts

Business AnalystsNumber = 4

R ibili iResponsibilities:Business RequirementsAd-hoc ReportsTraining & EducationTraining & EducationBusiness CommunicationBusiness Support1st Level Supportpp

Tools:Query StudioMetrics StudioMetrics StudioReport StudioPowerPlay

Contacts:Business ContactsCCCReport DevelopersReport Developers

Business Analysts

Business Analysts –Verticals & Horizontals

BA4BA1 BA2 BA3ResearchHR Finance Students CE BPO

BA1BA2BA3BA4

Faculty 1Faculty 2Faculty 3Faculty 4es BA4

BA1BA2BA3

Faculty 4Faculty 5Faculty 6Faculty 7Fa

culti

e

BA4BA1BA2BA3

yFaculty 8Faculty 9Finance

A d i R i tn BA3BA4BA1BA2

Academic RegistrarBuildings & GroundsPersonnel Services

Accommodation

Adm

in

BA2BA3BA4BA1

AccommodationITS

LibraryITChe

r

BA2BA3BA4

UniCentreStrategic PlanningResearch Services

Oth

Technical AnalystsNumber = 2

Technical AnalystsResponsibilities:Technical Requirements (DW)Data WarehouseETL Development

Technical Analysts

ETL DevelopmentSystem Administration3rd Level SupportMetadata ManagementgData Dictionary

Tools:Data ManagerData ManagerFramework ManagerMetrics DesignerCognos Admin ToolsgProgramming Languages

Contacts:ITITCognos Support

BI CadetsNumber = 4

Responsibilities:Technical Requirements

(Reports)Report DevelopmentReport DevelopmentMetadata ModellingSecurityMaintenance

BI C

adet

2nd Level Support

Tools:Report Studio

ts= R

ep

Report StudioOLAP ModellerAnalysis StudioFramework Manager

ort Deve

Metrics Studio

Contacts:Power Users

lopers

Power UsersCognos KnowledgebaseTechnical Analysts

BI Cadets – The Fle-X-ible Factor

Technical Analyst

BI Cadets University GraduatesAttrition

Business Analyst

Performance Indicators TeamGood CommunicationConsistency

Executive SponsorTechnical AnalystsCo s ste cy

Opportunity to promoteRecognise different

strengths

Technical Analysts

gGood mix of Technical

& Business focusCross over of skills

Directorom

mitt

ee BI C

ad

throughout the team

mun

ity C

o dets = BI

os C

omm

I Develop

Performance IndicatorsCog

no

pers

Business Analysts

P j t M th d lProject Methodology

Development

Technical Requireme

Business Requireme Testing Implementa

tion

Rapid Project Methodology

ntntsnts tion

Business Requirements Business Requirement

s

• Conducted by Business Analyst (and sometimes BI Cadets)

s

Cadets) – Process Owners, Managers, Deans & Subject Matter Experts– No discussion about data, systems or technology

• Gather requirements around:– Key Result Areas (KRAs), Key Performance Indicators and

Metrics– What KPIs go on the Scorecards– What should be displayed on the Dashboard– What should be displayed on the Dashboard– What needs to be analysed (cubes)?

Who, What, Where, When, How, etc– What reports need to be created?– Security

Wh t d d t k b tt d i i d it• What do you need to make better decisions and monitor performance in XXX?

Technical Requirements Technical Requirement

s

• Conducted by Technical Analysts and BI Cadets with ITS, System Owners Subject Matter Experts Power Users

s

System Owners, Subject Matter Experts, Power Users• Take Business Requirements and ask

– Where can we get this data?Where can we get this data?– How should we structure this data?– What are the potential Data Quality issues?– What Dimensions and Metrics do we require?– How should our reports be designed?

How can we fit the requirements into our toolset and architecture– How can we fit the requirements into our toolset and architecture

• How can we provide the business requirements from a technical perspective?technical perspective?

• Gap Analysis and Report

Testing Testing

U bilitUsability, Data Quality, Operational Readiness

User Acceptance

TestingBAs / Business Users

Business Requirements

Business Analysts

System TestingTechnical

BAs / Business UsersBusiness Analysts

Application, Integration,

Performance

System Testing

Cadets / TAs / BAs

RequirementsTech Analysts

Scorecards, D hb d

Development

Cadets / TAs

Component Testing

Cadets / TAsDashboards,

Cubes, Reports, Models & DW

Data Quality• Key 1: Drill-Through Transactional Reports

– Users can verify their KPIs by looking at the– Users can verify their KPIs by looking at the transactions that make up their numbers

• Key 2: Use consistent business terms andKey 2: Use consistent business terms and rules for all metrics & KPIs– Users understand exactly what numbers they

are looking at

• Key 3: Use the business to identify data quality issues– The business usually know when their numbers are wrong & can tell

you what needs to be added or changed

• Key 4: Act as a facilitator between the business and IT– Let the business identify the problem and recommend the fix

Ad i th P f I di t t d ill t lk t t– Advise the Performance Indicators team and we will talk to system owners and/or IT to get the problem fixed

Th E d R ltThe End Results

Home Page

Home Page (2)

Scorecards Page

Dashboard – 5 Years

Dashboard – 12 Months

Th V di t & th F tThe Verdict & the Future

The Wins• 12 months in• It Works!• It Works!• Overhauled complete Technical Architecture, including

new Servers Database Architecture for DW Developmentnew Servers, Database Architecture for DW, Development Environment and upgraded reporting tools

• Delivered Scorecards, Dashboards, Cubes, TransactionalDelivered Scorecards, Dashboards, Cubes, Transactional Reports and Data Warehouse for all HR

• Finalise testing of initial delivery for Finance; Research; g y ; ;Students, Teaching and Learning

• Completely customised Performance Indicators web portal integrated with the UOW Intranet

• Strong working relationship with Business and ITS

The Future - Technical• Automate Management Reports from Performance

Indicators system through MS WordIndicators system through MS Word• Centralise and Systematic Enterprise Planning

– Financial and Non-Financialsa c a a d o a c a s

• Target Setting & Forecasting for KPIs• Proactive Performance Management• Proactive Performance Management

– Alerts and Notifications

• Closing Batch Window forClosing Batch Window for running reports– Bigger/More Hardware– Smarter Programming & Scripting

• Customisation, Automation & S t I t ti& System Integration

The Future - Information• Better Data Quality & Metadata Management

– Master Data Managementg– Data Quality KPIs and Scorecard

• Integrate and report on external data for Benchmarking• Create “Pipeline” or “Funnels”

– The Student “Pipeline” & the Research “Pipeline”

B i P & O ti• Business Processes & Operations– No single centralised database– Many little spreadsheets & small y p

databases

• Alternative ScorecardsS d b R h St th– Scorecards by Research Strengths

– Scorecards by Course and Subjects– Scorecards for critical or strategic

processes not covered by a single department

The Future - Cultural & Support• Graphic Design and Improved Usability

Moving from Communication to Marketing• Moving from Communication to Marketing• Moving from Training to Education

Tiered Education Plan– Tiered Education Plan– Enter into partnerships with business

departments

• Rapid Operational Change Management• Moving from Documentation to Knowledge Managementg g g

– Knowledgebase and help system integrated into the Web Portal– Implement a knowledgebase to provide self-service support

• Integrate Performance Indicators processes with Strategic Planning and Governance processes

• Moving from Change Management to Business Transformation

Future - CPM

InEnterprise

Monitor

InProgress

pPlanning

Strategic PredictivePlanning & Governance

Predictive Analytics

Any Questions?