This document discusses business reporting, visual analytics, and business performance management. It defines business reporting and its evolution. It also discusses the need for business reporting and different types of visualization techniques. Additionally, it covers visual analytics and how they bring value to business intelligence. Dashboards and their capabilities/limitations are explained. Finally, the document discusses business performance management, including elements like the balanced scorecard and key performance indicators. Effective performance management strategies are also outlined.

1. BUSINESS
REPORTING, VISUAL
ANALYTICS, AND
BUSINESS PERFORMANCE
MANAGEMENT
BUSINESS
INTELLIGENCE
FRANCIS JOHN D. TOLENTINO
MS Information Technology

2. Learning Objectives
Define business reporting and its historical evolution
BUSINESS
INTELLIGENCE
Recognize the need for and the power of business reporting
Understand the importance of data/ information visualization
Learn different types of visualization techniques
Appreciate the value that visual analytics brings to BI/BA
Know the capabilities and limitations of dashboards
Understand the nature of business performance management (BPM)
Describe the basic elements of the balanced scorecard
BUSINESS REPORTING, VISUAL ANALYTICS, AND
BUSINESS PERFORMANCE MANAGEMENT

3. A business report is a written document
that contains information regarding
business matters.
WHY IS BUSINESS
REPORTING IMPORTANT?
It is an essential part of the larger drive
toward improved managerial decision
making and organizational knowledge
management
WHAT IS A BUSINESS
REPORT?
BUSINESS REPORTING, VISUAL ANALYTICS, AND
BUSINESS PERFORMANCE MANAGEMENT
The Role of Information Reporting in
The Role of Information Reporting in
Managerial Decision Making
Managerial Decision Making
CLARITY
BREVITY
COMPLETENESS
CORRECTNESS

4. OLTP (online transaction processing)
COMPONENTS OF BUSINESS
REPORTING SYSTEM
BUSINESS REPORTING, VISUAL ANALYTICS, AND
BUSINESS PERFORMANCE MANAGEMENT
Data Supply
ETL (extract, transform, and load)
Data Storage
Business Logic
Publication
Assurance
BUSINESS REPORT
CATEGORIES (HILL, 2013)

6. OLTP (online transaction processing)
COMPONENTS OF BUSINESS
REPORTING SYSTEM
BUSINESS REPORTING, VISUAL ANALYTICS, AND
BUSINESS PERFORMANCE MANAGEMENT
Data Supply
ETL (extract, transform, and load)
Data Storage
Business Logic
Publication
Assurance
BUSINESS REPORT
CATEGORIES (HILL, 2013)

7. BUSINESS
INTELLIGENCE
"the use of visual representations
to explore, make sense of, and
communicate data"
-(Few, 2008)
Data visualization is closely related to the fields of
information graphics, information visualization,
scientific visualization, and statistical graphics. Until
recently, the forms of data visualization available in
both business intelligence applications have included
charts and graphs, as well as the other types of visual
elements used to create scorecards and dashboards.
DATA & INFORMATION VISUALIZATION

8. BUSINESS
INTELLIGENCE

9. BUSINESS
INTELLIGENCE

10. BUSINESS REPORTING, VISUAL ANALYTICS, AND
BUSINESS PERFORMANCE MANAGEMENT
BASIC CHARTS AND GRAPHS
Line Chart Bar Chart Pie Chart Scatter Plot Bubble Chart
SPECIALIZED CHARTS AND GRAPHS
Histogram Gantt Chart PERT Chart Geographic Map Bullet Heat Map
Highlight Table Tree Map

12. BUSINESS REPORTING, VISUAL ANALYTICS, AND
BUSINESS PERFORMANCE MANAGEMENT
BASIC CHARTS AND GRAPHS
Line Chart Bar Chart Pie Chart Scatter Plot
Bubble Chart
SPECIALIZED CHARTS AND GRAPHS
Histogram Gantt Chart PERT Chart Geographic Map Bullet Heat Map
Highlight Table Tree Map

13. Bullet Graph

14. BUSINESS REPORTING, VISUAL ANALYTICS, AND
BUSINESS PERFORMANCE MANAGEMENT
BASIC CHARTS AND GRAPHS
Line Chart Bar Chart Pie Chart Scatter Plot
Bubble Chart
SPECIALIZED CHARTS AND GRAPHS
Histogram Gantt Chart PERT Chart Geographic Map Bullet Heat Map
Highlight Table Tree Map

15. Heat Map

16. BUSINESS REPORTING, VISUAL ANALYTICS, AND
BUSINESS PERFORMANCE MANAGEMENT
BASIC CHARTS AND GRAPHS
Line Chart Bar Chart Pie Chart Scatter Plot
Bubble Chart
SPECIALIZED CHARTS AND GRAPHS
Histogram Gantt Chart PERT Chart Geographic Map Bullet Heat Map
Highlight Table Tree Map

17. Highlight Table

18. BUSINESS REPORTING, VISUAL ANALYTICS, AND
BUSINESS PERFORMANCE MANAGEMENT
BASIC CHARTS AND GRAPHS
Line Chart Bar Chart Pie Chart Scatter Plot
Bubble Chart
SPECIALIZED CHARTS AND GRAPHS
Histogram Gantt Chart PERT Chart Geographic Map Bullet Heat Map
Highlight Table Tree Map

19. Tree Map

20. BUSINESS
INTELLIGENCE
Visual analytics
Visual analytics is a recently coined term that is often used
is a recently coined term that is often used
loosely to mean nothing more
loosely to mean nothing more than information visualization.
than information visualization.
What is meant by visual analytics is the
What is meant by visual analytics is the combination of
combination of
visualization and predictive analytics
visualization and predictive analytics.
. While information
While information
visualization is aimed at answering
visualization is aimed at answering "what happened" and "what
"what happened" and "what
is happening"
is happening" and is closely associated with business intelligence
and is closely associated with business intelligence
(routine reports, scorecards, and dashboards), visual analytics is
(routine reports, scorecards, and dashboards), visual analytics is
aimed at answering
aimed at answering "why is it happening," "what is more likely to
"why is it happening," "what is more likely to
happen,"
happen," and is usually associated with business analytics
and is usually associated with business analytics
(forecasting, segmentation, correlation analysis).
(forecasting, segmentation, correlation analysis).
VISUAL ANALYTICS
VISUAL ANALYTICS

21. BUSINESS
INTELLIGENCE
Monitoring
Monitoring
Analysis
Analysis
Management
Management
Dashboards
Dashboards provide visual displays of important information that
provide visual displays of important information that
is consolidated and arranged on a single screen so that
is consolidated and arranged on a single screen so that
information can be digested at a single glance and easily drilled
information can be digested at a single glance and easily drilled
in and further explored.
in and further explored.
Three Layers of Information:
Three Layers of Information:
PERFORMANCE DASHBOARDS
PERFORMANCE DASHBOARDS

22. BUSINESS
INTELLIGENCE
They use visual components
They use visual components
They are transparent to the user
They are transparent to the user
They combine data from a variety of systems
They combine data from a variety of systems
They enable drill-down or drill-through to underlying data sources or reports
They enable drill-down or drill-through to underlying data sources or reports
They present a dynamic, real-world view with timely data refreshes
They present a dynamic, real-world view with timely data refreshes
They require little, if any, customized coding to implement, deploy, and
They require little, if any, customized coding to implement, deploy, and
maintain.
maintain.
Characteristics (Novel, 2009)
Characteristics (Novel, 2009)
PERFORMANCE DASHBOARDS
PERFORMANCE DASHBOARDS

23. BUSINESS
INTELLIGENCE
PERFORMANCE DASHBOARDS
PERFORMANCE DASHBOARDS
Benchmark Key Performance Indicators with Industry Standards
Benchmark Key Performance Indicators with Industry Standards
Wrap the Dashboard Metrics with Contextual Metadata
Wrap the Dashboard Metrics with Contextual Metadata
Validate the Dashboard Design by a Usability Specialist
Validate the Dashboard Design by a Usability Specialist
Prioritize and Rank Alerts/Exceptions Streamed to the Dashboard
Prioritize and Rank Alerts/Exceptions Streamed to the Dashboard
Enrich Dashboard with Business Users' Comments
Enrich Dashboard with Business Users' Comments
Present Information in Three Different Levels (Visual DB, Static Report, Self
Present Information in Three Different Levels (Visual DB, Static Report, Self
Service Cube)
Service Cube)
Pick the Right Visual Construct Using Dashboard Design Principles
Pick the Right Visual Construct Using Dashboard Design Principles
Provide for Guided Analytics
Provide for Guided Analytics
Best Practices in Dashboard Design (Radha, 2008)
Best Practices in Dashboard Design (Radha, 2008)

24. BUSINESS
INTELLIGENCE
A set of integrated, closed-loop management and analytic
A set of integrated, closed-loop management and analytic
processes (supported by technology) that addresses financial as
processes (supported by technology) that addresses financial as
well as operational activities
well as operational activities
Tools for businesses to define strategic goals and then measure
Tools for businesses to define strategic goals and then measure
and manage performance against those goals
and manage performance against those goals
A core set of processes, including financial and operational
A core set of processes, including financial and operational
planning, consolidation and reporting, modeling, analysis, and
planning, consolidation and reporting, modeling, analysis, and
monitoring of key performance indicators (KPIs), linked to
monitoring of key performance indicators (KPIs), linked to
organizational strategy
organizational strategy
The term
The term business performance management (BPM)
business performance management (BPM) refers to the
refers to the
business processes, methodologies, metrics, and technologies used
business processes, methodologies, metrics, and technologies used
by enterprises to measure, monitor, and manage business
by enterprises to measure, monitor, and manage business
performance.
performance.
Components: (Colbert, 2009)
Components: (Colbert, 2009)
BUSINESS PERFORMANCE MANAGEMENT
BUSINESS PERFORMANCE MANAGEMENT

25. BUSINESS
INTELLIGENCE
CLOSED-LOOP BPM CYCLE
CLOSED-LOOP BPM CYCLE
The loop implies that optimum
The loop implies that optimum
performance is achieved by setting
performance is achieved by setting
goals and objectives, monitoring actual
goals and objectives, monitoring actual
performance against the goals and
performance against the goals and
objectives, and taking corrective action .
objectives, and taking corrective action .
The continuous and repetitive nature of
The continuous and repetitive nature of
the cycle implies that the completion of
the cycle implies that the completion of
an iteration leads to a new and
an iteration leads to a new and
improved one.
improved one.

26. BUSINESS
INTELLIGENCE
PERFORMANCE MANAGEMENT SYSTEMS
PERFORMANCE MANAGEMENT SYSTEMS
"Assist managers in tracking the implementations of business strategy by
"Assist managers in tracking the implementations of business strategy by
comparing actual results against strategic goals and objectives. A
comparing actual results against strategic goals and objectives. A
performance measurement system typically comprises systematic methods
performance measurement system typically comprises systematic methods
of setting business goals together with periodic feedback reports that
of setting business goals together with periodic feedback reports that
indicate progress against goals."
indicate progress against goals."
-Simons (2002)
-Simons (2002)

27. BUSINESS
INTELLIGENCE
KEY PERFORMANCE INDICATOR (KPI)
KEY PERFORMANCE INDICATOR (KPI)
A KPI represents a strategic objective and measures performance
A KPI represents a strategic objective and measures performance
against a goal. (Eckerson, 2009)
against a goal. (Eckerson, 2009)
Strategy
Strategy
Targets
Targets
Ranges
Ranges
Encodings
Encodings
Time Frames
Time Frames
Benchmarks
Benchmarks
Features:
Features:
1
1.
.
2
2.
.
3
3.
.
4
4.
.
5
5.
.
6
6.
.
Outcome KPis
Outcome KPis-sometimes known
-sometimes known
as
as lagging indicators
lagging indicators-measure the
-measure the
output of past activity (e.g.,
output of past activity (e.g.,
revenues). They are often financial
revenues). They are often financial
in nature, but not always.
in nature, but not always.
Driver KPis
Driver KPis-sometimes known as
-sometimes known as
leading indicators
leading indicators or value
or value
drivers-measure activities that
drivers-measure activities that
have a significant impact on
have a significant impact on
outcome KPis (e.g., sales leads).
outcome KPis (e.g., sales leads).
Customer performance
Customer performance
Service Performance
Service Performance
Sales Operations
Sales Operations
Sales plan/forecast
Sales plan/forecast
Operational Areas:
Operational Areas:
1
1.
.
2
2.
.
3
3.
.
4
4.
.

28. BUSINESS
INTELLIGENCE
PERFORMANCE MEASUREMENT SYSTEMS
PERFORMANCE MEASUREMENT SYSTEMS
VS.
VS.
PERFORMANCE MANAGEMENT SYSTEMS
PERFORMANCE MANAGEMENT SYSTEMS
Any performance management system has a performance measurement system,
Any performance management system has a performance measurement system,
but not the other way around.
but not the other way around.

29. BUSINESS
INTELLIGENCE
BALANCED SCORECARDS
BALANCED SCORECARDS
From a high-level viewpoint, the balanced scorecard (BSC) is both a performance
From a high-level viewpoint, the balanced scorecard (BSC) is both a performance
measurement and a management methodology that helps translate an
measurement and a management methodology that helps translate an
organization's financial, customer, internal process, and learning and growth
organization's financial, customer, internal process, and learning and growth
objectives and targets
objectives and targets into a set of actionable initiatives
into a set of actionable initiatives
As a measurement methodology, BSC is designed to
As a measurement methodology, BSC is designed to overcome the limitations of
overcome the limitations of
systems that are financially focused
systems that are financially focused. It does this by translating an organization's
. It does this by translating an organization's
vision and strategy into a set of interrelated financial and nonfinancial objectives,
vision and strategy into a set of interrelated financial and nonfinancial objectives,
measures, targets, and initiatives
measures, targets, and initiatives

30. BUSINESS
INTELLIGENCE
BALANCED SCORECARDS
BALANCED SCORECARDS
Customer
Customer
Internal Business Process
Internal Business Process
Learning and Growth
Learning and Growth
Financial and Nonfinancial
Financial and Nonfinancial
Leading and Lagging
Leading and Lagging
Internal and external
Internal and external
Quantitative and Qualitative
Quantitative and Qualitative
Short Term and Long Term
Short Term and Long Term
Non-financial Objectives:
Non-financial Objectives:
1
1.
.
2
2.
.
3
3.
.
Indicators:
Indicators:
1
1.
.
2
2.
.
3
3.
.
4
4.
.
5
5.
.

31. BUSINESS
INTELLIGENCE
DASHBOARDS VS. SCORECARDS
DASHBOARDS VS. SCORECARDS
Executives, managers, and staff use scorecards to
Executives, managers, and staff use scorecards to monitor
monitor
strategic alignment and success with strategic objectives and
strategic alignment and success with strategic objectives and
targets
targets. As noted, the best-known example is the BSC.
. As noted, the best-known example is the BSC.
Dashboards
Dashboards are used at the
are used at the operational and tactical levels
operational and tactical levels.
.
Managers, supervisors, and operators use operational dashboards
Managers, supervisors, and operators use operational dashboards
to
to monitor detailed operational performance
monitor detailed operational performance on a weekly, daily,
on a weekly, daily,
or even hourly basis
or even hourly basis

32. BUSINESS
INTELLIGENCE
SIX SIGMA AS A PERFORMANCE
SIX SIGMA AS A PERFORMANCE
MEASUREMENT SYSTEM
MEASUREMENT SYSTEM
Six Sigma is a performance management methodology aimed at reducing
Six Sigma is a performance management methodology aimed at reducing
the number of defects in a business process to as close to zero defects per
the number of defects in a business process to as close to zero defects per
million opportunities (DPMO) as possible.
million opportunities (DPMO) as possible.
closed-loop business improvement model, and it encompasses the steps of
closed-loop business improvement model, and it encompasses the steps of
defining, measuring, analyzing, improving, and controlling a process.
defining, measuring, analyzing, improving, and controlling a process.
DMAIC Performance Improvement Model
DMAIC Performance Improvement Model
Define
Define
Measure
Measure
Analyze
Analyze
Improve
Improve
Control
Control
Steps:
Steps:
1
1.
.
2
2.
.
3
3.
.
4
4.
.
5
5.
.
For new processes, the model that is used is called
For new processes, the model that is used is called
DMADV
DMADV (define, measure, analyze, design, and verify).
(define, measure, analyze, design, and verify).

33. BUSINESS
INTELLIGENCE
BALANCED SCORECARD VS. SIX SIGMA
BALANCED SCORECARD VS. SIX SIGMA
T
The main difference is that BSC is
he main difference is that BSC is
focused on improving
focused on improving overall strategy
overall strategy,
,
whereas Six Sigma is focused on
whereas Six Sigma is focused on
improving
improving processes
processes.
.

34. BUSINESS
INTELLIGENCE
EFFECTIVE PERFORMANCE MANAGEMENT
EFFECTIVE PERFORMANCE MANAGEMENT
Measures should focus on
Measures should focus on key factors.
key factors.
Measures should be a
Measures should be a mix of past, present, and future.
mix of past, present, and future.
Measures should
Measures should balance the needs of shareholders, employees,
balance the needs of shareholders, employees,
partners, suppliers, and other stakeholders.
partners, suppliers, and other stakeholders.
Measures should
Measures should start at the top and flow down to the bottom.
start at the top and flow down to the bottom.
Measures need to have
Measures need to have targets
targets that are
that are based on research and reality
based on research and reality
rather than arbitrary.
rather than arbitrary.

35. BUSINESS
INTELLIGENCE
BUSINESS REPORTING, VISUAL ANALYTICS, AND
BUSINESS PERFORMANCE MANAGEMENT
THANK YOU!