Data

How Dashboards & Visualizations can drive resultoriented decision making
Saurabh Jain
December2009
CONFIDENTIAL: For limited circulation only

© 2009 MindTree Limited
© 2008 MindTree Li

Agenda

 Introduction
 Dashboard Best Practices
 MindTree Approach
 Metric Alignment
 Visualization Best Practices
 Design and Navigation

 Insights and Learnings





Common Mistakes vs. Best Practices
Approach to Performance Management
MindTree’s Approach
Success Factors



Dashboard

1.Visual
2.Monitor Performance
3.Drill down to lower level
4.Actionable
5.Diagnostic



Slide 3

Definition of a Dashboard
“Dashboards are much more
than pretty data
presentations. They are
powerful, flexible business
tools which allow for true
information democracy –
actively empowering business
users at all levels to make
better decisions every single
day.”
Hyperion White Paper

Visual elements of
performance
management system
both a process and a
tool

Few sets of indicators
represent central
performance areas

Dashboard
Focus on trends and
patterns to monitor
performance

Diagnostic means of
ascertaining what is
working well and
what needs attention

“It is a well-established management principle that you cannot manage
what you cannot measure. It is equally true, however, that you cannot
manage well what you cannot monitor. That is where enterprise
dashboards come in.”
Business Case for Enterprise Dashboards, Dashboard Execution



Slide 4

Application of Dashboards ( the three 3’s)

Strategy

Information

Management
Strategic
Dashboards
/ Scorecards

Analysis
Tactical/Interactive Dashboards

Monitoring
Operational/Static Dashboards

Graphical,
abstracted data with
graphs, charts

Summarized, dimensional
data with hierarchies, slice
and dice

Operational,
detailed data,
process centric
operational
reports

Data

Implementation

Sources: Wayne Eckerson 2005


Slide 5

How Dashboards Help

Static/ Operational
Dashboard
Monitoring
Analysis

Management

Interactive/Tactical
Dashboard

Strategic Dashboard

Dashboard

BI Portal + Dashboard

Scorecard

Standard/Canned
Reports

OLAP Analysis
Interactive reporting
Advanced Visualization
Scenario Modeling

Statistical Models
Planning Models

Typically Not
Available

Alerts
Workflow (Possibly)

Strategy Maps
Planning Models



Slide 6

ROI on Dashboards
• Reduction/Elimination of effort for consolidation of
disparate reports
• Reduction in time for coordinating and monitoring
complex processes

Cost
Savings

• Reduction in time wasted in reviewing and
assimilating overwhelming amounts of data and
reports
• Elimination of redundancies within organization in
processing similar data
• Reduction in effort for communicating progress and
enforcing compliance

Return
On
Investment

• Better decision making with more current and live
information

• Better business insight due to improved data visibility
through enhanced data visualization

Business
Benefits

• Proactive and timely decision making through alerts
and exception management
• Greater democratization of information empowering
frontline organization
• Improved interactions with external stakeholders
(customers, vendors) with transparent communication



Slide 7

How to Build a Dashboard
Best Practices


© MindTree Limited
© 20092008 MindTree Li

MindTree’s Approach

Design &
Navigation

Guided
Analytics (3
Analysis
Levels)
Dashboard
design
validation by
usability
specialist

Metric
Selection and
benchmarking
with Industry

Metrics
Balancing
(Right blend of
Lead and Lag
indicators)

MindTree’s
Performance
Management
Approach

Supply
Related
Analytical
context

Metrics
Association

“Right” Visual
Construct
Selection

Focus on
metrics
action-ability
(exceptions &
alerts)


Alignment

Context
Mapping with
Metadata &
Analysis notes


Visualization

Alignment - Right Metric
Key Learning from the story

1. Monitoring is important to directly controlling behavior
and indirectly to performance - the speedometer
reading impacts how hard or soft Tom pushes on the
accelerator

2. A few key measurements will go a long way toward
keeping a company on track towards achieving its
improvement objectives - like those on a speedometer
and fuel gauge.

Actionable
Common
Interpretation
Credible
Data
Transparent,
Simple
Calculation

3. Seemingly relevant, but cumbersome, measurements
are of little use, and are possibly a hindrance, in helping
to improve performance - like the Temp Gauge in the
car.

4. Picking the wrong measures and leaving out important

Perfect Metric

ones could lead to situation like losing market share or
having poor financial performance is - the way getting
speeding tickets and running out of fuel is an expensive
way to drive a car.



Slide 10

Alignment – Right Balance of Metric

•Leading Indicators
•Predictive
•Actionable

•Data Integrity Issues
•Subjective
•New eMetrics

•Lower-Level Metrics
•Small Audience

Value

•Lagging Indicators
•Corporate Metrics
•Reactive

Cost
• Financial Metrics Will Typically Be Quicker Hits
• Ops & Quality Measures Typically Take More Time & Money
• Predictive & Market Measures Can Be Game Changers



Slide 11

Alignment – Metric Association and Grouping

Subject/Role-Based
Dashboard

Functional Dashboard

Type

Description

User

Enterprise

Holistic view of the enterprise from consolidated data
across divisions and business segments

Senior Management

Divisional

Performance metrics for the division (E.g. Sales, HR,
Finance, Purchasing)

Divisional Heads,
Operational Managers

Process

Monitor business processes or widespread activities

Across multiple user
profiles

Application

Specific metrics defined for transactional applications
within which dashboard is embedded (E.g. Asset
management)

Users of the application

Type

Description

User

Vendor

Metrics relevant to vendor

Vendor

Customer

Outward facing dashboard with metrics relevant to
customer

Customer

Employee

Metrics relevant to employees

Employee

Reference: Shadan Malik - Enterprise Dashboards,


Slide 12

Visualization – Why it is Important
A Simple Example:
Your organization has grown leaps and bounds.
….The New York skyscrapers on the other hand would
register the point very well.

1984
1989
1994
2000
2001
2002

11
30
130
300
400
600

2003
2004
2005
2006
2007
2008

1100
2300
3900
6000
7800
9500

10000
9000
8000
# of Employees

You can use the below table to prove the point……

7000
6000
5000
4000

3000
2000

Obviously, the table above has little impact…..

1000
0
1984 1989 1994 2000 2001 2002 2003 2004 2005 2006 2007 2008

Year

Representing data with right visual construct meets the objectives
1.
2.

Makes it easy to comprehend data
Amplifies the impact
Reference: Vivek Singh – 14 tips to present awesome charts



Slide 13

Visualization - Which component to choose?



Visualization - Choosing the right construct
A bar graph
showing
shareholding
pattern of a
company

A pie chart
would have
been a better
choice

A pie chart however is not a good choice when comparing
the shareholding across multiple companies
Co 1

Co 2

Co 3

A bar graph showing trend on
sales and profitability…can it be
better?

A stacked chart would have served the purpose better

Yes! When it is more than 15
data points and a trend, a line
graph is more intuitive.

Co 1

Co 2


Co 3

Slide 15

Visualization – MindTree’s Best Practices Framework
 Selecting the right visual construct makes analysis faster, clearer
and more insightful

Determine Enterprise
Dashboard
Information
needs/KPIs

Segregate dashboard
information
needs/KPIs by
business processes
and user groups


Align KPIs with
industry best
practices


Derive Analysis
Scenarios (drill down
paths, related
reports, events, action
s)

Select the right visual
construct for
delivering insight

Design and Navigation - Essentials

Timeliness, Aesthetic
value, Mobility, Connectivity, Da
ta detail, Data
density, Interactivity, Collaborati
on

Structure can serve as a
navigational mechanism for the
user. It shows where to start, and
where to go next.

Form

Structure

Functionality

Design

Incorporate drill
downs, filters, comparisons, alert
s and the option to export or
print


Ensure compactness
modularity, gradual reveal, guide
attention, support casual use, lead
to action & be customizable


Slide 17

Design and Navigation – A good example

Form

FunctionalityAdvance
Features

Design
Principle

Structure



Slide 18

Design and Navigation - Key Elements

Dashboard
ASIA

Quick Location
Navigation

Metrics
Navigation
Crisp Line
ofSight

Standardized
Home Pages

One Click
Drill Downs

Drill Downs

Automatic
“Alerts”
E-Mail
Notification



Slide 19

Common Mistakes vs. Best Practices
Mistake

Best Practice

Pushing too many reports

Templates refreshed on demand

Focus on 1st generation data

Focus on high value data

Hard-code paths to shallow answers

Free-form Drills, Sorts and Queries to Deep Data

Focus on pretty pictures

Focus on Visuals That Quickly Tell An Important Story

Limiting the data model

Wide, Deep and Fully-Integrated Data Models



Slide 21

Approach to Performance Management
Change Management Intensive

Step 4
Technology Intensive

Step 3
Step 2

Step 1
Build Enterprise
Data Warehouse

Resolve the integration
challenge by providing
a central consolidated
repository
Automate critical
functional & cross
functional report
Provide analytical
reports for information
driven insight

Identify the right
measurement /
management
methodology (e.g.
Balanced
Scorecard)
Identify clearly the
goals and objectives of
the enterprise
Identify Management
framework best suited
for the organization
Identify and formulate
KPI lineage, metric
definition and strategy
maps in alignment with
the management
methodology and the
top line Vision and
Strategy

Identify and
Implement the
right
Performance
Management
Platform
Leverage on
consolidated, cleansed and
validated data from EDW
to build a performance
management system
Implement the
management
framework, KPI
lineage, strategy maps
and plans identified at
enterprise and function
level

Carry out a
successful change
project to align
users to the new
EPM framework
Manage organizational
change for new
management initiative
building a performance
accountable organization
Train users empowering
them with the tools to help
them manage their
execution towards the
companies goals and
objectives

Build scorecards and
management cockpits
enabling business
modeling, what-if analysis
etc.


Slide 22

Therefore … MindTree’s 2-Staged Approach

Strategy
Framework

“Consulting” Intensive
Metrics Rationalization
Best practice metrics
Alignment of roles
Tying metrics to action
Change Management

(EVA / BSC / ABC)

Stage 2: Bolt EPM
Platform on EDW

“Plumbing” Intensive
Data Integration
Data quality
Performance
Scalability
Large volume handling

Stage 1: Build Enterprise Data Warehouse

Transactional Systems



Page 23

13 Key Success Factors
 Executive sponsorship (Budget)
 Give the project a brand name
 Deploy incremental projects with a strategic approach – No Big Bang
 Start in the highest value areas of the organization
 Alignment of metrics to the top line strategy & consistency in metric definition

 5-7 indicators on a dashboard is optimal
 Should be part of a comprehensive BI strategy
 Adopt a single integrated solution with shared, central database
 Attractive presentation with meaningful content
 Start simple and leverage existing investments
 Drive traffic to the solution (HR Benefits)
 Over-estimate your data integration needs
 Leverage the solution to provide external access to your information



Page 24

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