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Week 4 - Data Dashboard
- 1. Putting Your Data to Work for Student Success Week Four: The Data Dashboard 09.29.10 – 10.06.10
- 2. Learning Objectives Create a customized data dashboard with measurements aligned to your district's vision and strategic goals.
- 3. What is a Data Dashboard A dashboard is a tool that displays a set of metrics, key performance indicators (KPIs), and any other relevant information to a end user. Dashboard data is often displayed in real-time after retrieval from one or more data sources. Dashboards are interactive, allowing a user to drill into particular aspects of the display or switch between different views of the data.
- 4. The Role of A Data Dashboard Determining the purpose of the data dashboard: Strategic Analytic Operational
- 5. Metrics & Key Performance Indicators Metrics and KPIs are the building blocks of many dashboard visualizations; as they are the most effective means of alerting users as to where they are in relationship to their objectives. Metrics When we use the term metric we are referring to a direct numerical measure that represents a piece of business data in the relationship of one or more dimensions. Key Performance Indicators (KPI) A KPI is simply a metric that is tied to a target. Most often a KPI represents how far a metric is above or below a pre-determined target.
- 6. More Key Terms. . . A measure is a quantification of something you can observe A performance measure is a type of measure that quantifies an important result, that impacts a business’ or organization's success. A target or benchmark is not a goal or a performance measure but rather a value that represents a level at which you want performance to be.
- 7. What Information Do You Want to See? Questions to ask: If you had to pick your top 10 metrics, what would they be? How do these business metrics enable you to make informed decisions? How frequently do you need this data to be updated? Will we be using these dashboards?
- 8. How Would You Like It. . . Look and Feel Gauges and bullet charts (with targets identified) can be a good way of identifying how well the district is performing against set targets Bar charts are a good way to identify overall performance compare individual performance Stacked bar charts and pie graphs let the district compare different measures against one another.
- 9. 11 Key Performance Indicator Insights Insight 1: Only measure what you’re going to do something about Insight 2: Measure drivers, not just outcomes. Insight 3: Measure not what you can control, but what you can influence. Insight 4: Measures impervious to change are useless. Insight 5: Use data and not opinion to determine causality. Insight 6: Measuring performance is not a tool, it’s a way of life. Insight 7: Performance measurement requires humility and transparency to work.
Notas del editor
- The greatest management thought-leaders in the world insist that measuring the performance of your business or organisation is essential to its succeeding. There are no qualms about that. If you want to improve the performance of your business (or anything), you must measure performance.Fewer and fewer managers are struggling with this premise, that you have to measure performance to manage it. But what they do struggle with is how to do measurement properly. These eleven insights will guide you to improve how you do go about measuring performance.Insight 1: Only measure what you’re going to do something about.Don’t measure just because you can, just because you always have, just because you’ve got the data, just because someone says to. Measure only the results you are going to give your time to improving, by “working on the business, not just in it”.Insight 2: Measure drivers, not just outcomes.It’s great to know how profitable your business is, or how well you’ve kept to budget, or how happy your customers are. It’s at least as important to know also what operational results have the most influence over these outcomes. It’s those drivers that you can do something about, to get the outcomes you want. You can’t influence outcomes directly. So find the drivers, and measure them too.Insight 3: Measure not what you can control, but what you can influence.No-one really has control over anything other than their thoughts. We do have a lot of control over what we do, but even extraneous factors can limit that control too. If we only measured what we could control, we’d be measuring useless things. So expand your thinking to what you can influence, and you’ll find yourself measuring much more meaningful results. Remember, your target doesn’t have to be 100%.Insight 4: Measures impervious to change are useless.Why do call centres continue to measure the number of calls received? It’s not a performance measure – it doesn’t measure how well the call centre is performing. It just tells them how many calls they’re getting. And even if they could change this number in some way, what kind of change would reflect an improvement anyway? Measure only the results you know you can (and should) change for the better.Insight 9: Use data and not opinion to determine causality.Sitting around the meeting room table to discuss an increase in error rates (or cycle time or costs or whatever), everyone’s got an opinion about why. We’re so quick to find solutions that we often forget to define the problem properly. A proper cause-effect analysis has to involve scoping potential causes and using data to determine which are the most influential causes.Insight 10: Measuring performance is not a tool, it’s a way of life.If you’ve been interested in performance measurement for more than a few months, you’ve probably already discovered that it’s not all about numbers and data. Mostly it’s about culture, a culture of results-orientation, feedback, learning and continuous improvement. It’s not enough to learn the tools and steps of performance measurement, you need to live the philosophy.Insight 11: Performance measurement requires humility and transparency to work.Ego, fear, arrogance, carelessness and sloppy thinking lead to performance measurement attempts that fail because bad results are swept under the rug, data is manipulated, only good results are measured, and any kind of objective evidence is ignored in favour of intuition and experience. Those who are humble will learn from the valuable feedback measures offer, and those who aren’t afraid of transparent feedback will turn their performance measures into performance improvement.