Data Driven Decision Making: An Essential Tool for These Critical Times

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Steve Gillard NAADA Conference June 16, 2009. Data Driven Decision Making: An Essential Tool for These Critical Times. 1. Main Themes. How to demonstrate alignment with strategy Where we have been where are we going A framework for driving informed decisions
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Steve Gillard NAADA ConferenceJune 16, 2009Data Driven Decision Making: An Essential Tool for These Critical Times1Main Themes
  • How to demonstrate alignment with strategy
  • Where we have been where are we going
  • A framework for driving informed decisions
  • Building capacity to use and manage data
  • How to address the need for information
  • Integrating data with decision making
  • 2Key Take Aways
  • A framework for data driven decision making
  • A model for addressing data needs and the capacity to make it real
  • An outline for a data plan with action steps
  • Useful tools and approaches
  • Resources to share and leverage
  • 3Data Driven Decision Making (DDDM)What it is and what it does
  • Using data to inform or support decisions
  • Having the right data in the right format at the right time for the right purpose
  • Enables a learning organization
  • Is a key element of transparency and accountability
  • Helps remove barriers to organizational change
  • 4Guiding Questions
  • What is meant by a culture that supports data-driven decision making (DDDM)?
  • What things need to exist that promote the effective use of data?
  • What barriers exist to building and sustaining a DDDM culture?
  • What are some measureable benefits of DDDM?
  • Adapted from CoSN Annual Conference, March 10-12, 20095Decision Making Model by Rich Howard6Metrics and Management Framework7Key Performance IndicatorsInstructional KPI Example9Integrated Data Example10Integrated Data Example11Dashboard Example12Dashboard ExampleSource: Performance Management Scorecards and Dashboards for IT Operations Data, Rex Parker Microsoft 200813Dashboard ExampleSource: Microsoft BI project 200814Operational vs Strategic
  • Most data at the U of MN originates in transactional systems (generally PeopleSoft)
  • Operational and strategic decisions, however, require the data to be in different forms and follow different rules
  • Operational Questions
  • What’s happening right now
  • What action needs to be taken
  • Choices generally pre-determined and “triggered” by data
  • Interest is usually in individual cases and current values
  • The closer to “real time” the better
  • 16Strategic Questions
  • What is the trend?
  • What plans should we make?
  • Choices generally open for discussion and debate
  • Interest is generally in aggregates and trends
  • Data needs to remain unchanged over time
  • 17Beyond List Reporting
  • What if analysis
  • Forecasting
  • Statistical analysis
  • Predictive modeling
  • Alerts and triggers
  • Dashboards and scorecards
  • Actionable insight
  • 18Define the decision to be made or question to be answeredIdentify data requirements and availabilityGather, format and consolidate dataAnalyze to generate conclusionsTake appropriate actionsTranslating data into action19Building Capacity Enabling Data Driven Decision Making
  • Engaged, supportive leadership
  • Effective staffing
  • Training and professional development
  • Common language
  • Collaborative environment
  • Modest IT infrastructure
  • 2021Reporting and Analytics(where we have been where we are going)Audience and ComplexityAnalysis and recommendations for a specialized audienceComplexityBasic facts for a general audienceUserBase23ApplicationsSISAssessmentFinanceInstructionComponents of a Data Based Decision Making SystemReporting and Analysis ServicesTurning data into useful informationSchool Interoperability Framework & IMSDisseminationSharing data with the community (ie: report cards)Data WarehouseReportsState and Federal ReportingMeeting reporting complianceTrainingLearning how to use data to make informed decisions.Personalized InstructionSource: US Department of Education, 2003.Example of Data, Reporting and Analysis ArchitectureSource: Technical Evaluation of Business Intelligence-Envisioning the Future White Paper, Knowledge Integrity, Inc 200825Our Integrated BI OfferingDELIVERYCOLLABORATIONCONTENT MANAGEMENTSharePoint ServerSEARCHReportsDashboardsExcel WorkbooksAnalyticViewsScorecardsPlansEND USER TOOLS & PERFORMANCE MANAGEMENT APPSExcelPerformancePoint ServerBI PLATFORMSQL Server Reporting ServicesSQL Server Analysis ServicesSQL Server DBMSSQL Server Integration ServicesMind Mapping“A mind map is a diagram used to represent words, ideas, tasks, or other items linked to and arranged around a central key word or idea. Mind maps are used to generate, visualize, structure, and classify ideas, and as an aid in study, organization, problem solving, decision making, and writing.”Source: http://en.wikipedia.org/wiki/Mind_Mapping27Mind mappingCustomer Service28Mind mappingAttacking Problems29Mind Mapping ActivityOutline key elements or components of effective data driven decision making
  • Identify key elements and how they link
  • Feeds your data plan
  • Work independently or in groups
  • Source: http://en.wikipedia.org/wiki/Mind_Mapping3031Guiding Principles for Implementation (from PEL)
  • Strategic Communication
  • Collaboration
  • Staff Development
  • Transparency
  • Criteria for Decision Making
  • Reflection and Feedback
  • 32Source: Implementing Administrative Metrics, June, 30, 2008, PEL 2008 cohortA Framework for SuccessSource: Implementing Administrative Metrics, June, 30, 2008, PEL 2008 cohort33Collaborative Organizational StructureSource: Implementing Administrative Metrics, June, 30, 2008, PEL 2008 cohort34Embed in Existing Management ProcessesSource: Implementing Administrative Metrics, June, 30, 2008, PEL 2008 cohort35363738Critical Factors for Successful Implementation39Alignment
  • Being more strategic in initiatives and foster greater “alignment”
  • Alignment means having a stronger connection between the purposes and functions of units and initiatives and the strategic goals of the organization
  • Funding is directed toward initiatives that promise progress on strategic goals
  • 4041Logic of a Strategic Management System Utilizing Balanced ScorecardStrategic Altitude30,000ValuesMissionVision25,000Strategic perspectivesStrategic themes and resultsOBJECTIVES15,000Strategy mapPerformance measures & targetsStrategic initiativesGroundOrg Assessment(SWOT, Those We Serve)What we stand for / our code of conductWho we are / why we exist / key features of our organizationEmotionally inspiring picture of future success for our organizationLenses to ensure balance of our effortsMain areas of focus to best serve “Those We Serve”Strategic effort areas to achieve success / get resultsMap of how objectives will achievesuccess (organized into perspectives)How we will know if we areachieving desired resultsSpecific projects that contribute to desired results42The Strategy Map and the Balanced Scorecard bridged the strategy implementation gap. They link leadership at the top to management of initiatives, process improvements and employees’ everyday actions.STRATEGIC OUTCOMESSatisfiedSHAREHOLDERSDelighted CUSTOMERSEfficient and EffectivePROCESSESMotivated & PreparedWORKFORCEMISSIONWhy we existVALUESWhat’s important to usVISIONWhat we want to beSTRATEGYOur game planSTRATEGY MAPDefine & communicate priorities and focusBALANCED SCORECARDMeasure performance against prioritiesINITIATIVE and PLANNING PROCESSManage actions and resources to drive changeEMPOWERMENT / PERSONAL OBJECTIVESMotivate employees43A commitment to excellence 44Exceptional Students
  • Strategic Objectives:
  • Make the University of Minnesota a destination of choice for diverse students who reflect the diversity of our community and world, and are sought after because of their unique talents, skills and experiences
  • Educate and support all of our students to assume positions of leadership in the community, state, nation and the world
  • Provide our students with the most advanced, sophisticated, and comprehensive technology tools to enhance their learning experience
  • Globalize our students’ experience, recruit students from around the world and provide an education to prepare students to become global citizens and leaders
  • Strategic Result:Recruit, educate, challenge, and graduate outstanding students who become highly motivated lifelong learners, leaders, and global citizens45Exceptional Faculty and StaffStrategic Result:Recruit, mentor, reward, and retain world-class faculty and staff who are innovative, energetic, and dedicated to the highest standards of excellence
  • Strategic Objectives:
  • Recruit identify, support and reward stars on the rise
  • Create a robust culture of collaboration that encourages and rewards boldness, imagination, and innovation.
  • Hire, develop and place diverse faculty and staff in positions which match their skills and abilities with organizational needs
  • Strengthen the performance evaluation and reward systems to fully engage, motivate and challenge faculty and staff
  • Significantly increase the number of faculty receiving awards of distinction
  • 46Exceptional Organization
  • Strategic Objectives:
  • Adopt best practices and embrace enterprise standard business practices processes and technology to achieve efficient, effective and productive operations
  • Promote nimble decision-making using data, information, research and analysis
  • Achieve a shared services administrative structure
  • Align resources to support strategic priorities
  • Commit to service and results that are best among peers
  • Strategic Result:Be responsible stewards of resources, focused on service, driven by performance, and known as best among our peers47Exceptional Innovation
  • Strategic Objectives:
  • Foster an environment of creativity that encourages evolution of dynamic fields of inquiry
  • Invest in strong core disciplines while supporting cross disciplinary, collaborative inquiry
  • Fully leverage our academic, research and community partnerships and alliances to provide leadership in a global context
  • Develop innovative strategies to accelerate the efficient and effective transfer and utilization of knowledge for the public good
  • Strategic Result:Inspire exploration of new ideas and breakthrough discoveries that address the critical problems and needs of the University, state, nation, and world48Organizational Alignment ExampleOffice of Information Technology (1st)49Organizational Alignment ExampleOffice of Information Technology (2nd)50Organizational Alignment ExampleOffice of Information Technology (3rd)51Organizational Alignment ExampleOffice of Information Technology (4th)52Organizational Alignment ExampleOffice of Information Technology (5th)53Perspectives for BalanceObjectives Should Be Balanced Among Four Perspectives(1) The People We ServeHow can we best meet the needs/wants of “Those We Serve”?Externally facing / Outputs(2) Organizational Resource ProductivityHow can we maximize the efficiency and effectiveness of our resources?(3) Mission Driven ProcessesHow can we improve the way we do our work to increase productivity or improve service?Internally facing / Inputs(4) People and CapacityHow can we engage our employees and increase our capacities (IT, etc.) in order to prepare our organization to achieve excellence?54Relationships Ensure Comprehensive Maps
  • Objectives in perspectives should show a cause-effect relationship
  • Reading top to bottom, answers the question: “What do we have to do (objective) to achieve this desired result (objective)?
  • Reading bottom to top, answers the question: “If we do this (objective), then we can achieve that (objective)
  • Arrows are utilized to show the inter-relationship between objectives
  • Note: the University will use different “perspective” names and order!55Barriers to Effectively Using Data for Decision Making
  • Trust of the data
  • Resources
  • Communications
  • Training
  • Time
  • 56Major Barriers for Using Data for Decision Making
  • Lack of training: 50%
  • Interoperability—systems that are unable to share or exchange data: 42%
  • Lack of understanding of what to do with the data: 39%
  • Absence of clear priorities on what data should be collected: 36%
  • Failure to collect data in a uniform manner: 35%
  • Outdated technology/legacy systems: 31%
  • Low quality data – inaccurate or incomplete: 24%
  • Timing of data collection: 24%
  • User interface is too complicated to understand reports: 22%
  • Source: A survey conducted by Grunwald & Associates on behalf of CoSN in 200457Developing a Data Plan of Action58Tools to Leverage
  • Before and after
  • Mind mapping
  • Critical factors for success
  • Force field analysis
  • SWOT
  • Threat / opportunity matrix
  • Stakeholder map
  • 59Force Field AnalysisSource: http://accel-team.com/techniques/force_field_analysis.html60Threat / Opportunity MatrixThreat: What is the impact of not adopting DDDM in our group or college?Opportunity: Identify the opportunities for adopting DDDMOpportunityThreatShort TermLong Term61Balanced ScorecardSource: http://images.google.com/62Baldrige National AwardSource: Baldrige National Quality Program 2009-201063The Big Picture6465Six Sigma Basic Steps
  • Define – What is the problem
  • Measure – Acquire data
  • Analyze – Analyze data and determine what the data
  • Improve – Incorporate process improvements
  • Control – Continue to monitor progress and adjust
  • Opportunity StatementProject BenefitsElements of a Project Charter Project ScopeGoal Statement(s)Project PlanTeam Selection66Books of Interest Include
  • Competing on Analytics by Davenport and Harris
  • Five Key Principles of Corporate Performance Management by Paladino
  • Business Intelligence Competency Centers by Miller, Brautigam and Gerlach
  • Transforming Performance Measurement by Spitzer
  • The Profit Impact of Business Intelligence by Williams and Williams
  • 67Books of Interest Include(Continued)
  • Key Performance Indicators by Parwmenter
  • Collapse of Distinction by McKain
  • Advancing Campus Efficiencies by Johnstone
  • Moneyball by Lewis
  • People, Processes and Managing Data by McLaughlin and Howard
  • 68
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