Business Dashboards: A Visual Catalog for Design and by Nils H. Rasmussen, Manish Bansal, Claire Y. Chen

By Nils H. Rasmussen, Manish Bansal, Claire Y. Chen

Concentrating on designing the appropriate dashboards to be used in a firm, this well timed, complete colour publication finds the best way to effectively set up dashboards via construction the optimum software program structure and dashboard layout. additionally, it describes the price of this renowned know-how to a enterprise and the way it may have an important effect on functionality development. a different choice of greater than a hundred and twenty dashboard pictures are geared up via classification. one of many chapters offers a step by step description of the main functionality indicator (KPIs) layout strategy. one of many appendices includes greater than 1,000 examples of KPIs to aid layout the content material of dashboards. The e-book additionally describes the entire steps in a dashboard implementation and provides similar suggestion.

Nils Rasmussen (West Hollywood, CA) is cofounder and critical of Solver, Inc. Claire Y. Chen (Long seashore, CA) is a Senior enterprise Intelligence Architect at Solver, Inc. Manish Bansal (Irvine, CA) is vice chairman of revenues at Solver, Inc.

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Extra info for Business Dashboards: A Visual Catalog for Design and Deployment

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Decide on Dashboard Categories and Prioritize As discussed in Chapter 3, dashboards can be divided into three general categories: strategic, tactical, and operational. Of course, what defines a dashboard are the measures it contains. In addition, the mandate from the managers who proposed the dashboard project should in most cases indicate the type of measures that should be included. If not, this is the last chance to get agreement on the project’s objectives before the work starts. Decide which dashboard category is the most important, whether there will be several dashboards, and in which order they should be designed.

If you are implementing balanced scorecard as part of the dashboard process, this requires a well-defined set of cascading scorecards to which key performance indicators (KPIs) are related. Detailed KPIs eventually roll up into KPIs at the executive scorecard level. It can be a lengthy process to define all these KPIs, and oftentimes organizations rely on specially trained consultants to prepare all the KPIs on paper so they can be handed off in a formal document to the software implementation team.

SCENARIO WALKTHROUGH In this case we assume that all executives and senior managers have access to all information, meaning all the dashboards and analytical tools. This access can certainly be restricted in almost every application, based on users’ rights, and is governed by security control (more details on this can be found in Appendix D). When executives and managers are reviewing the dashboards, one of the first dashboards senior executives at AW look at is the corporate dashboard. AW follows the balanced scorecard methodology; hence its dashboard is structured in that fashion.

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