Enterprise level concerns about the possible risks regarding information technology systems, projects and initiatives are covered nicely by this IT risk management dashboard. 

This IT Risk Management Dashboard contains sections for metrics involving Technology Risk, Security Risk, Outsourcing Risk, Risk by Organization, Risk by Type and Major Investments and Project. The executive dashboard shown is the Technology Risk Dashboard. Metrics include IT Outsourcing Expenditure Tracking (Budget, Forecasts, Actual), Server Availability, Client Outages, Current Alarms, and Transaction Failures by System versus Gross Revenue.

So what or who is The Dashboard Spy? As his about page states, The Dashboard Spy is just a guy interested in the design of enterprise dashboards. He could not find any executive dashboard design source books (or even screenshots of real business dashboards) and so set about creating his own. Finally convinced to post his extensive collection of dashboard screenshots online, he was amazed to find how popular it has become. If you have a nice screenshot of a digital dashboard, balanced scorecard, or any business intelligence graphic to share, please send an email to info _at_ dashboardspy.com. Also check out The Dashboard Spy’s favorite books on business dashboards.

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Some projects, such as construction and other site-specific projects, really benefit from an approach to enterprise dashboards that incorporate live video views. Here is a product from oxblue.com that uses webcams effectively to help the enterprise dashboard user both navigate between and monitor projects.

We start off with an overall dashboard that provides a tiled view of various construction projects. The individual projects can be accessed via left side menu navigation or by simply clicking on the photo thumbnail.

This second page of the enterprise dashboard application is annotated with usage notes:

Note: Hey, Dashboard Spies!: Do you know how smart you are getting by reading The Dashboard Spy? From pig production to airplane crew size optimization to monitoring construction projects, we’ve examined enterprise dashboards from all types of business divisions. Let’s keep those enterprise dashboard screenshots coming. PS: If you are on an enterprise dashboard project, do yourself a favor and take a look at Enterprise Dashboards: Design and Best Practices for IT, the only book on actually implementing enterprise dashboards.

Dashboard Topic: Human Capital Dashboards, HR Financials Dashboard

Here is an excellent enterprise dashboard-style depiction of key HR financials data. These financial dashboards draw upon consolidated payroll data and other key financial metrics to present an “at-a-glance” summary of payroll data rolled up as corporate financial health metrics.

The first financial dashboard is titled “Workforce Cost Dashboard” and features the following KPIs:

Revenue per Employee, Profit per Employee, Total Workforce Cost, Value Added Per Employee, Human Capital ROI.

The second dashboard is called “Compensation and Benefits, Tax and Social Security Dashboard” and features metrics such as productivity metrics, pension benefits per employee and expatriot costs.

Related Post: Have you seen this Human Capital Dashboard?

Tags: HR Financials Dashboard, Human capital, Human Resources metrics, Human Capital dashboard, Benefits Management Dashboards

>>>Update for Dashboard Spy readers: Ok you excel power user, financial analyst types out there in the Dashboard Spy readership – here is some hot news for you. This book just came out: Performance Dashboards and Analysis for Value Creation (Wiley Finance). I’ll be checking it out, but it looks like a real practioner’s read. The author proposes a methodology for increasing value called the Value Performance Framework. There is a companion CD with Excel models and sample performance dashboards.>>>>

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A Dashboard Spy reader sent me these two performance project management screenshots. Although it’s not apparent from these screenshots, the focus of the system is to tie corporate performance metrics to improvement projects involving those metrics. The intent is to identify which metrics have no associated improvement projects and that prevents wasting resources on orphaned projects that are not related to a specific corporate metric.

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Put six sigma to work in business to business sales. That’s the message in this great article on using six sigma enterprise dashboard metrics to uncover the best ways to build,  maintain and grow relationships with customers.

Here are some great quotes and diagrams from the article:

Focus on What Customers Value in the Buying Process

Six Sigma can have a direct impact on sales results if a company is disciplined in keeping the focus on what customers value in the buying process. This is not about product attributes, customer service or sales support – although data will probably be uncovered that will lead to improvement opportunities in these and other areas. What it is about is the needs of buyers when making a major purchase decision.

Here is how the standard Six Sigma DMAIC roadmap can be used to strengthen the relationships between salespeople and customers.

Define: What Does Sales Expect to Gain?

The challenge in the Define phase is to convince the sales organization that this is a way for them to improve their relationships with key customers and prospects by gathering unique insights into how buying decisions are made.

Measure: A Loyalty Baseline

Gathering data in a way that allows the team to draw conclusions and act on them is critical. Conducting short interviews with buyers and prospects is a good way to understand their critical-to-quality attributes (CTQs) relative to the buying process. This data can be collected fairly quickly but does require up-front planning and expertise in survey design. Many companies use an objective third party to conduct the interviews. Customer loyalty extends beyond satisfaction, and directly impacts business results. The customer who values the product or service will continue to buy and will promote it to others.

Analyze: What Do Customers Value?

Analyzing qualitative data is different from reviewing Pareto charts, statistical print-outs and customer survey results. Time should be allowed for the project team to absorb the data and engage in testing different hypotheses. There are three steps in analyzing the data.

Identify key themes. Engage a team of salespeople and other stakeholders in reviewing the feedback from the interviews. Make it easier for them to interpret the findings by organizing it around key themes and contrasting the responses from customers to those of salespeople. Be sure to support the key themes with specific examples so the flavor of the comments are retained and the findings resonate with members of the sales team. The graphs in Figure 2 illustrate how one company used interviews with customers and sales representatives and a short survey to identify opportunities for improvement and measure alignment.

Improve: How Should the Company Sell Differently?

Once it has determined how salespeople deliver value to customers, the project team can develop a focused action plan. Common actions include:

• Changes in pricing strategy: A uniform pricing strategy may not meet the needs of all customers.
• More involvement in product delivery: Salespeople may need to work actively to stay close to the customer once the deal has been closed.
• Training to improve consulting skills: Need may be found for training/development of the sales force.
• Reorganization of the sales function: Internal barriers need to be removed so that the company can more effectively serve customers.
• Cross-functional process reengineering: Customers may be frustrated by the way in which the company integrates sales/credit/distribution, etc.
• Sales rewards/incentives: The company may need to change its sales incentive scheme to promote strong relationships.
• Revised value proposition: Customers can recommend fundamental changes in how the company positions and markets its product.
• Specific actions to support one major customer: There may be specific issues with one large customer that merit deeper investigation and action planning.

Control: Measuring to Sustain Improvements

Improve is the exhilarating phase – changes are implemented and results begin to be seen. To sustain the momentum, there needs to be a process in place to capture and track data on an ongoing basis. “You need to track data from lead generation to close,” said GE’s Moreland. That can mean going beyond the standard sales measures that capture activity but do not necessarily link to revenue growth. Some sample measures are listed in Table 2.

A simple dashboard can keep the CTQ’s in front of both company leaders and members of the sales force. These key measures should be communicated regularly on a quarterly or monthly basis.

Be sure to read this great article on six sigma sales metrics for enterprise dashboards.

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In conjunction with one of their clients, service level managment software company Nimsoft, created this enterprise dashboard to visually depict the sla and health statuses of an enterprise’s services and systems. Performance metrics are tracked via red/green/yellow indicators, chart metrics and on a map of the US. This enterprise dashboard displays network status across a geographic region. A complete listing of networked technologies and services is shown with status indicators (on the left), and to aid in correlating degrading services to a geographic region a national map is included to the right. Notice the response time indicators (listed lowest-left in the dashboard) showing network latency between locations.

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