If the CIO approaches the dashboard as a demonstration project and builds it based upon the interests of his/her leadership team, it can become a foundation for the distribution of information that is otherwise disjointed and not effectively managed. As an example, I receive a report from a colleague as an attachment to an e-mail. The report is distributed on a periodic basis. I respond to the e-mail and tell them this information should be distributed through the dashboard and an alert posted when the report is updated. This puts the report in a single place which is available to all and as a plus reduces storage costs.

As the value of the CIO’s dashboard evolves, the basic information management principles it represents can be demonstrated to other C-level executives and some may choose to create their own CFO, CMO, etc… dashboard. Eventually the CEO and COO might see the value of the concept and want to create a companywide dashboard.

One final point, I agree that a dashboard tool should not drive the process of creating a dashboard, but a tool that makes it easy to collect, post, and alert people that the information is available should be considered. It should also be easy to upgrade the tool set as the use of the dashboard evolves. One measure of the success of the dashboard, over time, is that none of the information I receive comes to me through e-mails but is distributed and managed within my dashboard.

Bill
Asuret, Inc.

If the CIO approaches the dashboard as a demonstration project and builds it based upon the interests of his/her leadership team, it can become a foundation for the distribution of information that is otherwise disjointed and not effectively managed. As an example, I receive a report from a colleague as an attachment to an e-mail. The report is distributed on a periodic basis. I respond to the e-mail and tell them this information should be distributed through the dashboard and an alert posted when the report is updated. This puts the report in a single place which is available to all and as a plus reduces storage costs.

As the value of the CIO’s dashboard evolves, the basic information management principles it represents can be demonstrated to other C-level executives and some may choose to create their own CFO, CMO, etc… dashboard. Eventually the CEO and COO might see the value of the concept and want to create a companywide dashboard.

One final point, I agree that a dashboard tool should not drive the process of creating a dashboard, but a tool that makes it easy to collect, post, and alert people that the information is available should be considered. It should also be easy to upgrade the tool set as the use of the dashboard evolves. One measure of the success of the dashboard, over time, is that none of the information I receive comes to me through e-mails but is distributed and managed within my dashboard.

Bill
Asuret, Inc.

So… a driver will pay more attention to the tactile feedback obtained via the steering wheel, and the sound of the engine (or the rev counter), reacting quickly to the need to steer or change gear, than they will to the fuel gauge or odometer. They’d better!

Similarly, some management measures warrant immediate reaction and a decision. The information provided by some others can be considered in a more leisurely fashion. Hence, a project reporting Status=RED should stimulate an immediate change of behaviour. Etc.

Arguably, decisions should be made only on the basis of quantitative information… hard evidence. If people present opinions as the basis for decision-making, they should be sent off to gather more data, and to make a fact-based business case. They will need to be taught to do this.

I suspect many folk will be surprised at the number of initiatives that will never see the light of day if such a rational approach is adopted. And that prevents waste, saves money, and makes for a more effective use of resources all round, critical in today’s financial climate.

Best regards,
Grant (PG) Rule
MD, Software Measurement Services

So… a driver will pay more attention to the tactile feedback obtained via the steering wheel, and the sound of the engine (or the rev counter), reacting quickly to the need to steer or change gear, than they will to the fuel gauge or odometer. They’d better!

Similarly, some management measures warrant immediate reaction and a decision. The information provided by some others can be considered in a more leisurely fashion. Hence, a project reporting Status=RED should stimulate an immediate change of behaviour. Etc.

Arguably, decisions should be made only on the basis of quantitative information… hard evidence. If people present opinions as the basis for decision-making, they should be sent off to gather more data, and to make a fact-based business case. They will need to be taught to do this.

I suspect many folk will be surprised at the number of initiatives that will never see the light of day if such a rational approach is adopted. And that prevents waste, saves money, and makes for a more effective use of resources all round, critical in today’s financial climate.

Best regards,
Grant (PG) Rule
MD, Software Measurement Services