How to Get Data From a Systems Data

Performance dashboards are HOW we analyse and interpret our business intelligence team performance (goals/outcome data) for performance management purposes, not WHAT data (exposures/outcomes/data) needs to be studied for the purposes of performance management.

HOW can we get the business intelligence team data into the presentation (reporting, etc) and which reports do we need?

We can very easily get performance data from our organisation's financial systems which can be the collecting of emails from our accounting system, assuming we have one. However, if we want to have truly comprehensive performance dashboards, and measure it and make the information useful to our people, then we need to get data from our systems.

How to get data from a system's data source?

A systems data source is defined as the collection of documents, systems and processes that provides business intelligence (BI) information which is representative and timely for the purpose of the organisation. We can get this data using different sources. In some organisations, the finance department produced "Reports'' from the accounting system. The information extracted from this business intelligence team report may have been collected from and manipulated by the finance department personnel. In other organisations the finance department may simply have collected emails from the operations system (whereas, e-mails are represented results). A more advanced organisation uses financial ratios and key performance indicators as the method to understand the business running.

Which systems data sources can provide the data necessary for performance dashboards and reporting?

• The financial statements of the organisation

• Data collected from annual reports, budgets, and periodic information, such as new emails.

The key output of these sources of data is always reliable business intelligence team information, if the data is captured and managed correctly. There is a clear path between the people using the data and business intelligence insights, which is good news for business leaders.

This approach can also provide the data necessary for performance dashboards, so the data can be analysed by different means, where the output can be:

1. Average % - While average don't show enough granularity to have quality as the basis for data integrity (two key data authenticates are the measures Gallup offers for "average"), an average can provide good granularity for change.

2. Standardised - We can get business intelligence team graphics that display the information in a more "standard way", such as as charts and graphs (or just take your own tricks from a variety of websites).

3. Graphical - Analytics is the "art" of displaying the data. The results of these analyses and manipulations (results that didn't begin with financial modelling, but changed organically and/or manipulations can be fed back into the rest of the company, facilitating the growth and sustainability of the organisation.

In conclusion, to get data (Metro controversial Str's product as a solution for these problems), senior leaders must decide which task (getting raw data from systems) more adequately serves the mission, and then get the business intelligence team data from that task, while providing the accurate and comparative information needed for the next stage of the analysis (Bottome's pearls on the realities of business intelligence).