Tennessee Board of Regents "Open" Business Intelligence Initiative (BI) presentation given at EDUCAUSE 2011.

1. An "Open" Business Intelligence
Initiative
Dr. Dennis Gendron | Tennessee State University
Thomas Danford | Tennessee Board of Regents
October 19, 2011
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2. ABOUT TENNESSEE STATE
UNIVERSITY (TSU)
• Founded in 1912 in Nashville
• Comprehensive, urban, coeducational land-grant
university in Nashville
• 8 colleges/schools/institutes offering more than 45
bachelor’s degree programs, 24 master’s degree options,
and seven doctoral areas
• Over 9,000 students from at least 42 states and 45
countries
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3. A “PHASED” APPROACH
Phase 1 Phase 2 Phase 3
Architecting &
Implementation
Planning
Implement
Implement
Implement
Project #2
Project #n
Project #1
Initiate Business ...
Implementation
Reqmts
Design
Project Requirements
and
Plan
Strategy
On-going Governance
Legend
Business Data
Value Implementation Applications
Roadmap Roadmap Technology
Business/process
3 3

4. PHASE #1 – PARTNERSHIP IN STRATEGIC
PLANNING
Initiate Business
Project Requirements
and
Strategy
Business
Value
Roadmap
4 4

5. OBJECTIVE AND APPROACH – PHASE #1
Objective: Enhance organizational operations and management reporting capability by
identifying executive and departmental key performance indicators (KPIs)
High Level As-Is Analysis To-Be Vision Gap Analysis & Roadmap
Activities Activities Activities
 Refine data collection approach and schedule  Conduct Visioning Workshop with Executive  Define key initiatives to achieve desired future state
interviews with Executive Leadership (pre-kickoff) Leadership capabilities
 Submit data collection request (pre-kickoff)  Establish Executive Dashboard Vision and priorities  Finalize KPI and reporting priorities
 Organize and kick-off project  Develop initiative write-ups including:  Identify interdependencies and required
 Conduct key stakeholder alignment meeting – Key metric definition, calculation, and ownership implementation sequencing
 Meet with and interview President and Executive – Data dimensions and frequency  Determine impact of future state KPI and reporting
Leadership requirements and desired timing on current
– Currently being used or future use metric organization, processes, technology and data
 Identify current KPIs by department/function
 Document overall changes to process, technology  Present consolidated roadmap, metrics design and
 Establish current and desired and data related definitions to executive leadership
requirements/priorities
 Finalize framework for prioritizing KPIs and related
 Identify pain points and critical path initiatives Deliverables
 Review existing reports and documentation  Refined Future State KPIs with related definitions,
Deliverables measures, ownership and data mappings
Deliverables  Future State Capability Vision  Executive dashboard design
 Current State assessment (KPIs , gap analysis and  Future State KPIs with related definitions, measures,  Future State strategic roadmap containing:
process capability) ownership and data mappings
– Implementation considerations and high level
 Interview key findings and observations  Information and data assessment plan
 Initial Reporting Requirements – Critical reporting requirements definition
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6. KPI REPOSITORY METHODOLOGY
Executive Leadership Interviews Organizational Documents/Plans Research
President Deans Academic Master Plan Other University Dashboards
Vice Presidents Department Chairs Strategic Plan SACS – 2008 Principles of Accreditation
Associate VPs Directors Facilities Master Plan NACUBO – Performance Measurement
Institutional Academic Integrity Committee Report Toolkit
Research Departmental SLAs NCAA.com
Diversity Plan US News & World Reports
Low-Producing Programs Status IPEDS
External Report Listing Tennessee Higher Education – Profile and
Departmental Strategic Plans Trends
University website
Key Performance Indicator
Repository
Through this process the key performance metrics were identified
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7. KPI REPOSITORY
We defined over 400 key performance metrics using the following factors:
Metric Type of metric (e.g. Admissions,
Category Development) Source/KPI Documents where the recommendation
Document for the metric came from
Unique identifier assigned to each
Metric ID metric Explains who at TSU is responsible for
Metric Owner hitting the metric's target
President’s Establishes whether the metric will or States the department of the person at
Dashboard will not be on the President's executive TSU who is responsible for hitting the
(Y/TBD/N) dashboard Department metric's target
Explains all the categories in which the
Metric Name Name given to the metric metric will be reported (e.g. total
enrollment by race, gender, zip code -
Metric race, gender, zip code are the
Description Detail on what the metric measures Dimensions dimensions)
States how often the metric should be
Calculation Defines how to calculate the metric reported (Most are reported by semester
Unit of Explains the form the metric will be in Frequency or annually)
Measure (e.g. $, %) Related
Objective Maps the metric to a University metric
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8. BI DASHBOARD IMPLEMENTATION WORK PLAN
Wave Phase Action Item
Select first 25 KPIs
Phase 1 - KPI
Recommend first 25 KPIs to the President
Prioritization
Present first 25 KPIs to Cabinet and decide final list
Determine project lead, team, governance entity
Phase 2 - Planning
SCUP Proposal
Submit samples of dashboard designs to Rehan
Obtain ARGOS Dashboard examples
Phase 3 - Design Design Brainstorming Meeting
Design Wave 1 Executive Dashboard
Wave 1 - Present to Executive Steering Committee
Implementation Phase 3.5 - ODS
of top 25 KPIs Training ODS (Tech, VC Overview, ST, FA, AD, FI, HR)
Develop data sources, data targets, and KPI report
Develop detailed test plan
Phase 4 - Development Develop end-user training materials
Develop communication plan
Deploy to QA
Phase 5 - Training & Test Dashboard
Testing Train end users
Roll-out to Executive Committee
Phase 6 - Deployment
Deploy to all end-users
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9. ABOUT THE TENNESSEE BOARD OF
REGENTS (TBR)
• Public post-secondary education system established in
1972 by TCA Title 49 Chapter 8
• 6 universities, 13 community colleges and 27 technology
centers with programs in 90 of Tennessee’s 95 counties
• 200K+ Students, 14K+ employees, and a budget in
excess of $2.4B
• Comprehensive Banner® suite implementation (Student,
Finance, HR/Payroll) across all colleges and universities
• Operational Data Store and Enterprise Data Warehouse
(ODS/EDW) used at 17 of 19 colleges & universities
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10. PHASE #2 – PARTNERSHIP IN
ARCHITECTING
Architecting &
Implementation
Planning
Implementation
Reqmts
Design
Plan
Implementation
Roadmap
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11. THE APPROACH
KPIs
Banner
and/or
ODS Alerts
External
Data
Sources Scorecards
Dashboards
Departmental
Reporting
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12. THE PROCESS
Data Architect and Business
& Systems Analyst(s)
Identified Performance Project Staff and Resource
KPI Modeling
Metrics Scoping Identification
Business
Analysis
Project &
Infrastructure Planning
Data Mapping Security Roles
DB Architecture Argos Reporting
Data Architect
Tools Requirement
Data
Structure
and
Management Implementation
& Testing
DB Design
Data Architect and Business
Reporting &
& Systems Analyst(s)
Analytics
Architecture
Reporting and
Analytics
Development
Reporting &
Analytics Design Deployment &
Implementation Testing
(KPIs, Dashboards, Support
Alerts, Etc.)
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13. THE RESULTS (AS OF 10/20/2011)
Completed
Not Started
37
61
19%
32%
In Testing
27
14%
Under
Development
66
35%
Degree Productivity by Year with Drill-Down to College and Sub-Populations
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14. THE ECONOMICS
• Value proposition
• Phase #1 (Design): $200K
• Phase #2 (Development): $500K – $950K
• Phase #3 (Recurring): $50K – $95K
• Total (5 year): $900K – $1.5M (per institution)
• Investment to participate: Build 5 or more KPIs
• 175 – 325 person hours (≈ 5 – 9 weeks) (≈ $6K – $12K)
• In 3 months (≈ 5 – 10 hrs/week)(negotiable)
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15. PHASE #3 (AND CONTINUATION OF PHASE #2)
Implement
Implement
Implement
Project #1
Project #2
... Project #n
On-going Governance
Executive and Subject Matter Expert Governance Committee
2 Universities, 6 Community Colleges, System Office, and 1 Corporate
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16. BENEFITS OF THIS COLLABORATIVE
EFFORT
• Reducing costs and/or cost avoidance
• Reduced time to delivery (working in parallel)
• Source of stimulation and creativity (agility)
• Higher quality (decisions, work product)
• Enables/leverages specialization
• Transfer of knowledge or skills (provides a
participant network)
• Enhanced value and capabilities (takes advantage
of economies of scale)
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17. CHALLENGES
• Dependence upon volunteers
• Requires buy-in of technical and functional staff
• Executive understanding of BI
• Vendor misunderstanding
17

19. NEXT STEPS
• Consultancy support
• Tutorial on the KPIs
• Dashboards
• Re-brand “BI” to?
• Additional partners?
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20. THANK YOU
dgendron@tnstate.edu
tdanford@tbr.edu
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