Department of the Interior ABC Steering Committee Executive Dashboard of the Activity Based CostingM - PowerPoint PPT Presentation

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Department of the Interior ABC Steering Committee Executive Dashboard of the Activity Based CostingM

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Discuss pitfalls of many executive dashboard requirements ... Executive Dashboard Module ... Sep 15 to Oct 31 develop executive dashboard test application ... – PowerPoint PPT presentation

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Title: Department of the Interior ABC Steering Committee Executive Dashboard of the Activity Based CostingM


1
Department of the Interior ABC Steering
Committee Executive Dashboard of the Activity
Based Costing/ManagementSystem23 July 2003
2
Agenda
  • Executive Dashboard - begin discussion of the
    process to develop the DOI Executive Dashboard
  • Review the requirement
  • Discuss pitfalls of many executive dashboard
    requirements
  • Discuss comments received from MIT sub-team on
    Planning, Budget and Financial integration
  • Explain concept for dashboard
  • Show an example
  • Timeline to develop

3
Performance Module
  • Provide data and information on workload,
    progress and performance
  • Provide staff with ability to input workload and
    performance data

4
ABC/M Reporting Module
  • Deliver data and information to calculate the
    total cost of all activities
  • Evaluate the relationship of cost and output by
    activity
  • Analyze full cost, unit and indirect and direct
    cost
  • Analyze all costs over time
  • Display costs in a matrix format

5
Executive Dashboard Module
  • At-a-glance report to senior Interior executives
    containing high priority workload and performance
    data, associated cost data, some level of PMA
    data, and other critical data

6
Pitfalls to Many Dashboards
Dashboard employed by many companies often result
in Identification of many metric
Slick-looking dashboard However these efforts
often flawed, because End up with many trivial
as opposed to a few significant metrics Limited
use of the metrics and the data behind them to
improve organizational performance Limited
understanding of the levers that link to the
metrics
7
Recommended Approach
  • Recommend an approach which avoids these and many
    other pitfalls
  • Identify the highest-leverage metrics
  • Understand the cause and effect linkages behind
    the metrics
  • Understand how the metrics relate to the actions
    to improve performance

8
Comments From MIT Sub-team on Planning, Budget
and Financial Integration
  • What kind of cost or performance information
    would help you make better decisions about
    resource distribution?
  • Integrated cost and performance information
  • Output costs and volumes
  • Visibility into business activity and process
    information
  • Cross-functional business activity costs and
    performance
  • Customer satisfaction
  • What kind of cost or performance information
    would help you make better decisions about
    process improvement?
  • Cross-Functional cost information
  • Cost Driver information
  • Cycle Time information
  • Workload information
  • Customer Satisfaction information
  • Quality information
  • Benchmarking information

9
Comments From MIT Sub-team on Planning, Budget
and Financial Integration
  • What kind of cost or performance information
    would help you make better decisions regarding
    the performance of activities under your charge?
  • Integration with program/Service goals
  • Activity costs
  • Benchmarking information
  • Cost Driver information
  • Cycle Time information
  • Workload information
  • Customer Satisfaction information
  • Quality information
  • What kind of cost or performance information
    would help you make better decisions about
    organizational improvements?
  • Alignment of costs to strategy

10
Comments From MIT Sub-team on Planning, Budget
and Financial Integration
  • What are the top 5 business areas in which you
    make critical decisions that impact on cost or
    performance?
  • Products/services (e.g., wetland restoration cost
    per acre, specific species costs)
  • Business processes (e.g., TE recovery, listing,
    fish distribution)
  • PART review findings
  • OMB review finding
  • 6. What single piece of cost or performance
    information would be of greatest value to you in
    the daily execution of your job?
  • Value added/non-value added analysis
  • Cycle time
  • Quality
  • 7. What combination of 6 or less different but
    related views of cost or performance information
    would be most useful to you in support of a
    decision making process?
  • For outputs, a balance of cost, quality, cycle
    time, and customer satisfaction.
  • Relation of outputs and costs to organizational
    strategy and program goals.

11
Organizing the Executive Dashboardan Alternative
12
Organizing the Executive Dashboardan Alternative
13
Organizing the Executive Dashboardan Alternative
  • Outcome Goals
  • Outcome Measures
  • Intermediate Outcomes (strategies)
  • Intermediate Measures
  • ABC Activities
  • PART Measures
  • Form 300 Measures

14
Example of Crystal Enterprise Displays
15
Example of Crystal Enterprise Displays
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25
Timeline
  • Through Aug 15continue discussions on executive
    dashboard requirements and determine organizing
    framework for the executive dashboard
  • Aug 15 to Sep 15Staff powerpoint set of slides
    showing the draft dashboard frames
  • Sep 15 to Oct 31develop executive dashboard test
    application
  • Jan 14Fully functioning executive dashboard

26
Summary
  • CALIBRE is partnering with the Department of
    Interior to meet the requirements and the
    deliverables
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