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Turning Information into Knowledge in a post-Bradley Environment
Monish Paul & Bhavesh Chavda
12 November 2009
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Agenda
Monish Paul - The changing landscape : the burning platform for performance management
Bhavesh Chavda – Actionable information management strategies - leading practices; key learnings
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The Black Swan Theory – Are You Prepared?
The Black Swan, by Nassim Nicholas Taleb, argues that unforeseen upheavals and irregularities are in fact the norm, rather than the exception
A metaphor for unforeseen events which change perceptions, expand possibilities and re-write the rules
Key component of the Black Swan thinking is how we cope with unpredictable events – and whether we see them as obstacles or opportunities
The strategic choice:
– Are you willing to lead a change in ‘the order of the rafts’ during a time of turbulence, or will you let others lead that change?
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Policy and Economic Drivers are Creating Significant Challenges, and Opportunities for Institutions
Workforce change•ageing workforce and war for talent•industrial environment and performance culture•increasing student-staff ratio•increasing casual staff ratio.
Revenue trends•long term decline in real public funding•increased reliance on fee paying programs•plateauing international growth.
Increased competition•de-regulation of student funding•private and international providers•competitive funding to areas of strength.
Economic outlook•constrained government spending•pressure on investment and advancement returns•tightening international demand•improved domestic demand.
Organisational efficiency•tension between ‘academic’ and ‘business’ structures•rise of administrative and capital costs•change readiness/business agility•professional staff skills.
Engagement and impact•collaboration imperative with private sector, education partners and communities•promoting access and regional delivery.
Technology and information•web 2.0 challenge; user generated content, open networks•rising competitive importance of ICT•information management and reporting.
Higher Education
Policy directions•diversification and differentiation•compacts and systems•increased participation•productivity and performance•stronger standards requirements.
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Policy and Economic Drivers are Creating Significant Challenges, and Opportunities for Institutions
Workforce change•ageing workforce and war for talent•industrial environment and performance culture•increasing student-staff ratio•increasing casual staff ratio.
Revenue trends•long term decline in real public funding•increased reliance on fee paying programs•plateauing international growth.
Increased competition•de-regulation of student funding•private and international providers•competitive funding to areas of strength.
Economic outlook•constrained government spending•pressure on investment and advancement returns•tightening international demand•improved domestic demand.
Organisational efficiency•tension between ‘academic’ and ‘business’ structures•rise of administrative and capital costs•change readiness/business agility•professional staff skills.
Engagement and impact•collaboration imperative with private sector, education partners and communities•promoting access and regional delivery.
Technology and information•web 2.0 challenge; user generated content, open networks•rising competitive importance of ICT•information management and reporting.
Higher Education
Policy directions•diversification and differentiation•compacts and systems•increased participation•productivity and performance•stronger standards requirements.
Higher Education Value
Operating MarginFunding & Revenue
GrowthAsset Efficiency
Expectations & Strengths
• Academic programs; Funding levels; revenue diversification
• Marketing; general & administrative costs; cost of program delivery; tax
• Human capital; intellectual property & assets; property, plant & equipment; receivables & payables
• External impact; quality outcomes; institutional strengths
• Focus and alignment
• Teaching portfolio
• Student Experience
• Innovation
• Diversified delivery
• Operational Excellence
• Shared Services
• Outsourcing & shared service partnering
• Talent management
• Campus and asset models and management
• IP assets
• Governance & risk
• Partnerships & collaboration
• Program & portfolio management
• Change management & agility
Val
ue
Dri
vers
Val
ue
Imp
rove
me
nt
Lev
ers
Deloitte Education Value Map ©
How does Enterprise Information Management play a role in enabling value through your organisation?
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Enterprise Information Management
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Competitive strengths will be based on agility and being able to anticipate
ToAnticipate
Operate Accumulate
Formulate
Plan Organise Control
• Best practice dictates a strong performance management framework is required to ensure speed and efficiency in measuring institutional performance.
• Ensure the “right people have the right information at all times” to formulate the right strategies.
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Performance Management – The Burning Platform
• The Australian Government’s policies on Higher Education include a number of initiatives that change university funding models with increased emphasis on performance targets.
• Universities will need an agile and dynamic performance management framework to ensure that decision makers can respond to opportunities in a timely manner.
Source:Source:
GOVERNMENT REFORM
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Burning Platform 1 - Student Centred Funding
• From 2012
Universities will be funded for student places on the basis of student demand.
Universities will not be funded for places they do not fill – no funding floor.
• Transitional arrangements in 2010-11, during this period the cap on funding for over enrolments will be lifted from 5% to 10% and the funding floor for under enrolment will remain.
Implications for Performance Management framework
Regular evaluation of course offerings required – does demand justify offering? What is the contribution margin for each course?
Track demand in “real-time” to enable deployment of tactical responses to changes in demand during admission / enrolment periods.
Develop models to forecast and run scenarios on student demand for strategic and operational planning.
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Burning Platform 2 - Mission Based Compacts for Universities
• Individual relationship between government and each university
Define mission for each university
Describe how each university will fulfil its mission and meet Australian Government policy objectives.
• Government will define clear and consistent targets for improvement and reform which will trigger reward payments.
• Consultation with the sector to commence this year (2009) on appropriate tools and indicators to measure performance
Implications for Performance Management framework
Agile and dynamic performance management platform (including technology, people and process) required to respond to changing government performance measures.
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Burning Platform 3 - Higher Education Performance Funding
• From 2012 the Government will introduce at-risk performance funding for universities. Reward payments will be triggered if reform and improvement targets are met.
• Performance targets for teaching & learning quality which could include measures of student engagement, and participation by under represented groups
• 2010 negotiation and agreement of targets, 2011 facilitation payments and 2012 performance funding available.
Implications for Performance Management framework
Track actual performance in “real- time” against agreed targets to identify targets “at-risk” and implement strategies to improve.
Fast access to current and historic information to facilitate negotiation process and fast-track receipt of funding
Robust historical analysis to use as input into negotiations with Government – ensure that targets set are realistic
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Burning Platform 4- Sustainable Research Excellence in Universities
• Augment the existing Research Infrastructure Block Grants Scheme - increase average level of support by 2014 to assist institutions in meeting the costs of research activities.
• Complemented by the establishment of a Joint Research Engagement funding stream to encourage greater collaboration between universities and the business and non-government sectors.
• Funding model
All universities receive an increase in formula-based allocation using 20% of additional funding
Access to remaining 80% will be contingent on universities undertaking activity based or transparent costing as well as meeting specified performance targets
• Consultation 2009, 2010 facilitation payment and phased introduction of additional funding.
Implications for Performance Management framework
Track actual performance in “real- time” against agreed targets to identify targets “at-risk” and implement strategies to improve.
Robust cost management and analysis frameworks.
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Examples of specific Information and Data requirements to help achieve Performance Management metrics
* Only represents a small set of the many Information requirements which Institutions require today.
What do I need to Measure?What do I need to Measure?
What information types must be
captured *What information types must be
captured *
KPI (METRICS)KPI (METRICS)
KPI (METRICS)KPI (METRICS)
SMI (METRICS)SMI (METRICS)
Load & Planning DataLoad & Planning Data
Student – EFTSL, AdmissionStudent – EFTSL, Admission
Retention / AttritionRetention / Attrition
Grants or Funding DataGrants or Funding Data
Student DemographicsStudent Demographics
Research & Course InformationResearch & Course Information
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Made Difficult by the Following…
Enterprise Information Management (EIM)
Challenges
Inconsistent Data Definitions
Disparate or Duplicated
Environments
Information Silos – ‘Islands
of Value’
Lack of Data Governance &
Ownership
Inaccurate & Incomplete
Data
Lack of transparent, meaningful business rules – e.g. load &
planning calculations
Lack of a common information hub or
repository for reporting data
Information availability and access – where and
when needed
No standardised BI technologies or platforms – multiple ref’ points for
same data
Multiple versions of the truth, e.g. student load numbers, Cost Centre
spend
Lack of information assurance and
continuos need to validate and reconcile
information
Minimal data ownership and governance, - Accountability and
Information overload
Data quality and integrity
Lack of Standardised Definitions - e.g. Course,
Information, EFTSL, Basis of Admission, Funding Categories
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Overcoming those challenges….Using a Integrated Approach and Framework
A Strategic ‘Enterprise Information Management approach will assist to establish and promote an agile and flexible Information environment to support performance
management initiatives
EIM Strategy Information Governance Enterprise Data Management Enterprise Content Management Business Intelligence & Data Warehousing Business Performance Management Data Quality Management
Plan Design Build Deliver OperateVision
Value
Project Management
People, Change, and Learning
Support
Security and Controls
Technical Infrastructure
Testing
Application Environment
Enterprise Information Process
Information Governance and Organisation
Information Environment
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Location ID
Region Name
State Name
City Name
Funding ID
Funding Desc
Broad Funding
Narrow Funding
Student ID
Last Name
First Name
Course ID
Course Name
Enrolments Fact
Student ID (FK)
Course ID
Location ID
Funding ID
LOAD
EFTSL
RETENTION
Course Dimension
Student Dimension
Teaching Dimension
Funding Category Dimension
Student EnrolmentsUNIT ID
Unit Dimension
UNIT Name
Information Environment Align and create Information Maps which will help define and establish the ‘integrated and holistic Data Model
Benefits
Supports the ability for Institutions to effectively measure against performance targets across multiple dimensions e.g. Student EFTSL Numbers or Course Information.
Defines and embeds ‘common’ conformed views of data e.g. Student or Staff information across the Institution through the use of standardised data definitions and business glossaries.
Helps to preserve the tracking of historical data/attributes and changes for trend analysis
Enforces Data integrity - Provides a repository of "cleaned up " transaction processing systems data e.g. Student, HR or Finance systems
Provides a integrated ‘information centric’ platform for easier end user access from a single ‘trusted’ repository- Leading to increased productivity and analysis.
Information Maps Integrated Data Models
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Benefits
Helps to define information governance policies and procedures e.g. how processes and business rules will be captured, owned, documented and transparently made available across the Institution.
Sets guidelines as to how enterprise data and Information will be integrated and delivered through the environment through optimum Service Delivery models.
Helps to manage the current skill requirements and gaps for the to-be governance organisation
Provides and promotes consistent data management and definitions e.g. Staff positional Data or Course Unit offering data.
Information Governance and Organisation Helps to define and use a enterprise-wide framework for the management and accountability of information and data
MIS
/
Da
ta C
ust
odia
nD
ata
Ste
wa
rd /
D
ata
Ow
ne
rB
usi
ne
ss U
ser
Yes
Yes
No
No
Collaboration
No
Yes
No
Yes
Identify/review business term to
be defined, updated or baselined
Document the agreed upon
business term for the Data Dictionary
Inform and provide
documentation to MIS on the new/updated
definition
Submit proposed definition/
modification with recommendation to Data Owner(s)
for approval
Communicate suggestion for term addition/modification to
appropriate Data Steward
Publish definition to PCG
Review updated business term in
the Data Dictionary with
MIS
Review reports for rationalization
Identify need for clarification of a business term
Review updated business term in
the Data Dictionary with Data Steward
Does the change require Data
Owner(s) approval?
Inform Business User and
determine next steps
Add/update business term in
the Data Dictionary
Business User
Agree upon term definition, category, classification and other attributes
captured in the Data Dictionary
Does Data Owner(s) approve?
Facilitate discussion with Data Stewards
from other functional groups
as necessaryData Steward
Is business term updated
appropriately?
No action is neccesary
Is the term currently defined
in the Data Dictionary, and is
it accurate?
MIS / Data Custodian
Identify need for clarification of a business term
Inform Data Steward
responsible for the term
Data
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Benefits
Provides the guiding technology principles. Enables and promotes an effective evaluation of options for the to-be architecture whilst illustrating the most critical requirements for the Information centric environment
Provides a framework which maps and supports the information needs to existing or potential infrastructure components in order to deliver the information through the most optimum channels – Query tools, Cubes or Standardised reports.
Helps to clearly define how Information is deployed and managed within the environment reducing redundancy and duplication . Equally supports a Single version of the truth , reducing the number of information silos and provides a base to integrate those ‘islands of value’
Establish a well defined environment that will ‘house’ the integrated Data Model to service the information requirements effectively and efficiently
InformationProducers
Enterprise Information Management Conceptual EDW
InformationConsumers
ORACLE
.
ALESCO
ORION/CALLISTA
UMS
ACCESS
Internal
STUDENT SERVICES
FACULTIES AND SCHOOLS
Executive
External
DEEWR
ABS
Data Acquisition & Integration
Data Architecture & Management
Information Delivery
Metadata Management
Data Quality Management
Data Governance
Master Data Management
Data Extraction
Change Data
Capture
Data Integration
Mapping &Transform
Standardise & Validate
SummariseData
EnrichmentLoad
Enterprise Data Model
DataStaging
Integrated Data Store
Operational Data Store
ConformedData Marts
Reference Data
Student
Master
Staff/EmployeeMaster
PoliciesData
StewardshipOwnership
Accountability
Security & Privacy
Quality Measuring
CleansingReportingValidation & Detection
Assignment
AlumniContacts
Reports
Data Mining
Ad- hoc Queries
OLAP
MetadataRepository
CALLISTA STUDENT
Op
era
tio
na
l a
nd
Ap
plic
atio
n S
ou
rce
Da
ta
HERC
Portals
Dash-boards
ECU Functions &
Schools
Data Definitions
PublicationsImpact
AnalysisData
LineageProcess
MetadataStructuralMetadata
ENVISAGE
CALLISTA RESEARCH
UTEI
CMS
EXCEL
Application Environment
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Leading to …….
Enterprise Information Management
Better access to data
More accurate data
More timely data
Better understanding of data
Reusable data
Better, fasterdecisions
Increased efficiencyand productivity
Ability to meet students needs more quickly
Lower cost
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Performance Management demands and Trends
Government policy changes will mandate better information to detect change, make better decisions and communicate the changes and decisions.
Institutions with a strong culture of information-based management should create initiatives to respond to the changing information and analysis needs of executives to remain agile and responsive to the changing demands and constraints. - Gain Strong executive sponsorship and support
Closing thoughts……
Key Success Factors
Remain technology agnostic and agile to the changing business needs, however ensure that the technology platforms support and deliver the information requirements and needs.
Develop a Scalable, Manageable and Secure Information environment - Access of right data to the right user
‘Partner’ with Business functions to review and validate information assets holistically - Integrated Information Strategies.
Create and define Information standards holistically - Information Alignment and Master Data Management
Link information management initiatives, performance management requirements and applications across and between business areas so that they can add benefit across the institution – Agile, flexible and dynamic Information Models.
Promote the use of social channels to communicate Information standards – Establish use of collaboration environments such as Wiki’s to help ‘socialise’ Business Data dictionaries or glossaries - Self Servicing and educating environment
Thank You
Mr Monish PaulPartnerDeloitte
Email - mopaul@deloitte.com.au
Mr Bhavesh ChavdaDirectorDeloitte
Email - bchavda@deloitte.com.au
Copyright © 2009 Deloitte All rights reserved.
About Deloitte
‘Deloitte’ refers to the Australian partnership of Deloitte Touche Tohmatsu and its subsidiaries. Deloitte, one of Australia’s leading professional services firms, provides audit, tax, consulting, and financial advisory services through over 4000 people across the country. Focused on the creation of value and growth, and known as an employer of choice for innovative human resources programs, we are dedicated to helping our clients and our people excel. For more information, please visit Deloitte’s web site at www.deloitte.com.au.
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