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One of my pet issues is the idea that we have agreed with the business and have too many KPIs without any push back and find ourselves with too many KPIs to put into one screen Again, remember, only one screen makes up a dashboard Make sure everyone knows that we can only have a certain number of KPIs or these metrics start to lose their identity in the mix This next illustration shows this situation to a tee Since the business user may want to have so many metrics we start using scroll bars to get everything on one screen even though with scroll bars it actually means that we have more than one screen I would have been happier if they would have created some drill-through to more detailed information rather than having scroll bars to compensate for this problem In addition to this there is also an additional tab page for even more metrics Again, one of my pet issues How many metrics can one person have and still do their jobs appropriately Ten Twenty Thirty
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After more than 10 15 you start to drive the business user nuts since succeeding in one area might easily defeat you in another In many cases, these KPIs start to work against each other and then you really have a problem if they are linked to bonuses and MBOs
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The preceding dashboard is a very good example of a developer having difficulty differentiating between a Balanced Scorecard approach and a dashboard concept; some information is specific to management processes, typically found in a Balanced Scorecard, and the other information is presented as a dashboard There is so much information that the dashboard has scroll bars, additional tab pages, and links on each of the charts to more information Even though this tab is labeled Product Headlines, it presents much more than just the headlines This dashboard is appropriate for a middle-management position or a business analyst and not for any C-level management groups
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The next example shows the need to understand what KPI you are trying to present The line chart presents a very clear, focused metric on the dashboard, but the title states Actual to Budget Variance if you look at the chart, it is showing actual and budget values but no variance
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$120,000
Revenue Actual to Budget Variance
$100,000
$80,000
Budget Actual
$60,000
$40,000
$20,000
9 10 11 12 13 14 15 16 17 18 19 20 Week
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We either have to guess the variance or assume that overall the budget numbers are higher for the larger percentage of the time than vice versa and this is assuming that the KPI is the cumulative variance and not just the individual variances I think the actual outcome of this metric is impossible to identify What should be available is another line chart, or only a line chart, for the variance number itself This would make life much easier for the business analyst To really display the entire story you would need to have some other chart type since the variance looks like it will be both negative and positive The following illustration shows the use of filled-in circles for the chart type to make a point about operating costs versus revenue This is a chart type doughnut with the center filled in to make it look like a solid format This example has a couple of issues First, once the operating costs get to be more than the revenue, the color scheme changes from a green background and brown filled-in area to a lighter-brown background and a darker-brown filled-in area This should be the first clue that the chart type will not work appropriately with this metric display The second issue is that expanding circles are used for the total amounts Although the user can scroll over the areas to see the actual total numbers, to immediately get a feel for this information, the user needs additional context as to the proportion of size to amount
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