Towards a Framework for HR
Planning and Performance
Management at Unisa:
The Role of Business Intelligence
Presented to HRCOC
26 March 2006
Professor George Subotzky
Executive Director:
Information and Strategic Analysis
Overview of presentation
• Background
– Context and purpose of engagement
• Integrated Strategic Planning Framework
– DISA role and mandate within this
• What is BI? Key concepts:
–
–
–
–
–
–
IM MI & BI
OPM
Outputs, outcomes and performance measures/indicators
The Information Hierarchy: The BI Pyramid
Analytic Maturity Curve
Technological Maturity Curve
•
Special focus on External environmental scanning/ scenario building
• Elements of the BI Framework
Acknowledgements
• Suzette van Zyl
– Conceptual Genesis of BI Unisa
– Research/PhD
– Project leader
• George Subotzky
– Eager novice, quick learner
• Prof Baijnath: Convinced supportive champion
• Gartner: mixed value report
• Business Intelligence 2008 Conference
STRATEGY FORMULATION
• Mission, Vision, Business Model (ODL)
• Strategic Plan
Strategic Outcomes, Objectives & Performance
Measures (all shaped by Social Mandate)
IOP & STRATEGIC PROJECTS
Strategically-aligned Outcomes, Objectives,
plan
Outputs & Performance Measures
FUNCTIONAL PLANS (PROJECT-BASED)
eg Academic, Research, HR, Estates, ICT
Functional Outcomes, Objectives, Outputs &
Performance Measures, Integrated Scheduling
Integrated
Strategic
RESOURCE ALLOCATION (SRAM)
Management
• Budget
Framework
• ACHRAM & PADRAM
OPERATIONS
• Functional/Operational Units
act
Inputs, Processes, Outputs, Outcomes
& Performance Measures
Business & Enterprise
Architectures
Shaped by strategy - the
optimal configurations of:
• People/capacity
• Processes/Systems
• Resources/Infrastructure
• Technology
Strategic
Projects
Enabling Conditions
(in addition to appropriate Business &
Enterprise Architectures)
• Effective Leadership &
Management
• Conducive Climate &
Culture
CHANGE MANAGEMENT
• Strategic Change Initiatives
change
• Continuous Improvement
Initiatives
These are identified through
ongoing review process, and then
find expression, as the case may be,
in:
• New or revised Strategy or
Strategic Projects
• Objectives and Actions in the IOP
• Changes to Operations, the
Business and Enterprise
Architectures and Enabling
Conditions
review
INSTITUTIONAL PERFORMANCE
& STRATEGIC MANAGEMENT
• Monitoring and Evaluation
(BI/Institutional Research)
• Quality Assurance/Service
• IPMS
• Risk Management
Ongoing:
• Strategic Reflection/Review
• Environmental Scanning
DISA Mandate
UNISA
Business
Units
Business
Units/
Business
33
Units
DISA
ODL
Business
Units
HE
Dev.
Pol. Ec.
Business
Units
Business
Units
HE
Policy
Vision, Mission, SP & Business Model (ODL)
Integrated Strategic Management Framework
DATA TO INFORMATION + ANALYSIS = STRATEGIC INTELLIGENCE
change
plan
STRATEGIC
MANAGEMENT
AND ANALYTICAL
SUPPORT
SERVICES
• Formal &
informal
• BI support
act
INFORMATION &
ANALYSIS/IR
OUTPUTS
STATUTORY
REPORTING
Integrated
• Calendarised
Strategic• Periodic
• Ad hoc Requests
Management
• Strategic
Discussion Forum
Framework
• HEMIS
• Other External
Stakeholder
Requirements
INSTITUTIONAL
INFORMATION &
ANALYSIS PORTAL
• Institution-wide
Web-based BI
Analytic Tool
• Downloadable I
& A outputs
click format
4 types of Outputs/Services
DATA
ICT + IR
DISA
External
BI/IR
ENTERPRISE
ARCHITECTURE
review
DISA 2-fold Initiative
1. Institutional information and analysis portal
– Automated, web-based, easily accessible single,
authoritative information source
– Vast enhancements on HEDA
– Now includes pilot Student Tracking
System
– First step towards BI framework
– Software clunky
– Remains management information
Portal:
Institution-wide Dissemination of
Information & Analysis (BI & IR)
Ops
Domain
1
Ops
Domain
2
Ops
Domain
3
Ops
Domain
4
Ops
Domain
5
ICT Enterprise Architecture
Ops
Domain
6
DISA 2-fold Initiative
2. BI framework
– Cutting edge, long-term
solution to supporting
organisational performance
management, integrated
planning
– In this way, contributes
towards the achievement of
strategic and operational
goals
The BI Process Thus Far
•
•
•
•
•
•
•
•
Genesis of concept
Presentation to Mancom: August 2006
Enriching our conceptual understanding of BI
Framework & Strategy document: Engagement
with consultant: Gartner
BI 2008 conference: confirmed this direction and
approach
Workshopping & finalisation of document:
Working Group & SPCC
Mancom approval: 10 March 2009
Approach from HR
What is BI?
BI is actionable information which has been
structured analytically and contextually in
order to measure and manage organisational
performance against strategic and
operational targets and thereby to effective
support management, decision-making and
planning and, in particular, the attainment of
organisational goals and effectiveness
What is a BI framework?
• A BI framework comprises a number of elements (see
below) to govern the entire process of automatically
collecting, integrating, analysing, presenting and utilising
up-to-date, reliable, relevant institution-wide information
from multiple sources to support OPM.
• The BI framework utilises sophisticated web-based portal
technology to disseminate customised information to each
manager in the form of highly visible aggregated
dashboards and scorecards, with the ability to drill down
into detail. It systematically provides relevant information
across the entire enterprise, covering and integrating all
processes. It represents the single, authoritative source for
institutional information.
MI vs BI
MI provides summarised operational information,
usually only in one functional business area such as
students, HR, research etc. It is designed to deal
with simple data configurations. It thus lacks
integration across functional areas.
To take a simple example:
• Management information merely provides an HR
profile.
• Business intelligence is structured to analyse and
explain the changing gap between the current and
historical HR profile and targets with a view to
reaching the targets.
IM vs MI
• Information management refers to the process of
organising, preserving, ensuring integrity and
disseminating information
• It involves defining and applying meta-data
elements, in particular business rules which are
consistent with operational processes (e.g. personnel
categories, definition of part-time contracts), and
ensuring that systems are structured accordingly and
aligned to business needs
• Responsibility for this lies with the owner –
functional areas
Key Features of BI
• Uses sophisticated web-based IT to
automatically collect, integrate, analyse and
present up to date, reliable, relevant
institution-wide information from multiple
sources
• Action oriented
• Cross functional, integrated strategic
perspective
• Analytically and contextually structured
(according to the information hierarchy)
Oganisational
Performance Management
(OPM)
• Aims the narrowing gap between strategy
and execution
• An integrated, evidence-based management
practice
• Involves planning, forecasting, scenariobuilding and budgeting
• Utilises BI systematically to monitor, analyse
and measure strategic and operational
activities against targets in performance
indicators
OPM, PIs & BA
• OPM ensures that operational objectives are systematically
integrated across functional areas and aligned to organisational
strategic objectives. To achieve this, performance indicators and
exception thresholds or triggers are derived from detailed process
maps within and across organisational units which form part of the
business architecture.
• Performance indicators are customised in relation to the processes,
objectives and targets across organisational units. They are
presented on dashboards and performance scorecards for
organisational units and for the organisation as a whole.
• The aim of the OPM dashboard is to empower managers to make
evidence-based decisions by presenting summarised overviews of
performance metrics. Sophisticated software applications allow
managers to drill down into detailed operational information
where required.
Dashboards &
Scorecards
• A dashboard is a single-screen, summarised and highly
graphical display that enables managers and knowledgeworkers to monitor and analyse an organization’s activities
and processes. It presents up-to-date actionable BI at a
glance on the status of key operational activities, processes
and forecasts. This is sometimes referred to as Business
Activity Monitoring (BAM).
• A scorecard is a performance-oriented type of dashboard.
It presents up-to-date actionable BI at a glance on the
status of organisational performance against strategic and
operational objectives and targets, by means of relevant
performance indicators. This is referred to as
Organisational Performance Management (OPM).
Strategic Objective 6.8
Manage financial, human and infrastructural resources rationally to monitor expenditure,
optimise value, manage risks and ensure financial sustainability
Target 8: Reduction in personnel expenditure to 59% of total expenditure by
January 2008
Performance Indicator 11:
Personnel expenditure as a proportion of total expenditure, 2004-7
2007 Status:
Personnel expenditure as a proportion of total expenditure, 2004-7
2,7% below target



Between 2004 and 2007,
personnel expenditure as a
proportion of total
expenditure was reduced
from 65,7% to 61,7%.
However, this remains 2,7%
below the 2008 target of 59%.
Further, a slight increase of
0,4% was evident between
2006 and 2007.
Action/Responsibility

Appropriate steps by VP: F&E,
reporting to Mancom and
Finance Committee of Council
Current Institutional Performance against 2015 Strategic Plan: Scorecard
Performance
Trend
Not yet
available
Performance
Indicator
PI 12: Nett surplus as a proportion of annual
turnover, 2004-7
PI 1: Aggregate Course Success Rate, 2004-7
PI 6: Research outputs/academic against 2015
and DoE targets, 2004-6
PI 8: Research outputs increased by 70 points per
annum for 2006–2010
PI 3: Unisa Student Satisfaction Index, 2005-7
PI 7: Position among South African universities in
terms of research outputs, 2005
PI 11: Personnel expenditure as a proportion of
total expenditure, 2004-7
PI 4: Headcount Enrolments, 2004-7
PI 5: Student-to-Academic Staff Ratio, 2004-7
PI 2: Aggregate Throughput Rate, 2005-7
PI 9: Student Support Service Satisfaction Index
(SSSSI), 2005-7
PI 10: Dropout rates, 1998-2003
PI 13: Annual Staff Satisfaction Index, 2007
PI 14: Employment Equity Profile, 2004-7
Target
Target
Date
Current
Performance
Current Performance
Against Target
Prognosis of
Meeting Target
5%
2008
11%
Target exceeded by 6%
Almost certain
56,0%
Unisa: 1,0
DoE: 1,035
2010
2015
2015
54,7%
1,7% below target
Probable
0,44
Below target
Possible
70
2006-10
65,89
4,11 below target
Probable
90,00
2015
70,18
19,82 Below
Unlikely
Among Top 5
2015
Position 6
Below target
Possible
59%
2008
61,7%
2,7% above target
Probable
258 023
140
8,37%
2010
2015
2010
239 851
179
6,45%
Already close to target
Above target
1,92% below target
Impossible
Unlikely
Impossible
90,00
2015
64,63
25,37 below target
Unlikely
Decrease 3%
2015
-
Generally low
Below target
Unlikely
Generally low
Baseline
-
Unspecified
In EE Plans
Severely skewed
Baseline
Commentary
From this table, we can see that (apart from the two new targets for which performance trends are not yet available):
1. Only one target (PI 12) is currently being met (green robot), but the trend in this case is sidewards (horizontal orange arrow)
2. A further three (PIs 1, 6, & 8) are not being met (red robot), but the trends are in the right direction (upward green arrow)
3. Three more (PIs 3, 7 & 11) are not being met (red robot), but the trends are sidewards (horizontal orange arrow)
4. Another five (PIs 4, 5, 2, 9 & 10) are not being met but the trends are in the wrong direction (red robot and arrows – up or down as the case may be)
Assessing current institutional performance against targets must be seen against the relevant target dates. That is, we need to assess where we are currently in
relation to we need to be by when. On this basis, we can see that although several of the targets have not currently been met, the prognosis of eventually doing so:
5. In four cases is almost certain/probable
6. In a further two cases is possible
7. In six cases is unlikely/impossible
Progress Monitoring
vs OPM
It is important to distinguish between:
• Progress monitoring (monitoring of progress
in relation to planned actions, activities,
outputs and milestones by means of project
management software and methods) and
• Organisational/departmental performance
management (analysis and explanation of
performance and evaluation of impacts in
relation to planned targets and outcomes by
means of appropriate PIs)
The Information Hierarchy:
The BI Pyramid
Value/
Aggregation/
Integration
Analytic format
Presentation format
Intelligence
Information
Data
Scorecards
Strategic:
VC & Portfolios
Tactical:
Department/
Directorate
Operational:
Division/Project
Volume/
detail
Dashboards
Reports
Management information
Business intelligence
Actionable
intelligence
The analytic
maturity curve
Prediction
BI Analytic Maturity
Evaluation
Explanation
Progress
monitoring
Analysis/
interpretation
Real-time
reporting
Historical
reporting
How can we make
things happen/improve?
What will happen and why?
What is the likely outcome and
impact?
What was the impact of an initiative?
Was the intended outcome achieved?
Why did it happen/not happen?
What factors contribute to outcomes?
Was the goal/target reached?
Were any critical levels reached?
What does the change signify?
What trends are apparent?
What is happening?
What is changing?
What happened?
What changed?
Time/technology
BI Analytic Maturity
The Technology
Maturity Curve
BI
framework
Automated,
web based
information
portal
Manual data
digging &
dissemination
Future DISA
Current DISA
(still MI, not BI)
BMI, Planning Office, DPA, early DISA
Time/technology
Manual data
digging …
Automated,
web based
information
portal
BI
framework
… And
dissemination
BI Strategy
Management
• Management &
Operational
Structures, including
the BICC
• Roles &
Responsibilities
Operational
Standards
•
•
•
•
•
•
Quality assurance
Business rules
Metadata
Data models
Data integrity
Security & access
control
• Rationale
• Elements & Definitions
• Roadmap
BI
Framework
Implementation
• Advocacy
• Change management
strategy
• Workplan
BI Architecture
Infrastructure
• Technology
- Data storage, Server & PC
architecture, software
• HR resources & capacity
•
•
•
•
•
•
•
Why?
For whom?
What?
When?
Where?
How?
By whom?
BA/
Process
maps
Domains of
BI at Unisa
Student
Intelligence
Programme
and Course
Intelligence
Operational
Intelligence
Different views:
Institution,
Portfolios/
Colleges/
Business Units
HR
Intelligence
Financial
Intelligence
External
Strategic
Intelligence
Data warehousing
Reporting & Analysis
ICT
DISA/BICC
DISA/BICC Outputs
Source databases
Portal
Extraction
Extraction
HR
U
Finance
Estates
s
No. of Members
70000
Legend
Recreational
COMPSK
EXECUTIVE
OFFICIAL
PRECSK
TESTSK
60000
Datawarehouse
50000
40000
30000
20000
10000
e
0
AB
BC
CO
EO
FO
MB
NB
NF
Students
r
s
• Analyses/
Research
Data
Research Reports/
Briefings
• Statutory Reports
• Ad Hoc Queries
Information
Intelligence
The BI Strategy
Roadmap
Main phases
Action Plan / objective
PHASE 1: FINALISATION
OF BI STRATEGY
FRAMEWORK
Finalise document
SPCC Working Group feedback
MC approval
PHASE 2: DETAILED
ROADMAP FINALISED
AND IMPLEMENTED
Structures and team operationalised
Consultants appointed
Project launch
Institution-wide Advocacy Campaign conducted
with feedback
March 2009
April 2009
May 2009
May 2009 - onwards
Develop Project Charter with consultants
June 2009
BI product procured through tender process
June 2009
Initial set of PIs, dashboards and scorecards in
place; feedback on usefulness
PHASE 3: FURTHER
ROLLOUT
Time Frame
June 2009 onwards
BI product procured through tender process
July 2009
Initial group of users identified and training
commenced
October 2009
onwards
Revised project deliverables
2010-2011
DISA/HR BI Engagement
Process
• Engagement with functional areas to determine
optimal BI requirements (truth test: why before what)
• Scrutiny of departmental operational plans to
determine consistency between objectives, actions,
performance measures/indicators and different kind of
targets (output, quantitative, outcomes, planned)
• Determine appropriate/measurable PIs, information
sources, formats and custodians
• Arrange gathering, processing, formatting and
dissemination of dashboards and scorecards
(incremental approach)
• Involve appropriate strategic and operational staff
members, including identified ‘Super Users’