Business Intelligence. Using business intelligence for proactive decision making

Business Intelligence

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Table of Contents

• What is Business Intelligence?

• Why Business Intelligence?

• Strategy and Approach

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What is Business Intelligence

• Business intelligence (BI) mainly refers to

computer-based techniques used in identifying, extracting, and

analyzing business data … BI technologies provide

historical, current and predictive views of business

operations ... Business intelligence aims to support

better business decision-making. Thus a BI system

can be called a decision support system (DSS).

AGAIN! What is Business Intelligence?

• Business intelligence (BI) …

– Pulling data from a bunch of different systems and

flattening it out to make is easily and more quickly

searchable.

– Applying that flat data to dashboards in order to allow the

Business to make decisions.

– What I am about to show you is the process to get your

organization ready to support Business Intelligence.

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Project Management Maintenance Management

Space Management Capital Allowances

New York Presbyterian Hospital - Portal

The User Interface

 Provide single location for access to

all critical information

 Encourage business units to publish

consistent performance metrics

 Create cross-functional awareness

 Facilities Portal is organized in “Risk

Folders”

– Safety and Compliance

– Space and Infrastructure

– Projects (Costs & Schedules)

– Finance and Operations

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Business Challenges

Business Drivers

• Do I know if my investment in Real Estate is at the

right level?

• Do I know my total financial obligations?

• How will future growth or the re-pricing of my

existing portfolio impact occupancy cost trends?

• Is the strategic view of the real estate organization

aligned with my organizational and field-level goals?

Operational

Issues

• How long does it take to provide key analytical

reporting?

• Do our tools effectively provide timely access to key

information?

• Do I have historical data to model trends?

• Are standards in place to assure data integrity and

accuracy?

An effective BI strategy for RE&F will align facilities

intelligence + enterprise objectives + business

strategy + investments.

Approach to Solution

Source: Life Cycle Engineering / Brynjolfsson (MIT)

Businesses should focus on

increasing the maturity of

processes and data that will

yield value and enable

measurement and

communication.

Note: Bottom line

performance is basically

overall efficiency that

effects the profits and cost

of the dept, BU or company

overall

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What Every Modern BI Tool Does

Provide easy

access to

organizational

information

• Provide access to corporate data

• Hide the complexity of corporate

databases

• Allow the user a multitude of ways to

summarize and present data

• Have a web-based interface

• Support a variety of users

• Create their own reports

• Run pre-existing parameterized reports

• Provide dashboard-like interfaces

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Understand and Assess Business Process Maturity

1. INITIAL • Processes unpredictable, poorly controlled and reactive 2. MANAGED • Processes characterized for projects and is often reactive and manual

3. DEFINED

• Processes characterized for the organization and is proactive

4. QUANTITATIVELY MANAGED

• Processes are measured and controlled 5. OPTIMIZING • Focus on process improvement

Maturity

Capability

BI Readiness

Chaos Spreadsheets Business Automation Decision Support Systems

Maturity level 2 to 3 - Methodology

Strategic Planning Model

Where are we?

Where do we

want to be?

What we will do to

get there?

How will we

accomplish this?

Assessment

Analysis

Recommendations

Action Plan

Data Gap Analysis

• Availability • Accessibility • Standardization • Policies • Performance monitoring

Measures for each

functional area

Prioritization

Data

Management

Practices

Initiatives and

Projects

Sub initiatives

Detailed Tasks

Short Term

Medium Term

Long Term

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# Priority Question

1 Please list the 5 most important business systems/applications, and rank them in importance to your business

2 What are the purposes of the current applications in use?

3 Please list the 5 most important business processes and rank them in importance to your business

4 What measures are used in those business process to determine performance? 5 Does the organization have clarity in the definition of information (common business

frame of reference, structure and associations of data are consistent)?

6 Does the organization have a specified standard for the precision of measures? How is analysis defined, and by whom?

7 Are the business reporting tools correlating the information in an agreed to set of business definitions?

8 Are any industry standards being used in the coding and referencing of data? 9 Are the authoritative sources of data (domain owners) already identified?

10 Are there any known data needs beyond those described by the identified systems?

… ….

Assessment - Where are we?

Analysis - Performance Measures Framework

• % Maintenance expenditure as proportion of rent collection

• Total RE Lease Obligations (Capital /Operating)

• Impact of Occupancy Costs on Earnings Per Share

Strategic

Level

• % Rent collection rate

• $ Rent lost due to vacant properties • % Current tenants in serious arrears • Average dispatch to close time for WO

Management

Level

• % Unplanned repairs completed on time

• Completed Work orders /day

• # Tenants under contract

Operational Level

• Exception Reports • Data policies • Data Standards

• Performance Monitoring

Data Management Level

Aggregated and

Distributed Metrics

Data in Silos

Data

Diagnostic

Metrics

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Recommendations – What needs to be done?

0 1 2 3 4 5 6 0 1 2 3 4 5 6

1

2

5

6

7

8

9

3

12

11

10

4

1 RE Payments Reporting

2 RE Priority Performance _Metrics 3 RE Operations Cost _Reporting 4 RE Operations Efficiency _Reporting 5 RE/OPS Customer _Satisfaction 6 Data Governance - Data _Standards 7 Data Visualization - _Platform 8 _{Conversion Planning} Non-WREF Sites 9 Data Governance - _{Process/Controls} 10 RE Industry Performance _Metrics 11 RE Operations Industry _Reporting 12 Data Visualization - _{Wireframe Designs}

Complexity/Risk >>>

Import

ance

>>>

Action Plan – How will we accomplish this?

Phase Ve rsion 1 – 6 DEC 2011

High Medium Low High

RE Payments

Risk/Complexity Profile

RE Performance

Metrics RE Operations Cost s

Data Visualization -Platform RE Operations Efficiency Reporting RE Customer Satisfaction Data Visualization -Prototypes

Data Governance - Data Standards Data Governance – Process/Controls RE Industry

Performance Metrics

Non-WREF Sites Conversion Planning

RE Operations Industry Reporting

1

2

3

1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q

Lease Revenue Payment - Receivable Payment - Payable Rent Obligation (current)

Footprint Reduction Critical Dates Cost per Person (base rent)

Non-rent Occupancy Cost

Churn Rate Cost per Area (s.f/m)

Space Utilization

Rent Obligation (term) Space Occupancy

Customer Satisfaction Metrics

Cost to Revenue Cost to Gross Profit Asset Valuation

Design Capacity vs. Actual Capacity Shared Space vs. Dedicated Space Revenue per Business Group/Entity

Projects

Measures Resulting

from Projects

www.gocfi.com Data Identification Data Standardize Data Ownership Implement

Information Management – Business Intelligence

Master Data Management Integration Requirements Data Repository Integration Enabling Process Integration Enabling KPIs Integration Plan Implement Centralized Reporting Strategy Identify Performance Measures Implement

1

2

3

BI Tool Selection Develop Performance Metrics Dashboard

4

Data Types

• Master Data

– Nouns of a business (People, Assets)

• Hierarchical Data

– Relationship between data (Organization, Location,

Uniformat Class, Room Type)

• Transactional Data

– Verbs of a business (Work Orders, Deficiencies, Projects,

Cost, Timekeeping)

• Metadata

– Data about data

• Unstructured Data

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CASE STUDY – NEW YORK

PRESBYTERIAN HOSPITAL

New York Presbyterian Hospital – Case Study

Space Management

•

Risk of incomplete planning

information and missed revenue

opportunities:

Infrastructure Management

•

Reputational Risk resulting from

poor visual appearance:

Regulatory Compliance

•

Life Safety Risk resulting from

non-compliance with regulatory

standards:

Work Order Management

•

Client/Patient Satisfaction Risk with

poor work management processes:

Business Intelligence

•

Lack of unified Business Process

Measurement and Management:

Benefits/Results

Business Challenge

‒ Scored a 100 % during the Joint

Commission survey with $1.6 M savings in the first year

‒ Productivity increased by 30 %. ‒ Patient satisfaction scores shows an

overall improvement in the patient experience related to the physical environment.

‒ Decrease in Fire/Smoke incidents by 25% (high priority)

‒ Average work request response time reduced by 64%

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Understanding Risk

Risk 1

Manage the Process to Identify, Prioritize and Implement a Capital Plan to best achieve the

institutional mission

Risk 2

Provide appropriate Space and Infrastructure necessary to support future

programs and operations

Risk 3

Manage Project Planning, Cost and Schedule and minimize the “velocity of change”

Risk 5

Improve and maintain Financial and Operational Strength

Risk 4

Maintain Safe and Compliant Facilities

Functional Areas for Risk Mitigation

• Asset / Equipment Management for Compliance

• Infrastructure Management – Increased Patient

Care Experience

• Business Intelligence for Information Management

• Operational Process - Disposition of hazardous

www.gocfi.com New barcode / Scan existing barcode Insert / Update asset location on drawings Insert / Update Detail Asset Data QA checks for Data Integrity

Asset Management for Regulatory Compliance

Asset Inventory Asset Inspections Inspection Audit Set up Inspection Schedule Vendor walk through with mobile device Scan Barcodes to respond to inspection Failed Inspections triggers WO Monthly Audit Program Check for evidence of compliance Failed Audit escalated to Site Inspectors Audit review with Steering Committee

1

2

3

Performance Management

Asset Inspections Performed

Deficiency Data Collected through ARCHIBUS Web Central

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Asset Inspection Results

Inspection test results color coded

(Red = Fail, Green = Pass)

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• What is my risk of

noncompliance?

• Are we getting more

efficient at closing

Deficiencies?

• Do we have the

necessary funds and

resources for our

mitigation activities?

Current Deficiencies

ILSM Risk

Building B

Hospital C

Pavilion D

Clinic E

Institute H

Performance Management – Aggregated

Space and Deficiency Data

Tower A

Pavilion D

Building F

www.gocfi.com Develop Assessment Criteria Train Assessment Team Perform Assessments Action Plan Based on Results

Infrastructure Management – Patient Care

Patient Room Assessments Capital Planning Patient Satisfaction Develop Multi- Year Capital Plan

Plan projects to annual budget Manage Projects to budget and schedule Conduct Patient Satisfaction Survey Plan on continuous improvement programs

1

2

3

Performance Management

Facilities Aesthetic Condition Enhancement

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•

Assessment/ Priority:

What is the current

condition of facilities

and where are areas

of greatest need?

•

Results Metrics:

What effect are the

improvements

having on Press

Ganey patient

satisfaction scores?

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Master (Hierarchical) Data Management

Space Management Work Order Project Management

Space Portfolio Data

• Campus ID • Bldg ID • Floor ID • Room ID SOC Data • PFI ID

•Asset ID (life Safety)

Project Data

• Project ID

Work Order Data

• WO ID Asset Data • Asset ID HR Employee Data • Employee ID Financial Cost/budget Data • Cost Codes

Defined Data Ownership for

each System and Relationships

to Metrics and KPIs

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Project Management Maintenance

Management

Space Management Capital Allowances

New York Presbyterian Hospital - Portal

The User Interface

 Provide single location for access to

all critical information

 Encourage business units to publish

consistent performance metrics

 Create cross-functional awareness

 Facilities Portal is organized in “Risk

Folders”

– Safety and Compliance

– Space and Infrastructure

– Projects (Costs & Schedules)

– Finance and Operations

Questions?

Thank You!

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Data Standards



Standardize data formats



Example: Asset ID is 8 characters long and alphanumeric in all systems

(CMMS, SOC, Condition Assessment and Location)



Establish / Refine procedures for data creation for all systems



Example: Follow check list to create a new projects in Unifier

(Attach documents, Identify team, Communicate schedules)



Refine drawing standards



CAD standards approved and in production – Refine as necessary



Define drawing methods



Establish Symbol library for life safety and other engineering disciplines



Ensure existing policies are followed



Quality review of record drawings in production

Integration Approach

Space Work Order Projects Time Keeping Work Request

Integration Middleware

1

Data

Warehouse

2

BI

3

Integration

Data Warehouse

Reporting and

Analysis

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Integration Approach

Space Work Order Projects Time Keeping Work Request

Integration Middleware

1

1

2

2

1

3

3

Integration Approach

IWMS System

BI

Source

Application

Reporting and

Analysis

HR Financial

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Data Warehouse Strategy

Facilities Data Mart

BI

Operational Data Level

External data legacy applications Operational Reports built in the system

Warehouse Level

Collect cleanse, organize and distribute

Analytical Level Query, reporting & analysis End User Analysts Managers RE &F Data Financial Data Clinical Data Vendor Data Medical Data Mart Financial Data Mart DATA WAREHOUSE

Typical BI Workflow

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Data Mart Strategy

Facilities

Data

Mart

Space Regulatory Compliance Condition Assessment Operations & Maintenance Work Requests Project Management Time Keeping

2

1

1

2

3

3

4

Business Intelligence

Facilities

Data

Mart

Space Regulatory Compliance Condition Assessment Operations & Maintenance Work Requests Project Management Time Keeping BI Platform

2

1

1

2

3

3

4