Search Results Page
Executive Dashboards
Dashboards are graphic summarizations, typically in dial form, of metrics that have been compared with predetermined thresholds. Dials are often colored green for acceptable performance, yellow to warn of a delta between metric and actual result, and red when the actual numbers vary notably.
Displaying Results for:
- Executive Dashboards (Remove)
Track research using these terms:
Sort by:
Displaying results 1-9 of 9 results
Results based on your search criteria
For Business Process & Applications Professionals
BI Belt Tightening In A Tough Economic Climate
Practical Advice Applicable To Any Economic Condition
by Boris Evelson, February 20, 2009
As an economic downturn becomes a sobering reality, enterprises look for various ways to increase revenues and reduce costs. While overall IT budgets become targets for cost cutting, business intelligence (BI) applications and infrastructure need not . . .
For Business Process & Applications Professionals
The Forrester Wave™: Enterprise Business Intelligence Platforms, Q3 2008
by Boris Evelson, July 31, 2008
In Forrester's 151-criteria evaluation of enterprise business intelligence (BI) platform vendors, we found that IBM Cognos and SAP Business Objects maintain their leadership positions, while Oracle and SAS Institute move into leadership positions in enterprise . . .
IIM's Dashboards Serve Many Constituents
It's All About The Data
by Margo Visitacion, June 13, 2005
Integrated IT management (IIM) has the potential to dramatically raise visibility into the IT work pipeline, allowing management to allocate the most critically needed resources to the right work in a timely manner. To do this, IT organizations must move . . .
Integrated IT Management Drives Efficiency
Role-Based Dashboard Views Will Make It Happen — Get Ready
by Margo Visitacion, Phil Murphy, Thomas Mendel, Ph.D., February 2, 2005
Dashboard-type views permit business managers and executives to see business events, to understand their subsequent impact, and to take corrective action. It is ironic, then, that IT — the enabler of many dashboard views — lacks any comprehensive view . . .
What's An Active Dashboard Without A Framework?
by Laurie M. Orlov, March 22, 2004
Dashboards are useful but insufficient. The information they present must be actionable — making them active. Firms with dashboard projects on their plate must think through their projects using a framework that covers the nontechnical as well as technical . . .
Security Knowledge Management: Defining the CISO Dashboard
by Michael Rasmussen, January 1, 2004
The CISO needs a knowledge management dashboard that supports the synthesis, analysis and reporting of the state of information security in the enterprise.
The Three Key Components of an Active Dashboard
by Keith Gile, December 29, 2003
Active dashboards require three interrelated components: (1) access to data (operational and decision support), (2) business rules assimilation and (3) information delivery. Some successful initiatives use a single product to implement all three.
Making Dashboards Actionable
by Laurie M. Orlov, Christopher Mines, Liz Herbert, Colin Teubner, December 17, 2003
In the post-Enron era, dashboards have become the latest tech toy for top execs. But these projects are disconnected from business operations; firms must link dashboards to business processes and actions.
Decision-Support Dashboards Address an Executive s Sense of Urgency
by Keith Gile, December 21, 2001
Although the mantra of more data, more quickly to more people will be heard increasingly in the halls of corporations, mandating increased access to digital intelligence in the enterprise, delivery to executives has one additional component urgency.
