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Agenda
• Welcome
• Introductions
• Presentation on Business Intelligence
• Discussion Groups – Identifying Issues
• Agree Next Steps
• Conclusion and Wrap-up
Introductions
• Your Name
• Credit Union
• What do you currently report on each month
• How long do you take to prepare those reports
• Your Expectations for Today
Focus Group Objectives
• To identify the information needs of your credit union
• Discuss and agree priority information needs to enable informed decision making
ICT Strategy – Overview
ICT OFFICESelect Projects
PROJECT MANAGEMENT
OFFICEEnsure
Delivery
STANDARDSDoing Things
the SameResolution 49
VALIDATIONTo Ensure all
Products & Services “Fit for Purpose”
Business Intelligence
The POWER of Information
Secure Credit Union
NetworkKey to Enable
Future Products &
Services
ICT Strategy – Business Intelligence
• Referred to as “Business Intelligence”
• Movement-Wide Information Store
• Holds Validated Information for all Products and Services
• Assist in Compliance Reporting
• “Proof of Concept System”
• Engage with Credit Unions – First Focus Group 10th March 2009– Additional Focus Groups Planned– Understand Credit Union Information Needs– Identify the most Meaningful and Informative Statistics
The Power of Information
• “Business Intelligence” – First Service on Secure Network
– Meaningful Statistics
– Bring Immediate “Value” to Boards & Managers
• Will Enable Effective– Business Planning
– Business Forecasting
– Trends Analysis
– Benchmarking
PROJECT CONNECT ROADSHOWS 2009
What are the key questions to be addressed?
• Key questions:– Why do you need good management
information?– What constitutes good—and bad—
information?– How do you make your information
better?
Why do you need good management information?
• Three key aspects of the management of an organisation require robust information:– Performance management
– Financial management
– Risk management and control
Performance management
• "Traditional" financial reporting—profit & loss, balance sheet, etc.
• Profit & loss:– Profit / margin– Dividends
• Balance sheet– Trial Balance– Expenses
Risk management and control
• How is management information relevant to governance?– Boards, especially non-executives, need
to pay more attention to the detail of operations, and demand better information
• How can information support better internal controls?– Continuous control monitoring– Reporting by exception– Problem indicators
What characterises 'good' and 'bad' information?
Bad information
• Too much detail
• Not easily absorbed
• Irrelevant or poorly designed graphs
• Focused on statistics
• Exists only at entity or summary level
Good information
• Clear and concise
• Easily absorbed
• Shows true, meaningful trends
• Focused on decisions
• Allows for comparison– Facilitates "internal
competitiveness"
How do you make your information better?
• Information must support the decision-making process
– Review all the information provided• If it doesn't support the decision making process,
what is it for?
– Review the decisions you need to make• Do you have all of the information you need to make
those decisions?• Is it readily available or does it require effort?
• Adhere to the basic principles:– Summarise– Present the whole picture– Categorise, classify, stratify– Compare different aspects of your business– Show trends, not just numbers– Make it timely– Ensure reliability, integrity....
How do you make your information better?
Summary
• "Business information" is not about implementing expensive "BI solutions"
• It's about:– Analysing your information requirements– Focusing on the information you really need to
support the decision-making process– Applying the principles described here– Getting the information you need by whatever
means is appropriate
Discussion Groups
• Three Scenarios• Financial• Marketing • Training• Your OWN
• Each Group to discuss Scenarios and answer the related questions.
• Present findings
BI - Decision Making
The process of decision making1. Defining the problem (a decision situation
that may deal with some difficulty or with an opportunity)
2. Constructing a model that describes the real-world problem
3. Identifying possible solutions to the modeled problem and evaluating the solutions
4. Comparing, choosing, and recommending a potential solution to the problem
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