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us forecast what might happen in the future versus the basic idea of a Balance Scorecard where it is a management toolset that links everyone throughout the company against KPIs KPIs differ depending on the nature of the organization, the organization s strategy and the development level of the organization we are generating the dashboards for They help to evaluate the progress of an organization toward its vision and long-term goals, especially toward difficult to quantify, knowledge-based goals So, we need to get these defined and the critical document for this is the report requirements or functional requirements that should be developed initially by the business users Don t let them off the hook by trying to help the process along; you will find yourself creating these documents with little or no help from the business This is a self-defeating scenario There is little chance that whatever you develop will be approved by the business user unless you re the business user also It would be better for you that they reject the functional requirements immediately so that you don t waste your time developing some set of KPIs that are not agreed upon by the business and once you get the entire dashboard completed they realize that it s not giving them any indicators that are going to be helpful in their position Definitely, get the business users involved by offering examples of the final result Demonstrating the use of a dashboard and driving the need for this component to help your company survive will improve the results that you get from the business requirements document If all else fails in getting the business requirements directly from the business user, then getting consensus sign off on the KPIs you ve developed is a must Do this either from the actual business user point of view or from the management level so that someone from the business has approved the use of these metrics before starting the process of configuration I know the idea of getting consensus around metrics for one business user group from the management level just above seems a bit harsh but it s much better than having to reengineer everything that you ve spent months on after you re done Requirements gathering doesn t end with KPIs In my experience implementing BW/BI or SEM-CPM, I have seen very few companies work through the requirements gathering to the extent needed to develop a set of good requirements for the development of the dashboards Typically, everyone does a great job up to the point of establishing the appropriate KPIs, but after that the requirements gathering stops This is actually just the start of the process After this level of information analysis, we have the whole area of architecture and display to follow through and understand Developing a display component before you get more information about the KPIs is premature You need to ask questions about positioning, priorities, and formatting For example, the color schemes will be approved by the corporate marketing department, so that s not a big issue, but you need to understand if other colors within the dashboard should be softer or bolded Following are the types of questions you need to pursue after you establish the KPIs For example: Out of your list of metrics, what are the primary KPIs that the business can t do without If you could have only one KPI, what would it be What formats would work best for you (column charts, line charts, pie charts, bar charts, etc) What experience do you have with analysis using a scattergram, radar chart, and so forth.

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