Asset Management Dashboards:

A Primer
By Norman A. Pugh-Newby, CPPA, Federal Center Chapter

High-performing organizations need informa- and effectiveness. A key enabler to achieving

tion that is timely, clearly presented, and support effective asset management is the establishment
effective decision making to drive better perfor- of a state-of-the-art capability for monitoring,
mance. Dashboards satisfy this need by providing assessing and analyzing critical performance
easy to understand, real time information on an management parameters by developing an organ-
organization’s key performance management ization-wide asset management dashboard system.
parameters– often in graphical form. Dashboards This paper provides an overview of dashboards
help organizations improve operations by and a perspective on how asset management
enhancing the way in which performance is organizations may approach the development of
measured and reported. require-ments specification for a dashboard.
Asset management is about having the right
asset, in the right place, at the right time, to Why Consider Dashboards?
support the mission of the organization. As such, Dashboards integrate and synthesize two key
asset management is a mission enabler that needs imperatives required by any evolving organization:
to be closely aligned with the four basic phases of performance management and business intelli-
organizational management. These are: developing gence. When presented together, they form
strategy, developing policy, conducting operations, a synergistic whole that helps to propel an
and conducting assessment. This alignment, when organization toward greater levels of maturity,
present, helps to advance organizational maturity effectiveness and efficiency.

20 | The Property Professional | Volume 26, Issue 3

 Performance management is the process of focused on analyzing how effectively the asset
measuring progress toward achieving key goals management strategy is being implemented. An
and objectives to optimize individual, group, operational view can be structured for Accountable
or organizational performance. Performance Property Officers and Property Custodians to track
management encompasses strategy setting, goal- the core asset management processes in real time
setting, planning, budgeting, forecasting and or close to real time.
modeling techniques.1 Business intelligence (BI),
on the other hand, consists of the tools, techniques, Consistent view of the organization
and processes involved in turning data into Presenting performance results in a dashboard
information and information into knowledge to provides the organization with a single, concise,
optimize decision making. BI encompasses data and common vision of the truth. This allows asset
warehousing, data integration, reporting, analysis, management decision making to be driven by the
and data mining technologies.2 same vision of truth, aggregated appropriately for
Together, these two disciplines provide a the particular level of decision maker.
powerful new way to communicate strategy
within an organization, and monitor and analyze Root Cause Analysis
organizational activity.3 This approach provides Dashboards allow users to drill down into
insights, explanations and shared understanding of the details after spotting abnormal trends in the
critical organizational information which facilitates summary reports. This capability facilitates rapid
optimized performance. identification of the source of the abnormality and
When properly designed and deployed, enables the formulation of meaningful strategies
dashboards provide several benefits to executives, to tackle and solve the issue. The ability to quickly
managers, and staff. Some of the benefits are analyze and identify the root cause of abnormal
outlined below. inventory results, for example, can potentially save
organizations significant sums of money which
Communicating and Managing Strategy will ultimately have a positive impact on the
Dashboards serve as agents of organizational balance sheet.
change, enabling executives to get the entire
organization marching in a coordinated fashion Integration of Data from Multiple Sources
toward the same destination. Dashboards allow BI tools allow data from multiple data silos
executives and managers to work proactively to to be represented on a single dashboard. Execu-
keep the organization on track by enabling them tives and managers are finally able to get a
to quickly identify and address critical problems comprehensive view of their organization from
undermining organizational progress a single system. This is particularly important in
large complex organizations aggregated from a
Monitoring and Oversight number of previously independent organizations.
Dashboards provide each user group with Each prior independent organization typically had
information and analytical capability that is its own asset management system and the new
appropriate to their role and gets updated on aggregated organization finds itself with numerous
a schedule that meets their needs. A strategic disparate asset management systems. Pulling data
view can be provided to senior leaders in the from the multiple asset management sources into a
organization to view how the asset management data warehouse that supports a dashboard is a key
strategy is impacting fiscal management, profit- strategy for providing executives and managers of
ability and compliance with statutory requirements. this complex organization with a comprehensive
A tactical view can be structured for Asset Managers asset management view from a single system.

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 Reduced costs and redundancy Dashboards Characteristics
BI capabilities help analysts to gain quick Organizations are increasingly using Dash-
insights from large amounts of data in ways that boards to provide at-a-glance views of current
would be otherwise impossible or cost prohibitive.
organizational performance and support timely
An example of such a BI capability is the Pivot
decision making. In his treatise “Deploying
Table which easily and quickly provides multi-
Dashboard and Scorecards” published in The
dimensional views and analyses of huge data files.
Data Warehouse Institute (TDWI) Best Practices
Without a Pivot Table such analyses would be
Report of July 2006, Wayne Eckerson describes
difficult, time consuming and expensive.
dashboards as:
“…. multilayered performance management
Timely Delivery of Actionable Information
Dashboards deliver the right information to systems, built on a business intelligence and
the right users at the right time to optimize data integration infrastructure, that enable
decisions, thereby enhancing operational efficiency organizations to measure, monitor, and
and accelerating bottom-line results. “What’s best manage business activity using both financial
about the dashboard”, said Greg Kuechler, director and non-financial data.”
of the Office of the Under Secretary of Defense,
Comptroller’s Performance Measurement Team, “is Dashboard at-a-glance views are supported by
that it’s made us high speed and low drag relative their three basic characteristics, which Eckerson
to the painful process we used to follow to generate calls “The three threes”. These characteristics are:
performance information. What’s more, by making
the metrics so easy to get to with just a few clicks One: Three Applications
of the mouse, the Dashboard has really helped us Every dashboard contains these three
socialize and internalize our focus on performance.”4 applications: monitoring, analysis and reporting,
and management, Eckerson writes. These sets of
Advancing organizational and related functionalities are woven seamlessly and
asset management maturity built on information designed to fulfill the needs
Dashboards give a clear view of key data points of the user.
that may be used to assess the organizations
progress toward specific goals. Knowing what is Two: Three Layers
going on in your organization is not merely good; The most distinctive feature of a dashboard,
it is a prerequisite to success. Being able to advance
Eckerson writes, is that it contains three layers of
this knowledge to make reasonable forecasts about
information. A performance management system
the organization’s asset management operations,
lets users peel back layers of information to get to
and thus better decisions to guide the organization,
the root cause of a problem. Each layer provides
is even better: it is what distinguishes the best from
additional details, views, and perspectives that
the merely good.5 Such an organization is able to
enable users to understand a problem and identify
keep a clear focus on its strategic goals and steer the
the steps they must take to address it. These three
organization effectively towards achieving those
goals and the desired level of organizational and layers are:
asset management maturity. In 2008, Government n Graphical abstracted data to monitor key
Fleet magazine recognized the City of Oxnard, performance metrics.
California, as the #3 Public Sector Fleet in the n Summarized dimensional data to analyze
country. In announcing this award, Government the root cause of problems.
Fleet recognized the City’s improved fleet efficiency n Detailed operational data that identifies
as being linked to its Dashboard program. what actions to take to resolve a problem.

22 | The Property Professional | Volume 26, Issue 3

 Figure 1: Asset Management Dashboard Displays of Layered Information

Percentage by Activity Status Inventory Accuracy

Percentage by Asset Type Asset Data

Figure 1 shows a number of Asset Management Dashboard displays that represent the various layers of information. The dial
(upper right) is an example of graphical abstracted data. The pie graphs are examples of summarized dimensional data. The chart
on the lower right represents detailed operational data. Some of the data in the chart has been redacted per request of source.

Three: Three Types n Tactical dashboards track departmental

Eckerson’s third dashboard characteristic processes and projects and emphasize analysis
consists of the three major types: operational, more than monitoring or management. They
tactical and strategic. Each type applies the three are often implemented using portals and run
against data marts or warehouses where data
applications and layers, described previously, in
is loaded periodically.
slightly different ways.
n Strategic dashboards monitor the execu-
n Operational dashboards track core
tion of corporate strategic objectives at each
operational processes and often display more level of the organization and emphasize
real-time data. Operational dashboards management more than monitoring and
emphasize monitoring more than analysis and analysis. They are often implemented to
management. support a Balanced Scorecard methodology.

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 An organization can have all three types of Develop a Clear Strategy
dashboards, each focused on different functional Develop a clear strategy on what is expected
areas. Further, these dashboards should all be built from the Dashboard solution to make it live up
on a single data infrastructure and application to its purpose as an efficient and actionable BI
platform to deliver consistent performance tool. Keep in mind, however, that after deploying
information throughout the organization. a new dashboard end users typically start to see
and think about information in new ways. This
Beware of “Quickie” Dashboards new thinking about information may unlock some
Effective Dashboards require careful planning, intellectual creativity and generate ideas that will
design and implementation. Dashboard require- enhance the system. This is a good thing as long
ments should be determined by thoroughly assess- as organizations remain true to the principle that
ing important organizational needs. When dash- anything presented on the Dashboard must have
board design and implementation are rushed the direct relevance to critical organizational activities
user can be left with severe operational challenges. and be actionable by the organizational user.7

1. The dashboard may have limited drill-down Develop Effective Metrics

capability or interactivity with source data Involve both functional and technical
which prevents execution of root cause analysis. personnel in developing metrics. Ensure the people
2. The dashboard may be difficult to use and whose performance is being measured understand,
maintain, requiring extensive IT expertise and accept, and endorse the metrics. Avoid cluttering
time to maintain and modify. the Dashboard with more metrics than a user can
3. The dashboard may constitute a data silo and understand and act on. As a rule, plan to have no
not provide a single view of performance across more than seven metrics for a single screen.8
the organization. Additional leading practices related to metrics
4. The dashboard may present fancy but function- include:
ally ineffective graphics that do not show the n Develop data source mapping for each metric
data dimensions necessary to make a decision area.
clearly and accurately. n Ensure there is a direct link between the data
sources and the metric table or graph. In this
These challenges can be prevented by the way changes to the data sources are automatic-
development of thorough requirements specifica- ally updated on the metric table or graph. This
tion which will guide the building of the dashboard. mapping also facilitates drill down to source
data.
Dashboard Deployment n Design, develop and populate initial metric
Leading Practices charts with raw data and integrate, where
The adoption of industry leading practices, necessary, information from various sources,
operating tactics and winning strategies helps to create a cohesive product.
organizations chart courses to superior dashboard n Develop analytic planning support that
performance. The major source used in compiling includes developing checks and balances on
these leading practices is The Data Warehouse metric data submission.
Institute (TDWI). TDWI is a premier provider of
in-depth, high quality education and research in Plan for Real Time
the business intelligence (BI) and data warehousing A performance management system populated
(DW) industry. with more timely data will allow executives and

24 | The Property Professional | Volume 26, Issue 3

managers keep their fingers on the pulse of the Additionally, these independent dashboards can
organization in ways they never could before. They give different answers to the same question if the
will be able to work more proactively to optimize system assumptions and/or calculations differ.
performance.
Dashboard Requirements
Plan for the Long Haul Specification Process
Prepare for 20 percent growth in users, 15
The requirements specification process provides
percent growth in queries, and four to five new data
a structured methodology for defining the full range
sources each year. Design the initial footprint of
of organizational and technological requirements
your system to be 15 percent more than your most
that will align the Dashboard with an organization’s
optimistic forecast and develop a plan to guide
needs and expectations, and provide a clear road
system enhancements after initial deployment of
map for the IT developers. The Dashboard should
the dashboard. Without expansion planning, rapid
be designed and adapted to support both the specific
growth in system use can place an undue burden
needs of the Asset/Property Management Division
on processing power, networks and data bases.
and the broader strategic needs of the organization.
Develop on a Single Platform While being organizationally-driven, this Dashboard
When managers build their own dashboard should also have the requisite technological muscle
solutions, independent of each other, the resulting to generate critical informa-tion requirements.
dashboard silos eventually compete with each other The requirements specification process encom-
for resources, and undermine the organization’s passes a cascading set of seven functions as shown
ability to get a single picture of performance. in Figure 2. These are:

Figure 2: Dashboard Requirement Specification Process

Define the need

Define the user

Define dashboard type

Assemble stakeholders

Fix system boundaries

Elicit requirements

Analyze, prioritize, specify

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 1. Define the need. sheet. Thus, goals should be established for
The entire requirements specification process metrics that have the power to strategically
must be focused on a clearly defined need. The impact the organization’s balance sheet and
ultimate goal of the process is to satisfy the these metrics should be monitored on a
defined need. strategic level dashboard.

2. Define the primary users. 4. Assembling the stakeholders.

Typical primary asset management users Your stakeholders are all the groups of people
might include roles such as Asset Management who will be impacted directly or indirectly by
Officers, Accountable Property Officers and the dashboard. Ensure you have a representative
Property Custodians. As primary users are from each impacted group. The first three steps
identified and defined think of their functional are usually executed by a small team from the
scope (Operational, Strategic, Tactical) and office of the “Champion” for the dashboard.
group them accordingly. Additionally, think This core team then enlarges when you
of the non-typical user, e.g., the corporate assemble the stakeholders. The “Champion”
finance officer who needs accurate and timely is the stakeholder who has the most to gain
information on the acquisition and disposal from the dashboard and helps to drive the
of capital assets to maintain accurate Property development of the dashboard forward.
Plant and Equipment (PP&E) data for the Additionally, from the inception of the process
balance sheet. The dashboard could provide an you should have a technical advisor to help you
excellent opportunity to provide data linkage define the technological requirements and vet
between the physical asset flows and financial the technical feasibility of user requirements.
flows. The corporate finance officer could be
a viable candidate as a primary user for the 5. Fixing system boundaries.
dashboard. The point here is that we may need The operational components of the organiza-
to think out of the typical asset management tion for which the dashboard will produce
box as we work to identify primary users, reports need to be clearly defined. These
and indeed throughout all aspects of the operational components fall within the system
requirements specification process. boundaries for the dashboard. Fixing system
boundaries helps in clarifying how the dash-
3. Define the type/types of dashboard board will integrate with the business process,
to be developed. and what its scope and limitations will be.
The primary users will drive the decision for
the types of dashboards to be developed i.e., 6. Elicit Requirements.
whether Operational, Tactical or Strategic. During requirements elicitation the lead for
While the need for tactical and operational the requirements specification process draws
dashboards seems intuitive, asset managers from the stakeholders their requirements
should use this opportunity to link their work for the dashboard and what they expect
to the strategic goals of the organization and it to accomplish. Based on the number of
thus be recognized as strategic-level players. stakeholders, the initial list of requirements
Effective asset management, for example, gathered could run into several pages and
positively impacts the organization’s balance will include both functional and technical

26 | The Property Professional | Volume 26, Issue 3

requirements. Examples of functional requirements ments specification process is critical to the effective
asset managers might desire form the dashboard design of a dashboard. It provides a structured
include: methodology for defining the full range of organiza-
a. Summary and detailed listings of all assets tional and technological requirements that will
b. Location data on assets align the dashboard with an organization’s asset
c. Summary and detailed asset cost data management strategy, needs and expectations, and
d. Inventory performance data – scheduled provide a clear road map for the IT developers. n
vs. actual
e. Inventory accuracy rates About the author: Norman Pugh-Newby is a Certified Professional Property
Administrator (CPPA). He is currently a manager within the Fixed Asset Management
f. Lost, damaged and destroyed assets - practice of Deloitte Financial Advisory Services. Prior to Deloitte Mr. Pugh-Newby served
summary and detail data as a career logistician within the United States Army retiring as a Lieutenant Colonel
g. Summary and detail data on asset disposals after 20 years of service. Mr. Pugh-Newby holds additional certifications as a Project
Management Professional (PMP) and Lean Six Sigma Green Belt. Mr. Pugh-Newby’s
Examples of technical requirements include
education includes a Master of Business Administration degree from Ohio University and a
issues such as system usability, reliability Master of Science degree in Operations Research from the Naval Postgraduate School.
and supportability.
Endnotes
1
Wayne Eckerson, “Deploying Dashboards and Scorecards,” TDWI Best Practices
7. Analysis, prioritization and specification Report, July 2006: 5.
of requirements. 2
Wayne Eckerson, “Deploying Dashboards and Scorecards,” TDWI Best Practices
In this final step, the requirements are clarified, Report, July 2006: 5.
3
Ibid., p. 5
analyzed for feasibility, integrated where 4
Patricia Dees, “Putting the “Dash” in Dashboards,” American Society of Military
possible, and any conflicts resolved. The Comptrollers, January 2009.
requirements are then prioritized and a decision 5
Gabriel Fuchs, “Dashboard Best Practices,” LogiXML White Paper, 2010: 3.
6
City of Oxnard, California, AssetWorks Case Study, 2009: 3.
made on the final set of requirements that will 7
Gabriel Fuchs, “Dashboard Best Practices,” LogiXML White Paper, 2010: 5.
be provided to the dashboard developer. This 8
Wayne Eckerson, “Deploying Dashboards and Scorecards,” TDWI Best Practices
final step is usually quite intense and is best Report, July 2006: 22.
conducted at an offsite location to facilitate
focus and prevent work distractions.

Summary
High-performing organizations need informa-
tion that is timely, clearly presented, and which
supports effective decision making to drive better
performance. Dashboards satisfy this need by
integrating performance management and business
intelligence to provide a powerful new way to
communicate strategy within an organization,
and monitor and analyze organizational activity.
Well designed and developed Asset Management
dashboards offer insight, explanations, and shared
understanding of critical asset management infor-
mation, and then allow the users to act upon this
information when and where necessary. The require-

www.npma.org | 27