ࡱ> $5#M &bjbj== %4WW^" l222F 8  $FH$2@ V l l l A4u#######$z% 'v#2#l l ;$@l 2l ##& 7r"Th2#l 4 rWWF @##$0H$)#((#FFDraft: Task Force on Reporting Strategies White Paper ˿Ƶ of Missouris overall reporting strategy ought to be a general plan that when implemented, enhances the reporting capabilities of its administrative and academic units. Specifically, the strategy needs to address: How can the University enhance reporting capabilities and respond to the data needs of faculty, administrators, and staff? How can the University address these reporting needs for the short-term, during PeopleSoft implementation, and in the long-term once PeopleSoft is fully implemented? What strategies are needed to leverage new technologies and best practices to support reporting? What resources, if any, are needed to implement any proposed interim and long-term reporting strategies? Components of a Reporting Strategy: A Reporting Strategy should not simply be a plan for off-loading reporting from the transactional system. Rather, it should seek to enhance reporting as a process and develop one of the Universitys most critical resources: corporate data and information. Reporting tends to be viewed along two primary axes the type of user needing information and the type of reporting (operational, managerial, executive decision-making, etc.) they are required to complete. An overall strategy needs to include a mechanism for relating how to match differing types of users to the type of data needed, and the data available. Additionally, methods of accessing data supporting each type of users needs also need to be considered when creating a reporting strategy. Finally, a Reporting Strategy needs to directly support the institutions overall strategic plans as well as the strategic plans of individual units. The development of a reporting strategy needs to retain a user-centered perspective it is the users who will validate the strategy, provide the impetus for its implementation, and who will constantly strive for its improvement and evolution. The users need to be empowered to fulfill their reporting needs and not spend the majority of their time looking for data or creating shadow systems to satisfy their specific needs. Specific needs that a reporting strategy ought to address are: How to ensure change and process improvement of reporting. How to leverage new technologies. How to manage historical and trend data. How to integrate the new PeopleSoft data in and among the various administrative systems. How implementation responsibilities are assigned to what organizational groups. How to merge external data into the overall plan. How to define the relationships between IT and functional users. How to best empower data users. How to implement transitional plans as needed. How to measure the plans success. Types of users and their needs The identification of the users who they are, where they are, what are the characteristics of their information and data needs is critical to any reporting strategy. The strategy needs to meet the users needs, technical skills, and degree of analytical/statistical sophistication. Some reporting strategies classify users by their reporting frequency, by their level within the organization, by the degree of data summarization, or by functional area, e.g. human resources, student. The following classification seeks to look at users by a combination of criteria and characterizes their information needs, both in terms of the frequency of need and level of data granularity: Production/Operations These types of users tend to use one of the administrative systems daily, often entering data and verifying its accuracy as well as monitoring system performance. Tending to use software delivered with the operational systems software, these end-users are closest to the data and the system they are working with. Functional Area Mangers Functional managers have direct line responsibilities one or more of the major administrative systems. Along with responsibilities for data integrity, they are also responsible for many standard and ad hoc reports dealing with their particular administrative system. At this level, there tends to be the need for both detailed and summarized data. End-users Departmental (both administrative and academic) School/Division Campus System End-users need access to detailed data as well as summarized data and more often than not, need the most recently available data from one or more of the administrative systems. However, as one moves from department to higher levels or the University, the frequency and level of detail tend to decrease. Executive Decision Makers (Campus and System): These are the Universitys executives who, either by their own abilities or from directing others, seek data and information already analyzed to support decisions, often focused from a long-term perspective. They tend to be occasional users of the administrative systems and consumers of pre-formatted reports. Types of data and reporting needs: Operational/Production System Reporting Operational reporting is needed to run the operational systems. It tends to be directly related to supporting the actual operation of the software system. The production of, and use of, operational reporting tends to be of a fairly high technical nature. This reporting is traditionally located within the organizational unit responsible for system maintenance. The data source is the production system using live data and the focus tends to be on the transactional data. End-User Ad Hoc Reporting Desktop reporting for functional users is created on as needed basis, tends to be nonrecurring, and of a limited scope. The data source should be as much as possible, off-line to avoid competing with the operational system for technical resources. This type of reporting tends to be the responsibility of end-users, but it should not require high level of technical expertise. However, since the focus of this type of reporting ranges from transactional data to aggregated data, the users need a full understanding of the data used for reporting. Compliance/Externally Mandated Reporting This is the required reporting for state, federal, or other external constituents. Examples range from W-2s to the federal Integrated Postsecondary Education Data System (IPEDS). These reports tend to be based on specific time frames and carry legal ramifications. Staff in a variety of levels of the organization are responsible for the reporting and they tend to be functional experts, not technical programmers. Required Managerial Reporting These are reports required for internal management needs and are of a recurring nature. From these reports, frontline management can monitor the basic health of the University. The information in these reports needs to be consistent with other types of reporting. Access to the data and related reports needs to enhance managerial responsibilities to interpret the data and make effective decisions. Technical issues of accessing the data should not become roadblocks to their efforts. Analytical Reporting This category of reporting typically requires significant slicing and dicing of data as well as the need to drill down through the data. By using a variety of reporting techniques trend, predictive, comparisons its purpose is to support decision makers when the standard managerial reports are not sufficient or when the need is less frequent. Because the data needed is highly customized and specialized, this type of reporting tends to be done by analysts who need to be well versed with analytical tools as well as have a basic understanding of the data. How do we match the types of information needed to the type of user? Not every need can always be addressed. Many plans look at meeting somewhere around 70% to 90% of the information needs of its users. While the plan should strive to meet the needs of as many as possible, it should not place unreasonable expectations on either technical or functional resources. What information and data that is immediately available to all users and what is available in some format to some users, tend to be dependent on the users requirements in terms of the level of detail, frequency, and timeliness of the data needed. Additionally, the technical skills of the users, how the data are used and the degree to which the data are integrated with other data, from internal administrative systems as well as external sources, all contribute complexities to meeting information and data needs. The diagram below shows one way to look at the information pyramid needs in terms of frequency of need, technical ability, level within the organization. Display 1:  EMBED Word.Picture.8  From Henry Stewart, HEUG Presentation, March 2000 DRAFT: 1/09/2003  PAGE 4 643" & &$&%&&&'&(&Z&\&^&o&p&v&w&x&y&z&&CJ0JCJmHnHuj0JCJU0JCJ 5CJ\ jUjlA 5CJUV\aJ j8U5\ 5CJ\CJ 5CJ \67AB 3478  : W & F^&|&&Ww`akWXYZ[\!!3"4"e%f%&& &(&Z&[&\&]&^&^&o&z&{&|&}&~&&&&&&&&&&$a$#0P/ =!"#$%MDd$"    n  c $A? 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