Key Performance Indicators (KPIs)

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来自 University of California, Davis 的课程

Creating Dashboards and Storytelling with Tableau

270 个评分

University of California, Davis

Creating Dashboards and Storytelling with Tableau

270 个评分

课程 4（共 5 门，Specialization Data Visualization with Tableau）

Leveraging the visualizations you created in the previous course, Visual Analytics with Tableau, you will create dashboards that help you identify the story within your data, and you will discover how to use Storypoints to create a powerful story to leave a lasting impression with your audience. You will balance the goals of your stakeholders with the needs of your end-users, and be able to structure and organize your story for maximum impact. Throughout the course you will apply more advanced functions within Tableau, such as hierarchies, actions and parameters to guide user interactions. For your final project, you will create a compelling narrative to be delivered in a meeting, as a static report, or in an interactive display online.

从本节课中

Key Metrics, Indicators, and Decision Triggers

Welcome to Module 2. In this module, you will identify the key metrics that will provide the answers to your business question. You will develop an understanding of the types of ways KPIs can be visualized. You will create calculated fields for KPIs to build a figure that will be used to measure progress in the data. By the end of this module, you should be able to set thresholds and create alerts to trigger a decision. We will also discuss the topic of quality and constraints of the data.

Introduction to Key Metrics, Indicators, and Decision Triggers0:50

Key Performance Indicators (KPIs)6:59

Tableau Calculated Fields and KPIs4:11

Creating Complex KPIs Using Tableau15:47

Thresholds and Alerts6:26

Data Quality18:16

与讲师见面

Govind Acharya
Principal Analyst
Budget and Institutional Analysis
Hunter Whitney
Sr. Consultant, Author, Instructor
Design Strategy and Data Visualization

[MUSIC]

Hello.

In the business world, we often the term KPI thrown around,

without it being clear what a KPI actually is.

More often than not, the person saying it might not even know that KPI stands for

Key Performance Indicator.

At first glance, it's easy to define.

KPIs are a measure of how well companies, businesses, business units,

products, projects or

individuals are performing compared to strategic goals and objectives.

Well-designed KPIs provide the navigational tools.

They give us a clear understanding of the current levels of performance.

But what I just gave you was a bare bones definition.

Honestly, if I left you with just that,

I wouldn't have done justice to challenges of crafting these KPIs.

So, for this lesson, we'll discuss the term KPI which is foundational to your

learning for the rest of this module.

After this lesson,

you will be able to list the three must have components of a KPI, and

discuss their importance, and what they can do strategically for a business.

Okay, let’s get started.

The definition of KPI as I gave you was correct but it doesn't tell you about

the importance of how knowing the details of the organization's missions and

goals are critical to Key Performance Indicators.

I must warn you that understanding the strategic purpose of KPIs

may seem obvious in retrospect, but I've had a lot of experience in having to

navigate the lack of insight into what KPIs are and are not.

I want you to be ready when you're asked to prepare a KPIs without much content.

So let's explore KPIs in more detail.

First off a KPI is a Key Performance Indicator.

Let's unpack these three words.

K stands for Key.

P stands for Performance.

I stands for Indicator.

A KPI is Key.

What are the most important things in your organization?

Ideally, that comes from your organization strategic and

business plan or some other plan written or unwritten.

The reason that it's key is that it must have a primary relevance for

your organization.

The P in KPI tracks performance.

That’s the second word.

This is about tracking the actual performance as compared to the goal.

Let’s say one of the key goals of this year is to improve profit from last year.

You’ll measure the key value of actual performance or profits of this year.

Again, it's the last year's profit.

It will either be better worse or the same as last year's profit.

That leads to the final letter in this abbreviation.

The I in KPI is the Indicator.

You will need to have some way to indicate

how the performance is keeping up with the goals or not keeping up with the goals.

That is why you create an indicator.

The indicator will flag any key performance that falls

outside the bounds you have set and notify you quickly.

The indicator should use pre-attentive attributes that will allow the user to

access their iconic memory space, or more likely their short-term memory space.

You may recall, I talked a lot about pre-attentive attitudes in course 2.

So there you have KPIs.

This KPI must have three components.

First, it must be crucial or key.

Second, it must be measurable so that performance can be measured and

compared to the goals.

Third, it must have some calculation that allows in a very quick way for

someone to indicate how crucial a measurement is doing.

That all adds up to the three components needed for any key performance indicator.

So let's consider a couple of examples.

These are from a variety of sources which I'm providing and

they're not ones that I created in any way nor were they created in tabular.

We'll do that in the next couple of lessons Example one.

The first example shows a nice snapshot of profit in some detail.

The KPI quickly shows some topline numbers that might be worth exploring further and

delving into.

The second example is an example of a net promoter score.

This is a very interesting measure.

It's a measure of loyalty to brand or a product.

It's the difference between a product's promoter and a product's detractor.

As you're viewing this KPI, you might want to ensure that the Net Promoter scores

are within the range that you set in your strategic plan or performance goal.

A designer of that, which is you as the analyst,

we'll also be setting it up, so that there's a range and

the color changes depending on where you are in the net promoter score.

The final example is on employee retention.

In other words, how well is your organization doing at retaining employees

based on a certain benchmark?

And here it is.

With that, why are KPIs important?

KPIs may seem like a lot of work for summarizing just one thing.

And it is a lot of work for just one thing.

But is it worth it?

I would say yes.

It's worth it because you have to measure your performance against the goals

to ensure that you're measuring up.

If you have a KPI, you can monitor you're performance and perhaps make some

adjustments made stream and reassess, but if you have goals and you can't

measure them how do you know if you're succeeding in them or falling short.

So just to tie up,

I want you to think about a few important things when you're designing KPIs.

First, make sure you're designing them based on some strategic need.

Next, make sure that the KPIs are well defined, measurable, and quantifiable.

Finally, make sure that the KPIs are actually crucial for

the goals that your organization wants to achieve.

Otherwise, the KPIs are pointless.

So this wraps up our introduction to KPIs.

After this lesson, you should now be able to define what a KPI abbreviates,

list three must-have components of a KPI and

discuss the strategic business importance of KPIs.

Thank you for your attention.

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