Nov 012012

IT organizations worldwide use dashboards to provide managers with the key performance metrics they need to steer their organizations in the right direction and make important strategic business decisions. However, the data being measured must be meaningful for the dashboard to be valuable. Considerable effort and resources can be wasted tracking the wrong information.

Dashboards need to be regularly reviewed to ensure they incorporate data from all relevant sources. For example, organizations must now incorporate and leverage the vast amount of data coming in through their various social media channels, as this data provides key information on trends that can affect an organization’s bottom line.

So what is the secret to designing a dashboard that can produce meaningful results? What metrics and key performance indicators (KPIs) should be included to indicate how the business is performing? Can social media play a role in making dashboards more effective?

The upcoming issue of Cutter IT Journal invites stories from the trenches and expert opinions on managerial dashboards and invites useful debate on how to improve their design, usage and value to give organizations the insight they need to outperform the competition.

Topics of interest include but are not limited to the following:

* How can you identify the key measures that will make the dashboard relevant?
* How can you choose only those measures that have a direct and valuable purpose?
* How can agile teams benefit from dashboards?
* How can a dashboard be designed to benefit a CIO?
* What are the benefits of a properly designed dashboard?
* How can dashboards be used to leverage information being collected via social media?
* How can social media be used to make dashboards more effective?
* How can you get timely and accurate information from your dashboard?
* What case studies detail examples of successful dashboard use?

Please respond to Ilenia Fronza, ilenia[dot]fronza[at]unibz[dot]it, with a copy to itjournal[at]cutter[dot]com, no later than 16 November 2012 and include an extended abstract showing major discussion points.

Final articles are due by 20 December 2012.

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