Strategic Information and Business Intelligence (SIBI)
- What is the SIBI Program?
- What is the SIBI reporting platform?
- Program development
- Program governance
- Engaging with staff
- Benefits of SIBI
- Meet the SIBI team
- Further Information
The Strategic Information and Business Intelligence (SIBI) program is an exciting step forward for the University. This major initiative will transform the rich data already available into meaningful institutional information. SIBI will provide essential support for the University to meet its strategic goals and provide a foundation to inform strategic decision making. Faculties, divisions and portfolios will be provided with a common framework for broad but standardised management and strategic performance reporting.
SIBI is a business intelligence (BI) reporting platform developed by the SIBI Program to enable University staff to more effectively understand, utilise and manage the University’s data in order to achieve more informed decision making. SIBI provides users with increased, flexible access to data through dashboards that contain interactive reports and analyses for particular areas of data. These reports are presented in an intuitive format through graphs, charts and tables with drill down capability that enables further interrogation of the data.
The Planning and Information Office (PIO) is responsible for delivery of the SIBI program, working in close collaboration with Information and Communications Technology (ICT) and in partnership with Research, Finance, Education, Human Resources and Campus Infrastructure and Services (CIS). The program has a three year development and implementation plan and operates with an iterative, agile approach through a series of project cycles. These projects are prioritised and will be rolled out incrementally to allow for early and immediate benefits for faculties. A consultation process has been established to ensure user requirements are delivered for each project.
The SIBI Program requires a strong management framework. Establishing an effective organisational structure for the program is crucial to its success in terms of appropriate direction, management, control and communication. Good information governance ensures optimal support for sound decision making, which reduces business risks and provides real business benefits across the organisation. A structured management framework is essential in order to achieve these outcomes, including leadership and support at senior management level, clear direction and oversight from the SIBI Program Board, and contributions at the operational level by the Business Operations Group and subject matter experts.
The SIBI Program Board is responsible for providing governance and oversight for the program and for providing advice and direction to ensure the program meets agreed goals and is aligned with the University’s strategies. The committee also provides advice to the University’s Senior Executive Group (SEG), and is chaired by the Program Executive Sponsor Professor Stephen Garton, Provost and DVC.
The SIBI Business Operations Group (BOG) provides oversight for the program through the provision of advice to the SIBI Program Director and the SIBI Board from a business needs perspective. The committee consists of key operational leaders and selected faculty representatives.
The SIBI Engagement Strategy encompasses Communication, Business Process Improvement and Training. This strategy ensures inclusion of key stakeholders and subject matter experts during each iteration of the program. A consultative approach ensures the valuable input of each contributor, minimising the risk of omitting vital information, retention of legacy systems, resistance to adopting new practices and adherence to governance structure. The engagement strategy focuses on visibility and transparency throughout the program delivery to ensure all relevant parties are fully informed and strategically aligned.
SIBI will eliminate duplication and increase effectiveness and efficiency.
- Flexible and efficient quality processes will provide timely information and insightful analysis.
- Through functional ‘self service’ tools, identified staff will have direct access to key reports.
- Low-value tasks that consume a significant amount of professional time will be automated (for example; data validation, report creation, spreadsheet model maintenance and data sourcing).
- Implementation of enhanced University-wide analytical capabilities that have never been fully explored will be possible (for example; digital dashboards, analytical alerts and notifications, what-if analysis and predictive analytics).
SIBI will create a consistent, consolidated and cross-functional environment.
- SIBI will drive University-wide consistency of reports. Delivery of accurate and trusted information will, over time, enable more time to be spent on making decisions and planning.
- Strategic information will be consolidated across the University to provide key analysis and support strategic decision making.
- Standardisation of information (single source of the truth), measurement, reports and software will allow staff effort to be redirected to other essential tasks.
- Delivery of University-wide cross-functional and cross-portfolio reporting, monitoring and analysis (for example, the ability to quickly analyse student-to-staff ratios in scenarios).
- SIBI will provide new insights into cross-functional analytics that are currently very difficult to perform (for example, the relationship between undergraduate load and HDR outcomes).
- Strong alignment across hierarchies, measurement and KPIs will be introduced. Consolidated, prompt and timely reports will be provided to key staff, therefore reducing decision making cycles.
SIBI will provide access to position relevant information.
- Managers and leaders will have direct access to information and insight relevant to their role and responsibilities, the aim being to reduce time wasted in searching for appropriate information.
- The University will become more flexible in its decision making and will have an increased agility to respond to fluctuations in the higher education market and/or to changes in government requirements.
- Standardising on a single business intelligence system will provide workplace flexibility and allow key analytical employees to move seamlessly between roles with less training requirements.
- Darren Dadley, Program Director - Business Intelligence
- Christy Clark, Business Analyst
- Dinesh Achar, BI Specialist
- Elaine Bean, Business Analyst
- Elizabeth Hu, Junior BI Analyst
- Lynne Ainsworth, Manager, Business Process Improvement
- Paul Lui, BI Specialist
- Paula Lane, Communications and Engagement Coordinator
- Radwa El Shawi, Junior BI Analyst
- Raquel Mayumi Nishimoto, Project Coordinator