CREATING INSIGHT-DRIVEN DECISIONS
FIGURE 2
OTHER DATA SOURCES Open and closed sources examples:
Social media News outlets
General Fund Enterprise Business System Police reports
700+ AUTHORITATIVE DATA SOURCES DATA ACQUISITION TRAINING MANNING THE MISSION AND VISION
The project team identified more than 700 sources of data as it began work on the data dashboard. (Graphic by USAASC; SOURCE: PEO EIS)
DATA INGESTION DATA MANAGEMENT DATA ANALYTICS
CAPABILITY AND CAPACITY
SUSTAINING DATA CLEANSING DATA VISUALIZATION EQUIPPING INSTALLATIONS
SECRET DASHBOARD UNCLASSIFIED DASHBOARD
“Te use of [other transaction authority] has been huge for us,” Smith said. “It has enabled us to do things that wouldn’t have been possible before, in terms of rapidly prototyping and producing new products. [It] isn’t right for every kind of project, but it’s great for software.”
CONCLUSION Te dashboard team remains focused on compiling, testing and understanding the Army’s data, but Wolfe is also looking at the road ahead. He believes the Army Leader Dashboard solution could even- tually serve as a “common data platform” for the entire Army. “Tere are hundreds of dashboards in the Army,” Wolfe said.
“Every command is pulling from simi- lar datasets, but data has a ‘date/time’ stamp for truth. If we get to the point where we’ve successfully gotten all this data together and curated it so it’s trust- able and reliable and timely, then anybody else who has a dashboard can leverage [the Army Leader Dashboard] as their source of data. Ten our leaders can talk apples to apples. We have to have one version of the truth for data.”
The Army Leader Dashboard was designed to address data problems within the Army’s business systems and enter- prise mission areas—logistics, human resources, finance, and so on—but similar issues plague the weapons and intelligence systems as well. Wolfe believes the dash- board process could be applied there with comparable results.
“I think some of the processes and models we’ve built to get after data quality could be applied to the other mission areas,” he said. “Tere are a lot of lessons learned that could be applied to keep the other mission areas from making the same mistakes, to expedite their path toward data quality. In my years in the Army, I don’t know that I’ve ever come across a problem that somebody hasn’t faced before. We try to leverage what other folks are doing: Take the best of what every- body’s doing, to make a comprehensive, executable approach.”
Ultimately, Smith believes the Army Leader Dashboard is changing the way the Army approaches its data. If data is inaccessible, unusable or unreliable, it is essentially useless. “We have been focused
The dashboard tool could provide a tremendous amount of insight if applied more broadly across Army domains.
for 20 or 30 years on transactions, and I think we’re going to start really, truly making that leap to focusing on the data and the information.”
For more information on the Strategic Initia- tives Group or the Army Leader Dashboard initiative, contact the PEO EIS Strategic Communication Directorate at usarmy.
peoeis@mail.mil.
ELLEN SUMMEY provides contract support to PEO EIS at Fort Belvoir for Bixal Solutions Inc. She holds an M.A. in human relations from the University of Oklahoma and a B.A. in mass communication from Louisiana State University. She has more than a decade of communication experience in both the government and commercial sectors.
20
Army AL&T Magazine
Summer 2019
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