Guiding Principles

  • Business Intelligence at UVU is driven by a purposeful connection to business need and the University Mission.

  • UVU's BI utilizes a balance of appropriate security and transparency in order to provide an array of meaningful, credible information, distributed to the right people at the right time, in the right context in a consistent and reliable way.

  • Strategically guided by users to empower them in effective decision making, UVU BI creates trusted reports and dashboards that are understandable for the audience and simple.

  • UVU leverages, optimizes, and coordinates its data, automation, software, hardware, and human resources to successfully support business intelligence.

Policy, Procedure, Governance & Plan

BIT Objectives

1. To preserve institutional information assets against disaster, loss and system failure.

2. Timely, accurate response to system maintenance and service requests.

3. Establish, maintain and refine the architecture to support UVU Decision management systems, needs and processes.

4. Deliver, enable, enhance vendor-designed reporting and analytic solutions within the UVU landscape while managing vendor updates and support.

5. Design, deploy, maintain, cultivate and refine information assets in compliance with defined security standards enabling rapid and timely access to information assets and related systems.

6. Information asset delivery methods for consumption and availability through scalable, automated processes and education/training on tools, delivery design principles and user education and training.

Year 1

Staffing (Operate Effectively)

  • Review Roles and Responsibilities across BIG
  • Identify gaps in BIG

Delivery (Operate Effectively, Manage Growth)

  • BI Portal

Operations (Manage Growth, Operate Effectively

  • Deployment Processes
  • UEN -> UVU Tableau Migration
  • Argos Reboot
  • Decommission WebFocus
  • Stabilize / Optimize ODS/EDW
  • Intentional Streamlining of ad-hoc reports

Strategy (Operate Effectively)

  • Data Integration Strategy (non-banner data)

Year 2

Strategy (Operate Effectively, Manage Growth)

  • Define UVU Big Data and Predictive Analytics Strategy and Platform
  • Evaluate Ellucian Ethos Platform (Ellucian Big Data and Cloud Platform)
  • Shift to Data Curation instead of Report Publications

Staffing (Operate Effectively)

  • Review Roles and Responsibilities

Operations (Operate Effectively, Secure Resources

  • Evaluate BI Portal Effectiveness and create plans for Portal 2.0
  • Review Deployment Processes

Delivery (Secure Resources, Manage Growth)

  • BI Tool Gap Analysis 
  • Shift to Data Curation instead of Report Publication

Year 3


  • Structured Data, Big Data and Predictive Analytics


  • Review Roles and Responsibilities post Big Data and Predictive Analytics
  • Review 2016-2017 Information Management Policy

Year 4

  • Data Science Experiments

Process & Procedures


Business Intelligence Governance flow chart

BIT -> BI Executive Committee - Accountability/Auditability

  • Are controls working?
  • Are controls appropriate?
  • Are controls necessary?

BI Executive Committee - Governance

  • Policy
  • Process
  • Methods
  • Why
  • Direction

BIT -> BIG - Communication

  • Documentation
  • Rationale
  • FAQ
  • Checklist
  • Questions
  • Tools Used
    • Meeting Minutes
    • Department Policies

BIG interfacing with BIT - Execution

"need to be applied in the right place at the right time"

Please refer to the content above for explination of this image.  It is the Business Intelligence Governance flow chart.

What does Governance Mean?

  • Set of rules and expectations to ensure things are run a certain way.
  • Involves keying all aspects together including hardware, people, and committees.
  • Stewardship designates charge, right person making right choice for situation.  
  • Sometimes have decision made of a bi-product of another decision. Implies that governance may change as you change environments (ODS to EDW, etc.).
  • Includes structure, roles, responsibilities, organizations, rights, and framework.
  • Communication of stewardship, roles, and why.
  • Governance driven by key university goals and risks.
  • Enforce governance by facilitating understanding. Needs to be active, practical, and operational.
  • Governance usually starts with policy that has to be moved into policy. Typically have a gate keeper that asks, where is the sign off?  Accountability part – check marks.  The accountability needs to be at the right level.  
  • If it is your responsibility to make the decision then make the the decision or recommendation.  

What does Governance Success look like?

  • Needs to be valued and understood. 
  • Gate person in place to create conversation. Communication is best practice.
  • Successful governance is iterative.  With institutional changes, governance must adapt, accommodate and be reviewed in way that interacts and implements into the culture. 
  • Needs to be clear and with order of guiding principles, securities, and accessibility.
  • Doing it because it is the right thing to do, not to be reactive to compliance.  
  • Written, published, and gate keeper to enforce. (BI governance has made decisions, but do we follow through with implementation? Example of data cookbook).
  • Citizenship has to matter, how do you inspire good citizenship? Representation and the shared vision of the “why” and “what.” Developers are dual citizens. 

What artifacts are you expecting from governance in our environment?

  • Understanding of roles and responsibilities. 
  • Training prior to access.
  • Need to have people commit. (After decisions, small adjustments are made to allow people to do their job. Example of decommissioning web focus – we quit paying for it but it is still available. With workload reports, we adjust and do reports in Argos).
  • Processes need to keep up with goals and objectives to leverage practice of good governance. (Includes aligning people).
  • Artifacts of campus governance include policy and process by which those policies are formed, reviewed and adhered too. Part of policy includes who makes decisions, defines the decisions, and decisions that have been made. 
  • Effective communication is foundational. Need to communicate process, policy, roles, and responsibilities (need to incorporate as part of HR manual).
  • Acknowledge and accept you understand your roles once a year, could be abridged version. (Visiting professors, concurrent enrollment – different partnerships.)
  • Review the decisions, where they are stored and communication process. Artifacts are some of the tokens/talking points you can use when talking with people.  

Why haven't we already established governance?

  • The process of citizenship has been unclear. Some citizens are checking out and some need to be told no.
  • Need to centralize tools and software requests. Discussed possibility of a simple web form to indicate software purchases and an oversight committee to collaborate them.
  • We can have our own governance but it needs to layer broader.
  • Governance document needs to be reviewed and referenced to give it life.