| Construction Management Software systems are | | | | Dashboards in most Enterprise systems with the |
| typically designed for Enterprise configurations, which | | | | proper interfaces and data feeds established. |
| usually include Executive Dashboard modules geared | | | | Construction companies certainly benefit from mapping |
| for quick views of every facet of the business; | | | | their business processes and methodologies to reflect |
| generally in real-time data. | | | | the synergistic relationships between all segments of |
| Executives of large companies and corporations do | | | | the business, and marrying that to the Construction |
| not want to be bogged down with a lot of confusing | | | | Management software functionality. |
| details, so Executive Dashboards most often include | | | | Executive Dashboards are surely important pieces of |
| the primary business indicators; either specifically | | | | any Enterprise system, and, as such, are often |
| designed for the business, or from preset module | | | | integrated into Construction Management Software |
| component preferences built into the software. | | | | packages. Just because some Construction |
| For example, executives at very top levels might need | | | | companies dig in the dirt does not mean they should |
| to see only the rolled up Profit and Loss indicators; | | | | not have a clear and clean overview of their business |
| sales reports; yearly or monthly comparisons, and | | | | operations. Executive Dashboards can provide that |
| perhaps current market data; maybe even some of | | | | overview in real-time, if properly setup and connected. |
| the competition's position; and other things pertinent to | | | | In addition, there are a number of third-party Executive |
| steering the company toward maximum growth and | | | | Dashboard software solutions available that are |
| efficiency. | | | | designed to interface with the more commonly used |
| Executives at lower levels might need to see where | | | | business software packages. These add-on modules |
| the rolled up P&L data is coming from, such as | | | | can often be seamlessly integrated into existing |
| which business units or construction projects are | | | | software tools. |
| impacting those particular indicators. These executives | | | | Of course, it is important to remember the importance |
| might also want to know how some of their direct | | | | of accurate data, with any software system. The |
| reports are managing their responsibilities, thus they | | | | adage "garbage in - garbage out" is so very true when |
| might opt for being able to view data for each | | | | it comes to relying on information to make important |
| segment within their jurisdiction, in order to interject | | | | business decisions. Not many executives would |
| proactive motivation or assistance when it is most | | | | appreciate learning the data they were using was |
| important. | | | | fictitious or otherwise not real. Such dilemmas can ruin |
| Other executives might want still another set of | | | | companies rather quickly. |
| indicators. Clearly, each business model and each | | | | Every member of any business team must always |
| business unit will dictate just which indicators make the | | | | ensure accurate, timely data input to Enterprise |
| most sense for each sector of the business at hand. | | | | systems. After all; the data, as they say, "is only as |
| Many forms of data are available through Executive | | | | good as the one who inputs it. |