The following is a list of dashboards available in Advanced Reporting as of May 2020. Note that the reports below are based on the Inova standard configuration, but any dashboard can be adapted to fit your configuration needs. Also, additional use cases and metrics can be configured as per client requirements.
For any questions about these dashboards or about how Advanced Reporting works, contact your Customer Success Manager or Inova Support.
Partnering Overview Dashboards
The Ongoing Opportunities chart presents the number of active or on hold opportunities (in-licensing projects) in the pipeline as of the current date. To be included in this pipeline, the project has to have at least one milestone initiated.
Click on a milestone to be taken to the Time Spent in Phase chart for that milestone. In this chart, you will see all in-licensing opportunities currently in each milestone, as well as the number of days each project has been in that milestone.
In the example above,
- The user is considering all opportunities currently at the milestone called Business Case Presentation.
- On average (since 1 year ago), it takes 115 days for an opportunity complete this phase
- On average (since 1 year ago), a project that enters this phase is declined in 107 days
- Of all the in-licensing projects in the system, 6 are currently in this phase.
You can also access this dashboard by navigating to All Dashboards>Opportunities Details.
Two different formats to illustrate the landscape of current opportunities being considered, grouped in different ways: Active Opportunities by Business Unit and Active Opportunities by Therapeutic Area and Development Phase.
Note that each pie or bar section is also a filter. When you click on a section, the contents of all the reports on that page are filtered by that parameter.
Some reports can be used in internal operations of the company as they work on deals, have status meetings, and collaborate to meet contract deadlines.
Going into a monthly meeting, a BD manager can prepare Opportunity One-Pager per project to show the details and status and check next steps. Such one-pagers can be distributed via email or printed before the meeting so that everyone can review the important elements, including the score (the score could be manually given or automatically based on some criteria (likelihood of success, strategic importance of the asset, size of the deal, etc).
Similar to a BD manager and the opportunity one-pager, an alliance manager can create an Alliance One-Pager to bring into a meting for discussion on the alliance status and next steps.
On a quarterly basis, the BD manager can also generate the Executive Committee Report. This illustration of the overall state of business development for the company highlights the most important opportunities in the pipeline, color-coded by therapeutic area. The report is presented to the CEO or leadership team, then shared with all interested stakeholders.
At a higher level, the Pipeline Evolution dashboard is useful for yearly business development activity meetings, respecting the following roles:
- Head of BD - Shows number of projects completed per quarter or year.
- Departmental or Regional VP - Can know if they are on target regarding the objectives. If projects are mostly declined late in the process, could they be identified sooner, and if so, how?
- Individual Project Manager - Can ascertain how their opportunities performed and plan for doing better in the future.
- Select a value to display all phase changes over a given time frame (Current Year/Quarter/Month, Last Year/Quarter/Month, Custom Period).
- Choose to display only the opportunities starting at the beginning of the time frame previously selected.
- Find at a glance the sum of all opportunities completed, declined or still ongoing at the end of each phase.
- Know in detail how many opportunities are in a specific status (completed, declined or still ongoing) at the end of a given phase.
- Ongoing : An opportunity is considered as ongoing in a phase if it has started that phase before the end of the selected timeframe AND it had not completed that phase or got declined before the end of the selected timeframe.
- Declined : An opportunity is considered as declined if its status is Declined AND the Decline Date (may be named End Date or Status Change Date) is during the selected timeframe AND it has started that phase before the end of the selected timeframe.
- Completed : An opportunity is considered as completed if its status is Completed AND either the phase completion date is during the selected timeframe or it is not filled AND it has started that phase before the end of the selected timeframe.
- When there are less than 50 opportunities to display, each small square represents a specific opportunity.
- When there are more than 50 opportunities to display, all the opportunities are represented by a single large square so that the process chart remains readable.
To ensure consistency, if one of the statuses is represented by a large square for a given phase, the two others will be as well.
- Attrition rate = percentage of declined projects for a given phase.
Calculation formula : # declined opportunities / ( # declined opportunities + # completed opportunities).
- When you mouse over a little square, a popup will display the project name as well as the start and end dates of the related milestone.
Squares representing the same opportunity in other phases of the workflow will be highlighted and the related start and end dates will be displayed.
When you click on a little square, the system will open up the opportunity overview screen in your Inova application.
- An opportunity can either be in the Ongoing, Declined or Completed section but not in both or all 3
- An ongoing opportunity does not mean that it started during the considered period. It may have started before and not been completed/declined in the considered period.
- You can click on the numbers to get the list of the opportunities behind the numbers.
As of version 6.0, a list of standard review templates is available. With Advance Reporting, the results of the Alliance Health Check review can be fed into a dashboard in a spider chart format, as shown in the example below:
Mouseover text describes the internal and external average for a review criteria.
Administrators manage review templates as of version 6.0. In order to include the responses of a review in a spider chart, the review administrator must remember to select response type 1-5 for each question. Additionally, in order for the criteria label to be represented correctly on the dashboard, it needs to be in quotes, e.g. "Culture".
Alliance managers can also see how agreements they are working on stack up against one another in the Priority Graph. Agreements are scored using the Priority fields configured in the Agreement Overview.
Compliance reports can help alert managers stay on top of outstanding tasks that may be hindering the completion of deals, identify internal issues with governance, and understand where licenses might need to be reallocated.
The Monthly Activity Summary is a report distributed via email to all user types, tracking project activities and current status. Recipients can easily check if the information is accurate and up to date for their projects and see at a glance if there are any upcoming tasks.
Note: Reports distributed by email can also be shared outside the system to executives who do not use the system but need to stay aware of the team's activities and any issues putting deals at risk.
To help with governance on projects or highlight issues that need special attention, the Health Status Alert can be a big help. It can flag projects with issues or of very high complexity, or be used to track incomplete / invalid projects (eg: identify missing information, or inconsistency between the steps announced and the data entered) for auditing purposes.
Application administrators can access User Activity reports to track how well the application is used, both overall and per user. With these insights, the admin can identify groups not using the application as they should and the root causes, e.g. lack of training or complexity of configuration, and take corrective action, e.g. provide addition training or work with Inova to simplify the system and make it easier to use.