Much like the Strategic Level dashboard, we can look at the Tactical Level dashboard as the more detailed version of understanding each step and sub-step of the major processes.

Think about it like this, there is a hose, there is a faucet, and there is a plant. Your goal is to turn on the faucet, so that water goes through the hose, so that you can water your plant. If you can't water your plant, you will have to troubleshoot whether it was a pinch on the hose or a plumbing issue at the faucet. By monitoring the what is expected against what is reality, we can start to figure out where the process needs work if the outcome is not what is expected.

By working together, splitting the PIRs into smaller packages, and delivering them to their respective teams, tactical leaders can understand how their processes can contribute or hinder the process to produce the expected product. 

We can look at the dashboard as understanding the possible pinches in the process by displaying information that is relevant to the main groups of the process.

By understanding who are the key stakeholders for these processes, we can begin to create a dashboard that benefits all of those who are required to monitor the process status. So in addition to strategic PIRs, the tactical leadership should be looking at developing their own PIRs: 

• What information is pertinent to be depicted on the dashboard?
• What are the thresholds that we can establish for KRIs?

We will talk about some ideas in later chapters.