1. BUSINESS INTELLIGENCE IN THE ENTERPRISE Aaron Atuhe simpo313@gmail.com

2. WHAT IS BUSINESS INTELLIGENCE? “Business intelligence” is a term used by hardware and software vendors and information technology consultants to describe the infrastructure for warehousing, integrating, reporting, and analyzing data that comes from the business environment. The foundation infrastructure collects, stores, cleans, and makes relevant information available to managers. Think databases, data warehouses, and data marts

3. Business analytics” is also a vendor-defined term that focuses more on tools and techniques for analyzing and understanding data. Think online analytical processing (OLAP), statistics, models, and data mining, stripped to its essentials, business intelligence and analytics are about integrating all the information streams produced by a firm into a single, coherent enterprise-wide set of data.

4. THE BUSINESS INTELLIGENCE ENVIRONMENT Data from the business environment: Businesses must deal with both structured and unstructured data from many different sources, including mobile devices and the Internet. The data need to be integrated and organized so that they can be analyzed and used by human decision makers.

5. Business intelligence infrastructure: The underlying foundation of business intelligence is a powerful database system that captures all the relevant data to operate the business. The data may be stored in transactional databases or combined and integrated into an enterprise-data warehouse or series of interrelated data marts.

6. Business analytics toolset: A set of software tools are used to analyze data and produce reports, respond to questions posed by managers, and track the progress of the business using key indicators of performance.

7. Managerial users and methods: Business intelligence hardware and software are only as intelligent as the human beings who use them. Managers impose order on the analysis of data using a variety of managerial methods that define strategic business goals and specify how progress will be measured. These include business performance management and balanced scorecard approaches focusing on key performance indicators and industry strategic analyses focusing on changes in the general business environment, with special attention to competitors.

8. Delivery platform—MIS, DSS, ESS. The results from business intelligence and analytics are delivered to managers and employees in a variety of ways, depending on what they need to know to perform their jobs. MIS, DSS, and ESS, deliver information and knowledge to different people and levels in the firm—operational employees, middle managers, and senior executives.

9. User interface: Business people are no longer tied to their desks and desktops. They often learn quicker from a visual representation of data than from a dry report with columns and rows of information. Today’s business analytics software suites emphasize visual techniques such as dashboards and scorecards. They also are able to deliver reports on Blackberrys, iPhones, and other mobile handhelds as well as on the firm’s Web portal.

10. BUSINESS INTELLIGENCE AND ANALYTICS CAPABILITIES Business intelligence and analytics promise to deliver correct, nearly real-time information to decision makers, and the analytic tools help them quickly understand the information and take action Production reports: These are predefined reports based on industry- specific requirements Parameterized reports. Users enter several parameters as in a pivot table to filter data and isolate impacts of parameters. For instance, you might want to enter region and time of day to understand how sales of a product vary by region and time

11. Dashboards/scorecards: These are visual tools for presenting performance data defined by users Ad hoc query/search/report creation: These allow users to create their own reports based on queries and searches Drill down: This is the ability to move from a high-level summary to a more detailed view Forecasts, scenarios, models: These include the ability to perform linear forecasting, what-if scenario analysis, and analyze data using standard statistical tools.

12. Examples of Business Intelligence Applications 1. Predictive Analytics: Predictive analytics, which we introduced in Chapter 6, are being built into mainstream applications for everyday decision making by all types of employees, especially in finance and marketing. (example)

13. 2. Data Visualization and Geographic Information Systems By presenting data in visual form, data visualization tools help users see patterns and relationships in large amounts of data that would be difficult to discern if the data were presented as traditional lists of text. For example, managers and employees of Day & Zimmermann, an industrial, defense, and workforce solutions provider, have detailed, real-time visibility into the company’s inventory of contractors and workers through a set of dashboards populated with real-time data from a SAP ERP Human Capital Management system.

14. 4. Geographic information systems (GIS) help decision makers visualize problems requiring knowledge about the geographic distribution of people or other resources. Their software ties location data to points, lines, and areas on a map. GIS might be used to help state and local governments calculate response times to natural disasters and other emergencies or to help banks identify the best location for installing new branches or ATM terminals.

15. GROUP DECISION-SUPPORT SYSTEMS (GDSS) A GDSS is an interactive computer-based system for facilitating the solution of unstructured problems by a set of decision makers working together as a group in the same location or in different locations. Collaboration systems and Web-based tools for videoconferencing and electronic meetings support some group decision processes, but their focus is primarily on communication. GDSS, however, provide tools and technologies geared explicitly toward group decision making.

16. GDSS make it possible to increase meeting size while at the same time increasing productivity because individuals contribute simultaneously rather than one at a time. A GDSS promotes a collaborative atmosphere by guaranteeing contributors’ anonymity so that attendees focus on evaluating the ideas themselves without fear of personally being criticized or of having their ideas rejected based on the contributor.

17. Management Decision Problems [group 1] Veon systems is the largest casual dining chain in the world, with 1,970 locations throughout Uganda and nearly 20 other countries worldwide. The menu features beef, chicken, and pork items, as well as burgers, pasta, and seafood. Veon systems’ CEO wants to make the restaurant more profitable by developing menus that are tastier and contain more items that customers want and are willing to pay for despite rising costs for gasoline and agricultural products. How might information systems help management implement this strategy? What pieces of data would Veon systems need to collect? What kinds of reports would be useful to help management make decisions on how to improve menus and profitability?

18. Group 2 During the 1990s, the Canadian Pacific Railway used a tonnage-based operating model in which freight trains ran only when there was sufficient traffic to justify the expense. This model focused on minimizing the total number of freight trains in service and maximizing the size of each train. However, it did not necessarily use crews, locomotives, and equipment efficiently, and it resulted in inconsistent transit times and delivery schedules. Canadian Pacific and other railroads were losing business to trucking firms, which offered more flexible deliveries that could be scheduled at the times most convenient for customers. How could a DSS help Canadian Pacific and other railroads compete with trucking firms more effectively?

19. GROUP 3 Don’s Lumber Company on the River Nile is one of the oldest retail lumberyards in Uganda. It features a large selection of materials for flooring, decks, moldings, windows, siding, and roofing. The prices of lumber and other building materials are constantly changing. When a customer inquires about the price on pre-finished wood flooring, sales representatives consult a manual price sheet and then call the supplier for the most recent price. The supplier in turn uses a manual price sheet, which has been updated each day. Often the supplier must call back Don’s sales reps because the company does not have the newest pricing information immediately on hand. Assess the business impact of this situation, describe how this process could be improved with information technology, and identify the decisions that would have to be made to implement a solution. Who would make those decisions?

20. GROUP 4 Henry’s Hardware is a small family business in Mbarara. The owners must use every square foot of store space as profitably as possible. They have never kept detailed inventory or sales records. As soon as a shipment of goods arrives, the items are immediately placed on store shelves. Invoices from suppliers are only kept for tax purposes. When an item is sold, the item number and price are rung up at the cash register. The owners use their own judgment in identifying items that need to be reordered. What is the business impact of this situation? How could information systems help the owners run their business? What data should these systems capture? What decisions could the systems improve?

21. Group 5 a)What are knowledge management systems? b)Explain 3 major categories of KMS c)How do firms use KMS to support decision making process? d)Explain the functions of each of the components of DSS? e)What is the relation ship between KMS and DSS?