Evidence of the competitive value of business intelligence
(BI) and analytics solutions is growing. BI and data warehouse (DW) tools and analytic applications. a set of tech- nologies and processes that IDC refers to as business ana- lytics . are being deployed to support decision making. An increasing number of organizations are making BI functionality more pervasively available to all decision makers, be they executives, staff employees, managers, or suppliers. But having BI be pervasively available in an organization means much more than distributing reports to all stakeholders. In some cases, BI solutions are deployed to auto- mate an existing way of making decisions. In other cases, BI solutions are deployed to change the way decisions are made. The change involves moving from decision making in which the variables that go into the decision are unarticulated and estimated to decision making in which the variables are articulated and supported by historical values. This point highlights the importance of defining pervasive BI as more than dissemination of information to all. It is quite possible that using BI with incorrectly specified models or misunderstood data is worse than not using BI in the first place. In this study we will examine how different Critical Success Factors address various issues that may hinder/help the success of a Pervasive BI and different modern BI technologies with respect to the paper named
“Critical Success Factor Deploying Pervasive BI” by James Markarian, Stephen Brobst and Jeff Bedell. The study will have a long lasting impact as it will act as a landmark in providing in-depth knowledge and analysis on pervasive Business Intelligence.
Abstract
Evi dence of the competitive value of business intelligence
(B I) and analytics solutions is growing. BI and data ware- house (DW) tools and analytic applications. a set of tech- nologies and processes that IDC refers to as business ana- lytics . are being deployed to support decision making. An increasing number of organizations are making BI func- tionality more pervasively available to all decision makers, be they executives, staff employees, managers, or suppliers. But having BI be pervasively available in an organization means much more than distributing reports to all stake- holders. In some cases, BI solutions are deployed to auto- mate an existing way of making decisions. In other cases, BI solutions are deployed to change the way decisions are made. The change involves moving from decision making in which the variables that go into the decision are unar- ticulated and estimated to decision making in which the variables are articulated and supported by historical val- ues. This point highlights the importance of defining perva- sive BI as more than dissemination of information to all. It is quite possible that using BI with incorrectly specified models or misunderstood data is worse than not using BI in the first place. In this study we will examine how different Critical Success Factors address various issues that may hinder/help the success of a Pervasive BI and different modern BI technologies with respect to the paper named
“Critical Success Factor Deploying Pervasive BI” by James Markarian, Stephen Brobst and Jeff Bedell.. The study will have a long lasting impact as it will act as a landmark in providing in-depth knowledge and analysis on pervasive Business Intelligence.
Keywords
Active Data warehouse, Business Intelligence, Business Process Management and Business Rule Engines, Service Level Agree- ment, Business Activity Monitoring
INTRODUCTION
During the process of decision making not only managers are involved but employees, customers and partners also play a vital role for increasing business value. Pervasive BI has the objective and ability of making back-end data available to all employees of an enterprise to gain optimum performance. As the concept of Pervasive BI has evolved, therefore new framework is required to represent flow of information from various resources. There are several critical success factors that support pervasive BI success or failure. Blended data is delivered by means of this approach.
All operations of data integration, data loading and data optimiza- tion were carried out to support reporting procedures. With the increase in ad-hoc reporting demands of managers, new reporting tools are necessary for businesses. Now managers require analyti- cal functionality and information styles. Before the advent of modern technological tools such as BI, managers had to rely on pre-defined reports for analysis purposes. It was the responsibility of backend programmers and planners to analyze demands of managers and then they produce on-demand reports. Business processes need to be automated through modern concepts of Business Activity Monitoring, Business Process Management and Business Rule Engines.
It offers multiple ways for improving data analysis and decision making procedures. Apart from this various other reasons have derived the requirement of real-time information to make smarter decisions. In order to gain competitive advantage, companies had to adopt BI applications. There are a lot of companies which are using BI for their businesses. This is one of the ways to enhance revenues and cost efficiencies of businesses.
There are certain steps which are required to build a suitable or- ganizational culture for BI solutions. i.e. educating people, con- vincing IT architects and developers, proper awareness of BI tools, trainings. However, BI should be capable of analyzing whole data and to provide timely information through appropriate applications. There should be a key person who will manage changes in organization before and after deploying BI solutions because BI evolves the whole enterprise thinking. BI projects are incremental in nature so all changes should be monitored and reflected in an appropriate way. All activities should be synchro- nized with business processes in order to provide right latency and recent data updates. BI is composed of many subprojects spanned over a time period of many years, therefore, whole archi- tecture should be well-integrated and capable of incorporating changes.
The pervasive BI and overlapping of operational system can be described in the following Figure 1 [1]
Abbildung in dieser Leseprobe nicht enthalten
Figure 1. Overlapping areas of Pervasive BI and Operational
Frequently asked questions
What is the evidence for the competitive value of business intelligence (BI) and analytics solutions?
The text states that evidence is growing, suggesting an increasing number of organizations are deploying BI and data warehouse (DW) tools and analytic applications (collectively referred to as business analytics by IDC) to support decision-making.
What does it mean for BI to be pervasively available in an organization?
It means more than just distributing reports to all stakeholders. It involves changing how decisions are made, moving from decisions based on unarticulated and estimated variables to those based on articulated variables supported by historical values.
What is the risk of using BI incorrectly?
Using BI with incorrectly specified models or misunderstood data can be worse than not using BI at all.
What is the purpose of the study mentioned in the abstract?
The study examines how different Critical Success Factors address issues that may hinder or help the success of Pervasive BI, and different modern BI technologies. It's based on the paper “Critical Success Factor Deploying Pervasive BI” by James Markarian, Stephen Brobst and Jeff Bedell.
What are the keywords associated with this topic?
The keywords are Active Data warehouse, Business Intelligence, Business Process Management and Business Rule Engines, Service Level Agreement, and Business Activity Monitoring.
What is the objective of Pervasive BI?
The objective of Pervasive BI is to make back-end data available to all employees of an enterprise to gain optimum performance.
How has the concept of Pervasive BI evolved?
The concept has evolved such that a new framework is required to represent the flow of information from various resources, and several critical success factors support pervasive BI success or failure.
What has changed regarding reporting demands of managers?
Managers now require analytical functionality and varied information styles. Previously, they relied on pre-defined reports and backend programmers to generate on-demand reports.
Why is automation of business processes important?
Business processes need to be automated through modern concepts of Business Activity Monitoring, Business Process Management, and Business Rule Engines to improve data analysis and decision making.
Why are companies adopting BI applications?
Companies are adopting BI applications to gain a competitive advantage, enhance revenues, and increase cost efficiencies.
What steps are required to build a suitable organizational culture for BI solutions?
The required steps include educating people, convincing IT architects and developers, providing proper awareness of BI tools, and offering trainings.
What are some important considerations when deploying BI solutions?
BI should be capable of analyzing all data and providing timely information through appropriate applications. A key person should manage changes in the organization before and after deployment, ensuring synchronization with business processes and appropriate monitoring of incremental changes.
What does Figure 1 illustrate?
Figure 1 illustrates the overlapping areas of Pervasive BI and the Operational System.
- Quote paper
- Arshad Mansoor (Author), 2009, Deploying Pervasive Business Intelligence: Raison D’être, Munich, GRIN Verlag, https://www.grin.com/document/214296
