Business intelligence introduction.docx
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Business intelligence introduction.docx
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Businessintelligenceintroduction
Businessintelligence
Businessintelligence(BI)mainlyreferstocomputer-basedtechniquesusedinidentifying,extracting,[clarificationneeded]andanalyzingbusinessdata,suchassalesrevenuebyproductsand/ordepartments,orbyassociatedcostsandincomes.[1]
BItechnologiesprovidehistorical,currentandpredictiveviewsofbusinessoperations.Commonfunctionsofbusinessintelligencetechnologiesarereporting,onlineanalyticalprocessing,analytics,datamining,processmining,businessperformancemanagement,benchmarking,textminingandpredictiveanalytics.
Businessintelligenceaimstosupportbetterbusinessdecision-making.ThusaBIsystemcanbecalledadecisionsupportsystem(DSS).[2]Thoughthetermbusinessintelligenceissometimesusedasasynonymforcompetitiveintelligence,becausetheybothsupportdecisionmaking,BIusestechnologies,processes,andapplicationstoanalyzemostlyinternal,structureddataandbusinessprocesseswhilecompetitiveintelligencegathers,analyzesanddisseminatesinformationwithatopicalfocusoncompanycompetitors.Businessintelligenceunderstoodbroadlycanincludethesubsetofcompetitiveintelligence.[3]
Contents
[hide]
∙1History
∙2Businessintelligenceanddatawarehousing
∙3Businessintelligenceandbusinessanalytics
∙4Applicationsinanenterprise
∙5Requirementsgathering
o5.1Approach
o5.2Preparation
o5.3Identifytheinterviewteam
▪5.3.1Researchtheorganization
▪5.3.2Selecttheinterviewees
▪5.3.3Developtheinterviewquestionnaires
▪5.3.4Scheduleandsequencetheinterviews
▪5.3.4.1Preparetheinterviewees
o5.4Issueswithrequirementsgatheringandinterviews
∙6Prioritizationofbusinessintelligenceprojects
∙7Successfactorsofimplementation
∙8Useraspect
∙9Marketplace
o9.1Industry-specific
∙10Semi-structuredorunstructureddata
o10.1Unstructureddatavs.Semi-structureddata
o10.2Problemswithsemi-structuredorunstructureddata
o10.3Theuseofmetadata
∙11Future
∙12Seealso
∙13References
History
Ina1958article,IBMresearchersHansPeterLuhnusedthetermbusinessintelligence.Hedefinedintelligenceas:
"theabilitytoapprehendtheinterrelationshipsofpresentedfactsinsuchawayastoguideactiontowardsadesiredgoal."[4]
Businessintelligenceasitisunderstoodtodayissaidtohaveevolvedfromthedecisionsupportsystemswhichbeganinthe1960sanddevelopedthroughoutthemid-80s.DSSoriginatedinthecomputer-aidedmodelscreatedtoassistwithdecisionmakingandplanning.FromDSS,datawarehouses,ExecutiveInformationSystems,OLAPandbusinessintelligencecameintofocusbeginninginthelate80s.
In1989HowardDresner(lateraGartnerGroupanalyst)proposed"businessintelligence"asanumbrellatermtodescribe"conceptsandmethodstoimprovebusinessdecisionmakingbyusingfact-basedsupportsystems."[2]Itwasnotuntilthelate1990sthatthisusagewaswidespread.[5]
Businessintelligenceanddatawarehousing
OftenBIapplicationsusedatagatheredfromadatawarehouseoradatamart.However,notalldatawarehousesareusedforbusinessintelligence,nordoallbusinessintelligenceapplicationsrequireadatawarehouse.
Inordertodistinguishbetweenconceptsofbusinessintelligenceanddatawarehouses,ForresterResearchoftendefinesbusinessintelligenceinoneoftwoways:
Usingabroaddefinition:
"BusinessIntelligenceisasetofmethodologies,processes,architectures,andtechnologiesthattransformrawdataintomeaningfulandusefulinformationusedtoenablemoreeffectivestrategic,tactical,andoperationalinsightsanddecision-making."[6]Whenusingthisdefinition,businessintelligencealsoincludestechnologiessuchasdataintegration,dataquality,datawarehousing,masterdatamanagement,textandcontentanalytics,andmanyothersthatthemarketsometimeslumpsintotheInformationManagementsegment.Therefore,Forresterreferstodatapreparationanddatausageastwoseparate,butcloselylinkedsegmentsofthebusinessintelligencearchitecturalstack.
Forresterdefinesthelatter,narrowerbusinessintelligencemarketas"referringtojustthetoplayersoftheBIarchitecturalstacksuchasreporting,analyticsanddashboards."[7]
Businessintelligenceandbusinessanalytics
ThomasDavenporthasarguedthatbusinessintelligenceshouldbedividedintoquerying,reporting,OLAP,an"alerts"tool,andbusinessanalytics.Inthisdefinition,businessanalyticsisthesubsetofBIbasedonstatistics,prediction,andoptimization.[8]
Applicationsinanenterprise
BusinessIntelligencecanbeappliedtothefollowingbusinesspurposes(MARCKM),inordertodrivebusinessvalue:
[citationneeded]
1.Measurement–programthatcreatesahierarchyofPerformancemetrics(seealsoMetricsReferenceModel)andBenchmarkingthatinformsbusinessleadersaboutprogresstowardsbusinessgoals(AKABusinessprocessmanagement).
2.Analytics–programthatbuildsquantitativeprocessesforabusinesstoarriveatoptimaldecisionsandtoperformBusinessKnowledgeDiscovery.Frequentlyinvolves:
datamining,processmining,statisticalanalysis,Predictiveanalytics,Predictivemodeling,Businessprocessmodeling
3.Reporting/EnterpriseReporting–programthatbuildsinfrastructureforStrategicReportingtoservetheStrategicmanagementofabusiness,NOTOperationalReporting.Frequentlyinvolves:
Datavisualization,Executiveinformationsystem,OLAP
4.Collaboration/Collaborationplatform–programthatgetsdifferentareas(bothinsideandoutsidethebusiness)toworktogetherthroughDatasharingandElectronicDataInterchange.
5.KnowledgeManagement–programtomakethecompanydatadriventhroughstrategiesandpracticestoidentify,create,represent,distribute,andenableadoptionofinsightsandexperiencesthataretruebusinessknowledge.KnowledgeManagementleadstoLearningManagementandRegulatorycompliance/Compliance
Requirementsgathering
AccordingtoKimball[9]therequirementsofbusinessusersimpactnearlyeverydecisionmadethroughoutthedesignandimplementationofaDW/BIsystem.Thebusinessrequirementsrelatetoallaspectsofthedailybusinessprocessesandhencearecriticaltosuccessfuldatawarehousing.Businessrequirementsanalysisoccursattwodistinctlevels:
∙Macrolevel:
understandbusinessneedsandprioritiesrelativetotheoverallbusinessstrategy
∙Microlevel:
understanduserneedsanddesiresinthecontextofasingle,relativelynarrowlydefinedproject.
Approach
Therearetwobasicinteractivetechniquesforgatheringrequirements:
∙Conductinginterviews:
Speakingwithusersabouttheirjobs,theirobjectives,andtheirchallenges.Thisiseitherdonewithindividualsorsmallgroups.
∙Facilitatedsessionsandseminarsthatencouragecreativebrainstorming.
Preparation
Identifytheinterviewteam
∙Leadinterviewer–directsthequestioning
∙Scribe–takesnotesduringtheinterview.Ataperecordermaybeusedtosupplementthescribe.
∙Observers(optional)–watchbutdonotcontribute.Thismaybeforthepurposeoftrainingtheobserversintheinterviewapproach,orsothattheobserverscancommentontheinterviewaftertheevent.
Researchtheorganization
Reports,reviewofbusinessoperations,partoftheannualreporttogaininsightregardingorganizationalstructure.Ifapplicable,acopyoftheresultingdocumentationfromthelatestinternalbusiness/ITstrategyandplanningmeeting.
Selecttheinterviewees
Selectacrosssectionofrepresentatives.Studytheorganizationtogetagoodideaofallthestakeholdersintheproject.Theseinclude:
∙Businessinterviewees(tounderstandthekeybusinessprocesses)
∙ITandCompliance/SecurityInterviewees(toassesspreliminaryfeasibilityoftheunderlyingoperationalsourcesystemstosupporttherequirementsemergingfromthebusinesssideofthehouse)
Developtheinterviewquestionnaires
Multiplequestionnairesshouldbedevelopedbecausethequestioningwillvarybyjobfunctionandlevel.
∙Thequestionnairesforthedataauditsessionswilldifferfrombusinessrequirementsquestionnaires
∙Bestructured.Thiswillhelptheinterviewflowandhelporganizeyourthoughtsbeforetheinterview.
Scheduleandsequencetheinterviews
Schedulingandreschedulingtakestime;preparetheseagoodtimeinadvance!
Sequenceyourinterviewsbybeginningwiththebusinessdriver,followedbythebusinesssponsor.Thisistounderstandtheplayingfieldfromtheirperspective.Theoptimalsequencewouldbe:
∙Businessdriver
∙Businesssponsor
∙Anintervieweefromthemiddleoftheorganizationalhierarchy
∙Bottomoftheorganizationalhierarchy
Thebottomisadisastrousplacetobeginbecauseyouhavenoideawhereyouareheaded.Thetopisgreatforoverallvision,butyouneedthebusinessbackground,confidence,andcredibilitytoconverseatthoselevels.Ifyouarenotadequatelypreparedwithin-depthbusinessfamiliarity,thesafestrouteistobegininthemiddleoftheorganization.
Preparetheinterviewees
Makesuretheintervieweesareappropriatelybriefedandpreparedtoparticipate.Asaminimum,alettershouldbeemailedtoallinterviewparticipantstoinformthemabouttheprocessandtheimportanceoftheirparticipationandcontribution.Thelettershouldexplainthatthegoalistounderstandtheirjobresponsibilitiesandbusinessobjectives,whichthentranslateintotheinformationandanalysesrequiredtogettheirjobdone.Inadditiontheyshouldbeaskedtobringcopiesoffrequentlyusedreportsorspreadsheetanalyses.
Thelettershouldbesignedbyahighrankingsponsor,someonewellrespectedbytheinterviewees.Itisadvisabl
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