1. Quiz 6

2. Who is responsible for managing the day-to-day operations of a BI implementation?
The Chief Executive Officer
The Chief Financial Officer
The Project Manager
The Data Modeler
A and B only
Answer: The Project Manager

3. Why would a large organization choose external resources when developing and implementing a BI solution?
Using BI technologies new to the organization
Leverage cross-industry expertise of management consultants
Insufficient number of internal IT personnel
All of these
None of these
Answer: All of these

4. Why should you “Think Big and Start Small” when implementing
your casino project BI solution?
To build the total solution one success at a time
To get initial buy in from all members of your team
To finish the most difficult tasks first
To build the IT technologies with small software tools
A and C only
Answer: To build the total solution one success at a time

5. Why is the first step of you BI solution so important?
Because it’s usually the most difficult
Because it’s usually the fastest
Because it’s outcome could affect future funding
Because it’s usually the most expensive
C and D only
Answer: C and D only

6. Why do you assemble the puzzle pieces early when implementing a BI solution?
Because you need to financial approval
Because it supports an iterative design technique
Because process reengineering is complex
Because you must pick the right solution early in the BI process
None of these
Answer: Because it supports an iterative design technique

7. (True/False) College students have a lower tendency for problem gambling behavior than the general adult population.
Answer: False, college students have a higher tendency (5%)
For problem gambling behavior than the general population (1.6%)

8. In general, how does the media portray gambling?
Accurately
Shows pragmatic benefits and costs
Socially acceptable
All of these
Answer: Socially acceptable

9. (True/False) Problem gambling has no correlation with other social and health issues such as depression, family problems and alcohol addiction.
Answer: False

10. Fill in the blank. Exposure to media negatively depicting gambling has ___________ impact on college students than exposure to media positively depicting gambling.
less
the same
more
Answer: less

11. Fill in the blank . One of the major weak points of the gambling media exposure study was ___________.
Most of the survey participants demonstrated other addictive behaviors
Nearly 80% of the survey participants were women
A high percentage of survey participants had easy access to gambling
The survey participants were all freshman
None of these
Answer: Nearly 80% of the survey participants were women

12. For Friday Friday recitations in KOBL 320 or KOBL 380
Section 101: 9:00 – 9:50 AM in KOBL 380 – Noah
Section 102: 10:00 – 10:50 AM in KOBL 380 – Whitney
Section 103: 11:00 – 11:50 AM in KOBL 380 – Whitney
Section 104: 12:00 – 12:50 PM in KOBL 320 – Jason
Section 105: 12:00 – 12:50 PM in KOBL 320 – Addison
Section 106: 1:00 – 1:50 PM in KOBL 320 – Vimi
Section 107: 1:00 – 1:50 PM in KOBL 320 – Chris
Section 108: 2:00 – 2:50 PM in KOBL 320 – Nhan
Section 109: 2:00 – 2:50 PM in KOBL 320 – Chris
Section 110: 3:00 – 3:50 PM in KOBL 320 – Addison

13. For Monday
Midterm on Monday, March 1st
7:00 – 8:30 PM
CHEM140

14. Midterm Example Questions
What are the three principle enablers of Business Intelligence? Describe how your casino project team utilizes these enablers.
What is a business silo? What impacts can these silos have on the development and implementation of your business intelligence solution for the casino?

15. Implementing a BI Solution

16. Business Intelligence Solutions
Bring people, technology and data together to deliver valuable information to business decision makers
Business decision makers play a critical role in making sure BI solutions meet their information and analysis needs

17. An Implementation Strategy
Think big and start small
Pay special attention to your 1st step
Assemble the puzzle pieces early
Use well-defined BI projects
Leverage success again and again
Think big and start small
Balance the big picture view with small steps that lead to one success at a time
REFERENCE wind project
Initially overwhelming – successful teams able to break the project down into individual tasks
Pay special attention to your first step
People judge the BI solution based on the outcome of the initial work
Success or failure of this first step could affect funding of future steps
Assemble the puzzle pieces early
Dimensions, measures, data and technology
Use an iterative process – multiple designs that evolve – rather than a linear process that leads to just one all encompassing design

18. The Implementation Team
Executive sponsor
Business team
Technical team
Data modelers
Project manager
Internal vs. external resources
Executive sponsor
supports the implementation both financially and politically
Initial buy-in and ongoing support
Generate enthusiasm and protect from sabotage
Business Team
Actively involved
Works hand-in-hand with the technical experts to define business requirements, design decisions and BI technology decisions
Represents the interests of the greater business user community
Technical Team
Provides expertise to build the BI solution
Programmers, IT support staff, etc.

19. Interim Course Review

20. Review of Material to Date
Defining Operations
Aligning IS and Strategy
Business Intelligence
Multidimensional Analysis
Identifying BI Opportunities
Process Mapping
Process Reengineering

21. Operations is all about adding value, and creating wealth
Defining Operations
Operations is all about adding value, and creating wealth

22. Who are “operations” managers?
Managers transform inputs into outputs
Example: Accounting Manager
Inputs: data, information, labor
Transformation: application of accounting principles and knowledge
Outputs: accounting reports, knowledge of performance, ...
All managers have an “operation” to run
Therefore:
All managers are Operations Managers!

23. Information Systems (IS)
Group of components that product information for a certain purpose

24. Aligning IS and Strategy
Business Objectives
Measured through revenues and costs
Business Tactics
Tasks performed
Systems Objectives
IS results
Systems Tactics
Use of technology to accomplish objectives

25. What’s Needed?
Business-Savvy IT Personnel +
IT-Savvy Business Persons

26. Business Intelligence
Business Intelligence (BI) is important to help bring tools and data to every employee in a format each can use, on a device each has, when each needs it.
BI is one form of sustainable competitive advantage
BI is key to bringing together information, people and technology

27. Making Better Decisions
Primary goal of BI is to help make people make decisions that can improve company performance and promote competitive advantage
BI aids better decision making by analyzing if actions are resulting in progress
Best accomplished with clearly stated set of objectives and plan for achieving them
Putting it all together

28. BI Foundation
Besides being a broad range of technologies, software platforms, applications, and processess…
BI = an attitude and performance management framework toward problem solving
The BI Cycle
Analysis Insight Action Measurement

29. Multidimensional Analysis
Looking at data with single dimensions obscures interesting/useful patterns
Need to view data simultaneously categorized across many dimensions
Often more than three dimensions
Time
Amount
Qtr 1
$16,000
Qtr 2
Total
$32,000
Market
Amount
Atlanta
$8,000
Chicago
Denver
Detroit
Total
$32,000
Product
Amount
Apples
$8,000
Cherries
Grapes
Melons
Total
$32,000

30. Multidimensional Analysis
Atlanta
Chicago
Denver
Detroit
Total
Qtr 1
Apples $-
$2,500
$1,500
$4,000
Cherries
$2,000
Grapes
$1,000
$3,000
Melons
Total Q1
$5,000
$4,500
$3,500
$16,000
Qtr 2
Total Q2

31. The Cube Multidimensional data can be visualized as a cube
Each cell contains a specific value

32. Identifying BI Opportunities
Step 1: Do Your Homework To Identify Which Opportunities Offer the Most Value
The 3 Ws
Where will BI be used/needed?
Functional Areas
Business Units
Who will use and benefit from BI?
Higher Levels
Lower Levels
What information is needed that offers the most value to the organization?
Who, What, Where
We make assumptions constantly about words
the cabin burning in the woods example
the cabin was an airplane
Sacred cows make the best hamburger meat
What are the sacred cows of the bookstore
They must sell books!
The president of CU expects to see books even if they are loosing money on the book sales
The ability to identify the sacred cows will differentiate successful vs. less successful business people

33. Organizing Info Requirements
The BI Blueprint
Smaller group of individuals synthesizes brainstorming results
Note #
Measure
Product
Geography
Customer
Call Class
Sales Rep
Time 1
Unit sales
Product #
Region NA
Month
Amount sales 2
# calls
District
Cust ID
Level 1
Day
Call length 3
Rep ID
Week

34. Identify Opportunity Areas
The BI Scorecard
Requirements -> Areas of Opportunity
Product
Geography
Customer
Call Class
Sales Rep
Time
Product Margin Analysis
Amount Sales
product #
region NA
month
Cost
Margin
Sales Analysis
district
cust ID
rep ID
week

35. Apply Importance Criteria
Actionability? Business Tactics Possible?
Materiality? Value or Business Objectives Impacted?
Tactical vs. Strategic? Short or long term? Risk? Management Commitment?
Actionability
Materiality
Tactical or Strategic
Overall
Product Margin Analysis
High
Strategic
Sales Analysis
Tactical
Medium
Customer
Support
Low

36. Apply Difficulty Criteria
How complex are the cross-functional relationships?
How easy can you obtain the data?
How difficult is the mathematical analysis?
Cross-Functional
Availability of Data
Complexity of Calculations
Overall
Product Margin Analysis
Hard
Medium
Sales Analysis
Easy
Customer
Support

37. Develop BI Opportunity Scorecard
Business Priority and Level of Effort on two scales
High Priority / Easy – Go for it!
Low & Medium Priority / Easy – Confidence!
High Priority / Hard – Pilot!
Others – Case by Case…

38. BI Opportunity Scorecard
EASY 3 4 2 1 8 7
LOW
HIGH
Business Priority 9
Effort Level 6 5
HARD

39. Process Mapping Why Process Map?
To create a visual diagram of a process
To establish a common language
Assists in discussing improvement
The end result is to provide a blueprint for implementing the process
Other reasons?

40. First, map the “AS IS” processes
Process flowcharts
Relationship maps
Cross-functional process maps

41. After identifying inefficiencies, map the “TO BE” Processes

42. Process Reengineering
Reengineering strives “to break away from the old rules about how we organize and conduct business”
Constructive defiance (break old rules)
Creative destruction
Out of the box thinking

43. Process Reengineering
Not small changes
Total reinvention
Focus on processes
Not tasks, jobs and/or people

44. Process Reengineering
Which processes to reengineer?
Use a BI Blueprint
Identify Opportunity Areas
Apply Importance Criteria
Apply Difficulty Criteria
Develop Opportunity Scorecard
Go for the high impact opportunities
May be the hardest