LEADER 00000nam a22004933i 4500 
001    EBC1026857 
003    MiAaPQ 
005    20200713055227.0 
006    m     o  d |       
007    cr cnu|||||||| 
008    200713s2012    xx      o     ||||0 eng d 
020    9781439858370|q(electronic bk.) 
020    |z9781439858349 
035    (MiAaPQ)EBC1026857 
035    (Au-PeEL)EBL1026857 
035    (CaPaEBR)ebr10603096 
035    (CaONFJC)MIL530536 
035    (OCoLC)899155043 
040    MiAaPQ|beng|erda|epn|cMiAaPQ|dMiAaPQ 
050  4 HD38.7 
082 0  658.47 
100 1  Brijs, Bert 
245 10 Business Analysis for Business Intelligence 
250    1st ed 
264  1 London :|bAuerbach Publishers, Incorporated,|c2012 
264  4 |c©2013 
300    1 online resource (388 pages) 
336    text|btxt|2rdacontent 
337    computer|bc|2rdamedia 
338    online resource|bcr|2rdacarrier 
505 0  Cover -- Title Page -- Copyright Page -- Table of Contents
       -- Preface -- Acknowledgments -- Chapter 1: Introduction -
       - Why This Book? -- ICT Has Grown Up -- A Practical 
       Approach -- Hands-On Issues, Questions, and Methods -- 
       Figures Don't Explain Everything -- What I Mean by 
       "Business Intelligence" -- From Decision Support to 
       Information Democracy -- A Definition -- Scope of This 
       Book -- What Does a BA4BI Do? -- Defining the Concept 
       "Business Analyst for Business Intelligence" -- "How" 
       Career Path -- "Where" Career Path -- "C-Level" Career 
       Path -- Structure of This Book -- Principal Aspects -- 
       Strategy Formulation and Formation -- Strategy 
       Implementation -- Developing a Marketing Strategy -- 
       Financial Perspective -- Operations Strategy -- HRM and BI
       -- Business Intelligence Framework -- Introducing a BI 
       Project -- A Typical Business Analysis Project Flow -- 
       Business Intelligence Processes -- Tips, Tricks, and a 
       Toolbox -- BI System -- Chapters of This Book -- 
       Macroscopic View of Business Intelligence -- Increasing 
       Cycle Speed of Growth and Its Laws -- Balancing the 5 Ps 
       of Strategic Management -- Adapting BI to the 
       Organization's Configuration -- Understanding the 4 Cs -- 
       Business Case for Business Intelligence -- Business 
       Analysis and Management Areas -- BI and Cost Accounting --
       BI and Financial Management -- BI and Operations 
       Management -- BI and Marketing Management -- BI and Human 
       Resources Management -- Business Analysis and the Project 
       Life Cycle -- Starting a BI Project -- Managing the 
       Project Life Cycle -- Mastering Data Management -- 
       Mastering Data Quality -- The Business Analyst's Toolbox -
       - Project Direction Document Template -- Interview Summary
       Template -- Business Case Document Template -- Business 
       Analysis Deliverables Template -- Project Charter Document
       Template -- Best Practice Sharing Template -- Generic 
       Interview Guide 
505 8  Generic Business Object Definitions -- Appendices Overview
       -- Appendix A: What to Ask on Your Job Interview -- 
       Appendix B: Business Intelligence from 1960 to Today -- 
       Appendix C: The 101 on Data Warehousing -- Appendix D: 
       Survey for a BI Project -- Chapter 2: The Increasing Cycle
       Speed of Growth and Its Laws -- Introduction -- Growth Has
       a Price -- Useful Lifespan of the PLC -- Three Deltas -- 
       Time, the Essential Strategic Factor -- Business Analysis 
       Issues -- First Law: The Triangle of Knowledge, Growth, 
       and Strategy Processes -- The Knowledge Exchange Process -
       - Reciprocity -- Long-Term Perspectives -- Fewer 
       Hierarchies -- Measuring Reciprocity -- Organizational 
       Drivers -- Personnel Drivers -- Business Analysis Issues -
       - Second Law: Your Narrow Choice between Two Options -- 
       Focus -- Conquest -- Retreat -- Redeploy -- Strategy 
       Continuum -- Business Analysis Issues -- Third Law: Any 
       Organization Optimizes Two Extremes -- Value Chain 
       Revisited -- Business Analysis Issues -- What Defines 
       Overall Cost Leadership? -- What Defines Differentiation? 
       -- Fourth Law: Measure Only What You Can Measure But -- 
       Experiment -- Results -- Conclusion -- Business Analysis 
       Issues -- A Few Tips -- Fifth Law: There Is Always a 
       Dominant Source -- Strategic Apex -- Exploring 
       Alternatives and Options -- Functional Management -- 
       Marketing versus Finance -- Finance versus Operations -- 
       Operations versus Marketing -- Operational Layer -- Bottom
       -Up Strategy Formation -- The Cybernetic Feedback Loops --
       Sixth Law: IT Is Here to Stay -- IT Can Create Competitive
       Advantages -- Alignment Movement -- Business Analysis 
       Issues -- Chapter 3: Balancing the 5 Ps of Strategic 
       Management -- Introduction -- The 5 Ps and Their 
       Interaction -- Managing Strategy -- Three Strategy 
       Management Styles -- The Linear Style -- The Judgmental 
       Style -- The Bargaining Style -- Conclusion 
505 8  Strategy Management Styles and Plan-Pattern-Ploys -- 
       Choosing the Center of Gravity -- Chapter 4: Adapting BI 
       to the Organization's Configuration -- Introduction -- 
       Mintzberg's Configurations -- Mintzberg's Lessons for 
       Business Intelligence -- Business Analysis Issues -- 
       Chapter 5: Understanding the 4 Cs -- Introduction -- 
       Applying the 4 C Perspective on Functions -- 4 Cs: The 
       Foundation of a Balanced Scorecard -- Business Analysis 
       Issues -- Chapter 6: Business Case for Business 
       Intelligence -- Introduction -- Basics of Information 
       Economics -- Illustrating IE with a Business Case -- From 
       a Process to a Marketing Culture -- First Conclusion: Save
       on Reporting Operations -- Second Conclusion: Churn 
       Reduction through Better Customer Analysis -- Third 
       Conclusion: Better Prospect Qualification -- Generic 
       Advantages of Business Intelligence -- Improved 
       Communication Effectiveness -- Improved Data Quality -- 
       Common Engineering Models -- Product Data Models -- 
       Customer Data Models -- Better Understanding of Available 
       Data -- Smarter Extraction and Exchange of Data -- Better 
       Understanding of the Business Processes -- Chapter 7: BI 
       and Cost Accounting -- Setting up an ABC System Using BI -
       - Assemble All Sources of Cost Registration -- Validate 
       the Consistency -- Assign the Sources in a Meaningful Way 
       -- Eight Steps for Cost Assignment -- Consider the 
       Alternatives during the Cost Assignment Process -- Express
       Assumptions -- Communicate the Results and Validate Them 
       in the Field -- Pros and Cons of Activity-Based Costing --
       Pros -- Cons -- Closer Look at ABC Source Systems -- 
       Accounting System -- Enterprise Resource Planning (ERP) 
       System -- Product Data Management Systems -- Budgeting 
       Systems -- Time Registration and Access Systems -- Payroll
       Systems -- Warehouse Management Systems -- Inventory 
       Management Systems -- Document Management Systems 
505 8  Setting up ABC Analysis in the Data Warehouse -- 
       Conclusion -- Chapter 8: BI and Financial Management -- 
       The 101 on Financial BI Deliverables -- Keep Your SOX On! 
       -- Data Lineage -- Mutual Adjustment -- Understanding the 
       Business Process Flows -- Business Analysis for Financial 
       Reporting -- Chart of Accounts -- Required Reports -- 
       Certified Reports -- Analytical and Explorative Reports --
       Finance Reports Connected to Other Subject Areas -- 
       Special Attention for Slowly Changing Dimensions -- 
       Special Attention for Presentation Options -- Business 
       Analysis Issues -- Chapter 9: BI and Operations Management
       -- The 101 on Operations Management -- Customer Order 
       Point (COP) -- Forecasting -- Optimization of the Supply 
       Chain -- Business FAQs -- Quality Management -- Setting up
       Outsourcing Analysis -- Production Management and 
       Information Architecture -- MRP II Software -- Capacity 
       Management Software -- Network Planning Software -- Basic 
       Concept of IS for Production Management -- What to Measure
       -- First Example: Physical Goods Transport -- Second 
       Example: Inventory Management Systems -- s,Q or the Two-
       Bin System -- s,S -- R,S -- R,s,S -- Basic Supply Chain 
       Report Requirements -- Introduction -- Total Cycle and 
       Optimum Variable Cost -- Rotation of Supplies -- Rotation 
       of Production -- Rotation of Customers -- Rotation of 
       Purchases and Subcontractors -- Total Cycle = RotationS + 
       RotationPR + RotationC - RotationP Optimum Total Variable 
       Costs -- EOQ with Partial Deliveries -- Product Analysis -
       - Supplier Analysis -- Setting up a Forecasting System 
       Using BI -- General Recommendations -- Forecasting Can 
       Have a Thorough Impact -- Forecasting Is a Total Process -
       - Defining the KPIs for a Forecasting System -- Cost 
       Justification for Forecasting -- Step 1: Collect the Data 
       -- Step 2: Decide on the Grain -- Step 3: Integrate the 
       Data -- Step 4: Select the Data 
505 8  Step 5: Prepare the Data -- Step 6: Choose and Develop the
       Model -- Step 7: Validate the Model -- Step 8: Evaluate 
       the Model in Detail -- Step 9.1: Evaluate the Results: 
       Improved Delivery Performance -- Step 9.2: Evaluate the 
       Results: Reduction in Inventory Carrying Costs -- Step 9.3
       : Do a Complete Cost of Ownership Analysis -- Step 9.4: 
       Calculate the ROI -- Business Analysis Issues -- General 
       Remarks -- Questions and Issues to Be Addressed -- Chapter
       10: BI and Marketing Management -- Introduction -- What Do
       We Mean by "CRM"? -- What Do We Mean by Behavior Analysis?
       -- Can We Learn from Past Failures? -- When Operations 
       Leads the Dance -- When Finance Leads the Dance -- When 
       Overly Complex Sales Models Are the Rule -- When BI Is 
       Used for the Wrong Reasons -- How BI Can Contribute to 
       Marketing Management -- Market Research -- Affinity 
       Analysis -- Direct Product Profitability (DPP) -- Product 
       Development -- Sales -- Sales Promotion -- Customer 
       Service -- Channel Management -- Retail Marketing -- 
       Industrial Marketing -- Professional Services Marketing --
       Fast-Moving Consumer Goods Marketing -- Consumer 
       Investment Goods Marketing -- Pharmaceutical Marketing -- 
       OTC Products Marketing -- Ethical Drugs Marketing -- 
       Business Analysis Issues -- Check the CRM Data -- Check 
       the Behavioral Analysis Status -- Market Research -- 
       Affinity Analysis -- Direct Product Profitability -- 
       Product Development -- Sales -- Sales Promotion -- 
       Customer Service -- Channel Management -- Retail Marketing
       -- Industrial Marketing -- Professional Services Marketing
       -- Fast-Moving Consumer Goods Marketing -- Consumer 
       Investment Goods Marketing -- Pharmaceutical Marketing -- 
       Chapter 11: BI and Human Resources Management -- The War 
       for Talent and How to Lose It -- Disconnect Strategy 
       Planning Process-Competence Management -- A Lack of ERM 
       Strategies -- Kurieren am Symptom 
505 8  Managing Absenteeism 
520    Aligning business intelligence (BI) infrastructure with 
       strategy processes not only improves your organization's 
       ability to respond to change, but also adds significant 
       value to your BI infrastructure and development 
       investments. Until now, there has been a need for a 
       comprehensive book on business analysis for BI that starts
       with a macro view and gradually narrows it down to real-
       world tips, templates, and discussion material BI analysts
       need to know. Covering the concepts, tools, and background
       required for successful BI projects, Business Analysis for
       Business Intelligence describes how to use business 
       intelligence to improve your analysis activities. It 
       outlines a proven framework for developing data models and
       solutions that fit your organization's strategy. 
       Explaining how to avoid common pitfalls, it demonstrates 
       how to use continuous improvement to create a strategic 
       knowledge organization and establish a competitive 
       advantage. Links proven theories with practical insights 
       Describes the questions you need to ask yourself or the 
       client when turning data into information Includes 
       discussion items and templates suitable for both IT and 
       business professionals Illustrates the root causes behind 
       poor performance management Outlines the steps needed to 
       get your BI project started correctly The book details a 
       framework based on time-tested theories, empirical data, 
       and the author's experience analyzing strategic processes 
       in dozens of organizations across a range of industries-
       including financial, logistics, food production, health, 
       telecom, government, and retail. Providing you with the 
       tools to achieve enduring success, the book can help your 
       organization develop successful BI projects and fine-tune 
       them to match the strategic decision making process in 
       your organization 
588    Description based on publisher supplied metadata and other
       sources 
590    Electronic reproduction. Ann Arbor, Michigan : ProQuest 
       Ebook Central, 2020. Available via World Wide Web. Access 
       may be limited to ProQuest Ebook Central affiliated 
       libraries 
650  0 Business intelligence.;Decision making.;Strategic planning
655  4 Electronic books 
776 08 |iPrint version:|aBrijs, Bert|tBusiness Analysis for 
       Business Intelligence|dLondon : Auerbach Publishers, 
       Incorporated,c2012|z9781439858349 
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