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Author Brijs, Bert
Title Business Analysis for Business Intelligence
Imprint London : Auerbach Publishers, Incorporated, 2012
book jacket
Edition 1st ed
Descript 1 online resource (388 pages)
text txt rdacontent
computer c rdamedia
online resource cr rdacarrier
Note 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
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
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
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
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
Managing Absenteeism
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
Description based on publisher supplied metadata and other sources
Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2020. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries
Link Print version: Brijs, Bert Business Analysis for Business Intelligence London : Auerbach Publishers, Incorporated,c2012 9781439858349
Subject Business intelligence.;Decision making.;Strategic planning
Electronic books
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