Business Intelligence HW - Research Paper Example

CIOs use BI to classify unproductive business processes that are ready for re-engineering. With today’s BI tools, business individuals can take the plunge and start analyzing data themselves, rather than wait for IT department to run multipart reports. You need to set up your mental picture for your business intelligence strategy before you bring the aspect of technology into the discussion. Here is how effective BI strategy is put into action: Choose a C-level sponsor: Business intelligence implementations should not be sponsored by anyone in IT.

As an alternative, BI should be sponsored by an executive who has an upshot duty; has a big image of the enterprise goals, objectives and strategy; and knows how to interpret the company mission into key performance indicators that will prop up that mission. Similarly, without common definitions, a BI accomplishment cannot thrive. In addition, lack of accord is a prevalent dilemma in companies today. Furthermore, you should examine the in progress business intelligence mass and processes and organizational structures adjoining present BI implementations.

Creating a plan for storage is also of very crucial importance for BI to be successful. The three broad classes of users of BI are strategic, operational and tactical. Strategic involves making view decision like closing down operations in china or Europe. Tactical users make many decisions a week, and use both cumulative and detail-level information, and liable to require rationalized information daily. Operational users are the innovative employees, such as call center staff. Another process for making BI strategy successful involves making your mind up on whether to buy or manufacture the systematic data model.

Enterprises that are more complex may benefit from customization, even though you may still want to think about opening with an industry-standard sculpt as a pattern or a set of guides. IT is very important to consider all business BI components, as they are many in numbers, therefore it is important to be sure that they describe the architecture for all layers of the BI heap; even if they may not be part of the BI strategy itself, they will shape the achievement of completion (Daniel, 2007).

Knowledge management vs. BI: KM is an intentional, orderly business optimization strategy that organizes, first-rate, distills stores, put together, and communicates information indispensable to the business of a company in a way that progress corporate competitiveness and employee performance. On the other hand, BI is a system or systems that provide unswerving background facts and coverage tools to maintain and advance the decision-making process. BI and KM are, to some extent, the same but the only thing that tells apart KM form BI are that KM creates new knowledge and helps in knowledge dispersion whereas BI has no equivalent action to these two.

The future of these areas is still vague; however, there are quite a few companies up-and-coming to provide services for both business intelligence and knowledge management. Business intelligence firms, such as The Center for Business Intelligence, Micro strategy, and SAP; advertise their services as decision support for managerial decision makers.  These businesses sell and apply software that captures data, maneuvers it into handy information and apply the information to answer detailed questions, show trends, generate reports