In this BI training, the student will learn to recognize the need for business intelligence (BI) processes, processors, and systems in organizations, so that they can act more intelligently, and more customer and process oriented. Understanding the performance of the organization and the business processes is mainly seen as an important jumping off point to increase the results of and to develop the organization.
Business Intelligence Management
When real understanding of the organization comes up, next levels of intelligence can be reached when business intelligence is used to increase the power of coordination between business processes, collaboration between people, and innovation between marketing and product development. Business Intelligence Management focuses on the skills and competencies needed to be able to develop organizational intelligence on all levels, by means of transforming all kinds of internal and external data into actionable information and knowledge, and the selection and implementation of systems that can support such intelligence. The student will be able to recognize and understand all important aspects of the realization of an intelligent organization from a to z (from strategy to implementation).
Relevance of this BI training
Data is growing exponentially over time and at the same time the decision-making time decreases, so organizations nowadays must close the gap between the available data and decision-making on all levels of the organization. The need for business intelligence management will be emphasized by more dynamic and complex business environments and an ever-increasing competition in the market, often caused by other developments like globalization, liberalization, internet, and so on. Organizations must recognize and adapt to changing customer demands and opportunities inside and outside the direct business environment more quickly than ever.
Relation with other courses
Most of the other training courses (like EEP, BPM) of the profile ‘Business Applications’ concentrate on the operational structures of organizations, with a focus on collaboration and business participation, in so called ‘value webs’. In those modules, mainly operational business processes are modeled, and the information systems (like ERP-systems) supporting these processes are designed. These information systems contain a lot of data concerning customers, products, vendors, processes and so on. Combined with external data, these data can be used to measure the performance of the business processes and the organization as a whole. This performance information can be used to test, develop, and maintain strategies (module SMM), enhance and redesign business processes (module BPM1 en BPM2) and align the organization in a better way with the business partners in the value web (module EEP).
In nine sessions, this module will teach:
- overview and added value of Business Intelligence
- the model of the intelligent organization
- definition of performance indicators
- processing data into actionable information and knowledge
- organizational change and adaptability
- the IT architecture of the intelligent organization (mainly data warehousing)
- Business Intelligence Tools and applications
- Business Intelligence Projects
- Business Intelligence Strategy
The learning outcomes and skills of the module BIM are the following (grouped into four general categories of the Master of Informatics competencies):
- To be able to determine opportunities for products and services with the extended enterprise, including the consequences of a stronger demand control. More specific for this module: (performance) information and knowledge products that can be shared with customers, vendors and other business partners by using enterprise portals and extranets.
- To be able to recognize and understand the relations between the different functions and departments in an organization and between organizations
More specific for this training: relevant regarding corporate performance management (e.g. balanced score carding) in which relations and critical success factors in and between functions and processes should come up -displaying ideally the strategy of the organization- and ‘one version of the truth’ should be created.
- To be able to define critical success factors, performance indicators on the basis of the strategy of the enterprise in cooperation of the management of the organization in order to implement business performance management
- To be able to indicate the consequences of extended enterprises for the overall control of the organization and for the internal collaboration aspects (inclusive change of roles and standardization).
More specific for this training: when (performance) information is shared among business partners, decision making takes place at the lowest level of the organization and finally -in the virtual enterprise- customers and vendors are being able to control and manage (large) parts of the organization.
Information Architecture and Technology:
- To be known with a wide range of software modules in X-ERP (Extended Enterprise Resource Planning) packages and the applicability of these modules in practice.
More specific for this module: the data that these software modules stores are being used for the creation of performance information.
- To be able to implement business applications (X-ERP) in an organization and between organizations, inclusive possible customizations by integral thinking and taking in account that a knowledge infrastructure is embedded in the physical organization
- To be able to design a system architecture for collaborative working in extended enterprises where new ICT possibilities are used.
More specific for this training: architectures like Enterprise Application Integration (EAI), Service Oriented Architectures (SOA), Meta Data, Data warehouses, Enterprise Portals and Workflow management. These technologies are nowadays seen as the most important technologies to create the extended (and/or virtual) enterprise where business processes can be heavily intertwined and a stronger demand control exists.
Influence and alignment:
- To be able to be on speaking terms with the business domain as well as the ICT domain of the organization
- To be able to start up in a multi-disciplinary team a research-, development- or a management and control project. To be able to choose and apply an appropriate methodology for every stage of the project based on the right arguments.
Learning outcomes in relation to competencies
On completion of this module the delegate will be able to:
- Properly communicate the concept and aim of business intelligence and the model of the intelligent organization and comprehend the relationship with human beings using senses to gather signals, processing them into valuable information and knowledge, and finally to act intelligently upon it.
- Understand clearly the relationship between business intelligence, innovation, strategic management, change management, knowledge management, business performance management, information management and data management.
- Give a useful definition of business intelligence and the terms ‘signal’, ‘data’, ‘information’, ‘knowledge’ and ‘action’, including the relationship with each other.
- Understand the ten most important benefits and concepts of business intelligence including faster and better decision making on all levels of the organization and one version of the truth.
- Be aware of the potential risks of business intelligence (systems) and be familiar with the measures one can take to control the risks.
- Define the different ambition levels of business intelligence.
- Determine the ‘positive’ impact of business intelligence for organizations and how it may change the way organizations can be organized (from product oriented to customer controlled network organizations where decision making takes place at the lowest possible level).
- Manage the process of gathering and describing the information demands in the organization using several methods (business strategy driven, business process driven, data driven and market driven).
- Determine different kind of key performance indicators based on the mission, strategy, (critical) business processes of the organization and map the indicators on the available data structures or when unavailable find other useful data recourses.
- Define all kinds of dimensions along key performance indicators can be displayed
- Define a matrix combining performance indicators and dimensions
- Appoint the three most important steering models an organization can use: Balanced Scorecard, INK-management model (EFQM) and Six Sigma and explain the similarities and differences between them.
- Give an overview of the different kind of business intelligence tools and describe for each kind the characteristics including which type of users should use them (dashboards, on-line analytical processing (OLAP), reporting, data mining, ad hoc query, fore casting, what-if)
- Map each phase of the decision making process (Simon, 1977) with one or more business intelligence tools
- Appoint all components of the ‘ideal’ architecture to support all kind of business intelligence processes and the necessary tools to support those processes.
- Describe the advantages (in terms of goals) and disadvantages of data warehouses
- Define the inner core of a data warehouse (the transformation process and the data model)
- Understand the concept of customer- and market oriented organizations (turn over the organization) including the concepts of front and back offices and relate it to modern IT architectures and technologies.
- Appoint the most important phases of business intelligence projects and their outcomes/products and understand the most common risks involved in such projects.
- Define a business intelligence strategy for an organization using a business intelligence ‘roadmap’ and ‘compass’.
- Know how business intelligence in organizations should be implemented for example by setting up a business intelligence competency center, change the way the business is organized and train the users in the organization.
- Appoint the several competencies and skills that are necessary to develop and build business intelligence systems and to act ‘business wise’ on a daily basis.