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Decision Support And Business Intelligence Systems 9th Edition Dursun Delen Efraim Turban, Ramesh Sharda - Solutions
4. Describe instant video.
3. Describe whiteboards and screen sharing.
2. Describe the various types of electronic teleconferencing, including Web-based conferencing.
1. List the major groupware tools and divide them into synchronous and asynchronous types.
5. Describe five potential losses from group meetings.
4. Describe five potential gains of group meetings.
3. Describe the process of a group meeting for decision making.
2. List five characteristics of groupwork.
1. Define groupwork.
4. What limitation do computers have in terms of supporting groupwork?
3. Describe the components of the time/place framework.
2. Define and provide simple examples to three coordination levels in groupwork.
1. Why do companies use computers to support groupwork?
6. Discuss the difficulties associated with sharing and collaboration in two processes, one with computer-mediated technology and the other without.
5. Who are the “internal clients” that the vignette refers to? How can they benefit from the Gym?
4. What are the benefits of the innovation Gym? Can you think of other benefits that are not mentioned in the vignette?
3. What is innovation Gym? What is it used for, and who uses it?
2. What are the pros and cons of using computer-mediated collaboration systems?
1. What led P&G to implement group support systems?
3. Learn about major ethical and legal issues of MSS implementation
2. Describe personal, organizational, and societal impacts of MSS
1. Explore some of the emerging technologies that offer interesting application and development opportunities for management support systems in general and business intelligence in particular. These include RFID, virtual worlds, social networking, Web 2.0, reality mining, and cloud computing.
7. Learn what intelligent software agents (ISA) are and understand how they can be used to develop intelligent systems
6. Understand how support vector machines(SVM) are used to develop intelligent systems
5. Understand how fuzzy logic (FL) can be used to develop intelligent systems
4. Understand how genetic algorithms (GA) are used to develop intelligent systems
3. Understand how case-based reasoning (CBR) is used to develop intelligent systems
2. Learn what expert systems are and understand how expert systems (ES) are used to develop intelligent decision support systems (DSS)
1. Understand the foundations, definitions, and capabilities of artificial intelligence (AI)
6. Relate KM, collaboration, and communication to each other
5. Describe tools of KM and how they relate to decision support
4. Describe the fundamental principles and capabilities of knowledge management (KM)
3. Understand the fundamental principles and capabilities of groupware and group support systems (GSS)
2. Describe how IT-based collaboration and communication support groupwork in general and decision making in particular
1. Understand the concepts and process of groupwork
5. What are the major capabilities of the CPR dashboard?Massive systems produce massive amounts of metrics.The challenge is to determine how to slice the data in ways that benefit users rather than confuse them, especially when the users have a wide variety of experiences with information
4. What role did “themes” play in the CPR dashboard?Massive systems produce massive amounts of metrics.The challenge is to determine how to slice the data in ways that benefit users rather than confuse them, especially when the users have a wide variety of experiences with information
3. What were the major steps used in defining and implementing the CPR?Massive systems produce massive amounts of metrics.The challenge is to determine how to slice the data in ways that benefit users rather than confuse them, especially when the users have a wide variety of experiences with
1. What are the major components of the CPR dashboard?Massive systems produce massive amounts of metrics.The challenge is to determine how to slice the data in ways that benefit users rather than confuse them, especially when the users have a wide variety of experiences with information
6. A recent white paper titled “Business Intelligence and Enterprise Performance Management: Trends for Midsize Companies” by Oracle (see oracle.com/appserver/business-intelligence/hyperion-financial-performancemanagement/docs/bi-epm-trends-for-emerging-businesses.pdf) compares the BI and
2. Go to the NYC Citywide Performance Report site (nyc.gov/html/ops/cpr/html/home/home). The performance reports are organized by “Themes” (see this case at the end of the chapter). Use the site to answer the following questions:a. How many performance indicators are there for the whole city?
1. A survey conducted by Economist Intelligence Unit and reported in S. Taub, “Closing the Strategy-to-Performance Gap,” CFO Magazine, February 22, 2005 (cfo.com/article. cfm/3686974?f=related), explores the relationship between strategy development and execution. Based on the survey, which is
2. Go to the Dashboard Spy Web sitemap for executive dashboards (enterprise-dashboard.com/sitemap).The site provides a number of examples of executive dashboards. As a team, select a particular industry(e.g., health care, banking, airlines). Locate a handful of example dashboards for that industry.
1. Virtually every BPM/CPM vendor provides case studies on their Web sites. As a team, select two of these vendors(you can get their names from the Gartner or AMR lists).Select two case studies from each of these sites. For each, summarize the problem the customer was trying to address, the
4. Develop a prototype dashboard to display the financial results of a public company. The prototype can be on paper or use Excel. Use data from the 2008 annual plans of two public companies to illustrate the features of your dashboard.
3. Go to Stephen Few’s blog the Perceptual Edge(perceptualedge.com). Go to the section of “Examples.”In this section, he provides critiques of various dashboard examples. Read a handful of these examples. Now go to dundas.com. Select the “Gallery” section of the site.Once there, click the
10. Create a strategy for a hypothetical company, using the four perspectives of the BSC. Express the strategy as a series of strategic objectives. Produce a strategy map depicting the linkages among the objectives.
9. Create a measure for some strategic objective of interest(you can use one of the objectives formulated in Discussion Question 3). For the selected measure, complete the measurement template found in Table W9.2.1 in the online file for this chapter.
8. The EFQM “excellence model” provides an alternative performance measurement and management framework.First, what does EFQM stand for? Second, using materials from the Web, discuss the major tenets of the framework.Compare the framework to BSC and Six Sigma.
7. Distinguish performance management and performance measurement.
6. Describe how a BSC fits the description of a diagnostic control system.
5. In recent years, the Beyond Budgeting Round Table(BBRT; bbrt.org) has called into question traditional budgeting practices. A number of articles on the Web discuss the BBRT’s position. In the BBRT’s view, what is wrong with today’s budgeting practices? What does the BBRT recommend as a
4. Netflix’s strategy of moving to online video downloads has been widely discussed in a number of articles that can be found online. What are the basic objectives of Netflix’s strategy? What are some of the major assumptions underlying the strategy? Given what you know about discovery-driven
5. What are the characteristics of a well-designed dashboard?
4. What criteria are important in selecting the particular display widgets to use with particular metrics on a dashboard?
5. What are the basic categories in Gartner’s magic quadrant? Who are some of the vendors in the various categories?
4. What major change has occurred in the BPM market in the last 3 to 4 years?
3. Describe the major categories of BPM applications.
2. What are the three key elements of a BPM architecture?
1. What is a logical system architecture?
6. What are some of the characteristics of a “good” collection of performance measures?
5. What is the principle of obliquity?
4. What are some of the drawbacks of relying solely on financial metrics for measuring performance?
3. How does a KPI differ from an operational metric?
2. What is a KPI, and what are its distinguishing characteristics?
1. What is a performance measurement system?
12. How can BSC and Six Sigma be integrated?
4. How does a BSC align strategies and actions?
3. What does the term balanced refer to in BSC?
2. What are the four perspectives in BSC?
1. What are the characteristics of an effective performance measurement system?
4. Why do few companies have time to analyze their strategic and tactical results and take corrective action based on this analysis?
3. According to the Saxon Group’s research results, what are some of the performance management practices of the average company?
2. Describe the basic steps in Harrah’s closed-loop model.
1. Why do 60 to 80 percent of all new projects or ventures fail?
4. List the major BPM processes.
3. Briefly describe TSA’s PIMS system.
2. How does BPM differ from BI? How are they the same?
1. Define BPM.
3. What are some of the sources of the gap between formulating a strategy and actually executing the strategy?
2. What are the basic tasks in the strategic planning process?
1. Why does a company need a well-formulated strategy?
3. What is the primary goal of a financial plan?
2. What is tactic-centric planning? What is budget-centric planning?
1. What is the goal of operational planning?
4. What is one of the major pitfalls of variance analysis, from a managerial perspective?
3. What is management by exception?
2. What are the key elements of a diagnostic control system?
1. What are the critical questions that a monitoring framework answers?
5. What economic issues does Harrah’s face today? Could the Total Rewards system be modified in any way to handle these issues?
4. What were the results of Harrah’s marketing strategy?
3. What are the basic elements of Harrah’s closed-loop marketing system?
5. What strategic advantage can Continental derive from the real-time system as opposed to a traditional information system?As business intelligence (BI) becomes a critical component of daily operations, real-time data warehouses that provide end users with rapid updates and alerts generated from
4. Identify the major differences between the traditional data warehouse and a real-time data warehouse, as was implemented at Continental.As business intelligence (BI) becomes a critical component of daily operations, real-time data warehouses that provide end users with rapid updates and alerts
3. Examine the sample system output screen at teradata.com/t/page/139245/. Describe how it can assist the user in identifying problems and opportunities.As business intelligence (BI) becomes a critical component of daily operations, real-time data warehouses that provide end users with rapid
2. Explain why it is important for an airline to use a real-time data warehouse.As business intelligence (BI) becomes a critical component of daily operations, real-time data warehouses that provide end users with rapid updates and alerts generated from transactional systems are increasingly being
1. Describe the benefits of implementing the Continental Go Forward strategy.As business intelligence (BI) becomes a critical component of daily operations, real-time data warehouses that provide end users with rapid updates and alerts generated from transactional systems are increasingly being
6. Find recent cases of successful data warehousing applications. Go to data warehouse vendors’ sites and look for cases or success stories. Select one and write a brief summary to present to your class.
5. Explore teradata.com for white papers and Web-based courses on data warehousing. Read the former and watch the latter. (Divide up the class so that all the sources are covered.) Write up a report on what you have discovered.
4. Explore teradata.com for developments and success stories about data warehousing. Write a report about what you have discovered.
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