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商業智慧實務 Tamkang University Prac&ces of Business Intelligence 管理決策支援系統與商業智慧 (Management Decision Support System and Business Intelligence) 1022BI02 MI4 Wed, 9,10 (16:10-‐18:00) (B113) Min-Yuh Day 戴敏育 Assistant Professor 專任助理教授 Dept. of Information Management, Tamkang University 淡江大學 資訊管理學系 http://mail. tku.edu.tw/myday/ 2014-‐02-‐26 1
課程大綱 (Syllabus) 週次 (Week) 日期 (Date) 內容 (Subject/Topics) 1 103/02/19 商業智慧導論 (IntroducFon to Business Intelligence) 2 103/02/26 管理決策支援系統與商業智慧 (Management Decision Support System and Business Intelligence) 3 103/03/05 企業績效管理 (Business Performance Management) 4 103/03/12 資料倉儲 (Data Warehousing) 5 103/03/19 商業智慧的資料探勘 (Data Mining for Business Intelligence) 6 103/03/26 商業智慧的資料探勘 (Data Mining for Business Intelligence) 7 103/04/02 教學行政觀摩日 (Off-‐campus study) 8 103/04/09 資料科學與巨量資料分析 (Data Science and Big Data AnalyFcs) 2
課程大綱 (Syllabus) 週次 日期 內容（Subject/Topics） 9 103/04/16 期中報告 (Midterm Project PresentaFon) 10 103/04/23 期中考試週 (Midterm Exam) 11 103/04/30 文字探勘與網路探勘 (Text and Web Mining) 12 103/05/07 意見探勘與情感分析 (Opinion Mining and SenFment Analysis) 13 103/05/14 社會網路分析 (Social Network Analysis) 14 103/05/21 期末報告 (Final Project PresentaFon) 15 103/05/28 畢業考試週 (Final Exam) 3
Top 10 CIO Technology Priori&es in 2013 Top 10 Technology Priorities Ranking Analytics and business intelligence 1 Mobile technologies 2 Cloud computing (SaaS, IaaS, PaaS) 3 Collaboration technologies (workflow) 4 Legacy modernization 5 IT management 6 CRM 7 Virtualization 8 Security 9 ERP Applications 10 Source: Gartner Executive Programs (January 2013) http://www.gartner.com/newsroom/id/2304615 4
Top 10 CIO Business Priori&es in 2013 Top 10 Business Priorities Ranking Increasing enterprise growth 1 Delivering operational results 2 Reducing enterprise costs 3 Attracting and retaining new customers 4 Improving IT applications and infrastructure 5 Creating new products and services (innovation) 6 Improving efficiency 7 Attracting and retaining the workforce 8 Implementing analytics and big data 9 Expanding into new markets and geographies 10 Source: Gartner Executive Programs (January 2013) http://www.gartner.com/newsroom/id/2304615 5
Decision Support and Business Intelligence Systems Chapter 1: Decision Support Systems and Business Intelligence Source: Turban et al. (2011), Decision Support and Business Intelligence Systems 6
Changing Business Environment • Companies are moving aggressively to computerized support of their operaFons => Business Intelligence • Business Pressures–Responses–Support Model – Business pressures result of today's compeFFve business climate – Responses to counter the pressures – Support to beaer facilitate the process Source: Turban et al. (2011), Decision Support and Business Intelligence Systems 7
Business Pressures–Responses– Support Model Source: Turban et al. (2011), Decision Support and Business Intelligence Systems 8
The Business Environment • The environment in which organizaFons operate today is becoming more and more complex, creaFng: – opportuniFes, and – problems – Example: globalizaFon • Business environment factors: – markets, consumer demands, technology, and societal… Source: Turban et al. (2011), Decision Support and Business Intelligence Systems 9
Business Environment Factors FACTOR DESCRIPTION Markets Strong competition Expanding global markets Blooming electronic markets on the Internet Innovative marketing methods Opportunities for outsourcing with IT support Need for real-time, on-demand transactions Consumer Desire for customization demand Desire for quality, diversity of products, and speed of delivery Customers getting powerful and less loyal Technology More innovations, new products, and new services Increasing obsolescence rate Increasing information overload Social networking, Web 2.0 and beyond Societal Growing government regulations and deregulation Workforce more diversified, older, and composed of more women Prime concerns of homeland security and terrorist attacks Necessity of Sarbanes-Oxley Act and other reporting-related legislation Increasing social responsibility of companies Greater emphasis on sustainability Source: Turban et al. (2011), Decision Support and Business Intelligence Systems 10
Organiza&onal Responses • Be ReacFve, AnFcipaFve, AdapFve, and ProacFve • Managers may take acFons, such as – Employ strategic planning – Use new and innovaFve business models – Restructure business processes – ParFcipate in business alliances – Improve corporate informaFon systems – Improve partnership relaFonships – Encourage innovaFon and creaFvity …cont…> Source: Turban et al. (2011), Decision Support and Business Intelligence Systems 11
Managers ac&ons, con&nued – Improve customer service and relaFonships – Move to electronic commerce (e-‐commerce) – Move to make-‐to-‐order producFon and on-‐demand manufacturing and services – Use new IT to improve communicaFon, data access (discovery of informaFon), and collaboraFon – Respond quickly to compeFtors' acFons (e.g., in pricing, promoFons, new products and services) – Automate many tasks of white-‐collar employees – Automate certain decision processes – Improve decision making by employing analyFcs Source: Turban et al. (2011), Decision Support and Business Intelligence Systems 12
Closing the Strategy Gap • One of the major objecFves of computerized decision support is to facilitate closing the gap between the current performance of an organizaFon and its desired performance, as expressed in its mission, objecFves, and goals, and the strategy to achieve them Source: Turban et al. (2011), Decision Support and Business Intelligence Systems 13
Managerial Decision Making • Management is a process by which organizaFonal goals are achieved by using resources – Inputs: resources – Output: aaainment of goals – Measure of success: outputs / inputs • Management ≅ Decision Making • Decision making: selecFng the best soluFon from two or more alternaFves Source: Turban et al. (2011), Decision Support and Business Intelligence Systems 14
Mintzberg's 10 Managerial Roles Interpersonal 1. Figurehead 2. Leader Decisional 3. Liaison 7. Entrepreneur 8. Disturbance handler Informational 9. Resource allocator 4. Monitor 10. Negotiator 5. Disseminator 6. Spokesperson Source: Turban et al. (2011), Decision Support and Business Intelligence Systems 15
Decision Making Process • Managers usually make decisions by following a four-‐step process (a.k.a. the scienFfic approach) 1. Define the problem (or opportunity) 2. Construct a model that describes the real-‐world problem 3. IdenFfy possible soluFons to the modeled problem and evaluate the soluFons 4. Compare, choose, and recommend a potenFal soluFon to the problem Source: Turban et al. (2011), Decision Support and Business Intelligence Systems 16
Decision making is difficult, because • Technology, informaFon systems, advanced search engines, and globalizaFon result in more and more alternaFves from which to choose • Government regulaFons and the need for compliance, poliFcal instability and terrorism, compeFFon, and changing consumer demands produce more uncertainty, making it more difficult to predict consequences and the future • Other factors are the need to make rapid decisions, the frequent and unpredictable changes that make trial-‐and-‐ error learning difficult, and the potenFal costs of making mistakes Source: Turban et al. (2011), Decision Support and Business Intelligence Systems 17
Why Use Computerized DSS • Computerized DSS can facilitate decision via: – Speedy computaFons – Improved communicaFon and collaboraFon – Increased producFvity of group members – Improved data management – Overcoming cogniFve limits – Quality support; agility support – Using Web; anywhere, anyFme support Source: Turban et al. (2011), Decision Support and Business Intelligence Systems 18
A Decision Support Framework (by Gory and ScoX-‐Morten, 1971) Source: Turban et al. (2011), Decision Support and Business Intelligence Systems 19
A Decision Support Framework – cont. • Degree of Structuredness (Simon, 1977) – Decision are classified as • Highly structured (a.k.a. programmed) • Semi-‐structured • Highly unstructured (i.e., non-‐programmed) • Types of Control (Anthony, 1965) – Strategic planning (top-‐level, long-‐range) – Management control (tacFcal planning) – OperaFonal control Source: Turban et al. (2011), Decision Support and Business Intelligence Systems 20
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