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by Jesper Thorlund, Gert H. N. Laursen
Business Analytics for Managers, 2nd Edition
Wiley & SAS Business Series
Title Page
Copyright
Foreword
Introduction
What Is the Scope of Business Analytics? Information Systems— Not Technical Solutions
Purpose and Audience
Organization of Chapters
Why the Term Business Analytics?
Chapter 1: The Business Analytics Model
Overview of the Business Analytics Model
Deployment of the Business Analytics Model
Summary
Chapter 2: Business Analytics at the Strategic Level
Link between Strategy and the Deployment of Business Analytics
Strategy and Business Analytics: Four Scenarios
Which Information Do We Prioritize?
Summary
Chapter 3: Development and Deployment of Information at the Functional Level
Case Study: A Trip to the Summerhouse
Establishing Business Processes with the Rockart Model
Example: Establishing New Business Processes with the Rockart Model
Optimizing Existing Business Processes
Example: Deploying Performance Management to Optimize Existing Processes
Which Process Should We Start With?
A Catalogue of Ideas with Key Performance Indicators for the Company's Different Functions
Summary
Chapter 4: Business Analytics at the Analytical Level
Data, Information, and Knowledge
Analyst's Role in the Business Analytics Model
Three Requirements the Analyst Must Meet
Required Competencies for the Analyst
Hypothesis-Driven Methods
Data Mining with Target Variables
Explorative Methods
Business Requirements
Summary
Chapter 5: Business Analytics at the Data Warehouse Level
Why a Data Warehouse?
Architecture and Processes in a Data Warehouse
Tips and Techniques in Data Warehousing
Summary
Chapter 6: The Company's Collection of Source Data
What Are Source Systems, and What Can They Be Used For?
Which Information Is Best to Use for Which Task?
When There Is More Than One Way to Get the Job Done
When the Quality of Source Data Fails
Summary
Chapter 7: Structuring of a Business Analytics Competency Center
What Is a Business Analytics Competency Center?
Why Set Up a Business Analytics Competency Center?
Tasks and Competencies
Centralized or Decentralized Organization
When Should a Business Analytics Competency Center Be Established?
Applying the Analytical Factory Approach
Summary
Chapter 8: Assessment and Prioritization of Business Analytics Projects
Is It a Strategic Project or Not?
When Projects Run Over Several Years
When the Uncertainty Is Too Big
Projects as Part of the Bigger Picture
Summary
Chapter 9: Business Analytics in the Future
About the Authors
Index
Wiley End User License Agreement
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Wiley & SAS Business Series
Table of Contents
Wiley & SAS Business Series
Title Page
Copyright
Foreword
Introduction
What Is the Scope of Business Analytics? Information Systems— Not Technical Solutions
Purpose and Audience
Organization of Chapters
Why the Term
Business Analytics?
Chapter 1: The Business Analytics Model
Overview of the Business Analytics Model
Deployment of the Business Analytics Model
Summary
Chapter 2: Business Analytics at the Strategic Level
Link between Strategy and the Deployment of Business Analytics
Strategy and Business Analytics: Four Scenarios
Which Information Do We Prioritize?
Summary
Chapter 3: Development and Deployment of Information at the Functional Level
Case Study: A Trip to the Summerhouse
Establishing Business Processes with the Rockart Model
Example: Establishing New Business Processes with the Rockart Model
Optimizing Existing Business Processes
Example: Deploying Performance Management to Optimize Existing Processes
Which Process Should We Start With?
A Catalogue of Ideas with Key Performance Indicators for the Company's Different Functions
Summary
Chapter 4: Business Analytics at the Analytical Level
Data, Information, and Knowledge
Analyst's Role in the Business Analytics Model
Three Requirements the Analyst Must Meet
Required Competencies for the Analyst
Hypothesis-Driven Methods
Data Mining with Target Variables
Explorative Methods
Business Requirements
Summary
Chapter 5: Business Analytics at the Data Warehouse Level
Why a Data Warehouse?
Architecture and Processes in a Data Warehouse
Tips and Techniques in Data Warehousing
Summary
Chapter 6: The Company's Collection of Source Data
What Are Source Systems, and What Can They Be Used For?
Which Information Is Best to Use for Which Task?
When There Is More Than One Way to Get the Job Done
When the Quality of Source Data Fails
Summary
Chapter 7: Structuring of a Business Analytics Competency Center
What Is a Business Analytics Competency Center?
Why Set Up a Business Analytics Competency Center?
Tasks and Competencies
Centralized or Decentralized Organization
When Should a Business Analytics Competency Center Be Established?
Applying the Analytical Factory Approach
Summary
Chapter 8: Assessment and Prioritization of Business Analytics Projects
Is It a Strategic Project or Not?
When Projects Run Over Several Years
When the Uncertainty Is Too Big
Projects as Part of the Bigger Picture
Summary
Chapter 9: Business Analytics in the Future
About the Authors
Index
Wiley End User License Agreement
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Guide
Table of Contents
Begin Reading
List of Exhibits
Introduction
Exhibit I.1: The Stairway Chart: Emphasizing the Difference between Lead and Lag Information
Chapter 1: The Business Analytics Model
Exhibit 1.1: The BA Model
Exhibit 1.2: Executive Management Cockpit of Radio Station with KPIs Prior to BA Initiative
Exhibit 1.3: The Radio Station's Dashboard with KPIs after BA Initiative
Exhibit 1.4: Sketching an Information Strategy
Chapter 2: Business Analytics at the Strategic Level
Exhibit 2.1: Link between Strategy and BA
Exhibit 2.2: BA Supports Performance
Exhibit 2.3: The Relationships between Strategic Level and Functional Level
Exhibit 2.4: Feedback Processes and Learning at the Strategic Level
Exhibit 2.5: Information as a Strategic Resource
Exhibit 2.6: The Three Disciplines for Market Leadership
Chapter 3: Development and Deployment of Information at the Functional Level
Exhibit 3.1: From Overall Strategy to Information Requirements at a Functional Level
Exhibit 3.2: Example of a Performance Management Dashboard for the Trip
Exhibit 3.3: Our Base Table
Exhibit 3.4: Analytical Outcome of the Correlation between the End KPI and Start Time of Journey
Exhibit 3.5: From Departmental Objectives to the Development of a New Process
Exhibit 3.6: Level 1: Identification of Objectives
Exhibit 3.7: Level 2: Identifying an Operational Strategy
Exhibit 3.8: Level 3: Identification of Critical Success Factors
Exhibit 3.9: Level 4: Identifying Lead and Lag Information
Exhibit 3.10: Using Lead and Lag Information in Relation to the Development and Management of a Business Process
Exhibit 3.11: Optimization of Existing Processes
Exhibit 3.12: Relationship between Established Measuring Points
Exhibit 3.13: Correlation between Strategy and Operational Processes with Significant Analytical Potential
Exhibit 3.14: The “Whale” That Shows the Interrelationships between the Three Activities: Get, Increase, and Keep
Exhibit 3.15: User Types on Our Web Sites
Exhibit 3.16: Catalogue of Ideas with KPIs for the Company's Different Functions
Chapter 4: Business Analytics at the Analytical Level
Exhibit 4.1: The Analyst's Role in the Business Analysis Model
Exhibit 4.2: The Three Imperatives in Connection with Choice of Methods and Information Mapping
Exhibit 4.3: Demands to the Reporting Are Hierarchically and Internally Aligned
Exhibit 4.4: Illustration of Tests between Two Variables in Our Data Sets
Exhibit 4.5: The Three Steps of a Data Mining Process
Exhibit 4.6: History Is Used to Make Predictions about Illness in the City of Copenhagen Municipality
Exhibit 4.7: Prediction Using the Data Mining Method
Exhibit 4.8: Business Requirements for the Radio Station Case Study (Chapter 1), Visualized with a Mind Map
Chapter 5: Business Analytics at the Data Warehouse Level
Exhibit 5.1: Architecture and Processes in a Data Warehouse
Exhibit 5.2: Example of a Simple ETL Job
Exhibit 5.3: Part of ETL Job with SQL Join
Exhibit 5.4: Fact‐Based Transactions Surrounded by Multidimensional Perspectives
Exhibit 5.5: The Metadata Repository
Exhibit 5.6: A Book Seller's Sales Table
Exhibit 5.7: A Book Shop's Revenue
Exhibit 5.8: OLAP Cube with Sales Figures and Three Dimensions or Perspectives
Exhibit 5.9: Business Performance Dashboard for KPI Monitoring
Exhibit 5.10: An Example of Forecasting with SAS/ETS Software
Exhibit 5.11: Screenshot of SAS Text Miner
Exhibit 5.12: Data Mining Software Identifying Market Basket Profiles
Exhibit 5.13: The BA Analyst's Various Accesses to the Data Warehouse
Chapter 6: The Company's Collection of Source Data
Exhibit 6.1: Model for the Prioritization of Data Sources in Connection with Specific BA Projects
Exhibit 6.2: Loss of Information through Transformations
Exhibit 6.3: Synergy through the Combining of Data
Chapter 7: Structuring of a Business Analytics Competency Center
Exhibit 7.1: The Information Wheel: From Demand to Supply of Business Support
Exhibit 7.2: Interrelationships between Information Strategy, Information Architecture, and Information Technology
Exhibit 7.3: Competency Areas and Types of Tasks in a BACC
Exhibit 7.4: BACC as a Formal Organizational Unit or a Virtual Organizational Unit
Exhibit 7.5: Performance and Strategy
Chapter 8: Assessment and Prioritization of Business Analytics Projects
Exhibit 8.1: BA Project Costs Compared with Benefits
Exhibit 8.2: Return on Investment (ROI)
Exhibit 8.3: SIPOC Diagram Showing the Current Status of the Process
Exhibit 8.4: SIPOC Diagram Showing the Process We Want to Create
Exhibit 8.5: SIPOC Diagram Focusing on Costs and Benefits (years)
Exhibit 8.6: Cash Flows from the BA Initiative in the Radio Station Case Study
Exhibit 8.7: Risk Involved in the Radio Station's Case Study
Exhibit 8.8: Outline of Benefits
Exhibit 8.9: Cost/Benefit Analyses for the Business Case
Exhibit 8.10: Revolutionary and Evolutionary Maturing of Information Systems
Exhibit 8.11: Generic Maturity Model for an Information System
Exhibit 8.12: Chapter 8 Mind Map
Chapter 9: Business Analytics in the Future
Exhibit 9.1 The Information Wheel with the Individual at Its Center
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