Nur Izzati

Accessing Organizational Information-Data Warehouse Data Warehouse Fundamentals: Data warehouse - a logical collection of information - gathered from many different operational databases - that supports business analysis activities and decision-making tasks. the primary purpose of a data warehouse is to aggregate information throughout an organization into a single repository for decision-making purposes. Extraction, information, and loading (ETL) - a process that extracts information from internal and external databases, transforms the information using a common set of enterprise definitions, and loads the information into a data warehouse. Data mart - contains a subset of data warehouse information.  Multidimensional Analysis and Data Mining: databases contain information in a series of two-dimensional tables. in a data warehouse and data mart, information is multidimensional, it contains layers of columns and rows Dimension - a particular attribute of i...

Storing Organizational Information - Databases Relational databases fundamentals: information is everywhere in an organization. information is stored in databases. Databases - maintains information about various types of objects (inventory), events (transactions), people (employees), and places (warehouses). database models include: Hierarchical database model - information is organizad into a tree-like structure (using parent/child relationships) in such a way that it cannot have too many relationships. Network database model - a flexible way of representing objects and their relationships. Relationship dataase model - stores information in the form of logically related two-dimensional tables. Entities and Attributes: Entity - a person, place, thing, transaction, or event about which information is stored. Attributes (fields, columns) - characteristics or properties of an entity class. Keys and Relationships: primary keys and foreign keys identi...

Valuing Organizational Information Organizational information: information is everywhere in an organization. employees must be able to obtain and analyze the many different levels, formats, and granularities of organizational information to make decisions. successfully collecting, compiling, sorting, and analyzing information can provide tremendous insight into how an organization is performing. levels, formats, and granularities of organizational information. The value of transational and analytical information:  transactional information verses analytical information. The value of timely information: timeliness is an aspect of information that depends on the situation. Real-time information - immediate, up-to-date information. Real-time system - provides real-time information in response to query requests. The value of quality information: business decisions are only as good as the quality of the the information used to make the  decisio...

Organizational Structures That Support Strategic Initiatives Organizational Structures Organizational employees must work closely together to develop strategic initiatives that create competitive advantages. Ethics and security are two fundamental building blocks that organizations must their business upon. IT Roles and Responsibilities Information technology is a relatively new functional area, having only been around formally for around 40 years. Recent IT-related strategic positions: Chief Information Officer (CIO) Chief Technology Officer (CTO) Chief Security Officer (CSO) Chief Privacy Officer (CPO) Chief Knowledge Officer (CKO) Chief Information Officer (CIO): oversees all uses of IT and ensures the strategic alignment of IT with business goals and objectives. Broad CIO functions include: Manager- ensuring the delivery of all IT projects, on time and within budget. Leader- ensuring the strategic vision of IT is in line with the strat...

MEASURING THE SUCCESS OF STRATEGIC INITIATIVES Measuring Information Technology's Success Key performance indicator - measures that are tied to business drivers. Metric are detailed measures that feed KPIs Performance metric fall into the nebulous area of business intelligence that is neither technology, nor business centered, but requires input from both IT and business professionals Efficiency and Effectiveness Efficiency IT metric - measures the performance of the IT system itself including throughput, speed, and availability Effectiveness IT metric - measures the impact IT has on business processes and activities including customer satisfaction, conversion, rates, and sell-through increases Benchmarking-Baselining Metrics Benchmarking - a process of continuously measuring system results, comparing those results to optimal system performance (benchmark value), and identifying steps and procedures to improve system performance  E-government benc...

Strategic Intiatives For Implementing Competitive Advantages organizations can undertake high-profile strategic initiatives including: supply chain management (SCM) customer relationship management (CRM) business process reengineering (BPR) enterprise resource planning (ERP) Supply Chain Management (SCM)  involves the management of information flows between and among stages in a supply chain to maximize total supply chain effectiveness and profitability four basic components of supply chain management include: Supply chain strategy - strategy for managing all resources to meet customer demand Supply chain partner - partner throughout the supply chain that deliver finished products, raw materials, and services. Supply chain operation - schedule for production activities Supply chain logistics - product delivery process Effective and efficient SCM systems can enable an organizaion to: decrease the power of its buyers increase its own supplier power ...

MGT300 Chapter 2: Identifying Competitive Advantage  Explain why competitive advantages are typically temporary. List and explain each of the five forces in Porter's Five Forces Model. Compare Porter's three generic strategies. Describe the relationship between business processes and value chain. What is competitive advantage? A product or service that an organization's customers place a greater value on than similar offerings from a competitor. Unfortunately, CA is temporary because competitors keep duplicate the strategy. The, the company should start the new competitive advantage.  FIVE FORCES MODEL Buyer Power:  High- when buyers have many choices of whom to buy Low- when their choices are few. To reduce buyer power (and create competitive advantage), an organization must make it more attractive to buy from the company not from the competitors. Best practices of IT-based Supplier Power High- when buyers have few choices of whom...