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The Reporting tools, Decision Support Software tools and different types of Dashboards
MIS Project
DASHBOARDS ...................................................................................................................... 14
Types of dashboards .................................................................................................................. 14 Interface design styles ............................................................................................................... 14 History ....................................................................................................................................... 15 Benefits of digital dashboards ................................................................................................... 15 Corporate dashboards ................................................................................................................ 16 Dashboard for CEO's ............................................................................................................. 16 Dashboard for CFO's ............................................................................................................. 17 Dashboard for IT ................................................................................................................... 17 Dashboard for sales and marketing ....................................................................................... 18
Bibliography ............................................................................................................................ 22
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Declaration
We here declaring that report on The Reporting tools, Decision Support Software tools and different types of Dashboards are original work done by us, submitted in partial fulfillment of our academic project in Management Information System of 3rd Term. This report is correct to the best of our knowledge and it has not been published anywhere else.
Group num 9 Place: Bangalore Ram Mohan Shubha M.G Sourav Pramanik Monika Manish
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Acknowledgement
We acknowledge that we are thankful to our respected professor Prof. Anupama for guiding us to complete the project with honest attention. Without her kind help, the project completion would not have been possible. Her presence had a great significance in encouraging us, our warm gratitude to her....
We are thankful to our team members who gave their support and commitment to make this project successful. As a team, we had a pleasure to work together and share our ideas and efforts to make the project a remembrance.
We are thankful to the other staff members to provide us the right direction to proceed.
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Introduction
Computerized decision support systems became practical with the development of minicomputers, timeshare operating systems and distributed computing. The history of the implementation of such systems begins in the mid-1960s. In a technology field as diverse as DSS, chronicling history is neither neat nor linear. Different people perceive the field of Decision Support Systems from various vantage points and report different accounts of what happened and what was important. As technology evolved new computerized decision support applications were developed and studied. Researchers used multiple frameworks to help build and understand these systems. Today one can organize the history of DSS into the five broad DSS categories explained in Power (2001; 2002; 2004b), including: communications-driven, data-driven, document driven, knowledge-driven and model-driven decision support systems. This hypertext document is a starting point in explaining the origins of the various technology threads that are converging to provide integrated support for managers working alone, in teams and in organization hierarchies to manage organizations and make more rational decisions. History is both a guide to future activity in this field and a record of the ideas and actions of those who have helped advance our thinking and practice. Historical facts can be sorted out and better understood, but more information gathering is necessary. This web page is a starting point in collecting more firsthand accounts and in building a more complete mosaic of what was occurring in universities, software companies and in organizations to build and use DSS. This document traces decision support applications and research studies related to model and data-oriented systems, management expert systems, multidimensional data analysis, query and reporting tools, online analytical processing (OLAP), Business Intelligence, group DSS, conferencing and groupware, document management, spatial DSS and Executive Information Systems as the technologies emerge, converge and diverge. All of these technologies have been used to support decision making. The study of decision support systems is an applied discipline
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that uses knowledge and especially theory from other disciplines. For this reason, many DSS research questions have been examined because they were of concern to people who were building and using specific DSS. Hence much of the broad DSS knowledge base provides generalizations and directions for building more effective DSS (cf., Baskerville & Myers, 2002; Keen, 1980). The next section describes the origins of the field of decision support systems. Section 3 discusses the decision support systems theory development that occurred in the late 1970s and early 1980s. Section 4 discusses important developments to communications-driven, data-driven, document driven, knowledge-driven and model-driven DSS (cf., Power, 2002). The final section briefly discusses how DSS practice, research and technology is continuing to evolve.
Theory Development
In the mid- to late 1970s, both practice and theory issues related to DSS were discussed at academic conferences including the American Institute for Decision Sciences meetings and the ACM SIGBDP Conference on Decision Support Systems in San Jose, CA in January 1977 (the proceeding were included in the journal Database). The first International Conference on Decision Support Systems was held in Atlanta, Georgia in 1981. Academic conferences provided forums for idea sharing, theory discussions and information exchange. At about this same time, Keen and Scott Mortons DSS textbook (1978) provided the first broad behavioral orientation to decision support system analysis, design, implementation, evaluation and development. This influential text provided a framework for teaching DSS in business schools. McCosh and Scott-Mortons (1978) DSS book was more influential in Europe. In 1980, Steven Alter published his MIT doctoral dissertation results in an influential book. Alters research and papers (1975; 1977) expanded the framework for thinking about business and management DSS. Also, his case studies provided a firm descriptive foundation of decision support system examples. A number of other MIT dissertations completed in the late 1970s also dealt with issues related to using models for decision support. Alter concluded from his research (1980) that decision support systems could be categorized in terms of the generic operations that can be performed by such systems. These generic operations extend along a single dimension, ranging from extremely data-oriented to extremely modeloriented. Alter conducted a field study of 56 DSS that he categorized into seven distinct types of DSS. His seven types include: 1. File drawer systems that provide access to data items. 2. Data analysis systems that support the manipulation of data by computerized tools tailored to a specific task and setting or by more general tools and operators.
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3. Analysis information systems that provide access to a series of decision-oriented databases and small models. 4. Accounting and financial models that calculate the consequences of possible actions. 5. Representational models that estimate the consequences of actions on the basis of simulation models. 6. Optimization models that provide guidelines for action by generating an optimal solution consistent with a series of constraints. 7. Suggestion models that perform the logical processing leading to a specific suggested decision for a fairly structured or well-understood task.
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with detailed guidelines on their decision making activities and support them by giving them little flexibility. One interesting consequence of making a decision more structured is that the liability for inappropriate decisions is shifted from individual decision makers to the larger company or organization.
SEMI-STRUCTURED DECISIONS: In the middle of the continuum are semistructured decisions, and this is where most of what are considered to be true decision support systems are focused. Decisions of this type are characterized as having some agreement on the
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data, process, and/or evaluation to be used, but are also typified by efforts to retain some level of human judgment in the decision making process. An initial step in analyzing which support system is required is to understand where the limitations of the decision maker may be manifested (i.e., the data acquisition portion, the process component, or the evaluation of outcomes). Grappling with the latter two types of decisionsunstructured and semi-structuredcan be particularly problematic for small businesses, which often have limited technological or work force resources. As Gupta and Harris indicated, "many decision situations faced by executives in small business are one-of-a-kind, one-shot occurrences requiring specifically tailored solution approaches without the benefit of any previously available rules or procedures. This unstructured or semi-structured nature of these decisions situations aggravates the problem of limited resources and staff expertise available to a small business executive to analyze important decisions appropriately. Faced with this difficulty, an executive in a small business must seek tools and techniques that do not demand too much of his time and resources and are useful to make his life easier." Subsequently, small businesses have increasingly turned to DSS to provide them with assistance in business guidance and management.
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investment can be made, and the key managers of the business can begin the process of developing their own DSS applications using available spreadsheet software.
Types of DSS
Since the definition of Decision Support Systems can be stretched to include almost any application that processes data there is some confusion as to exactly what constitutes a DSS. In an effort to clarify the term, DS systems can be separated into seven broad categories, each aiding decision making by different methods.
* Communications Driven DSS A C-D DSS is a type of DSS that enhances decision-making by enabling communication and sharing of information between groups of people. At its most basic level a C-D DSS could be a simple threaded e-mail. At its most complexes it could be a web-conferencing application or interactive video. Communication-Driven DSS will exhibit at least one of the following characteristics: 1. Supports coordination and collaboration between two or more people; 2. Facilitates information sharing; Enables communication between groups of people; 3. Supports group decisions.
* Data-Driven DSS Data-driven DSS are a form of support system that focuses on the provision of internal (and sometimes external) data to aid decision making. Most often this will come in the form of a data warehouse a database designed to store data in such a way as to allow for its querying and analysis by users. Another example of a data-driven DSS would be a Geographic Information System (GIS), which can be used to visually represent geographically dependant data using maps. * Document-Driven DSS
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Document-driven DSS are support systems designed to convert documents into valuable business data. While data-driven DSS rely on data that is already in a standardized format that lends it to database storage and analysis, document-driven DSS makes use of data that cannot easily be standardized and stored. The three primary forms of data used in document driven DSS are:
1. Oral (i.e. transcribed conversations); 2. Written (i.e. reports, memos, e-mail and other correspondence); 3. Video (i.e. TV commercials and news reports).
None of these formats lend themselves easily to standardized database storage and analysis, so managers require DSS tools to convert them into data that can be valuable in the decision making process. Document-driven DSS is the newest field of study in Decision Support Systems. Examples of document-driven tools can be found in Internet search engines, designed to sift through vast volumes of unsorted data through the use of keyword searches. Knowledge-Driven DSS Knowledge-driven DSS are systems designed to recommend actions to users. Typically, knowledge-driven systems are designed to sift through large volumes of data, identify hidden patterns in that data and present recommendations based on those patterns. Model-Driven DSS Model-driven support systems incorporate the ability to manipulate data to generate statistical and financial reports, as well as simulation models, to aid decision-makers. Model-based decision support systems can be extremely useful in forecasting the effects of changes in business processes, as they can use past data to answer complex what-if questions for decision makers. In addition to these basic types of DSS there are also two additional factors: whether the DSS is spreadsheet-based, web-based or something else entirely. Spreadsheet-based DSS
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Model- and Data-driven DS systems can be built using spreadsheets. Spreadsheets offer decision-makers easy to understand representations of large amounts of data. Additionally, spreadsheet data is arranged in such a way as to make it easy to convert the data into visualizations to further aid decision-makers. Web-based DSS Any type of DSS can be web-based. The term simply describes any decision support system that is operated through the interface of a web browser, even if the data used for decision support remains confined to a legacy system such as a data warehouse.In addition to these basic types of Decision Support System there are also two separate categories used to define systems. Enterprise-wide DSS Enterprise-wide DS systems are systems that are linked into large data warehouses, and offer decision support to managers at all levels of an enterprise. Enterprise-wide systems will typically be basic, general use systems that can perform a wide variety of functions. Desktop DSS Desktop DS systems are much smaller applications designed to be run from a desktop PC. While these systems may well be linked into a data warehouse or other large volume of data, they will typically be more limited in scope. An example of a desktop DSS is Microsoft Excel, the desktop spreadsheet application.
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price) on demand for the product and the subsequent profit must be evaluated. The manufacturer's perceptions of the demand for the product can be captured in a mathematical formula that portrays the relationship between profit, price, and other variables considered important. Once the relationships have been expressed, the decision maker may now want to change the values for different variables and see what the effect on profits would be. The ability to save mathematical relationships and then obtain results for different values is a feature of many decision support systems. This is called "what-if" analysis, and today's spreadsheet software packages are fully equipped to support this decision-making activity. Of course, additional factors must be taken into consideration as well when making business decisions. Hard-to-quantify factors such as future interest rates, new legislation, and hunches about product shelf life may all be considered. So even though the calculations may indicate that a certain demand for the product will be achieved at a certain price, the decision maker must use his or her judgment in making the final decision. If the decision maker simply follows the output of a process model, then the decision is being moved toward the structured end of the continuum. In certain corporate environments, it may be easier for the decision maker to follow the prescriptions of the DSS; users of support systems are usually aware of the risks associated with certain choices. If decision makers feel that there is more risk associated with exercising judgment and opposing the suggestion of the DSS than there is in simply supporting the process, the DSS is moving the decision more toward the structured end of the spectrum. Therefore, the way in which a DSS will be used must be considered within the decision-making environment.
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DASHBOARDS
In management information systems, a dashboard is an executive information system user interface that (similar to an automobile's dashboard) is designed to be easy to read. For example, a product might obtain information from the local operating system in a computer, from one or more applications that may be running, and from one or more remote sites on the Web and present it as though it all came from the same source.
Types of dashboards
Dashboard of Sustainability screen shot illustrating example dashboard layout. Digital dashboards may be laid out to track the flows inherent in the business processes that they monitor. Graphically, users may see the high-level processes and then drill down into low level data. This level of detail is often buried deep within the corporate enterprise and otherwise unavailable to the senior executives. Three main types of digital dashboard dominate the market today: stand alone software applications, web-browser based applications, and desktop applications also known as desktop widgets. The last are driven by a widget engine. Specialized dashboards may track all corporate functions. Examples include human resources, recruiting, sales, operations, security, information technology, project management, customer relationship management and many more departmental dashboards. Digital dashboard projects involve business units as the driver and the information technology department as the enabler. The success of digital dashboard projects often depends on the metrics that were chosen for monitoring. Key performance indicators, balanced scorecards, and sales performance figures are some of the content appropriate on business dashboards.
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History
The idea of digital dashboards followed the study of decision support systems in the 1970s. With the surge of the web in the late 1990s, digital dashboards as we know them today began appearing. Many systems were developed in-house by organizations to consolidate and display data already being gathered in various information systems throughout the organization. Today, digital dashboard technology is available "out-of-the-box" from many software providers. Some companies however continue to do in-house development and maintenance of dashboard applications. For example, GE Aviation has developed a proprietary software/portal called "Digital Cockpit" to monitor the trends in aircraft spare parts business. In the late 1990s, Microsoft promoted a concept known as the Digital Nervous System and "digital dashboards" were described as being one leg of that concept.
Visual presentation of performance measures Ability to identify and correct negative trends Measure efficiencies/inefficiencies Ability to generate detailed reports showing new trends Ability to make more informed decisions based on collected business intelligence Align strategies and organizational goals Save time over running multiple reports Gain total visibility of all systems instantly
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Corporate dashboards
Dashboard for CEO's Dashboard for CFO's Dashboard for sales and marketing Dashboard for IT Dashboard for retail
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Dashboard for IT
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Reporting tools
Query plus Data Mining and Reporting
Query Plus by QualCorp is a state-of-the-art data extraction tool designed to give you instant access to the critical information you need to make timely business decisions. With Query Plus you are in the drivers seat. Designed specifically for insurance agencies and built with the novice user in mind, Query Plus is the key to the information locked away inside your software. Combine fields from any section of your management software to create custom hybrid datasets never before possible and do it on the fly. With Query Plus you have the ability set up your own data filters, define custom data groups, decide the export file format, and much moreall quickly and easily without writing one single line of code. For those agencies with advanced reporting needs, there is a customized report designer shipped along with Query Plus which allows you to create even the most complex reports using your custom dataset. Though the preferred format for data processing may often be that of Excel spreadsheets, Query Plus is also the tool of choice for those who want the most robust reporting features available. By providing a friendly, intuitive, visually-based, wizard-driven report design environment, Query Plus allows for possibilities that will stretch the imagination of even the most advanced report users. Query Plus represents the next generation in data extraction. Taking your input, QueryPlus dynamically writes complex SQL queries behind the scenes and then displays the results in a simple, familiar, and flexible grid format where data can be easily manipulated by simply dragging and dropping. From customer ranking reports to complex accounting reports, Query Plus allows you to get the critical business data you need to make timely decisions.
LogiXML by LogiXML
LogiXML is the smart choice for Business Intelligence, giving you more power and more choice with less effort. It's simple to start, easy to use and our no user fees licensing model enables you to empower your entire organization to get the most value from their data. Our solutions include Logi Info for developers, Logi Ad Hoc for end users, and the Logi 9 Platform which includes both plus data integration
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Custom CRM Reporting
Every business has unique processes, requirements, and information tracking. Configure custom CRM reporting for your business metrics by creating your own reports or extending the pre-built report templates included in Maximizer CRM with industry-leading Crystal Reports and/or Microsoft SQL Reporting Services (SRS)i.
Create and edit your own custom CRM reports to gain further insight into customer behaviours, new business opportunities and operational inefficiencies Use the industry-leading Crystal Reports report designer for easy creation of custom reports Quickly and easily produce visual summary and drill-down reports with calculations and conditional formatting Automatically send updated reports directly to decision makers on a regular basisii Uncover potential issues (recurrent service problems or poor sales performance), by setting up automatic alerts when metrics meet certain criteria Compare and analyze with data in other applications, such as accounting systems, to get a complete view of relationship health and customer value
On-the-fly multi-dimensional financial and operational report generation User defined report formatting Shareable re-usable formatting templates Embedded hyperlinks in context Granular security: Users only see data and reports they have been granted access to Anyone who can see data can comment on it Prototype Reports Navigable reports Snapshot point in time VIEWS Scheduled reports Zero effort web publishing requiring only the users internet browser for access
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Discover Analytics by On Demand Analysis
Discover Analytics is a powerful business intelligence and analytics reporting solution integrated with the Microsoft BI platform. It can deliver your organizations business intelligence data into a custom Microsoft Excel based application. Can connect to any data source or ERP system, including SQL Server, DB2, Oracle, SAP and many others. Regardless of your database structure, this tool can connect to your data. Free Demo with our business intelligence experts.Customers demand reporting flexibility more than ever before. They ar ent willing to settle for static reports or take the time to learn new tools. Leap ahead of the competition by offering rigorous analytics alongside easy-to-use visibility, data trends, charting, dashboards and key performance indicators. Complement your software with great Business Intelligence and watch new customer sales grow.
No code integration necessary Requires no additional software (other than Excel) Can be configured locally or in the cloud (SaaS) Rapid Implementation at low cost One-stop access to user set up, customer deployment, version control and desktop install
ODA has built multiple, full-platform collaborative solutions to handle all aspects of transactional and reporting systems, from web interfaces to cloud-based SaaS solutions. ODA has delivered solutions to your industry, whether youre in oil, hi-tech, lodging, transportation, manufacturing, distribution or retail.
Automate manual processes Improve business transactional flow Provide rich analytics on your data Streamline workflows to save time and money
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Bibliography
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