ASSIGNMENT 1 FRONT SHEET

Qualification BTEC Level 5 HND Diploma in Computing

Unit number and title Unit 14: Business Intelligence

Submission date October,8th,2020 Date Received 1st submission

Re-submission Date Date Received 2nd submission

Student Name HUỲNH NGỌC HẢI ĐĂNG Student ID GBD18577

Class GCD0704 Assessor name Srikanth Raju Kandukuri

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I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism. I understand that making a false
declaration is a form of malpractice.

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HUỲNH NGỌC HẢI ĐĂNG 3
 ASSIGMENT 1
Name: HUỲNH NGỌC HẢI ĐĂNG

Class: GCD0704

ID: GBD18577

Teacher: Srikanth Raju Kandukuri

GreenWich University
Business Intelligence

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Table of Contents
I. Discuss business processes and the mechanisms used to support business decision-making ....... 7
1. Examine, using examples, the terms ‘Business Process’ and ‘Supporting Processes’. ............... 7
1.1. Business Process .................................................................................................................. 7
1.2. Supporting Processes ........................................................................................................ 10
2. Differentiate between unstructured and semi-structured data within an organization .......... 12
2.1. Unstructured data ............................................................................................................. 13
2.2. Semi-structured data ...................................................................................................... 14
2.3. Differentiate between unstructured and semi-structured data ....................................... 16
II. Compare the tools and technologies associated with business intelligence functionality ........... 18
3. Compare the types of support available for business decision-making at varying levels within
an organisation. ................................................................................................................................. 18
3.1. Definition of business decision-making ............................................................................. 18
3.2. Compare the types of support available for business decision-making............................ 19
4. Justify, with specific examples, the key features of business intelligence functionality. ......... 21
4.1. Ranking Reports ................................................................................................................. 21
4.2. What-If Analysis ................................................................................................................. 22
4.3. Executive Dashboards........................................................................................................ 24
4.4. Interactive Reports ............................................................................................................ 26
4.5. Geospatial Mapping........................................................................................................... 27
4.6. Operational Reports .......................................................................................................... 27
4.7. Pivot Tables........................................................................................................................ 28
4.8. Ad Hoc Requests ................................................................................................................ 31
4.9. User-Specific Security ........................................................................................................ 33
4.10. Open Integration ........................................................................................................... 33
III. REFERENCE ................................................................................................................................ 34

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Table of Figures
Figure 1 Business Process ........................................................................................................................ 8
Figure 2 Business Process - Book Lending ............................................................................................... 9
Figure 3 Business Process - Hardware Retailer ....................................................................................... 9
Figure 4 Example of Support Process .................................................................................................... 11
Figure 5 Big Data.................................................................................................................................... 12
Figure 6 Unstructured Data ................................................................................................................... 14
Figure 7 Semi-Structured Data .............................................................................................................. 15
Figure 8 Image to understand the basic structure of decision support system at various levels ......... 18
Figure 9 Ranking Report Example.......................................................................................................... 22
Figure 10 What-If Analysis Example 1 ................................................................................................... 23
Figure 11 What-If Analysis Example 1 ................................................................................................... 23
Figure 12 Goal Seek function of What-If Analysis 1 .............................................................................. 23
Figure 13 Goal Seek function of What-If Analysis 1 .............................................................................. 24
Figure 14 What-If Analysis Example 2 ................................................................................................... 24
Figure 15 Goal Seek function of What-If Analysis 2 .............................................................................. 24
Figure 16 CEO Executive Dashboard ..................................................................................................... 25
Figure 17 COO Executive Dashboard ..................................................................................................... 25
Figure 18 CMO Executive Dashboard .................................................................................................... 26
Figure 19 Interactive Report Example ................................................................................................... 26
Figure 20 Operational Report Example ................................................................................................. 28
Figure 21 Pivot Table Example 1............................................................................................................ 29
Figure 22 Pivot Table Example 1............................................................................................................ 29
Figure 23 Pivot Table Example 1............................................................................................................ 29
Figure 24 Pivot Table Example 2............................................................................................................ 30
Figure 25 Pivot Table Example 2............................................................................................................ 30
Figure 26 Pivot Table Example 2............................................................................................................ 30
Figure 27 Pivot Table Example 2............................................................................................................ 31
Figure 28 Ad-Hoc Report Example 1 ...................................................................................................... 32
Figure 29 Ad-Hoc Report Example 2 ...................................................................................................... 32
Figure 30 Ad-Hoc Report Example 3 ...................................................................................................... 33

Tables
Table 1 Business Process Example........................................................................................................... 8
Table 2 Differentiate between unstructured and semi-structured data .............................................. 17
Table 3 Compare the types of support available for business decision-making ................................... 20

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I. Discuss business processes and the mechanisms used to
support business decision-making

1. Examine, using examples, the terms ‘Business Process’ and

‘Supporting Processes’.

1.1. Business Process

Definition
The business process is a system created by investors to accomplish a particular goal and a method
of collecting relevant to organized activities and tasks that will achieve an organizational objective
once completed by devices to create services to serve a specific customer. For each participant, each
step in the business process indicates a particular mission. This is the fundamental building block
for other similar concepts such as enterprise process management or process automation to be
commented on. The process must include inputs that are clearly defined and a single output. All
variables that contribute (directly or indirectly ) to the added value of a service or product are made
up of these inputs.
➢ The importance of business processes
In large organisations, the need for and benefits of a business method are very evident. For every
organization, a process forms the lifeline and helps it streamline individual operations, ensuring that
resources are put to maximum use.

Components of business process

The 7 steps of the business process lifecycle

• Define your goals
• Plan and map your process
• Set actions and assign stakeholders
• Test the process
• Implement the process
• Monitor the results
• Repeat

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 Figure 1 Business Process

Examples
Business processes occur at all levels of the organization and spread from one sector to the other.
Some sectors and businesses provide examples of business processes:

INDUSTRY/FIRM BUSINESS PROCESS EXAMPLE

order processing, engineering change control, product
Manufacturing assembly, product line process, quality assurance,
maintenance
invoicing process, risk management process, the billing
Finance
process

medical assessment process, drug approval

Health
process, financial process.
customer onboarding process, credit check process,
Banking
the risk assessment process

agent billing, trip booking, leave management process,

Travel
business travel management process.
Procurement Purchasing, invoice reconciliation, account receivable

Advertising Cost estimating, cost approval, cost reviewing

Sales and Product delivery process, product development

Marketing process, the marketing research process
Table 1 Business Process Example

After some business process examples to show the way to operate:

Business Process - Book Lending

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 Figure 2 Business Process - Book Lending

Business Process – Hardware Retailer

Figure 3 Business Process - Hardware Retailer

Types of Business Process

There are three types of Business process
• Primary process
• Support process
• Management process
Primary Process
This is the most fundamental and basic aspect of a business process as it specifically manages the
customer's dealings. The whole value chain of how the organization needs to operate is regarded by
this method. This is also known as the business process operating tool. It also covers which variables
are to be improved in business, the customer relationship, etc.

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 For example – In a hotel, the basic thing is to build a good customer relationship, so that they get
satisfied with the services of the hotel.
Support Process
This is the secondary mechanism that the main process assists. In this phase, there is no
entertainment for dealing with clients. In such a way that the process involved in the primary process
can operate smoothly, an atmosphere is created. This is basic the supporting framework for the
primary method.
For example – In a hotel, the support system includes the tools and technologies to store the data, to
keep the track of the guests visiting the hotel etc.
Management Process
Like the support form, customer dealing is not needed here as well. This system controls the
operation or how a company is managed. It is needed to handle certain items in a company. This
method takes care of the tasks related to the workers, or their questions, or the necessities for running
the company.
For example – The management process in a hotel involves the staff needed for the front-end and
back-end jobs, cleanliness of the room, or stuff about how to handle a customer, etc (Heflo. 2018).

Characteristics
• Scope: Beginning and ending points for the phase sequence.
• Purpose: Ultimate aim or explanation of why the procedure is carried out.
• Steps: Concrete acts carried out by members of a team.
• Sequence: The order in which you execute the steps.

1.2. Supporting Processes

Definition
Supporting procedures do not produce goods or services directly, but are important to encourage or
promote the introduction of organizational or management processes.
• Define formally.
• Supports the key procedures
• No customer touch.
• It does not explicitly provide consumers with value.

Example
➢ Procurement, supply, inventory replenishment, and machine maintenance are examples of
processes that support operating procedures.

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 ➢ There are administrative examples of processes that support management processes, mostly
related to finance, accounting, sales, or human resources.
➢ Below is how to work and help clients to address and resolve client issues. Start the system to
collect client information directly from the client via Gmail or phone to solve the issue. It is
then up to the customer to verify the question and the system will make a decision to fix the
customer's question to provide the customer with the answer to the question and handling
concerns about clients.

Figure 4 Example of Support Process

Components of Support Process

Support process components ensure the quality and quantity expected of business resources, ensure
the quality of resource supplies or support services, and cover the overall successful functioning of
the company.
• Human resource management (HRM) is the process of employing people, training them,
compensating them, developing policies relating to them, and developing strategies to retain
them. As a field, HRM has undergone many changes over the last twenty years, giving it an
even more important role in today’s organizations
• Financial management processes entails planning, organising, controlling, monitoring and
evaluating the financial resources of an organisation to achieve its overall objectives.
• IT processes The phase of the valuable information and expertise assets that companies and
organizations have gained in the IT industry over the years. They have the experience of
finding the wrong location and helping the system to work in the best way to cope with
traditional system hazards, eliminating errors when conducting the most varied tasks.
• Risk Management processes It is only important to recognize this as a mechanism that
every business company needs, they should identify and track potential threats to reduce
the negative impacts they can have on an organization.

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 • Security Management processes The method of assessing the protection of persons,
houses, computers, and information assets is the security mechanism. And it is often best
to create materials to enforce the security process strategy for properties.

• Quality Management processes The quality assurance process allows the corporation or
agency to ensure that their goods are "consistent with the intent" of a set of enforcement
procedures. Set up quality contracts with consumers. The quality assurance and quality
management process is then carried out to assess and monitor goods in a real way.

Characteristics
• Configuration Management: change of control, facilities management, product audit,
creation of goods.
• Verification: The right products that offer consumer loyalty and benefit them must be
found.
• Validation: Assess the suitability of work objects in their intended environment for their
intended use.
• Quality Assurance: Maintaining specifications, strategies, and process policies to make the
product more reliable in terms of product quality and process.
• Documentation: Prepare and update intermediate products and products for a transition.
• Developer Training: Build a tight team and prepare all programmer skills to solve all
product processing issues.
• User and operator training: communication skills needed for the system's successful use
and service.

2. Differentiate between unstructured and semi-structured data

within an organization
Big data is a field that treats ways to analyze, systematically extract information from, or otherwise
deal with data sets that are too large or complex to be dealt with by traditional data-processing
application software. There are three types: structured information, semi-structured information, and
unstructured information

Figure 5 Big Data.

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 2.1. Unstructured data
A much greater proportion of all the data on our world is unstructured data. Unstructured data is a
content that can not be contained in a row-column database and does not have a corresponding data
model. Think by email of the text of a post. The lack of structure has made it more difficult to search,
manage and analyze unstructured data, which is why organizations have often discarded
unstructured data before artificial intelligence and machine learning algorithms have recently
emerged to make it simpler.
Unstructured data is everywhere. In fact, most individuals and organizations conduct their lives
around unstructured data. Unstructured data is commonly stored in data lakes, NoSQL databases,
applications and data warehouses instead of spreadsheets or relational databases. The wealth of
knowledge in unstructured data is now available and can be automatically processed today with
algorithms of artificial intelligence. This technology has boosted unstructured knowledge for
organizations to an incredibly valuable resource.
❖ Characteristics of Unstructured Data:
• Data neither conforms to a data model nor has any structure.
• Data can not be stored in the form of rows and columns as in Databases
• Data does not follows any semantic or rules
• Data lacks any particular format or sequence
• Data has no easily identifiable structure
• Due to lack of identifiable structure, it can not used by computer programs easily

❖ Sources of Unstructured Data:

• Web pages
• Images (JPEG, GIF, PNG, etc.)
• Videos
• Memos
• Reports
• Word documents and PowerPoint persentations
• Surveys

❖ Advantages of Unstructured Data

• It supports the knowledge that lacks a proper format or sequence.
• A fixed schema does not constrain the data
• Quite versatile as a result of a lack of schema.
• Data is wearable

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 • It is highly scalable,
• It can cope with the heterogeneity of sources quickly.
• These data forms provide several uses for business intelligence and analytics.

Figure 6 Unstructured Data

2.2. Semi-structured data

Semi-structured data is information that does not conform to a data model but has some structure.
Missing is a fixed or rigid schema. The knowledge is not in a reasonable database, but it has certain
organizational characteristics that make it easier to understand.
You can save them in the relationship database with some mechanism (it may be very difficult). For
some sort of semi-structured data), but there is a semi-structure to facilitate space, clarity, or
computing ...
❖ Characteristics of semi-structured Data:
• Data does not conform to an information model, but it has some structure.
• Data can not be stored, as in databases, in the form of rows and columns.
• Semi-structured information contains tags and elements of metadata that are used to group
data and describe how the data is processed.
• Related groups are clustered and organized in a hierarchy.
• Entities in the same group may have or may not have the same characteristics or properties.

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 • Does not have ample metadata to make it difficult to automate and handle information
• Within a category, the size and shape of the same attributes can vary.
• Owing to the lack of a well-defined structure, it can not easily be used by computer
programs.
❖ Sources of semi-structured Data:
• E-mails
• XML and other markup languages
• Binary executables
• TCP/IP packets
• Zipped files
• Integration of data from different sources
• Web pages

❖ Advantages of Semi-structured Data:

• The data is not limited by a set schema
• Flexible, that is, the schema can easily be changed.
• Wearable data is
• It is possible to view structured data as semi-structured data.
• It assists users who are unable to express their SQL specifications.
• It can cope quickly with the heterogeneity of sources.

Figure 7 Semi-Structured Data

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 2.3. Differentiate between unstructured and semi-structured data
Characteristics Unstructured
Data
Type Unorganized data that
requires the resources and
technology needed to obtain
the specific details needed.
Data stored Multimedia and text material
are included.
Scalability In this type of data, scaling is
very simple. It is really
scalable, in short.
Flexibility This data form is very
versatile and no schema is
present.
Robustness This data form is not stable
Technology Binary details or characters
Transaction management In this form of data, no
transaction management is
present and there is no
concurrency.
Management of version This data form is being
versioned as a whole.
HUỲNH NGỌC HẢI ĐĂNG
Semi-Structured
Data
It can be termed as
unorganized structured data.
The semi-structured data can
be stored in a relational
database with some
properties.
In this type of data, scaling
the schema is simple.
This data form has a versatile
schema and a tolerable
schema.
This is a new technology
that's not widely available.
RDF/XML
The technology for traction
control is adapted from
RDBMS and is not mature.
If there is some chance, this
type of data is versioned over
graph tuples.
16
 Performance of query In this data type, queries that Queries can be handled on
can only be performed nodes, which are
textually are possible. anonymous.

Explanation with the help

of image.

Examples Audio files, web pages, CSV, XML, JSON

presentations, word
processing documents,
multimedia content, email
messages, videos etc.

Table 2 Differentiate between unstructured and semi-structured data

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II. Compare the tools and technologies associated with
business intelligence functionality

3. Compare the types of support available for business decision-

making at varying levels within an organisation.

3.1. Definition of business decision-making

The business decision-making process is a step-by-step process allowing professionals to identify
and analyze the strategies that can help in understanding and implementing the strategies and solving
problems by weighing evidence, examining alternatives, and choosing a path from there. This
defined process also provides an opportunity, at the end, to review whether the decision was the
right one.

Figure 8 Image to understand the basic structure of decision support system at various levels

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 3.2. Compare the types of support available for business decision-
making
Properties Strategic Decisions Tactical Decisions Operational
Decisions
Definition Strategic choices are The execution of strategic These decisions are
critical selections of decisions applies to these related to the day-to-day
activities that have an decisions. They are aimed at operations of the
impact on the whole or a creating division plans, business, have a short-
substantial part of the structuring workflows, setting term horizon and repeat
business effort. They up distribution networks, themselves, are based
contribute legitimately acquiring resources such as on event-related facts
to the achievement of men, materials, and cash. At and do not require
the undertaking's mutual the middle level of evaluation and
goals. They have long- management, these decisions implementation at low
haul suggestions for the are made. level management. and
business. make a reasonable and
informed decision.
These plans establish
activities to achieve
goals and implement in
a form that can be
quantified.
Component Technology decisions: Establishing criteria for Pricing
choice of suitable operating performance and
technology , equipment, productivity assessment. Discounts
choice of process and
level of automation. Make proposals for Promotions
maximizing the usage of
Decisions on capacity: available capital. Maintaining Inventory
number, timing, and
form. Equipment scheduling and Logistics decisions
personnel planning.
Decisions for facilities: Sales and outreach
scale, location, and Planning for streamlined
specialization modernization and Employee management
automation.
Vertical integration: Customer management
path, scope, and Relevant technologies and
equilibrium tools to increase quality or
productivity in production.

Prepare work plans for

redesigning procedures,
developing approaches and
designing jobs.

Decision making or ordering.

Projections on competence
requirements for future task
allocation and planning of
competence growth plans.

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 Medium-term maintenance
preparation (preventive and
condition monitoring)
Times Long term Middle term (From 2 year to Perform regularly,
3 years) prepare for this job for
less 1 year
Level of Senior Management Middle Management Junior Management
Management
Environment External External or Internal Focus on managing
internal
Scope Overall organization Department in the Relation of each small
organizational unit in each deparment
of the organization

Characteristics Helping to accomplish the
targets in the best possible
manner.
Strategic level preparation
sets the basis for tactical
objectives and operational
objectives.
These planning decisions
are crucial to the
organization's success or
failure.
Strategic decisions should
be made with fewer data
and also in the sense of
uncertainty and risk.
Risk is still correlated
with all strategic level
planning and it is included
in certain futuristic
assumptions.
Tools Executive Support
Systems (ESS)
Example Select a market, acquire
a company, recruit
additional staff ,
investments and funds
, building a house and
many more
In order to compare real and
planned output and take steps
to reduce the difference
between planned and real, the
emphasis is on fixing
performance parameters and
generating data.
Prepares strategies for
efficient use of current
resources.
Plans to increase the
availability of equipment and
the overall efficiency of
production functions
Decision Support Systems
(DSS)
Management Information
Systems (MIS)
Reschedule work
Maintaining a house
Change product pricing
Reorganize a department
Strategies are
straightforward and
action-oriented.
In terms of parameters
which can be quantified,
plans are articulated.
Plans provide detailed
guidance on the subject.
Plans are quantified and
expressed in observable
units, making it easy to
compare scheduled and
actual plans.
It helps track the
progress of the plan and,
if necessary, take
corrective steps to reach
the goal.
Transaction Processing
Systems (TPS)
Approve for an invoice
Approve a citation
How to respond to a
sales enquiry
Giving responses at the
time of service delivery
to bank customers.

Table 3 Compare the types of support available for business decision-making

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 4. Justify, with specific examples, the key features of business
intelligence functionality.
There are several different types of software packages for business intelligence on the market today,
and all are very diverse. Some provide simple ad hoc reporting capabilities, others are full out-of-
the-box solutions that provide a complete portfolio of pre-developed reports and analytics, and some
are robust development environments that enable custom-built reporting applications to be produced
and deployed quickly.
Yet, all business intelligence systems have a wide range of similar features that allow users at all
levels of an enterprise to make smarter, quicker, and more educated decisions.
The most significant features of business intelligence include:

4.1. Ranking Reports

Ranking reports allow you to quickly see the business 's best and the worst-performing aspects, from
goods to marketing strategies to salesmen. An IT department can create a single ranking report,
include the necessary selection criteria (like product sales, customer info, sales data, etc..), and turn
it over to the end users. You can see rankings across several dimensions and specify various criteria
to concentrate on your results.
• Create variable rankings, across multiple dimensions, while specifying various selection
criteria at run-time
• You can rank any aspect of your data from best to worst, or vice-versa
• Users choose from a number of different criteria at run-time, and then instantly run a
top/bottom ranking report complete with a graph.
➢ Example
The ranking report of CrazyBike
− Rank most profitable products over a select time-frame
− Understand their best and worst performing salespeople
− View their top/bottom retail locations over the past year

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 Figure 9 Ranking Report Example

4.2. What-If Analysis

If you're confused about how your company could be impacted by a future decision, you can run a
"what-if" study to forecast the possible impacts using past data. What-if analysis tools provide you
with an analytical view of the risks and rewards involved in each possible decision and allow you to
better prepare for the future.
• What-if analyses allow users to weigh up advantages and disadvantages by comparing
different solutions. This allows options for action to be secured. Since different departments
or organizations work together on planning, we offer parallel access to the scenarios by
multiple users.
• What-If Analysis provides a tool (Scenarios, Data tables, Goal Seek) for companies to look
at a range of plausible outcomes.
• It also allows a company to change the input data to see how it affects the outcome. This is
beneficial when a company is trying to determine how much material or labor to apply to
various aspects of its business.
➢ Example
A person takes a loan for $25,000 from a bank at the interest rate of 20% per annum and he
agrees to pay off the loan in one and a half years (18 months). All remaining data including
monthly EMI, monthly payment towards principal, monthly payment towards interest and
remaining amount to be paid each month are calculated using financial formulas.
In this case, the person has to pay an amount of $1619.08 every month for 18 months to
complete the loan. Assume that the person is capable of paying $2500 every month so that he
can pay off the loan faster. So, how can we find out in how many months the person will be
able to complete the loan if he pays $2500 monthly.

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 Figure 10 What-If Analysis Example 1

Figure 11 What-If Analysis Example 1

Here comes Goal Seek function into picture.

Figure 12 Goal Seek function of What-If Analysis 1

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 Figure 13 Goal Seek function of What-If Analysis 1

You scored 82, 70, 83 and 76 in the subjects English, Mathematics, Computer Science and
Mechanics respectively. You have Statistics exam remaining and you want to calculate the marks
you need to score in Statistics to achieve an average of 80. Your score sheet before the Statistics
exam will be as follows:

Figure 14 What-If Analysis Example 2

This data it is clear that you have to score 89 in Statistics to achieve an overall average of 80 using
Goal Seek function

Figure 15 Goal Seek function of What-If Analysis 2

4.3. Executive Dashboards

In the form of graphs, maps, summaries and other information reports, executive dashboards offer a
real-time summary of your company to the leaders of your organization. They help the executives
of your business to make smarter, quicker and better choices.

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 • The Executive Dashboard pulls all this information into one place so you don’t have to log
into multiple systems
• It can also manipulate data so the information is in a more accessible format.
• Allowing executives to explore data freely or dig deeper for insights into specific areas of
their business.
➢ Example
CEO Executive Dashboard

Figure 16 CEO Executive Dashboard

COO Executive Dashboard

Figure 17 COO Executive Dashboard

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 CMO Executive Dashboard

Figure 18 CMO Executive Dashboard

4.4. Interactive Reports

Interactive reporting is a common feature of enterprise-level reporting and BI tools which provides
end users with the capability to do various manipulations to a report such as, drilling through various
levels of data, filtering, and sorting.
• Interactive reports allow users to condense a wide range of potential views of the vast
quantities of data collected.
• In order to recognize patterns, anomalies and outliers in the results, users can take advantage
of features such as statistical analysis and regression.
➢ Example
An example of an interactive report in the packaged application

Figure 19 Interactive Report Example

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 4.5. Geospatial Mapping
Geospatial mapping is a type of technique for spatial analysis that usually employs software capable
of rendering spatial data processing maps and applying analytical methods, including the use of
geographic information systems, to terrestrial or geographic datasets.
• Location intelligence apps will take your data and convert it into graphical and cartographic
representations, simplifying your geographical data. And it is possible to visualize data sets
based on permitted space such as sales per area (ha noi, HCM , Danang,...)
• At a glance, it becomes much easier to judge which regions perform better than others, and
which ones require special attention

4.6. Operational Reports

Operational reporting focuses on producing detailed reports of day-to-day organizational operations.
These reports include data pertaining to production costs, records, resource expenditures, in-depth
examinations of processes, and even accounting. These reports come in different time intervals, but
generally focus on the short-term.
Business intelligence features such as these will provide the executives of the company with a
comprehensive overview of everyday activities at the end of each day, providing them the data they
need to make important decisions. For many companies, operational reporting functions within
broader business intelligence
• Operational reporting provides a structural and tactical view of an organization
• These reports provide a detailed view of the present and immediate necessities, highlighting
key areas of need
• These reports are most beneficial when they provide highly granular data in real time
➢ Example
Operational report example: Warehouse KPI dashboard
A prime example of real-time reporting, our warehouse KPI dashboard offers an instant
overview of all core initiatives, allowing managers to troubleshoot issues and develop
responsive strategies at a glance.
Primary KPIs:
− On-Time Shipping
− Order Accuracy
− Warehousing Costs
− Number of Shipments

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 Figure 20 Operational Report Example

4.7. Pivot Tables

A pivot table is a table which is used to store the summary of a certain data set in a condensed
manner. The table consists of rows, columns, data fields, and pages. These components can be
moved around and it helps the user to expand, isolate, sum, and group the particular data in real
time.
• Pivot tables can extract significant characteristics automatically from a huge, messy data
set.
• Pivot tables can perform calculations such as sorting, counting or averaging the data stored
in one table, and show the summarized results in another table.
• Pivot tables are valuable tools to analyze data and uncover hidden patterns.
➢ Example
Pivot tables are one of Excel's most powerful features. A pivot table allows you to extract the
significance from a large, detailed data set.
Below is two specific example to show products of countries and sales from North

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 Figure 21 Pivot Table Example 1

Figure 22 Pivot Table Example 1

Figure 23 Pivot Table Example 1

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 Figure 24 Pivot Table Example 2

Figure 25 Pivot Table Example 2

Figure 26 Pivot Table Example 2

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 Figure 27 Pivot Table Example 2

4.8. Ad Hoc Requests

Ad hoc reporting is a method of business intelligence in which users generate complex, real-time
data reports on an as-needed basis. They are designed, typically in response to a case, to address a
particular business query. With ad-hoc reporting, all the technical user does is set up the BI solution,
connect it to the data-sources, establish security parameters and determine which objects end-users
can see. From that point on, the actual reports are created by business end-users.
• Ad hoc analysis allows a user to extract insights from a smaller extraction of data on an as-
needed basis to answer a single business query.
• Ad hoc analysis is a quick solution to formulate insights as needed, eliminating the need to
wait for a scheduled report.
➢ Example
• An additional ad hoc reporting example can be focused on finance. By its very nature, the
financial industry (or the financial departments) is rife with facts, figures, financial KPIs,
metrics, and data, at the end of the month, you need to find out how much revenue you
have left after deducting your direct costs. Essentially, you (or a stakeholder) want to know
your gross profit margin asap.

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 Figure 28 Ad-Hoc Report Example 1

• Ad hoc reporting and analysis can be used in a company with a large sales database. Let's say
a user wants to find out the outcome of a specific sale related to a particular scenario, s/he
would build a single report, used only once, to provide that result. This scenario can be found
in companies that have a large outside-sales force which then can export an ad hoc report
showing results from his/her territory (number of clients visited, or leads generated) against
overall sales goals.
• Using an ad hoc reports example from HR, companies have the chance to spot deficiencies
within their human resources management and improve employee satisfaction levels, which
is critical considering the lack of talents across industries. In a practical sense, you could
suspect or assume a higher absenteeism rate over the course of a year or 6 months.

Figure 29 Ad-Hoc Report Example 2

• An ad hoc report example such as the one above could pinpoint specific weeks where the
sales volume was lower than usual.

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 Figure 30 Ad-Hoc Report Example 3

4.9. User-Specific Security

User Specific Security Definitions allow the definition of data-based access on a user by user level.
If a user needs special access to, for example, a specific record on a page, that does not fall into a
role, and does not warrant the creation of a role, then the User Specific Security Definition can be
used to define these individual data points for the user.
• If you need to limit the access of some users to unique data sets, your BI tool should allow
you to personalize individuals or groups of users with your BI features and applications.
• Some applications have user-specific data sources where, depending on who's using the
program, a single application draws from multiple data sources.

4.10. Open Integration

In addition to your organization's own data, Smart BI systems would be able to access information
from email , social media, websites and more. For instance, your BI platform might complement the
data with feedback and comments about your products instead of just providing your internal sales
data.
It is crucial that your BI platform is able to combine as many different types of data as possible
under a single roof, seamlessly integrating diverse forms of information into an actionable report,
with so many data formats and so many applications to draw from.

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III. REFERENCE

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(n.d.). Retrieved from https://www.heflo.com/blog/bpm/business-processes-definition/

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making-process.htm

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58222.html

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management/decision-making-levels-and-types-management/7578

(n.d.). Retrieved from https://www.geeksforgeeks.org/difference-between-structured-semi-

structured-and-unstructured-data/

(n.d.). Retrieved from https://www.selecthub.com/business-intelligence/critical-business-

intelligence-features/

(n.d.). Retrieved from https://www.business-software.com/article/key-features-of-business-

intelligence-software/

(n.d.). Retrieved from https://www.marketing91.com/operational-decisions/

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