The Business Intelligence Model (BIM) : © M. Salnitri - OIS 2016-17

The
Business Intelligence Model (BIM)

To reduce To maintain Total sales
risks revenue growth
+ AND
+ -
+
-
To reduce To reduce To maintain
To reduce To increase
patent external competitive Sales
financial risk sales
infringement dependence advantage volume
lawsuit risk AND
OR
+
-
+
+
To establish To increase To maintain High

To invest in new
strategic sales volume gross margin demand
technologies
partnership
-
OR
OR
-
To open sales To offer

To acquire channels promotions
To develop new
+ technology in-house technology through
acquisition Gross
+
-
margin
AND AND
-
-
To reduce
Strong R & D Develop a Sufficient Acquire a
capability technology competitor
costs -
funds
+ Increased
++
competition
Healthy
+
High R&D
expenditure balance sheet ++ Economic
Low cost
+ Slowdown
financing
© M. Salnitri -- OIS 2016-17 Slide 1

Recap
• Information systems
• Organizations
• Conceptual Modeling
• Enterprise Architecture (and Modeling)
• Goal Modeling
• Business Process Management (BPM)
• Today: Intro to Business Intelligence Modeling
© M. Salnitri -- OIS 2016-17

Outline
• Background: Business Intelligence
• BIM Motivations
• Related Frameworks
• BIM Metamodel
• BIM Concepts
• BIM Tool
• BIM Example: Rouge Valley Health System
• Preview of Reasoning

Business Intelligence
• Business intelligence (BI) is the ability for an organization to take all its
capabilities and convert them into knowledge, ultimately, getting the right
information to the right people, at the right time, via the right channel. [Source:
wikipedia]
• This produces large amounts of information which can lead to the development
of new opportunities for the organization.
• When these opportunities have been identified and a strategy has been
effectively implemented, they can provide an organization with a competitive
advantage in the market, and stability in the long run (within its industry).

Business Intelligence Systems
• Business intelligence tools are a type of application software designed to retrieve,
analyze and report data for business intelligence.
• Tools generally read data that have been previously stored, often, though not
necessarily, in a data warehouse or data mart. [Source: wikipedia]
Pentaho.com
HighJump.com

Business Intelligence Systems
• The key general categories of business intelligence tools are:
– Spreadsheets
– Reporting and querying software
– OLAP: Online analytical processing
– Digital dashboards
– Data mining
– Data warehousing
– Decision engineering
– Process mining
– Business performance management
– Local information systems

Growing Interest in BI
• “BI software tops the list of technology spending priorities for companies in
2009, according to a Gartner survey of more than 1,500 CIOs worldwide released
in January. That priority remains, even though IT budgets are expected to be
essentially flat in 2009. Market researcher Forrester Research (FORR) expects the
BI market to generate more than $12 billion in revenue in 2014, vs. $8.5 billion in
2008.”
• “Expectations for increasing demand helped fuel a wave of consolidation in the

BI market. Software vendors including SAP (SAP), IBM (IBM), Oracle (ORCL), and
Microsoft (MSFT) all made big BI acquisitions in recent years.”
• Source: Rachael King, Business Intelligence Software's Time Is Now,
BloomberbBusinessWeek Technology, 2009

Problem/Motivation
• BI Systems are widely used, but
– Systems are still very technical and data-oriented
– Hard to understand what the data means
– Hard to design queries or make new reports without technical knowledge or a
knowledge of the underlying data structure
– Gap between business and IT-supplied data
• Business people would rather reason using their own terms:

– Strategic objectives, business models and strategies, business processes, markets,
trends and risks
• Raise the level of abstraction of BI systems using a modeling language

– Uses concepts more familiar to business

Why a Business Intelligence Model?
• Represent a business in terms of objectives, action plans, initiatives, processes,
risks and metrics.
• Business users want to
– make strategic or operational decisions and then be able to measure how their
action plans perform against the objectives, optimize resource allocation, and
manage business risks.
– ask questions at the business level
– continuously run the Define -> Measure -> Analyze -> Improve -> Control cycle
Barone et al., 24th International Conference on Advanced Information Systems

Engineering (CAiSE'12)

9
Related Frameworks
• If our aim is to raise the level of BI systems through conceptual modeling,

there are several existing framework/approaches we could adopt
• May existing languages and techniques for capturing business strategy
– Strategy Maps and Balanced Scorecards (Kaplan & Norton)
– Business Motivation Model (OMG)
– Dynamic SWOT (Strength, Weakness, Opportunity, Threat) Analysis (Dealtry)
– Goal Models

Balanced Scorecard
• Source: S. Shehu, Business Performance Management, Balanced Scorecards and The

Decision Model
Strategy Maps and Balanced Scorecards
Source: James R. Martin, Balanced Scorecard Generic Strategy Map

SWOT Analysis
• Dealtry, 1994
• Example source: Expert Profit Solutions

Business Motivation Model
• OMG: Object Management

Group Standard, latest
version, 2010
• Original version shown

– In EA provides a schema and
structure for developing,
communicating and
managing business plans in
an organized manner

Goal Models (as you’ve seen)
Initially aimed for requirements analysis as part of Software Engineering

BIM Development
• These techniques offer many useful concepts, but often not clearly
defined
– visions, objectives, goals, means, strategies, plans, metrics, indicators, measures,
strengths, weaknesses, threats, vulnerabilities, opportunities, etc..
• BIM aims to select a consolidated set of core concepts
SM & SC SWOT BMM Goal

Models
Consolidate,
Simplify, Define
BIM
BIM Overview
• Business Intelligence Model (BIM) supports business modeling & analysis.

• BIM offers primitive concepts such as goal, actor, situation and indicator.
• Composite concepts can be constructed from primitive ones through concept-

forming operations.
• supports various forms of reasoning, such as evaluating alternative strategies,

assessing an operational strategy, inferring values for composite indicators
• BIM developed at the University of Toronto, Ottawa, 2008-2013, Mylopolous, Yu,

Barone, Jiang, Borgida, Horkoff, Amyot, Dalpiaz, etc.

BIM Concepts and Relationships
«enumeration» * 1 Business Schema

* «enumeration»
EvidenceValue
StrengthLabel
+Strong Evidence For = SF Thing 1 Relationship +Strong Positive = ++
+Weak Evidence
Evidnece For = WF
+name : string -source +Weak Positive = +
+Weak Evidence Against = WA
+evidence : Set of EvidenceValue +Weak Negative = -
+Strong Evidence Against = SA
+Strong Negative = --
1 *
-destination
1 *
Indicator Influence
Situation Task Entity Refines Measures
+target : float +strength [0..1] : StrengthLabel
+and : Boolean
+threshold : float +pursue [0..1] : PursuitLabel
+currentValue : float
«enumeration» Evaluates «enumeration»

Goal Organizational Situation PursuitValue PursuitLabel
+pursued : Set of PursuitValue +internal : Boolean +Pursued = Pur +Pursue = P
+Not Pursued = NotPur +Not Pursue = !P

BIM Things
• All things are BIM Things, e.g.,
Class: Situation SubClassOf: Thing
• BIM considers multiple sources and degrees of Evidence, either for or

against each thing
• “Evidence for…?” is answered depending on the specific type of thing:
– satisfaction of goals, occurrence of situations, performance of indicators, execution of
tasks, and existence of entities.
• Use a qualitative evidence scale similar to the satisfaction/denial scale

used in goal models
– strong/weak evidence for/against a thing, SF, WF, WA, and SA

Situation and Goals
• Must take into account Situations which may effect business
objectives, from SWOT analysis
– BIM schemas are drawn from the point of view of a particular organization,
situations are internal or external
• Goals are intentional situations that are desired by the (viewpoint)

organization
– Goals have a Pursuit attribute, indicating whether they are actively being
pursued
Have a Stay
worldwide competitive
presence
Task, Indicator, and Entity
• Tasks are processes or sets of actions
– We collect evidence for/against the execution of tasks
• Indicators link schema elements to data sources

– Indicators evaluate a situation and measure a task
– We collect strong/weak evidence for or against the performance of
indicators
– Associate target and threshold values to an indicator
• Entities relevant to the schema can be modeled

– BIM can represent evidence for/against the existence of individual
entities
Collect Credit card
Interest transaction
Goal, Indicator, Task

Influence Relationship
• The influences relationship is used to represent the transmission of
(un)favorable effects on situations
• From goal modeling, there are four kinds of influences links:
– ++/+ (make/help) link represents strong/partial positive effect on evidence
– --/- (break/hurt) link represents strong/partial negative effect

Refines Relationship
• Refinement of a thing provides direct evidence for/against it through

evidence for/against the refining things
• Concepts can be refined into other concepts of the same type
(except for goals which can also be refined to tasks)
• Refinements are by default disjunctive (ORed), but can be indicated
as explicitly conjoined (ANDed)

Simple BIM Example: Electronics Company
Total sales
Legend
Goal
Refinement To increase
Sales sales
AND volume
AND
OR
Influence To increase To maintain High

+ sales volume gross margin demand
-
Domain OR
Assumption
channels promotions
Process Gross
+
-
margin
-
-
Indicator
To reduce
costs -
Achieves
Evaluates Increased
competition
Situation ++ Economic
Low cost
Slowdown
financing
Less Simple Version
To reduce To maintain Total sales
risks revenue growth
+ AND
+ -
+
-
To reduce To reduce To maintain
To reduce To increase
patent external competitive Sales
financial risk sales
infringement dependence advantage volume
lawsuit risk AND
OR
+
-
+
+
To establish To increase To maintain High

To invest in new
strategic sales volume gross margin demand
technologies
partnership
-
OR
OR
-

To acquire channels promotions
To develop new
+ technology in-house technology through
acquisition Gross
+
-
margin
AND AND
-
To reduce
Strong R & D Develop a Sufficient Acquire a
capability technology competitor
costs -
funds
+ Increased
++
competition
Healthy
+
High R&D
expenditure balance sheet ++ Economic
Low cost
+ Slowdown
financing

Example: Credit Card Industry Analysis
Legend Increase
revenue
+
+ Decrease
Goal costs
Increase
Sales
-
+ Yearly
Refinement Yearly
+
Strong
+
Acquire costs
sales
economic other
AND OR Stay +
growth competitive companies
Influence
+
Provide
+
+P State-of-the-
Have a Range of Weaker
art transaction
+
+ worldwide Services US Dollar
systems
Task presence
Handle +
-
transaction Offer Offer
+P
volumes cards internation Minimize

Indicator al banking P international
+
Accurate Select conversion

transactions Facilitate type of costs
Evaluates
card card(s)
# Data processing Offer jointly
+
Measures International
entry Offer Offer branded
errors charge credit international conversion
Situation Credit card cards cards currency cards costs
(External) International transaction
Development
Make Translate
Situation International Collect
Collect agreements revenue and
(Internal) development Subscription
Interest with other credit costs across
program fee
card companies currencies
BIM Meta-properties
• Allow users to introduce more specialized concepts from other

languages (e.g., Vision, Mission, Strategy (BMM), Softgoal, Hardgoal
(GM), Initiative (BSC))
• Use six meta-properties over elements
– duration (long-term/short-term), likelihood of fulfillment (high/low), nature of
definition (formal/informal), scope (broad/narrow), number of instances
(many/few), perspective from BSC (financial/ customer/ internal/ learning
and growth)
– E.g., Vision is a “goal with a long duration, broad scope, low chance of
fulfillment, informal definition, and few instances”

Preview: BIM Reasoning
Reasoning with BIM allows an organization to answer strategic or monitoring questions. For
example, BestTech may want to pose the following questions:
– Should we develop technology in-house or acquire technology through acquisition?

Which option is better for maintaining revenue growth and reducing risks?
– Is it possible to maintain revenue growth while reducing risks? What strategies can
achieve these goals?
Reasoning Technique Required Information

Goal Model Reasoning Initial Reasoning Values
Probabilistic Decision Analysis Conditional Probability Tables, Utility Functions
Reasoning with Indicators Atomic Indicator Values, Business Formulae,
Unit conversion factors
Hybrid Reasoning Atomic Indicator Values, (Optional) Business
(Reasoning with Incomplete Formulae, (Optional) Unit conversion factors,
Indicators) (Optional) Initial Reasoning Values

BIM Tool
• http://www.cs.utoronto.ca/~jm/bim/
• Another Eclipse-based modeling and reasoning tool
• Strictly enforces metamodel
• Some tutorials available

Business Intelligence Modeling in Action: A
Hospital Case Study
Daniele Barone*, Thodoros Topaloglou**, and John

Mylopoulos*
2012

Abstract
• We present results of using the Business Intelligence Model (BIM) in the

definition of requirements for a Business Intelligence (BI) Solution currently
undertaking at the Rouge Valley Health System (RVHS)
A vendor
BIM BI
platform
Business
Intelligence
Solution
RVHS

32
Rouge Valley Health System
• RVHS is a two site hospital with 479 beds in the east greater Toronto area
– 2700 employees
– Over 500 physicians and 1000 nurses
– 109,190 Emergency Department (ED) visits in 2010-11
– 24,100 admissions
– 23,900 surgeries
– 3,700 births
– over 189,000 clinic visits
• Has a corporate performance mgmt framework and corporate scorecard
• In 2010-11, RVHS launched two transformative IT initiatives to

– create a competency center in business process management, and
– develop an enterprise Business Intelligence system

Business Intelligence Vision at RVHS
• Business Need
– RVHS generates/collects a wealth of data which contain revealing facts about the
quality and efficiency of RVHS’s processes, utilization of resources and
outcomes.
– RVHS aims to gain insights into operating performance in order to improve
efficiencies and the quality of patient care.
– Managers need timely access to synchronized data from all levels.
– The BI system needs to provide an integrated repository of data from disparate
sources organized to meet the needs of business and clinical users.
– The BI system must provide a data access interface that will enable business
users and to access information on their own.

Business Problem: Emergency Department Patient
Flow
ED Length of Stay
Non
Physician Clinical
Physician
Initial Special Decision Disposition Patient
Arrival Triage Registration Initial
Assessment Consult Unit Decision Left ED
Assessment
(PIA) (CDU)
(NPIA)
Arrival in ED Treatment in ED Departure from ED
The Emergency Room National Ambulatory Initiative (ERNI) measures and

reports how long patients spend in Emergency Departments. Clinicians (will) collect
38 data elements (DART) related to the patient journey through the Emergency
Department from arrival to departure.
Improve the quality of Patient care

The BI system and corresponding data warehouse must support metrics designed to
manage access to care performance, which include the mandated DART indicators,
as well as metrics for real-time process control.
Requirement Analysis: Actor Goal Indicator Object
Daily Access Report Tool DART
(AGIO)
Corporate Activity
For Date: 4/14/2011
Who
Metric outperforming target Metric within 25% of target Metric underperforming target by more than 25%
NaN or Infinity = no records for denominator
Rouge Valley Centenary
Dart • 38 Indicator
Area ER 4/14/2011 7 Days 30 Days Targets
Discharges • General description
Manager
Admits and
Indicators . . . .
• Organization's Context
Percent of Acute Inpatients Discharges by 11:00 29.8 % 23.9 % 16.3 % 16.5 %
Number of ALC Patients Currently in Hospital 36.0 33.0 33.0 28
<responsible
Number
•
of Patients Past Expected
Measurement
for> Date of Discharge 136.0 137.0 138.0 30
Emergency Department • Data Mart and Navigability . . . .
• Performance Parameters
Number ED Registrations (Avg Registrations in ED with no constraints)
Why
151 163 157 136
• Data sources details What

AGIO
Number Departed ED Visits (#) (excludes LWBS) 132 154 147 136
Number of admitted patients with LOS <=8hrs 8 5 5 5
• Security / Data Access 15.9 %
Percent ED Visits Admitted
Reduce the
ED LOS at 90th percentile in•hours Information
(only excluding LWBS)
• Informal
and Data Quality 8.3
11.0 %
10.2
10.2 %
9.0
10.5 %
9.9
percentage of ER Physician Initial
Requirement
SheetTime
Average ED stay - all dispositions in hours
Location 3.6 6.2 5.2 5.9
Left Without Being Assessment
Number of CTAS I-III non-admitted patients with LOS <=8hrs 56 83 77 59
Seen patients Patient
Number of CTAS IV-V non-admitted patients with LOS <=4hrs 48 39 42 37
Number of ED Patients Left Without Being Seen 0 1 2 4.0 %
Public Emergency Department Indicators (in Hrs) . . . .
90th percentile LOS for Adm and NonAdm Pts w/complex conditions 9.6 14.7 12.5 11.9
AGIO
<evaluate>
90th percentile LOS for NonAdm pts w/minor or uncomplicated conditions <measure>
3.5 4.3 4.1 4.6
Pay for Results . . . .
Admitted patients with LOS <=8hrs (%) Percentage of

ED LWBS
38.1 % 29.4 % • 33.3
Formal
% 36.0 %
96.6 % 92.6 %
Requirement
93.3 % 92.0 %
Non-admitted CTAS I-III<=8hrs (%)
Graph
patients
Non-admitted CTAS IV-V<=4hrs (%) 90.6 % 84.8 % 86.3 % 84.0 %
(ID 7)

From AGIO Sheet and AGIO Graph
• Extrapolate:
– Actor Map
– Goals/Strategy Map
– Indicator Map
– Process and Workflow Map
– Resource Map
• Whatever combination of the above:

– e.g., Goal/Strategy Map + Indicator Map

LEGEND
Goal/ Strategy Map + Improve the level care
<evaluate>
Level care of
Time
Location
Time
Location
of patients
Indicators
patients
LOS = Length of Stay
(ID ABS-5) Level care of IP
ED = Emergency Department Time
<evaluate> patients
CTAS = Canadian Triage and Acuity Scale <influence> <influence>
Location (ID ABS-4)
<evaluate>
Goal Dimension Level care of Improve the level care Improve the level care
ED patients of ED patients <influence> ….
of IP patients
? (ID ABS-3)
<influence>
Positive Negative Indicator <influence> ….
Indicator Indicator Type not <influence> <influence> <influence>
<influence> <influence>
defined ….
[GOAL NOT [GOAL NOT DEFINED] Reduce the LOS_ED of Reduce the Reduce the
DEFINED] the total the percentage of ED patients in the percentage of percentage of ED
Time number of patient patient visits classified as Emergency Department admitted ED patients LWBS patients
visits CTAS I / II / III / IV / V Time
Location <evaluate> <evaluate> Location
? Time
CTAS Time <evaluate> Patient
<evaluate> Percentage of
Total ED Visits Time Location
Location Provider ED LWBS
(ID 1) Percentage of CTAS
? patients
CTAS Location ED Visits (ID 7)
<influence> Admitted
Percentage of CTAS
(ID 8) Provider
Emergency <influence> Average
Department LOS_ED - all Time
Visits CTAS I / dispositions
II / III / IV / V (ID 9) Location
(ID 2-6) LOS Hours
<evaluate> Average
LOS Hours Time LOS_ED for CTAS
Provider admitted
Time Provider Location
Reduce the LOS_ED of patients
Location Reduce the LOS_ED of <evaluate> (ID 14)
<evaluate> CTAS ED admitted patients
ED non-admitted patients Provider
CTAS Percentage of
Percentage of admitted
non-admitted <evaluate> Time patients with
patients with LOS_ED
LOS_ED Location equals or less
equals or less CTAS than <a
than <a Average specified time> <influence> <influence> <influence>
specified time> <influence> <influence> <influence> LOS_ED for in hours
in hours non-admitted <ID ABS-2>
<ID ABS-1> patients
(ID 10)
Reduce the LOS_ED of ED Reduce the LOS_ED of Reduce the LOS_ED Reduce the LOS_ED Reduce the LOS_ED
Reduce the LOS_ED of
CTAS I-II non-admitted ED CTAS IV-V non- of ED CTAS I-II of ED CTAS III of ED CTAS IV-V
ED CTAS III non-admitted
patients to equals or less admitted patients to equals admitted patients to admitted patients to admitted patients to
patients to equals or less
than 7 hours or less than 4 hours equals or less than 8 equals or less than 8 equals or less than 8
than 7 hours
hours hours hours
<evaluate>
Time <evaluate> <evaluate> <evaluate> <evaluate>
Provider Time
Provider Time <evaluate> Time
Location Time Provider
Location Provider Location Location Provider
Time
CTAS Percentage of CTAS Location
ED CTAS I-II CTAS Location Provider CTAS
Percentage of CTAS
non-admitted ED CTAS III Percentage of Percentage of CTAS Percentage of
patients with non-admitted ED CTAS IV-V ED CTAS I-II ED CTAS IV-V
LOS equals or non-admitted admitted Percentage of admitted
patients with ED CTAS III
less than 7 LOS equals or patients with patients with patients with
hours LOS equals or LOS equals or admitted LOS equals or
less than 7 patients with
(ID 11) hours less than 4 less than 8 less than 8
LOS equals or
© M. Salnitri -- OIS 2016-17 (ID 12) hours hours hours
(ID 13) (ID 15) less than 8 (ID 17)
hours
(ID 16)
Actor Map Hospital
AND
Senior Middle AND
Management Management
Team Team
(SMT) Floor Manager
Emergency
Management Performance Department
Information Staff Manager
Evaluation
System Clinical Service Team (ED Manager)
Team Clinician (PES)
(MIS)
AND
AND
Infection Control
Practitioner Therapist Unit Clerk
(ICP)
Support Service
AND
Registered
Practical Nurse
(RPN)
Occupational
Physician Therapist
(MD) (OT)
Physiotherapist
(PT)
Nurse
Registered Nurse
(RN)
Practitioner
(NP)
Emergency Department Process + Indicators
LEGEND
Control
Task Information Flow
Negative Node
Indicator
START/
END
point
LOS_ED
<measure>
Time to PIA
<measure> Transfer
Note: Ambulance
of Care <measure>
arrive and Patient
<measure>
Walki-in sub- Waiting for Time to get
processes are <produce>
Consultant a Bed
hided due to <measure> <measure>
space constrains Transfer of Care <measure> <measure>
DateTime
DO both
paths IF
Ambulance Physician Decisio
Triage join in Consult Seen
STA Arrive = Registrat Initial n/
Assessm one ant By Depa Left
RT True ELSE ion Assessm Disposit END
ent path Request Consult rt ED
DO ent ion To
ant
Registration Admit
<produce> <produce> <produce> <produce> <produce> <produce> <produce>
path only <produce>
Provider Consultant Consultant
Triage Service AdmitDecision Er Left ER
InitialAsses Called Arrived
DateTime DateTime DateTime DateTime DateTime
DateTime DateTime DateTime

ED Fact Schema and a Dashboard
Faciltiy
HH Desciption
MM Time Bed
Diagnosis
Floor Ward
Location ED$Ac2vity Inpa*ent#Ac*vity ALC#Analysis
/ Unit
SS Emergency#Department#Now:#Aug$25,$2011,$15:00
ED Visit $
(01/09/2011 - Present) Pa*ents#in#ED#
eDART (daily): 40
total
1) # of Visits 30
2) % of CTAS 1 #visits
20
3) % of CTAS 2
4) % of CTAS 3
FEED 10
AvgVis
5) % of CTAS 4 0
avgTot
6) % of CTAS 5 1 4 7 10 13 16 19 22
7) % Left Without Being Seen
Level 8) % of Visits Admitted Admissions#(since#12AM):#5 #Wai*ng#for#Consult:#8#
9) AVG LOS All dispositions Provider Wai*ng#for#bed:#2 #Wai*ng#for#DI:#3#
10) AVG LOS Non admitted patients ED#White#Board
Name
11) % of CTAS 1-2 Non Admitted patients with LOS <= 7 hours
Code CTAS
12) % of CTAS 3 Non Admitted patients with LOS <= 7 hours ED#DART:#Aug$24,$2011
13) % of CTAS 4-5 Non Admitted patients with LOS <= 7 hours Group
14) AVG LOS Admitted patients
Description 15) % of CTAS 1-2 Admitted patients with LOS <= 8 hours
16) % of CTAS 3 Admitted patients with LOS <= 8 hours
17) % of CTAS 4-5 Admitted patients with LOS <= 8 hours
Dashboard (hourly):
a) AVG Time to Physician Initial Assessment
b) AVG Waiting time for a Bed
Week - Triage, DART#Trending

Date - Registration,
Quarter - Consultation Request
Year (B)
- Consultation Performed
- Discharge,
Month - Disposition,
- Left ED
Holiday
Day
(A)
Acknowledge
Original slides made by John Mylopolous
Modified by Elda Paia OIS 2015/2016
Modified by Mattia Salnitri OIS 2016/2017
© M. Salnitri --
© M. Salnitri -- OISOIS 2016-17
2016-17 Slide 42

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The

Business Intelligence Model (BIM)

To establish To increase To maintain High

To open sales To offer

© M. Salnitri -- OIS 2016-17 Slide 1

• Enterprise Architecture (and Modeling)

• Business Process Management (BPM)

• Today: Intro to Business Intelligence Modeling

© M. Salnitri -- OIS 2016-17

• Background: Business Intelligence

• BIM Example: Rouge Valley Health System

© M. Salnitri -- OIS 2016-17

© M. Salnitri -- OIS 2016-17

© M. Salnitri -- OIS 2016-17

© M. Salnitri -- OIS 2016-17

• “Expectations for increasing demand helped fuel a wave of consolidation in the

© M. Salnitri -- OIS 2016-17

• Business people would rather reason using their own terms:

• Raise the level of abstraction of BI systems using a modeling language

© M. Salnitri -- OIS 2016-17

Barone et al., 24th International Conference on Advanced Information Systems

© M. Salnitri -- OIS 2016-17

• If our aim is to raise the level of BI systems through conceptual modeling,

© M. Salnitri -- OIS 2016-17

• Source: S. Shehu, Business Performance Management, Balanced Scorecards and The

Source: James R. Martin, Balanced Scorecard Generic Strategy Map

• Example source: Expert Profit Solutions

© M. Salnitri -- OIS 2016-17

• OMG: Object Management

• Original version shown

© M. Salnitri -- OIS 2016-17

© M. Salnitri -- OIS 2016-17

• BIM aims to select a consolidated set of core concepts

SM & SC SWOT BMM Goal

• Business Intelligence Model (BIM) supports business modeling & analysis.

• Composite concepts can be constructed from primitive ones through concept-

• supports various forms of reasoning, such as evaluating alternative strategies,

• BIM developed at the University of Toronto, Ottawa, 2008-2013, Mylopolous, Yu,

© M. Salnitri -- OIS 2016-17

«enumeration» * 1 Business Schema

«enumeration» Evaluates «enumeration»

© M. Salnitri -- OIS 2016-17

• BIM considers multiple sources and degrees of Evidence, either for or

• Use a qualitative evidence scale similar to the satisfaction/denial scale

© M. Salnitri -- OIS 2016-17

• Goals are intentional situations that are desired by the (viewpoint)

• Indicators link schema elements to data sources

• Entities relevant to the schema can be modeled

© M. Salnitri -- OIS 2016-17

© M. Salnitri -- OIS 2016-17

• Refinement of a thing provides direct evidence for/against it through

© M. Salnitri -- OIS 2016-17

Influence To increase To maintain High

To establish To increase To maintain High

To open sales To offer

© M. Salnitri -- OIS 2016-17

volumes cards internation Minimize

Accurate Select conversion

• Allow users to introduce more specialized concepts from other

© M. Salnitri -- OIS 2016-17

– Should we develop technology in-house or acquire technology through acquisition?

Reasoning Technique Required Information

© M. Salnitri -- OIS 2016-17