INFS 2036

Business Intelligence
BI
BUSINESS INTELLIGENCE

We e k 3

O R G A N I S AT I O N
I N F O R M AT I O N S Y S T E M S

Course Outline
The Why Emerging
The How of BI Future Analytics
of BI BI Concepts

Week 8
Mining
Technologies Week 10
Week 6
You’re the CEO
Week 1 Week 2 Week 4 Analytics -
Front-End: From Data to (Exam Review)
Why data is predicting the
important to Data Intelligence future &
Visualisation performance Week 9
business + Data Integration at
The BI Process management
Week 7 an Enterprise and
Week 3 Privacy, Ethics, Cross-Organisation
Back-End: Week 5 Level +
Legal Issues,
Organisation Lifecycle
It’s timemodel
to Strategic value of
Trust
Information Systems and project
manage your information in the
management future 2
INFS 2036 first project!

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 ROADMAP It’s time to
manage your
THE NEXT 3 WEEKS first project!

Week 3
Information Governance Information System
Data Governance Organisation Development Process
Untapped Data
Range of Data Sources Information
External system dependency Systems
Week 3

BI Lifecycle
Week 5
Week 4
Data is an asset
Creating, Data Quality
Managing and Data Standard
Metadata
Sharing Data Master data
Stakeholder engagement Week 4
and management

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Week 3 Reading/Viewing
O R G A N I S AT I O N I N F O R M AT I O N S Y S T E M S

Textbook
• No readings this week J

Additional reading/viewing – see Workshop Notes page (course site)

Optional

• https://nae.global/en/case-study-the-process-of-transforming-data-into-useful-information/
• Serrato and Ramirez: The Strategic Business Value of Big Data. Course Site, Workshops page Week 3.

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 Agenda – Week 3
What we’re doing this week

Key Points + Workshop Activities This Week’s Case Studies

Organisation Information Systems: • Chipotle Mexican Grill +
• Travel Operator
• Structured and Unstructured Data
• Internal and External Data
• Converting Data into Information Topic Presentation + Practice
• The major roles of Organisation Information • Focus On … EIM and Data Governance
Systems
• Data and Information Governance
THEORY
PRACTICE
• Putting it Into Practice

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EMERGING BI CONCEPTS Key Terms

Big
Pre-
Data HOW
Enterprise Business
attentive Performance
Ethics
Information Analytics
processing Management
Management Privacy

Scorecards Impact
Data
WHY Quality Diagrams

Priority Data Master Data

Descriptive Standards Management FUTURE ANALYTICS
Predictive
Prescriptive Data
Algorithm
Metadata Embedded Warehousing
Questions
insight
Data Data
BI
mining Science Scorecards
project
phases Extract
Transform
Stakeholder Internet Load
System Industry
engagement of
development Artificial 4.0
Deep Things Machine
methodology Intelligence
Learning Learning

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 Continuous Assessment
20% (best 6 of 7)

Key points + terms to know this week Opens today! Online 10%

Week 4 In-Class 10%

• The difference between data and information
• What Organisation Information Systems are and how they
support Decision Making
• Unstructured, structured, internal and external data types
• Unstructured, semi-structured and structured decision-making Enterprise
Information
• How to convert data into information Management

• The 7 Enterprise Information Management building blocks

• Difference in needs from analytical tools for decision makers

By the end of this week you will have an understanding of

organisation information systems: what they are and how they
can be planned and governed to support the organisation.
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Why are Organisation Information Systems

Important?

A good system shortens the road to the goal.

- R.W. Emerson
(Philosopher)

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Organisation Information Systems (OIS)
Back-End
B a c k- E n d
User-End

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Organisation information systems impact all parts of an organisation 9

Management
OISes
Back-End
Human Resources
B a c k- E n d

Finance

Supply

Logistics
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 Organisation Information Systems
OIS

How can OISes

be used here?

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Organisation Information Systems

OIS

Any OIS is really about

information flow to
enable operations

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 This Week’s Case Study
CHIPOTLE MEXICAN GRILL
h t t p s:/ / ir .c h ip ot le .c om / annual-r e por t s

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This Week’s Case Study

CHIPOTLE MEXICAN GRILL

ACTIVITY
Where would information need to flow
from the Chipotle Point-of-Sale System?

PRIORITY
Running successful restaurants
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 PRIORITY
Running successful restaurants
Point-of-Sale System ACTIVITY
CHIPOTLE MEXICAN GRILL Where would information need to flow
from the Chipotle Point-of-Sale System?

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PRIORITY
Running successful restaurants
Point-of-Sale System ACTIVITY
CHIPOTLE MEXICAN GRILL Where would information need to flow
from the Chipotle Point-of-Sale System?
Low Stock - Supplier Details
Product Order Quantity

Generate
Purchase
Purchase Order
Product ID Order
Transaction ID
Decreased product quantity
Supplier
Financial Data
Payment
Payment
Pay Approval
Point- Payment Supplier
Confirmation
of-Sale Product details
Price/quantity Invoice
Payment system Approved Process
Delivery
Invoice
Docket
Receipt of Product ID via
Transaction barcode
Customer Purchase Order Number Receive
Product Date, Product Codes,
Delivery
Increased Stock Quantity
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 BUSINESS

Organisation Information Systems STATISTICS TECHNOLOGY

OIS

OISes are about communication: communicating information via transformed data.

• Key ways OISes assist organisations:

1. Seamless communication. Allows for gathering and distributing of information so every employee has what
they need to succeed. OISes assist in disseminating information and allowing users to communicate remotely.

2. More efficient operations management. Enables organisations to collect and access recent information as well
as keep a comprehensive collection of all organisation data enabling more efficient operation.

3. Better record keeping. E.g. industry regulations, financial records, communication records etc. Assists to better
understand how certain past actions influenced operations.

4. Informed decision-making. OISes are used to inform decision-making for competitive advantage and day-to-day
survival.

The most accurate, up-to-date information is needed for the best decisions. OISes offer past trends and real-time
information to support forecasting.
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BUSINESS

Organisation Information Systems STATISTICS TECHNOLOGY

OIS

OISes for more informed decision-making

• All organisations share a common decision-making asset: information.
• To maximise its value information must be collected, retrieved, processed, stored and distributed.
• Organisations consist of many people at different decision-making levels who need to leverage this information
from Information Systems to make informed decisions.

• To support decision-making, Information Systems

1. Are designed, developed, administered and maintained.
2. Provide management and other organisation employees with up-to-date
information regarding the organisation’s performance (e.g. current sales).
3. Output information in a form useable at different levels of the organisation: strategic, tactical, and operational.

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 Decision Types
OIS

• Organisations have different information DECISION STRUCTURE ORGANISATION INFORMATION SYSTEMS

systems for different specialties and levels to
support different types of decision-making Unstructured Strategic Decision Support System
e.g. Senior
Management

• Decision Support Systems

Tactical
• Management Information Systems Semi-structured Middle Management Management Information System
• Transaction Processing Systems.
• Each decision type needs data (and thus Structured Operational Transaction Processing System
information) but data of differing types and Junior Management

from differing sources.

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DECISION STRUCTURE

Unstructured Strategic
Senior
Management

Internal vs External Data

Tactical
Semi-structured Middle Management

Structured Operational
Junior Management

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 DECISION STRUCTURE

Unstructured Strategic
Senior
Management

Structured vs Unstructured Data

Tactical
Semi-structured Middle Management

Structured Operational
Junior Management

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Data Types
STRUCTURED DATA

• Comprised of clearly defined data fields (e.g. names, age, address, phone number, etc.)
• The data are easily searchable.
• Additional work undertaken to copy data from organisation systems into a data
warehouse specifically for reporting and analysis.
• Some systems have their own built in BI capability (e.g. student engagement
dashboards)

• Sources include: databases within systems, Online Forms, Point of Sales Systems and
Web logs.

Even with the rapid rise of new (unstructured) data sources companies continue to use
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structured data to produce insights to show new ways of doing business. 22

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 Data Types
UNSTRUCTURED DATA

• What you find mostly in external (big data) sources.

• The data are usually not as easily searchable.
• Sources include: social media, mobile applications, location services, sensors, e-mails,
spreadsheets, PDFs, PowerPoint, Word docs, voice recordings and Internet of Things (IoT)
technologies.
• Hard to manage and creativity is required to pull relevant data for analytics.
• More than 80% of data in any organisation is unstructured

Unstructured data continues to grow in influence as organisations try to leverage new and
emerging data sources.
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ACTIVITY
Data Sources What are some data Chipotle may have about
their customers?
Chipotle Mexican Grill Are the data structured or unstructured,
internal or external?
DECISION STRUCTURE
What decision-making type would these data
Unstructured Strategic sources support?
Senior
Management

Tactical
Semi-structured Middle Management

Structured Operational
Junior Management

External

Data Sources
OISes need information, not data.
How do we turn data into information?
Internal
What’s the difference?
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 Data vs Information
Fundamental differences

• Data: individual facts about events. E.g. you go to a petrol station

• They are the building blocks of information, but by themselves are irrelevant to and fill up your car.
support decision making.
Data can describe
Data does not provide insight nor does it incite action or decision making. - when you made the purchase;
- how many litres you bought;
- how much you paid.
• Information: something that informs
Data doesn’t tell us why you
• I.e. provides an answer to a question or insights into a problem. went to that petrol station.

• Information is the set of data that has already been transformed (processed, Data doesn’t predict if you are
analysed, and structured) to provide relevance, purpose and context. likely to come back.

Information gives us interpretation and a basis for action. We don’t have actionable
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Data vs Information
Conversion

CONTEXTUALISE

CATEGORISE

DATA CALCULATE INFORMATION

QUALITY

CONDENSE

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 Data vs Information
Conversion

From Data to Information

• Data is transformed into information by adding value through:
1. Contextualising: we know in what context and for what purpose data were collected.
Helps to build the larger picture – e.g. a drop in petrol sales at a specific petrol station may be hard to
pinpoint when the data is examined on its own but adding traffic data shows the bigger picture.
2. Categorising: the units of analysis or key components of the data are known.
3. Calculating: the data may have been processed mathematically or statistically.
4. Quality (Corrected): the data may have had errors or inconsistencies eliminated.
5. Condensing: summarising data more concisely (e.g. aggregation).

• Information is data with context, relevance and purpose and is found in answers
to questions beginning with who, what, where, when, and how many.
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https://www.slideshare.net/BernardMarr/big-data-best-quotes/7-You_can_have_datawithout_information`

Data > > Wisdom

Conversion

• Wisdom: the application of knowledge repeatedly.

• Knowledge: a mixture of experience, values, information

and know-how that serves as a framework for incorporating
new experiences and information and is useful for action.

• Information: a set of processed data with meaning

(relevance, purpose and context). Information is useful to
make decisions by reducing uncertainty.

• Data: facts and figures without a purpose however are not

organised or immediately relevant to decision making.
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 The Role of OISes
Supported Decision-Making

PRIORITY

DECISION STRUCTURE

External External CONTEXTUALISE

Unstructured Strategic
Senior
Structured Unstructured Management
CATEGORISE

DATA CALCULATE INFORMATION Tactical

Semi-structured Middle Management
QUALITY

Internal Internal CONDENSE

Structured Unstructured Structured Operational
Junior Management

Collect Data > Organisation Make

Data Information Information Systems Decisions

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This Week’s Case Study

CHIPOTLE MEXICAN GRILL

PRIORITY Low Stock - Supplier Details

Product Order Quantity DECISION STRUCTURE
Generate
Purchase
Product ID Order
Purchase Order
Unstructured Strategic

Running successful restaurants Transaction ID

Decreased product quantity
Supplier
Senior
Management
Financial Data
Payment
Payment
Pay Approval Tactical
Payment Supplier Semi-structured Middle Management
Point-
Product details Confirmation
of-Sale Invoice
Price/quantity Approved
Payment system Process
Delivery
Invoice
Docket
External External CONTEXTUALISE
Product ID via Operational
Structured Unstructured Receipt of
Transaction barcode Structured
CATEGORISE
Customer Purchase Order Number
Receive Junior Management
Product Date, Product Codes,
Delivery
DATA CALCULATE INFORMATION Increased Stock Quantity

QUALITY

Internal
Structured
Internal
Unstructured
CONDENSE
Make
Organisation
Decisions
Information Systems
Collect Data >
Data Information

Wisdom
The team director who
Knowledge runs more than 60
restaurants and the
Information restaurant manager
Data
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 Focus on Week 3
E N T E R P R I S E I N F O R M AT I O N M A N A G E M E N T ( E I M ) +
D ATA A N D I N F O R M AT I O N G O V E R N A N C E

EIM Overview
Enterprise Information Management (EIM) is a set of business processes, policies + software solutions
used to manage data (internal, external, structured, unstructured) across an organisation
through its daily operations.

• Organisations utilise EIM to ensure a whole-of-organisation (enterprise) view is taken

• This means data is seen as an organisational asset, not just a resource

• Organisational assets are fundamental capabilities of an organisation such as its people assets, physical
property assets, intellectual property assets, financial assets

• Assets are leveraged for improved business outcomes – as such they need to be prioritised, costed,
managed and maintained.
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What is Enterprise Information

Management (EIM)?

• EIMs seeks to increase efficiency,

Data management doesn’t mean how
security and effectiveness of data use data is stored (maintenance)
and enhance transparency.
• Permits data integration across an Small company, one location Large company
enterprise, providing users with a
unified view of the enterprise.
• EIM promotes collaboration across the
organisation, improved data quality +
enables the organisation to respond to
market demands.
• EIM may sometimes be a legal
necessity and data must be a more comprehensive system to meet regulatory
a filing cabinet with a lock
retained/deleted as governed by law. could be the EIM system
regimes for privacy and data use by different
branches in the one organisation
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 Information +
Data Governance Organisation Governance

IT Governance
Different parts of organisation agree on what is
important to focus on and how to achieve that. Information Governance

• Responsibility, authority and accountability • Aligns and enabled by Organisational Governance

and IT (Data) Governance
• Specify rights, policies and goals for data and
analytics programs • A high priority is to classify information assets:
• Specify processes, roles, standards and metrics • Identify what information should be prioritised
• Which information policies should be
• Must establish at the enterprise level so there
are no barriers to the use of information associated with what information
• Risk when not done
• Commitment to ethics
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Information Governance
BUSINESS vs IT DRIVERS

BUSINESS IT

From the same

organisation – but
not speaking the
same language !

BUSINESS

STATISTICS TECHNOLOGY

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 Enterprise Information Management
SEVEN BUILDING BLOCKS OF ENTERPRISE INFORMATION MANAGEMENT

1. Vision: data + analytics leaders must understand the vision of

the organisation including strategic initiatives, objectives and
threats

2. Strategy: a long-term plan for realising the EIM vision that

requires commitment, a roadmap and structures (systems,
standards, policies, procedures and organisational structures)

3. Metrics: define the outcomes to be met to demonstrate the

value of their initiative (e.g. product development, speed of
getting product to market, customer satisfaction, …).

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Enterprise Information Management

SEVEN BUILDING BLOCKS OF ENTERPRISE INFORMATION MANAGEMENT

4. Governance: responsibility, authority + accountability for setting

decision rights, policies and goals for data and analytics programs.

5. People: getting them to follow good policies + procedures!

6. Process: define and document the information processes, or life

cycles for information, or so much data will accumulate that it will
become unmanageable.

7. Infrastructure: create connections among disparate technologies,

opportunities + sources without wholesale replacement. e.g. build
connections between mobile, cloud and new external sources of
information.
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 Decision-Makers Need Information
DIFFERENT ANALYTICAL TOOLS FOR DIFFERENT AUDIENCES

External Large Number Future Infrequent

Focus of Data Sources Timeliness Focus Updates

Strategic
Senior
Management

Tactical
Middle Management

Operational
Junior Management

Internal Limited Accuracy Past/Present Latest

Focus Number of Focus Data
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Decision-Makers Need Data

DIFFERENT ANALYTICAL TOOLS FOR DIFFERENT AUDIENCES

Using BI

• E.g. 10% reports + 20% BI dashboards + 70% analytics

Strategic • Future forward vision and complex analytics
Senior • E.g. UniSA would like to attract more students from Brazil.
Management

• E.g. 50% reports + 30% BI dashboards + 20% analytics

Tactical • Tactical focus
Middle Management • E.g. UniSA wants to achieve this demographic over a 5-year timeframe so how
can they move that over next 2-3 years?

• E.g. 70% reports + 20% BI dashboards + 10% analytics

Operational • Present or past focus.
Junior Management • E.g. UniSA — what is our demographic in the current intake?

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 THEORY
OIS for a Travel Operator PRACTICE

J O I N I N G D ATA

Target Youth Travellers

DECISION STRUCTURE

External External CONTEXTUALISE

Unstructured Strategic
Senior
Structured Unstructured Management
CATEGORISE

DATA CALCULATE INFORMATION Tactical

Semi-structured Middle Management
QUALITY

Internal Internal CONDENSE

Structured Unstructured Structured Operational
Junior Management

Collect Data > Organisation Make

Data Information Information Systems Decisions
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THEORY

Joining Data PRACTICE

Table 1 Table 2

Inner Join Outer Join: Right

Focuses on the common items (intersection) between the Keeps all data in the right table (i.e. Table 2) and add to
two tables. it using matching entries from Table 1.

Outer Join: Left Outer Join: Full Outer

Keeps all data in the left table (i.e. Table 1) and adds to it Combines and returns all data from two or more tables,
using matching entries from Table 2. regardless of whether there is a match between tables.
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Back-End Data Preparation

T h i n k- C o m e B a c k- C o nt r i b u te !

Week 4 Case Study: Restaurant

• You manage a restaurant and want to recruit staff who will stay and
perform well.

• For Week 4, think about:

1. The sort of data you would need.

2. What sort of checks you would perform on the data to ensure

data quality and that the data is reliable?

3. How this data could be created, managed or shared — you may

also want to join this data. Accreditation Requirement

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 What’s coming next
• Creating, managing, sharing information and knowledge:
• Going from data to intelligence
• Metadata, data quality, master data and data standards
• Making data Available, Useable and Reliable

Case Studies:
• Domino's Pizza wants to
increase customer satisfaction

• Restaurant wanting to recruit

staff who will stay and perform well
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This Week’s Case Study

CHIPOTLE MEXICAN GRILL Wisdom
PRIORITY Low Stock - Supplier Details
Product Order Quantity DECISION STRUCTURE
Generate

Knowledge
Purchase
Product ID Order
Purchase Order
Unstructured Strategic

Running successful restaurants Transaction ID

Decreased product quantity
Supplier
Senior
Management
Financial Data
Payment
Payment
Pay Approval Tactical
Payment Supplier Semi-structured Middle Management
Point-
Product details Confirmation
of-Sale Invoice
Price/quantity Approved
Payment system Process
Delivery
Invoice
Docket
External External CONTEXTUALISE
Product ID via Operational
Structured Unstructured Receipt of
Transaction barcode Structured
CATEGORISE
Customer Purchase Order Number
Receive Junior Management
Product Date, Product Codes,
Delivery
DATA CALCULATE INFORMATION Increased Stock Quantity

QUALITY

Information
Internal
Structured
Internal
Unstructured
CONDENSE
Make
Organisation
Decisions
Information Systems
Collect Data >
Data Information

Data
The team director who
runs more than 60
restaurants and the
restaurant manager

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