ASSIGNMENT 1 FRONT SHEET

Qualification BTEC Level 5 HND Diploma in Computing

Unit number and title Unit 14: Business Intelligence

Submission date Date Received 1st submission

Re-submission Date Date Received 2nd submission

Student Name Phan Anh Ly Ly Student ID GCD191295

Class GCD0904 Assessor name Phyo Min Tun

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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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Table of Contents

1 LO1 Discuss business processes and the mechanisms used to support business decision-
making....................................................................................................................................................................................... 5
1.1 P1 Examine, using examples, the terms ‘Business Process’ and ‘Supporting Processes’.......5
1.1.1 Introduction:................................................................................................................................................. 5
1.1.2 Business process:........................................................................................................................................ 5
2 LO2 Compare the tools and technologies associated with business intelligence functionality. .9
2.1 P2 Compare the types of support available for business decision-making at varying levels
within an organization................................................................................................................................................... 9
2.1.1 Business intelligence tools:.................................................................................................................... 9
2.1.2 Levels of Management Decision Making:....................................................................................... 12
2.1.3 Compare the types of support available for business decision-making at varying
levels within an organization (yourarticlelibrary.com, n.d.):.................................................................13
3 References................................................................................................................................................................... 16
 Table of Figure

Figure 1: Example Business process (car dealer).................................................................................................... 6

Figure 2: Business process management.................................................................................................................... 7
Figure 3: The primary processes of car sales............................................................................................................ 8
Figure 4: Supporting process........................................................................................................................................... 8
Figure 5: Supporting process in car sale...................................................................................................................... 9
Figure 6: Power BI............................................................................................................................................................. 10
Figure 7: IBM SPSS Statistics......................................................................................................................................... 11
Figure 8: Microsoft Excel................................................................................................................................................. 12
Figure 9: Three levels of Management Decision Making.................................................................................... 13
1 LO1 Discuss business processes and the mechanisms used to
support business decision-making

1.1 P1 Examine, using examples, the terms ‘Business Process’ and

‘Supporting Processes’.

1.1.1 Introduction:
We are VAKACHAKO, an automobile trading group. With over 10 years of experience in the
auto trade we are confident that we can boost the nation's economy by increasing the number of cars
sold to boost cash flow in the market.We always uphold the quality of each vehicle when it comes to
users at the most reasonable price.

1.1.2 Business process:

1.1.2.1 Definition:
A business process is series of activities that are linked together to accomplish an
organizational goal. These activities are assigned to stakeholders. They will do a specific job for
the purpose of providing products or services to customers.
 Figure 1: Example Business process (car dealer).

1.1.2.1.1 Example:
Procedure to create a public internet access account at To iKafe:

 Customers provide necessary personal information.

 Staff authenticates and registers customer information into the system
 The system provides accounts and saves information on the database
 Customers receive accounts and log in to the system.

1.1.2.2 Type of Business process:

1.1.2.2.1 Management process:

Management processes govern operations, corporate governance and strategic
management. These processes set goals and standards that lead to the efficient and effective
operation of primary and supporting processes. Besides planning, these processes also involve
monitoring and controlling other business processes. Management processes are used to manage
a business through strategic, tactical and operational planning.
 Business process management often involves the use of BPM tools that add value to the
company in terms of greater productivity, reduced spending, better control, and greater visibility.

Business process management tools are used to optimize, measure, and automate a
business process. They help effectively in the management of business processes. Some of the best
BPM tools available on the market are Appian, Comidor, Processmaker and Pega

Figure 2: Business process management.

---

1.1.2.2.2 Operational Process - Primary Processes:

The main process is considered the basic process that every business needs. Through this
process, the business delivers the final product to the customer.

Example:

The primary processes of car sales:

 Customers come to the showroom to choose a car.

 Product consultant for customers and test cars.
 The customer agrees and makes a car deposit contract.
 Vehicles are transported from the warehouse to the showroom.
 Customers come to check and pay for the car.
  organize car handover ceremony for customers.

Figure 3: The primary processes of car sales.

1.1.2.2.3 Supporting process – second processes:

Supporting processes don't add value to the end product directly, but they do create an
environment for key processes to run efficiently. These processes support the day-to-day
operations of an organization.

Figure 4: Supporting process.

Example:

Supporting process in car sale:

 Stay in touch with customers.

 Provide support when needed.
  Flexible repair and warranty policy
 Get customer feedback on products and services
 Preferential policy for long-term customers.
 Call customer care at least once during the contract period.

Figure 5: Supporting process in car sale.

2 LO2 Compare the tools and technologies associated with business

intelligence functionality
---

2.1 P2 Compare the types of support available for business decision-making

at varying levels within an organization.

2.1.1 Business intelligence tools:

Why we need to use business intelligence tools?

To begin with, data discovery, which was previously limited to advanced analytics
professionals' skills, is now something that anyone can perform using these tools. Not only that,
but these technologies provide you with the information you need to achieve goals such as growth,
deal with pressing issues, collect all of your data in one place, forecast future results, and much
more.

2.1.1.1 Power BI (viettelstore.vn, n.d.):

This is a product of the Microsoft office application segment. It belongs to the business
intelligence group (Business Intelligence) with the main task of minimizing and improving the
quality of data representation on financial reports, sales, ...
 Figure 6: Power BI.

It can be deployed on different devices such as computers, tablets, smartphones...

2.1.1.1.1 Components of Power BI:

 Power BI Desktop: This is a piece of software for the Windows operating system
that handles data processing, collection, and modeling. This will aid in the
visualization of data for reports.
 Power BI Apps: Power BI in the form of an app that may be utilized on platforms
like as Android or iOS.
 Power BI Service (Power BI Online): With this data storage service, customers
will be able to save reports and dashboards from anywhere, at any time.
 Power BI Report Server: The completed report can be published to the company's
Power BI Server system.

Advantages of power BI:

 Power BI is an application built from the foundation of AI (artificial intelligence) and

Machine Learning (machine learning), so it is very responsive in data processing.
 Provides available reports and dashboards.
 High security Easy to connect data sources and high security.
 Dashboards are always updated in real-time.
 Natural language queries in data mining.
 Enhance visualization by integrating Python and R code.
 Make it easier for users to use and compact data.
 With an extensive database, the Website will support to answer users' questions.
 Easily create schedules to update data automatically instead of wasting time manually.
2.1.1.2 IBM SPSS Statistics:
SPSS (Statistical Package for the Social Sciences) software is a computer program for
statistical analysis, first created in 1968 by SPSS Inc in 1968 and acquired by IBM in 2009.

SPSS, as the name implies, was created for the aim of scientific data analysis and
applications in the social sciences. SPSS is now being employed in an increasing number of social
and economic studies.

Figure 7: IBM SPSS Statistics.

IBM SPSS usesage:

 Database Administrator.
 Stats option
 User-friendly interface, easy to use
 Various data export
 Multi-format storage
 Intelligent data processing

2.1.1.3 Microsoft Excel:

Excel accounting software is one of the most popular tools that accountants use in doing
accounting.

The reason that excel is so popular and popular is:

 Due to its availability,

 Free of charge, but still meets the needs of accountants from basic to more complex.
 Figure 8: Microsoft Excel.

Advantages of Microsoft Excel:

 It saves time in processing work as well as making reports.

 Plot data graphs or charts to assist users in identifying data trends
 Sort and filter data to find specific information.
 Link spreadsheet and chart data for use in other programs like Microsoft
PowerPoint and Word.
 Import data into other database management programs for analysis.

2.1.2 Levels of Management Decision Making:

Management decision making is an important part of management planning.
Understanding the distinctive nature of managerial decisions necessitates knowledge of the types
of decisions as well as the context in which those decisions are made.

Decision making may also be divided into three types based on the level at which it occurs:

Strategic Decisions: These choices shape the organization's tactics and goals. These
decisions are frequently made at the highest levels of corporate management.

Tactical Decisions: Tactical decisions concern the techniques used to attain organizational
objectives. The majority of tactical decisions are made by middle and front-line managers.

Operational Decisions: Operational choices concern the organization's methods for

providing value to clients. The majority of operational decisions are made by middle and front-line
managers.
 Figure 9: Three levels of Management Decision Making.

2.1.3 Compare the types of support available for business decision-making at

varying levels within an organization (yourarticlelibrary.com, n.d.):

2.1.3.1 Strategic decision:

Strategic planning involves deciding and developing strategic plans to achieve strategic
goals (or objectives). Senior management often develops strategic plans. These decisions or plans
are usually long-term decisions that will make sense over the next 5 years or so. A lot of risk and
uncertainty is involved in planning at a strategic or long-term level. Strategic planning needs to
scan and analyze the external environment for information.

2.1.3.1.1 The strategic operations planning decisions include:

 Technology decisions: Choice of appropriate technology, equipment’s, process choice
and degree of automation.
 Capacity decisions: Amount, timing and type.
 Facilities decisions: Size, location and specializations
 Vertical integration: Direction, extent and balance

2.1.3.1.2 Characteristics of Strategic Production/Operational Planning:

- Strategic level production planning helps to achieve the goals in the best possible way.
- It helps to achieve the competitive advantages and to develop core competence.
- It helps to develop strengths and eliminate weaknesses to en-cash the available
opportunities.
- It gives direction to growth and development of business.
2.1.3.2 Tactical Production Plan:
Tactical planning is done at the middle management level, and it primarily includes the
acquisition and exploitation of resources to fulfill organizational goals. Tactical plans cover
shorter time periods and are linked with less uncertainty, and hence lower risk, than strategic
plans.

Tactical level production planning is for the medium term. (A planning period of two to
three years.) Tactical planning is primarily concerned with determining how the organization's
resources will be used to achieve the organization's strategic goals. Tactical planning has less
uncertainty and hence lesser risk than strategic planning. The majority of the data required for
planning is generated internally.

2.1.3.2.1 Tactical planning decisions include:

 Establishing parameters for measuring operational efficiency and productivity.
 Making plans to improve utilization of existing resources.
 Prepare equipment and manpower planning.
 Planning for modernization of the facilitates and automation.
 Specific technology and tools to enhance production efficiency or productivity.
 Prepares work plans for process redesign, methods improvement and job design.
 Make or buy decision.
 Projections regarding skill requirements for future work assignment and prepare the
skill development plans.
 Planning for medium term maintenance (preventive and condition monitoring) to
enhance the availability of production facilities.

2.1.3.2.2 Characteristics of Tactical Production Plan:

- Planning for the medium term ranging between 2–3 years.
- Focus is on fixing performance parameters and generating data to compare actual and
planned performance and taking steps to reduce gap between planned and actual.
- Prepares plans for effective utilization of existing resources.
- Plans to enhance equipment availability and overall productivity of the production
function.

2.1.3.3 Operational Level Production Planning:

Production Planning at the Operational Level: Decisions about operational planning are
made at the lowest level of management and are routine. These plans are created to establish the
actions required to achieve operational objectives. These are for a shorter period of time, such as a
year. There is no or very little uncertainty in these plans, and the information required is internal.
They are stated in precise quantitative terms and can be specified in terms of time and goals.

Lower-level management creates operational plans, with a planning horizon of (at most)
one year. These plans establish the actions required to achieve operational objectives. These plans
are deterministic in the sense that uncertainty is very low. The plans are expressed in quantifiable
actions.

2.1.3.3.1 Characteristics of Operational Level Production Plans:

 Plans are definite, and action oriented.
 Plans are expressed in terms of parameters, which can be quantified.
 Plans give the detailed instructions regarding.
o What is to be done?
o Who should do?
o When and where?
 The plans are quantified and are expressed in measurable units and hence comparison
between planned and actual is easy.
 It helps to monitor the progress of the plan and take corrective action if needed to achieve
the target.
3 References
viettelstore.vn. (n.d.). Retrieved from viettelstore.vn: https://viettelstore.vn/tin-tuc/power-bi-la-gi

yourarticlelibrary.com. (n.d.). Retrieved from https://www.yourarticlelibrary.com/production-

management/top-3-levels-of-management-decisions-explained/57402