1641 assignment 1 (pass)

Higher Nationals in
Computing

Unit 06: Business Intelligence
ASSIGNMENT 1
Assessor name: NGUYEN XUAN SAM
Learner’s name: Đào Vĩnh Khang
ID: GCS200222
Class: GCS0905B
Subject code: 1641
Assignment due: 3 1/ 0 1 / 2023

Assignment submitted: 3 1/ 0 1 /2023



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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

Đào Vĩnh Khang

Student ID

GCS200222

Class

GCS0905B

Assessor name

Nguyen Xuan Sam

Student declaration
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.

Student’s signature
Grading grid
P1

P2

M1

M2

D1

D2


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❒ Summative Feedback:

Grade:
IV Signature:

❒ Resubmission Feedback:

Assessor Signature:

Date:


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Assessment Brief
Student Name/ID

Number

Đào Vĩnh Khang

Unit Number and Title

14: Business Intelligence

Academic Year

2023-2024

Unit Tutor
Assignment Number & Assignment 1: Discover business process and BI technologies
Title
Issue Date
Submission Date
IV Name & Date
Submission Format
The submission is in the form of a Microsoft® PowerPoint® style presentation to be presented to your
colleagues. The presentation can include links to performance data with additional speaker notes and a
bibliography using the Harvard referencing system. The presentation slides for the findings should be
submitted with speaker notes as one copy. You are required to make effective use of headings, bullet
points and subsections, as appropriate. Your research should be referenced using the Harvard referencing
system. The recommended word limit is 500 words, including speaker notes, although you will not be
penalised for exceeding the total word limit.
Unit Learning Outcomes
LO1 Discuss business processes and the mechanisms used to support business decision-making. LO2
Compare the tools and technologies associated with business intelligence functionality

Assignment Brief


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Learning Outcomes and Assessment Criteria
Pass

Merit

Distinction

LO1 Discuss business processes and the mechanisms used to support
business decision-making
P1 Examine, using examples, the
terms 8Business Process9 and
8Supporting Processes9.

D1 Evaluate the benefits and
drawbacks of using application
M1
Differentiate
between software as a mechanism for
unstructured and semi-structured business processing.
data within an organisation

LO2 Compare the tools and technologies associated with business
intelligence functionality
P2 Compare the types of support
available for business

decisionmaking at varying levels
within an organisation.

M2 Justify, with specific
examples, the key features of
business intelligence
functionality.

D2 Compare and contrast a range
of information systems and
technologies that can be used to
support organizations at
operational, tactical and strategic
levels.

Your company is currently working in [Assumed Domain] for 2 years. For a new, young company, the
competition in the market is very high. Therefore, the Board of Director has decided to apply Business
Intelligence to improve the company business process by making better decisions.
The Board of Directors assigns a small group including you in Research & Development Department to
study business intelligence to apply for the company in the coming years.
You need to research about business processes and decision support processes in the company and
identify the types of data (unstructured, semi-structured or structured) generated by these processes
with examples. You also need to research about current software used in the business process or decision
support process and evaluate these usages (benefits and drawbacks).
Next you need to understand the types of support for decision-making at different levels (operational,
tactical, and strategic) within the company and study which business intelligence features can help on
those types of support. Study the information systems or technologies (of BI) can be used in this case,
compare, and contrast them to conclude which should be used.
Your group needs to present the research results to the board in a presentation of 30 minutes.

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Table Of Contents
1.Introduction .............................................................................................................................................7
2. Business processes and the mechanisms used to support business decision-making ...........................7
2.1.Example, using examples, the terms Business Process and Supporting Processes.........................7
2.1.2. Supporting process .............................................................................................................................9
2.2.Differentiate between unstructured and semi-structured data within an organization........................9
2.2.1. Structured data ..................................................................................................................................9
2.2.2. Unstructured Data ............................................................................................................................10
2.2.3. Semi-structured data ........................................................................................................................10
2.2.4. Difference between structured, unstructured, and semi-structured data .......................................10
3. Compare the tools and technologies associated with business intelligence functionality ..................11
1. The tools and technologies associated with business intelligence functionality .....................................11
3.1.1. Why use business intelligence tools? ...............................................................................................11
3.1.2. The tools and technologies...............................................................................................................11
3.2.Levels of Management Decision Making ..............................................................................................14
3.3.Compare the types of support available for business decision-making at varying levels within an
organization. ..............................................................................................................................................15
3.3.1. Strategic Decisions............................................................................................................................15
3.3.2. Tactical Decisions .............................................................................................................................15
3.3.3. Operational Decisions ......................................................................................................................16
3.4.Justify, with specific examples, the key features of business intelligence functionality. ....................16
3.4.1. Key Business Intelligence Features ..................................................................................................16
4. Conclusion ............................................................................................................................................. 17
5. References ..............................................................................................................................................18

Figure 1 The 7 Steps of business process ...................................................................................................... 9
Figure 2The tools and technologies ............................................................................................................ 14

Figure 3 Microsoft Power BI........................................................................................................................ 15
Figure 4 Tableau (source: opinion) ............................................................................................................. 16
Figure 5 Domo (source : mopinion) ............................................................................................................ 17
Figure 6 Levels of Management Decision Making (source: research gate) ................................................ 18


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1.Introduction
This paper focuses on business concepts such as "Business Processes" and "Supporting Processes." Give
definitions and examples of unstructured and semi-structured data. An overview of some of the tools and
technology associated with business intelligence operations. Compare the various degrees of assistance
available for business decision-making inside a company. Justify the essential elements of business
intelligence capabilities using concrete instances.
The report is broken into two major sections, which are as follows:
-Business procedures and the systems that help businesses make decisions
-Compare the tools and technology connected with the functionality of business intelligence.

2. Business processes and the mechanisms used to support business
decision-making
2.1. Example, using examples, the terms Business Process and Supporting Processes.
2.1.1. Business process
A business process is a sequence of actions taken by a group of stakeholders to accomplish a certain goal.
Each stage of a business process represents a task assigned to a participant. It serves as the foundation
for other related concepts such as business process management and process automation, etc (Kiss flow
, 2021). A business process includes at least one of, but not limited to, the following elements: -Task/
Activity
-System
-Employee(s)
-Workflow

-Data
Business procedures are created to help organizations achieve their goals. The consistent and repetitive
execution of business processes is critical to the success of corporate operations and growth. Depending
on the factors included in the process, business process structures can be simple or complicated. A
company seeks to attain objectives with each business process. (Gaikwad, M , 2021).


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Figure 1 The 7 Steps of business process

The business process's seven steps
Step 1: Establish your objectives. What is the procedure's goal? Why was it made? How will you know if
it works?
Step 2: Plan and lay out your procedure. What tactics are required to attain the objectives? This is the
overall process roadmap.
Step 3: Determine next steps and assign stakeholders. Identify the various tasks that your teams and
machines must complete to carry out the strategy.
Step 4: Put the procedure to the test. Run the procedure on a small scale to observe how well it works.
Make any necessary modifications.
Step 5: Put the process into action. Begin the procedure in a live setting. All stakeholders must be properly
communicated with and trained.
Step 6: Keep an eye on the results. Examine the process and its patterns. Record the process history. Step
7: Repetition If the process meets the objectives established for it, it should be replicated for subsequent
processes.
Examples of Business Processes


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Processes vary depending on the kind, industry, location, and so on of a business, however there are a
handful that are applied globally across all these business divisions. To assist you comprehend, we shall
look at examples of such operations. The sales process Selling is a fundamental commercial activity that
applies to a wide variety of industries, services, and other domains. The following are the stages that
most businesses experience:
-Sharing the sales proposal
-Sending quotes
-Negotiations
-Receiving orders for product/service
-Updating records of sales
-Delivery of product/service
-Billing
-Payment
These are repeating steps, and the workflow and structure of the process are business-dependent.
Customer care
Customer service is another critical component of global business operations. It entails the following
steps:
-Receive customer complaints/issues through CRM
-Acknowledge the customer concern
-Login details of the issue in the CRM system
-Resolve the issue
-Communicate status to customer
A few more examples of business processes are:
-Recruitment process
-Invoicing process
-Order processing
-Customer onboarding process
-Accounting process
-Market research process
-Product development process

2.1.2. Supporting process
The fundamental processes are assisted by supporting processes. A supporting step in the manufacturing
example may be hiring production employees. There may also be subprocesses, options, and actions. For
instance, support processes include:
-Human Resource Management


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-Financial Management processes
-Building and property management, cleaning and maintenance, Facility management -IT processes Procurement and sourcing processes (supplier selection processes, purchasing services,
purchasing materials, sourcing human and financial resources, etc.)
-Vendor Management processes
-Operational processes and routine operation and organization management
-Risk Management processes
-Security Management processes
-Quality Management processes
-Corporate Governance processes
They are typically same among organizations, in contrast to core processes (human resource processes
are similar both in the automotive company and in the bank). Support processes at larger businesses are
often more complex and sophisticated since more people are involved, the organizational structure is
taller, and so on. A single individual may oversee a certain support method or duty in a small
organization.
Example:
The payroll department may not generate your money, but without them, your employees would not get
paid. The same goes for a cleaner or someone who washes dishes; they may not make money with their
job, but you would notice if they didn't exist!

2.2. Differentiate between unstructured and semi-structured data within an

organization.
The process of assessing structured or unstructured data and categorizing it based on file type, contents,
and other information is known as data classification.
Data categorization enables companies to answer critical questions about their data, which in turn
influences how they reduce risk and manage data governance regulations. It can inform you where your
most essential data is stored or what kind of sensitive data your users generate the most frequently. To
comply with contemporary data privacy standards, comprehensive data categorization is required (but
not sufficient).

2.2.1. Structured data
Information that has been prepared and translated into a well-defined data model is referred to as
structured data. The raw data is mapped into predefined fields, which may subsequently be readily
retrieved and read using SQL. SQL relational databases, which are made up of tables with rows and
columns, are an excellent example of structured data.


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Because it reduces data redundancy, the relational model of structured data makes use of memory.
Structured data, on the other hand, is more interdependent and less adaptable. Let's have a look at some
additional structured data samples. Relational data is an example (Marr, B., 2019).

2.2.2. Unstructured Data
Unstructured data is data that exists in its exact unprocessed form. Because of its intricate structure and
formatting, this data is challenging to process. Unstructured data management may arrange data from a
variety of sources, such as social media postings, conversations, satellite images, IoT sensor data, emails,
and presentations. Structured data, on the other hand, refers to data that adheres to pre-defined data
models and is simple to analyze. Examples of structured data include alphabetically sorted client names
and appropriately organized credit card numbers. Let's look at some samples of unstructured data after
we've defined it. Word, PDF, Text, and Media logs are a few examples.

2.2.3. Semi-structured data
Semi-structured data is information that does not live in a relational database but has certain
organizational qualities that allow it to be analyzed more easily. Some processes can be stored in
relational databases (it may be difficult for some semi-structured data), yet semi-structured data exists
to save space. XML data is one example.

2.2.4. Difference between structured, unstructured, and semi-structured data
Table 1 Difference between structured, unstructured and semi-structured data
Properties

Structured data

Semi-structured data
Unstructured data

Technology

Transaction
management

It is based on.
Relational database
table

It is based on
XML/RDF (Resource
Description
Framework).

It is based on character
and binary data

Matured transaction Transaction is adapted from
DBMS not.
and various
matured
concurrency
techniques

No transaction
management and no
concurrency

Versioning over

Versioned as a whole


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Version
management

tuples, row, tables

Versioning over
graph is possible

Properties

Structured data

Semi-structured data

Flexibility

It is schema dependent It is more flexible than It is more flexible and
structured data but less.
and less flexible
there is absence of
flexible than
schema
unstructured data

Scalability

It is very difficult to
scale DB. schema
Very robust

Robustness
Query performance

tuples or

Unstructured data

It9s scaling is simpler than It is more scalable.
structured data

New technology, not very —
spread

Structured query allow Queries
over
complex joining
anonymous nodes are
possible

Only textual queries are
possible

3.Compare the tools and technologies associated with business intelligence
functionality
3.1. The tools and technologies associated with business intelligence functionality.
3.1.1. Why use business intelligence tools?
To begin with, data discovery, which was previously restricted to the skills of advanced analytics
professionals, is now something that anybody can perform using these tools. Not only that, but these
technologies provide you with the information you need to achieve things like growth, handle pressing
concerns, collect all your data in one place, estimate future results, and much more.

3.1.2. The tools and technologies
Oracle BI


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Figure 2The tools and technologies

Oracle BI is a business intelligence technology and application suite for enterprises. This technology

provides customers with nearly all business intelligence features, including dashboards, proactive
intelligence, ad hoc reporting, and more. Oracle is also ideal for businesses that need to analyze massive
amounts of data (from both Oracle and non-Oracle sources) since it is a very resilient solution. Data
archiving, versioning, a self-service portal, and alerts/notifications are other important aspects. Website:
www.oracle.com
Microsoft Power BI


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Figure 3 Microsoft Power BI

Microsoft Power BI is a business analytics tool package that is web-based and excels in data visualization.
It enables users to discover patterns in real-time and includes fresh new connections that allow you to
step up your advertising game. Microsoft Power BI is accessible from virtually any location because it is
web based. Users may also use this software to integrate their apps and give reports and real-time
dashboards. Website: www.powerbi.microsoft.com
Tableau


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Figure 4

Figure 4 Tableau (source: opinion)

Tableau is a Business Intelligence application that specializes in data discovery and visualization. The
program allows you to effortlessly analyze, visualize, and exchange data without the need for IT
intervention. Tableau works with a variety of data sources, including Microsoft Excel, Oracle, MS SQL,
Google Analytics, and Salesforce. Users will have access to well-designed, user-friendly dashboards.

Tableau also provides several independent solutions, including Tableau Desktop (for everyone) and
Tableau Server (analytics for organizations), both of which may be operated locally, as well as Tableau
Online (hosted analytics for organizations) and many others.
Website: www.tableau.com
Domo


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Figure 5 Domo (source : mopinion)

Domo is a fully cloud-based corporate intelligence tool that combines data from spreadsheets, databases,
and social media. Domo is utilized by both small businesses and huge global corporations. The platform
provides visibility and analysis at the micro and macro levels (including predictive analysis powerd with
Mr. Roboto, their AI engine). From cash balances and lists of your best-selling items by area to marketing
ROI estimates for each channel, we've got you covered. Domo's primary drawbacks are the difficulties in
obtaining cloud analytics for personal use and the high learning curve.
Website: www.domo.com

3.2. Levels of Management Decision Making
Management decision making is an essential component of management planning. Awareness the
distinctive character of managerial decisions necessitates an understanding of the sorts of decisions as
well as the context in which those decisions are made.
Choosing between alternate courses of action is what decision making is all about. Management decision
making is concerned with the decisions that managers confront during their activities in the company.
Making decisions is an essential part of planning. Decision making may also be divided into three types
based on the level at which it occurs.
Strategic Decisions - These decisions create the organization's strategies and objectives. These choices
are often made at the highest levels of organizational management.
Tactical Decisions - Tactical decisions are about the strategies employed to achieve organizational goals.

Middle and front-line managers make the majority of tactical choices.
Operational Decisions - Operational decisions address the ways for delivering value to clients by the
organization. Middle and front-line managers make the majority of operational decisions.


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Figure 6 Levels of Management Decision Making (source: research gate)

3.3. Compare the various degrees of assistance provided for business decision making
inside a company.
3.3.1. Strategic Decisions
Strategic decision-making entails determining the optimal path to achievement. For example, if you are
beginning a new firm, you must examine elements such as cost, time, and target market. How do you
categorize decisions to find the best solution? Strategic decision making will assist you in developing a
plan of action and aligning your short-term objectives with the big picture.
Strategic decision-making differs from day-to-day decisions from the standpoint of management. As a
manager, you must allocate duties, convey goals to your team members or external stakeholders, and
account for uncertainties. The judgments you make effect not only you, but the entire corporation. It's a
good idea to practice making objective decisions that are free of bias and prejudice.

3.3.2. Tactical Decisions
According to Blue Collar University, tactical decision making is a business approach in which decisions are
made with the goal of assuring a company's success. This implies that the firm makes decisions that


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contribute to the company's long-term viability, profitability, and continuous progress in all areas of
operation.

Tactical decision making is concerned with the large picture as well as the here and now. According to
Chron.com Small Business, while making tactical decisions, the entire firm is engaged. Tactical decision
making allows a corporation to assess its infrastructure and how it runs and make changes as needed. A
tactical decision is made when a board considers the facts offered to it and selects an immediate course
of action with the purpose of accomplishing a specified goal that will directly and instantly benefit the
most people. According to Business Case Studies, even though they involve many individuals and
departments, tactical choices have a limited impact in the event of failure since they can be rectified and
amended relatively rapidly.

3.3.3. Operational Decisions
A form of short-term choice made by a firm in place of long-term plans while acquiring corporate assets.
These concern the company's day-to-day operations and, as such, must be handled before any grand
strategy issues.
Operational choices are frequently quite detailed and definite. Although individual operational decisions
have little long-term or significant influence on the organization, they do direct the implementation of
strategic and tactical strategies. The operations manager is responsible for responding to corporate
executives regarding operational choices made by the operations manager.

3.4. Justify, with specific examples, the key features of business intelligence
functionality.
3.4.1. Key Business Intelligence Features
Ranking Reports
Ranking reports make it simple to see which aspects of your organization are doing best and worst, from
items to marketing campaigns to salespeople. You may see rankings across many aspects and choose
different criteria to narrow down your findings.
What-If Examination
If you want to know how a future action may affect your firm, you can do a "what-if" study utilizing
historical data to estimate the probable consequences. What-if analysis tools provide an objective picture
of the risks and benefits associated with each prospective option, allowing you to better prepare for the
future.

Dashboards for Executives
Executive dashboards provide real-time information to your organization's executives in the form of
graphs, charts, summaries, and other information reports. They enable your company's leaders to make
better, faster, and more informed choices.


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Interactive Reports
Users may compress large volumes of collected data into a broad range of different perspectives using
interactive reports. Users may use tools such as statistical analysis and regression to detect patterns,
abnormalities, and outliers in data.
Geospatial Mapping
Applications that use location intelligence may convert your data into graphical and cartographic
representations, simplifying your geographical data. Immediately, determining which sections are
functioning better than others — and which require special attention — becomes much simpler.
Reports on Operations
Business intelligence capabilities like this may offer your organization's leaders with a complete review of
the day's activities at the conclusion of each day, providing them the knowledge they need to make key
choices.
Tables with pivot points
Pivot tables can automatically extract important aspects from enormous amounts of jumbled data. They
can execute computations on data contained in one table, such as sorting, counting, or averaging, and
display the summary results in another table. Pivot tables are crucial tools for evaluating data and
identifying hidden trends.
Ad-Hoc Reports
Ad-hoc reports are one of the crucial components of BI that allow your nontechnical end-users to build
their own reports on the fly, rather than burdening your IT staff with requests for comprehensive reports.
Users may select the components they want to include in the report, highlighting only those that are
relevant to their inquiry.

User-Specific Protection
If you need to limit certain users' access to specific data sets, your BI solution should allow you to tailor
your BI features and applications to individuals or groups of users. Some systems provide user-specific
data sources, in which a single application draws data from many sources depending on who is using the
application.
Open Integration
Smart BI solutions will be able to retrieve information from email, social media, websites, and other
sources in addition to your organization's own data. Instead than only giving internal sales data, your BI
platform might supplement that information with product evaluations and comments.
With so many data formats and applications to choose from, it's critical that your business intelligence
platform can combine as many various types of data as possible under one roof, effortlessly merging
diverse forms of information into a meaningful report.

4.Conclusion
Tasks completed as a result of this report:


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Understand the business procedures and techniques that are utilized to support business decisions.
Examine tools and technologies for business intelligence functionality.


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