Enterprise Wide

Information Systems
Prof. Himanshu Joshi
himanshu@imi.edu

1.1 © 2010 by Prentice Hall

 Four common mistakes
• Most systems are viewed as functional rather than cross-
functional. E.g. Budgeting Inf, Order Processing, Payroll
• System design team usually interview managers
individually instead of using a group process, also known
as joint application design. E.g. Order Processing
• Third mistake made in determining information
requirements is that the designers usually ask the wrong
question. E.g. Treating Patient, Car Purchase
• Managers are not made to define and refine their
conceptual requirements into detailed requirements
through trial and error

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 Decision involved in Order
Processing

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 Comprehensive Interview Approaches

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 Requirements Interview for
Order Processing System: BSP

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 Requirements Interview for
Order Processing System: BSP

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 CSF for Order Processing System

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 End Means Analysis

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 Prototyping

1.9 © 2010 by Prentice Hall

 LEARNING OBJECTIVES

• What are the various types of enterprise wide IS?

• How do SCM systems coordinate planning and production?
• How do CRM systems help firms achieve customer intimacy?
• How KM Systems help in knowing employee better?
• What are the challenges posed by enterprise applications?
• How are these systems used for cross-functional services?
• Tools and technologies for accessing databases to
improve business performance and decision making
1.10 © 2010 by Prentice Hall
 Business Scenario

Imagine that you run a business comprising of

hundreds of different databases and systems
which are isolated? Imagine that the company
had 10 different product lines, each produced
in different factories, and each with separate
and incompatible sets of systems controlling
Sales, Production, Warehouse, Distribution and
Finance?

Evaluate the decision making and its quality?

1.11 © 2010 by Prentice Hall

 What are Enterprise Systems?

• Also called “enterprise resource planning

(ERP) systems”
• Suite of integrated software modules and a
common central database
• Collects data from many divisions of firm for
use in nearly all of firm’s internal business
activities
• Information entered in one process is
immediately available for other processes

1.12 © 2010 by Prentice Hall

 Features of Enterprise Systems?

Built around thousands of predefined business

processes that reflect best practices

• Finance/accounting: General ledger

• Human resources: Personnel adm, payroll, etc.
• Manufacturing/production: Purchasing,
shipping, etc.
• Sales/marketing: Order processing, billing, etc.

To implement, firms:
• Select functions of system they wish to use
• Map business processes to software processes
• Use software’s configuration tables for customizing

1.13 © 2010 by Prentice Hall

 How Enterprise Systems Work

• A set of
integrated
software modules
and a central
database that
enables data to
be shared by
many different
business
processes and
functional areas
throughout the
enterprise.

FIGURE 9-1
1.14 © 2010 by Prentice Hall
 Supply Chain Management Systems

• It’s a network of organizations and processes for:

• Procuring raw materials
• Transforming them into products
• Distributing the products
• Upstream supply chain:
• Firm’s suppliers, suppliers’ suppliers, processes for
managing relationships with them
• Downstream supply chain:
• Organizations and processes responsible for delivering
products to customers

1.15 © 2010 by Prentice Hall

 Nike’s Supply Chain

FIGURE 9-2

• This figure illustrates the major entities in Nike’s supply chain and the flow of information
upstream and downstream to coordinate the activities involved in buying, making, and
moving a product. Shown here is a simplified supply chain, with the upstream portion
focusing only on the suppliers for sneakers and sneaker soles.

1.16 © 2010 by Prentice Hall

 Global Supply Chains & Internet

• Global supply chain issues

• Global supply chains typically span greater geographic
distances and time differences
• More complex pricing issues (local taxes,
transportation, etc.)
• Foreign government regulations
• Internet helps companies manage many aspects of global
supply chains
• Sourcing, transportation, communications, international
finance

1.17 © 2010 by Prentice Hall

 Demand Driven Supply Chains

• Push-based model (build-to-stock)

 Schedules based on best guesses of demand
• Pull-based model (demand-driven)
 Customer orders trigger events in supply chain

1.18 © 2010 by Prentice Hall

 Customer Relationship Management Systems

• Knowing the customer

• In large businesses, too many customers and too
many ways customers interact with firm
• Customer relationship management (CRM) systems
• Capture and integrate customer data from all over the
organization
• Consolidate and analyze customer data
• Distribute customer information to various systems and
customer touch points across enterprise
• Provide single enterprise view of customers

1.19 © 2010 by Prentice Hall

 Customer Relationship
Management Touch Points

• CRM systems examine

customers from a
multifaceted
perspective. These
systems use a set of
integrated applications
to address all aspects of
the customer
relationship, including
customer service, sales,
and marketing.

FIGURE 9-6

1.20 © 2010 by Prentice Hall

 Customer Relationship Management Packages

• Partner relationship management (PRM) - lead

generation, pricing, promotions etc.
• Employee relationship management (ERM)- E.g.
Setting objectives, employee performance management,
performance-based compensation, employee training
• Sales force automation (SFA) E.g. sales prospect and
contact information, sales quote generation capabilities
• Customer service - assigning and managing customer
service requests; Web-based self-service capabilities
• Marketing- capturing prospect and customer data,
scheduling and tracking direct-marketing mailings

1.21 © 2010 by Prentice Hall

 Customer Relationship Management System
Capabilities
The major CRM software
products support business
processes in sales, service, and
marketing, integrating
customer information from
many a different sources.
Included are support for both
the operational and analytical
aspects of CRM.

FIGURE 9-8

1.22 © 2010 by Prentice Hall

 Types of CRM

• Operational CRM:
– Customer-facing applications
 E.g. sales force automation, call center and customer
service support, and marketing automation
• Analytical CRM:
– Analyze customer data output from operational CRM
applications
– Based on data warehouses populated by operational
CRM systems and customer touch points
 Customer lifetime value (CLTV)

1.23 © 2010 by Prentice Hall

 Analytical CRM
ANALYTICAL CRM DATA WAREHOUSE

FIGURE 9-10

Analytical CRM uses a customer data warehouse and tools to analyze customer data collected from
the firm’s customer touch points and from other sources.

1.24 © 2010 by Prentice Hall

 Enterprise-Wide KM Systems

• Three major types of knowledge in enterprise

Structured documents
 Reports, presentations
 Formal rules
Semistructured documents
 E-mails, videos
Unstructured, tacit knowledge
 80% of an organization’s business content is
semistructured or unstructured

1.25 © 2010 by Prentice Hall

 The Knowledge Management
Landscape

• Knowledge management: Set of business processes developed in

an organization to create, store, transfer, and apply knowledge
• Knowledge management value chain:
Each stage adds value to raw data and information as they are
transformed into usable knowledge
 Knowledge acquisition
 Knowledge storage
 Knowledge dissemination
 Knowledge application

1.26 © 2010 by Prentice Hall

 The KM Landscape

• Knowledge management value chain

Knowledge acquisition
 Documenting tacit and explicit knowledge
– Storing documents, reports, presentations, best practices
– Unstructured documents (e.g., e-mails)
– Developing online expert networks
 Creating knowledge
 Tracking data from TPS and external sources

1.27 © 2010 by Prentice Hall

 The KM Landscape

Knowledge storage
 Databases
 Document management systems
 Role of management:
– Support development of planned knowledge storage
systems
– Encourage development of corporate-wide schemas for
indexing documents
– Reward employees for taking time to update and store
documents properly

1.28 © 2010 by Prentice Hall

 The KM Landscape

• Knowledge management value chain (cont.)

Knowledge dissemination
 Portals
 Push e-mail reports
 Search engines
 Collaboration tools
 A deluge of information?
– Training programs, informal networks, and shared
management experience help managers focus attention on
important information

1.29 © 2010 by Prentice Hall

 The KM Landscape

Knowledge application
 To provide return on investment, organizational
knowledge must become systematic part of management
decision making and become situated in decision-support
systems
– New business practices
– New products and services
– New markets

1.30 © 2010 by Prentice Hall

 The KM Value Chain

THE KNOWLEDGE MANAGEMENT VALUE CHAIN

Knowledge management today involves both information systems activities and a host of enabling
FIGURE 11-1
management and organizational activities.

1.31 © 2010 by Prentice Hall

 KM Roles & Responsibilities

• New organizational roles and responsibilities

Chief knowledge officer executives
Dedicated staff / knowledge managers
Communities of practice (COPs)
 Informal social networks of professionals and employees
within and outside firm who have similar work-related
activities and interests
 Activities include education, online newsletters, sharing
experiences and techniques
 Facilitate reuse of knowledge, discussion
 Reduce learning curves of new employees

1.32 © 2010 by Prentice Hall

 Types of KM Systems

• 3 major types of knowledge management systems:

Enterprise-wide knowledge management systems
 General-purpose firm-wide efforts to collect, store,
distribute, and apply digital content and knowledge
Knowledge work systems (KWS)
 Specialized systems built for engineers, scientists, other
knowledge workers charged with discovering and creating
new knowledge
Intelligent techniques
 Diverse group of techniques such as data mining used for
various goals: discovering knowledge, distilling knowledge,
discovering optimal solutions

1.33 © 2010 by Prentice Hall

 KM Systems

MAJOR TYPES OF KNOWLEDGE MANAGEMENT SYSTEMS

FIGURE 11-2
There are three major categories of knowledge management systems, and each can be
broken down further into more specialized types of knowledge management systems.

1.34 © 2010 by Prentice Hall

 Intelligent Techniques

• Expert systems:
Capture tacit knowledge in very specific and limited domain of
human expertise
Capture knowledge of skilled employees as set of rules in software
system that can be used by others in organization
Typically perform limited tasks that may take a few minutes or
hours, e.g.:
 Diagnosing malfunctioning machine
 Determining whether to grant credit for loan
Used for discrete, highly structured decision-making

1.35 © 2010 by Prentice Hall

 Data Warehouse and Data Marts

• Why do organizations need a separate data repository

from the normal database?
• Data warehouse:
• Stores current and historical data from many core operational
transaction systems
• Consolidates and standardizes information for use across
enterprise, but data cannot be altered
• Data warehouse system will provide query, analysis, and reporting
tools
• Data marts:
• Subset of data warehouse
• Summarized or highly focused portion of firm’s data for use by
specific population of users
• Typically focuses on single subject or line of business
1.36 © 2010 by Prentice Hall
 Components of a Data Warehouse

The data warehouse extracts current and historical data from multiple operational systems
inside the organization. These data are combined with data from external sources and
reorganized into a central database designed for management reporting and analysis. The
information directory provides users with information about the data available in the warehouse.

Figure 6-13
1.37 © 2010 by Prentice Hall
 Business Intelligence

• Business Intelligence:
• Tools for consolidating, analyzing, and providing access
to vast amounts of data to help users make better
business decisions
• E.g., Harrah’s Entertainment analyzes customers to
develop gambling profiles and identify most profitable
customers
• Principle tools include:
• Software for database query and reporting
• Online analytical processing (OLAP)
• Data mining

1.38 © 2010 by Prentice Hall

 Business Intelligence

Figure 6-14
A series of analytical
tools works with data
stored in databases to
find patterns and insights
for helping managers and
employees make better
decisions to improve
organizational
performance.

1.39 © 2010 by Prentice Hall

 • Online analytical processing (OLAP)
• Supports multidimensional data analysis
• Viewing data using multiple dimensions
• Each aspect of information (product, pricing, cost,
region, time period) is different dimension
• E.g., how many washers sold in East in June
compared with other regions?
• OLAP enables rapid, online answers to ad hoc queries

1.40 © 2010 by Prentice Hall

 Multidimensional Data Model

Figure 6-15
The view that is showing is
product versus region. If
you rotate the cube 90
degrees, the face that will
show is product versus
actual and projected sales.
If you rotate the cube 90
degrees again, you will see
region versus actual and
projected sales. Other
views are possible.

1.41 © 2010 by Prentice Hall

 Data Mining

• Data mining:
• More discovery driven than OLAP
• Finds hidden patterns, relationships in large databases and
infers rules to predict future behavior
• E.g., Finding patterns in customer data for one-to-one
marketing campaigns or to identify profitable customers.
• Types of information obtainable from data mining
• Associations: Occurrences linked to single event.
• Sequences: Events linked over time
• Classification: Recognizes patterns that describe group to
which item belongs
• Clustering: Similar to classification when no groups have been
defined; finds groupings within data
• Forecasting: Uses series of existing values to forecast what
other values will be
1.42 © 2010 by Prentice Hall
 Data Mining Techniques

• Predictive analysis
• Uses data mining techniques, historical data, and
assumptions about future conditions to predict
outcomes of events
• E.g., Probability a customer will respond to an offer or
purchase a specific product
• Text mining
• Extracts key elements from large unstructured data sets
(e.g., stored e-mails)

1.43 © 2010 by Prentice Hall

 • Web mining
• Discovery and analysis of useful patterns and information
from WWW
• E.g., to understand customer behavior, evaluate
effectiveness of Web site, etc.
• Techniques
• Web content mining
• Knowledge extracted from content of Web pages
• Web structure mining
• E.g., links to and from Web page
• Web usage mining
• User interaction data recorded by Web server

1.44 © 2010 by Prentice Hall