scholarly journals Application of Business Intelligence instrumental tools for visualization of key performance indicators of an enterprise in telecommunications

2019 ◽  
Vol 11 (1) ◽  
Author(s):  
V.D. Kolychev ◽  
�.�. Shebotinov
Keyword(s):  
Business Intelligence ◽  
Performance Indicators ◽  
Key Performance Indicators

An Integrative Framework for Strategic Intelligence

2010 ◽  
Vol 1 (4) ◽  
pp. 1-18 ◽  
Author(s):  
Mark Xu ◽  
G. Roland Kaye
Keyword(s):  
Literature Review ◽  
Business Intelligence ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Competitive Intelligence ◽  
Integrative Framework ◽  
Strategic Intelligence ◽  
Intelligence Activity ◽  
Insight Into

This paper defines strategic intelligence as a distinct organisational resource that differs from competitive intelligence (CI) and business intelligence (BI). A literature review unfolds a number of deficiencies in intelligence practice and systems. The findings, based on a case study, suggest that there is a lack of systematic scanning, analysing and support for strategic intelligence. An integrative framework is proposed to guide and improve strategic intelligence activity, which comprises of Key External Intelligence (KEI) and internal Key Performance Indicators (KPI). Implementation issues are discussed. The paper develops novel insight into strategic intelligence, and the proposed solution has implications on enhancing managers’ and an organisations’ sensibility and capability by detecting and responding to emerging strategic signals.

Metodología de inteligencia de negocio para análisis social en la infraestructura de datos enlazados SLOD-BI

2018 ◽  
Vol 13 (1) ◽  
Author(s):  
Indira Lanza Cruz ◽  
María José Aramburu Cabo ◽  
Rafael Berlanga Llavori
Keyword(s):  
Business Intelligence ◽  
Performance Indicators ◽  
Open Data ◽  
Key Performance Indicators ◽  
Linked Open Data ◽  
Redes Sociales ◽  
Datos Abiertos

Presenta una nueva metodología basada en infraestructuras de datos abiertos vinculados (Linked Open Data LOD) al realizar tareas de análisis en redes sociales. Esta metodología sigue las típicas fases de un proyecto de inteligencia de negocios (Business Intelligence BI), en el que a partir de un conjunto de fuentes de datos se obtienen métricas e indicadores relevantes para los objetivos estratégicos de la organización (Key Performance Indicators KPI). En el nuevo escenario, las fuentes de datos son redes sociales, y los objetivos estratégicos están relacionados con el desempeño de las organizaciones en esas redes sociales. El artículo demuestra los beneficios de representar toda la información relevante para el análisis bajo una misma infraestructura de datos abiertos vinculados, y como métricas e indicadores pueden ser obtenidos y publicados en la misma infraestructura. Estos beneficios destacan la capacidad de compartir entre los miembros de una comunidad todos los elementos relevantes en un análisis social a partir de los datos de origen para los indicadores sociales.Palabras clave: Datos abiertos vinculados. Análisis de redes sociales. Indicadores sociales.Link: http://revista.ibict.br/ciinf/article/view/4058/3581

scholarly journals La inteligencia de negocios: una estrategia para la gestión de las empresas productivas. // Business intelligence: a strategy for the management of productive enterprises.

Ciencia Unemi ◽  
2017 ◽  
Vol 10 (23) ◽  
pp. 40
Author(s):  
Diego Marcelo Cordero Guzman ◽  
Guillermo Rodríguez López
Keyword(s):  
Balanced Scorecard ◽  
Business Intelligence ◽  
Performance Indicators ◽  
Best Practice ◽  
Organizational Management ◽  
Key Performance Indicators ◽  
Strategic Objectives ◽  
Local Companies

El trabajo propone determinar un conjunto de indicadores acerca del desempeño de las empresas productivas del Cantón La Troncal, provincia del Cañar, Ecuador, para usar la “Inteligencia de Negocios” (Business Intelligence BI) como una mejor práctica que apoye la gestión organizacional y la consecución de los objetivos estratégicos. Para ello primero se levantó información en empresas locales, en base a una muestra específica, con instrumentos del tipo cuestionario y entrevista. Luego, a partir de la información obtenida se diseñó un cuadro de mando integral (Balanced Scorecard) con los indicadores claves de desempeño más significativos para las empresas de la muestra, de modo que se puedan implementar con los servicios multidimensionales que ofrecen las herramientas de Inteligencia de Negocios. Finalmente, los informes se representaron en tableros de control, con un rango de granularidad fino, que permitan a los directivos tomar decisiones claras, reduciendo el grado de incertidumbre. ABSTRACTThe paper aims to determine a set of indicators about the performance of productive enterprises in Canton La Troncal, province of Cañar, Ecuador, to use “Business Intelligence” (Business Intelligence BI) as the best practice that supports organizational management and achievement of the strategic objectives. For this purpose, information was first collected through a survey that was carried out in local companies, based on a specific sample, with questionnaires and interviews. Then, based on the information obtained, a Balanced Scorecard was designed with the most significant key performance indicators for the companies in the sample, so that they can be implemented with the multidimensional services offered by business intelligence tools. Finally, the reports were presented in control panels, with a fine granularity range, which allow managers to make clear decisions, reducing the degree of uncertainty.

scholarly journals KEY PERFORMANCE INDICATORS FOR E-GOVERNMENT: METHODOLOGICAL APPROACH TO INDICATOR DEVELOPMENT

2018 ◽  
pp. 322-339
Keyword(s):  
Organizational Performance ◽  
Public Administration ◽  
Business Process ◽  
Business Intelligence ◽  
Performance Indicators ◽  
Methodological Approach ◽  
Key Performance Indicators ◽  
Process Performance ◽  
The Public ◽  
Government Development

It is often assumed that modern information technology (IT) is a source of performance improvement. Empirical research has not univocally confirmed this assumption, since complex, extensive and resource demanding IT tools require extensive organizational restructuring, in order to be properly and successfully implemented. This generates the need to create and use business intelligence and key performance indicators (KPI) to obtain a high quality basis for making decisions in real time. In this paper, authors analyze the existence of a potential relationship between the methodological approach to defining business intelligence (BI)-related KPIs and achieving business process performance, as well as the overall organizational performance. The methodological determinants of the process, in which the KPIs are defined, are empirically analyzed and associated with the two discussed aspects of performance. The empirical analysis is conducted for the case of e-government development, with the special emphasis on countries from Central, East and South-East Europe. The E-Government development is measured by two KPIs, which have been defined, by strictly following the recommended BI methodology. The two KPIs are related to a business process, performed by the public administration, which can be greatly facilitated by the introduction of E-Government. This is the process of opening a new enterprise, which can be also viewed as one of key measures of the national economic and entrepreneurial development. The public administration performance in serving the needs of new entrepreneurs for company registration is, therefore, considered in terms of E-Government performance. Two KPIs used measure the procedural complexity and costs for opening a new enterprise in a sample, consisting of 28 European Union member-states. The statistical analysis uses secondary data, available from the official Eurostat Web pages. The empirical results confirm the existence of the hypothesized relationship between the methodological procedures for developing KPIs and the process performance, which affirms the need to develop both E-Government, as well as other processes in public administration, by using solid planning and methodological approaches.

scholarly journals Determination of Business Intelligence and Analytics-Based Healthcare Facility Management Key Performance Indicators

2022 ◽  
Vol 12 (2) ◽  
pp. 651
Author(s):  
Gökhan Demirdöğen ◽  
Zeynep Işık ◽  
Yusuf Arayici
Keyword(s):  
Business Intelligence ◽  
Performance Indicators ◽  
Healthcare Facility ◽  
Key Performance Indicators ◽  
Facility Management ◽  
Smart Meters ◽  
Actual Performance ◽  
Healthcare Facilities ◽  
Huge Data ◽  
Promethee Method

The use of digital technologies such as Internet of Things (IoT) and smart meters induces a huge data stack in facility management (FM). However, the use of data analysis techniques has remained limited to converting available data into information within activities performed in FM. In this context, business intelligence and analytics (BI&A) techniques can provide a promising opportunity to elaborate facility performance and discover measurable new FM key performance indicators (KPIs) since existing KPIs are too crude to discover actual performance of facilities. Beside this, there is no comprehensive study that covers BI&A activities and their importance level for healthcare FM. Therefore, this study aims to identify healthcare FM KPIs and their importance levels for the Turkish healthcare FM industry with the use of the AHP integrated PROMETHEE method. As a result of the study, ninety-eight healthcare FM KPIs, which are categorized under six categories, were found. The comparison of the findings with the literature review showed that there are some similarities and differences between countries’ FM healthcare ranks. Within this context, differences between countries can be related to the consideration of limited FM KPIs in the existing studies. Therefore, the proposed FM KPIs under this study are very comprehensive and detailed to measure and discover healthcare FM performance. This study can help professionals perform more detailed building performance analyses in FM. Additionally, findings from this study will pave the way for new developments in FM software and effective use of available data to enable lean FM processes in healthcare facilities.

Optimalisasi Key Performance Indicators (KPI) Melalui Pendekatan Balance Scorecard Upaya Mengimplementasikan Performance Management System (PMS) Pada Perguruan Tinggi

CCIT Journal ◽  
2012 ◽  
Vol 6 (1) ◽  
pp. 17-34
Author(s):  
Untung Rahardja ◽  
Muhamad Yusup Eva ◽  
Rosyifa Rosyifa
Keyword(s):  
Performance Indicators ◽  
Management System ◽  
Educational Institution ◽  
Key Performance Indicators ◽  
Individual Performance ◽  
The State ◽  
Public Institution ◽  
Performance Measurement System ◽  
Educational Institutions ◽  
Successful Implementation

SQL Server Reporting Services is a way to analyze data, create reports using the indicators and gauges. Indicators are minimal gauges that convey the state of a single data value at a glance, and most are used to represent the state of Key Performance Indicators. Manage and harmonize the performance of an institution's educational institutions, especially universities with the performance of individuals or resources, no doubt is one of the essential elements for the success of an entity of the institution. Integrate the performance of an educational institution with individual performance is not an easy process, and therefore required a systematic approach to manage it. Implementation of a strategic management system based Balanced Scorecard can be used as a performance measurement system that will continuously monitor the successful implementation of the strategy of any public educational institution and measure the performance of its resources in a comprehensive and balanced, not the quantity but the emphasis is more concerned with the quality, so the performance of educational institutions at any time can be known clearly. Contribution of Key Performance Indicators to manage and harmonize the performance of any public institution is a solution in providing information to realize the extent of work that has set targets, identify and monitor measures of success, of course, with performance indicators show a clear, specific and measurable.

Strategic planning in grassland farming: Principles andapplications

1997 ◽  
pp. 191-197
Author(s):  
W.J. Parker ◽  
N.M. Shadbolt ◽  
D.I. Gray
Keyword(s):  
Strategic Planning ◽  
Performance Indicators ◽  
Cost Effective ◽  
Key Performance Indicators ◽  
Strategic Plans ◽  
Effective Manner ◽  
Farm Business ◽  
Pastoral Farming ◽  
Financial Environment

Three levels of planning can be distinguished in grassland farming: strategic, tactical and operational. The purpose of strategic planning is to achieve a sustainable long-term fit of the farm business with its physical, social and financial environment. In pastoral farming, this essentially means developing plans that maximise and best match pasture growth with animal demand, while generating sufficient income to maintain or enhance farm resources and improvements, and attain personal and financial goals. Strategic plans relate to the whole farm business and are focused on the means to achieve future needs. They should be routinely (at least annually) reviewed and monitored for effectiveness through key performance indicators (e.g., Economic Farm Surplus) that enable progress toward goals to be measured in a timely and cost-effective manner. Failure to link strategy with control is likely to result in unfulfilled plans. Keywords: management, performance

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