Business Intelligence
Presented By: Stephanie Schwartz, Khairil Fahrvrrazi,
Kevin Ruzicka, Ashley Stead
April 18, 2007
1
Session Objective
•To Understand:
• The meaning of Business Intelligence (BI)
•Why BI is important to General Managers
•The promised benefits and challenges of BI
•To Visualize:
•Continental Airlines
•Tyneside NHS Trust
April 18, 2007
2
Priority Status of Business Intelligence
“Business intelligence will be the top spending priority for IT
executives in 2007…”
Top IT Spending Priorities
Item
Application Integration
Security SW & Svcs.
Bus. Intelligence
BPM
SOA
’05
2
1
5
19
13
‘06
1
2
3
4
5
Source: Saugatuck Technology.
Results based on web survey of over 200 senior business and
IT executives, November, 2005.
*Annual Revenues ≥ $1.0B
http://www.networkworld.com/news/2007/011207-business-intelligence.html, viewed April 6, 2007
Guptill, B., “User Executives Raise Business Intelligence Prioritization” Saugatuck Technology,
April 18, 2007 January 2006, pp. 1-2
3
Cost of Business Intelligence
BI Spending On The Rise
How w ill your organization's spending on BI tools
change this year?
Decrease
10%
Increase
44%
Remain the
Same
46%
Data: InformationWeek Research business intelligence survey of 230 business technology professionals, March 2006
http://www.financetech.com/showArticle.jhtml?articleID=181501564, viewed April 6, 2007
April 18, 2007
4
Cost of Business Intelligence
BI Spending as a Percentage of Total IT
Budget
In 2006, w ill BI spending account for a larger or
sm aller percentage of your total IT budget com pared
to last year?
About the
Same
49%
Larger
35%
Smaller
16%
Data: InformationWeek Research business intelligence survey of 230 business technology professionals, March 2006
April 18, 2007
5
Cost of Business Intelligence
Increase in BI Spending
To w hat degree w ill your com pany's spending on BI
tools increase this year?
Dramat ically, by 50%
or More
Slight ly, by less t han
7%
25%
67%
Moderat ely, bet ween
26%and 50%
26%
Data: InformationWeek Research business intelligence survey of 230 business technology professionals, March 2006
April 18, 2007
6
What is Business Intelligence?
Business Intelligence
•Gathers important data
•Consolidates the data into one location
•Easily accessed and analyzed for decision making
•Serves as one version of truth
“Turning data into information that is useful to make decisions”
“BI essentially supports a corporation’s transition from being
data rich and information poor, to becoming information rich
and capable of better fact-based decision making”
Burns, M., “Accounting for Business” CA Magazine, Vol. 136, 3, Apr 2003, pp. 37-38
Abukari, K. and Job, V., “Business Intelligence In Action” CMA Management, Vol. 77,1, Mar 2003, pp. 15
April 18, 2007
7
Best Practices of Business Intelligence
Six Steps for Successful BI
1.)
Pinpoint the organization’s key factors to focus on using Business
Intelligence
2.)
Find the various data resources from which information will be extracted
3.)
Extract, Load, & Transfer Data (ELT)
4.)
Choose a method for reporting
5.)
Establish reporting that will be considered standard across the
Organization
6.)
Arrange for deployment across theorganization
Burns, M., “Accounting for Business” CA Magazine, Vol. 136, 3, Apr 2003, pp. 37-38
http://www.businessintelligence.com/print_news.asp?id=2171, viewed April 6, 2007
April 18, 2007
8
Visual of Business Intelligence
OLTP – Online Transaction Processing
OLAP – Online Analytical Processing
http://www.obs3.com/why_olap.shtml, viewed March 29, 2007
April 18, 2007
9
Visual of Business Intelligence
User Desktop
BuyPoint
1
3
Journal Entries
On-line or
Import Templates
Accounts
Payable
Asset
Mgmt
Journal Workflow
Approval Process
PAYROLL
GL
2
Source System
GL Interfaces:
Billing, Claims,
Commisions,
etc.
User GL Query
nVision (CMR)
Reporting
User Desktop
User Desktop
April 18, 2007
10
Importance to General Managers
BI is a valuable tool in strengthening the position of
stakeholders
•Important information gathered into a one stop shop
•Important information available at opportune times
•Important information available for strategic use
“In sum, BI is an enterprise-wide strategy that supports
reporting, analysis and decision making on multiple
levels. It supports organization-wide analysis, which in
turn leads to insight, action, and the proper measurement
of results.”
Abukari, K. and Job, V., “Business Intelligence In Action” CMA Management, Vol. 77,1, Mar 2003, pp. 15
April 18, 2007
11
Promised Pros of Business Intelligence
BI enhances decision making
•More appropriate information in a timely fashion
•Can consolidate information typically difficult to use in
analysis due to its primary location
•Decisions made using these facts may lead to a competitive
advantage
BI results in time savings and efficiency
April 18, 2007
http://www.camagazine.com/index.cfm/ci_id/26573/la_id/1/print/true.htm, viewed April 4, 2007
Stoller, J., “What you don’t know can hurt you” CMA Management, Vol. 79, 3, 2005pp.46-47
12
Management Report (Dashboard)
LEGEND
UNFAVORABLE
FAVORABLE
Company ABC
Dashboard Overview
2005
Actual
2006
Actual
2007
Plan
2006
3+9F
07 Plan vs
3+9F
Variance
2007 3+9 F vs 07
Plan
Unfav
Fav
Notes:
Medical Membership
Total
2,232,517
1,835,021
1,982,088
1,903,708
(78,380)
East Region
472,113
451,776
460,388
428,913
(31,475)
West Region
717,075
767,826
763,302
751,791
(11,511)
South Region
1,043,329
615,419
758,398
723,004
(35,394)
Total
2,144,446
2,218,840
2,392,637
2,254,394
(138,243)
East Region
834,460
878,251
966,733
909,478
(57,256)
West Region
1,203,774
1,267,897
1,348,070
1,272,848
(75,222)
South Region
106,213
72,692
77,834
72,069
(5,765)
East Region contains lower sales due to delays in product rollout, Small Group initiatives, and
Individual pricing actions. West Region driven by sales misses in all Western Region
markets offset by GIC (City of Springfield) gain.
Operating Revenue
(000's)
Gross U/W Margin
(000's)
East variance primarily volume driven. Volume = $58M. West Region variance driven by
lower than expected insured membership. Volume =$90M. South Region decline due to
business decision to retire a segment of the business model ($3.5M)
0
Total
541,512
528,913
521,816
498,021
(23,795)
East Region
176,700
171,723
208,742
192,539
(16,202)
West Region
258,606
284,851
235,240
233,285
(1,955)
South Region
106,206
72,340
77,834
72,197
(5,637)
East Region unfavorable due to volume shortfall and worsening MCR. Value shortfall in
segments. PPO MCR improvement with IL HMO worsening. West Region Plan included
$6.2M Cost of Care savings which are expected to be 3M in 2007. South Region unfavorable
due to business decision to retire a segment of the business model ($3.5M)
Operating Gain/(Loss)
(000's)
55,402
34,849
57,421
36,914
(20,507)
East Region
Total
(9,402)
(24,970)
20,591
2,885
(17,706)
West Region
31,149
41,199
4,193
6,411
2,219
South Region
33,655
18,621
32,637
27,617
(5,020)
April 18, 2007
13
Online Analytical Processing (OLAP)
February
Cost Center
Variances Vs.
April 18, 2007
2007 Actual
620010 Advertising-Collateral Prntng
15,125
620020 Advertising-Other
620030 Advertising-Media Purchases
2,804
620040 Advertising-Branding
4,223
620050 Marketing Research
620060 Marketing-Sales Promotion
89
620065 Marketing - Sales Sponsorships
620070 Marketing-Production
620080 Marketing-Direct Response
494
620090 Advertising-PR Programs
1,000
620100 Marketing - Gifts to Clients (Inact Jan07)
Advertising Expense
23,734
630010 EDP-Interest Exp Cap Lease (Inact Jan07)630011 EDP-Leased Rented HW Mainframe
630012 EDP-Leased Rented HW Open Sys
39
630020 EDP-Maintenance
630021 EDP-Maintenance HW Mainframe
630022 EDP-Maintenance SW Mainframe
630023 EDP-Maintenance HW under 1K
630024 EDP-Maintenance HW Open Sys
630025 EDP-Maintenance SW Open Sys
630030 EDP-Software
315
630031 EDP-SW Licenses Fees Mainframe
630032 EDP-SW Licenses Fees Open Sys
32
EDP Equipment Operation Exp
386
631010 EDP-Deprec Equipment
631020 EDP-Deprec Software
631021 EDP Depr Operating Systems
631025 EDP-Deprec Internally Developed Softwa 631026 EDP Depr IDS Operating Systems
631030 EDP-Deprec Open Sys Hardware
631040 EDP-Deprec Mainframe Hardware
631130 EDP-Deprec Open Sys Software
172
631140 EDP-Deprec Mainframe Software
631330 Capital Lease Depr Open Sys (Inact Jan07)631340 Capital Lease Depr Mainframe
631900 EDP Deprec Multi Phase (Plan Only)
631910 EDP Equip Retirement Offset (Inact Jan07)EDP Equipment Deprec
172
684010 Technology Refresh-PCs
2,704
684020 PC-Maintenance
684030 PC-Short Term Rental
686010 PC-Depreciation
646
PC Expense
3,350
EDP Equipment
3,908
2007 Plan
22,100
2,500
8,000
20,800
9,069
10,000
72,469
(3,459)
(17,200)
(20,659)
172
172
2,639
20
1,005
3,664
(16,823)
2007 Plan
6,975
2,500
5,196
16,577
8,980
(494)
9,000
48,735
(39)
(3,459)
(315)
(17,232)
(21,045)
(65)
20
359
314
(20,731)
14
Challenges of Business Intelligence
•Most businesses still don’t use BI strategically
•Users will not automatically see the benefits of BI
•Users are attached to what they already use –
SPREADSHEETS
•Data quality needs attention
Burns, M., “Accounting for Business” CA Magazine, Vol. 136, 3, Apr 2003, pp. 37-38
April 18, 2007
15
Three Generations of Business Intelligence
1st Generation
•Decision Support Systems (DSS)
•Early 1970’s
•Application-centric approach
2nd Generation
•Late 1980’s
•Data-centric approach
Real-Time
DataCentric
ApplicationCentric
3rd Generation
•Real time data warehousing
Watson, Wixom, Hoffer, Anderson-Lehman & Reynolds (2006)
French & Turoff (2007); Frolick & Brown (2006)
April 18, 2007
16
What is a Data Warehouse?
•Warehouses integrate data from
various operational systems
•Have become standard in most
large companies
•Businesses are not the only
ones using data warehouses,
they are also very useful for
schools
•Proving to be such a great
advantage that businesses are
willing to pay millions of dollars
for them
Watson, Wixom, Hoffer, Anderson-Lehman & Reynolds (2006);
French & Turoff (2007)
Frolick & Brown (2006)
April 18, 2007
17
Real-Time BI
•Before Real-Time BI, data was used to
determine what had already happened.
•Real time is used for current decisions.
•Purpose is to increase revenue and
decrease costs.
•Companies who can successfully implement
Real-Time BI can dramatically improve their
costs.
Watson, Wixom, Hoffer, Anderson-Lehman, and Reynolds (2006)
April 18, 2007
18
Continental Airlines –
Background
•Founded in 1934
•Fifth largest airline in U.S., seventh largest in the
world
•Early 1990’s business problems
•Go Forward plan is implemented
•Went from “worst to first”, goal then becomes “first
to favorite”.
Watson, Wixom, Hoffer, Anderson-Lehman, and Reynolds (2006)
April 18, 2007
19
Continental Airlines –
Role of Information Technology
•1998 an enterprise data warehouse is
developed
•Not real-time
•Not outsourced
•Warehouse created significant lift in areas of
the “Go Forward Plan”
•Need for real-time became apparent
•Warehouse team prepared for move
Watson, Wixom, Hoffer, Anderson-Lehman, and Reynolds (2006)
April 18, 2007
20
Continental Airlines –
How Real-Time BI Helped
Five Categories of Improvement
•Revenue and management
•Customer relationship and marketing
•Crew operations and payroll
•Security and fraud
•Flight operations
Watson, Wixom, Hoffer, Anderson-Lehman, and Reynolds (2006)
April 18, 2007
21
Continental Airlines –
Flight Management Dashboard
•Example of how Continental
used Real-Time BI to improve
their business
•Set of interactive graphical
displays
-Quickly identify issues so that
customer satisfaction and
airline profitability can be
improved
Watson, Wixom, Hoffer, Anderson-Lehman, and Reynolds (2006)
April 18, 2007
22
Continental Airlines –
Ex: Logistics of the Flight Management Dashboard
•Graphical depiction of a concourse
•Assesses where high value customers are or soon
will be in a particular airport hub
•Indicates where there may be potential gate
problems
•Airport employees able to assist high value
customers so that they and their luggage avoid
missing flights.
Watson, Wixom, Hoffer, Anderson-Lehman, and Reynolds (2006)
April 18, 2007
23
April 18, 2007
Watson, Wixom, Hoffer, Anderson-Lehman, and Reynolds (2006)
24
Continental Airlines –
More Examples of Improvement
•Operations department able to keep flight arrivals and
departures on time
•Shows the traffic volume between the 3 continental hub
stations
•Operations can anticipate where services need be
expected
•All elements can be broken down to show more detail
Watson, Wixom, Hoffer, Anderson-Lehman, and Reynolds (2006)
April 18, 2007
25
April 18, 2007
Watson, Wixom, Hoffer, Anderson-Lehman, and Reynolds (2006)
26
Continental Airlines –
Learnings & Take Aways
•Clear technical, business, and process
changes must be put into place to enable
Real-Time BI
•Find a clear business need for decisions that
require real-time data
•Invest in an architecture that can scale and
automate as much of the environment as
possible
•Perform a value assessment to support the
investment in Real-Time BI
“applications that can leverage real-time B.I.
by impacting business process to create
value to an organization will represent the
third generation of decision support”
April 18, 2007
Watson, Wixom, Hoffer, Anderson-Lehman, and Reynolds (2006)
27
Continental Airlines –
Linkage to Best Practices
1.)
Pinpoint the organization’s key
factors to focus on using Business
Intelligence
“Go Forward” Plan and then
eventually the “First to Favorite”
plan.
The Five Categories:
-revenue management and
accounting
-customer relationship management
-crew operations and payroll
-security and fraud
-flight operations
2.)
Find the various data resources from
which information will be extracted
3.)
Extract, Load, & Transfer Data (ELT)
Data warehouse
4.)
Choose a method for reporting
Flight Management Dashboard
5.)
Establish reporting that will be
considered standard across the
organization
Flight Management Dashboard
6.)
Arrange for deployment across the
organization
1998 enterprise data warehouse
created for all employees
April 18, 2007
Watson, Wixom, Hoffer, Anderson-Lehman, and Reynolds (2006)
28
Tyneside NHS Trust–
Overview
•Established in 1993
•Provides community and hospital services
•Region of South Tyneside which is in northeastern
England and surrounding areas
April 18, 2007
http://www.sthct.nhs.uk/
29
Tyneside NHS Trust–
Key Corporate Facts
•Staff of 2,500 employees spread among five sites
•19 IT staff
•13 dedicated to IT
•6 dedicated to information
•All staff now have access to e-mail
•1900 PC’s available throughout the Trust
•The Trust has a modern high speed network
capable of supporting the latest technology such
as Radiology Digital Images.
Di Bernardo, L., “The 2003 Information Management Project Awards” Database Marketing &
Customer Strategy Management Vol. 12, 1, P. 58
http://www.sthct.nhs.uk/TrustReports/boardvisits06/Information%20Services%20jan%2006.pd
April 18, 2007
30
Tyneside NHS Trust–
Total Revenue Vs. IT Budget
•Total Revenues for 2006 were £ 90,094,000
($176,689,546 USD)
(annual report & summary financial statement 2005-2006, page 22)
•IT Capital budget for 2006 was £ 530,000
($1,039,419 USD)
•Dedicated to new information technology
•Pharmacy computer system
•Purchase of additional pacs equipment
•Physiotherapy/occupational therapy coridor. (in
conjunction with the king’s fund)
(annual report & summary financial statement 2005-2006, page 23)
•IT Capital budget as a percent of total revenue is
0.59%
April 18, 2007
http://www.sthct.nhs.uk/largedocs/STFT05-06.pdf
31
Tyneside NHS Trust–
Business Intelligence Rationalization
•Healthcare information can literally be a case of life or
death if treated improperly
•Performance Management has become a key issue for
National Health Service (NHS)
•British government introduced the idea of foundation
hospitals as part of a “payment by result” scheme
•Best performing trusts receive a three-star status and
can then aspire to achieve foundation hospital status and
greater autonomy
•South Tyneside Healthcare NHS Trust still relied on
spreadsheets to collect data = time consuming and
mistakes easily made
April 18, 2007
Di Bernardo, L., “The 2003 Information Management Project Awards” Database Marketing &
Customer Strategy Management Vol. 12, 1, P. 58
32
Tyneside NHS Trust–
Business Intelligence Rationalization
Tyneside had a need to:
•Ensure an accurate, real-time view of activity
within the hospital
•Provide up-to-date patient records 24/7
-includes critical information, such as all drugs
prescribed to the patient at the hospital.
•Combine patients’ hospital records with their
GP records
• Supply the number of babies born in the
hospital
•Feed accurate information to the Key
Performance Indicators set out as a measure of
success by the government
April 18, 2007
Di Bernardo, L., “The 2003 Information Management Project Awards” Database Marketing &
Customer Strategy Management Vol. 12, 1, P. 59
33
Tyneside NHS Trust–
Business Intelligence Implementation
•Tyneside wanted a single, unquestionable method
of producing all of the data its management needs
in order to ensure the best possible service for all
of its patients.
•South Tyneside Healthcare NHS Trust decided to
invest in business intelligence (BI) tools to provide
a clearer view of its performance and to help with
complex amounts of data that it gathers and holds.
April 18, 2007
Di Bernardo, L., “The 2003 Information Management Project Awards” Database Marketing &
Customer Strategy Management Vol. 12, 1, P. 58
34
Tyneside NHS Trust–
Benefit of Business Intelligence Implementation
•Implemented a real time analysis of key patient data
•South Tyneside Healthcare NHS Trust can now obtain a
comprehensive overview of performance of its crucial
departments
•Trust managers receive an instant warning message on
their desktops if departments are under-performing
•Gives them the ability to know to contact hospital
consultants for immediate action
April 18, 2007
Di Bernardo, L., “The 2003 Information Management Project Awards” Database Marketing &
Customer Strategy Management Vol. 12, 1, P. 58
35
Tyneside NHS Trust–
Executive Impressions
“Healthcare intelligence is not simply about managing medical
records and patients address, but also measuring performance
quality and reviewing essential business function. It allows managers
and consultants to ensure that each and every patient has accurate
records and receive follow-up treatment when necessary.”
-Martin Alexander, Head of Information Service, South Tynside Healthcare NHS Trust
“It is this breadth of access to management information, and the
resulting ability to change information into knowledge that supports
the decision-making process, that is so impressive.
Cognos Metrics Manager gives us the corporate view of our
operations, while Power Play and Impromptu provide direct drill
through to operational data that managers need to deliver effective
service.”
-Mike Robson, Executive Director of Corporate Governance, South Tyneside Healthcare NHS Trust
April 18, 2007
Di Bernardo, L., “The 2003 Information Management Project Awards” Database Marketing &
Customer Strategy Management Vol. 12, 1, P. 59-60
36
Tyneside NHS Trust–
Plan for the Future of Business Intelligence
•Meet technological challenges
•National Information Management
•Technology Strategy “Information for Health”
•Implementation of Electronic Patient Record
•Implementation of electronic appointment
booking
•Tyneside with Bide Time
•Create NHS Cognos user groups
•Enable user groups to share their
information centrally
http://www.sthct.nhs.uk/aboutSTHCT/about_sthct.htm
Di Bernardo, L., “The 2003 Information Management Project Awards” Database Marketing &
Customer Strategy Management Vol. 12, 1, P. 61
April 18, 2007
37
Tyneside NHS Trust–
Key Learning Points
•Organizations are still attempting to manage increasingly
complex businesses and service
•Historically, systems keep vital data in information silos
•In the worst cases, bits of data
•held in different formats
•by different people
•on incompatible software
•So whenever any cross-over between the data sets is sought, it
becomes a major and costly exercise to carry out.
•There is a need to centralize data and make available to all users
•A growing trend towards the sort of “sweeping up” data
•If it is to be successful needs to be about far more than
feeding all the data into one system
April 18, 2007
Di Bernardo, L., “The 2003 Information Management Project Awards” Database Marketing &
Customer Strategy Management Vol. 12, 1, P. 61-62
38
Tyneside NHS Trust–
Key Learning Points
Success Depends On
•Process
•System
•Discipline
•Management understanding
•Importance of Data
•Data Integrity
•Data Maintenance
April 18, 2007
Di Bernardo, L., “The 2003 Information Management Project Awards” Database Marketing &
Customer Strategy Management Vol. 12, 1, P. 61-62
39
Tyneside NHS Trust–
Key Learning Points
Tyneside adopted technical features
•Central web-enabled database
•Good reporting capabilities
•Ability to interface with other packages
Two caveats
•Case study written from the technological side
-Perhaps a red flag for the future: however good the technology, without
equal emphasis on and investment in the underlying systems and
processes, there is a very real chance of long-term failure
•Too many eggs are being placed in one basket
-By pulling so much information together, the organization seem to be
crossing information that is literally ‘life and death’, with the more
mundane – car parking statistics for the hospital car park, possibly.
April 18, 2007
Di Bernardo, L., “The 2003 Information Management Project Awards” Database Marketing &
Customer Strategy Management Vol. 12, 1, P. 61-62
40
Tyneside NHS Trust–
Linkage to Best Practices
Pinpoint the organization’s key
factors to focus on using Business
Intelligence
Single, unquestionable method of producing
data management needs to service
customers
2.)
Find the various data resources from
which information will be extracted
Activity database, patient records database
3.)
Extract, Load, & Transfer Data (ELT)
Realized that success depends on data
integrity and data maintenance
4.)
Choose a method for reporting
Accurate real-time analysis generated from
one system
5.)
Establish reporting that will be
considered standard across the
organization
Dashboard and Management reporting
implemented for better manager awareness
and efficiency
6.)
Arrange for deployment across the
organization
Adopted a central web-based system that
users across the organization can access
1.)
April 18, 2007
Di Bernardo, L., “The 2003 Information Management Project Awards” Database Marketing &
Customer Strategy Management Vol. 12, 1, P.58-62
41
Business Intelligence - Conclusion
OLTP – Online Transaction Processing
OLAP – Online Analytical Processing
“In sum, BI is an enterprise-wide strategy that supports
reporting, analysis and decision making on multiple levels. It
supports organization-wide analysis, which in turn leads to
insight, action, and the proper measurement of results.”
April 18, 2007
Abukari, K. and Job, V., “Business Intelligence In Action” CMA Management, Vol. 77,1, Mar 2003, pp. 15
http://www.obs3.com/why_olap.shtml, viewed March 29, 2007
42
References – Peer Reviewed
•Abukari, K. and Job, V., “Business Intelligence In Action” CMA Management, Vol.
77,1, Mar 2003, pp. 15
•Brown, Justine (2006). Too Much Information. T H E Journal,33, 40-46.
•Burns, M., “Accounting for Business” CA Magazine, Vol. 136, 3, Apr 2003, pp. 3738
•Di Bernardo, L., “The 2003 Information Management Project Awards” Database
Marketing & Customer Strategy Management Vol. 12, 1, P. 58-62
•French, Simon & Turoff, Murray (2007). Decision Support Systems.
Communications of the ACM,3, 39-40.
•Frolick, Mark N & Brown, Carol V (2006). From the Editors. Information Systems
Management,23, 5-6.
•Jukie, Nenad (2006). Modeling Strategies and Alternatives for Data Warehousing
Projects. Communications of the ACM, 49, 83-88.
Stoller, J., “What you don’t know can hurt you” CMA Management, Vol. 79, 3,
2005pp.46-47
•Watson, Hugh; Wixom, Barbara; Hoffer, Jeffery; Anderson-Lehman, Ron &
Reynolds, Ann Marie (2006). Real-Time Business Intelligence: Best practices at
Continental Airlines. Information Systems Management, 23, 7-18.
•http://www.camagazine.com/index.cfm/ci_id/26573/la_id/1/print/true.htm, viewed
April 4, 2007
April 18, 2007
43
References – Other
•Guptill, B., “User Executives Raise Business Intelligence Prioritization” Saugatuck
Technology, January 2006, pp. 1-2
•http://www.networkworld.com/news/2007/011207-business-intelligence.html,
viewed April 6, 2007
•InformationWeek Research business intelligence survey of 230 business
technology professionals, March 2006
•http://www.businessintelligence.com/print_news.asp?id=2171, viewed April 6, 2007
•http://www.obs3.com/why_olap.shtml, viewed March 29, 2007
•http://www.sthct.nhs.uk/
•http://www.sthct.nhs.uk/TrustReports/boardvisits06/Information%20Services%20jan
%2006.pd
•http://www.sthct.nhs.uk/largedocs/STFT05-06.pdf
•http://www.sthct.nhs.uk/aboutSTHCT/about_sthct.htm
•http://www.financetech.com/showArticle.jhtml?articleID=181501564, viewed April 6,
2007
April 18, 2007
44