Part – 01
Business process
A business process may be a series of
steps performed by a gaggle of
stakeholders to realize a concrete goal.
Each step during a business process
denotes a task that's assigned to a
participant.
Figure 2:business process
Figure 1:business process
Important of business process
The need for and advantages of a business process are quite apparent in large organizations.
A process forms the lifeline for any business and helps it streamline individual activities,
ensuring that resources are put to optimal use
Key reasons to possess well-defined business processes
•
Identify what tasks are important to your larger business goals
•
Improve efficiency
•
Streamline communication between people/functions/departments
•
Set approvals to make sure accountability and optimum use of resources
•
Prevent chaos from creeping into your day-to-day operations
•
Standardize a group of procedures to finish tasks that basically interest your business
(kissflow, 2021)
Three types of business process
•
Operational process
•
Supporting process
•
Management process
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Figure 3:types of business process
1.1.
Operational process
To find your operational processes, ask yourself, ‘how does, or will, your business generate
income?’ it's the procedures and tasks that play an immediate role within the production of
outputs – from the inputs – that are the operational processes.
Inputs include things like: labor, raw equipment, and money. Outputs include the ultimate
product or service, and therefore the resulting level of customer satisfaction
Figure 4:operational process
1.2.
Supporting process
This means they don’t generate
income themselves but are there
to serve the interior body of staff
across the organization.
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Figure 6:supporting process
These are the processes that make it possible for the operational processes to be administered
effectively, and are either, or both:
strategically important, and necessary.
Figure 5:supporting process
1.3.
Management process
This is where the coordination of the above
processes takes place. This involves
planning, monitoring, and usually oversee.
It also means identifying potential threats or
opportunities for your business too – perhaps
seeing talent in one among your staff
members, and recommending them for a few
trainings, or a replacement client that might
end in an honest deal for your business.
Strong management processes are the key to
resilience within a business. (checkify, 2020)
Figure 7:management process
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Business process management
BPM may be a way of
watching then
controlling the processes that are present
in a corporation.
it's an efficient methodology to use in
times of crisis to
form certain that the processes are
efficient and
effective, as this may end in a far better
and more cost-
efficient organization.
The term
business process management covers
how we study,
identify, change, and monitor business
processes to
make sure they run smoothly and may be
improved over
time.
Figure 8:business
BPM is best
process management
thought of as a business practice,
encompassing techniques, and structured methods. the longer-term state of affairs. it's about formalizing and
institutionalizing better ways for work to urge done. (aiim, 2020)
Business process monitoring
Business process monitoring is real-time scrutiny of an activity or set of activities that are found out to
accomplish a selected organizational goal.
Business process monitoring is usually related to business process visibility, working with commercial
activity monitoring to assist managers gain insight into important transactions and processes within an
enterprise. (Rouse, 2013)
Business Process visibility
Business process visibility provides a holistic view of every process of organizations, enhances operational
response, and accelerates deciding. Helps management teams determine if their processes are aligned with
key business objectives and objectives, and to work out whether the procedures that help make a process
successful work accurately.
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Business process monitoring also can help improve business process visibility by helping to spot possible
problems. (Rouse, 2013)
Business process modeling or mapping
In business, process mapping is that the task of defining what exactly a business does, who is responsible,
and what's the quality by which the success of a business process is often judged.
In process mapping, the organization is seen as one entity with interconnecting parts. (appian, 2021)
Part – 02
Types of data (structured, semi-structured or unstructured data)
1. Structured Data: Highly Categorized data. Usually saved in a computable way
Examples:
i.
Excel spreadsheet
ii.
Comma separated value file (.csv)
iii.
Related database tables
2. Semi-structured Data: Data with the Categorized
Examples:
i.
Hypertext markup language (HTML) file
ii.
JavaScript object comment (JSON) file
iii.
Extensible Markup Language (XML) file
3. Unstructured Data: There is no predefined Categorized or specific format data
Examples:
i.
Images such as .jpeg or .png files
ii.
Videos such as .mp4 or m4a files
iii.
Sound files such as .mp3 or .wav files
[ CITATION Mic201 \l 1033 ]
NC/HND Computing 10
Differentiate between unstructured and semi-structured data within an organization
Let’s differentiate between these three types of data structures using an analogy of interviews. Assume that
there exist three types of job interviews: unstructured, semi-structured, and structured interviews.
Let’s first understand structured vs unstructured data by taking the example of an interview. In an
unstructured format interview, the questions asked are completely the interviewer’s choice. He can decide the
questions he wants to ask and the order in which they would be asked. Popular examples of unstructured
questions include “tell me about yourself” and “describe your ideal role.”
Another type is a structured interview. In this case, the interviewer will strictly follow a script created by the
HR department, and the same script will be used for all applicants.
The third type is semi-structured information. In a semi-structured interview, the interviewer will combine
the elements of both unstructured and structured interviews. It would include the quantitative and
consistency elements, similar to a structured interview. However, at the same time, like semi-structured data,
it will have the flexibility of customizing questions according to the situation, which is an aspect of the
unstructured interview. However, to reiterate, the main difference between unstructured and semi-structured
data is unstructured data follows no pre-defined format, while semi-structured data is only partly
unstructured.
The following points highlight the differences between structured data vs unstructured data vs semi-structured data:
Organization: Structured Data is well organized; therefore, it has the highest level of organization, while
semi-structured data is partially organized; hence the level of organizing is lesser than structured data but
higher than that of unstructured data. Lastly, unstructured data is not organized at all.
Flexibility and Scalability: Structured data is relational database or schema dependent, therefore less flexible
and difficult to scale, while semi-structured data is more flexible and simpler to scale than structured data.
However, unstructured data doesn’t have a schema that makes it most flexible and scalable out of the other
two.
Versioning: Since structured data is based on a relational database, versioning is performed over tuples, rows,
and tables. On the other hand, in semi-structured data tuples or graphs are possible as only a partial database
NC/HND Computing 11
is supported. Lastly, in unstructured data, versioning is likely as a whole data as there’s no support of the
database.
Transaction Management: In structured data, data concurrency is available and, therefore, usually preferred
for the multitasking process. While in semi-structured data transaction gets adapted from DBMS, but still,
data concurrency isn’t available. Lastly, in structured data, neither transaction management nor data
concurrency is present.
Part – 03
(Presentation)Benefits and drawbacks of using application software as a mechanism
for business processing.
Business Process
Figure…01
Figure…02
Application Software
Figure…03
Basic types of Application Software
Figure…04
Where is Application Software used?
Figure…05
Types of Application Software
NC/HND Computing 12
Introduction
This report focus on the result that collected through the research process on business intelligences. The
report discuss about business processes and decision support processes in general, as well as, evaluate the
use of organizational applications and data for these processes. In addition, the report also shown the
result related to the main features of business intelligence and attached with comparing the types of
support for decision-making at different levels (operational, tactical and strategic), as well as the
technology or system that make that possible.
The report divided into two main point, includes:


Discuss business processes and the mechanism used to support business decision-making
Compare the tools and technologies associated with business intelligence functionally
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LO1 Discuss business processes and the mechanism used to support
business decision-making
P1 Examine, using examples the term ‘Business Process’ and ‘Supporting Process’.
The definition of the term ‘Business Process’ and ‘Supporting Processes’
A business process is a set of linked tasks that find their end in providing services or products to
customers. A business process has also been identified as a set of activities and tasks that, once
completed, will accomplish the organization's goals. The process must involve clearly defined
inputs and a single output. These inputs are made up of all factors that contribute (directly or
indirectly) to the added value of the service or product. These factors can be categorized into
management processes, operational processes and business process support.
The management processes govern the activities of a specific organization. The operational
processes form the core business. Supporting processes such as human resources and accounting
are in place to support core business processes.
There are three main types of business process as the following listed:



Management processes – governing the operation of a system. Typical management
processes include corporate governance and strategic management.
Operational processes- forming the core business and create the main value stream.
Typical operating processes are purchasing (invoice process, payment process, risk
management process), production (product assembly process, quality assurance process,
guarantee process maintenance / prevention.), marketing and sales.
Supporting process- supporting the core processes. Examples include accounting, hiring
(start-up process, release process, leave request) and technical support.
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Examples for the term ‘Business Processes’ and ‘Supporting processes’
Example for the term ‘Business Processes’
Figure 1 The example for the term 'Business Processes'- Hospital Management flow
chart.

Step 1: Start the system.

Step 2: The patient enters the ID and requests to enter the system.

Step 3: The system will check the ID with the available database.
o Step 4: If the ID does not match, a message will be required to re-enter the ID or end the
session.
o
Step 5: End of the session.

Step 3: If the ID matches, skip steps 4 and 5 and go to step 6.

Step 6: Confirm that you have entered the correct ID, categorize the request and send it to the
person responsible.

Step 7: Who is responsible for multiplying system requests.

Step 8: Check if the problem can be solved.



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Step 9: If unable to handle,
display
error message
and patient transfer instruction. And go to
step 11.
Step 10: If possible, proceed and return the report. Then skip to step 11.
Step 11: End the session.
Example for the term ‘Supporting Process’
Figure 2 The example for 'Supporting Processes'- The Hospital Manegement flow chart.










Step 1: Boot the system.
Step 2: The patient enters the ID and requests to enter the system.
Step 3: The system will check the ID with the available database.
Step 4: The system requires access to the hospital's patient database.
Step 5: The system responds and allows the comparison program to compare the entered
IDs with the database.
Step 6: If the ID does not match, it will move to step 10 (set chat box and end event).
Step 7: If the ID matches, it will update the information and new requests into the
database.
Step 8: Confirm the request and forward the request to the appropriate implementation
department.
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Step 9: Bring the chatDownloaded
box and
end the task, move to step 10.
Step 10: The patient receives the message and then he will end the session.
Business Processes
Supporting Process
Business processes occur at all levels
of the organization and may or may not
be visible to customers
Similar in different types of
organizations, support processes are
often more complex and complex in
larger companies, have more
participants, and have a high
organizational structure.
A process diagram or work in logical
linked steps
The process can be manual or
automated ( with the help of the
Characteristics technology to help make it more
accurate)
Help make money decision and create
the value for the customer
It provides a clear and in- depth
understanding of task positions that can
be improved
All new employees to quickly speed up
or find a level that’s suits their activity
throughout the process.
Does not help decision making.
The basic components:
1. Database.
2. Models:

Behavioral model


Management science model.
Operation research model.
Support border workers to make
money.
Generate cash and output value for
Ensure business resources in terms
customers.
of quality and quantity.
From raw materials like personal
and business knowledge, => report
Improve customer satisfaction, agility
making => help identity and solve
to respond to market changes quickly.
problems.
Goal
Provide a lot of information. =>
Help make optimal choices.
Increase productivity, efficiency,
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create a comparative advantage,
with an optimal choice of
technology, processes and
investment planning or logistics
segment.
Figure 3 The key attribute and goal of the term ‘Business Process’ and ‘Supporting
Help make decisions.
LO2 Compare the tools and technologies associated with business
intelligence functionally
P2 Compare the types of support available for business decision-making at varying
levels within an organization.
Figure 4 Pyramid Diagram of Organizational levels and information requirements. (99,
n.d.)
The Figure 4, shown the various levels of a typical organization, basic on this pyramid diagram
to compare the difference (includes: factor, task, type of decision, support) of three main levels
of business organization, we collected the results shown as the following table:
Factor
Task
Operational
Tactical management:
management
Employee: cashiers at a Middle-level
managers, heads of
point of sale, bank
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hospital, customer care supervisors, etc.
staff, etc.
conduct daily business
Control the operation
transactions
of the operating level
Strategic
management
Most senior level in
an organization,
director
Long-term planning
for organizations
Type of decision
Support
Structured decisions
Semi-structured
Unstructured
decisions
decisions
Based on rules and
Based on instructions
Based on information
guidelines (summarized or judgment calls
from tactical
from raw materials and
management and
business experience)
external data
Table 1 The different among three level of an organization.
About the Information Systems field, to compare at varying level, we rely on the following
pyramid diagram
Figure 5 Types of information system. (Anon., n.d.)
According the Figure 5, we give the following comparison table:
User
Task
Transaction
Management
Processing
Information
System (TPS) System (MIS)
Operational
Tactical
management
managers
Decision
Support
System (DSS)
Strategic
management
Expert system
(ES)
Strategic
management,
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Record day to Monitor the
Provide
Use artificial
day business
organization's solutions to
intelligence
transactions
current
problems that techniques to
of the
performance
are unique and solve common
organization
status.
problems
Executive
information
System(EIS)
Strategic
management
Facilitate,
support
information to
make
decisions
Decision
Structured
Semidata, highly
structured
structured and decision
routine
Handling
Manage
operations
using
information
and process
them
Routine
algorithms
(aggregate,
compare and
summarizes
the results)
Input
Information
about daily
transactions
Information
from output of
TPS
Output
The
information is
very detailed.
(Input of
MIS)
change
frequently.
Support of
semi
structured and
unstructured
decisions
(structured
decisions can
be automated)
Sophisticated
mathematical
models,
statistical
techniques
(probability,
predictive
modeling,
etc.)
Internal
systems
(transaction
processing
systems,
management
information
systems),
external
systems.
Solutions are
interactive
There is no
substitute
effect, only
nature
supports
professionals
Support
information
and decisionmaking
process
Humancontrolled
computer
systems or
programs
Encapsulate
company data
and provide
sales
performance
or statistics
tables
Rules and data
from an expert
or through
open questions
Company
data, sales
performance,
market
research
statistics
Report
Format to
(information)
display in
for tactical
computers to
managers use
be used
to monitor,
(support for
control and
humans)
predict future
performance
(makeDocument
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structured
decision).
Information
inside and
outside the
company
meets the
organization's
strategic
objectives
From the definitions and characteristics of the positions in a company above, we
have drawn three main points:
Firstly, the action determines the highest employee frequency but only the
decisions of activities that do not completely affect the project as well as the
company (limited by the wrong decision leads to serious impacts on project and
company).
Next, the component decides the frequency of Staff Management is lower but their
decision is based on the recommendations that have been selected by the employee
and they need to make a decision based on their own capacity and take
responsibility for Work results. The decision of the manager is bigger and more
important, it can affect the project's performance and calculate the success or
failure of the current project.
In the end, the frequency components can at least make decisions but also the
biggest influence that the Director. They were given the company's strategic plan
based on efficiency and data from the lower divisions. Their decisions are often at
the micro-level and have a decisive influence on the future direction of the
company and the success or failure of a company.
Based on three main point that we mentioned, we set out a chart to shown the
frequency and influence of decision- making within the organization level.
The chart shows the frequency and influence of
decision- making at the organization level
100%
80%
60%
40%
20%
0%
Employee
Manager
Director
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Decision
Impact
Figure 6 The frequency and influence of decision-making within the organization
level.