การบูรณาการสารสนเทศทร ัพยากร
และสงิ่ แวดล้อม
พ.อ. ดร. กนก วีรวงศ ์
และ
ดร. พรเทพ อนุสสรนิตส
ิ าร
มหาวิทยาล ัยเกษตรศาสตร์
1
ข ้อมูลสารสนเทศคืออะไร

ั พันธ์กน
ชุดข ้อมูลทีม
่ ค
ี วามสม
ั ทีถ
่ ก
ู เก็บ วิเคราะห์
ิ ใจใน
สงั เคราะห์ และแจกจ่ายเพือ
่ สนั บสนุนการตัดสน
การดาเนินการขององค์กร
(Rockart & Short, Sloan management review, 1989)
Information system
Data


Information
ข้อมูล (Data): ชุดข ้อมูลดิบทีแ
่ สดงให ้เห็นถึงสภาพของ
เหตุการณ์
ข้อมูลสารสนเทศ (Information): กลุม
่ ของข ้อมูลทีแ
่ สดง
้ ้าใจถึงสถานะการณ์และสามารถ
อยูใ่ นรูปแบบทีช
่ ว่ ยให ้ผู ้ใชเข
ิ ใจได ้ดีขน
ตัดสน
ึ้
2
ตัวอย่าง: ข ้อมูลจากสายการผลิต
ข้ อมูลดิบ
ข้อมูลสารสนเทศ
101 GearAX-273 240.5 100
183 GearAX-117 200.0 50
205 ShaftTY-A01 1050.7 100
165 BoxTY-AB1 155.2 150
ITEM DESCRIPTION Customer ID Cust. Name
.
.
.
.
101
GearAX-273
TODAY SHIPPED
1,050
C0211
ACE Assy.
YTD SHIP
245,000
ข ้อมูลดิบได ้ถูกประมวลผลทีอ
่ ยูใ่ นรูปทีม
่ น
ี ัยยะสาคัญ อาทิ YTD (ยอดขาย
ทัง้ หมด 1 ปี จากปั จจุบน
ั )
3
ระบบสารสนเทศเป็นมากกว่า…..
ระบบคอมพิวเตอร์
People
Structure
Operating procedures
Politics
Cultures
ORGANIZATIONS
TECHNOLOGY
Hardware
Software
Storage tech.
Communication tech.
INFORMATION
SYSTEMS
MANAGEMENT
Senior manager
Middle manager
Operational manager
Strategy
Policy
4
พัฒนาการของระบบสารสนเทศ

กรอบการดาเนินการทีเ่ กีย
่ วข ้องกับองค์กรขยายตัวไป
ื่ มโยงต่อองค์กรต่างๆ
เรือ
่ ยๆ และสนั บสนุนการเชอ
Source: Management Information Systems, 8th Edition, Laudon & Laudon, 2004
Supplier’s
supplier
Suppliers
= physical flow
Factory
Distributors
= information flow
Customer
5
พัฒนาการของระบบสารสนเทศ

Increasing interdependence between organizations
and information systems

Changes in strategy, rules, and procedures
increasingly require change in hardware, software,
databases, and telecommunications
Business
strategy
Rules
Procedures
Databases
interdependence
Software
Hardware
Telecom.
6
Types of information systems
 Organization can be viewed in 3 major areas:
1) Strategic 2) Knowledge 3) Operations
Source: Management Information Systems, 8th Edition, Laudon & Laudon, 2004
7
Transaction Processing Systems (TPS):


Basic business systems that serve the operational level
A computerized system that performs and records the daily
routine transactions necessary to the conduct of the
business
8
Knowledge Work Systems (KWS)

Knowledge level





Inputs: Design specs
Processing: Modeling
Outputs: Designs, graphics
Users: Technical staff and professionals
Example: Engineering work station
9
Management Information System (MIS)


Management level
 Inputs: High volume data
 Processing: Simple models
 Outputs: Summary reports
 Users: Middle managers
Example: Annual budgeting





Structured and semistructured decisions
Report control oriented
Past and present data
Internal orientation
Lengthy design process
10
Decision Support System (DSS)


Management level
 Inputs: Low volume data
 Processing: Interactive
 Outputs: Decision analysis
 Users: Professionals, staff
Example: Product tracking
11
DSS example
Contract cost analysis
12
Decision making process &
Information systems
MIS, ESS
DSS
TPS
DSS
MIS
13
Data Warehouse in Enterprise system
 Improved and easy accessibility to information
 Ability to model and remodel the data
14
Data warehouse & its components
 Supports reporting and query tools
 Stores current and historical data
 Consolidates data for management
analysis and decision making
15
Business Intelligence
Business intelligence (BI) is a broad category of applications
and techniques for gathering, storing, analyzing and providing
access to data. It help’s enterprise users make better business
and strategic decisions. Major applications include the activities
of query and reporting, online analytical processing (OLAP),
DSS, data mining, forecasting and statistical analysis.

Business intelligence includes:

outputs such as financial modeling and budgeting

resource allocation

coupons and sales promotions

Seasonality trends

Benchmarking (business performance)

competitive intelligence.
16
Business Intelligence
Continued
How It Works.
17
What BI is Not

BI is not a silver bullet



It will not lower your IT costs
It will not allow you to cut resource
requirements
It will not fix bad data models, poor system
design or data problems
18
BI Implementation Challenges

Getting data into a warehouse is only half
of the equation




complete solution for data flow mgmt
simple navigation (what data & where?)
tools for access & manipulation
representation
19
BI Implementation Challenges






What is the quality of the data in the BI?
What are the definitions of the data elements?
How current should the data be?
How can you correlate BI data to operational
data?
What is the physical size of a BI?
What hw/sw should be used?
20
Business Activity Monitoring Systems
(BAM)


Real time systems monitoring specific facility
Detects opportunities, problems, and threats




Benefits



Modeling function for solutions
Collaboration
Fast response
Recognizing and responding to events
Allows for quick resolution
Issues



Senior management support
Change in business processes
Requires identification of CSFs and proper analytical
techniques
21
Translating data into decision
Information
Knowledge
Insight
Data
Actions
Decision
22
Enterprise Dashboards
Everyone knows that we cannot manage
what you cannot measure.
However, that you cannot manage well
what you cannot monitor
23
Evolution of data reporting
EPM = Enterprise performance
Management
BAM = Business Activity
Monitoring
24
Dashboard concept


A concept driven from
aircraft & automobile
to enterprise
It is used to monitor
and drive a complex
independent system
Manager, like pilots, need instrumentation about many aspects of
their environment and performance to monitor the journey toward
excellent future outcomes (Kaplan & Norton, 1996)
25
ตัวอย่างของ MOC
26
ตัวอย่าง War room

Operation Room (คิดว่าดีกว่า)
27
Dashboard design concept

SMART





Synergetic: must be ergonomically and visually
effective for user
Monitor KPIs: must display critical KPIs required for
decision making
Accurate: Info must be entirely accurate in order to
gain user confidence
Responsive: must respond (alert) to predefined
threshold to draw immediate user attention (e.g.
alarm, e-mail, SMS etc.)
Timely: must display the most current info. possible
for making effective decison
28
Dashboard design concept

IMPACT






Interactive: allow user to drill down and get
to detail, root causes and more
More data history: allow user to review
historical trend and pattern for a given KPIs
Personalized
Analytical: what-if analysis, Forecasting etc.
Collaborative
Trackability: allow each user to customize the
KPIs or any info. he/she would like to track
29
Example: Interactive & analytical
Profitability analysis (Source: www.xcelsius.com/Examples)
30
Ex: Decision Model
31
Ex: Decision Model
32
Common dashboard misperception

For senior executive only (Wrong!)


Everyone in organization making decision
(should be better decision)
For report distribution only (Wrong!)


Instant info
Real time analytical info
33
Develop enterprise dashboard

Development of dashboard should be
mapped along the answers to the
following three questions



What information?  KPIs
For whom?  Personalized view
How to present?  Design
34
Element of KPI


Theses elements together
define scope and
illuminate the different
facets of a particular KPI
Information of these
element needs to be
complied in order to get a
clear picture of each KPI
35
Data sources (1 of 4 KPI elements)
EDW: Enterprise dataware house, CRM: Customer relationship Management,
ERP: Enterprise resource planning e.g SAP/R3
36
Granularity


(1 of 4 KPI elements)
Granularity set the
levels of calculations
required for each
KPIs
Basic dimensions of
KPI:



Time
Geography
Products
37
Example: Multinational Automotive Company
Gross Revenue (GR): A very common KPI that is required across every
granular combination of the three basic dimensions within an organization.
Some possible grains for this KPI are:
KPI
Time
Geography
Product
GR
YTD (Year-to-Date)
Worldwide
Company Total
GR
Current Month
Worldwide
Company Total
GR
Latest Week
Worldwide
Company Total
GR
YTD
USA
Company Total
GR
YTD
USA
SUVs Total
GR
YTD
USA
Trucks Total
GR
YTD
USA
Cars Total
GR
YTD
USA-East
Trucks Total
GR
YTD
USA-East
Cars Total
GR
YTD
USA-East
Brand Series 3 Total
GR
YTD
USA-East
Brand Series 5 Total
38
Example: Customer Service Organization in USA
Percent Resolution (% Res): The percentage of complaints resolved through
customer service personnel, a critical KPI required across all granularity within
the business. Some KPI grains are as follows:
KPI
Time
Geography
Product
%Res
YTD
USA
Company Total
%Res
Current Month
USA
Company Total
%Res
Latest Week
USA
Company Total
%Res
YTD
USA-East
Server Support
%Res
YTD
USA-East
Laptop Support
%Res
YTD
USA-East
PC Support
%Res
YTD
USA-NY
Server Support
%Res
YTD
USA-NY
Laptop Support
%Res
YTD
USA-NY
PC Support
%Res
YTD
NY-NY City
Server Support
%Res
YTD
NY-NY City
Laptop Support
%Res
YTD
NY-NY City
PC Support
39
Calculation



(1 of 4 KPI elements)
Calculation would indicate formula of the
KPIs
The most used calculations of the KPI for
single data source are: sum, average,
percentage, max, min, moving average
etc.
Ratios KPI usually derived from various
data sources:

Percent resolution:

Sum of all successful resoultions x 100 / (sum of
all customer calls)
40
Variance


Variance establishes the comparison benchmark
for each KPI
It has two requirements



Most common references for basis are:



The basis for change
Change calculation
Periodic comparisons: year ago, month ago
Forecast, Operational plan, quota etc.
Common change calculation

Difference, percentage change, Percent point change
41
Framework to map KPI
KPI
Data Source
Name
Report
Universe/Cube
Calculation
Formula
Additive
Granularity
Database
Other
Variance
Basis
Calculation
Time
Geography
Threshold
Lower
Middle
Product
Alert
Upper
Action
Recipient(s)
42
After KPIs

Thresholds


Alerts


They are parameters set by the organization to
evaluate performance
They are actions once a KPI threshold is
reached, however alerts are not defined for
every threshold boundary
Hierarchies

A organization-specific structure for rollups that
correspond to the management
43
KPI threshold


Knowing the values of KPI
and their variances related to
it still does not give us the
business bottom line: Is it
good, bad or just OK?
KPI thresholds are the units
of information that used by
dashboard to monitor for
EPM (enterprise performance
management) and BAM
(business activity monitoring)
44
Example
45
Example: KPI thresholds

Revenue change






Excellent: over 10% increase for YTD against a year ago
Good: 5-10% increase for YTD against a year ago
OK: 0-5% increase for YTD against a year ago
Poor: up to 5% decrease for YTD against a year ago
Extremely poor: over 5% decrease for YTD against a
year ago
Percentage resolution for customer service




Excellent: over 90% resolution for latest month
Good: 80-90% resolution for latest month
OK: 75-80% resolution for latest month
Poor: below 75% resolution for latest month
46
Alerts




They are actions once a KPI threshold is
reached, however alerts are not defined
for every threshold boundary
They serve as a warning system when
KPI shows poor performance or undesired
trend
Alerts must provide “attention-capturing
action” e.g. alarm, e-mail, SMS etc.
Alerts promote “management by
exception”
47
Example: Alerts
Alert shown on a user screen when KPI thresholds exceed defined parameters
48
Hierarchies


Each of dimensions of granularity has its own
hierarchy
Often, organization have multiple hierarchies
for the same granular dimension


Finance: year, quarter, month
Operations: week and day
49
Example: Multiple hierarchies in geography
50
Example: Multiple hierarchies in product
51
For whom?

Audience
52
How to present?

Design





Layout



Screen graphic & colors
Selection of appropriate chart type
Animation with relevance
Optimal content placement
Screen resolution
Context selection
Navigation


Tab & pivots
Context drill down
53
Example: Enterprise performance dashboard
Courtesy: Business Objects
54
Example: Enterprise performance dashboard
Courtesy: Microstrategy
55
Ex. Divisional dashboard: SCM
56
Human resource dashboard
57
Manufacturing dashboard
58
Conclusion
Senior management
Corporate Strategy
Management
Operations management
Operations
KPIs
Reports/
Dashboards
External
factors
Dashboards are need when speed of information is critical!!!
59