...IT521 Assignment-Unit Three Kaplan University IT 521 Unit Three Assignment Abstract Any organization whether commercial, privately owned, non-profit, or governmental in nature can become more efficient and learn from trending information as well as refine their tools to understand metrics. However, it is important to understand that some metrics may not be the only information necessary; otherwise an analysis will only have the factors of trends and not understand the needs to work towards organizational and functional goals. Performance management and measurements go hand-in-hand but understanding the whole picture of how to improve requires an understanding of what each does for decision makers. Part One – New York City’s Citywide Performance Reporting Online System Dashboard With the transition of mayoral officials comes a new and different perspective on how to address governmental management. In the case of New York City mayor Bloomberg decided his understanding of financial business practices had vital applications to his new responsibilities. One of his initiatives was to create the Citywide Performance Reporting (CPR) online system to assist in the annual evaluation of city agencies which created over 1,000 key performance indicators (KPI). These KPIs measured everything from school grades to road maintenance and anything in-between (Turban, Sharda, & Delen, 2011). Major components of CPR were categorized into three areas. First was performance...
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...After several years of misfortune, General Motors (GM) was encouraged to file for bankruptcy. GM had really hit rock bottom. Several of their facilities closed and thousands of jobs were cut. The cause for the bankruptcy was due to years of losses, market shares decreasing, and a breathtaking drop in sales. The bankruptcy forced GM to make some major changes within the organization, (Isidore, 2009). Knowledge Management System A knowledge management system has the ability to enhance several companies, especially GM. GM is a well-known company that has been around for several years. GM can profit from several advantages by using a knowledge management system. Some of those advantages include decreasing cost by eliminating the number of times the company must continuously resolve similar issues, decrease repetition of knowledge-based activities, raise up productivity by making knowledge accessible and user friendly, encourage employee personal growth, and establish aggressive favor in the marketplace, (Delen, Sharda, Turban, 2011, pgs. 509-510). Valuation In 2000, GM was on top of the world and put together a live Knowledge Management (KM) program. Initially, GM had the best of both worlds by having 138 best practice teams and 33 centers of knowledge working collectively with recognizable subject matter experts. The KM program was an outstanding asset for GM. The KM generated over 5000 best practices that affected quality and led to millions in cost avoidance. The KM program...
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...Unit 3: IT521: Decision Support Systems Jessica Brown IT 521 Kaplan University Even the best-organized data will become overwhelming to analyze with vast amounts of data especially for those not adverse in analytics. This was the problem for New York City Mayor’s Management Report (MMR), which offers indicators from city agencies to gauge performance. To solve this problem they decided to develop a Citywide Performance Reporting (CPR) system. The current Mayor of New York in 2008, Michael R. Bloomberg, stated the City was developing a performance measurement tool that would help make the workings of government transparent to all citizens and ensure that city agencies are accountable for their performance.() The CPR will eliminate the mystery about where and what kinds of performance information are available and increases accountability to its customers. The CPR was launched in February 2008 as an pioneering methodology to interactive, transparent performance management. The agencies involved in the implementation of the CPR dashboard were the Mayor’s Office of Operations in consultation with the Department of Information Technology and Telecommunications. CPR identifies where service delivery by more than 40 City agencies is trending in a positive or negative direction in an easy-to-use snapshot format. The following are the incentives of the CRP taken from NYC CPR At-A-Glance: * Tracks performance for the most important "outcome" measures - those directly...
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...Title Allison Ronis Kaplan University IT521-2: Analyze business intelligence systems Background Coors Brewers Ltd., in the United Kingdom is proud to be one of the top beer brands. There are many variables a person has when choosing a beer, taste, mood, venue and occasion. Coors wants to make sure that when a customer chooses which brand to drink they are choosing Coors. The company believes that being creative will bring long-term success and having the ability to determine the changing moods of people and sell beer accordingly will bring in profits. (Turban, Sharda, & Delen, 2011, p. 282, para. 2) One important issue with beer is flavor. Typically, the flavor is determined by test panels. These tests are usually time-consuming. Coors wants to understand the chemical composition of flavors and if they knew that, it would open doors that have not been opened yet. “The relationship between chemical analysis and beer flavor is not clearly understood yet” (Turban, Sharda, & Delen, 2011, p. 282, para. 3). There is data on sensory analysis and chemical composition and Coors needs a way to link them together. The answer was Neural networks. Neural Networks The simplist defination of Neural Networks, more referred to as an ‘Artificial neural network’ (ANN) is defined by Dr. Robert Hecht-Nielsen, as a “computer system made up of a number of simple, highly interconnected processing elements, which process information by their dynamic state response to external inputs” (A Basic...
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...Executive summary The dream of the Strategic Center Firm (SCF) has quickly become a reality. This firm’s objective now includes the building of a decision support structure that supports the following areas: 1. “Formal reporting relationships and procedures” (FLA Grading Rubric, n.d., p. 2) 2. “Managing complex, cooperative interactions among network partners” (FLA Grading Rubric, n.d., p. 2) 3. “Aligning incentives among networked partners to have a reason to stay connected” (FLA Grading Rubric, n.d., p. 2) 4. “Managing the strategic network and controlling its operations” (FLA Grading Rubric, n.d., p. 2) These areas should help catapult your company to the status of a fortune 500 company. We would be known worldwide as one of the companies in America that has what it takes to not only compete in a global market, but be sustainable in a global market. “Fortune magazine takes into account the businesses' growth, as measured by stock earnings and investment returns, assets, revenue and profit when compiling the list.” (Tran, n.d., para. 3) Strategic Outsourcing If order to businesses to remain competitive, they must walk a fine line between costs and quality. Outsourcing plays an intricate part in this process. First off what is outsourcing? “Outsourcing has evolved beyond being viewed as a purely tactical exercise to reduce costs and increase operational efficiencies.” (Singhal, n.d., para. 1) SCF plans on utilizing strategic outsourcing to “adapt flexibly to business...
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...Assignment 1 IT521 Decision Support Systems Kaplan University Introduction Decision support system methodologies have existed for almost 50 years, originating in 1965 (Sprague & Watson, 1993). The evolution of what is now more commonly referred to as decision support, sans the ‘systems,’ began with research by Michael Scott Morton (Sprague & Watson, 1993). Decision support can encompass computer systems, or management information systems (MIS), or just work systems that involve people and processes, and the improvement of everyday operations (Sprague & Watson, 1993). What began as an unstructured science of facilitating organizations to make decisions has evolved into newer concepts called automated decision systems (ADS) (Turban, 2011). Decision support systems are used by organizations to facilitate decision-making by management that is either strategic, tactical or operational (Turban, 2011). Within the decision support systems arena, there are three main types of decision support systems: structured, semi-structured and unstructured. By definition, there are 4 phases that evolve in the identification of determining whether a decision support system is unstructured, semi-structured or structured (Turban, 2011). These phases include intelligence, design, choice and implementation (Turban, 2011). In addition, there are five main types used to facilitate the decision-making process within a decision support system model. These include decisions that are driven...
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