...Bertrand Cariou, Charles Hughes 04/15/2014 Informatica Data Integration Hub Solution Overview Challenges With Integrating Data Demo Roadmap What is a CIO’s Typical Concern? Where is the most time and money spent today? KTLO 80% Innovation KTLO KTLO Managing Applications 40 % Managing Applications Innovation Innovation Lifecycle of the Hairball Cloud Technologies ERP Finance Sales ODS Complex Transformation XML, JSON Flat files Logs CRM EDW Industry Standards Data Marts CSV Time Consuming Costly People & Process EDI Who Cares? Impact Across the Organization is Different Business Office Inconsistence Data Quality erodes trust in the data Which data can I trust? Technology Office Redundant interfaces increase complexity and unnecessarily tax source systems How can I manage interface more efficiently? Compliance Office Lack of visibility where it originates and how consumed and transformed How do I meet regulatory compliance ? Future Information Architecture Desired End-state Transactional ERP Operational Sales ODS Future ODS Analytical Cloud Conformed CRM DataDIH Integration Hub ODS Future ODS Future ODS EDW Staging Finance EDI XML Data Marts End-to-End Metadata Visibility Data Integration Hub Capabilities & Value Data Integration Hub Monitoring & Control Interaction Management Data Management Persistence Capability Publish/Subscribe Integration...
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...Data Management y la Sociedad de la Información Actividad de Investigación Herramientas MDM a) Informatica MDM (formerly Siperian) b) IBM -InfoSphere MDM Server (formerly DWL and Trigo) -Initiate Master Data Service (formerly Initiate) c) Oracle -Customer, Product, Supplier, and Site Hubs (mix of Oracle and Siebel) -Data Relationship Management (formerly Hyperion) *El escenario que se tiene que dar para contar con una herramienta MDM es que el Negocio se enfoque en nuevas oportunidades de negocio así como mejorar en sus procesos y esto se da por ejemplo a partir de la visión estratégica del Negocio. Ejemplo Departamento de Marketing quiere lanzar una nueva campaña para ofrecer un producto A mediante la comprensión de un determinado segmento de clientes clave aprovechando el CRM de la empresa. En tal sentido el equipo de TI encuentran algunas duplicidades de registros, etc. Por tanto la empresa no puede correr con el marketing. Aquí es donde entraría la estrategia de implantar un MDM, el cual ayuda a que se busque la información en todos los silos de información que se tengan (CRM, ERP, etc.) y se presente una simple vista unificada del cliente necesaria para construir un marketing efectivo. 2. Si pondría las BD de DWH en Alta Disponibilidad por qué podría hacer Análisis de datos históricos en todo momento, con lo cual podría tomar decisiones respecto a los datos analizados. Operaciones de TI La alta disponibilidad de la BD minimiza u oculta a...
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...Data Management y la Sociedad de la Información Actividad 1: Investigar y responder a los planteamientos solicitados. Valor: 30% de la Calificación General (7,5% c/u) 1. Investigue y mencione 3 herramientas especializadas para la Gestión de Datos Maestros (MDM). Luego, a partir de un análisis sobre las funcionalidades de estas soluciones MDM: ¿Bajo qué escenario de Negocio y/o TI ubica la necesidad de contar con una Herramienta MDM y explique muy brevemente por qué? Herramientas MDM Oracle Master Data Management (http://www.oracle.com/lad/products/applications/master-datamanagement/overview/index.html) TIBCO® MDM 9.0 (http://www.fr.tibco.com/products/automation/master-data-management/mdm) InfoSphere Master Data Management Enterprise Edition (http://www03.ibm.com/software/products/en/infomastdatamanaenteedit/?S_TACT=M161079W) MDM sirve para todo tipo de empresas tanto grandes como pymes. Esta metodología de gestión de datos maestros se está haciendo cada vez más común con el avance tecnológico. Empresas donde la información se encuentra dispersa en diferentes sistemas son candidatas para implementarlo, dado que necesita que se unifiquen los datos maestros. MDM tiene como objetivo garantizar que no se usen diferentes versiones de datos maestros en diferentes sistemas. Nos va a ayudar a tener la información de datos maestros centralizada. Como ejemplo puedo citar la última llamada que recibí de mi banco ofreciéndome la tarjeta de crédito que ya poseía. Esto...
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...DRM, FDM, ODI…OMG Which Tool Do I Use? Edward Roske eroske@interrel.com BLOG: LookSmarter.blogspot.com WEBSITE: www.interrel.com TWITTER: ERoske Introduction to EPM Architect: Cheaper…Faster…Better Edward Roske eroske@interrel.com BLOG: LookSmarter.blogspot.com WEBSITE: www.interrel.com TWITTER: ERoske Thinking Outside the Cube: NonFinancial Applications of Oracle Essbase Edward Roske eroske@interrel.com BLOG: LookSmarter.blogspot.com WEBSITE: www.interrel.com TWITTER: ERoske About interRel Reigning Oracle Titan Award winner – EPM & BI Solution of the year 2008 Oracle EPM Excellence Award 2009 Oracle EPM/BI Innovation Award One of the fastest growing companies in the world (Inc. Magazine, ‟08 & ‟09 & „10) Two Hyperion Oracle ACE Directors and one Oracle Ace Founding Hyperion Platinum Partner; now Oracle Platinum Partner Focused exclusively on Oracle Hyperion EPM software Consulting Training Infrastructure and Installation Support Software sales 4 7 Hyperion Books Available: Essbase (7): Complete Guide Essbase System 9: Complete Guide Essbase System 9: End User Guide Smart View 11: End User Guide Essbase 11: Admin Guide Planning: End Users Guide Planning: Administrators To order, check out www.LuLu.com •5 •Copy right © 2007, Hy perion. All rights reserv ed. Select interRel Customers 6 Abstract DRM, FDM (or is it FDQM), ODI, ERPI, EPMA…thanks, Oracle, for all of these tools but which tool...
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...Agenda: A. Introduction B. ERP 1. What is ERP ? 2. ERP Modules & Components 3. Available ERP Tools 4. How to Choose an ERP Software ? 5. Future of ERP 6. Comparisons and Surveys 7. Demos & case studies ERP Mind Mapping Managers & Stakeholders Reporting Applications Sales Force & Customer Service Reps Back-Office Admins & Workers Financial Applications Sales & Delivery Applications Centralized Database Manufacturing Applications Service Applications Inventory & Supply Applications Human Resources Management Apps Customers Employees Suppliers Architecture of ERP ERP Modules Finance Human Resources Inventory Management Project Management & Planning Quality Management Sales Management Purchase Management E-Commerce CustomerRelationship Management Document Management SupplierRelationship Management Risk Management Production Planning & Controlling Knowledge Management Business Intelligence ERP Challenges High Cost Implementation Time ERP Package Selection Consulting Fees Customizations ERP Challenges Business Process Reengineering Custom Reports Security Change In Organization Requirements Integration with Other Data Sources Integration with Other Applications Integration with Legacy Systems Total Cost Implementation Time Project Facotrs Benefits Risks Goal & Vision Fit Strategic Fitness Local Environmental Requirements System Factors Reliability & Quality User Friendliness...
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...SAP NetWeaver ® ™ FOR DUMmIES ‰ by Dan Woods and Jeff Word SAP NetWeaver ® ™ FOR DUMmIES ‰ by Dan Woods and Jeff Word SAP® NetWeaver™ For Dummies® Published by Wiley Publishing, Inc. 111 River Street Hoboken, NJ 07030-5774 Copyright © 2004 by Wiley Publishing, Inc., Indianapolis, Indiana Published by Wiley Publishing, Inc., Indianapolis, Indiana Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600. Requests to the Publisher for permission should be addressed to the Legal Department, Wiley Publishing, Inc., 10475 Crosspoint Blvd., Indianapolis, IN 46256, (317) 572-3447, fax (317) 572-4447, e-mail: permcoordinator@ wiley.com. Trademarks: Wiley, the Wiley Publishing logo, For Dummies, the Dummies Man logo, A Reference for the Rest of Us!, The Dummies Way, Dummies Daily, The Fun and Easy Way, Dummies.com, and related trade dress are trademarks or registered trademarks of John Wiley & Sons, Inc. and/or its affiliates in the United States...
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...Decision Support Systems The material has been prepared by considering the prescribed textbook, internet and assignments given by the students (BBM 2011-2014 Batch). The material can be further improved by adding more insightful examples and explanation. The material may not be exhaustive and should be taken as a guide to help in better learning of the subject. ALL THE BEST Unit – I: 1. What is DSS? Explain the Characteristics, Benefits and Limitations of DSS. Definition: A decision support systems is a system under the control of one or more decision makers that assist in the activity of decision making by providing set of tools intended to impose structure to the decision making situation and improve the effectiveness of the decision outcome. Characteristics of DSS: * Employed in semistructured or unstructured decision contexts * Intended to support decision makers rather than replace them * Supports all phases of the decision-making process * Focuses on effectiveness of the process rather than efficiency * Is under control of the DSS user * Uses underlying data and models * Facilitates learning on the part of the decision maker * Is interactive and user-friendly * Is generally developed using an evolutionary, iterative process * Can support multiple independent or interdependent decisions * Supports individual, group or team-based decision-making Situation of Certainty Structured Unstructured Situation...
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...May 26, 2016 11:29:45 PM EDT 22 minutes ago Harinadha Reddy Pulimi Week -3 Discussion Board COLLAPSE message_frame.jsp Hi Class In this week of discussion board, after referring all the online and offline documents, I would like to discuss about the given questions meticulously. Why would a CEO care about the single version of the truth? Describe at least one specific reason why companies struggle to achieve it? Provide one article to support your findings/conclusions? Dependable particular contemporary quadruplicate Chief Executive Officers assert their statement comprise effective propaganda they demand, in addition, just 13 percent of employment pioneers express their proclamation prevail constantly cutting edge, as appeared by a study by cloud-based power association strategies power Domo and Business Intelligence .A examination of more than 300 business pioneers, including 197 Chief Executive Officers and affiliation heads, discovered business pros think their affiliations need mind blowing mechanical gatherings for information driven fundamental activity, and that they are hampered by a failure to get to accommodating, proper information. The study, "What Business Leaders Hate about Big Data," found that choose 7 percent of supervisors say their reports can oblige their connection's making volume of information, and only 9 percent trust their reports show a solitary kind of the truth. The report in like way found that the most for the most part saw information...
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...SAP Modules List: Introduction to SAP and the different types of modules First, let’s get down to the basics. SAP AG is a German company that makes business management software for enterprise level businesses. SAP AG is one of the largest software companies in the world and stands for “systems, applications, and products in data processing”. SAP AG provides end to end solutions for several business applications including manufacturing, logistics, accounting, and distribution. They are best known for their SAP ERP (enterprise resource planning) software, SAP BW (data warehouse product), SAP Business Objects software, and SAP HANA, (high performance analytic appliance). If you are interested in learning more about SAP HANA, we suggest taking this class on the basics that will introduce you to SAP HANA Studio, Reporting using BI 4.0, SAP HANA Architecture, SAP HANA Administration, and SAP HANA Modeling. SAP AG is an innovative company because each of its solutions (aka modules) is integrated with all of their other modules. There is an incredible number of SAP modules available on the market. The SAP modules are divided into three main groups, functional modules, technical modules, and industry specific modules. The following is a list of the most popular SAP modules. FUNCTIONAL MODULES * SAP APO module – Advanced Planner Optimizer * SAP CO module – Controlling * SAP CRM module – Customer Relationship Management * SAP CS module – Customer Service *...
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...Stodder , D . ( 2012 ) . Customer analytics in the age of social media : TDWI best practices report Cary : SAS Institute . (039032) T DW I R E S E A R C H T DW I BE S T P R AC T ICE S RE P O R T THIRD QUARTER 2012 CUSTOMER ANALYTICS IN THE AGE OF SOCIAL MEDIA By David Stodder CO-SPONSORED BY tdwi.org Third QUArTEr 2012 TDWI besT pracTIces reporT CuSToMEr A n A ly T IC S In T HE AGE of SoCI A l MEdI A By David Stodder Table of Contents Executive Summary Research Methodology and Demographics 3 4 5 Customer Analytics and the Social Media Frontier Stepping into the Age of Social Media . . . . . . . . . . . . . . . . . .6 The Importance of Customer Analytics . . . . . . . . . . . . . . . . . .7 Benefits and Barriers to Implementation 10 Business Benefits Sought from Customer Analytics . . . . . . . . . . 10 Barriers to Adoption of Customer Analytics . . . . . . . . . . . . . . 12 role of Analytics in Increasing Marketing roI . . . . . . . . . . . . . 13 Analytics Tools, Data Sources, and Techniques 17 BI, olAP, and data discovery for Customer Analytics . . . . . . . . . 18 In-Memory Computing for More rapid discovery Analysis . . . . . . . 20 Predictive Analytics, data Mining, and Advanced Statistics Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 filling the role of the data Scientist...
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...SRM UNIVERSITY (Under section 3 of UGC Act, 1956) FACULTY OF MANAGEMENT SCHOOL OF MANAGEMENT MBA FULL TIME CURRICULUM AND SYLLABUS - 2013-14 1 Code MB 13101 MB 13102 MB 13103 MB 13104 MB 13105 MB 13106 SRM University MBA - Revised Curriculum - 2013-14 Semester –I Thinking and Communication Skills (Practical) Accounting for Decision Making Philosophy for Management Economics for Managers Managerial Statistics Managerial Skills (Practical) Semester-II Financial Management Management Information System Marketing Human Resource Management Production And Operation Management Legal Aspects of Business Semester- III Summer Internship (8 weeks)(Practical) Entrepreneurship Strategic Management Business Analytics (Practical) Elective-1 Elective-2 Elective-3 Elective-4 Semester- IV Elective-5 Elective-6 Industrial Elective (Practical) Total Credit L 0 2 3 2 2 0 T 0 4 0 2 4 0 P 4 0 0 0 0 6 C 2 4 3 3 4 3 19 4 3 4 2 4 3 20 2 3 3 2 3 3 3 3 22 3 3 5 11 72 MB 13207 MB 13208 MB 13209 MB 13210 MB 13211 MB 13212 MB 13313 MB 13314 MB 13315 MB 13316 2 2 3 2 3 2 0 2 2 0 2 2 2 2 2 2 0 4 2 2 0 2 2 0 2 2 0 2 2 2 2 2 2 0 0 0 0 0 0 0 4 0 0 4 0 0 0 0 0 0 10 MB 13417 Functional Electives Marketing Finance Systems Human Resource Operations Vertical Electives Pharma Hospitality Enterprise Resource Planning Agriculture Hospital and Health Care Retailing Auto Industry Project Management Media and Communication Banking Financial Service Insurance 2 MB...
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...by which enterprises need to do business, the move to a mobile-enabled world is creating tremendous opportunities for enterprises to leverage mobility as a means of driving high performance and ensuring competitive advantage. Some of the key factors that are driving enterprises to develop mobile strategies are as follows: Rapidly expanding use of mobile devices. The rapid adoption of "smart" mobile devices by both consumers and employees, coupled with the increase in bring your own device (BYOD) in the work environment, is placing significant challenges on enterprises to meet a broader set of requirements. In particular, enterprises face tremendous pressure to support a widening array of application functions (e.g., sales, customer care, ERP, marketing), technology platforms (e.g., native OS, Web OS, mobile enterprise application platform [MEAP], cloud), and devices (e.g., smartphones, smart tablets, smart vehicles). Expanding integration of "mobile" machine-to-machine (M2M) capabilities. The use of M2M capabilities increasingly involves what are essentially mobile devices. Just consider telematics, including vehicle to vehicle (V2V) and fleet management, as well as mobile telehealth applications involving medication and medical care reminders that include the...
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...MAHATMA GANDHI UNIVERSITY KOTTAYAM REGULATION 1. COURSE OBJECTIVES The MG University MBA program is designed with the following objectives: 1. To develop young men and women in to professional managers to manage all sectors of the organized economic activity. 2. To equip the youngsters with conceptual and interpersonal skills and social purpose for managerial decision-making and its execution in real situations. 3. To develop and encourage the entrepreneurial capabilities of young generation to make them effective change agents. 4. To meet the demand for trained and professional people in the country at the top level management of business and industrial organizations in the light of the new economic and industrial policy of the country. 2. COURSE DURATION The MBA (Full Time) programme of Mahatma Gandhi University shall be spread in two years duration with 4 Semesters. Each semester shall comprise of a minimum of 16 instructional weeks of 5 days each of 5 hours a day (total contact hours 400). Continuous Internal Evaluation during the course period and University examination at the end of each semester shall be conducted. There shall be a semester break of 15 days each in addition to the usual Onam, Christmas and summer holidays. 3. ELIGIBILTY FOR ADMISSION 1. A pass in any Bachelor’s Degree Examination of Mahatma Gandhi University or an equivalent degree of any other universities duly recognized by M.G.University with not less than 50% marks in the aggregate for all parts of...
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...CASE: SM-153 DATE: 08/08/06 SAP AG IN 2006: DRIVING CORPORATE TRANSFORMATION Success can be seductive. It can trick us into focusing too rigidly on long-established patterns of thought. That’s why it is often so tempting to recycle yesterday’s ideas to form the guidelines and dogmas of tomorrow. I hope that we can use the right vision and strategy to avoid this trap. ⎯Henning Kagermann, CEO, SAP AG INTRODUCTION On a windy April evening in Walldorf, Germany, Henning Kagermann took a sip of his tea and picked up the 60-page document lying on his desk. Several months earlier, Kagermann, CEO of SAP AG, had tasked his Corporate Strategy Group with preparing a strategic analysis, informally nicknamed the “Sun-Tzu document” in deference to the legendary Chinese general. It outlined the strategic opportunities and challenges that SAP should expect to face between 2006 and 2010, and examined the prevailing forces shaping the enterprise software industry in 2006: technological change, consolidation, and shifting customer needs. Kagermann believed that emerging Internet-based technologies and standards known collectively as “Web services” soon would transform the $79.8 billion enterprise software applications industry, in which SAP held the leading market position.1 Although sales of SAP’s existing products had begun to rebound in 2004 after a multi-year slowdown, Kagermann had committed SAP to deploy new Web services-based technology on a massive scale by the end of 2007. (See Exhibit...
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...Incorrect .1) | Which of the following is NOT a primary function performed by a telecommunications network? | | | | A. | transmission of voice | | B. | network control | | C. | tracking of out-of-service devices (Your Answer) | | D. | transmission of data | | E. | All of the above are primary functions of telecommunication (Correct Answer) | Incorrect | | | Q.2) | Which of the following most accurately describes the INTERFACE function of telecommunications? | | | | A. | checking for errors and putting the communicaiton into a standardized format | | B. | handing interactions between users and the network (Correct Answer) | | C. | keeping track of the status of the network (Your Answer) | | D. | choosing the most efficient path for a message to be sent over the Internet | | E. | changing coding system or speed when moving data between devices on the network | Incorrect | | | Q.3) | Which of the following is NOT a characterisitic of fiber-optic transmission? | | | | A. | faster transmission than twisted pair of wires | | B. | more secure than other media because it does not emit radiation | | C. | requires much less space because the fiber-optic cable is very small in diameter (Your Answer) | | D. | easy to work with the tiny fiber and require much cheaper equipment (Correct Answer) | | E. | not affected by power-line surges or electromagnetic...
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