INFORMATION SYSTEMS IN MANAGEMENT IV

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2. THE CHARACTERISTIC OF CORPORATE PERFORMANCE <strong>MANAGEMENT</strong>SOLUTIONSAccording to Gartner Group the main application components of a BPM suiteare as follows [Chandler et al. 2009, p.5-7]:• Budgeting, Planning and Forecasting,• Profitability Modeling and Optimization,• Strategy Management,• Financial Consolidation,• Financial, Statutory and Management Reporting.The general architecture of a BPM solution is presented on the scheme (fig. 3).Budgeting, Planning and Forecasting (BP&F) support the creation of financiallyfocused budgets and plans, and should support the complete budget creation andapproval process with appropriate workflow that enables users to define and controlthe flow of budgets, plans and forecasts for review and approval. BP&F applicationsprovide links to strategy maps in scorecard applications which are used forstrategic initiatives and goals monitoring. This is due to internal integration of allCPM applications which are based on a common database (usually datawarehouse).Profitability modeling and optimization modules support implementation ofdetailed costing and profitability models and analysis, what is necessary for marginsimprovement. The applications often use activity-based costing (ABC) andactivity-based management (ABM) as the methodology to develop sophisticatedcost and profitability analytical models. The ABM applications provide variousmeasures, which are used for performance evaluation in Balanced Scorecard.Financial Consolidation applications let organizations reconcile, consolidate,summarize and aggregate financial data based on different accounting standardsand federal regulations.Financial, Statutory and Management Reporting module supports both reportingof statutory financial information and management reporting. Statutoryfinancial reporting must meet specific disclosure rules, such as U.S. GAAP (generallyaccepted accounting principles) or International Financial Reporting Standards(IFRS). The management reports are used by executives at corporate and businessunit levels to manage and explain financial performance. The reportingapplications are strongly integrated with dashboards and scorecard applications,and use specific visualization techniques, such as decision trees, heat maps, andhyperbolic trees.20
Figure 3. Business Performance Management solution architecture.User experience – Access via Corporate PortalDashboards Scorecards Strategy mapsOn-line Analytical ProcessingDiagramsSpreadsheetsAnalysesBusiness Performance Solutions componentsFinancial Reportingand ConsolidationPlanning, Budgetingand ForecastingStrategy and PerformanceMeasurementCost and ProfitabilityManagementConfiguration tools for processes and business modelsBusiness Intelligence platformData WarehouseIntegration tools (ETL – Extraction, Transformation, Load)DataOn-Line Transactional Systems (e.g. ERP, CRM, SCM)Source: Own preparation.Strategy management applications are essential for managing business strategies.They provide a platform for definition and implementation of strategies at anylevel, from departments to business lines and throughout the company. The applicationssupport strategic planning, modeling and monitoring to improve corporateperformance, accelerate management decision making and facilitate collaboration.21
Page 1 and 2: WARSAW UNIVERSITY OF LIFE SCIENCES
Page 3 and 4: PREFACEThe role of the various info
Page 5: TABLE OF CONTENTSBECKER J.COMPARATI
Page 8 and 9: 2. THE METHODOLOGY OF THE OBJECT OR
Page 10 and 11: Gentleware [Gentleware, Poseidon…
Page 12 and 13: The first category of the comparati
Page 14 and 15: 5. CONCLUSIONSCalculated weighted s
Page 16 and 17: 14. Kaczmarski K. (2003), Extreme p
Page 18 and 19: Figure 1. Development of controllin
Page 22 and 23: They support formal strategy manage
Page 24 and 25: SAS Strategy Performance Management
Page 26 and 27: 4. CONCLUSIONDespite the fact that
Page 28 and 29: LOGISTICS IN INFORMATION SYSTEMSKrz
Page 30 and 31: work required to move and position
Page 32 and 33: Today the information flow within t
Page 34 and 35: ponents, store them, transport them
Page 36 and 37: tions depend on the type of operati
Page 38 and 39: members of the project can easily s
Page 40 and 41: Figure 4 Evolution of ERP.Source: O
Page 42 and 43: ments planning, and the execution s
Page 44 and 45: company to fulfill customer needs),
Page 46 and 47: DATA WAREHOUSE DESIGNWłodzimierz K
Page 48 and 49: In the upper layer local data wareh
Page 50 and 51: In the top-down design data warehou
Page 52 and 53: Processes should form a hierarchy a
Page 54 and 55: Oracle Warehouse Builder (OWB) is a
Page 56 and 57: BUSINESS INTELLIGENCE SYSTEMS - IMP
Page 58 and 59: a. Primary purpose of operational s
Page 60 and 61: a. Multiple data marts and warehous
Page 62 and 63: 5. THE BI SYSTEM COSTIn this chapte
Page 64 and 65: BUSINESS PROCESS MODELING - METHODS
Page 66 and 67: The (Rational) Unified Process is o
Page 68 and 69: was to be designed user-friendly fo
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architects and software engineers t
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THE SELECTION PHASE IN DECISION MAK
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Figure 1. Decision support system f
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decision levels.Most of the transpo
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Figure 4. The fuzzy expert system a
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5. CONCLUSIONSThe proposed system s
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XML namespaces, XML Schema, XQuery,
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SELECT XMLQuery('XQuery' PASSING XM
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Table 2. Results of Example 2.40000
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Table 5. Results of Example 5.40000
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8. XML Feeds of Current Weather Con
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2. STORAGE OF NATIVE XML DATAThere
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• a path index, which indexes the
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tional data is not very difficult i
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One of possibility of integration o
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DATA COMLETNESS ESTIMATION INMANAGE
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tion. Completeness level of a given
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Figure 1. Data volume observed duri
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Table 3. Classification matrix for
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INFORMATION SYSTEMS IN MANAGEMENT IV

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