Laurentis relationship with other systems (in other words) island

Laurentis Crowson 
CTS 115 
Fall 2017 
Introduction 
Now/recently, information and knowledge represent the basic wealth of an organization. Businesses/projects try to use this wealth to gain competitive advantage when making importantdecisions. Big-business
software and systems include Business/project useful
thing/valuable supply Planning, Customer Relationship Management, and Supply Chain Management systems. These systems convert and store the data in their (computer
files full of information); therefore, they can be used as a pool of data to support decisions and explore related knowledge. With thepossible
ability to gain competitive advantage when making important decisions, it is very
important to (combine different things together so they work as one
unit) decision support into(the health of the Earth/the
surrounding conditions) of their business/project and work systems. Business intelligence can be deeply
set within/surrounded by and part of these business/projectsystems to get this competitive advantage. 

In the past, Decision-Support Systems were independent systems within an organization and hada weak relationship with other systems (in
other words) island systems. Now, business/projectsystems are the foundation of an organization, and (professionals
or skilled people) design andmay put into use business intelligence as an umbrella idea to create a complete
and thoroughdecision-support (surrounding conditions) for management. Based on the ideas of Change, andthe research carried out on the non-functional needed
things of big-business software andsystems by Jadhav and Sonar, today’s approach to decision support as a separate, individualsystem, such as DSS, has been replaced by a new approach. This new approach creates a (having
different things working together as one unit) decision-support (surrounding
conditions), andtakes the intelligence needed things of business/project systems into
the process of carefully thinking about something. Ka have also discussed the roles of intelligence ways
of doing things toget a successful business (success
plan(s)/way(s) of reaching goals) in business/projectinformation systems. 

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The (process of figuring out the worth, amount, or quality of something) of big-business
softwareand business systems needs/demands models and approaches that think
about/believeintelligence judging requirements, as well as the business/project traditional functional and non-functional needed
things and judging requirements. There have been some limited efforts to(figure
out the worth, amount, or quality of) BUSINESS INTELLIGENCE, but they have alwayscarefully
thought about/believed BUSINESS INTELLIGENCE a system that is (far
apart from others)from other business/project systems. Taking a worldwide view, Designed performance measures, but before their effort, measurement and (process
of figuring out the worth, amount, or quality of something) in the BUSINESS INTELLIGENCE field were restricted to proving the worth andvalue of investment. discussed measuring the effects of BUSINESS INTELLIGENCE systems on thebusiness process, and presented effective methods of measurement. Lin et al.
11 have alsodeveloped a performance (process of
figuring out the worth, amount, or quality of something)model for BUSINESS INTELLIGENCE systems using ANP, but they have also treated as a separatesystem. 

A recent research review 6, which reports a well-thought-out review of published papers about(figuring
out the worth, amount, or quality of) and selecting software packages andbusiness/project systems, ends/decides that there is no complete
and thorough list of judging requirements for this (process
of figuring out the worth, amount, or quality of something). Pastresearch has paid little attention to intelligence judging
requirements and has not createdmodels to (figure
out the worth, amount, or quality of) these judging requirements. Our currentresearch faces/deals
with these needs in the field of (process of
figuring out the worth, amount, or quality of something) of the intelligence of big-business
software and systems. 

However, in the overall view, there are two important issues. First, the core of BUSINESSINTELLIGENCE is the gathering, analysis, and distribution of information. Second, the goal
ofBUSINESS INTELLIGENCE is to support the (related
to a plan to reach a goal) decision-makingprocess. 

By (related to a plan to reach a goal) decisions, we mean decisions related to
put into useation and (process of figuring out the worth, amount, or
quality of something) of organizational vision, mission, goals, and goals with medium to long-term hit/effect on the organization, instead
ofoperational decisions, which are day-to-day in nature and more related to execution 17. 

Bose 18 also describes the managerial view of BUSINESS INTELLIGENCE as a process to get theright information to the right people at the right time, so they can make decisions that (in
the end) improve the performance of the business/project. 

The technical view of BUSINESS INTELLIGENCE usually centers on the processes or computer
programs and technologies for gathering, storing, and carefully
studying data, and for providingaccess to data to help management make better business decisions. Another important (instance
of watching, noticing, or making a statement) in BUSINESS INTELLIGENCE (change
for the better, over time) is that industry leaders are now changing
(from one thing to another) fromoperational BUSINESS INTELLIGENCE of the past to (related
to careful studying or deep thinking)BUSINESS INTELLIGENCE of the future, which focuses on customers, useful
things/valuable supplies, and CAPA Business intelligence, to influence new decisions on an everyday basis. Theyhave put
into use one or more forms of advanced (information-giving
numbers) for meetingthese business needs. Ranjan 19 thinks
about/believes BUSINESS INTELLIGENCE as theconscious carefully
planned change of data from all data sources into new forms to provideinformation that is business-driven and results-oriented. It often includes a mixture of tools, (computer
files full of information), and vendors, to deliver a (basic
equipment needed for a business or society to operate) that not only delivers the
first solution, but also incorporates theCAPA Business intelligence of change with business and the current (place
where people buy things). 

Wu et al. 20 defined BUSINESS INTELLIGENCE as a business management term used to describeapplications and technologies that are used to gather, provide access to, and analyses data andinformation about the organization to help management make better business decisions. Inother words, the purpose of BUSINESS INTELLIGENCE is to provide business systems with (basis
for a lawsuit/something that can be used), decision-support technologies, including traditionaldata warehousing technologies, reporting, (something
made for a particular reason) questioningand OLAP. 

Elbasvir et al. 10 refer to BUSINESS INTELLIGENCE systems as an important group of systemsfor data analysis and reporting, which supports managers at different levels of the organizationwith appropriately-timed, (clearly
connected or related), and trouble-free ways to useinformation, enabling them to make better decisions. They explain that BUSINESS INTELLIGENCEsystems are often put
into use as improvements to widely adopted business/project systems, such as ERP systems. The scale of investment in BUSINESS INTELLIGENCE systems reflects itsgrowing (related
to a plan to reach a goal) importance, highlighting the need for more attentionin research studies 10. 

In some research, BUSINESS INTELLIGENCE is concerned with the (combination
of different things together that work as one unit) and combining
together of raw data into key performanceindicators (KPIs). KPIs represent an extremely
important basis for business decisions in the big
picture of process execution. Therefore, operational processes provide the big
picture for dataanalysis, information (understanding/
explanation), and the appropriate action to be taken 21. 

(not very long ago), Jalon and Lindquist 3 wrote that BUSINESS INTELLIGENCE creates analysesand reports on (popular
things/general ways things are going) in the business (surrounding
conditions) and on internal organizational matters. They explained that analyses may beproduced in
an organized way and regularly, or they may be (something
made for a particular reason), related to a specific decision-making big
picture. Decision makers at differentorganizational levels employ this knowledge. The process results in the generation of bothnumber-based and (word-based) information 
In this study, we follow the system-enabler approach to define BUSINESS INTELLIGENCE. Organizations would have a better decision-support (surrounding
conditions) if they were toimprove their business/project systems with value-added features and abilities
to do things. Following is a review of limited efforts in the past to study the (process
of figuring out the worth, amount, or quality of something) of BUSINESS INTELLIGENCE in business/project systems. 
In research, stated the effectiveness of Business Intelligence tools as enablers of knowledgesharing between workers in the organization. They expressed that BUSINESS INTELLIGENCE doesnot stand (completely
separate from others) from other attempts (to begin something
new) forfully using (for profit) knowledge to drive performance, and they decided
that BUSINESSINTELLIGENCE tools and CAPA Business intelligence laities are necessary in business/projectsystems. 

Lin et al. 11 designed a performance test/evaluation model, and decided
that the (quality of being very close to the truth or true number) of the output, its being
like other people to needed things and its support of organizational (wasting
very little while working or producing something) are the most very
important factors in measuring the effectiveness of a BUSINESSINTELLIGENCE system. They explain
in detail the need of measurement indicators to show theperformance of a BUSINESS INTELLIGENCE system, but did not provide the means to (figure
out the worth, amount, or quality of) the intelligence of the system. 

Lindquist and Portyanki 5 discussed BUSINESS INTELLIGENCE as a set of support processes andstated that most books focuses on giving
a good reason for the value of BUSINESSINTELLIGENCE. This is an important issue when the usefulness of BUSINESS INTELLIGENCE isunder initial (serious
thought/something to think about/respect), and later when there is a needto decide/figure
out if BUSINESS INTELLIGENCE continues to provide valuable results. Theyencouraged (professionals
or skilled people) and (people who work to find information) to startapplying the measurement of BUSINESS INTELLIGENCE to their work. 

Elbasvir et al. 10 developed a new idea, based on an understanding of the (features/
qualities/ traits) of BUSINESS INTELLIGENCE systems in a process-oriented (solid
basic structure on which bigger things can be built). They examined the relationship between the performance of businessprocess and organizational performance, finding big
differences in the strength of theirrelationship in different industrial parts/areas. They ended/decided by stressing the need for abetter understanding of BUSINESS INTELLIGENCE systems through (process
of figuring out the worth, amount, or quality of something). 

Karama et al. 9 discussed the roles of intelligence ways
of doing things in business/projectinformation systems, to get a successful business (success
plan(s)/way(s) of reaching goals). Intelligence ways of doing things are quickly newly
appearing as new tools in informationmanagement systems. They stressed that intelligence ways
of doing things can be used in thedecision process of business/project information systems. They decided
that combination of two things/gas-electric vehicle systems that contain two or more intelligence ways
of doing thingswould be used more in future; therefore, organizations need to take a fancy
(or smart) approachto the (process of figuring out the worth,
amount, or quality of something) of the intelligence oftheir information systems. 

(thinking about/when one thinks about) recent books and related work described above, organizations need models and approaches to (figure
out the worth, amount, or quality of) andtest/evaluate the BUSINESS INTELLIGENCE CAPA Business intelligence lities and abilities of theirwork systems, to (accomplish
or gain with effort) competitive advantage by making the rightdecisions at the right time. In this research, we have identified the (clearly
connected or related)(process of figuring out the worth, amount, or quality of
something) judging requirements andhave created an approach to (figure
out the worth, amount, or quality of) the intelligence ofbusiness/project systems. Articles from journals, (meeting
to discuss things/meeting together)(series of events), doctoral dissertations and textbooks were identified, carefully
studied, andclassified. It was also necessary to search through a wide range of studies from different
fields of study, since many judging requirements are related to the intelligence of a system and todecision support. Therefore, the
extent of/the range of the search was not limited to clearly
stated/particular journals, (meeting to discuss things/meeting
together) (series of events), doctoral dissertations, and textbooks. Management, IT, figuring
out/calculating and IS are somecommon school subjects in BUSINESS INTELLIGENCE research. As
a result, the following onlinejournals, (meeting to discuss
things/meeting together) (computer files full of information) long
speech or story (computer files full of information) and textbooks were searched to provide acomplete
and thorough Business intelligence life story of the target books: ABUSINESSINTELLIGENCE /INFORM (computer
file full of information), ACM Digital Library, Emerald Full text, J Stork, IEEE Xplore, ProQuest Digital Long
speeches or stories, Smart, Science Direct, and Web ofScience. 

Way(s) of doing things of the data collection 

The main targets of the study were (people
who are interested in a project or business) inorganizations, who were involved in decision making and were familiar with BUSINESSINTELLIGENCE and IT tools. Therefore, the main targets of the sampling were CIOs (ChiefInformation Officers), IT Managers, and IT Project Managers, who are involved in IT efforts anddecision making. 

(based on actually seeing things) results and analysis 
Data collection 

The research targets were CIOs (Chief Information Officers), IT Managers and IT ProjectManagers. The number of lists
of questions sent out was 420 and the number returned was 185, which showed a return rate of 44.04%. Of the returned lists
of questions, twenty-six wereincomplete and so threw
out/thrown out, making the number of valid lists
of questions 176, or41.90% of the total number sent out. 

. End/end result 
I believe that this research will enable organizations to make better decisions for designing, selecting, (figuring
out the worth, amount, or quality of), and buying business/project systems, using judging
requirements that help them to create a better decision-support (surrounding
conditions) in their work systems. The main limits of this research include the localization ofinterviewees, differences between the abilities
to do things of business/project systems and thenew
experience of Business ideas in industry. Of course, further research is needed. Oneimportant topic for the future is the design of expert systems (tools) to compare vendorproducts. Another is computer
program of the judging requirements and factors that we haveidentified and defined in an MCDM (solid
basic structure on which bigger things can be built), toselect and rank business/project systems based on BUSINESS INTELLIGENCE (detailed
descriptions of exactly what is required). The complex relationship between these factors and thehappiness
(from meeting a need or reaching a goal) of managers with the decision-makingprocess should also be talked
about in future research.