Supporting Decision Making Chapter 11 Information Systems Management

Supporting Decision Making Chapter 11 Information Systems Management In Practice 6 E Mc. Nurlin & Sprague

Introduction A Problem-Solving Scenario 2

Technologies for Decision Making v Decision Support Systems (DSS) Ø Architecture 3

Technologies for Decision Making Ø CASE EXAMPLE: Ore-Ida Foods Ø CASE EXAMPLE: A Major Services Company 4

Technologies for Decision Making v Data Mining Ø CASE EXAMPLE: Harrah’s Entertainment 5

Technologies for Decision Making v Executive Information Systems Ø CASE EXAMPLE: Xerox Corporation 6

Technologies for Decision Making v Executive Information Systems Ø Doing It Wrong Ø Why Install an EIS? Ø What Should the EIS Do? 7

Technologies for Decision Making v Expert Systems Ø Definition 8

Technologies for Decision Making v Knowledge Representation 1. Cases 2. Neural Networks 3. Rules Ø CASE EXAMPLE: American Express 9

Technologies for Decision Making v Degree of Expertise 1. Assistant 2. Colleague 3. Expert 10

Toward the Real-Time Enterprise v Enterprise Nervous Systems v Straight-Through Processing v Real-Time CRM v Communicating Objects 11

Toward the Real-Time Enterprise v Enterprise Nervous Systems v Straight-Through Processing v Real-Time CRM v Communicating Objects 12

Toward the Real-Time Enterprise v Enterprise Nervous Systems v Straight-Through Processing v Real-Time CRM v Communicating Objects 13

Toward the Real-Time Enterprise v Enterprise Nervous Systems v Straight-Through Processing v Real-Time CRM v Communicating Objects 14

Toward the Real-Time Enterprise v Enterprise Nervous Systems v Straight-Through Processing v Real-Time CRM v Communicating Objects 15

Toward the Real-Time Enterprise v Moderating the Dark Side of Real-Time Ø CASE EXAMPLE: General Electric 16

Conclusion The Good, Bad, and Ugly of Technology 17