8/10/2019 Gorry Scott-Morton FW 22

1/22

Decis ion Suppo rt Sys tems

(DSS) and Bus inessIn tel l igence Sys tems (B IS)

8/10/2019 Gorry Scott-Morton FW 22

2/22

DSS and BIS

No un iversal def ini t ion of DSS DSS are interactive computer-based systems which

help decision makers utilize data and models to solveunstructured problemsGorry and Scott Morton(1971)

DSS couple the intellectual resources of individualswith the capabilities of the computer to improve thequality of decisions. It is a computer based supportsystem for management decision makers who dealwith semi-structured problemsKeen and ScottMorton (1978)

DSS is an umbrella term used to describe any andevery computerised system used to support decisionmaking in an organisation

8/10/2019 Gorry Scott-Morton FW 22

3/22

DSS and BIS

Compared to B IS? Recall from Lecture 1 BIS is an information system that provides BI

to business decision makers at different levels

of organisation (operational, tactical, strategic

levels)

BIS is an information system that turns

selected data, information, and/or knowledge

into desired intelligence for business gain(Thierauf, 2001)

8/10/2019 Gorry Scott-Morton FW 22

4/22

Decis ion Suppo rt

Frameworks

8/10/2019 Gorry Scott-Morton FW 22

5/22

IMS3001 BUSINESS INTELLIGENCE SYSTEMS SEM 1 , 2004

Gorry and Scott Mortons framework for

Decision Support

Control

Decision

Operational

Control

Managerial

Control

Strategic

Planning

Technology

Support Needed

Structured e.g. accounts

receivable,

order entry

e.g. short-

term

forecasting

e.g. financial

management

MIS,

mathematical

models,transaction

processing

Semi-

structured

e.g. production

scheduling

e.g. credit

evaluation

e.g. mergers and

acquisitions

DSS

Unstructured e.g. approving

loans

e.g. recruiting

an executive

e.g. new

technology

development

DSS, ES, Neural

Networks

TechnologySupport

MIS,Management

ManagementScience,

EIS, ES, neuralnetworks

8/10/2019 Gorry Scott-Morton FW 22

6/22

IMS3001 BUSINESS INTELLIGENCE SYSTEMS SEM 1 , 2004

8/10/2019 Gorry Scott-Morton FW 22

7/22

8/10/2019 Gorry Scott-Morton FW 22

8/22

8/10/2019 Gorry Scott-Morton FW 22

9/22

8/10/2019 Gorry Scott-Morton FW 22

10/22

8/10/2019 Gorry Scott-Morton FW 22

11/22

8/10/2019 Gorry Scott-Morton FW 22

12/22

8/10/2019 Gorry Scott-Morton FW 22

13/22

8/10/2019 Gorry Scott-Morton FW 22

14/22

MONITORING AND EVALUATION

Monitoring and evaluation are twinsisters. They assist

management in knowing whether program objectives

are being achieved, to what extent there is need for

mid-course correction to address emerging problems,

in the environment, or and assess employees

efficiency, and maintenance of standards. Both

examine indicators, targets, criteria and standards. Themeanings and definitions of monitoring and evaluation

are often contentious because of the two activities

substantial overlap.

8/10/2019 Gorry Scott-Morton FW 22

15/22

RELATIONSHIP BETWEEN PROGRAM

MONITORING AND EVALUATION

8/10/2019 Gorry Scott-Morton FW 22

16/22

St i Pl i d C d ti

8/10/2019 Gorry Scott-Morton FW 22

17/22

Steps in Planning and Conducting

Monitoring and Evaluation

1. Review and revise project objectives byexamining reports and project documents.

2. Define purpose or scope of the monitoring

and evaluation. 3. Select indicators and criteria.

4. Decide on data collecting and analysis

methods, and design or adapt existing tools

and instruments for use.

5. Select locations, schedule logistics, and

determine budget.

St i Pl i d C d ti

8/10/2019 Gorry Scott-Morton FW 22

18/22

Steps in Planning and Conducting

Monitoring and Evaluation

6. Collect data. In case of evaluation, pre-testinstruments before embarking on data

collection, if project resources allow.

7. Analyze data and prepare reports. 8. Make decisions based on monitoring or

evaluation findings and take appropriate

actions.

9. Disseminate reports to all operational levelsand funding agencies.

10. Prepare a workplan for follow-up actions.

8/10/2019 Gorry Scott-Morton FW 22

19/22

Gorry and Scott Mortons framework for

Decision Support (1971)

Based on Simons (1977) idea that decision making

processes fall along a continuum that ranges

from highly unstructured to highly structured

(left column)

Anthonys (1965) taxonomy of managerial

activities: operational control, managerial

control and strategic planning (top row)

8/10/2019 Gorry Scott-Morton FW 22

20/22

IMS3001 BUSINESS INTELLIGENCE SYSTEMS SEM 1 , 2004

(1979)

Generic Operations Types of DSS

Retrieve a single item of information

Provide a mechanism for ad hoc data

analysis

File Drawer Systems

Data Analysis Systems

Provide pre-specified aggregations of

data in the form of reports

Analysis Information

Systems

Accounting Models

Estimate the consequences of

proposed decisions

Representational models

Optimisation Models

Propose decisions Suggestion Models

Make decisions

E d d DSS F k (P

8/10/2019 Gorry Scott-Morton FW 22

21/22

IMS3001 BUSINESS INTELLIGENCE SYSTEMS SEM 1 , 2004

Expanded DSS Framework (Power,

2001)

8/10/2019 Gorry Scott-Morton FW 22

22/22

A B C D E F G H I J K L M N O P Q R2 2 2 2 2 2 3 4 2 2 3 2 2 3 2 3 3 2

2 2 3 2 3 2 2 3 2 2 2 3 3 3 3 2 2 4

3 1 4 1 5 2 2 3 3 2 3 5 3 4 4 3 3 5

3 3 3 3 3 3 2 4 2 2 2 2 3 3 2 3 2 2

2 2 3 2 3 2 2 3 2 2 2 2 2 3 3 3 2 5

2 1 4 2 4 2 3 3 2 2 3 4 3 4 4 2 4 4