Toward a Goal-Oriented, Business Intelligence Decision-Making Framework
Decision making is a crucial yet challenging task in enterprise management. In many organizations, decisions are still made based on experience and intuition rather than on facts and rigorous approaches, often because of lack of data, unknown relationships between data and goals, conflicting goals, and poorly understood risks. This paper presents a goal-oriented, iterative conceptual framework for decision making that allows enterprises to begin development of their decision model with limited data, discover required data to build their model, capture stakeholders goals, and model risks and their impact. Such models enable the aggregation of Key Performance Indicators and their integration to goal models that display good cognitive fit. Managers can monitor the impact of decisions on organization goals and improve decision models. The approach is illustrated through a retail business real-life example.
Keywordsbusiness process management business intelligence decision support systems goal-oriented modeling indicators
Unable to display preview. Download preview PDF.
- 3.Babar, A., Zowghi, D., Chew, E.: Using Goals to Model Strategy Map for Business IT Alignment. In: BUSITAL 2010, CEUR-WS, vol. 599, pp. 16–30 (2010)Google Scholar
- 5.Davis, R., Brabänder, E.: ARIS Design Platform: Getting Started with BPM. Springer, Heidelberg (2007)Google Scholar
- 7.Feng, X., Richards, G., Raheemi, B.: The Road to Decision-Centric Business Intelligence. In: 2nd Int. Conf. on Business Intelligence and Financial Engineering, Beijing (2009)Google Scholar
- 8.Hackathorn, R.: Making Business Intelligence Actionable. DM Review 32 (2002)Google Scholar
- 9.International Telecommunication Union: Recommendation Z.151 (11/08), User Requirements Notation (URN) – Language definition (2008), http://www.itu.int/rec/T-REC-Z.151/en
- 13.Popova, V., Sharpanskykh, A.: Modeling organizational performance indicators. Information Systems, Vocabularies, Ontologies and Rules for Enterprise and Business Process Modeling and Management 35(4), 505–527 (2009)Google Scholar
- 15.Siena, A., Bonetti, A., Giorgini, P.: Balanced Goalcards: Combining Balanced Scorecards and Goal Analysis. In: Third Int. Conf. on Evaluation of Novel Approaches to Software Engineering (ENASE 2008), Funchal, Portugal (2008)Google Scholar
- 16.Silver, B.: Collaborative Business Process Discovery and Improvement. Industry Trend Reports, Bruce Silver Associates (May 2010)Google Scholar
- 19.van Lamsweerde, A.: Requirements Engineering: From System Goals to UML Models to Software Specifications. John Wiley & Sons, Chichester (2009)Google Scholar
- 20.Yu, E., Mylopoulos, J.: Why Goal-Oriented Requirements Engineering. In: Fourth Intl. Workshop on Req. Eng.: Foundation for Software Quality (REFSQ 1998), Pisa, Italy (1998)Google Scholar