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Supporting Decision Making . Chapter 11 Information Systems Management In Practice 6E McNurlin & Sprague. Introduction. A Problem-Solving Scenario. Technologies for Decision Making. Decision Support Systems (DSS) Architecture. Technologies for Decision Making.

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supporting decision making

Supporting Decision Making

Chapter 11

Information Systems Management In Practice 6E

McNurlin & Sprague

introduction
Introduction

A Problem-Solving Scenario

technologies for decision making
Technologies for Decision Making
  • Decision Support Systems (DSS)
  • Architecture
technologies for decision making4
Technologies for Decision Making
  • CASE EXAMPLE: Ore-Ida Foods
  • CASE EXAMPLE: A Major Services Company
technologies for decision making5
Technologies for Decision Making
  • Data Mining
  • CASE EXAMPLE: Harrah’s Entertainment
technologies for decision making6
Technologies for Decision Making
  • Executive Information Systems
  • CASE EXAMPLE: Xerox Corporation
technologies for decision making7
Technologies for Decision Making
  • Executive Information Systems
  • Doing It Wrong
  • Why Install an EIS?
  • What Should the EIS Do?
technologies for decision making8
Technologies for Decision Making
  • Expert Systems
  • Definition
technologies for decision making9
Technologies for Decision Making
  • Knowledge Representation
  • Cases
  • Neural Networks
  • Rules
  • CASE EXAMPLE: American Express
technologies for decision making10
Technologies for Decision Making
  • Degree of Expertise
  • Assistant
  • Colleague
  • Expert
toward the real time enterprise
Toward the Real-Time Enterprise
  • Enterprise Nervous Systems
  • Straight-Through Processing
  • Real-Time CRM
  • Communicating Objects
toward the real time enterprise12
Toward the Real-Time Enterprise
  • Enterprise Nervous Systems
  • Straight-Through Processing
  • Real-Time CRM
  • Communicating Objects
toward the real time enterprise13
Toward the Real-Time Enterprise
  • Enterprise Nervous Systems
  • Straight-Through Processing
  • Real-Time CRM
  • Communicating Objects
toward the real time enterprise14
Toward the Real-Time Enterprise
  • Enterprise Nervous Systems
  • Straight-Through Processing
  • Real-Time CRM
  • Communicating Objects
toward the real time enterprise15
Toward the Real-Time Enterprise
  • Enterprise Nervous Systems
  • Straight-Through Processing
  • Real-Time CRM
  • Communicating Objects
toward the real time enterprise16
Toward the Real-Time Enterprise
  • Moderating the Dark Side of Real-Time
  • CASE EXAMPLE: General Electric
conclusion
Conclusion

The Good, Bad, and Ugly of Technology

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