Real-Time BI and Zero Latency Organizations

This assignment delves into the transformative impact of real-time business intelligence (BI) on organizations striving for zero latency operations. It examines how real-time BI facilitates enhanced customer service through call centers and check-in processes, leading to a more customer-centric approach. The discussion highlights the benefits of reduced costs and increased revenue achieved through real-time data analysis. Additionally, it explores the organizational structures, technical standards, and change management practices essential for successful implementation and adoption of real-time BI.

Business Intelligence Development Plan
Report

Contents
Section 1: Business Intelligence Justification..................................................................................2
Describe the background and the general business environment for the project........................2
Define at least six problems related to decision making that currently exist in the organization.
.....................................................................................................................................................2
Describe the typical organizational response to the above 6 problems using the business
pressure-responses-support model...............................................................................................3
Describe the quantitative and qualitative impact of the organizational response to the 6
problems on managerial decision making...................................................................................4
Describe how business intelligence can be used to support problem-solving and decision
support in the case study organization.........................................................................................4
References........................................................................................................................................6

Section 1: Business Intelligence Justification
Describe the background and the general business environment for the
project
With the real-time business industry, the case of Continental Airlines has become important to
analyse and understand the nature of the data warehouses, related to it. The company is spending
a lot of time and energy in properly planning and scheduling the operations with handling the
bad weather conditions or the unexpected events. Continental Airlines retrying to reduce the
expenditure with providing better solutions and investing in the software and hardware in a
bigger amount. The airlines have the broadest global route network of the U.S. airlines with more
than 2300 daily departures (Anderson et al., 2004). The company has been able to handle the
ticket sales mainly because of the performance on the factors which are important to the
customers. With the focus on the improvement of the customer valued performance measures,
the perceptions of the value of services are offered depending upon marketing and operations.
The information where the workforce need to make the quick decisions is based on integrating
the marketing, IT and the revenue with proper handling of the operational data sources and the
enterprise data warehouse.
Define at least six problems related to decision making that currently
exist in the organization.
a. They need to deal with the crew disruptions in real time so that the pilots and the flight
attendants could easily be reassigned in a cost-effective manner.
b. There is a need to handle the quality-of-life preferences so that the employees can handle
the governmental regulations and the contractual labour laws (Dobrev & Hart, 2015).

c. The decision making must be on handling the attacks of the terrorists which involve the
cancellations and the large time window to come back in a proper schedule.
d. The issue is related to the frequent baggage arrival problems.
e. The customers turned away mainly due to the problems of overbooking.
f. The decision making has to be on the factor related to handling the passengers who tend
to use the flight.
Describe the typical organizational response to the above 6 problems
using the business pressure-responses-support model.
a. The business pressure relates to the facilitating of the changes with the attempt to handle
the opportunities and challenges. Through the reassignment of the crew, the airlines focus
on avoiding the additional delays or any cancellations with improvement on the time-
performance and handling the goodwill of the customer. The crew assignments are
generally limited by the employee qualification factors where the Continental Airlines
also tend to provide the passengers with the consistent and the reliable service as it tends
to suffer certain issues with the unavailability of the crew (Gupta et al., 2015).
b. The business responses are done with the actions that are based on reaction, adaption,
anticipation and the proactiveness, where the reaction is to improve the problems related
to the decision making. The adaption is by making use of the management science to
handle the operational efficiency, reliability and the service factors. The anticipation is to
make decisions of up-to-date information by focusing on the long-term decisions with
proactiveness to handle the data warehouse which is extended to the decisions and down
in the organisation as well.

c. The computer support could help the Airlines to implement and effectively scheduling
the flights to solve the problems for human processing (Negash & Gray, 2008).
Describe the quantitative and qualitative impact of the organizational
response to the 6 problems on managerial decision making.
The quantitative results can be for the decisions with proper interpretation for the informal
opinions, judgement and the intuition. the approach is about handling the raw material where the
data are manipulated or processed into the information to make the decision processes. The
computers have been mainly for the quantitative analysis. For this, it is important to consider the
investments which includes the investments in the stock market, real estate etc. The analysis is
mainly to work on the deposits with the computation of financial ratios from the balance sheets.
The factors of qualitative analysis are based on handling the automation of the decision making
where the companies tend to focus on the inventory models with the decision making (Richards
et al., 2017). The continental employees have the real-time feeds of data into the data warehouse
with on-demand reporting routines and the querying tools. The focus is also on working over the
limited instances of direct links from the analytics against the data warehouse to the operational
system. This direct affect the interactions with customers on the continents on-line sites.
Describe how business intelligence can be used to support problem-
solving and decision support in the case study organization.
The company has been focusing on the use of BI which can help in handling the applications of
customer facing, with the call centres and the check-in processes. This will help in making the
firm to be customer centric. The zero latency organisations use the real time BI for increased
revenue with decreased costs (Turban et al., 2011). The BI is set with the sponsorship support,
with initial and the on-going financial support governance process. The BI data warehousing

personnel works with the different skills and the change of processes that lead to the acceptance
of use by the organisation. The technical standards are set to establish the data with quick
transformation and loading in the warehouse where the data can be analysed and properly made
available for the operational systems (Wixom et al., 2008). The changes in latency is considered
to be the evolution where the business focus on handling the evolutional approach with
recognizing the latency needs. The example for this is Service Bureau infrastructure supports the
loading of data queues and handle the real-time feeds. With this, it is important to focus on the
data warehousing discussed with the business where the users need help in understanding the
potential of the real time BI (Watson et al., 2006). With this, the users need to handle the
automation of the ETL process where there is minimum human intervention till the monitoring
systems certainly requires a proper attention. The focus is on the change of the downstream
decision making and the business processes where the person is responsible for handling the
performance reports. Here, the organisations need to apply changes to the management practices
and the decision-making processes. The Operations Staff are found to be more reliant on the
applications to make the operation decisions and handle the mission in an effective manner.

References
Anderson-Lehman, R., Watson, H. J., Wixom, B. H., & Hoffer, J. A. (2004). Continental Airlines flies high
with real-time business intelligence. MIS Quarterly Executive, 3(4), 163-176.
Dobrev, K., & Hart, M. (2015). Benefits, Justification and Implementation Planning of Real-Time Business
Intelligence Systems. University of Cape Town, Cape Town, South Africa, 104-119.
Gupta, B., Goul, M., & Dinter, B. (2015). Business Intelligence and Big Data in Higher Education: Status
of a Multi-Year Model Curriculum Development Effort for Business School Undergraduates, MS
Graduates, and MBAs. CAIS, 36, 23.
Negash, S., & Gray, P. (2008). Business intelligence. Handbook on decision support systems 2, 175-193.
Richards, G., Yeoh, W., Chong, A. Y. L., & Popovič, A. (2017). Business intelligence effectiveness and
corporate performance management: An empirical analysis. Journal of Computer Information
Systems, 1-9.
Turban, E., Sharda, R., & Delen, D. (2011). Decision support and business intelligence systems. Pearson
Education India.
Watson, H. J., Wixom, B. H., Hoffer, J. A., Anderson-Lehman, R., & Reynolds, A. M. (2006). Real-time
business intelligence: Best practices at Continental Airlines. Information Systems
Management, 23(1), 7.
Wixom, B. H., Watson, H. J., Reynolds, A. M., & Hoffer, J. A. (2008). Continental airlines continues to
soar with business intelligence. Information Systems Management, 25(2), 102-112.