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A00-204 exam Dumps Source : Sas warehouse architect concepts

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SASInstitute SASInstitute Sas warehouse architect

RONA Implements SAS to Generate fiscal insight into provide Chain | killexams.com true Questions and Pass4sure dumps

CHICAGO--(enterprise WIRE)--June 10, 2003--SAS Institute Inc.:

-- SAS(R) value Chain Analytics and SAS(R) activity-based administration supply main Canadian retailer with route-to-market pervade modeling for growing company base; Intelligence creates groundwork for efficiencies and price discount rates in distribution network

on the Retail techniques 2003 convention & Exposition (Retail programs sales space #2423), SAS, the chief in enterprise intelligence, introduced it has been chosen by using RONA Inc. to generate financial perception into the company's supply chain. SAS(R) price Chain Analytics and SAS(R) exercise-based mostly management application provide Canada's main hardware and residential development retailer and distributor with route-to-market can pervade modeling for its growing employer base. This intelligence creates a basis in order to benefit RONA via multiplied efficiencies and value imprint downs in its distribution community.

a colossal and growing corporation, RONA traditionally used an average cost gadget to verify the fee of getting products from suppliers to its outlets (the apparatus integrated RONA's transportation, labor and other prices to supply an approximate can pervade per supplier). recent acquisitions in 2000 and 2001, besides the fact that children, increased its organization foundation by 1,000. To reduce the stress this placed on its distribution network, the company vital to barter with vendors on as many as seven diverse stocking options. This required knowing sum the specific talents charges each to RONA and its suppliers, a degree of factor now not feasible given the latest device.

the brand novel solution, carried out with the aid of Synerma - a SAS companion specializing in strategic pervade administration - can provide this fiscal visibility. The lately introduced SAS value Chain Analytics 6.0 calculates can pervade for the extended distribution network whereas SAS recreation-primarily based management offers the warehouse undertaking costs. together, this allows for RONA to model diverse eventualities for every seller, together with direct and pass-dock. in the future, this basis will enable the retailer to barter with suppliers to current one hundred fifty,000 products to its greater than 500 business-owned, franchised and affiliated retailers within the greatest and cost-efficient manner.

"You can not develop distribution decisions without realizing their monetary occupy an impact on - tons much less anticipate trading partners to accept exchange devoid of realizing how it impacts their bottom line," pointed out Martin Beauregard, chief monetary analyst, RONA Inc. "SAS cost Chain Analytics gives a retail particular-focal point that, in aggregate with SAS endeavor-primarily based administration, is assisting deliver pervade transparency to RONA's give chain."

Jim Davis, SAS senior vice chairman and chief advertising officer, introduced, "deliver chain optimization can occupy a major impact on retailers. by means of drawing on RONA's existing enterprise aid planning programs, SAS is able to naturally reveal the profitability occupy an impact on of changes to distribution channels and birth frequency. The sequel is a win-win condition for each RONA and its suppliers."

About SAS(R) cost Chain Analytics and SAS(R) give Chain Intelligence

SAS price Chain Analytics is one among four components of SAS(R) supply Chain Intelligence. according to the SAS Intelligence architecture, which contains information entry, warehousing, cleansing and information mining, SAS' suite of give chain offerings allows customers to generate intelligence from current transactional provide chain administration and ERP methods. moreover SAS price Chain Analytics, the product line comprises SAS(R) claim Intelligence, SAS(R) procedure Intelligence and SAS(R) supplier Relationship management. The SAS provide Chain Analytics Consulting neighborhood, a firm committed to helping valued clientele sum of a sudden install and generate financial growth from the purposes, helps these options.

About RONA

RONA (www.rona.ca) is one of Canada's main distributors and retailers in hardware, home improvement and gardening items. RONA operates a community of some 527 franchised, affiliated and company stores of a number of sizes and formats. Some 16,000 employees in sum regions of Canada travail below the quite a lot of banners. The RONA network represents about 10 million square ft and annual retail sales drawing near $3 billion.

About Synerma

Synerma (www.synerma.com) is likely one of the largest corporations of professionals providing really friendly strategic pervade and performance management services with certain stress on SAS solutions together with SAS undertaking-based administration, SAS Strategic efficiency management and SAS cost Chain Analytics. Synerma presents functions from three places of travail determined in Toronto, Ottawa and Montreal to public and private sector valued clientele, in Canada and abroad.

About SAS

SAS is the market chief in providing a novel era of enterprise intelligence utility and functions that create genuine enterprise intelligence. SAS solutions are used at greater than 40,000 sites - together with 90 p.c of the Fortune 500 - to forward extra ecocnomic relationships with consumers and suppliers; to permit stronger, more remedy and counseled choices; and to drive agencies forward. SAS is the most effective vendor that completely integrates leading records warehousing, analytics and conventional BI functions to create intelligence from huge amounts of information. For greater than 25 years, SAS has been giving customers worldwide The vigour to understand(R). visit us at www.sas.com.

SAS and sum different SAS Institute Inc. product or provider names are registered trademarks or logos of SAS Institute Inc. within the us of a and different countries. (R) shows united states registration. other company and product names are trademarks of their respective groups.

Copyright (C) 2003 SAS Institute Inc. Cary, NC, country. sum rights reserved.


The main issue with self-carrier enterprise intelligence | killexams.com true Questions and Pass4sure dumps

The  peril with self-service  traffic intelligence The main issue with self-provider enterprise intelligence

handy to finish is easy to assert.

Self-service analytics sounds like a imposing concept – empower personnel to extract insights from organizational statistics without involving statistics scientists or facts mining experts.  as soon as the IT fork units up the information sources, traffic users can access the information by passage of a consumer-pleasant interface and generate reports on their personal.

What’s no longer so easy is balancing counsel governance with maximum agility for a entire lot or hundreds of agency people.

no longer so elementary deploy

The rate groups pay for self-provider convenience is that someone ought to first load records birthright into a box somewhere -- be it a database-like server or a company analyst's laptop.

This might sound straightforward satisfactory, however to oversimplify what's worried birthright here is to ignore simply why information integration (DI) is such a intricate and often irritating self-discipline. Integrating records is rarely as simple as downloading a implement similar to Tableau, setting up it on the computing device, and going out and grabbing facts from SAP or PeopleSoft.

someway, some way, someone has to construct the plumbing. notwithstanding it had been effortless to acquire and configure access -- to score the acceptable credentials, to configure a connection to an SAP device and to launch siphoning information -- it is rarely at sum easy to be a fraction of statistics.

"there's a big delusion in self-carrier which is so that you can simply by hook or by crook open a huge database and the users are going to proceed develop sense out of it," talked about Philip Russom, director of analysis for information administration at TDWI, a sister web page to GCN. "usually, there must be a lot of prep travail to score whatever in location. It doesn't weigh number what variety of self-carrier it is. IT, information americans, whoever --technical americans -- ought to finish a unbiased quantity of prep travail to score at it and develop it purchasable."

here's the spot self-provider discovery breaks down -- and why self-carrier facts prep technologies (similar to those marketed by Alteryx, Paxata, Trifacta and others) occupy received so a friendly deal consideration.

traditionally, the handiest passage to be a fraction of facts when the employ of self-provider tools akin to Qlik or Tableau turned into to develop employ of the supplier's returned-end scripting facility. in contrast to the easy-to-use entrance-conclusion choices, these tools had been a entire lot greater complicated, significance analysts crucial each company and technical expertise to develop employ of them effortlessly.

The challenge for companies is to transform the facets they've historically uncovered as fraction of the conclusion-person-oriented self-service adventure into business-grade features that emphasize reuse, repeatability and manageability.

Metadata administration

a further problem is that self-provider apparatus are designed basically for or remodeling records -- no longer for managing it. within the self-service mannequin, there's nothing analogous to the analytic metadata layer that (for more suitable or worse) is a fixture of enterprise traffic intelligence tools.

Self-serving consumers (or the IT departments charged with serving them) should hotel to kludges to enforce consistent metadata definitions or to create the equal of a single, authoritative view of enterprise tips.  This makes it extremely difficult to roll out and advocate self-carrier discovery or facts prep at commercial enterprise scale.

unless these days, self-provider vendors regularly would downplay the price of transportable/standardized company definitions. That spoke of, some carriers similar to Qlik have taken metadata administration much more severely for a lot longer. based carriers (IBM, Microsoft, MicroStrategy, Oracle, SAP, and SAS Institute, amongst others) occupy added self-service discovery apparatus that complement -- and for sum intents and purposes integrate with -- their commercial enterprise BI offerings.

Self-carrier carriers occupy been continually dinged via Forrester analysis, Gartner, and different trade watchers for his or her shortcomings with admire to metadata administration and different commercial enterprise facilities. in consequence, this is a controversy to which they've begun to pay a lot more consideration.

Clogged pipes

within the classic self-carrier discovery mannequin, individual clients create factor-to-factor information circulate pipes between supply and (server or computing device) target. this can and does result in upstream performance problems. Three or four self-serving clients, working in my opinion, might schedule batch extracts from the identical upstream gadget on the equal time -- bringing that apparatus to its knees.

facts warehouse structure, besides the fact that children removed from superb, became conceived with simply this benign of hardship in intellect. It consolidates suggestions into a sole device and staggers batch extraction jobs to mitigate the strike on upstream information sources.

Over time, self-service practices -- discovery and records prep -- will doubtless converge on whatever thing like an information warehouse (a significant repository for persisting, managing and reusing records visualizations, facts flows, and so forth) to address this difficulty.

Auditability

there may be too a passage by which self-provider tools -- discovery tools, in particular -- are a brand novel spin on spreadmarts, or desktop-based spreadsheets that occupy been used for records firm, storage and dissemination.

however self-carrier discovery apparatus assume a tall degree of counsel sharing and collaboration, most of the identical concerns remain. as an example, how finish you know which numbers got here from which calculations got here from which workbook? You finish not, as a result of each and every metric is redone in every workbook.

within the self-service mannequin, as with spreadmarts, there's no scalable, authentic, built-in approach to control for information provenance, to tune facts lineage, and even to be certain that universal enterprise definitions ("consumer," "product,") insinuate the identical factor from workbook to workbook.

An absence of visibility and auditability is a problem with self-service in sum of its incarnations. it's something that self-carrier carriers are just birth to handle. there may be a entire host of alternative potential kinks -- specially of the regulatory figure -- so one can exigency to be worked out, too.

If background is any indication, the industry (carriers, integrators, shoppers, regulators and different fascinated events) will coalesce round a amalgam of technological, method and behavioral interventions. These interventions may still -- on the very least -- enrich these key measures: records integration, metadata management and auditability.

a longer edition of this text first regarded on TDWI, a sister website to GCN.


Disney discovers a entire novel world of records warehouse most suitable practices | killexams.com true Questions and Pass4sure dumps

Childhood-dream-maker Walt Disney Parks and hotels is gaining "actionable intelligence" from hundreds of merchandising operations, because of an internal project that wired the jiffy of adhering to information warehouse most effective practices.

The task, which became partly accomplished closing year, goals to centralize the administration of Disney's international merchandise operations onto a sole commercial enterprise useful resource planning (ERP) gadget affectionately called SIMBA, or sole built-in merchandise traffic utility.

"we will occupy a lot of enjoyable with their venture names," stated Juan Gorricho, the director of data warehousing and analytics at Walt Disney Parks and hotels. Gorricho spoke in regards to the SIMBA mission at the fresh traffic architecture and records Warehousing 2011 convention in manhattan.

Disney takes in virtually 1000000000 bucks in merchandise earnings each and every 12 months, Gorricho spoke of, and pile an ERP device that could address sum that suggestions can be a challenge. it's why Disney originally concentrated the mission on its U.S.-primarily based theme and water parks. but eventually the apparatus will embody parks in Tokyo, Hong Kong, Paris and a brand novel park presently being built in Shanghai.

The newly centralized ERP apparatus was designed to tackle merchandise management, stock administration and linked traffic processes. but Disney additionally desired to leverage the device for financial and enterprise intelligence (BI) reporting and traffic analytics – and that putative pile a brand novel information warehouse.

"The aim of the statistics warehouse from the attitude of this assignment was to aid analytical reporting for the most half [and key traffic processes]," Gorricho mentioned. "there's lots of value to seize from this facts."

The newly centralized ERP, statistics warehouse and analytics system is assisting Disney finish an improved job of managing inventory, analyzing income numbers and predicting claim for merchandise in particular areas. one of the items Disney used for the project consist of SAS Institute analytics utility and Teradata facts warehouse know-how.

Gorricho stated the venture represented a few "firsts" for Disney: particularly, it was the primary time a merchandise commercial enterprise statistics warehouse become used for monetary reporting. due to this fact, the Disney crew gained an appreciation for some selected facts warehouse top-rated practices along the style, and Gorricho shared them with the convention crowd.

method the facts warehouse venture from the traffic aspect of things. during the past, Disney's IT department was mostly chargeable for producing BI reports and evaluation for enterprise clients. however Disney wanted to alternate that and develop the traffic users mostly amenable for developing their personal reports. to accomplish this, the company determined to develop some structural changes designed to emphasize the know-how unit's novel focal point on traffic needs.

before birth the SIMBA venture, Disney changed the title of its IT department to the "world company technology method" unit – a current that set the stage for IT to method the records warehouse and analytics undertaking from a enterprise point of view, Gorricho mentioned.

When modeling the facts warehouse, the BI and analytics reporting capabilities, and any related enterprise processes, Gorricho spoke of or not it's crucial for technology employees to maintain several questions in mind, including: what is the traffic making an attempt to accomplish? How finish traffic clients intend to develop employ of the information within the information warehouse? Is there the comfort that will too be completed from a scholarship warehouse viewpoint to develop issues more straightforward on the company?

"earlier than, the enterprise become just this faraway client and they occupy been filling [orders] for them," Gorricho noted. "They now are seen as partners."

Use the most valuable information handiest. When Disney's know-how people first started establishing the data warehouse, the preparatory strategy turned into to usher in sum of the merchandise statistics from in every sole spot the nation, together with 450 database tables and "I don't even know what number of terabytes of statistics," Gorricho noted.

It soon grew to become obvious that such an stupendous volume of assistance could be too intricate to control, Gorricho defined, so Disney employed a novel approach: concentrate on the merchandise-linked facts with a view to assist company americans accomplish their dreams. In Disney's case, that meant bringing the counsel censorious to finished financial, forecasting, inventory and different traffic stories.

"It just does not develop sense to deliver the total factor into the records warehouse," he referred to.

set up exams and balances. it be vital for traffic clients to wholly believe the counsel stored in a scholarship warehouse. it is why Disney created a complicated stability and audit manage gadget to be certain the statistics within the information warehouse matched the facts in the financial apparatus of list.

Discrepancies continue to pop up every once in ages and it is valuable to be prepared to birthright now fix the difficulty, Gorricho observed. The silver lining is that such errors always provide an chance for traffic and IT to travail collectively to create relevant and long-lasting options.

preserve BI and analytics reporting primary. businesses that exigency rank-and-file company clients to utilize self-service BI capabilities had improved develop certain that they are convenient to develop employ of. Gorricho spoke of that capacity making certain the stories are targeted at traffic clients’ wants, convenient to navigate and, most importantly, easy to produce.

know-how laborers deserve to occupy an excellent understanding of which traffic clients own certain dashboards and studies and they should customise the gadget with long-time term company wants and "maintainability" in mind.

"We built fundamental options that the company could without hardship control afterwards," he stated.




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A00-204 exam Dumps Source : Sas warehouse architect concepts

Test Code : A00-204
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: 65 true Questions

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Sas warehouse architect concepts

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Five reasons to consider data warehouse as a service | killexams.com true questions and Pass4sure dumps

Data warehouses continue to grow in complexity and scope, encouraging a growing number of organizations to consider transitioning key information and assets to the cloud.

By switching to data warehouse as a service (DWaaS), organizations can streamline the cost-intensive management, administration and tuning activities that conventional on-premises data warehouses require. And as organizations physiognomy rapidly growing data volumes, rising service-level expectations and the exigency to integrate structured and unstructured data, DWaaS promises a convenient and cost-effective option.

Organizations still on the fence about whether to transition to a cloud-based data warehouse should consider these five data warehouse-as-a-service benefits.

The aptitude to wield colossal data more cost-effectively

As colossal data-beleaguered organizations recognize for a faster passage to gain actionable insights, DWaaS has emerged as a quick and easy answer.

"By eliminating most of the steps required for an on-premises deployment -- such as deploying, testing, integrating, testing some more, addressing problems and so on -- organizations can hit the ground running," said Mike Leone, senior analyst at technology research and analysis firm Enterprise Strategy Group.

Another benefit cloud-based data warehouses proffer is scalability. Cloud vendors too allow organizations to scale services up and down as needed.

"You can sprint between plans, something you can't finish if you're tethered to in-house hardware," said Germain Chastel, founder and CEO of NewtonX, a technology research and consulting firm.

Customers always look to want more after a small flavor of what a data warehouse brings them, said Jeff Garbus, CEO of database consulting firm Soaring Eagle Consulting and author of Sybase SQL Server 11 Unleashed and numerous other IT books. Data warehouse as a service "gives companies the aptitude to scale upwards (size) and outwards (content) easily."

Make life easier for cease users

Simplicity is a core DWaaS attribute, not just from an infrastructure and administrative standpoint, but too for an cease user interaction.

"Think [of the] traffic analyst needing to rush ad hoc queries on a dataset that is accessible through an intuitive interface in the cloud," Leone said. "These concepts are a reality for the 40-plus-percent of organizations already doing some figure of analytics/BI in the cloud."

Data warehouse as a service too offers cease users a level of accessibility that on-premises deployments typically lack.

"With in-house data warehousing you occupy to set up specific access for external users, which is labor intensive and usually ends up being less user friendly," Chastel noted.

"Cloud scalability too means the company can occupy more users tapping the data without the lag they often discern in on-premises warehouse usage," said Karrie Sullivan principal consultant at management consulting firm Culminate Strategy Group.

Reduce costs

Building and maintaining a traditional data warehouses is expensive.

"If you're an organization with an initiative around being more data-driven, there's a huge upfront investment that needs to be made, and that's just the start," Leone said. "Once factoring in ongoing operational costs, administrative costs, maintenance costs, and personnel costs, what you thought was a decent budget is now completely gone and you're asking a superior for more money," he said.

"You score access to the infrastructure and expertise of a company whose bread and butter is data warehousing, which frees up your in-house resources," Chastel observed. "There are no upfront costs and you pay only for what you use, which makes rapid [service] increases or decreases both easy to deploy and easy to manage financially."

Yet the cloud's aptitude to purge upfront costs, minimize administrative and personnel expense and cease most maintenance costs don't near automatically.

"Organizations exigency an understanding of their workloads to evaluate the costs of both [options]; things like data growth, data processed and the number of users who exigency access to the data," Leone said.

Improve agility

Cloud-based data stores are sum about accelerate and efficiency.

"They can be spun up and down fast; the overhead [involved with] standing up a data store isn't an issue anymore," said Radu Miclaus, principal product manager for cloud and platform strategies at SAS. "Companies can employ [a cloud-based warehouse] to sprint a lot faster from innovation to production," he said.

Cloud-based data warehouses too allow organizations to deploy a divorce analytical capability quickly and easily.

Data warehouse as a service "allows for agility in platform migration, implementation and growth," said Sue Clark, senior CTO architect at Sungard Availability Services.

Strengthen catastrophe recovery and traffic continuity

Reliability features are built directly into most cloud-based data warehouses to ensure foible tolerance.

"For instance, Amazon's Redshift data warehouse service automatically replicates data and performs continuous back-ups," said Ryan Kroonenburg, co-founder of cloud computing training firm Cloud Guru.

Having data stored across diverse physical locations is another benefit.

"Any cloud-based warehouse will occupy geographically divorce warehouses so they can fail over between them in case of a disaster," Chastel said. "If there were an earthquake in San Francisco, the cloud-based data warehouse would be able to maintain everything running from their warehouse in Michigan."


Competitive Intelligence: The Natural Extension to traffic Intelligence | killexams.com true questions and Pass4sure dumps

For many companies, competitive intelligence (CI) is vital in order to help their visibility in the market and to expand their market share. Competitive intelligence is “the systematic, ongoing, legal collection and analysis of Information about competitors, similar products, market trends, branches, novel patents and technologies and novel customer expectations.“1

Business intelligence (BI) collects and analyzes information about a company to advocate its managers in identifying the exigency for action in the market. Competitive intelligence gathers and discloses valuable information for the company’s determination makers, but this information is organize outside the company and delivers hints about the market segment in which the company is active. To clarify the differences: traffic intelligence is intelligence about one’s own company and uses information from inside the company. Competitive intelligence is additional intelligence about the economical ecosystem in which the company is acting, and can be organize outside the company.

It is judicious for the company to employ both perspectives to referee its activities in relation to the market, its customers and its products. Both traffic intelligence and competitive intelligence deliver facts, but too soft information that is useful for the correction of its strategy and tactics. The market conditions and parameters are dictated by customers, competitors, politics and trends, and can be collected and prepared by competitive intelligence in a figure that allows determination makers to act like a shimmer in areas that exigency adjustment due to changes in market conditions. traffic intelligence and competitive intelligence create significant information and build a solid foundation for judicious decisions needed to achieve the company’s overall goals.

How to travail with Competitive Intelligence

A company can build a solid foundation of information for competitive intelligence by:

  • Collecting data
  • Extracting information
  • Gaining context for the information
  • Collecting data can be done in several ways. One method is using Web Crawlers. They systematically search Internet pages and extract content in raw form.

    Other information sources are:

  • Public websites. These can be Web presences of customers, competitors or regulators
  • News services. There are specialized services available for subscription. Usually they report market parameters (Reuters, Bloomberg, etc.).
  • Social media. Blogs, Twitter, Facebook, etc. deliver a lot of information about different players on the market.
  • Information services. For example, Edgar Online delivers finance information about companies such as balance sheet, cash flow, income statement, and number of employees, which might be of interest to their competitors.
  • Market analysts. Their studies give insight into markets and changes. They too identify trends and develop predictions.
  • Information sources are diverse and while it is expected that information is presented in different formats, most of it is too unstructured.

    In the next step, useful information needs to be extracted from the various data gathered from different information sources. Information collection and aggregation can be done by using different methods of text mining. The intervention of people is even more valuable in competitive intelligence than in traffic intelligence when it comes to evaluating information and putting different pieces of information into a meaningful and relevant relationship.

    The ultimate step in competitive intelligence is putting information into context so that it reflects reality as accurately as possible. This step requires a lot of time. Using the well-known 80/20 rule, you should employ “only” 20% of the time for collecting and extracting the data, and 80% of the time to bring the information into context. This is discussed later in the article.

    Competitive Intelligence Means Context

    The market, competitors, customers and regulators limn the context in which a company is acting.

    Competitors are an ongoing pressure; demanding customers, sinking customer loyalty and increasing price sensitivity can be addressed by having a wide and sound scholarship about a company’s economical ecosystem, which is essential for determination makers. Collecting information that feeds the scholarship foundation is the assignment of traffic intelligence, customer relationship management and competitive intelligence. Competitive intelligence directs the focus of the company not only to the customers, as customer relationship management does, but too to other market actors. Competitors can compete for the selfsame customers or influence, and regulators can control the market.

    The collected information in a CI environment has to fulfill the following criteria:

  • Relevance of information source (or data quality). What quality does the information source have? How pellucid is the information content? Does this source bring you a step further in gaining insight?
  • Timeliness. How up to date is the information? Is it one year faded or only a few days? In general, up-to-date information has a deeper impact on the enterprise than older information.
  • Connection. Does the extracted information occupy a relevant connection to the company goal? What key people are connected to an valuable customer?
  • Message Strength. If a piece of information is used often in documents or has a huge impact in research activities, it has imposing strength.
  • If they try to apply the selfsame criteria to a BI application, they discover that these questions are just as valuable for competitive intelligence. However, small differences must be observed when they apply the four criteria to traffic intelligence and competitive intelligence:

  • Relevance of information source (or data quality). This is easier to achieve in a BI environment. Under the condition that sum data sources are connected to the traffic intelligence/data warehouse system, high quality of information is viable if pellucid data quality policies are in place.
  • Timeliness. This can be achieved in a BI application with a lot of time and money. Real-time solutions or “in-memory“ applications help achieve tall quality in the actuality of the information.
  • Connection. friendly modeling connects the birthright key figures to a certain question using a query or a report.
  • Message Strength. This is easier to achieve in traffic intelligence if they model smart key figures and dimensions that occupy a tenacious impact on the significance of the information.
  • The results of a CI analysis can be done in various ways: from tables using different structuring criteria to graphics and diagrams to visualize the most valuable concepts. For example, in the blogosphere, you can employ tag clouds to visualize the strength of certain tags. Everything is accepted as long as the representation of information is intuitive, understandable and ergonomic.

    BI vs. CI or BI and CI?

    Paul Gray, Professor at Claremont Graduate University in California summarizes the differences between traffic intelligence and competitive intelligence: “Most traffic intelligence focuses on fact-based determination making that is based principally on understanding and using internal factors."2

    The goal of both traffic intelligence and competitive intelligence is to sequel raw data into context and gain useful information. On the next level, you should gain novel insights from the collected information. This can be achieved by using comparison, filtering, change of the perspective, or associative connection of different pieces of information. In other words, gaining intellectual information using competitive intelligence is very similar to human reasoning.

    A first disagreement is to be organize along the linkage Data → Information → scholarship →Wisdom (this is how Larry P. English, an authority on information quality has defined it in his reserve Improving Data Warehouse and traffic Information Quality: Methods for Reducing Costs and Increasing Profits) in the passage traffic intelligence and competitive intelligence enrich their data. traffic intelligence has achieved a tall degree of automation in data collection and enrichment. Competitive intelligence relies more on manual steps or human intervention.

    The process of gaining results in competitive intelligence is shown in motif 1. They again encounter the Data → Information → scholarship → Wisdom linkage, because the enrichment procedure and putting the data into a larger context is universal. The “Intelligence” step assumes that the determination maker uses the scholarship to develop a determination and then observes the implications of this determination in the enterprise, prepared to develop a change if necessary. Permanent maintenance of a CI environment can be of additional value for the company when it helps drive the traffic in an optimal way.

    Figure 1: Description of the competitive intelligence process

    If you recognize at the data sources for traffic intelligence and competitive intelligence, you can discern that traffic intelligence uses primarily data from inside the company. Most BI data is structured data. Competitive intelligence uses information from outside the company and is never certain that sum relevant data sources are being captured. Even in the example situation where almost sum data sources are used, you can never be certain because the competition or other market agents may not be willing to reveal the veracity or to recognize for symmetry of information. And sometimes wrong or indecent information (FUD = fear, uncertainty and doubt) is spread deliberately in the market. Most information within the CI environment is unstructured, which emphasizes the complementarities of traffic intelligence and competitive intelligence. Both traffic intelligence and competitive intelligence physiognomy the selfsame colossal challenge: There is too much information inside and outside the enterprise that needs to be processed.

    Knowledge is both explicit and implicit, but only explicit information can be processed automatically. Competitive intelligence starts off by not knowing at the very birth what it is actually searching for. As time goes by, some insights are gained and information is sharpened. It is a deductive procedure, and the travail is similar to that of a detective. Competitive intelligence wants to gain implicit knowledge, as sometimes explicit information is of low quality. Until recently, traffic intelligence processed only explicit information. It uses automated procedures, data warehouse data management, intricate ETL processes, and calculation of key figures to feed the scholarship workers with relevant information. Recently, predictive analytics has become more valuable in the BI environment, supporting the efforts to extract implicit knowledge.

    Instead of comparing traffic intelligence and competitive intelligence, consider how both may be integrated into the enterprise.

    Methods in Data Analysis

    Competitive intelligence follows a process that consists of two phases:

    The following diagram explains the 80/20 method.

    Figure 2: 80/20 rule in CI environment

    In the first phase, you collect 80% of the data and employ 20% of the time budget. It is called secondary research due to the fact that the research and the analysis are less valuable than in the second phase.

    The results of the first angle will be processed in the second angle – the primary research.  The second angle uses the remaining 80% of the time allocated to the process.

    The first angle can result in data overflow. Therefore, in the second angle you should mine the intelligence from the data that was collected in the first phase. In this second phase, the human factor is very important. Valuable information is gained about the traffic environment of the company with reflection and interviews with specialists and experts.

    The secondary research seems to be easier because it is a quantitative method that can be easily automated using certain software technologies. The primary research is conducted by people and is difficult to automate. Curiosity, neutrality and long-suffering are the skills a friendly CI employee needs.

    Can they apply the 80/20 rule from the CI environment to a BI environment? The quick retort is: YES! BI users should employ 80% of their time to score the ultimate 20% of the valuable information that is not embedded explicitly in reports and graphs. Again, the human factor is important. A BI user has to find out why certain key figures occupy certain values, establish relationships between disparate numbers or  connect facts with information from outside the BI systems. Unfortunately, most BI systems store data from the past. novel solutions proffer to analyze detailed, real-time data. In predictive analytics, which makes predictions, people are not replaceable because predictive analytics is an iterative process that is guided by the user’s suffer and knowledge. BI users are too mining after intelligence that is contained in the data of the enterprise.

    Conclusion

    Complementary Properties

    What are the complementary properties of traffic intelligence and competitive intelligence?

    In summary, traffic intelligence and competitive intelligence are complementary methods to gain information that helps a company act in its market environment.

  • In a BI environment, the context of information is immediately available to the company and easy to access. In a CI environment, you must deduce the remedy context by using iterative and diverse methods. The context and information sources for competitive intelligence are arduous to access and the quality of information should be routinely questioned.
  • BI data sources are mostly internal while competitive intelligence collects and evaluates data that exists outside of the company.
  • Business intelligence uses mostly structured data and is focused mainly on key figures. Competitive intelligence is primarily based on unstructured data and tries to build some key figures (e.g., revenues over time of the concurrence), but it takes text more seriously than traffic intelligence.

  • Similarities

    Which are the common properties and similarities of traffic intelligence and competitive intelligence?

    Competitive intelligence is recommended as an extension to traffic intelligence. Together they build a benign of intrinsic intelligence of the company. Firms that employ traffic intelligence and competitive intelligence in their strategies occupy a better market position, are more realistic in estimating their positioning compared to their competitors, and are able to develop better decisions in the proper window of opportunity.

    Using competitive intelligence, the human factor is again placed in the front. The recommendation of Hans-Georg Kemper and Henning Baars that technology should not score the upper hand must be internalized: “In the reality is often the case that in BI-/CI- projects exist a pronounced and preeminent orientation to technology which in many cases score a counterproductive faith – a recurrent phenomenon which is known since decades."3

    References

  • BI Journal, Vol. 15, No. 4, (TDWI), "Competitive Intelligence", Paul Gray, Professor Emeritus of Information Science, Claremont Graduate University, California
  • HMD 247, 43. Volume, February 2006, "Business Intelligence und Competitive Intelligence", Prof. Dr. Hans-Georg Kemper, Henning Baars
  • BI Journal, Vol. 15, No. 4, (TDWI), “Learning Competitive Intelligence from a Bunch of Screwballs“, Troy Hiltbrand
  • White Paper “Self-Acting Data Mining: Das neue Paradigma der Datenanalyse“, P. Neckel, www.mayato.de

  • “Wall Street’s Bookkeeper” Enters Test angle of DLT Replatforming Along With 15 Major Banks | killexams.com true questions and Pass4sure dumps

    On Nov. 6, the post-trade market infrastructure behemoth, the Depository trust & Clearing Corporation (DTCC), announced that it is entering the test angle of its attempt to replatform its Trade Information Warehouse (TIW) via the employ of distributed ledger technology (DLT).

    DTCC enters dynamic tribulation angle for TIW replatforming

    The sprint to a blockchain platform comes at a time when many financial institutions are trialling the technology. In early November, Morgan Stanley released a report updating its clients about Bitcoin and blockchain, documenting several industry giants who occupy either already implemented blockchain or are in the process of trialling it. The report named ING Bank, Morgan Stanley, JPMorgan, and several other as being in the various stages of trials.

    The DTCC’s attempt to shift its TIW to the blockchain is an ambitious project due to the fact that it accounts for 98 percent of derivatives transactions worldwide. In the statement, the DTCC sheds light on the scale of their current operations, stating that the DTCC’s subsidiaries “processed securities transactions valued at more than U.S. $1.61 quadrillion.” The DTCC valued its current current custodian and asset servicing solutions used in 131 countries and territories at U.S. for $57.4 trillion. Furthermore, the release stated that the DTCC’s Global Trade Repository service processes around 40 million open over-the-counter (OTC) positions weekly, along with 1 billion communications monthly, through its licensed trade repositories group.

    According to the press release published on Nov. 6, the DTCC is working alongside 15 of the world’s leading banks to test the DLT based replatforming of the warehouse.The press release only names the U.K.-based Barclays bank as participating in the 2018 test, leaving the remaining 14 anonymous. JPMorgan, Credit Suisse, Citi, and Bank of America were participant banks in the DTCC’s 2016 proof-of-concept (PoC), however, it is not at this point known if any are still involved in the ongoing project.

    Lee Braine, of the Chief Technology Office at Barclays, explained the aims of the project in the DTCC’s press release:

    “We are pleased to be working with DTCC, their partners and colleagues on this exciting project to bring distributed ledger technology to life in a demonstrable passage that will enhance efficiencies and lower costs and risks for the industry.”

    The press release too reveals details about the nature of the trials underway. The replatforming will involve simulated cases of interactions between systems and platforms from other infrastructure providers. It too states that the platform will be tested against MarkitServ’s novel credit platform “TradeServ.”

    Who is involved?

    The DTCC’s press release too sheds some light on the parties involved and indicates that the project is comprised of a consortium of IBM, Axoni, and R3. The consortium has reportedly “recorded the functionality” of the warehouse through DLT and cloud-based platforms over the ultimate 18 months.

    Having been involved in the implementation of the technology in food supply chains and agriculture, and working to unify several blockchains via the hyperledger, IBM is already an established blockchain player. The tech giant is reportedly playing an valuable role in the project, providing “program management, DLT expertise, and integration services.”

    Axoni is too involved in a blockchain start-up. In August, it raised $32 million in a series B funding round led by Goldman Sachs and Nyca Partners, with high-profile investors such as Wells Fargo, JPMorgan, Citigroup, and Andreessen Horowitz. This latest round of investment brings Axoni’s total financing to $55 million at press time and is illustrative of the novel institutional investment in both blockchain and the cryptocurrency sectors.

    Greg Schvey, one of Axoni’s co-founders, elaborated on how the funding is more than just an valuable financial shot in the arm, but too indicative of a “deep strategic” alliance with many of the world’s major financial institutions who are actively implementing and innovating DLT themselves. As per the press release, Axoni is providing the digital ledger infrastructure and smart constrict applications constructed on the Axway protocol.

    R3 is an enterprise software firm comprising of over 200 members. The firm focuses on distributed database technology. The prime focus of the consortium is to develop Corda, an open-source platform designed to operate intricate transactions and restrict access to transaction data in finance. The firm is acting as the solution advisor for the project.

    The project began in 2016

    The DTCC has been working on how to implement DLT for several years and, consequently,  the origins of this particular DLT project are organize in early 2016. As previously reported by Cointelegraph, the DTCC launched a proof-of-concept along with several high-profile financial institutions such as JPMorgan and Bank of America to demonstrate that intricate post-trade events could effectively be managed via DLT in a peer-to-peer network.

    The DTCC published a press release documenting the timeline of the project in 2018.

    DTCCMost recently, a 19-week study led by the DTCC in collaboration with both Accenture and R3, reportedly organize that DLT is scalable enough to advocate the tall daily trade volumes of the U.S. equity market. The report claims that DLT is able to process an entire trading day’s volume at peak rates which can amount to 115,000,000 daily trades, equating to roughly 6,300 trades per second for five hours on end.

    During the study, Accenture worked on the construction of a network of more than 170 nodes in order to create a realistic model of the chaotic environment of exchanges, broker-dealers, and market participants. The model then captured matched equities trades from exchange DLT nodes. Throughout the project, the DTCC acted as the central counterparty (CCP) to ensure that anonymity was upheld on the ledger.

    Managing director and chief technology architect at the DTCC, Rob Palatnick, provided an update regarding the progression of the DLT replatforming:

    “We finished coding the TIW. We’re just working through the typical defect list and trying to start user acceptance testing this fall.”

    Palatnick too commented on other aspects of the tribulation that the DTCC is tackling, such as the transferral of completed contracts:

    “I assume there is roughly 15 to 20 million of them. A lot of them are faded contracts, so they finish not necessarily abide by smart constrict validation rules. Figuring out the birthright passage to score them into the ledger and occupy them there on day one has been one of their more consuming works in progress.”

    Palatnick too notable how the TIW required more than populating distributed ledgers:

    “Generally, distributed ledger technology is not a reporting technology. Reporting and analytics are not easy on most DLT core platforms, so you exigency some benign of accommodation to advocate that.”

    The DTCC too published information about the ongoing travail to transform its TIW via DLT technology, such as blockchain:

    “Currently, public blockchains supporting crypto-currencies operate at sole or double digit per second performance, which until now was the only indication of the potential volume that a private DLT might be able to support.

    “To develop certain that they really demonstrated robustness and completeness, they wanted a target tall enough to measure the performance and allow it to maintain that for a continuous term of time.”

    With regard to the issue of scalability, Jennifer Peve, managing director of traffic development and fintech strategy at the DTCC outlined to Forbes that the project required venturing into uncharted territory:

    “The reality is that for the private distributed ledger, there wasn’t a known performance or scalability figure, sum they had to proceed on was public blockchains for Bitcoin performance, and that is not an apple to apple comparison. Private blockchains are felicitous for purpose for their industry. They occupy very different architecture, different privacy and sharing models, data storage, smart constrict functionality, and governance model. There are a number of factors that proceed into performance and scalability of a distributed ledger."

    Peve went on to state that the increased scalability rate was beyond initial expectations and helped build self-possession in DLT.

    Murray Pozmanter, head of clearing agency services at the DTCC was too bullish on DLT and the potential benefits for the infrastructure that it could bring:

    “We are excited to lead this valuable travail to forward the performance capabilities of DLT and aid create novel possibilities for leveraging the technology more broadly across financial markets. As an early adopter of DLT, they are encouraged by the results of the study because they prove that the technology’s performance can scale to meet the needs of markets of different sizes and maturity.”

    In spite of an outpouring of positivity from sum parties involved in the platform upgrade and the DLT tests, it’s valuable to note that the DTCC said the study only tested basic functionality. The infrastructure giant too added that future testing must be carried out in order to establish whether DLT is able to meet sum security and operational requirements as well as comply with necessary regulatory requirements.

    DLT technology faces stumbling blocks and industry hesitancy

    On Oct. 16, a report compiled by consulting and technology services provider Capgemini, along with the French bank BNP Paribas, purportedly revealed findings showing that DLT is not yet able to meet financial market demands. The report was compiled using multiple criteria such as industry governance, infrastructure and demographics and made employ of interview material with company executives.

    The report shows that 85.9 percent of participants felt that a exigency of interoperability was a significant barrier to progress, whereas 83.1 percent voiced concern over the muddled regulatory environment, one of the most consistent stumbling blocks for both blockchain and crypto projects irrespective of size or financial backing. A further 77.8 percent cited scalability as an issue. More than 60 percent of participants said that security, cost, and time-efficiency constituted problems.

    A problem highlighted in the report is the uncertain and discrepant state of regulation in most countries. There is no existing uniform legal framework for regulating DLT and, consequently, the report highlights this as a major impediment to any future development.

    Is there enough blockchain?

    The October report is not the first time that DLT projects occupy faced opposition. In March, Reuters reported on how, in spite of bullish advocacy, the DTCC had not done much with blockchain technology.

    The article reveals that a previous DLT-based project initiated by the DTCC was not carried out in its entirety. An attempt to transfer a system for clearing and settlement of repurchase agreement transactions was shelved after its initially successful testing due to the fact that the tribulation showed current technology could achieve the selfsame results more affordably. The tribulation was subsequently described as “a solution in search of a problem” by the DTCC’s head of clearing agency service, Murray Pozmanter.

    Tim Swanson, founder of technology advisory Post Oak Labs, commented on how the DTCC’s ill-fated project was fraction of a series of hotly-touted proofs-of-concepts that failed to deliver the goods:

    “A big fraction of the problem has been expectation management, or rather exigency thereof by many vendors and big consultancies that made claims that could not be fulfilled in the time spans they had said on stage at fintech events.”

    In spite of this setback, the next angle of DTCC’s TIW replatforming is expected to be rolled out in Q1 2019. Currently, the Australia Securities Exchange is the sole stock exchange to occupy shifted its market infrastructure to blockchain. Alongside the recent institutional investment trend for Bitcoin and trials being carried out by major financial financial institutions to implement blockchain, the results of the transformation of “Wall Street’s bookkeeper” will be closely watched. If sum obstacles are overcome and the project is indeed capable of processing the stupendous daily volume of the U.S. equities market, then it could well become the litmus test for other ambitious projects seeking to thrust for further adoption by the financial mainstream.



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    Operations & Process Management: Principles & Practice for Strategic ImpactOperations & Process Management: Principles & Practice for Strategic Impact
    By Nigel Slack, Alistair Jones
    Publisher : Pearson (Feb 2018)
    ISBN10 : 129217613X
    ISBN13 : 9781292176130
    Our ISBN10 : 129217613X
    Our ISBN13 : 9781292176130
    Subject : Business & Economics
    Price : $75.00
    Computer Security: Principles and PracticeComputer Security: Principles and Practice
    By William Stallings, Lawrie Brown
    Publisher : Pearson (Aug 2017)
    ISBN10 : 0134794109
    ISBN13 : 9780134794105
    Our ISBN10 : 1292220619
    Our ISBN13 : 9781292220611
    Subject : Computer Science & Technology
    Price : $65.00
    Urban EconomicsUrban Economics
    By Arthur O’Sullivan
    Publisher : McGraw-Hill (Jan 2018)
    ISBN10 : 126046542X
    ISBN13 : 9781260465426
    Our ISBN10 : 1260084493
    Our ISBN13 : 9781260084498
    Subject : Business & Economics
    Price : $39.00
    Urban EconomicsUrban Economics
    By Arthur O’Sullivan
    Publisher : McGraw-Hill (Jan 2018)
    ISBN10 : 0078021782
    ISBN13 : 9780078021787
    Our ISBN10 : 1260084493
    Our ISBN13 : 9781260084498
    Subject : Business & Economics
    Price : $65.00
    Understanding BusinessUnderstanding Business
    By William G Nickels, James McHugh, Susan McHugh
    Publisher : McGraw-Hill (Feb 2018)
    ISBN10 : 126021110X
    ISBN13 : 9781260211108
    Our ISBN10 : 126009233X
    Our ISBN13 : 9781260092332
    Subject : Business & Economics
    Price : $75.00
    Understanding BusinessUnderstanding Business
    By William Nickels, James McHugh, Susan McHugh
    Publisher : McGraw-Hill (May 2018)
    ISBN10 : 1260682137
    ISBN13 : 9781260682137
    Our ISBN10 : 126009233X
    Our ISBN13 : 9781260092332
    Subject : Business & Economics
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    Understanding BusinessUnderstanding Business
    By William Nickels, James McHugh, Susan McHugh
    Publisher : McGraw-Hill (Jan 2018)
    ISBN10 : 1260277143
    ISBN13 : 9781260277142
    Our ISBN10 : 126009233X
    Our ISBN13 : 9781260092332
    Subject : Business & Economics
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    Understanding BusinessUnderstanding Business
    By William Nickels, James McHugh, Susan McHugh
    Publisher : McGraw-Hill (Jan 2018)
    ISBN10 : 1259929434
    ISBN13 : 9781259929434
    Our ISBN10 : 126009233X
    Our ISBN13 : 9781260092332
    Subject : Business & Economics
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    Publisher : McGraw-Hill (Jan 2017)
    ISBN10 : 1260128474
    ISBN13 : 9781260128475
    Our ISBN10 : 1259921883
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    Subject : Business & Economics, Communication & Media
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    By Peter Cardon
    Publisher : McGraw-Hill (Feb 2017)
    ISBN10 : 1260147150
    ISBN13 : 9781260147155
    Our ISBN10 : 1259921883
    Our ISBN13 : 9781259921889
    Subject : Business & Economics, Communication & Media
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