Exam3study_guide.

California State University, Fresno MBA 214 jruiz408408 Below, please find the Study Guide for Test 3. Some of the material on the test (and study guide) will be coming from outside your textbook (highlighted in yell ...

California State University, Fresno MBA 214 jruiz408408 Below, please find the Study Guide for Test 3. Some of the material on the test (and study guide) will be coming from outside your textbook (highlighted in yellow). They will be coming from the following files posted on BB:  Management Reporting Systems  Decision Support Systems  Knowledge-Based and Expert Systems Decision Making and Business Intelligence structured/semi-structured/unstructured decisions; the 4 stages of decision making; high velocity automated decision making; business intelligence; drill down; dashboard; DSS; data mining; data warehouse, data mart; sensitivity analysis, goal seek; KPI; standard; symptom; presymptom; operational intelligence; location analytics; GIS; relational information; model; mathematical model; dependent variable; independent variable; parameter; what-if analysis; goal-seek analysis; sensitivity analysis; optimization; OLAP; slicing; dicing; rotating Collaboration and Knowledge Management tacit/explicit knowledge; knowledge management; knowledge management value chain; knowledge acquisition, storage, dissemination, application; structured knowledge; knowledge discovery, artificial intelligence; expert systems; knowledge base, inference engine, forward chaining; backward chaining; case-based reasoning; fuzzy logic; machine learning; neural networks; genetic algorithms; intelligent agents; similarities and differences between knowledge-based/expert systems and DSS; what has Julia Child got to do with knowledge management? the general structure of a rule; the difference between knowledge-based and expert systems in terms of degree of structure and type of user interface; knowledge engineer; inference engine; collaboration; social business; requirements for collaboration; time/space collaboration Project Management consequences of poor project management; project; project management; information system plan; portfolio analysis; scoring model; costs/benefits of information systems; real options pricing models; dimensions of project risk; change management; implementation; change agent; internal integration tools; Gantt chart; PERT chart; external integration tools; counterimplementation  Required P.47-52 on BI Section CH12 1.1-12.2 Section 6.3  Required Reading: Section 12.3  Chapter Section 2.3 + Chapter 11   Chapter 14  Required P.47-52 on BI Section CH12 1.1-12.2 Section 6.3 Decision Making and Business Intelligence Types of Decisions  Chapters 1 and 2 showed that there are different levels in an organization. Each of these levels has different information requirements for decision support and responsibility for different types of decisions (see Figure 12.1). Decisions are classified as structured, semistructured, and unstructured.  Unstructured decisions are those in which the decision maker must provide judgment, evaluation, and insight to solve the problem. Each of these decisions is novel, important, and nonroutine, and there is no well-understood or agreed-on procedure for making them.  Structured decisions, by contrast, are repetitive and routine, and they involve a definite procedure for handling them so that they do not have to be treated each time as if they were new. Many decisions have elements of both types of decisions and are semistructured, where only part of the problem has a clear-cut answer provided by an accepted procedure. In general, structured decisions are more prevalent at lower organizational levels, whereas unstructured problems are more common at higher levels of the firm.  Senior executives face many unstructured decision situations, such as establishing the firm’s 5- or 10-year goals or deciding new markets to enter. Answering the question “Should we enter a new market?” would require access to news, government reports, and industry views as well as high-level summaries of firm performance. However, the answer would also require senior managers to use their own best judgment and poll other managers for their opinions.