isds 2001 ch. 3 test bank
A) last page of the report.
B) raw data that informed the report.
C) executive summary.
D) charts in the report.
A) they can include tax and compliance reporting.
B) they can be filed nationally or internationally.
C) they are standardized for the most part to reduce the regulatory burden.
D) their primary focus is government.
A) metric management reports.
B) balanced scorecard-type reports.
C) dashboard-type reports.
D) visual reports.
A) data supply
B) business logic
C) extract, transform and load
A) information graphics
B) scientific visualization
C) statistical graphics
D) graphic artwork
A) worldwide digital distribution of visualization.
B) immersive environments for consuming data.
C) new forms of computation of business logic.
D) new graphics displays through PC displays.
A) heat map
C) pie chart
D) bubble chart
A) heat map
C) pie chart
D) bubble chart
A) bar chart
B) geographic map
C) highlight table
D) tree map
A) Why did it happen?
B) What happened yesterday?
C) What is happening today?
D) When did it happen?
A) a story should make sense and order out of a lot of background noise.
B) a well-told story should have no need for subsequent discussion.
C) stories and their lessons should be easy to remember.
D) the outcome and reasons for it should be clear at the end of your story.
A) mobile platforms such as the iPhone are supported by these products.
B) it is easier to spot useful patterns and trends in the data.
C) they explore massive amounts of data in hours, not days.
D) there is less demand on IT departments for reports.
A) operational data that identify what actions to take to resolve a problem
B) summarized dimensional data to analyze the root cause of problems
C) summarized dimensional data to monitor key performance metrics
D) graphical, abstracted data to monitor key performance metrics
A) ensuring that users across the organization have access to it
B) ensuring that the organization has the appropriate hardware onsite to support it
C) ensuring that the organization has access to the latest web browsers
D) ensuring that the required information is shown clearly on a single screen
A) whether any high-value transactions that would skew the overall trends were rejected as a part of the loading process.
B) which operating system is running the dashboard server software.
C) whether the dashboard is presenting “fresh” or “stale” information.
D) when the data warehouse was last refreshed.
A) the visual dashboard level.
B) the static report level.
C) the visual cube level.
D) the self-service cube level.
A) because performance measurement systems are only in their infancy
B) because measurement automatically leads to problem solution
C) because performance management systems cost more
D) because measurement alone has little use without action
A) because dissatisfied customers will eventually hurt the bottom line
B) because customers should always be included in any design methodology
C) because customers understand best how the firm’s internal processes should work
D) because companies need customer input into the design of the balanced scorecard
A) scorecards are less preferred at operational and tactical levels.
B) dashboards would be the preferred choice to monitor production quality.
C) scorecards are best for real-time tracking of a marketing campaign.
D) scorecards are preferred for tracking the achievement of strategic goals.
A) a letter in the Greek alphabet that statisticians use to measure process variability
B) a methodology aimed at reducing the number of defects in a business process
C) a methodology aimed at reducing the amount of variability in a business process
D) a methodology aimed at measuring the amount of variability in a business process
into different categories so you can quickly see comparative results and trends.
? Dashboard-type reports–graphical representation of performance indicators
? Balanced scorecard type reports–attempts to present an integrated view of success in an organization; includes financial and nonfinancial (customer, business process, and learning and growth perspectives)
? Gantt charts
? PERT charts
? Geographic maps
? Heat maps
? Highlight tables
? Tree maps
2. Analysis–root cause of problems
3. Management–detailed operational data that identify what action to take to resolve problem
? Wrap the dashboard metrics with contextual metadata
? Validate the dashboard design by a usability specialist
? Prioritize and rank alerts/exceptions streamed to the dashboard
? Enrich the dashboard with business users’ comments
? Present information in three different levels
? Pick the right visual construct using dashboard design principles
? Provide for guided analytics
2. Plan: Strategic, tactical and operational; Operational planning ex. budgets, plans, forecasts, models, initiatives and targets
3. Monitor/Analyze: A comprehensive framework: what to monitor and how to monitor. (performance dashboards, reports and analytical tools)
4. Act and Adjust–what do we need to do differently?
? Targets. KPIs measure performance against specific targets. Targets are defined in strategy, planning, or budgeting sessions and can take different forms (e.g., achievement targets, reduction targets, absolute targets).
? Ranges. Targets have performance ranges (e.g., above, on, or below target).
? Encodings. Ranges are encoded in software, enabling the visual display of performance (e.g., green, yellow, red). Encodings can be based on percentages or more complex rules.
? Time frames. Targets are assigned time frames by which they must be accomplished. A time frame is often divided into smaller intervals to provide performance mileposts.
? Benchmarks. Targets are measured against a baseline or benchmark. The previous year’s results often serve as a benchmark, but arbitrary numbers or external benchmarks may also be used.
2. Internal business process
3. Learning and growth
b) mix of past, present and future
c) balance the needs of shareholders, employees, partners, suppliers, and other stakeholders.
d) Measures should start at the top and flow down to the bottom.
e) targets that are based on research and reality rather than be arbitrary
? Setting the right performance targets. This required the group to determine whether KPI targets had short-term or long-term payoffs.
? Putting data into context. The group had to tie the data to ongoing customer satisfaction projects.
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