Oltp Vs Dss Systems

Writen by Kostis Panayotakis

Information systems are classified into two major categories, according to international developments: A. On-line transactional processing systems (also called operational systems)

B. Decision support systems (DSS)

Α. On-line transactional processing systems OLTPs are systems which serve transactions with suppliers, partners and customers, as well as internal business transactions. They support operations throughout the value chain of the Organization:

• Supply Chain Management (SCM)
• Production support (e.g. MRP, Advanced Planning & Scheduling)
• Customer interface management (e.g. sales, order management and billing) (CRM)
• Finance and Accounting (ERP)
• Sales force automation
• Web channel operations (eCRM)
• Internal workflow support systems

Β. Decision support systems DSS provide management at all levels of the Organisation, with information which supports understanding of the current Business position and taking informed decisions (fact based management). OLTP vs DSS systems Even though OLTP (on-line transactional processing) and DSS (decision support systems) functionalities may overlap (e.g. an OLTP system may provide some operational reporting functionality used for decision support), it is clear that the purpose of the 2 categories differs, given that they serve different functions and different User groups in the Business. Therefore the development philosophy of the two categories differs radically. Specifically, differences are identified on the following criteria (1 for OLTP, 2 for DSS): System functional requirements:

1. Clearly specified given that the system serves specific functional needs – the predetermined transactions
2. the determination of a complete requirement set is a challenge, given that there are dynamically changing informational requirements.

Capture of current and historical information:

1. Current state information is captured (some historical data may exist only to serve potential future transactions)
2. Recent and historical information is captured (current may not be captured, given that data from the OLTP are retrieved at regular intervals)

Data models used:

1. Complex, focused on business entities (in terms of relational databases it is called normalized data structure (e.g. 3NF))
2. Different approaches exist. The simplified denormalised dimensional structure gains momentum, since it allows easier understanding by business users and optimized execution of complex queries.

Information level of detail:

1. Detailed data per transaction are kept
2. Detailed data are kept in a different structure and are enriched by 'dimensional' information which allows analytical processing. Moreover, aggregated data like KPIs (key performance indicators), are calculated and stored in persistent storage.

Volume of data:

1. The volume of data is relevant to the size of the Business and the penetration of IT in it.
2. The data volume handled by a DSS, is multiple of that of the OLTP systems on which it is based, given that it maintains multiple historical snapshots

Copyright 2006 – Kostis Panayotakis

Material relevant to business intelligence can be found at www.pleroforea.com

Work Environment Tidbits

Writen by Jeremiah P. Huck

 

Color is a big factor effecting all indoor environments. Since most of us spend many hours each day at work, the coloring of the space has a big  impact on us. Monotone color schemes can over charge certain personality and behavioral patterns. The color grey can cause depression and frequent change, leading to coping actions like drinking alcohol. Too much grey [ a common business/office main color ] can also lead to unclear thoughts and actions. Sometimes in life and business things need to be simply black and white, clear and simple! The best solution to this problem is to introduce many colors into the work space. Even small items of varied colors can do wonders, so add some to the work-business space and watch the changes.

• When getting dressed for work/business each morning wear the colors that are not in the work place......that way your colors become a part of the environment, effecting both you and all those around you........you become a balancer for the colors missing at work....try it.
• Stay grounded all day! That means that no matter what is going on around you [ you can't always control that stuff ] you are not so effected. This way you stay stable and help stabilize an often highly charged emotional situation. Staying grounded means to keep both feet on the floor ....no matter what happens! This can be real hard to do since many people around you will try to pull you off balance [ ungrounded ], just keep trying this and you will get better at it.
• See your job/business and work place as both mundane and sacred at the same time. That means to do the job and work the space in practical ways while understanding that there is more going on then meets the surface of things. That life and work is all holy and sacred.....not just when you go to church, etc. This helps to bring a higher level of order and purpose to all you do...you tend to get better results in everything. Try it!
• Keep the space clean and clear. This sounds too simple to be of real value but this is not true! Try it and watch the results........
• Good luck!
• The Business Shaman

 

Jerry is a former psychotherapist and is currently a professional shaman. He publishes an online magazine and newsletter dealing with shamanism and holism as they apply to life and business. You can reach the magazine at this address: http://www.jeremiahhuck.workzsites.com

How To Lead An Effective Meeting

Writen by Steve Kaye

Leaders determine the success of every event. Here's how to lead a meeting.

1) Open the meeting by reviewing the goals, outcomes, and activities. This helps everyone work with you to accomplish what you want.

2) Start the meeting by describing the culture you expect during the meeting. For example, you might say, "I value all of your ideas. I want you to think creatively because we need powerful solutions to this issue."

3) Compliment the participants during the meeting. Brief praise such as, "Thanks," "Good idea," or "Excellent," will motive the participants to work with you.

4) Maintain a safe, positive working environment. Harsh, predatory cultures inhibit creative thinking. Insist on respect.

5) During the meeting, remind the participants how much time has been budgeted for each activity.

6) Present each issue in the form of a specific question. This focuses thinking on specific solutions. For example, ask, "What could cause Unit #2 to produce 5% more defects?" This is far more effective than saying, "Let's talk about Unit #2."

7) Maintain a state of benevolent urgency. You want to push just hard enough to make the participants aware of offering high value comments. And you want to allow enough time for adequate consideration of an issue before making a decision.

8) After completing a major part of the meeting, summarize what the group accomplished. This celebrates the achievement, reminds everyone what they finished, and formally ends the activity.

9) Introduce each part of the meeting by stating the goal for that issue and describing the process you plan to use. This helps everyone focus on the same task.

10) Model the behavior that you expect from the participants because this determines how they will act during the meeting.

Note: Of course, there's more. Read about Effective Meetings at: http://www.squidoo.com/OneGreatMeeting/

- - -

Steve Kaye helps leaders hold effective meetings. He is an IAF Certified Professional Facilitator, author, and speaker. His meeting facilitation and leadership workshops create success for everyone. Call 714-528-1300 for details. Visit http://www.stevekaye.com for a free report.

The Seven Cs Partnership Danger Signs Conflict Becoming The Norm Part 1

Writen by Dorene Lehavi

A series of articles exploring the seven critical areas that can indicate a partnership is in trouble.

Conflict Becoming the Norm – Part 1

Dr. Dean Ornish, noted cardiologist, says the greatest cause of disease is the stress that comes from conflict. Conflict is bad for your health, your personal life and definitely bad for your business.

When disagreements have reached the stage of conflict, emotions have overcome the issue. At this point no one is thinking clearly or speaking truthfully about the original problem. It becomes all about winning. How useful is that?

You can win the battle and lose a whole lot more. Conflict becomes a nail in the coffin of your marriage, or in your business partnership. Though you may win in court, you often lose in life. This is a major component of the scenario that accounts for the high rate of divorce in marriage and even higher rate of dissolution of business partnerships.

Even if conflict doesn't reach this dramatic result, living with conflict is an unhappy, unhealthy situation. Not only does it cause you misery, but it is contagious. Employees, clients and family members feel the tension. They may be taking sides even without realizing the unspoken details of the issue. You and your partner avoid meeting, may deteriorate into a yelling match when you do meet, or live in silence avoiding addressing other important issues as well. This is not the scenario that inspires you to get out of bed in the morning.

The best solution is prevention. Resolve things at the disagreement level before they become conflicts. If the two of you can't get to resolution where you both feel like winners, call in a coach. Actually, my clients find that a monthly meeting is a great preventative and also teaches them the tools needed to handle most situations on their own.

Now is the time to remember that there were good reasons you chose your partner. If you were honest and sincere in your initial evaluation and desire to succeed, it's helpful to keep that in mind and if things have gotten out of hand, hire an outside expert who can help you get back to that place of harmony and mutual respect.

The first step in resolving conflict is to agree to do so and to agree on the ultimate goal which is greater than each of you as individuals. When you are seriously committed to the same outcome things can usually work out. When you've reached this point, a third party, non-biased expert listener and coach is not just desirable, but essential to direct the discussion and keep emotions at bay.

About The Author

Dorene Lehavi, Ph.D. is principal of Next Level Business and Professional Coaching. She coaches Professionals and Business Partners and teaches teleclasses on techniques to break through barriers to the next level. Dr. Lehavi offers a complimentary coaching session so you can experience how coaching can work for you. Contact Dr. Lehavi at Dorene@CoachingforYourNextLevel.com or on the web at Http://www.CoachingforYourNextLevel.com. Subscribe to Mastering Your Next Level monthly e-newsletter at http://www.coachingforyournextlevel.com/newsletter.html

dorene@nextlevelpartnership.com

Best Thinking A Catalyst That Creates Competitive Advantage

Writen by Tom Northup

Wise leaders know that they will generate organizational best thinking that is far above what one person can accomplish alone when they draw on the wealth of knowledge that employees, with their differing professional interests, experiences and perspectives, bring to their jobs.

Best thinking is a catalyst that:

• Raises the effectiveness of an organization to a level that cannot be reached by any other means.

• Gives a company a competitive advantage in its market place.

• Builds personal motivation among team members by allowing them to personally contribute both emotionally and intellectually.

• Develops focus in organizational direction and initiatives. Focus drives performance, performance drives results.

• Brings members of management teams together so that they become change agents, not change critics, working together for the good of the company.

Companies that use best thinking know that these advantages flow to the bottom line. Studies show that companies with strategic plans are 40% larger than those without such plans and have slightly fewer workers, resulting in 45% higher revenue per employee.

This gives such companies a competitive edge because the business cycle in most industries is much shorter today than in past decades. For instance, before the middle of the last century, the telephone took years to change from black to beige and from dial to push button. Now phone features and functions change frequently. The software industry now measures product life cycles in months, not years.

Why isn't best thinking used more often?

Best thinking is not a natural function in most organizations. The most common organizational structure has functional areas that operate as vertical silos. Managers are responsible for their silo and management is hierarchical. It is natural for employees in each silo to think their work is most important.

How can effective leaders develop best thinking?

Change starts with the CEO, the owner and the leadership of the organization. The most effective leaders have strong self-awareness and self-confidence along with a deep understanding of their emotions, strengths, limitations, values and motives. These strongly self-aware leaders are realistic and honest with themselves and about themselves. They know where they are headed and why.

This attitude allows CEOs to share power with employees as they guide and inspire them with a compelling vision. Effective leaders develop high-level, cross-functional best thinking that crosses boundaries and helps expand employee attitudes.

CEOs must trust their management team to carry out their vision. Great leaders learn how to inspire people. When they spend the time to fully develop a team they gain confidence in the team's ability to work together and achieve results.

Where is best thinking most effective in an organization?

Historically companies have used planning and best thinking on a sporadic basis, sending team members back to their silos and their compartmentalized jobs after short brainstorming sessions. These irregular events fail to build best thinking into the everyday consciousness of employees.

For instance, the management team may apply best thinking only at infrequent strategic planning sessions where the management team together plans the direction of the company.

CEOs who wish to develop an environment where shared knowledge becomes part of the culture of the company must build best thinking into the organization on an everyday basis.

Best thinking is appropriate in all planning activities and in every functional area. For instance, in new product development a team encompassing best thinking would receive input from engineering, marketing, sales and production. In manufacturing, inventory planning would receive input from finance, marketing, sales and production.

What are the barriers to best thinking?

The most common barriers to best thinking are:

• Lack of commitment and focus from the CEO.

• Organizational political realities wherein people develop judgments and patterns of working that block open communication.

• A perception among employees that their work ranks first among all tasks.

• Lack of expertise among leaders at achieving open, out of the box dialog from a diverse group.

How can companies build best thinking practices?

Building organizational best thinking practices takes commitment and focus from the CEO, who must encourage employees to work and interact together.

Best thinking takes time to develop. Initial thoughts are always fragile and not fully formed. In planning sessions CEOs must allow the time and open dialog necessary for these initial thoughts to fully develop into best thinking. If the company environment is not conducive to open honest dialog without fear, best thinking will not happen.

Organizational best thinking is most effective when it becomes part of the culture and is ingrained in employee's attitudes. Many CEOs start this process by building cross-functional teams that they charge with specific initiatives. These teams can operate at different levels in the organization and work on issues that are appropriate to their level of responsibility. CEOs hold these teams accountable for developing functionally integrated responses to everyday business issues.

Although companies can carry out many team functions internally, some situations, such as high–level strategic planning, where setting objectives for the next period is simply too important to operate at less than the best level, require use of an outside facilitator.

Skilled facilitators have the experience to bring out the best from all participants. As neutral parties, they overcome the political and hierarchical environment and help fragile thoughts blossom to the highest level. Their systems are proven, ensuring the company's plan is a product of the team's best input and that the team has complete buy-in.

Summary

Properly implemented best thinking is the catalyst that generates high level focus. Focus drives performance and performance drives results.

Companies with high level best thinking are larger, leaner and more profitable. Best thinking becomes the catalyst for competitive advantage.

Best thinking is genius work – the highest and best use of the CEO's time.

Best thinking must drive all planning events, which are too important for anything but the best efforts of all members of the management team. CEOs must incorporate best thinking into the culture of the business so employees regularly share knowledge across functional boundaries.

As Ken Blanchard said, "None of us is as smart as all of us."

With more than 30 years in operations management, Tom Northup understands the business complexities faced by today's busy executives. The former CEO and principal of three successful businesses, Tom is his own success story. Through coaching, consulting, mentoring, and training, he provides real-world, practical experience and thoughtful leadership—all with a focus on sustainable success and results. He may be reached at tomn@lmgsuccess.com and http://www.lmgsuccess.com