Test Prep - Part 2 Flashcards

1
Q

Entity-Relationship Data Model

A
  • E-R data model is a common tool for conceptual design
  • E-R model is relatively easy to use.
  • E-R model is supported by most CASE tools.
  • E-R model is a natural and intuitive way to model the focal business application or phenomenon.
  • E-R data model is a detailed, logical representation of the data essential to an organization or a business unit/aspect.
  • Using E-R data model, DB designers generate an entity- relationship (E-R) diagram, a graphical representation of a conceptual schema.
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2
Q

E-R Data Model: Basic Constructs

A

• An entity is a person, place, object, event, or concept in the
user environment about which we wish to maintain data. • Entity set versus entity instance.
• An attribute is a property or characteristic of an entity set or relationship set that is of interest to the organization
• Attributes of an entity set.
• Attributes of a relationship set.
• Identifier:Primarykeyversuscandidatekey.
• A relationship is an association between or among instances of one or more entity sets that is of interest to the organization.
• Relationshipsetversusrelationshiporrelationship instance.

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3
Q

Association Relationship Set: Degree

A

• Degree of a relationship set describes the exact number of entity
sets that participate in the relationship set.
• Unary relationship: A relationship between or among instances of the same entity set.
• Binary relationship: A relationship between the instances from two entity sets.
• Most common relationships in database design. • Easy to implement using an relational DBMS.
• Ternary relationship: A simultaneous relationship among instances of thee entity sets.
• N-nary relationship: A simultaneous relationship among instances of N entity sets.

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4
Q

Association Relationship Set: Cardinality

A
  • Cardinality specifies the number of entities (instances) of one entity set that can (or must) be associated with each entity (instance) of another entity set within a relationship set.
  • For a binary relationship set between entity set A and B, the cardinality can be
  • One-to-one: An entity A (or an instance of A) is associated with at most one entity in B (or an instance of B), and an entity B (or an instance of B) is associated with at most one entity in A (or an instance of A).
  • One-to-many: An entity A is associated with any number of entities in B, and an entity B is associated with at most one entity in A.
  • Many-to-one: An entity A is associated with at most one entity in B, and an entity B is associated with any number of entities in A.
  • Many-to-many: An entity A is associated with any number of entities in B, and an entity B is associated with any number of entities in A.
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5
Q

Salient Data Gathering Technology Tools

A
  • Smartphones and apps: Track location and share photos, addresses, phone numbers, search, and other behavior to marketers.
  • Advertising networks: Track individuals as they move among different Websites.
  • Social networks: Gather information on user-provided content such as books, music, friends, and other interest, preferences, and lifestyles.
  • Cookies and Super Cookies: Track individuals at a single site; super cookies are difficult to identify or remove.

• Third-part cookies: Placed by third-party advertising networks to monitor and track online behaviors, searches, and visits on different Websites that belong to the advertising network for displaying “relevant” advertising.
• Spyware: Record the keyboard activities of a user, including Websites visited and security codes entered, also can display advertisements based on people’s searches or other behaviors.
• Search engine behavioral targeting: Use previous search activities, demographics, expressed interests, geographic, or other user-entered data to target advertising.
• Deep packet inspection: Use software installed at the ISP
level to track user clickstream behaviors.
• Shopping carts: Collect detailed payment and purchase information.
• Forms: Online forms that people voluntarily fill out (in return for promised benefits and rewards) are linked with clickstream or other behavioral data to create a personal profile.
• Website access (transaction) logs: Collect and analyze detailed information on page content viewed by users.

  • Search engines: Trace user statements and views on newsgroups, chat groups, and other public forums on the Web, and profile users’ social and political views; for example, Google returns name, address, and links to a map with directions to the address when a phone number is entered.
  • Digital wallets (single sign-on services): Client-side wallets and software reveal personal information to Websties for verifying the identity of the consumer.
  • Digital Rights Management (DRM): Software (such as Windows Media Player) that requires online media users to identify themselves before viewing copyrighted content.
  • Trusted Computing Environments: Hardware/software that controls the viewing of copyrighted content and requires user identity.
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6
Q

Data-Driven Analytics for Business: Ethical Concerns

A

Use of information technology has raised great privacy concerns by individuals.
• Tracking where customers come from and where they go later in the physical world is tantamount to stalking !!
• Firms collect vast amounts of data about individuals from multiple
sources: Ubiquitous digital technology offers firms new channels/methods/devices to collect/analyze data; e.g., big data.
• Online data collection creates new challenges to business ethics: A central issue is what responsibilities firms should take when they collect data and analyze them for business purpose?

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7
Q

Data Collection: Ethical Considerations

A

Bottom-line: All participants and examiners act in a fair, safe, transparent, and principled manner in all stages of the data management process.
Ethical issues must always be considered while planning any type of data collection, including the following:
• Applicable laws and regulation in the data gathering location.
• Knowledge: Inform customers and other participants of the use for which
the data are being collected for.
• Consent: Obtain the consent of customers and participants.
• Privacy: Protect identity of participants by storing personal data securely.
• Care: Look after the welfare of the participants.
• Consequences: Set clear ways of handling the consequences of the data collection to ensure participants’ interests are not being compromised.
• Threats: Any potential threats to the confidentiality should be addressed.

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8
Q

Safeguarding Information Privacy: Basic Principles

A
  • Notice: Explicitly notify individuals what information will be collected and how the information will be used.
  • Choice: Offer choices concerning how the provided information would be used.
  • Access: Provide reasonable access to the provided information for necessary correction.
  • Security: Take reasonable steps to ensure information security and integrity.
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9
Q

Ethical Analysis: A General Process

A
  1. Identifyanddescribethefactsclearly.
  2. Definetheconflictordilemmaandidentifythe higher-order values involved.
  3. Identifythestakeholders.
  4. Identifytheoptionsthatyoucanreasonablytake.
  5. Identifythepotentialconsequencesofyouroptions.
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10
Q

Salient Ethical Principles

A
  • Golden Rule: Do to others as you would have them do to you.
  • Slippery-slope rule: If an action cannot be taken repeatedly, it is not right to take at all. The rational is that an action may bring about a small change that seems acceptable, but if repeated, it would bring unacceptable changes in the long run.
  • Immanuel Kant’s Categorical Imperative: If an action is not right for everyone to take, it is not right for anyone.
  • Utilitarian Principle: Take the action that achieves the higher and greater value. Therefore, we should prioritize values in a ranked order and understand the consequences of various courses of action.
  • Risk Aversion Principle: Take the action that produces the least harm or the least potential cost.
  • Ethical “No Free Lunch” Rule: Assume that virtually all tangible and intangible objects are owned by someone else unless there is a specific declaration otherwise.
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11
Q

A Process View of Organization

A

• Business performance can be viewed as the result of all the processes designed and implemented by the firm; therefore, firm performance is determined by how well its business processes are designed and executed !!

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12
Q

Business Process: Key Characteristics

A
  • Producing a particular result: A business process delivers a specific result to its (process) customers), internal or external.
  • Designed for targeted customers: Process customers are recipients/beneficiary of the results delivered by a process.
  • Initiated in response to a defined event: A business process is initiated when a specific every occurs, such as an order is made, a customer submits a complaint, a decision made to hire additional employees for a department.
  • Consisted of a set of inter-related activities or tasks: A business process is a collection of inter-related activities or tasks, that the firm performs to produce a result for process customer.
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13
Q

Business Processes: Overview

A

• Definition: A business process is a collection of interrelated work tasks, initiated in response to an event and producing a particular result for the process customers.

A business process is a way to organize work and resources (e.g., people, technology, information) to achieve desirable objectives.

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14
Q

Business Process Management (BPM): A Life Cycle View

A
  1. Process identification and scope definition.
  2. Process modeling; i.e., modeling process “as is.”
  3. Process analysis and redesign.
  4. Process improvement; i.e., design process as “to-be.”
  5. Process implementation, including change management and information systems.
  6. Process execution.
  7. Process performance monitoring, analysis, evaluation, and improvement.
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15
Q

Process Performance Measurements: Critical Dimensions

A
  • Time; e.g., cycle time, average processing time of each task, waiting time, throughput
  • Quality; e.g., number of failures, rework rate, mean time between failures, percentage of defect, inconsistency (variance), reliability
  • Cost; e.g., average cost for the entire business process, average cost of each task
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16
Q

Business Process Improvement: Principles

A
  • Streamline: Remove waster, simplify, and consolidate similar activities.
  • Reduce waiting time: Squeeze out waiting time in process links to create value.
  • Digitalize and propagate: Capture information digitally at the source and propagate it throughout the process !!
  • Increase transparency: Provide glass-like visibility through fresher and richer information about process status!!
17
Q

Business Process Benchmarking

A

• Benchmarking: The process of searching for the best methods, practices, and processes, and adopting or adapting the good features to become “the best of the best.”

18
Q

Process Analysis and Modeling: Why

A

• Better connect the organization’s core competence and its important business processes that support and sustain firm performance.
• Enable process improvement, redesign, or reengineering.
• Enhance organization performance by knowing exactly what we
do and how well we are doing in each important process.
• Increase and retain essential process knowledge at the organizational level !!
• Improve process transparency by allowing each person or functional department to see its role in the business process.
• Foster process standardization to increase service consistency/quality.
• Facilitate process automation using workflow systems; increase organizational readiness for enterprise resource planning (ERP) system implementation.

19
Q

Business Process Reengineering (BPR)

A

“Reengineering is the fundamental re-thinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed.”

Business process reengineering: A complete rethinking of the process itself; it is often forced by something external, either a dramatic change in customer needs or a change in technology.

20
Q

Data Flow Diagram (DFD):

A

A process modeling technique/method commonly used to document business process designs from an informational perspective; this technique is also widely used in information system analysis and design; synonyms: bubble chart, transformation graph, process model.

21
Q

Process modeling emphasizes on the followings:

A

• Data flowing through “a process” (e.g., task, activity, or function).

Relationships between or among data flows.
Processes (e.g., tasks, activities, or functions) that transform data.
Data movements between processes (e.g., tasks, activities, functions).

22
Q

DFD: A Structured Method/Technique

A

• A structured technique is top-down, hierarchical, and step-by-step,
with each step building on the previous step.
• That is, structure methodology is top-down, typically progressing form the highest (most abstract) level to the lowest level of details; i.e., from general to specific.
• Data flow diagram: Provide a logical graphical representation of the information flow of a business process; it decomposes the business process into the specific tasks (activities, functions) to be performed in that business process

23
Q

Data Flow Diagram (DFD)

A

• Data flow diagram is a process modeling technique that uses
four constructs to model business processes:
• Dataflow.
• Datastore.
• Process.
• Externalentity;alsoknownasdatasourceordatasink.
• Data flow diagrams are hierarchical in structure: A DFD can be functionally decomposed to represent different levels of process abstraction or details.
• A DFD at a given level can be decomposed into multiple DFDs
at a lower and more detailed level.

24
Q

Modeling Business Process: An Informational View

A

• A business process is consisted of inter-related tasks/activities that capture, manipulate, store, or distribute data within the process; each task/activity receives input data and produce out data.
• Process modeling is critical to systems analysis and design that usually includes three essential views of an information system: process (e.g., process modeling), data (e.g., data modeling), and logic and timing (e.g., state-transition diagrams).
• Process modeling emphasizes on the followings:
• Data flowing through “a process” (e.g., task, activity, or function).
• • •
Relationships between or among data flows.
Processes (e.g., tasks, activities, or functions) that transform data.
Data movements between processes (e.g., tasks, activities, functions).

25
Q

Data Flow Diagram: Data Dictionary

A
  • Each data flow in a DFD represents one or more data elements.
  • Each data store consists of a collection of potentially inter-related data elements.
  • A data dictionary is an organized cross-referenced listing of the definition and structure for the data flows, data stores, and decomposable data elements contained in a system.
26
Q

An Example Classification Scheme

A
  • Substitutive IT: Technology replacing people with economics being the main driving force, to improve efficiency.
  • Complementary IT: Improving organizational productivity and employee effectiveness by enabling work to be performed in new ways.
  • Innovative IT: Achieving a competitive edge by changing trading practice, creating new markets, etc.
27
Q

IT Doesn’t Matter: Basic Premises

A
  • IT is ubiquitous, not scarce.
  • IT is infrastructure, not proprietary.
  • Internet is accelerating the rate of commoditization of IT.
  • Today, sharing is the focus of flexible, open standards and prevalent IT infrastructure design, sharing can create more business values !!
  • New IT infrastructure significantly increases the opportunities for business growth, while reducing the cost and time requirements for IT implementation and strategic support.
28
Q

IT Doesn’t Matter: Key Arguments

A
  • Many business organizations have overestimated the strategic value of information technology.
  • Firms have significantly overspent on information technology in the quest for business value.
  • Firms need to manage large portions of their infrastructure more rigorously to reduce capital investment and operating expenses.
  • As firms become more dependent on IT for their day-to- day operations, they must focus on potential vulnerabilities and more aggressively manage for reliability and security.
29
Q

IT Doesn’t Matter: Key Suggestions

A
  • Firms should spend as little as possible on IT.
  • Concentrate IT investments on driving cost savings.
  • Follow rather than lead when it comes to new information technologies: Let others bear the risk and cost of testing and perfecting a new technology.
  • Concentrate on managing the risk in business operations and technology rather than seeking IT opportunities.
30
Q

Financial Capital Budgeting Methods for IT Investment Decisions

A
  • Fundamental assumption: ALL costs and benefits are known (or can be reasonably estimated) and can be measured in dollar amounts (monetized) with some precision.
  • This assumption often does NOT hold with IT investments, though the associated costs and benefits may be approximated to some extent; for example, qualitative or indirect benefits are difficult to estimate in dollar amount.
  • Increasingly, firms and business managers realize the limitations of using financial methods to assess IT
31
Q

IT Portfolio: An Example Classification Scheme

A
  • Substitutive IT: Technology replacing people with economics being the main driving force, to improve efficiency.
  • Complementary IT: Improving organizational productivity and employee effectiveness by enabling work to be performed in new ways.
  • Innovative IT: Achieving a competitive edge by changing trading practice, creating new markets, etc.