This document should contain all 8 chapters of the BI Project. Make any corrections necessary based on grading remarks, and modify the document to meet the following requirements:
Create a left-aligned heading at the top of the first page with four lines: Your name, Instructor’s name, Course name, and Current date on consecutive lines.
As the report title, center the name of your hypothetical business.
Enter your text from the chapter 1 assignment introducing your business.
After the introduction, each chapter needs to start at the top of a new page.
Use the following titles (centered) for each chapter:
Chapter 2: Collecting Data
Chapter 3: Data Warehouses
Chapter 4: Data Mining
Chapter 5: Text Mining
Chapter 6: Decision Making
Chapter 7: Big Data
Chapter 8: Future Trends and Legal Issues
Last Page: Sources
Apply the following formatting to the whole report:
Times New Roman, 12 point font
One-inch margins on all 4 sides
Double space the entire document with no extra space before or after paragraphs
Use correct spelling and punctuation
Use complete sentences
Apply ½-inch first line paragraph indention to paragraphs (not chapter titles).
Include a footer on every page with your name at the left, insert the page number in the center, and the semester & year at the right (see example on page 2 of the downloaded instructions).
For the sources page, write bibliography information (in APA or MLA style) for any sources you used. The textbook should be a source for everyone. You may not have any more sources if you wrote your own thoughts when completing the chapters.
Using the Business Intelligence Project you started in chapter 1, and added to in chapters 2-5; insert a manual page break at the end of the document to start a new page. Add the title “Decision Making” at the top of the page.
In chapter 1 you introduced your business. Chapter 2 required you to think of the different types of data you may collect and analyze. Chapter 3 required you to look at the topic of data warehousing, and how it applies in the process of doing business. Chapter 4 focused more specifically on the Data Mining process. Chapter 5 looked at Text Mining with digital media. Chapter 6 discusses optimization and simulation in the decision making process.
Write paragraphs describing the following:
In your business, describe a decision you would need to make where you would want to use some type of optimization tool. In regards to this decision, explain the importance of optimizing and how it will be beneficial for your business.
Think of an example where simulation could be beneficial to your business. Explain how you could use simulation and describe the type of simulation. (There are several listed in the text. i.e. probabilistic, time-dependent/independent, discrete event, visual, etc…) Be as specific as possible in your description, including possible advantages and disadvantages of using the simulation you described.
Chapter 7 –discussion question #1-4 & exercise 3 & Internet exercise # 7
1. Explain the relationship among data mining, text mining, and sentiment analysis.
2. In your own words, define text mining, and discuss its most popular applications.
3. What does it mean to induce structure into text-based data? Discuss the alternative ways of inducing structure into them.
4. What is the role of NLP in text mining? Discuss the capabilities and limitations of NLP in the context of text mining.
3. Go to teradatauniversitynetwork.com and find the case study named “eBay Analytics.” Read the case carefully and extend your understanding of it by searching the Internet for additional information, and answer the case questions.
7. Go to kdnuggets.com. Explore the sections on applications as well as software. Find names of at least three additional packages for data mining and text mining.
The question # MUST proceed your answer to each question (i.e. Exercise #1)
Chapter 3 – Discussion question #1, #2, #3, #4 &
How do you describe the importance of data in analyt- ics? Can we think of analytics without data? Explain.
Considering the new and broad definition of business analytics, what are the main inputs and outputs to the analytics continuum?
Where do the data for business analytics come from?What are the sources and the nature of those incomingdata?
What are the most common metrics that make for analytics-ready data?
12. Go to data.gov—a U.S. government–sponsored data portal that has a very large number of data sets on a wide variety of topics ranging from healthcare to edu- cation, climate to public safety. Pick a topic that you are most passionate about. Go through the topic-specific information and explanation provided on the site. Explore the possibilities of downloading the data, and use your favorite data visualization tool to create your own meaningful information and visualizations.
Chapter 4 – Discussion question #1, #2, #3, #4 & #5 &
Define data mining. Why are there many names and definitions for data mining?
What are the main reasons for the recent popularity of data mining?
Discuss what an organization should consider before making a decision to purchase data mining software.
Distinguish data mining from other analytical tools and techniques.
Discuss the main data mining methods. What are the fundamental differences among them?
Visit teradatauniversitynetwork.com. Identify case studies and white papers about data mining. Describe recent developments in the field of data mining and predictive modeling.
Intent: The purpose of this assignment is to enable students investigate, analyze and critique a process that allows decision making for optimizing logistics supply chain design at the tactical level which includes global logistics and distribution and warehousing design features. This may include utilizing linear programming techniques for optimizing supply chain networks. See UTS Online for detail.
This addresses Subject Learning Objectives – 3 and 4
This develops Program Learning Objective 1.1 and 2.2
Due: 8th May by 11.59 PM to be submitted utsonline via Turnitin
Assessment 1- Part A- Case study-1- Supply chain design of X & Co.
Designing the Production Network at X & Co.
Mr Johnson, vice president of supply chain at x & co. thought that his current production and distribution network was not appropriate given the significant increase in Transportation costs over the past few years. Compared to when the company had set up its production facility in Chicago, Transportation costs had increased by a factor of More than four and were expected to continue growing in the next few years. A quick decision on building one or more new plants could save the company significant Amounts in Transportation expense in the future.
X & Co.
X & was founded in the late 1970s and produced baby wipes and diaper ointment. Demand for the two products was as shown in Table 1. The company currently had one
factory in Chicago that produced both Products for the entire country. The wipes line in the Chicago facility had a capacity of 5 million units, an annualized fixed cost of $5 million a year, and a variable cost of $10 per unit. The ointment line in the Chicago facility had a capacity of 1 million units, an annualized fixed cost of $1.5 million a year, and a variable cost of $20 per unit, the current transportation costs per unit (for both wipes and ointment) are shown in Table 2.
New Network Options
Johnson had identified Princeton, Chicago; Atlanta; and Los Angeles as potential sites for new plants. Each new plant could have a wipes line, an ointment line, or both. A new wipes line had a capacity of 2 million units, an annual fixed cost of $2.2 million, and a variable production cost of $10 per unit. A new ointment line had a capacity of 1 million units. An annual fixed cost of $1.5 million, and a variable cost of $20 per unit. The current transportation cost per unit are shown in Table 2. Johnson had to decide whether to build a new plant and if so, which production lines to put into the new plant.
Assessment 1- Part B- Case Study-2- Managing Growth at Y & Co.
In December 2008, Mr. Thomson and his management team were busy in evaluating the performance at Y & co. over the previous year. Demand had grown by 80 percent. This growth, however, was a mixed blessing. The venture capitalists supporting the company were very pleased with the growth in sales and the resulting increase in revenue. Thomson and his team, however, could clearly see that costs would grow faster than revenues if demand continued to grow and the supply chain network was not redesigned. They decided to analyze the performance of the current network to see how it could be redesigned to best cope with the rapid growth anticipated over the next three years.
Y & Co.
Thomson founded Y &Co. in 2004 with a mission of supplying parents with more affordable sports equipment for their children. Parents complained about having to discard expensive skates, skis, jackets, and shoes because children outgrew them rapidly. Thomson’s initial plan was for the company to purchase used equipment and
Jackets from families and any surplus equipment from manufacturers and retailers and sell these over the Internet. The idea was well received in the marketplace, demand grew rapidly, and by the end of 2004, the company had sales of $0.8 million. By this time, a variety of new and used products were being sold, and the company received significant venture capital support.
In June 2004, Thomson leased part of a warehouse in the outskirts of St. Louis to manage the large amount of product being sold. Suppliers sent their product to the warehouse. Customer orders were packed and shipped by UPS from there. As demand grew, Y & Co. leased more space within the warehouse. By 2007, Y & Co. leased the entire warehouse and orders were being shipped to customers all over the United states. Management divided the United States into six customer zones for planning purposes. Demand from each customer zone in 2007 was as shown in Table 1. Thomson estimated that the next three years would see a growth rate of about 80 percent per year, after which demand would level off.
Assessment 1- Part C- Thought leadership- Every student needs to participate and present thought leadership dialogue. In this regard you need to attend leadership dialogue as part of a group consisting of three members. Prepare thought leadership dialogue based on lecture topic. Two groups will be in dialogue and debate before each lecture (based on lecture topic). Total time allocated for each thought leadership dialogue session is 15 minutes + 5 minutes for question and answer session. Mark allocation will depend on how engaging and participating is your session. Therefore apply innovative tools and techniques to ensure more engagement and participation of class.
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