Uncategorized

Kelompok 2 _ MB 40 11

Selamat pagi pak, Berikut saya lampirkan progres dari kelompok 2

Audrey Stellarosi 1401164447
Sarah Nauvallia 1401164520
M Ridho Rahman Priadi 1401164460
Lucia Tannya Diandra 1401164433
Anugrah Kurniawan 1401164487
Dimas Martian Dewangga 1401164552

Progress Dollibar kelompok 2 tentang finance.Semua data sudah ada, tingggal input di dollibar dan direkam video tutorial input kedalam dollibar nya, dan membuat makalah.

Terima kasih pak.

ASSIGNMENT APRIL 18th 2017

GROUP 21. Sukma Rizky Djalu Riverdhan
2. Nur Muthrofin T
3. Lathiefa Risky Adinda
4. Aditya Pratama

Our company structure consists of Lathiefa as the CEO and we have Aditya as our IT guy who responsible for developing our website and transaction process, and we have Sukma Rizki who work as our marketing chief and last one we have Nur Muthroffin as the person who responsible to take care of our Supplies and Production.

Currently we are targetting our product to kids on the street by placing our Trucks near by some schools around the city.

We have five variant taste of our products for now, those are Vanilla, Strawberry, Mocca, Tiramisu, and Green Tea. For now, we have five trucks deployed in several areas in the city and we are expecting to expand further.

From our calculation, there are around 300 cups sold on each truck every day with the most favorite taste of ice cream is strawberry.

We are looking forward to explore more products from our company to provide more variant product to compete with our competitors on the street.

Below are some of our specific work based on our position on the company

NEWEST PROGRESS

CEO: In the future, our CEO Lathiefa will keep introducing our company and spreading the connection with the intention to open access for opening new truck and expanding our business on the street.

IT Guy : Aditya keep improving our services to the customer by maintaining our website’s function such as for Ordering, and Customer Service. We want to make sure that we provide best service to keep our customer happy and satisfied and also to help us improve our product quality by listening to our customers demand in the customer service section on the website.

Marketing : Sukma Rizki handle the advertisement and promotion of our product. We also work together to enhance the sale by spreading words from one street to another. working with the IT guy to do the digital marketing, we believe we would have a push of our sale in the future as we work hard to improve our product as well.

Production and Supplies : We called her Fifin, she is the one who take care of our needs to create our product in the best quality we can. Also she wants to make sure that we keep the production cost as low as possible but having the best supplies in the first hand. She works for a very important role for the company and we hope for the best in the future for our company.

For the detail such as pricing, and mechanism we will provide it further later.

our dolibar progress group 3

our dolibar progress group 3 ​:

we already make a training for our employee

we already manage our employee holiday for idul fitri

18 April, 2017 09:35

we’re from group 4 and our company name is squishhh we’ve recreated our dollibar acc that expired previously
setup the company and foundation detail
and setup the module

18 April, 2017 06:18

Progress: Since weve got the expired date of trial so we just make new account, the company’s name is " threehour ".

  1. Creat new account
  2. Setup – company/foundation detail
  3. Setup – modul
  4. Product / services
  5. HRM
  6. Membership
  7. Creating user

By:
Ika Nur Afifah 1401164200
Rendi Haryadi 1401164185

progress of using dolibar from group 1

Group 1 members :
1. Faza Pradipta 1401160517
2. Melati Puspa 1401160399
3. Moses Eka Nugraha 1401160167
4. Nur Islah Prestyasih 1401160230
5. Zevy Arizky

Dolibarr Definition

Dolibarr ERP/CRM is a software package built by modules addition (you enable only features you need), to manage small or medium companies, freelancers or foundations. We can say Dolibarr is an ERP or CRM (or both depending on activated modules).

It’s an OpenSource project base on a WAMP, MAMP or LAMP server (Apache, Mysql, PHP for all Operating Systems). Dolibarr differs from other ERP or CRM softwares (like OpenAguila, OpenBravo, OpenERP, Neogia, Compiere, etc) because everything was made to be more simple:

  • Simple to install
  • Simple to use
  • Simple to develop

This is our first time trying to using ERP in our company. We usually using paper and excel to documents our work. But since we know about Dolibarr, it makes us easier to manage our works.

Dolibarr’s advantages:
1. Dolibarr is available for 24 hours with internet connection, nut it has validate until 14 days
2. Dolibarr is secured and free
3. Dolibarr has extensibility, such as Customer Service
4. Dolibarr has specialist team if people needs them when in emergency (BeezNest)
5. People can use Dolibarr thru mobile or web

Progess:
we have created an account on dolibarr and made some members for each group members. we also have made some list of our product and we divided out team member into 5 divisions, there are CEO, Products Manager, financial manager, marketing manager, and sales manager.

dolibarr progress group 4

  1. make an account2. fill company information and identities
  2. fill modules
  3. make a users & group

group members

Budi arya
Muhammad hafizal
Muhammad Indra
Larasati Rizqia
Mahardika Adiputra
Fauzi Ahmad

Progress Dolibarr

Our Progress of Dolibarr ERP and CRM Cloud

Hardin Zuhdi Santoso

Andini Nur Khansa

Abdullah An Nur

Naomi BMG

Wini Sabrina

We’re from Group 2 and We named ourselves "Hazel Origin"

We’ve created our expired Dolibarr again and set things up

More user and member created, training session started also new agenda for it

For Financial, we still trying to get on and understand it

New Products and services are created, alongside with new supplier and shipments to our third parties client and supplier

We’ve created new projects and also entry all the data that need for all of those above

We still getting hang of Dolibarr but we are confident that we will be able to understand it as a whole and will create a video soon enough.

Thank you

Assightment_Rafi Suwaid

Rafi suwaid1401164004
MB-40-INT-3

  1. The different levels in an organization (strategic, management, operational) have different decision-making requirements. Decision can be structured, semistructured, or unstructured, with structured decisions clustering at the operational level of the organization and unstructured decisions at the strategic level.

  2. Information technology provides new tools for managers to carry out both their traditional and newer roles, enabling them to monitor, plan, and forecast with more precision and speed than ever before and to respond more rapidly to the changing business environment.

  3. A business intelligence environment consists of data from the business environment, the BI infrastructure, a BA toolset, managerial users and method, a BI delivery platform (MIS, DSS, or ESS), and the user interface.

  4. Senior executives making unstructured decisions use dashboards and visual interfaces displating key performance information affecting the overall profitability, success, and strategy of the firm.

  5. DSS help people working together in a group arrive at decisions more efficiently.

Nadya Shafirah (1401164232), Kania Alma Tiara (1401164511), Shelia Noveruly Sahita Dewi (1401164229)

Review Questions Chapter 12

  1. What the different types of decision and how does the decision making process work?
  • Distinguish between an unstructured, semi-structured, and structured decision.
    Unstructured decisions occur at higher levels – novel, important and non-routine Semi-structured decisions occur at both lower and higher levels – only part of the problem has a clear-cut answer provided by an accepted procedure Structured decisions occur at lower levels – repetitive and routine.

There are four stages in decision making:

  1. Problem discovery – what is the problem?
  2. Solution discovery – what are the possible solutions?
  3. Choosing solutions – what is the best solution?
  4. Solution testing – is the solution working and can we make it work better?

The different levels of decision-making and decision-making constituencies in organizations are:

  1. Senior management dealing with unstructured decisions.
  2. Middle management dealing semi-structured decisions.
  3. Operational management dealing with structured decisions.

Senior management in dealing with unstructured decisions – provide judgment, evaluation, and insight to solve the problem Middle management in dealing with semi-structured decisions – only part of the problem has a clear-cut answer provided by an accepted procedure Operational management in dealing with structured decisions – repetitive and routine, and they involve a definite procedure for handling them.

  1. How do information system support the activities of management decision making?
  • Compare the description of managerial behavior in the classical and behavioural models

The classical model describe formal management function but does not address exactly what management do when they plan, decide things, and control the work of others.
Behavioral model is actul behavior of management appears to be less systematic, more informal, les relative, more reactive, and less well organized than the classical model would have us believe.

  • Identify the specific managerial roles that can be supported by information system
    Mintzberg found that these managerial roles fell into three categories:
  1. Information quality
  2. Management filters
  3. Organization inertial and politics
  1. How do business intelligence and business analytics support decision making?

Business intelligence and analytics promise to deliver correct, nearly real-time information to

decision makers, and the analytic tools help them quickly understand the information and take action.

A business intelligence environment consists of data from the business environment, the BI

infrastructure, a BA toolset, managerial users and methods, a BI delivery platform (MIS, DSS, or ESS),

and the user interface. There are six analytic functionalities that BI systems deliver to achieve these

ends: predefined production reports, parameterized reports, dashboards and scorecards, ad hoc queries

and searches, the ability to drill down to detailed views of data, and the ability to model scenarios and

create forecasts.

  • Define and describe business intelligence and business analytics
    Business Intelligence
    Business intelligence (BI) is a technology-driven process for analyzing data and presenting actionable information to help corporate executives, business managers and other end users make more informed business decisions. BI encompasses a wide variety of tools, applications and methodologies that enable organizations to collect data from internal systems and external sources, prepare it for analysis, develop and run queries against the data, and create reports, dashboards and data visualizations to make the analytical results available to corporate decision makers as well as operational workers.

    BI data can include historical information, as well as new data gathered from source systems as it is generated, enabling BI analysis to support both strategic and tactical decision-making processes. Initially, BI tools were primarily used by data analysts and other IT professionals who ran analyses and produced reports with query results for business users. Increasingly, however, business executives and workers are using BI software themselves, thanks partly to the development of self-service BI and data discovery tools.

    Business Analytics

    Business analytics (BA) refers to the skills, technologies, practices for continuous iterative exploration and investigation of past business performance to gain insight and drive business planning. Business analytics focuses on developing new insights and understanding of business performance based on data and statistical methods. In contrast, business intelligence traditionally focuses on using a consistent set of metrics to both measure past performance and guide business planning, which is also based on data and statistical methods.(citation needed)

    Business analytics makes extensive use of statistical analysis, including explanatory and predictive modeling, and fact-based management to drive decision making. It is therefore closely related to management science. Analytics may be used as input for human decisions or may drive fully automated decisions. Business intelligence is querying, reporting, onilne analytical processing (OLAP), and “alerts”.

  • List and describe the elements of a business intelligence environment
    There are six elements in the business intelligence environment:
    Data from the business environment – data (structured and unstructured) fromvarious sources need to be integrated and organized

    Business intelligence infrastructure – a database system is needed to capture allthe relevant business process data

    Business analytics toolset – tools are needed to analyze data and produce reports,track the progress of the business using key indicators of performance

    Managerial users and methods – managers decide on strategic business goals andhow progress are measured to make full use of BI and BA tools

    Delivery platform (MIS, DSS, ESS) – results from BI and BA are delivered toeveryone in the firm

    User interface – visual techniques such as dashboards and scorecards are used topresent BI and BA results

  • List and describe the analytic functionalities provided by BI systems
    The simplest and most ubiquitous (though interestingly often driven the least real value) is reporting. Reporting tells us all about what has already happened. One of the key things about reporting is that it is very static. A key limitation to reports is that, even if they are very parameter driven, they don’t allow users the ability to dig more deeply, aggregate up, etc. thus liming the insights they deliver. Also, by definition, reports are backward looking also limits their value for forward-thinking decisions. Reporting is important (even necessary) but rarely do reports make it obvious what to do next—what to change, what to keep the same, etc. Reports, queries and search tools give us an excellent sense of current or past state and pretty much end there.
    The next function up the complexity and value ladder is Analysis. Because analysis focuses on why things happened, it’s much more valuable for contributing to making good decisions. This is the world of visualization and Online Analytical Processing (OLAP). Graphs and infographics can connect data elements and present them in a way that makes their relationships more obvious; statistical processes can be brought to bear on the data to give us a sense of how reliable those conclusions are; and OLAP tools let us explore these relationships by drilling down to more granularity, up to higher levels of aggregation and across to find relationships that weren’t immediately obvious.
    The critical difference between reporting and analysis is that ability to explore the data and relationships in an efficient way as opposed to being limited to a rigid view of the information. OLAP and visualization tools are key to this competency.
    Monitoring takes us another level higher in complexity. Because it tells us exactly what is happening now, it can provide immense value by allowing us to identify issues, intervene and correct in near real time rather than waiting for a report to tell us how badly we did and the ensuingpost mortemanalysis to tell us why the bad results occurred. Dashboards, scorecards and alerts allow us to make decisions to create good results proactively and avoid bad performance before it accumulates.
    There’s actually a term for this particular form of monitoring. “Operational business intelligence,” sometimes called “real-time business intelligence,” is an approach to data analysis that enables decisions based on the real-time[1] data companies generate and use on a day-to-day basis. This use leverages BI tools and algorithms to improve the day-to-day activities of front-line workers. Examples include tools to help control expenses, utilities, monitor renewals, etc.
    The “holy grail” of BI is predictive analytics (by the way, it’s also where the most snake oil is sold). Predictive analytics process the data to come up with predictions of what might happen in the future. While not yet widespread in multi-family housing, there are some predictive analytics already in the common technology stack. For example, credit scoring applications predict likely bad debt and pricing and revenue management systems predict optimal rents to balance occupancy and yield. Predictive analytics value, when executed well, should be obvious—if we know something about the future, we have even more opportunity to affect that future, or at least to prepare for it as part of our decision making process.

Compare two different management strategies for developing BI and BA capabilities

  • One-stop integrated solution
    – Hardware firms sell software that run optimally on their hardware
    – Makes firm dependent on single vendor—switching costs
  • Multiple best-of-breed solution
    – Greater flexibility and independence
    – Potential difficulties in integration
    – Must deal with multiple vendors
  1. How do different decision-making constituencies in an organization use business intelligence? 

    Operational and middle management are generally charged with monitoring the performance of their firm. Most of the decisions they make are fairly structured. Management information systems (MIS) producing routine production reports are typically used to support this type of decision making. 

    For making unstructured decisions, middle managers and analysts will use decision-support systems (DSS) with powerful analytics and modeling tools, including spreadsheets and pivot tables. Senior executives making unstructured decisions use dashboards and visual interfaces displaying key performance information affecting the overall profitability, success, and strategy of the firm. The balanced scorecard and business performance management are two methodologies used in designing executive support systems (ESS).
    a) 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 unstruc- tured problems are more common at higher levels of the firm.
    b) MIS systems are typically used by middle mangers to support this type of
    decision making, and their primary output is a wet of routine production reports
    based on data extracted and summarized from the firms underlying transaction
    processing systems. The DSS systems rely more heavily on modeling than MIS,
    using mathematical or analytical models to perform what-if or other kinds of
    analysis. The purpose of ESS is to help senior management focus on the really
    important performance information that affects the overall profitability and
    success of the firm. They need to understand what is the really important
    performance information for a specific firm that executives need and they will
    need to develop systems capable of delivering this information to the right
    people.
    What is the role of information systems in helping people working in a group make decisions more efficiently?
    Group decision-support systems (GDSS) help people working together in a group arrive at decisions more efficiently. GDSS feature special conference room facilities where participants contribute their ideas using networked computers and software tools for organizing ideas, gathering information, making and setting priorities, and documenting meeting sessions.
    c) The balanced scorecard framework is thought to be “balanced” because it causes managers to focus on more than just financial performance. In this view, financial performance is past history—the result of past actions—and managers should focus on the things they are able to influence today, such as business process efficiency, customer satisfaction, and employee training. Once a scorecard is developed by consultants and senior executives, the next step is automating a flow of information to executives and other managers for each of the key performance indicators. There are literally hundreds of consulting and software firms that offer these capabilities, which are described below. Once these systems are implemented, they are often referred to as ESS.
    Another closely related popular management methodology is business performance management (BPM). Originally defined by an industry group in 2004 (led by the same companies that sell enterprise and database systems like Oracle, SAP, and IBM), BPM attempts to systematically translate a firm’s strate- gies (e.g., differentiation, low-cost producer, market share growth, and scope of operation) into operational targets. Once the strategies and targets are identified, a set of KPIs are developed that measure progress towards the targets. The firm’s performance is then measured with information drawn from the firm’s enter- prise database systems. BPM uses the same ideas as balanced scorecard but with a stronger strategy flavor (BPM Working Group, 2004).
    Corporate data for contemporary ESS are supplied by the firm’s existing enterprise applications (enterprise resource planning, supply chain manage- ment, and customer relationship management). ESS also provide access to news services, financial market databases, economic information, and whatever other external data senior executives require. ESS also have significant drill- down capabilities if managers need more detailed views of data.
    Well-designed ESS help senior executives monitor organizational performance, track activities of competitors, recognize changing market conditions, and identify problems and opportunities. Employees lower down in the corporate hierarchy also use these systems to monitor and measure business performance in their areas of responsibility. For these and other business intelligence systems to be truly useful, the information must be “actionable”—it must be readily available and also easy to use when making decisions. If users have difficulty identifying critical metrics within the reports they receive, employee productivity and business performance will suffer. The Interactive Session on Management shows how Colgate-Palmolive addressed this problem and helped its managers make more data-driven, actionable decisions.
  2. Define a group decision-support system (GDSS) and explain how it differs from a DSS. 

    Operational and middle management are generally charged with monitoring the performance of their firm. Most of the decisions they make are fairly structured. Management information systems (MIS) producing routine production reports are typically used to support this type of decision making. 

    a) The DSS we have just described focus primarily on individual decision making. However, so much work is accomplished in groups within firms that a special category of systems called group decision-support systems (GDSS) has been developed to support group and organizational decision making.
    b) A GDSS is an interactive computer-based system for facilitating the solution of unstructured problems by a set of decision makers working together as a group in the same location or in different locations. Collaboration systems and Web-based tools for videoconferencing and electronic meetings described earlier in this text support some group decision processes, but their focus is primarily on communication. GDSS, however, provide tools and technologies geared explicitly toward group decision making.
    GDSS-guided meetings take place in conference rooms with special hardware and software tools to facilitate group decision making. The hardware includes