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"Using Business Intelligence to Manage Disaster Response," Business Intelligence Network, February 2006
This article argues for better planning before the next emergency occurs by attempting to forecast risk for the different types of disasters, for the different geographic areas and estimating impact.
http://www.b-eye-network.com/view/2315
"The Avian Flu Case Study: A Pioneering Tutorial for Using Business Intelligence in the Public Sector," Business Intelligence Network, January 2006
When participants at the April 2004 E-Gov Knowledge Management Conference reflect on the event, they must think we were truly prescient. It was late 2003 when we were planning the conference. I had committed to teaching a tutorial on building knowledge management environments. While looking for a case study for discussion, I read some of the headlines coming out of Asia regarding the avian flu. After noticing these stories, I decided to pick a potential avian flu crisis as the case study for our tutorial. In February the Washington Post carried many similar stories like “Bird Flu Strain Is Discovered in Chicken Flock in Delaware” and “Maryland Bans Live Poultry Sales as a Precaution.”
http://www.b-eye-network.com/view/2187?jsessionid=206ec01780dbaddd5daac95321397643
"Government Business Intelligence and Translation," Business Intelligence Network, December 2005
As I have pointed out in previous articles, there is a clear transformation afoot in the business intelligence space. One of the critical factors leading to this transformation is the convergence of structured and unstructured data as sources for analysis. In the past, business intelligence work had been fairly restricted to the structured data in relational databases. These databases could in some way be manipulated with OLAP tools or spreadsheets. With the advent of the Internet and the availability of very large amounts of unstructured data, mainly in text format, the world of business intelligence has now changed forever.
http://www.b-eye-network.com/print/2051
"Business Intelligence to Play Critical Role in Federal Information Sharing Initiative," Business Intelligence Network, November 2005
The U. S. General Services Administration's (GSA) Office of government-wide policy, in conjunction with the Office of Management and Budget (OMB), seeks information related to government-wide efficient and effective information retrieval and sharing. This was the opening paragraph of the federal governments Request for Information (RFI) related to information sharing in mid-September. It becomes quite clear that first and foremost information sharing and retrieval is about obtaining business intelligence.
http://www.b-eye-network.com/view/1838?jsessionid=aa15eb4c7adebc437567c08a05a5bf30
"Competition Fuels Business Intelligence In Government," Business Intelligence Network, October 2005
The raw materials for business intelligence are available, and the government effectively uses them to generate statistics on countless topics. This is obvious by reading the titles published by the Census Bureau, the Bureau of Labor Statistics, the Agricultural Census or the Bureau of Transportation Statistics. Despite this, there are precious few dynamic, real-time, state-of-the-art data warehouses that can be queried on an ad-hoc basis to serve as analytical platforms for the production of business intelligence—hence, for problem solving.
http://www.b-eye-network.com/print/1673
"Business Intelligence and the Concept of the Knowledge Space," Business Intelligence Network, August 2005
In the same way that a farmer knows every inch of his land, a knowledge worker must fully grasp his knowledge space. The good knowledge worker must be able to create his or her knowledge space, navigate it, manipulate the contents, visualize results and use the right tool, at the right time, for the right task in the knowledge management process.
http://www.b-eye-network.com/view/1251
“Empowering Users: The Coming Transformation of Knowledge Management Environments,” Business Intelligence Network, June 2005
Whether in the marketplace, the battlefield, the public services or their support environments, every single knowledge worker—and we are all knowledge workers—must pull in the same direction so that an organization moves forward in close alignment towards the fulfillment of its mission and achievement of its objectives. The linchpin behind the transformation is the concept of the “knowledge space.”
http://www.b-eye-network.com/view/1082
“The Maturing of Federal Business Intelligence Practices,” Business Intelligence Network, May 2005
Each year the e-Gov Knowledge Management Conference provides us business intelligence (BI) mavens with the opportunity to take the pulse of business intelligence in the Federal government. This year, we seem to have finally broken into what can only be characterized as a maturing of the knowledge management space. Contrary to tradition, conference attendees reported that portals are no longer the number one component of their knowledge management initiatives.
http://www.b-eye-network.com/view/906
“Societal Issues, Business Intelligence and the Need for Balance,” Business Intelligence Network, April 2005
The issue is: should we “balance” civil liberties and national security? When it’s presented this way, as many people do, there is an implicit suggestion that it is necessary to find a proper equilibrium between two priorities. I propose that we start with a clean slate that accepts the importance of keeping the homeland secure as well as maintaining the highest safeguards for our civil liberties. From there we should then move ahead with a new narrative that speaks of embedding civil liberties values in our national security policies; or of seeking a robust convergence between these values.
http://www.b-eye-network.com/view/812
“Business Intelligence: Customers and the Public Sector,” Business Intelligence Network, March 2005
“Who are the real customers of the government?,” asks Dr. Ramon Barquin. Barquin outlines six distinct public sector consumers, and argues that government agencies must use business intelligence strategies to understand each of their unique demands in order to better serve them.
http://www.b-eye-network.com/view/745
“Business Intelligence and Negative Discovery,” Business Intelligence Network, March 2005
In order to “use our collective intelligence” we must increasingly use tools and techniques that enable us to interpret large amounts of data as we strive to achieve understanding, and in order to do this, “reduction ad absurdum” can be quite useful.
http://www.b-eye-network.com/view/668
“Business Intelligence and Decision-Support: Some Thoughts for the Public Sector,” Business Intelligence Network, February 2005
The objective of decision-support must be to make the decision-making domain as small as possible. Public sector managers must bring to bear as much timely and relevant business intelligence as possible into the process of “selecting a course of action” in order to make that choice completely obvious.
http://www.b-eye-network.com/view/588
“The Challenge of Information Sharing: Balancing National Security and Civil Liberties,” Business Intelligence Network, January 2004
How can the government maximize the benefits and minimize the harm of implementing information technology solutions in the post-September 11 era? One model suggests creating a repository of ethical cases to be run under the aegis of a department of the Executive branch.
http://www.b-eye-network.com/view/524
“Business Intelligence in Government—Geospatial Data,” Business Intelligence Network, December 2004
Today we are using geospatial data and geographic information systems in many ways to enhance the way our government operates. Defense, intelligence and homeland security are some of the most obvious areas for application within the government—but it is outside these areas where a revolution is in the offing.
http://www.b-eye-network.com/view/462
“The Role of Portals – Business Intelligence: A Federal Perspective,” Business Intelligence Network, October 2004
Think of a portal as the entrance to the library. First of all, there is no reason to build an entrance if you have no library. So let’s concentrate on the back end—on acquiring, storing, and organizing the documents and content, which constitute the prime knowledge assets of the enterprise.
http://www.b-eye-network.com/view/391
“The Army and Knowledge Management,” Business Intelligence Network, September 2004
Army Knowledge Online deserves more than a passing mention. It is already a powerful tool that is revolutionizing the Army. It aims to be the single portal, or gateway, through which all Army business will be conducted, both in peacetime as well as on the battlefield.
http://www.b-eye-network.com/view/328
“Business Intelligence and E-Government,” Business Intelligence Network, August 2004
A portal is nothing but a gateway into an enterprise’s data, but if the “data house” is not in order and the desired content cannot be accessed then the portal becomes a useless gateway, a locked door leading into an empty room. Business intelligence is essential to e-governmet.
http://www.b-eye-network.com/view/251
“Business Intelligence in the Federal Government,” Business Intelligence Network, August 2004
“In God we trust; all others bring data.” Barquin outlines the key underlying concepts behind the need for business intelligence in the federal government. He contends that the need is both important and urgent; there is vast potential in the government’s data collections; the cost of not doing it, or not doing it in a professional and timely manner, is very high; and there is often a significant ethical component.
http://www.b-eye-network.com/view/230
“Homeland Security: A Unifying Knowledge Management Framework,” Business Intelligence Network, July 2004
To accomplish the homeland security mission, we must have knowledge superiority over our potential attackers, and thus set the enabling base in people, processes and technology. Knowledge management as a discipline focuses on precisely this objective. Barquin outlines a framework that includes twelve goals to help us meet this crucial challenge facing the nation.
http://www.b-eye-network.com/view/212
“Data Warehousing: Building the Foundation,” Business Intelligence Network, July 2004
While we are not yet at the point of ordering a shrink wrapped data warehouse from a catalog, we can now plan, design and build data warehouses knowing we will have a full set of appropriate tools to do it.
http://www.b-eye-network.com/view/208
“Knowledge Management in the Public Sector,” Business Intelligence Network, July 2004
Barquin outlines the components that define knowledge management in the public sector. Knowledge management is not just about technology—it is about letting the right hand know what the left hand is doing, it is about storytelling, it is about communities of practice, and it is about organizations learning from their experiences.
http://www.b-eye-network.com/view/209
“Citizen Relationship Management (ZRM): The Challenge and the Promise,” Business Intelligence Network, July 2004
At the root of Citizen Relationship Management (ZRM) lies Abraham Lincoln’s call for a government “of the people, by the people, and for the people.” ZRM holds out the promise of a much more effective, efficient and simple government at the service of its citizens. Yet, there is a lot we need to know and do before we get there.
http://www.b-eye-network.com/view/200
Knowledge Management in the Public Sector
Performance & Results, May 2000 (pdf).
Knowledge management is not just about technology. It is about processes, people, behavior, workflow, and other factors which are not necessarily framed or defined by technology.
km_public_sector.pdf
From Bits and Bytes to Knowledge Management
E-Gov.com, January 2000 (pdf).
It is not easy to turn bits and bytes of data into knowledge, but one construct provides us some insights into the process. Like a continuum, it goes through stages: data, information, intelligence, knowledge, and eventually wisdom.
from_bits_to_bytes.pdf
Data Warehousing Security
By Kenneth Allard and Ramon Barquin, DM Review, November 1997 (pdf).
The data warehouse contains the most valuable information assets that an enterprise can possess. These are the treasure troves of bits and bytes mined by the organization at great expense in the hope of finding the lodestones of strategic direction and competitive direction. It is difficult to conceive of a more lucrative target for penetration by the competition or a disgruntled employee seeking revenge.
data_warehouse_security_km.pdf
A Public Sector Revolution?
CIO Magazine, October 1996 (pdf).
As downsizing hits the public sector, government agencies are being asked to do the same amount of work—or more—with fewer people. Many “rightsized” agencies are turning to data warehousing to help cope.
government_public_sector_revolution.pdf
Building the Foundations of the Data Warehouse
Enterprise Engineering, March 1996 (pdf). The true difference between where data warehousing is now and the discrete attempts of the past lies in the proliferation of new and powerful tools in nearly every relevant area of the process.
building_foundations_datawarehouse.pdf
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