A Comparative Study of Critical Success Factors for General and Healthcare Business Intelligence Systems

Nguyen, Quy; Meredith, Rob; Burstein, Frada

doi:10.5130/acis2018.cb

Cited by 5 publications

(10 citation statements)

References 24 publications

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“…Hirsimäki (2017) considered "Suitability of technologies and infrastructure", "Sustainable data quality, accuracy and integrity", "Understanding the firm's needs, requirements and processes", but as subcategories of the technological dimension. However, in the research by Nguyen et al (2018), "Ongoing top management support and sponsorship", "Data quality and integrity", and "Well-defined information and system requirements" were considered as key factors. Qushem et al (2017) and Eybers (2015) classified BI project implementation CSFs into three different dimensions: Organization, Environment, and Project planning, but Hirsimäki (2017) classified CSFs of BI project implementation into Organizational, Process and Technology dimensions.…”

Section: Discussionmentioning

confidence: 99%

“…The technological dimension includes business-driven, scalable and flexible framework; sustainable data quality, accuracy and integrity; and understanding the firm's needs, requirements and processes. Nguyen et al (2018) referred to the following elements as the CSFs of BI: well-defined information and system requirements; BI function factors; clear link with business objectives; ongoing top management support and sponsorship; integration of BI and other systems; data quality and integrity; BI characteristics factors; and appropriate technology and tools. El-Adaileh and Foster (2019) found that vision, IT infrastructure, data sources systems, and IT infrastructure are the BI CSFs.…”

Section: Business Intelligence Projects and Their Success Factorsmentioning

confidence: 99%

“…Although many organizations embark on projects to implement BI, their implementation is not always successful (Eybers, 2015;Lukić et al, 2016;Nguyen et al, 2018). It is generally believed that the implementation of BI is not a conventional application-based IT project (such as an operational or transactional system) (Bara et al, 2009;Larson & Chang, 2016;Yeoh & Koronios, 2010).…”

Section: Introductionmentioning

confidence: 99%

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Critical Success Factors for Implementing Business Intelligence Projects (A BI Implementation Methodology Perspective)

Ranjbarfard

Hatami

2020

IJIKM

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Aim/Purpose: The purpose of this paper is to identify Critical Success Factors (CSFs) for Business Intelligence (BI) implementation projects by studying the existing BI project implementation methodologies and to compare these methodologies based on the identified CSFs. Background: The implementation of BI project has become one of the most important technological and organizational innovations in modern organizations. The BI project implementation methodology provides a framework for demonstrating knowledge, ideas and structural techniques. It is defined as a set of instructions and rules for implementing BI projects. Identifying CSFs of BI implementation project can help the project team to concentrate on solving prior issues and needed resources. Methodology: Firstly, the literature review was conducted to find the existing BI project implementation methodologies. Secondly, the content of the 13 BI project implementation methodologies was analyzed by using thematic analysis method. Thirdly, for examining the validation of the 20 identified CSFs, two questionnaires were distributed among BI experts. The gathered data of the first questionnaire was analyzed by content validity ratio (CVR) and 11 of 20 CSFs were accepted as a result. The gathered data of the second questionnaire was analyzed by fuzzy Delphi method and the results were the same as CVR. Finally, 13 raised BI project implementation methodologies were compared based on the 11 validated CSFs. Contribution: This paper contributes to the current theory and practice by identifying a complete list of CSFs for BI projects implementation; comparison of existing BI project implementation methodologies; determining the completeness degree of existing BI project implementation methodologies and introducing more complete ones; and finding the new CSF “Expert assessment of business readiness for successful implementation of BI project” that was not expressed in previous studies. Findings: The CSFs that should be considered in a BI project implementation include: “Obvious BI strategy and vision”, “Business requirements definition”, “Business readiness assessment”, “BI performance assessment”, “Establishing BI alignment with business goals”, “Management support”, “IT support for BI”, “Creating data resources and source data quality”, “Installation and integration BI programs”, “BI system testing”, and “BI system support and maintenance”. Also, all the 13 BI project implementation methodologies can be divided into four groups based on their completeness degree. Recommendations for Practitioners: The results can be used to plan BI project implementation and help improve the way of BI project implementation in the organizations. It can be used to reduce the failure rate of BI implementation projects. Furthermore, the 11 identified CSFs can give a better understanding of the BI project implementation methodologies. Recommendation for Researchers: The results of this research helped researchers and practitioners in the field of business intelligence to better understand the methodology and approaches available for the implementation and deployment of BI systems and thus use them. Some methodologies are more complete than other studied methodologies. Therefore, organizations that intend to implement BI in their organization can select these methodologies according to their goals. Thus, Findings of the study can lead to reduce the failure rate of implementation projects. Future Research: Future researchers may add other BI project implementation methodologies and repeat this research. Also, they can divide CSFs into three categories including required before BI project implementation, required during BI project implementation and required after BI project implementation. Moreover, researchers can rank the BI project implementation CSFs. As well, Critical Failure Factors (CFFs) need to be explored by studying the failed implementations of BI projects. The identified CSFs probably affect each other. So, studying the relationship between them can be a topic for future research.

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Section: Discussionmentioning

confidence: 99%

Section: Business Intelligence Projects and Their Success Factorsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Critical Success Factors for Implementing Business Intelligence Projects (A BI Implementation Methodology Perspective)

Ranjbarfard

Hatami

2020

IJIKM

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“…A discussion within this category refers to identification and understanding of BI and BPM implementation and adoption CSFs in SMEs. Following the recommendations of Nguyen, Meredith and Burstein as well as Rockart, the CSFs are categorized into three groups 43,44 : (1) common, (2) 35 Ø Ø P P Ø Reher 36 Ø P Ø Ø P Rolinek et al 37 Ø P P P Ø Singer 38 Ø Ø P P P Braunnagel et al 8 Ø P P P Broccardo et al 39 P Ø Ø P Ø Bandara and Opsahl 4 P Ø Ø Ø P Lö ckmann and Feldmann 40 Ø P Ø Ø P Giacosa et al 41 P Ø Ø Ø P Mamoghli et al 42 P Ø P Ø P Business intelligence Dubravac and Bevanda 25 P Ø Ø P Ø Boonsiritomachai et al 6 P Ø P P Ø Raj et al 26 Ø P Ø Ø P Gauzelin and Bentz 27 Ø P Ø Ø P Adeyelure et al 28 Ø P Ø P Ø Gudfinnsson and Strand 29 P Ø P Ø P Llave et al 30 P Ø Ø Ø P Puklavec et al 31 P Ø Ø P Ø Popovič et al 32 P Ø Ø P Ø Raj et al 33 Ø P Ø Ø P…”

Section: Literature Review Discussionmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

BPM and BI in SMEs: The role of BPM/BI alignment in organizational performance

Bach

Vukšić

Glavan

2019

International Journal of Engineering Business Management

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Business intelligence (BI) and business process management (BPM) are widely implemented in various organizations. However, their impact on organizational performance strongly depends on their alignment. Previous research has focused mainly on large companies. Small and medium-sized enterprises (SMEs) also started to use BI and BPM in order to improve their performance. However, the research regarding this issue is scarce. The goal of the article is to examine the interrelationship of BI and BPM and their impact on organizational performance of SMEs. In order to attain this goal, a systematic literature review and a survey research on the sample of SMEs in Croatia and Slovenia have been conducted.

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Understanding the impacts of health information systems on patient flow management: A systematic review across several decades of research

et al. 2022

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Background Patient flow describes the progression of patients along a pathway of care such as the journey from hospital inpatient admission to discharge. Poor patient flow has detrimental effects on health outcomes, patient satisfaction and hospital revenue. There has been an increasing adoption of health information systems (HISs) in various healthcare settings to address patient flow issues, yet there remains limited evidence of their overall impacts. Objective To systematically review evidence on the impacts of HISs on patient flow management including what HISs have been used, their application scope, features, and what aspects of patient flow are affected by the HIS adoption. Methods A systematic search for English-language, peer-review literature indexed in MEDLINE and EMBASE, CINAHL, INSPEC, and ACM Digital Library from the earliest date available to February 2022 was conducted. Two authors independently scanned the search results for eligible publications, and reporting followed the PRISMA guidelines. Eligibility criteria included studies that reported impacts of HIS on patient flow outcomes. Information on the study design, type of HIS, key features and impacts was extracted and analysed using an analytical framework which was based on domain-expert opinions and literature review. Results Overall, 5996 titles were identified, with 44 eligible studies, across 17 types of HIS. 22 studies (50%) focused on patient flow in the department level such as emergency department while 18 studies (41%) focused on hospital-wide level and four studies (9%) investigated network-wide HIS. Process outcomes with time-related measures such as ‘length of stay’ and ‘waiting time’ were investigated in most of the studies. In addition, HISs were found to address flow problems by identifying blockages, streamlining care processes and improving care coordination. Conclusion HIS affected various aspects of patient flow at different levels of care; however, how and why they delivered the impacts require further research.

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A Comparative Study of Critical Success Factors for General and Healthcare Business Intelligence Systems

Cited by 5 publications

References 24 publications

Critical Success Factors for Implementing Business Intelligence Projects (A BI Implementation Methodology Perspective)

Critical Success Factors for Implementing Business Intelligence Projects (A BI Implementation Methodology Perspective)

BPM and BI in SMEs: The role of BPM/BI alignment in organizational performance

Understanding the impacts of health information systems on patient flow management: A systematic review across several decades of research

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