The Implementation of Business Intelligence and Analytics Integration for Organizational Performance Management: A Case Study in Public Sector

Literature study shows that several works have been conducted on the implementation of BI in performance management, but the analytical aspects were not being considered. Business analytics is an activity of applying analytics to strengthen strategic and operational business activities. While performance management is important to determine organisational success and in public sector, it has become more challenging due to generality of public sector objectives and different level of stakeholders involved. Existing frameworks were built separately and this limits the implementation of Business Intelligence and Analytics as an integrated component, and could not meet the current performance management needs and expectations. The objective of this study is to establish a framework that integrates elements of business intelligence, analytics and performance management for the comprehensive implementation in public sector. This study identifies four main components of this integrated framework: Process, People, Governance and Ability. Each component consists of several key elements and sub-elements. The proposed framework is validated and implemented by real case study conducted in one organisation in Malaysia. The implementation demonstrates the suitability and practicality of this framework to be implemented in real environment.

@article{Yahaya2019,
  title     = {The Implementation of Business Intelligence and Analytics Integration for Organizational Performance Management: A Case Study in Public Sector},
  journal   = {International Journal of Advanced Computer Science and Applications},
  volume    = {10},
  number    = {11},
  year      = {2019},
  publisher = {The Science and Information Organization},
  author    = {Jamaiah Yahaya and Nur Hani Zulkifli Abai and Aziz Deraman and Yusmadi Yah Jusoh},
  doi       = {10.14569/IJACSA.2019.0101140},
  url       = {https://doi.org/10.14569/IJACSA.2019.0101140}
}