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The generics syntax shown in the preceding examples can be generalized Here is the syntax for declaring a generic class: class class-name<type-param-list> { // Here is the syntax for declaring a reference to a generics class: class-name<type-arg-list> var-name = new class-name<type-arg-list>(cons-arg-list);

In the preceding examples, the type parameters could be replaced by any type For example, given this declaration

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receivable department would have to reenter the order into its own accounting system, which most likely used a different set of customer codes If you wanted to combine actual sales data (accounts receivable) with shipment dates (orders), it was generally not possible Early decision support systems with their proprietary nature gave way to executive information systems (EISs) in the late 1980s Executive information systems were expensive to implement but provided graphical dashboards based on a broader set of information, sometimes with feeds from external data sources At the time, products such as Lightship by Pilot Software, Inc, Forest and Trees by Platinum Technology, and Commander Decision by Comshare, Incs, were breakthrough applications and in high demand The fundamental problem with EIS systems was that E stood for executive Companies soon realized that not only executives but all decision-makers needed access to information Some savvy marketing companies later would tout their products as everyone s information system However, until organizations fixed the back-end data, the stale, silo-based information could not be actionable, regardless of how pretty it looked in a dashboard or a briefing book At the time, data warehousing was not a generally accepted technology, so moving beyond silo-based information systems was mission impossible What surprises me is that even today, the most often cited barrier to a successful enterprise BI deployment is lack of an integrated data architecture Fail to address the back-end systems, and your BusinessObjects XI implementation will fail Potentially, the latest approaches to dashboards (and other innovations) make the concept of everyone s information system a greater reality I find Business Objects recent advertising campaign both appropriate and amusing, since it highlights some of the historical mistakes in the BI industry One ad shows a warehouse employee with a tag line Meet the CEO of shocks and spokes The ad emphasizes that BI belongs in the hands of every employee in an organization, not just in the hands of a few executives.

class Gen<T> {

any type can be specified for T Thus, it is legal to create Gen objects in which T is replaced by int, double, string, FileStream, or any other type Although having no restrictions on the

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Part I:

Part I:

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In the early 1990s, a number of business and technological factors merged to drive and enable the creation of a new breed of tools, business intelligence, as shown in Figure 1-2 Several factors drove the need for more information, faster With the fall of the Berlin wall, the signing of NAFTA, the endless possibility of emerging markets, and economic prosperity, growth and globalization were the mantra for many organizations However, to operate a global company, companies need access to global or multiregional data The function- and region-based DSSs could no longer satisfy users needs Silo-based EISs broke At the same time, PCs were becoming common office tools Users were increasingly analyzing data via spreadsheets or PC-based graphics programs With this limited data analysis, users put pressure on IT to deliver more robust reports IT could not keep pace with the demand Personal computing both drove business intelligence and enabled client/server computing A number of technological advances became enablers for business intelligence First, large corporations began implementing enterprise resource planning (ERP) systems, such as SAP, PeopleSoft, and Oracle Financials With these implementations, companies hoped to: (1) reduce the number and complexity of custom transaction systems, (2) meet the business demands for growth and globalization, and (3) derive the productivity and cost benefits of business process reengineering With ERP systems (Figure 1-3), companies implement modules that share common business data Each module includes rules that ensure a company is following its intended business processes For example, in generating