The Unfulfilled Potential of Data-Driven Decision Making in Agile Software Development

With the general trend towards data-driven decision making (DDDM), organizations are looking for ways to use DDDM to improve their decisions. However, few studies have looked into the practitioners view of DDDM, in particular for agile organizations. In this paper we investigated the experiences of using DDDM, and how data can improve decision making. An emailed questionnaire was sent out to 124 industry practitioners in agile software developing companies, of which 84 answered. The results show that few practitioners indicated a widespread use of DDDM in their current decision making practices. The practitioners were more positive to its future use for higher-level and more general decision making, fairly positive to its use for requirements elicitation and prioritization decisions, while being less positive to its future use at the team level. The practitioners do see a lot of potential for DDDM in an agile context; however, currently unfulfilled

IT&C during the Crisis

The development of the IT&C has been exceptional in the history of industrial changes and the telecommunication revolution leads to a decrease of the price of telecommunication services and equipment. The huge volume of information change the way of functioning of the markets, restructuring of economic activities and to opening of new opportunities for creating wealth by exploiting the available information. The analysis of informational society during a crisis period implies examining the specific philosophical and methodological problems that appeared while using them and especially the philosophy of the Internet, the philosophy of principally open systems.telecommunication revolution, restructuring of economic activities, exploiting the available information, functioning of the markets, a crisis period, open systems

Business intelligence and the telecommunications industry : can business intelligence lead to higher profits?

Organizations are finding it increasingly difficult to increase profits as competition in the marketplace continually pressurizes margins. Organizations will have to do more to enjoy sustainable profits in the future and information technology could arguably be the key to assisting management with the task of increasing profits on a sustainable basis. Business intelligence (BI) could be the competitive advantage for organizations to increase profitability. South Africa is faced with an unemployment rate of over 40% and it is not desirable that costs are contained by reducing staff. It is clear that innovative ideas should be looked at to ensure that organizations continue to make profits. Information management programmes offer the necessary tools to ensure that efficient and strategic decisions are made

A Conceptual Framework for Definition of the Correlation Between Company Size Categories and the Proliferation of Business Information Systems in Hungary Download article

Based on a conceptual model, this paper aims to explore the background of the decision-making process leading to the introduction of business information systems among enterprises in Hungary. Together with presenting the problems arising in the course of the implementation of such systems, their usage patterns are also investigated. A strong correlation is established between the size of an enterprise, the scope of its business activities and the range of the business information systems it applies

How to explore new business models for technological innovations

Technological innovation projects must be accompanied by upstream strategic analysis on the related value creation model. It can be shown that generally successful technological innovations have also involved business model innovation. Exploration of new business models is however particularly difficult where there is a rupture in technology due to a lack of vision of the markets and applications to target. This article proposes a scenario-based method for exploring business models for technological innovation. The method includes overview questions on the businessmodels completed by specific questions relating the developed technology. This is followed by the definition of business model scenarios based on use scenarios in various application areas of the technology considered. The development of scenarios involves the creation of contrasting butcoherent business models and varying the elements of the retained business models (types of client, value proposition, economical logic, organisation of the value network, technological and marketing criteria specific to the technology). The method was developed to accompany a radical technological innovation in the telecommunications sector, as part of a European project. The article presents the technology under development and the way in which the authors defined the business model questionnaire and how they developed the various scenarios from uses of the technology. The approach opens both theoretical and managerial perspectives: it allows the notion of business model to be made operational by linking it to the technological innovation on one hand and its use on the other. The method should then be extended, by creating storyboards from strategic scenarios, in order to enable the project stakeholders to evaluate them.technological innovation, business model, method, scenarios