Exploring Critical Success Factors in Agile Analytics Projects

Via updating Chow and Cao’s list of success factors for agile projects, attributes of potential critical success factors (CSF’s) for agile analytics projects were identified from the literature. Ten new attributes were added to Chow and Cao’s original list. Seven new attributes from the general agile project literature address: risk appetite, team diversity and availability, engagement, project planning, shared goals, and methods uncertainty. Three attributes specific to analytics projects were added: data quality, model validation, and building customers’ trust in model solution. The potential validity of the various CSF’s and attributes was explored via data from case studies of two analytics projects that varied in deployment success. The more successful project was found to be stronger in almost all the factors than the failed project. The findings can help researchers and analytics practitioners understand the environmental conditions and project actions that can help get business value from their analytics initiatives

Full and Partial Knowledge Sharing on Intra-Organizational Broadcast Media

Knowledge sharing, along with its potential predictors, has been a popular research topic. This research extends prior research by examining potential predictors of knowledge sharing together within a more comprehensive model with two additional contexts: the type of recipient of the knowledge is the recipients of intraorganizational broadcast media, and the type of knowledge sharing behavior (full knowledge sharing and partial knowledge sharing). The results of this study suggest that what predicts knowledge sharing behaviors depends on the type of knowledge sharing behavior when considering why people share their knowledge through intra-organizational broadcast media. We explore theoretical implications and future research avenues

New Developments in Practice I: Risk Management in Information Systems: Problems and Potential

Risk management can be an extremely powerful approach to dealing with the complexities and uncertainties that increasingly surround technological change and its management. Conventionally in information technology (IT) projects, risks have been narrowly defined. Today, with IT becoming integral to a company\u27s existence, the stakes are considerably higher and broader in scope. However, risk is sometimes seen a negative concept in information systems (IS) organizations because it implies that something could go wrong with an IT project. To understand effective risk management in IS, the authors convened a focus group of senior IS managers from a number of organizations in a variety of industries. The results of this discussion, the managers\u27 presentations, and a review of the current research on risk management, were integrated and are presented in this paper. The nature of risk, identifying risk in IT initiatives, determining appropriate levels of risk, and dealing with unacceptable types and levels of risk are discussed. The following conclusions were reached. Risk management is a means to an end - whether it is a successful IS project; stable, secure technical operations; or a properly implemented business strategy using technology. It is not a one-time activity, but rather an ongoing process of identification, assessment, and action, which needs to be well integrated into every part of IS management. IS managers must learn to control both the problems and the potential that risk represents. Several general principles to help IS managers deal effectively with risks were identified. Effective risk management involves taking a holistic approach to risk, developing a risk management policy, establishing clear accountabilities and responsibilities, balancing risk exposure against controls, being open about risks to reduce conflict and information hiding, enforcing risk management practices, and learning what works and doesn\u27t from past experience

Decision-Makers\u27 Perceptions of the Value and Impact of Visual Interactive Modelling

This article reports results from surveying decision makers who had used a visual, interactive (VI) model to aid their decision making. The survey was a follow-up to an earlier survey of modelers who had built at least one VI model. The model builders reported on their practical experience with VI model building, including their assessment of decision makers\u27 reactions to their models. The present survey was conducted to sample decision makers directly, and the results generally confirm the high level of support and interest in VI models among decision makers

An Investigation of Information Technology-Enabled Remote Management and Remote Work Issues

A two phase research study was done to investigate remote work and remote management issues. In Phase 1, focus groups were carried out with remote managers and remote employees to identify key issues. The most common key issues dealt with communications, information technology, leadership and coaching, teamwork, building trust, and performance management. In the second phase, a questionnaire was used to test hypotheses developed from phase 1. The findings supported that higher trust leads to higher job satisfaction and lower job stress, and that more communication between the manager and the remote employee develops higher levels of employee organizational commitment

AN INVESTIGATION OF INFORMATION TECHNOLOGY-ENABLED MANAGEMENT AND REMOTE WORK ISSUES REMOTE

A two phase research study was done to investigate remote work and remote management issues. In Phase 1, focus groups were carried out with remote managers and remote employees to identify key issues. The most common key issues dealt with communications, information technology, leadership and coaching, teamwork, building trust, and performance management. In the second phase, a questionnaire was used to test hypotheses developed from phase 1. The findings supported that higher trust leads to higher job satisfaction and lower job stress, and that more communication between the manager and the remote employee develops higher levels of employee organizational commitment

Role of reputation cues in trust formation for a developer\u27s decision to join Open Source Software projects

Level of contributors\u27 activity around an Open Source Software (OSS) project is one of the key factors in terms of its survival and success. There are several factors that affect a developer\u27s decision to join an OSS project, yet little research examined the influence of third-party assessments on a developer\u27s intention to join a project. Drawing on signaling theory, this manuscript explores how third-party assessment can influence a developers\u27 decision to join an OSS project. In order to test it, vignette survey study was conducted manipulating reputation, development experience, and a number of current OSS projects of existing developers in the OSS project. The findings suggest that all three signals have a positive influence on developer\u27s decision to join the OSS project. This suggests that projects seeking to expand the number of contributing developers should consider offering information about its star developers