Agile methodologies were introduced in 2001. Since this time, practitioners have applied Agile methodologies to many delivery disciplines. This article explores the application of Agile methodologies and principles to business intelligence delivery and how Agile has changed with the evolution of business intelligence. Business intelligence has evolved because the amount of data generated through the internet and smart devices has grown exponentially altering how organizations and individuals use information. The practice of business intelligence delivery with an Agile methodology has matured; however, business intelligence has evolved altering the use of Agile principles and practices. The Big Data phenomenon, the volume, variety, and velocity of data, has impacted business intelligence and the use of information. New trends such as fast analytics and data science have emerged as part of business intelligence. This paper addresses how Agile principles and practices have evolved with business intelligence, as well as its challenges and future directions.
Agile methodologies were introduced in 2001. Since this time, practitioners have tried to create and apply Agile methodologies to many delivery disciplines. This chapter will explore the application of Agile methodologies and principles to business intelligence delivery. The practice of business intelligence delivery with an Agile methodology has yet be proven to the point of maturity and stability; this chapter will outline Agile principles and practices that have emerged as best practices and formulate a framework to outline how an Agile methodology could be applied to business intelligence delivery.
When virtual organizations collaborate, many barriers exist that have the potential to block the integration and efficiencies of the partnership. Barriers can stem from the organizations having different cultural values or technical infrastructures. Analyzing two collaborating virtual organizations provides insight into success factors, lessons learned, management implications, and the role of collaborative work tools. This analysis focused on the critical success factors of the partnership and lessons learned after the implementation as well as how the role of management changed as a result of this inter-organizational partnership. The case was based on first hand observation of the author who had a role as a project manager who oversaw an inter-organizational project partnership between a high-tech company located in the United States and an offshore company located in India.
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