Abstract:The global Business Intelligence (BI) market grew by 7.3% in 2016 according to the Gartner report (2017). Today, organizations require better use of data and analytics to support their business decisions. Internet power and business trend changes have provided a broad term for data analytics Big Data. To be able to handle it and leverage a value of having access to Big Data, organizations have no other choice than to get proper systems implemented and working. However, traditional methods are not efficient for changing business needs. Long time between project start and go-live causes a gap between initial solution blueprint and actual user requirements at the end of the project. This article presents the latest market trends in BI systems implementation by comparing agile with traditional methods. It presents a case study provided in a large telecommunications company (350 BI users) and the results of a pilot research provided in the three large companies: media, digital, and insurance. Both studies prove that agile methods might be more effective in BI projects from an end-user perspective and give first results and added value in a much shorter time compared to a traditional approach.
Implementation of R&D projects determines whether the organization is changing and becoming fully competitive. R&D projects are the basis for innovation policy at the macro level the state and the micro level the organization. Management of R&D projects requires not only high level of skills, but knowledge of highly developed tools to support the development of the organization. In managing this type of project, methods such as management competence, talent and knowledge, knowledge of modern information, and communication technology, stand out. In this study the following issues are presented: analysis of decision-making processes of R&D projects, basic modeling methodology of R&D projects, and analysis of communication systems in project management. The final part of the article presents the problems of commercialization of results obtained from R&D projects.Keywords: R&D projects, decision in R&D projects, modeling of R&D projects, the system of communication in the project, the project managers, the commercialization of the project results.
The main aim of this paper is to provide a theoretically and empirically grounded discussion on IT-based organizational creativity support. This study attempts to answer the following questions: (1) what is the issue of organizational creativity and its IT-based support, (2) what is the demand for IT –based organizational creativity support; (3) what are the main determinants and barriers to IT-based organizational creativity support; and (4) what success factors are crucial for IT-based organizational creativity support. This paper presents the analysis results of a survey conducted in 25 selected organizations.
The paper provides valuable information on the possibilities of IT applications in organizational creativity support as well as the associated success factors. It makes useful contribution to our better understanding of IT-based organizational creativity support issues.
The main aim of this paper is to provide a theoretically and empirically grounded discussion on IT-based organizational creativity support. This study attempts to answer the following questions: (1) what is the issue of organizational creativity and its IT-based support, (2) what is the demand for IT –based organizational creativity support; (3) what are the main determinants and barriers to IT-based organizational creativity support; and (4) what success factors are crucial for IT-based organizational creativity support. This paper presents the analysis results of a survey conducted in 25 selected organizations.
The paper provides valuable information on the possibilities of IT applications in organizational creativity support as well as the associated success factors. It makes useful contribution to our better understanding of IT-based organizational creativity support issues.
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