A Critical Systems Approach to Elicit User-Centric Business Intelligence Business Requirements

2018 ◽  
Vol 32 (5) ◽  
pp. 481-500
Author(s):  
Carin Venter
2011 ◽  
Vol 2 (3) ◽  
pp. 64-77 ◽  
Author(s):  
Nayem Rahman ◽  
Dale Rutz ◽  
Shameem Akhter

Traditional data warehouse projects follow a waterfall development model in which the project goes through distinct phases such as requirements gathering, design, development, testing, deployment, and stabilization. However, both business requirements and technology are complex in nature and the waterfall model can take six to nine months to fully implement a solution; by then business as well as technology has often changed considerably. The result is disappointed stakeholders and frustrated development teams. Agile development implements projects in an iterative fashion. Also known as the sixty percent solution, the agile approach seeks to deliver more than half of the user requirements in the initial release, with refinements coming in a series of subsequent releases which are scheduled at regular intervals. An agile data warehousing approach greatly increases the likelihood of successful implementation on time and within budget. This article discusses agile development methodologies in data warehousing and business intelligence, implications of the agile methodology, managing changes in data warehouses given frequent change in business intelligence (BI) requirements, and demonstrates the impact of agility on the business.


Author(s):  
Muhammad Mazen Almustafa ◽  
Dania Alkhaldi

In this highly technology - dependent, knowledge- based economy, the causes for failure of most software development projects are related to rapid technology changes, in-flux business requirements, or failure to tackle risk. Accordingly, risk management plays significant and crucial role in organizations’ response to this rapidly changing economy. Risk management process is illustrated in four main steps: identify the risk, analyze the risk, treat the risk and monitor the risk. This chapter discusses and explores the role of business intelligence and agile methodology to manage risk effectively and efficiently. It explores the risk management traditional tools that are commonly used, the role of business intelligence in risk management, and the role of agile methodology in risk management.


Author(s):  
Johh P. T. Mo

Due to changes in business requirements, a defence consortium has the desire to develop the Master of Systems Support Engineering program for professional development of their future leaders. The challenge in this industry-sponsored program development is the need to fully integrate expert knowledge in the field to the fundamental theories in the subject matter and to deliver this body of knowledge to working professionals online. The initial online course design was delivered to the first cohort. The students were surveyed, and the results were reviewed by the industry steering committee. After re-design of the online course delivery, the survey outcome showed marked improvement. In this chapter, the author describes the systems approach that was adopted and outline the steps taken to develop a Master program for online delivery.


2011 ◽  
Vol 16 (3) ◽  
Author(s):  
Daniel D. P. McCarthy ◽  
Debbe D. Crandall ◽  
Graham S. Whitelaw ◽  
Zachariah General ◽  
Leonard J. S. Tsuji

2021 ◽  
Vol 22 (9) ◽  
pp. 1017-1032
Author(s):  
Guzaliya S. KLYCHOVA ◽  
Alsu R. ZAKIROVA ◽  
Kamil Z. MUKHAMEDZYANOV ◽  
Amina S. KHUSAINOVA

Subject. Aspects concerning the internal control of fixed assets constitute a crucial element of the corporate governance system, since the information managers get from such checks helps them make timely and effective administrative decisions. Objectives. The study is intended to unfold theoretical principles of the internal control of fixed assets. As part of the study, we determine the goal, tasks, functions, agents and targets of the internal control of fixed assets, sorted out tools for documentary and physical control of fixed assets. The article presents our suggestions concerning the development of the methodological framework for the presentation of internal control results. Methods. We applied general methods of research, such as the systems approach, comparison, systematization, and data generalization. Results. We built a conceptual model for the internal control of transactions with fixed assets, which constitutes a logic and coherent system. It includes key elements of internal control, such as the goal, tasks, functions, targets, agents, tools, data sources, the regulatory framework, the collection of evidence, documenting of internal control results, and the preparation of recommendations for the more effective use of fixed assets. Conclusions and Relevance. The conceptual model for the internal control of fixed assets will ensure the sustainable development and effective performance of the company, reasonable use of its resources, the creation of the information supply system at all the management levels, which meets modern business requirements. The practical value of the study is that the proposed approaches can be used to create and improve the internal control system for the effective and ongoing performance of the company. The conceptual principles can be applied to articulate clauses, techniques and procedures of internal control.


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