Adapting Agile Practices for Data Warehousing, Business Intelligence, and Analytics

2017 ◽  
Vol 28 (4) ◽  
pp. 1-23 ◽  
Author(s):  
Dinesh Batra
Keyword(s):  
Project Management ◽  
Business Intelligence ◽  
Management Practices ◽  
Data Warehousing ◽  
Agile Methods ◽  
Agile Development ◽  
Theory Approach ◽  
Structured Interviews ◽  
Agile Practices ◽  
Top Management Commitment

Business surveys indicate that fewer than 30% of data warehousing and business intelligence (DW/BI) projects meet the stated goals of the budget, schedule, and quality. Agile methods have been suggested as a possible solution, but because of the large size of the typical DW/BI project, it may be difficult to apply the agile values and principles. In this article, the following research questions are raised: Can agile practices be adapted for DW/BI development? What factors influence agile DW/BI development? Six semi-structured interviews were conducted using a questionnaire. The interview transcripts were coded using the grounded theory approach. Eight categories emerged from the analysis: business value, project management, agile development, shared understanding, technological capability, top management commitment, complexity, and organizational culture. Based on the categories, a research framework is proposed. The findings reveal that agile methods are suited for only certain aspects of DW/BI projects and need to be augmented with project management practices.

scholarly journals The use of adaptive project management practices and methodologies in the development of a professional doctoral program

2021 ◽  
Vol 14 (1) ◽  
pp. 44-62
Author(s):  
Gabriel Barroso De Azevedo ◽  
Emerson Antônio Maccari ◽  
Nader Asgary
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Single Case ◽  
Doctoral Program ◽  
Evaluation Process ◽  
Management Control ◽  
Management Model ◽  
Primary Data ◽  
Structured Interviews ◽  
Management Tools

Purpose – Higher education institutions have used more and more project management tools to run development projects to create new professional postgraduate programs. The purpose of this research was to propose an adaptive project management model for creating a professional doctoral course in Business Administration, in order to fulfill the goals established by CAPES.Design/methodology/approach – For such, the qualitative approach was favored with the adoption of the single case study method. Semi-structured interviews were conducted with academic coordinators who are experts in the field in addition to the gathering of documents, thus using data triangulation to explore the phenomenon. The analysis of primary data and the analysis of documents from the Coordinating Agency for Advanced Training of Graduate Personnel (CAPES) served as inputs for analyzing and interpreting the results.Findings – As a result, we developed an adaptive project management model with the following characteristics: a) constant planning of activities, occurring in every cycle of interactions; b) iteration using short activities, allowing for more control of the project; c) validations performed continuously to ensure the goals proposed by CAPES are reached; and d) adaptable to change of scope during the execution phase of the project life cycle.Research limitations/implications – Among the limitations of the study is the lack of other studies related to the use of adaptive project management methodologies for developing postgraduate programs. And for future researches, we point out the need for applying the proposed model, to verify its efficacy and adherence to the development of a professional doctoral course.Originality/value – This study contributes to the academy by highlighting the need for project management as a tool and technique for the development of stricto sensu professional graduate programs. In this way, HEIs will be able to use a model of adaptive project management practices to achieve the objectives proposed by the CAPES evaluation process. As a result, HEIs are strengthened in the management, control and monitoring of the progress of their programs.

scholarly journals INFORMATION MODELING OF BEHAVIORAL PROJECT MANAGEMENT COMPETENCIES

2019 ◽  
Vol 69 (1) ◽  
pp. 186
Author(s):  
Rebeka D. Vlahov ◽  
Maja Klindžić ◽  
Mladen Radujković
Keyword(s):  
Project Management ◽  
Quantitative Research ◽  
Management Practices ◽  
Information Modeling ◽  
Theory Approach ◽  
Management Competencies ◽  
Certification Body ◽  
Portfolio Managers ◽  
Project Management Competency

The application of project management practices in contemporary business is continuously increasing with the aim of delivering the work packages in a more cost-conscious and controlled way while making the best use of limited human resources to meet customer requirements and create competitive advantage. In order to be considered competent, individuals working in the field should demonstrate a certain level of knowledge, skills, and abilities – assessed, developed or improved through a certification system. Taking into account the importance of information modeling and technology in the domain of project management as a set of practices that determine structure, lifecycle and accessibility requirements of information and the emphasis placed on the behavioral competencies of project, program and portfolio managers, the authors of the paper focused on exploring the challenges and specificities of the project management profession in Croatia. Empirical research was conducted in two steps. Firstly, a qualitative research was done using in-depth interviews with a member of the editorial board of a new project management international certification standard and two representatives of the certification body in Croatia: the director and the assessor. The collected data were analyzed using grounded theory approach and results in four main areas were obtained: project management and certification challenges, addressing certification body needs, the missing link between educational institutions and project management in practice and key project management competencies. In the next step, a quantitative research with a questionnaire as a research instrument was conducted among 53 certified project, program and portfolio managers in Croatia regarding their perception of the importance of the behavioral project management competencies. The results show that the majority of the certified experts in the field consider "leadership" to be the most important behavioral project management competency, closely followed by teamwork and self-management, while relations and engagement, conflict and crisis as well as negotiation and resourcefulness are considered to be of the least importance for conducting the project, program, and portfolio successfully. Statistically significant differences in assigning importance to various project management competencies were revealed with regard to several respondents' independent characteristics.

scholarly journals Using complexity and volatility characteristics to guide hybrid project management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Silvana Costantini ◽  
Jon G. Hall ◽  
Lucia Rapanotti
Keyword(s):  
Project Management ◽  
Mixed Method ◽  
Management Practices ◽  
Current Practice ◽  
Small Scale ◽  
Primary Research ◽  
Structured Interviews ◽  
Content Type ◽  
Method Approach ◽  
Practical Implications

PurposeThe paper aims to provide methodological support for hybrid project management, in which the discipline of predictive methodologies combines with the flexibility of adaptive ones. Specifically, the paper explores the extent complexity and volatility dimensions of organisational problems inform choices of PM methodologies both theoretically and in current practice, as a first step towards better methodological support for hybridisation.Design/methodology/approachThe paper takes a mixed method approach, including both secondary research and primary research with practitioners. Primary research consists of a small scale survey (n = 31) followed by semi-structured interviews, with findings triangulated against secondary evidence.FindingsThe paper provides empirical insights on how complexity and volatility of organisational problems can inform hybrid project management practices. Specifically, it suggests a mapping between volatility and complexity dimensions and predictive and adaptive risk controls as a first step towards the systematisation of hybrid combinations in projects.Research limitations/implicationsDue to the small participant sample, the research results may lack generalisability.Practical implicationsThe paper includes implications for the development of methodological support for setting up hybrid projects in practice.Originality/valueThe paper addresses a gap acknowledged both in the literature and by practitioners.

Agile Development in Data Warehousing

2011 ◽  
Vol 2 (3) ◽  
pp. 64-77 ◽  
Author(s):  
Nayem Rahman ◽  
Dale Rutz ◽  
Shameem Akhter
Keyword(s):  
Business Intelligence ◽  
Data Warehousing ◽  
Agile Development ◽  
Successful Implementation ◽  
Design Development ◽  
Frequent Change ◽  
Development Teams ◽  
Waterfall Model ◽  
Business Requirements ◽  
The Impact

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.

Agile Approaches for Successfully Managing and Executing Projects in the Fourth Industrial Revolution

2019 ◽  
pp. 1-19
Author(s):  
Alexius A. Emejom ◽  
Carl Burgess ◽  
Donna Pepper ◽  
Joan Adkins
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Industrial Revolution ◽  
Space Station ◽  
Project Managers ◽  
Fourth Industrial Revolution ◽  
Project Outcomes ◽  
Agile Project Management ◽  
Project Management Institute ◽  
Agile Practices

The fourth industrial revolution utilizes artificial intelligence by automating large quantities of numbers to increase the chances of project success. The Project Management Institute lists examples of project outcomes, including but not limited to the Pyramids of Giza, the Great Wall of China, the Panama Canal, and the placement of the International Space Station into Earth's orbit. This chapter highlights how the fourth industrial revolution (Industry 4.0) impacted the evolution of agile project management practices. It discusses how these could be applied in conjunction with traditional waterfall project management or as a standalone approach. Topics discussed include a definition and elements of project management, waterfall vs. agile project management, transitioning to agile methods, developments in agile project management, agile practices, and leading agile projects and project managers.

Agile Approaches for Successfully Managing and Executing Projects in the Fourth Industrial Revolution

2021 ◽  
pp. 1529-1547
Author(s):  
Alexius A. Emejom ◽  
Carl Burgess ◽  
Donna Pepper ◽  
Joan Adkins
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Industrial Revolution ◽  
Space Station ◽  
Project Managers ◽  
Fourth Industrial Revolution ◽  
Project Outcomes ◽  
Agile Project Management ◽  
Project Management Institute ◽  
Agile Practices

The fourth industrial revolution utilizes artificial intelligence by automating large quantities of numbers to increase the chances of project success. The Project Management Institute lists examples of project outcomes, including but not limited to the Pyramids of Giza, the Great Wall of China, the Panama Canal, and the placement of the International Space Station into Earth's orbit. This chapter highlights how the fourth industrial revolution (Industry 4.0) impacted the evolution of agile project management practices. It discusses how these could be applied in conjunction with traditional waterfall project management or as a standalone approach. Topics discussed include a definition and elements of project management, waterfall vs. agile project management, transitioning to agile methods, developments in agile project management, agile practices, and leading agile projects and project managers.

The Influence of the Application of Agile Practices in Software Quality Based on ISO/IEC 25010 Standard

2022 ◽  
pp. 1416-1443
Author(s):  
Gloria Arcos-Medina ◽  
David Mauricio
Keyword(s):  
Project Management ◽  
Software Development ◽  
Software Quality ◽  
Development Process ◽  
Management Practices ◽  
Positive Influence ◽  
Quality Characteristics ◽  
Software Development Process ◽  
Agile Practices ◽  
Significant Positive Influence

Agile practices are activities or procedures that are applied during the software development process in order to improve its quality and productivity. The objective of this study is to determine the influence of agile practices on software quality. For this purpose, a model composed of 4 groups of agile practices and 8 quality characteristics according to the ISO/IEC 25010 standard has here been proposed. The results of 146 questionnaires addressed to people involved in the software development process show that the application of agile engineering and project management practices have a significant positive influence on the quality attribute functionality. On the other hand, project management practices have a low impact on the quality characteristics of compatibility, portability, security, and usability.

Beyond the agile methods: a diagnostic tool to support the development of hybrid models

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Michael Jordan Bianchi ◽  
Edivandro Carlos Conforto ◽  
Daniel Capaldo Amaral
Keyword(s):  
Project Management ◽  
Case Studies ◽  
Diagnostic Tool ◽  
Management Practices ◽  
Software Industry ◽  
Hybrid Models ◽  
Information And Communications Technology ◽  
Agile Methods ◽  
Content Type ◽  
Project Environment

PurposeWhile agile methods have been adapted to different industries, agility depends on the alignment between the practices and project environment. Nevertheless, it is unlikely to find the best combination without a diagnosis of these variables. This paper proposes a project management agility diagnostic tool (PM/ADT), aimed at diagnosing the project environment, management practices and agility performance to find the right balance between them.Design/methodology/approachThe tool was developed by combining multiple techniques during a three-year research program, including an extensive systematic literature review, exploratory case studies, a survey and three case studies involving 25 projects from information and communications technology, software development and technology-based companies.FindingsThe results indicate potential discrepancies between environmental factors, management practices and agility performance that affect project management in organizations, allowing the diagnosis and analysis of the situation for the development of better management solutions.Research limitations/implicationsThe study reinforces the hypothesis that it may not be possible to adopt pure agile models or methods in most projects, except in specific cases, as with some projects in the software industry. This is in line with the hybrid models. However, further testing is needed with a larger sample of projects and organizations.Practical implicationsThe tool can be useful to assess different types of projects from different industry sectors to improve the management process, allowing the development of agility beyond the software industry.Originality/valueThe article discusses agility beyond measurement, assessing the most appropriate environment for using practices from one approach or another.

Agile Development in Data Warehousing

2012 ◽  
pp. 286-300 ◽  
Author(s):  
Nayem Rahman ◽  
Dale Rutz ◽  
Shameem Akhter
Keyword(s):  
Business Intelligence ◽  
Data Warehousing ◽  
Agile Development ◽  
Successful Implementation ◽  
Design Development ◽  
Frequent Change ◽  
Development Teams ◽  
Agile Approach ◽  
Waterfall Model ◽  
Business Requirements

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.

The Influence of the Application of Agile Practices in Software Quality Based on ISO/IEC 25010 Standard

2020 ◽  
Vol 13 (2) ◽  
pp. 27-53
Author(s):  
Gloria Arcos-Medina ◽  
David Mauricio
Keyword(s):  
Project Management ◽  
Software Development ◽  
Software Quality ◽  
Development Process ◽  
Management Practices ◽  
Positive Influence ◽  
Quality Characteristics ◽  
Software Development Process ◽  
Agile Practices ◽  
Significant Positive Influence

Agile practices are activities or procedures that are applied during the software development process in order to improve its quality and productivity. The objective of this study is to determine the influence of agile practices on software quality. For this purpose, a model composed of 4 groups of agile practices and 8 quality characteristics according to the ISO/IEC 25010 standard has here been proposed. The results of 146 questionnaires addressed to people involved in the software development process show that the application of agile engineering and project management practices have a significant positive influence on the quality attribute functionality. On the other hand, project management practices have a low impact on the quality characteristics of compatibility, portability, security, and usability.

Sign in / Sign up

Export Citation Format

Share Document