Towards a Business Intelligence Governance Framework Within E-Government System

The need for such framework increase or decrease in each country depending on its status and on the relationship existed between business and IT teams.

Measurement of Brand Lift from a Display Advertising Campaign

In this chapter we will describe an advanced business intelligence system we built at Yahoo to measure the lift in brand awareness driven from the display advertising campaigns on Yahoo network. It helped us to show to the advertisers that display advertising is working in lifting awareness and brand affinity.

ASD-BI

The main contribution of this chapter is the demonstration that ASD-BI is adaptive to environment changes, enhances knowledge capturing and sharing, and helps in implementing and achieving organization’s strategy. ASD-BI process model will be validated by using a case study on higher education.

Enhancing BI Systems Application Through the Integration of IT Governance and Knowledge Capabilities of the Organization

Over years, research in Management Information Systems (MIS) has resulted in significant implications for organizations in a wide variety of areas by using socio-technical perspective, which has helped to deliver more business focused solutions. This study reports the results of an empirical examination of the effect of IT governance framework based on COBIT and Organizational Knowledge Pillars in enhancing the IT Governance framework (Business / IT Strategic alignment, Business value delivery, risk management, Resource management, performance measurement) to enhance the business intelligence application and usability within the organization. Quantitative method is adopted for answering the research questions. A questionnaire was used for data collection after contacting several companies, in addition confirmatory factor model and structural equation model were developed and tested and the overall results of the empirical investigation supported the general framework. Using confirmatory factor analysis techniques, the effects of the combination between IT governance factors seen by ITGI and organizational knowledge pillars of the firm on BI Systems application in it were tested and confirmed and the models were also verified. Several statistical methods were used for data analysis; moreover different statistical tools as software packages were employed such as SPSS 17 and EQS 6.1. The study proposes that knowledge management (KM) and IT Governance framework are vital organizational abilities that support business intelligence application; it also observes that combination of IT governance framework with organizational knowledge within the firm can enhance the organization’s BI system application and usability, and its goal is to advance the understanding of the relationships among these factors. The study develops and tested two main hypothesizes: (1) IT Governance framework supports business intelligence application. (2) Organizational knowledge, in turn, leads to support business intelligence application.

Knowledge Discovery Process Models

Knowledge Discovery (KD) process model was first discussed in 1989. Different models were suggested starting with Fayyad’s et al (1996) process model. The common factor of all data-driven discovery process is that knowledge is the final outcome of this process. In this chapter, the authors will analyze most of the KD process models suggested in the literature. The chapter will have a detailed discussion on the KD process models that have innovative life cycle steps. It will propose a categorization of the existing KD models. The chapter deeply analyzes the strengths and weaknesses of the leading KD process models, with the supported commercial systems and reported applications, and their matrix characteristics.

Business Intelligence and Agile Methodology for Risk Management in Knowledge-Based Organizations

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.

Suggested Model for Business Intelligence in Higher Education

BI is playing a major role in achieving competitive advantage in almost every sector of the market, and the higher education sector is no exception. Universities, in general, maintain huge databases comprising data of students, human resources, researches, facilities, and others. Data in these databases may contain decisive information for decision making. In this chapter we will describe a data mining approach as one of the business intelligence methodologies for possible use in higher education. The importance of the model arises from the reality that it starts from a system approach to university management, looking at the university as input, processing, output, and feedback, and then applies different business intelligence tools and methods to every part of the system in order to enhance the business decision making process. The chapter also shows an application of the suggested model on a real case study at the Arab International University.

BORM

The business intelligence system gradually became of vital importance for many organizations nowadays. But unfortunately, the traditional static modelling may not be able to deal with it. One solution is to use an agile modelling that is characterized with better flexibility and adaptability. The introduced BORM (Business and Object Relation Modelling) method is just an object-oriented and process-based analysis and design methodology, which has proved to be effective in the development and simulation of large and complex business systems such as business intelligence represents. This chapter describes BORM method and presents it on an application example created in Craft. CASE analysis and modelling tool. At the beginning the authors introduce fundamental principles of BORM method and explain the most important concepts of the method. Finally the authors make clear the method in more detail by means of simple and descriptive, but nontrivial, example from real practice.

Agile Software

The term Agile Method of software development was coined in the 2001.This approach is characterized with creativity, flexibility, adaptability, responsiveness, and human-centricity. Researchers have suggested that the complex, uncertain, and ever-changing environment is pushing developers to adopt agile methods rather than traditional software development. Agile methodologist claim that their Agile methods is the answer for the software engineering chaotic situation, in which projects are exceeding their time and budget limits, requirements are not fulfilled, and consequently ending up with unsatisfied customers. In this chapter we will explain agile methodology, its general characteristics, and quick description of the famous agile methods known in the industry and research.

Knowledge Management in Agile Methods Context

Agile methods are characterized with flexibility, reliance on tacit knowledge, and face to face communication in contrast to traditional methods that rely on explicit knowledge sharing mechanism, extensive documentation, and formal means of communication. In this chapter, the authors will have a look at the knowledge management techniques used in different software development processes with focus on agile methods. Then they will test the claim of more informal knowledge sharing and see the mechanisms used to exchange and document knowledge. The test is on the basis of a survey conducted by Scott Ambler in 2009, where he surveyed over 300 agile practitioners asking them about mechanisms used and in which context every mechanism is applied.