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Improving Workforce Productivity through Data-Driven Metrics: Insights from Agile Teams

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Abstract

In today's competitive business landscape, optimizing workforce productivity is paramount for organizations striving to achieve operational excellence and maintain a competitive edge. This explores the significance of leveraging data-driven metrics to enhance workforce productivity, drawing insights from Agile teams' practices. The review discusses the importance of workforce productivity in today's business environment and highlights the role of data-driven metrics in achieving this goal. It provides an overview of Agile methodology and its relevance in improving productivity, emphasizing its principles of collaboration, adaptability, and iterative improvement. This delves into the concept of workforce productivity metrics, distinguishing between traditional and data-driven approaches. It identifies key performance indicators (KPIs) used to measure productivity and discusses the challenges associated with measuring and interpreting these metrics effectively. Furthermore, the review outlines the application of Agile principles in project management and team collaboration, showcasing its benefits in enhancing productivity and efficiency. It emphasizes the importance of identifying relevant metrics for Agile teams, collecting and analyzing productivity data, and using data visualization techniques for insights and decision-making. Case studies of successful implementation, illustrating how Agile teams leverage data-driven insights to improve sprint planning, retrospectives, and overall project delivery. It discusses challenges such as resistance to change and data accuracy, along with best practices for overcoming them. Additionally, the abstract explores future trends and opportunities in workforce productivity measurement, including emerging technologies such as artificial intelligence and machine learning. It concludes by summarizing key insights and recommendations from Agile teams and offering final thoughts on the future of workforce productivity optimization through data-driven approaches.

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... In highvolume environments, ensuring high throughput is essential for maintaining the flow of data and meeting the demands of real-time analytics. High throughput means that more data is processed in less time, leading to faster insights and more efficient decision-making [27]. Latency, on the other hand, refers to the time it takes for data to move through the pipeline from ingestion to final analysis. ...
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Furthermore, the findings showed that a good number of the in-service agricultural extension practitioners are not adequately equipped to offer extension services related to climate change to farmers, when considered in terms of their level of qualification, exposure to content related to climate change during training and in-service training on climate change. This confirmed the view in the literature that most agricultural extension practitioners in smallholder farming contexts in South Africa lack the requisite knowledge and skills to facilitate adaptation to climate change. In tracing the root of this problem through research question three in the preliminary study, it was revealed that content related to climate change and climate change adaptation was not accommodated in the pre-service extension programme. However, content related to climate change was implicitly included by academic staff members while teaching topics such as social sustainability, environmental sustainability and economic sustainability. The findings from the main study showed that there are indeed different types of partnerships existing between academia, government and the smallholder farmers. In addition, the findings from the main study showed that the government and academia, as represented by Agricultural Extension and Rural Development lecturers are supporting the farmers through their roles in the direct and indirect partnerships they share. This was contrary to the assertion in some literature that there is a lack of interactions between stakeholders on climate change in developing countries and contexts. The roles played by academia and government stakeholder groups corresponded with the roles of academia and government, as conceived in QHIM, thereby paving way for the attainment of livelihood outcomes of food security, adaptation to climate etc. Again, these finding highlighted that not having the required qualification does not necessarily mean that the extension practitioners are incapable of offering extension services related to climate change adaptation. Surprising, the findings of the main study revealed that farmers were de-centred and hence played no roles in these partnerships, even though they proved to be aware and very knowledgeable about climate change during the preliminary study. This was contrary to the conceived roles of end-users under QHIM. It was found that the partnership between academia and the government promoted one CSA practice, while the partnership between the government and farmers promoted one other CSA practice. Additionally, the findings revealed that the partnership between the government stakeholder group and the farmers promoted six CSA practices while the partnership between the farmers and government yielded two CSA practices. It was significant to note that the highest number of CSA practices were promoted in the partnership between the government and the farmers. This implies that the government stakeholder group are the main drivers of climate change adaptation and sustainable livelihood outcomes in rural Msinga. Interestingly, the CSA practices promoted in these partnerships uphold the three key pillars of climate smart agriculture, namely adaptation, mitigation and food security. Most significantly, is the finding that these partnerships, do indeed, promote the use of indigenous knowledge systems (IKS) in the form of indigenous agricultural practices in the everyday agricultural practices of Msinga smallholder farmers. This means that the place/space of IKS still largely resides with the end-users.
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Many companies want to make their sales agile. Some of them have tried to set up agile sales organizations, but such top-down approaches and big-bang rollouts seldom seem to work. This book shows how the elements of the leading agile framework “Scrum” should be applied to install agility in the salesforce, improve sales performance, and resolve typical performance issues in sales organizations. It contains concrete guidelines, real-world examples, and useful tools to create the necessary change step by step and built to last.
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This paper investigates the strategies employed by surviving small and medium sized enterprises in a technologically disrupted industry facing continuous market decline. Using fuzzy-set qualitative comparative analysis, we find multiple configurations that illustrate the strategy combinations utilized by survivors to grow. Key findings suggest firms utilize ambidexterity, absorptive capacity, and agility to reconfigure their internal resources and reduce their reliance on the declining external network by in-housing previously outsourced production through increased vertical integration. This study contributes to research on dynamic capability theory and provides practical paths for growth for small and medium sized firms operating in declining industries.
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Context Agile methods have limitations concerning problem understanding and solution finding, which can cause organizations to push misguided products and accrue waste. Some authors suggest combining agile methods with discovery-oriented approaches to overcome this, with notable candidates being User-Centered Design (UCD) and Lean Startup, a combination of which there is yet not a demonstrated, comprehensive study on how it works. Objective To characterize a development approach combination of Agile Software Development, UCD, and Lean Startup; exposing how the three approaches can be intertwined in a single development process and how they affect development. Method We conducted a case study with two industry software development teams that use this combined approach, investigating them through interviews, observation, focus groups, and a workshop during a nine-month period in which they were stationed in a custom-built development lab. Results The teams are made up of user advocates, business advocates, and solution builders; while their development approach emphasizes experimentation by making heavy use of build-measure-learn cycles. The approach promotes a problem-oriented mindset, encouraging team members to work together and engage with the entire development process, actively discovering stakeholders needs and how to fulfill them. Each approach provides a unique contribution to the development process: UCD fosters empathy with stakeholders and enables teams to better understand the problem they are tasked with solving; Lean Startup introduces experimentation as the guiding force of development; and Extreme Programming (the teams’ agile method) provides support to experimentation and achieving technical excellence. Conclusion The combined approach pushes teams to think critically throughout the development effort. Our practical example provides insight on its essence and might inspire industry practitioners to seek a similar development approach based on the same precepts.
Data-driven decision-making: leveraging analytics and AI for strategic advantage
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  • J Adams
Garcia A, Adams J. Data-driven decision-making: leveraging analytics and AI for strategic advantage. Research Studies of Business. 2023;1(1):79-89.
Quantitative models in asset management: a review of efficacy and limitations
  • N Z Mhlongo
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  • O Odeyemi
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Mhlongo NZ, Ike CU, Odeyemi O, Usman FO, Elufioye OA. Quantitative models in asset management: a review of efficacy and limitations. World Journal of Advanced Research and Reviews. 2024;21(2):391-8.
The role of AI in transforming auditing practices: a global perspective review
  • O Odeyemi
  • K F Awonuga
  • N Z Mhlongo
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Odeyemi O, Awonuga KF, Mhlongo NZ, Ndubuisi NL, Olatoye FO. The role of AI in transforming auditing practices: a global perspective review. World Journal of Advanced Research and Reviews. 2024;21(2):359-70.
Scalable business models for startups in renewable energy: strategies for using GIS technology to enhance SME scaling
  • V U Oguanobi
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Oguanobi VU, Joel OT. Scalable business models for startups in renewable energy: strategies for using GIS technology to enhance SME scaling. Engineering Science and Technology Journal. 2024;5(5):1571-87. https://doi.org/10.51594/estj/v5i5.1109.
Analyzing the impact of algorithmic trading on stock market behavior: a comprehensive review
  • L D Oyeniyi
  • C E Ugochukwu
  • N Z Mhlongo
Oyeniyi LD, Ugochukwu CE, Mhlongo NZ. Analyzing the impact of algorithmic trading on stock market behavior: a comprehensive review. World Journal of Advanced Engineering Technology and Sciences. 2024;11(2):437-53.
Exploring human resource management practices and employee satisfaction in Bangladesh's private banking sector
  • M Quader
Quader M. Exploring human resource management practices and employee satisfaction in Bangladesh's private banking sector. Journal of Policy Options. 2024;7(1):36-45.
Company efficiency improvement using agile methodologies for managing IT projects
  • S Shirokova
  • E Kislova
  • O Rostova
  • A Shmeleva
  • L Tolstrup
Shirokova S, Kislova E, Rostova O, Shmeleva A, Tolstrup L. Company efficiency improvement using agile methodologies for managing IT projects. In: Proceedings of the International Scientific Conference -Digital Transformation on Manufacturing, Infrastructure and Service; 2020 Nov. p. 1-10.