Our approach enables us to quickly deliver business value, to obtain early feedback and acceptance from users, and to minimize the project risks and maximize the payback time.
Our development methodology is based on best practices used by the best software companies: frequent releases, agile methodology, test-driven development, continuous build, automatic non-regression tests, frequent peer-review, etc.
Many IT projects suffer from a high number of Change Requests. Although Change Requests must appear as an option in contractual agreements, we believe that well managed projects should have no Change Requests and we are proud to claim that DecisionBrain has never issued one.
Our development methodology requires the creation of a single “product team” that combines our teams and our customers’ teams. The participation of business users in the product team is critical as the business users must validate the results and help us determining the functionalities to be implemented in each iteration.
This empowers the business users who have a strong sense of ownership of the solutions we build to help them make a stronger impact on the company’s success.
Decision Making can only be as good as the input data provided. Without good data there cannot be a good decision support system. Data availability is always a primary focus when we start a new project. We help you to analyze, clean and organize your data for decision support.
Traditionally, data streams for decision making come from Operations and Customer Relationships. Big Data gives opportunity to exploit data from external sources. For example:
Today’s market leaders ask themselves: “What new problem can I now solve with the data I have available?”
In most situations, whether you are optimizing manufacturing, logistics operations, human resource, pricing, energy consumption, etc. you will need to make decisions at different time horizons and with different time granularity: strategic, tactical, operational and real-time.
We make sure to create systems that understand and support the dependencies between the different decision levels in order to ensure the success of the project and the achievement of profit margins.
Decision made at/in:
The main goal of higher planning levels is to provide a holistic view of the problem, coordinate physically separated operations and to optimize global tradeoffs. The main goal of lower planning levels is to generate schedules that are executable, meet targets while optimizing efficiency.
Profit margins are generated by the execution of the decisions made, not by the decisions themselves. Therefore profit margins are only achieved if these different decision levels are tightly integrated and are coherent with each other.