In the Big Data age, businesses in every industry must deal with vast volumes of data. Several experts and practitioners have lately emphasized the need of understanding how, why, and when Big Data Analytics (BDA) applications may be a valuable resource for businesses seeking a competitive edge. However, BDA pays off for some firms while failing to pay off for others due to the fact that investment in Big Data continues to present significant challenges due to the missing link between analytics capabilities and firm performance. According to a recent survey, many businesses spend the bulk of their time analyzing data, with only a tiny fraction employing Big Data Analytics to forecast outcomes and even fewer utilizing analytics apps to enhance processes and strategies. As a result, BDA is not widely used, and only a few companies have seen any benefit from it. To address this issue in the telecommunications domain and in light of the paucity of research on the subject, this study focused on the BDA Pillars (BDAP) in order to achieve benefits through increased revenues and cost savings. For the purpose of this research we have adopted qualitative approach with case study method, and technique of data collection includes semi-structure interview and document analysis. The Delphi technique and in-depth interviews conducted confirmed the existence of five critical elements that contribute to the sustainability of BDAPs and their impact on firm performance.

With the widespread adoption of Agile, concerns have emerged regarding the misinterpretation and misapplication of Agile principles, resulting in what we term “Fake Agile.” This article investigates the phenomenon of Fake Agile, its causes, and its implications for software development projects. Key indicators and characteristics of Fake Agile practices have been identified through drawing on a comprehensive literature review and empirical research. This study identifies the factors that contribute to the emergence of Fake Agile, including organizational pressures, lack of proper training, and incomplete understanding of Agile principles. Furthermore, we examine the potential consequences of Fake Agile on project outcomes, team dynamics, and customer satisfaction. In order to overcome the challenges posed by Fake Agile, this study proposes a set of guidelines for distinguishing genuine Agile practices from Fake Agile implementations. The purpose of these guidelines is to help practitioners and organizations effectively adopt agile principles and avoid the pitfalls of fake agile.

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