Journal of Science and Sustainable Development

1.3.
 
Structure 
This paper consists of five sections. The first section is this introduction. It is followed by a literature 
review where we will dive into the concepts involved in this paper and their development over time. The third 
section is about the methodology we use to build the BI model. It includes considerations, standards, and 
evaluation methods. In the fourth section, we construct the model step by step until we exploit the most 
suitable form. Finally, we end with a conclusion about what we have done and the recommendations. 
II.
L
ITERATURE 
R
EVIEW
2.1.
 
The Agility 
In topics talking about projects, planning, engineering, or management, there is a general scheme that 
directsthe procedures of that project, plan, or organization. This scheme contains the rules to control the 
process occasionally and accordingly. Such a method of control and management is called to follow the 
Traditional Business model.The problem with the traditional business modelis that it is more organization-
oriented or major-orientedwhich will prevent having a unified universal business model. The analytics 
suitable for a certain field can barely fit in another business field, and the conditions to grow some business 
might ruin another business. [5]. 
Even within the organization, circumstances are not permanently stable. Most of the time, projectsare 
modified, plansare updated, variations are countered, demands are recognized, or process-flow is not 
following the schedules. It is important to have some flexibility dynamic techniques to reform the whole 
process accordingly and in real-time. This flexibility shapes the agility of that project, plan, or organization 
policies. This flexiblebusiness is called to implement an agile business model which is "a model that allows 
the business to adapt to ever-changing circumstances and stay ahead of the competition"[6]. 
Though the agile business model looksanomalyin comparison tothe traditional business model, the fact is 
the traditional business model has never fit for the global cooperative business while the agile business model 
proposes strategies applicable universally for unified reactions to the different market conditions and 
customer interests and at the same time considers the organizational goals and concerns[5].The agility in this 
context means to more consider individuals and interactions over process and tools, to value the result over 
catalogs, to involve the customer over negotiating the contract, and to dynamically figure out the steps 
according to the new conditions rather than having an over comprehending plan[3].