With the upcoming introduction of the new GDPR regulations, businesses such as the media enterprises and marketers are facing new challenges. The new regulations require the consent of users via opt-in, in order to use and process personal data. Hence, these rules might have significant influence on business models and the way data is being stored. Especially for media companies, the use of personal data has become a key driver for its business. Thus, the current changes are expected to create a decrease of roughly 30% in revenues, caused by the fact that the consent of personal data use has to be requested again. Based on the provided insights, three solutions are being proposed, in order to showcase how to apply these in the business setting, highlighting that none of these fully comply with regulatory requirements. As a result, the creation of personalised content is at risk. In the near future it has become of utmost importance for companies to re-formulate new solutions, in order to be able to elevate, process and pass on personal data.
Agile methods are a key determent in software development. The successful application of the agile methodology, such as Scrum, DSDM or Kanban is highly dependent on the (intrinsic) motivation of the parties involved in software development projects. Hence, maintaining, controlling and increasing motivation becomes inevitably throughout any project. In order to guarantee a high level of motivation, three consecutive elements have been found to be crucial. Nevertheless, a high degree of transparency has been proven to be the main condition to guarantee the following elements in motivation management. It has been previously been proven that 1. Establish an overarching, long-term project vision 2. Concretize stages and milestones and 3. Illustrating dependencies transparently, are needed to maintain employee’s motivation.
Software and infrastructure projects are subject to fundamental change. The trend today is towards small, agile teams that work independently of each other and often spatially separated from each other. They develop completed subprograms that communicate with each other via coordinated interfaces and thus form an overall system. The agile approach brings with it fundamental advantages that are particularly useful in complex projects.
For decades, attempts have been made to reconcile security and features. From our point of view, one step along this path is the integration of the Security Ambassador function into the agile development teams. Starting with Sprint zero, the ambassador works on an equal footing with the functional requirements at the product goal and has overall external responsibility for product safety. This addition to the agile model combines an agile approach with a holistic view of security based on the experience of our projects in recent years. By consistently treating the security requirements as equal targets, the security of a system can be assessed and therefore certified; a characteristic of supervision that is now required. Overall, IT security becomes a measurable quality feature such as functional product features that can be transported to the outside world and monetarized as a product feature.
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