The phrase "agile decision" is correct and usable in written English.
It can be used in contexts related to quick and flexible decision-making, often in business or project management settings.
Example: "In today's fast-paced market, making an agile decision can give us a competitive edge."
Alternatives: "swift decision" or "flexible choice".
These have identified impediments to the successful realization of agile practices and methods, particularly the resilience of agile decision making throughout the conceptual understanding, design and implementation of the operational system.
An operative model diagnosis procedure was previously proposed in the companion paper, which can be readily used both for agile decision making on the architecture and implementation details of the machine learning algorithms, and for differential benchmarking among models.
James Maloney, a senior charity lawyer at Farrers, advises that "boards need to be agile enough to make quick decisions" in the digital age.
Robert creates technology to improve community resilience in low-capacity environments and designs innovative approaches to strengthening government capacity for agile, evidence-based decision making during crises.
Knowledge reuse is recognised as a key element to support agile and effective decision-making processes during product development.
Some see this as an anachronism, but the US says it is defending a system in which a range of multi-stakeholder organisations with technical expertise can make "agile, rapid-fire decisions", regarding the development of the internet.
Even in the internet age, such agile and lean decision-making, and idea creation, is something many organisations are still trying to emulate, and they do not seem to know how to do it.
However, the US said this allowed it to ensure that technical experts could make "agile, rapid-fire decisions" about the net's development as part of multi-stakeholder organisations.
The new approach is particularly appropriate for the design of agile plants where decisions have to be made as how best to reconfigure an, existing facility to manufacture a new product.
While some other countries see this as an anachronism, the US says it allows it to ensure that technical experts can make "agile, rapid-fire decisions" about the net's development as part of multi-stakeholder organisations, and to change this would risk the process getting slowed down by bureaucracy.
This paper copes with the strategic and tactical level decisions in agile supply chain network design.
