Development of an Enhanced Agility Assessment Model for Legacy Information System

Deciding the moment to end the lifecycle of an information system are often not exhaustively studied. It is essential for an organisation to know when to end the life cycle of their legacy information system when it is no longer able to perform and comply with the changes the organization desires. Prolonging the length of an information system lifecycle could lead to a reduction in software cost. Most of the various metrics presented in literatures on agility measurement, such as Cost, Time, Robustness and Scope of changes (CTRS) and Simplicity, Speed and Scope of changes (3S) and the researchers evaluation methods, e.g., Hierarchy Process (AHP) and Fuzzy Mathematics Analytic are qualitative and usually need to be evaluated by domain experts subjectively. This study therefore developed an enhanced agility assessment model to measure legacy information system quantitatively with the agility factors: Speed, Robustness and Complexity in an educational institution. The adoption of a quantitative metrics methodology will lead to an accurate measurement of the student information system. A stand-alone online assessment system based on agility factors and satisfying the maximum metrics benchmark requirements was used for the model implementation. The results were: Complexity of the largest module=96, Robustness=547.5 hours and Speed 0.5 minutes. The complexity of the module that exceeded 20 can be fixed by reducing the control constructs of the source code modules into submodules, with each not greater than 20. The results obtained indicated that the student information system was still agile. Thus, management should continue with the system.    &nbsp

A modelling technique for enterprise agility

Enterprise agility, i .e., the ability of enterprises to respond to changes, is a core imperative for effective change management. It can improve operational efficiency as well as support resource optimization. Yet, it is challenging and a major concern for corporate executives. To facilitate agility, it can be useful to design modeling constructs for representing changes. Such modeling constructs can help stakeholders to represent and better understand change concepts. This research contributes by extending existing enterprise modeling approaches with new modeling constructs for representing concepts of change. These modeling constructs are integrated into a conceptual model. To demonstrate utility, we apply this meta-model to represent a real-world case study and discuss some lessons learned in this process

A modelling technique for enterprise agility

Enterprise agility, i .e., the ability of enterprises to respond to changes, is a core imperative for effective change management. It can improve operational efficiency as well as support resource optimization. Yet, it is challenging and a major concern for corporate executives. To facilitate agility, it can be useful to design modeling constructs for representing changes. Such modeling constructs can help stakeholders to represent and better understand change concepts. This research contributes by extending existing enterprise modeling approaches with new modeling constructs for representing concepts of change. These modeling constructs are integrated into a conceptual model. To demonstrate utility, we apply this meta-model to represent a real-world case study and discuss some lessons learned in this process

A conceptual framework for enterprise agility

One of the challenges faced by modern day enterprises is agility, i.e, the ability to detect and respond to changes timely and effectively. These changes are caused by change drivers such as regulatory compliance and technology update/obsolescence. To be agile, enterprise stakeholders should have a consistent and structured technique for delineating and expressing change drivers. Such a technique can support decision by making it easier to understand the implications of change drivers, the elements of enterprise they can affect, their impact, and the actions required to manage them. This paper contributes by gathering key concepts of change drivers, and integrating them into a conceptual modelling language in form of a meta-model. This meta-model is then used to develop a proforma. In addition, we show how stakeholders can use our proforma to support decision making vis a vis change management