Using a knowledge management evaluation framework for improving an ERP system - a Hong Kong construction industry case study

Organisations need to rely on leadership, information support and human capital in order to ensure a knowledge advantage over their competitors. Knowledge management (KM) provides organisations with sustainable competitive advantage, because it becomes extremely difficult for an organisation to cut expenditure and increase revenue by simply reengineering its business model. Project delivery and success has been traditionally viewed and measured as management of a three-legged stool, with the legs defined as cost, schedule and quality. However, KM can be linked to success by organisations becoming more effective as well as being more efficient.This paper uses a KM framework, the Knowledge Advantage (K-Adv), developed initially for use by construction organisations. It assesses the impact of leadership and its supporting information communication technology infrastructure on the ability of people (by effectively creating, sharing, disseminating and using knowledge) to facilitate sustainable competitive advantage.A case study that is presented is based upon the experience of a leading construction company using an Enterprise Resources Planning (ERP) system to demonstrate the effectiveness of KM from a cost management business unit perspective. Results are evaluated using a capability maturity model (CMM) - that forms the core of the K-Adv tool - to help improve processes that meet the needs of the organisation operating in a highly dynamic business environment. The case study is part of a broader doctoral research project that uses action learning to facilitate and measure ERP improvement.<br /

Capability driven development: an approach to designing digital enterprises

The final publication is available at Springer via http://dx.doi.org/10.1007/s12599-014-0362-0[EN] The need for organizations to operate in changing environments is addressed by proposing an approach that integrates organizational development with information system (IS) development taking into account changes in the application context of the solution. This is referred to as Capability Driven Development (CDD). A meta-model representing business and IS designs consisting of goals, key performance indicators, capabilities, context and capability delivery patterns, is being proposed. The use of the meta-model is validated in three industrial case studies as part of an ongoing collaboration project, whereas one case is presented in the paper. Issues related to the use of the CDD approach, namely, CDD methodology and tool support are also discussed.This work has been partially supported by the EU-FP7 funded project no: 611351 CaaS - Capability as a Service in Digital Enterprises.Berzisa, S.; Bravos, G.; Cardona Gonzalez, T.; Czubayko, U.; España, S.; Grabis, J.; Henkel, M.... (2015). Capability driven development: an approach to designing digital enterprises. Business and Information Systems Engineering. 57(1):15-25. https://doi.org/10.1007/s12599-014-0362-0S1525571ArchiMate (2013) An enterprise modeling language from the Open Group. http://www.opengroup.org/archimate/ . Accessed 3 Dec 2014Asadi M, Ramsin R (2008) MDA-based methodologies: an analytical survey. In: Proceedings Model driven architecture – foundations and applications (ECMDA-FA 2008), LNCS 5095, pp 419–431Barney JB (1991) Firm resources and sustained competitive advantage. J Manag 17(1):99–120Bērziša S, Bravos G, Gonzalez Cardona T, Czubayko U, España S, Grabis J, Henke lM, Jokste L, Kampars J, Koc H, Kuhr J, Llorca C, Loucopoulos P, Juanes Pascua lR, Sandkuh lK, Simic H, Stirna J, Zdravkovic J (2014) Deliverable 1.4: Requirements specification for CDD, CaaS – capability as a service for digital enterprises. FP7 project no 611351, Riga Technical University, Latvia. Submitted for reviewBubenko JA Jr, Persson A, Stirna J (2001) User guide of the knowledge management approach using enterprise knowledge patterns. Deliverable D3, IST programme project hypermedia and pattern based knowledge management for smart organisations. project no. IST-2000-28401, Royal Institute of Technology, SwedenBriand LC, Yue T, Labiche Y (2011) A systematic review of transformation approaches between user requirements and analysis models. Requir Eng 16:75–99De Kinderen S, Gordijn J, Akkermans H (2009) Reasoning about customer needs in multi-supplier ICT service bundles using decision models. In: Proceedings 11th international conference on enterprise information systems (ICEIS 2009), pp 131–136Deloitte (2009) Cloud computing: forecasting change. Deloitte Consulting, New York. http://public.deloitte.no/dokumenter/2_Cloud_Computing%5B1%5D.pdf . Accessed 3 Dec 2014Dey A (2001) Understanding and using context. Pers Ubiquitous Comput 5(1):4–7Gamma E, Helm R, Johnson R, Vlissides J (1995) Design patterns: elements of reusable object-oriented software architecture. Addison-Wesley, BostonGomes D, Gonçalves JM, Santos R, Aguiar R (2010) XMPP based context management architecture. In: Proceedings GLOBECOM workshop, IEEE, pp 1372–1377González A, España S, Ruiz M, Pastor Ó (2011) Systematic derivation of class diagrams from communication-oriented business process models. In: 12th working conference on business process modeling, development, and support (BPMDS’11). Springer LNBIP 81, pp 246–260Henkel M, Stirna J (2010) Pondering on the key functionality of model driven development tools: the case of mendix. In: Forbrig P, Günther H (eds) Proceedings business informatics research (BIR 2010), Springer LNBIP 64, pp 146–160Hervas R, Bravo J, Fontecha J (2010) A context model based on ontological languages – a proposal for information visualisation. J Univers Comput Sci 16(12):1539–1555Jarke M, Loucopoulos P, Lyytinen K, Mylopoulos J, Robinson W (2011) The brave new world of design requirements. Information Syst 36(7):992–1008Kaplan RS, Norton DP (2004) Strategy maps: converting intangible assets into tangible outcomes. Harvard Business School Press, BostonKleppe A, Warmer J, Bast W (2013) MDA explained. Addison-Wesley, BostonLoniewski G, Insfran E, Abrahao L (2010) A systematic review of the use of requirements engineering techniques in model-driven development. In: Proceedings model driven engineering languages and systems (MODELS 2010), Part II, LNCS 6395, pp 213–227Mohagheghi P, Dehlen V (2008) Where is the proof? - a review of experiences from applying MDE in industry. In: Proceedings model driven architecture – foundations and applications (ECMDA-FA 2008). LNCS 5095. Springer, Heidelberg, pp 432–443Nilsson AG, Tolis C, Nellborn C (eds) (1999) Perspectives on business modelling: understanding and changing organisations. Springer, HeidelbergOASIS (2011) Reference architecture foundation for service oriented architecture version 1.0, committee specification draft 03/public review draft 02 06 July 2011. http://docs.oasis-open.org/soa-rm/soa-ra/v1.0/soa-ra.pdf . Accessed 3 Dec 2014OMG (2011a) UML superstructure. http://www.omg.org/spec/UML/2.4.1/ . 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Towards the development of the framework for inter sensing enterprise architecture

[EN] Inter-enterprise architecture (IEA) is a new concept that seeks to apply the tools and methodologies of enterprise architecture (EA) in a collaborative context, in order to model collaborative organizations in an inclusive manner. According to the main enterprise architectures proposed to this point, an EA should be conformed at least for a framework, a methodology and a modelling language. Sensing enterprise (SE) is an attribute of an enterprise or a network that allows it to react to business stimuli originating on the Internet. These fields have come into focus recently, and there is not evidence of the use of IEA for modelling a SE, while finding an interesting gap to work on. Thus, this paper proposes an initial framework for inter sensing enterprise architecture (FISEA), which seeks to classify, organize, store and communicate, at the conceptual level, all the elements for inter-sensing enterprise architectures and their relationships, ensuring their consistency and integrity. This FISEA provides a clear idea about the elements and views that create collaborative network and their inter-relationships, based on the support of Future Internet.This work was supported by the European Commission FP7 UNITE Project, through its Secondment Programme and the Universitat Politecnica de Valencia ADENPRO-PJP project (ref. SP20120703).Vargas, A.; Cuenca, L.; Boza, A.; Sacala, I.; Moisescu, M. (2016). Towards the development of the framework for inter sensing enterprise architecture. Journal of Intelligent Manufacturing. 27(1):55-72. https://doi.org/10.1007/s10845-014-0901-zS5572271Adaba, G., Rusu, L., & Mekawy, M. (2010). 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System implementation: managing project and post project stage - case study in an Indonesian company

The research reported in this paper aims to get a better\ud understanding of how the implementation process of\ud enterprise systems (ES) can be managed, by studying the\ud process from an organisational perspective. A review of\ud the literature on previous research in ES implementation\ud has been carried out and the state of the art of ES\ud implementation research is defined. Using several body of\ud literature, an organisational view on ES implementation is\ud described, explaining that ES implementation involves\ud challenges from triple domain, namely technological\ud challenge, business process related challenge, and\ud organisational challenge. Based on the defined state of the\ud art and the organisational view on ES implementation\ud developed in this research, a research framework is\ud presented, addressing the project as well as the postproject\ud stage, and a number of essential issues within the\ud stages. System alignment, knowledge acquisition, change\ud mobilisation are the essntial issues to be studied in the\ud project stage while institutionalisation effort and\ud continuous improvement facilitation are to be studied in\ud the post-project stage. Case studies in Indonesian\ud companies are used to explain the framework

ERP implementation methodologies and frameworks: a literature review

Enterprise Resource Planning (ERP) implementation is a complex and vibrant process, one that involves a combination of technological and organizational interactions. Often an ERP implementation project is the single largest IT project that an organization has ever launched and requires a mutual fit of system and organization. Also the concept of an ERP implementation supporting business processes across many different departments is not a generic, rigid and uniform concept and depends on variety of factors. As a result, the issues addressing the ERP implementation process have been one of the major concerns in industry. Therefore ERP implementation receives attention from practitioners and scholars and both, business as well as academic literature is abundant and not always very conclusive or coherent. However, research on ERP systems so far has been mainly focused on diffusion, use and impact issues. Less attention has been given to the methods used during the configuration and the implementation of ERP systems, even though they are commonly used in practice, they still remain largely unexplored and undocumented in Information Systems research. So, the academic relevance of this research is the contribution to the existing body of scientific knowledge. An annotated brief literature review is done in order to evaluate the current state of the existing academic literature. The purpose is to present a systematic overview of relevant ERP implementation methodologies and frameworks as a desire for achieving a better taxonomy of ERP implementation methodologies. This paper is useful to researchers who are interested in ERP implementation methodologies and frameworks. Results will serve as an input for a classification of the existing ERP implementation methodologies and frameworks. Also, this paper aims also at the professional ERP community involved in the process of ERP implementation by promoting a better understanding of ERP implementation methodologies and frameworks, its variety and history

Exploring knowledge management integration through EAI in local government domain

Information Technology (IT) infrastructure integration and knowledge management share communal objectives e.g. to make organisations more effective and efficient, agile and innovative, and more responsive to market changes. Such association when assimilates bona fide knowledge management philosophy, it offers the IT departments a headship opportunity for organisational transformation in affiliation with the rest of the establishment. Notwithstanding, in the context of Local Government Authorities (LGAs), the non-integrated nature of the IT infrastructure is associated with inefficient data and knowledge exchange and reduction in LGA services’ quality. Therefore, numerous data inconsistencies and redundancies occur that impact LGA services to their citizenry. LGAs have deployed Enterprise Application Integration (EAI) technological solutions to integrate their legacy with new developed Information Systems (IS). Literature indicates that EAI achieves integration at five layers namely: (a) connectivity, (b) transportation, (c) transformation, (d) process integration and (e) knowledge integration. This research adapts a Revised Model for Integration Layers (REAL) and tests through a case study in a local authority. The results indicate that cases leading to data inconsistencies and replication can be prevented by integrating knowledge through EAI