Cloud Oriented Business Process Outsourcing using Business Rule Management

The development of cloud services is rapidly transforming IT outsourcing. Highly standardized services are offered in elastic ways. Pricing models are shifting away from up front investments, allowing pay per use. In business process outsourcing (BPO), these business models are still less common and BPO services are often still implemented on a per customer basis, often heavily based on customer’s existing practices. This paper presents a framework for using the field of business rule management (BRM) to develop BPO offerings that exhibit cloud properties. The framework specifies ways in which business rules can be used to parameterize the different aspects of a BPO service. The framework is applied in three practical scenarios, which are evaluated for their cloud characteristics by interviewing experts from outsourcing customers, outsourcing suppliers and consultants

How do Practitioners Understand External Platforms and Services? A Grounded Theory Investigation

In this article, we investigate how practitioners understand external platforms, whose core offering is shared and utilized by a number of heterogeneous and interconnected organizations in an ecosystem. We especially look into situations where organizations wish to extend their own capability instead of building services that extend the functionality of the platform. Such dependencies to external platforms can be envisioned as the contemporary evolution from traditional outsourcing service models. We interviewed twenty-four practitioners from eight IT organizations and discovered a considerable ambiguity in understanding of what are the external platforms utilized by the organizations. We further elaborate that the diversified meanings that various stakeholders give to the concept of external platforms, can hinder efficient communication and may have implications on important strategic decision making

A Holistic Decision Framework to Avoid Vendor Lock-in for Cloud SaaS Migration

Cloud computing offers an innovative business model to enterprise for IT services consumption and delivery. Software as a Service (SaaS) is one of the cloud offerings that attract organisations as a potential solution in reducing their IT cost. However, the vast diversity among the available cloud SaaS services makes it difficult for customers to decide whose vendor services to use or even to determine a valid basis for their selections. Moreover, this variety of cloud SaaS services has led to proprietary architectures and technologies being used by cloud vendors, increasing the risk of vendor lock-in for customers. Therefore, when enterprises interact with SaaS providers within the purview of the current cloud marketplace, they often encounter significant lock-in challenges to migrating and interconnecting cloud. Hence, the complexity and variety of cloud SaaS service offerings makes it imperative for businesses to use a clear and well understood decision process to procure, migrate and/or discontinue cloud services. To date, the expertise and technological solutions to simplify such transition and facilitate good decision making to avoid lock-in risks in the cloud are limited. Besides, little investigation has been carried out to provide a comprehensive decision framework to support enterprises on how to avoid lock-in risks when selecting and implementing cloud-based SaaS solutions within existing environments. Such decision framework is important to reduce complexity and variations in implementation patterns on the cloud provider side, while at the same time minimising potential switching cost for enterprises by resolving integration issues with existing IT infrastructures. This paper proposes a holistic 6-step decision framework that enables an enterprise to assess its current IT landscape for potential SaaS replacement, and provides effective strategies to mitigate vendor lock-in risks in cloud (SaaS) migration. The framework follows research findings and addresses the core requirements for choosing vendor-neutral interoperable and portable cloud services without the fear of vendor lock-in, and architectural decisions for secure SaaS migration. Therefore, the results of this research can help IT managers have a safe and effective migration to cloud computing SaaS environment

Implementing inter-organisational information systems for the integration of construction supply chains

Two trends are currently driving the need for supply chain firms to form closely integrated relationships: collaboration and digitisation. One of the ways to achieve digitisation of supply chain operations is to implement Inter-Organisational Information Systems (IOIS) with selected supply chain partners for a much more efficient, streamlined and orchestrated supply chain operations. Whilst IOIS can be implemented to support various cross-functional business processes (ranging from operational information exchange to pursuing strategic initiatives such as sharing ideas, identifying new market opportunities, and pursing a continuous improvement approach), in the context of this thesis, the purpose of IOIS implementation is to facilitate the inter-firm procurement-related operations with downstream supply chain firms. The study undertaken in this research project was initiated in response to an industry requirement to investigate the implementation of IOIS against a backdrop of improved Supply Chain Management and integration practices by large contractor organisations. A case study research strategy was adopted to investigate the IOIS project related, IOIS (system) related issues encountered in ex-ante and ex-post implementation stages of the IOIS. The study concludes that it is the non-technical factors that are critical to the successful delivery of IOIS projects and provides a guideline on IOIS implementation by large contractor organisations. The findings of this research project have been published in a number of peer-reviewed papers

The role of digital servitization in mitigating the impacts of Covid-19 pandemic: the case of italian manufacturing companies.

A multimonthly research has been carried out in an attempt to demonstrate how services and digital technologies behaved during the pandemic. In particular, manufacturers who were ready under a digital and service perspectives, were those who reacted faster in the initial months of the pandemic. The research has also highlighted that further investments will be allocated to service and technologies

Roadblocks to Implementing Modern Digital Infrastructure: Exploratory Study of API Deployment in Large Organizations

Application programming interfaces (APIs) are an important component of digital infrastructure. Extensively employed in diverse industries, APIs are a boundary resource that enables new business models, enhances efficiency, and generates new sources of revenue. As little is known about how organizations deploy APIs, we conducted an exploratory examination of organizational deployment challenges of this important component of digital infrastructure. Analysis of semi-structured interview data collected within two large organizations reveals managerial challenges involving data, incentives, shared knowledge, and supplier management. Overall, our study contributes to knowledge about boundary resources while informing management practice concerning this emergent business imperative in the fourth industrial revolution

State of IT Report 2015

This report was made to inform the University of Maine System community with an overview of the US:IT Organization, updates on major projects and service enhancements completed or undertaken over the past year, partnerships facilitated and a vision of the future for the US:IT team

D1.1 DEMAND ASSESSMENT FRAMEWORK

This report proposes the initial draft of the LeADS ADS Framework composed by three major elements; identification and definition of technologies in scope; skills included under those technologies, and definition of job roles, where other skills frameworks are considered for comparison and alignment. The report summarises the first workshop held by the project with external constituencies even though the feedback will be incorporated in the final version of the framework, where the layer of job roles will be completed, and the others revised according to additional input. This framework serves as reference for the next step in LeADS: the assessment of the demand and the supply