Forms and processes of information systems evolution

The way in which software evolves over time has been much studied and is now fairly well-understood. What has been less thoroughly studied are the processes by which information systems – containing software as one component, but also with significant human and organisational aspects – evolve. In many organisations, few information systems are built at all from scratch, but rather are modified from or built on top of existing ones or bolted together from third-party components. In practice, the old division between design, implementation and maintenance has largely disappeared. In this paper, I discuss the nature of IS evolution. I make a distinction between planned (intentional and strategic) evolution, for which we can formulate a clear process; and unplanned (emergent and externally-driven) evolution, where we can simply study the dynamics of the process and be ready for events

Multi-Stakeholder Assessment of Critical Success Factors: Insights from the World's Fastest SAP R/3 Implementation

Organizations invest substantial resources in Enterprise Systems (ES) expecting positive outcomes for the organization and its functions. Implementing an ES is a lengthy and costly undertaking, with general upheaval for many of the organizations. Many organizations therefore are seriously considering rapid ES-implementations to reduce cost and other related resources. This paper presents findings of a study conducted to understand critical success factors of rapid ES-implementations gathering data from the world’s fastest SAP implementation, completed in a record time of three weeks. Using a two-phased case study design, gathering data from four distinct stakeholders, this study recognized the relevance of critical success factors identified through the literature to the context of rapid ES-implementations. Moreover, the study identified three new critical success factors that are specific to rapid ES-implementations. The study also demonstrated differentiating views of multiple stakeholders on each of the critical success factors

Investigating the Feasibility of Open Development of Operations Support Solutions

The telecommunications Operations Support Systems supply chain must address many stakeholders: R&D, Product and Requirements Management, Purchasing, Systems Integration, Systems Administration and Users. While the management of next generation networks and services poses significant technical challenges, the present supply chain, market configuration, and business practices of the OSS community are an obstacle to rapid innovation. Forums for open development could potentially provide a medium to shorten this supply chain for the deployment of workable systems. This paper discusses the potential benefits and barriers to the open development of OSS for the telecommunications industry. It proposes the use of action research to execute a feasibility study into the open development of OSS software solutions within an industry wide Open OSS project

Identifying critical success factors of ERP systems at the higher education sector

In response to a range of contextual drivers, the worldwide adoption of ERP Systems in Higher Education Institutions (HEIs) has increased substantially over the past decade. Though the difficulties and high failure rate in implementing ERP systems at university environments have been cited in the literature, research on critical success factors (CSFs) for ERP implementations in this context is rare and fragmented. This paper is part of a larger research effort that aims to contribute to understanding the phenomenon of ERP implementations and evaluations in HEIs in the Australasian region; it identifies, previously reported, critical success factors (CSFs) in relation to ERP system implementations and discusses the importance of these factors

Resource recovery and remediation of highly alkaline residues : a political-industrial ecology approach to building a circular economy

Highly alkaline industrial residues (e.g., steel slag, bauxite processing residue (red mud) and ash from coal combustion) have been identified as stocks of potentially valuable metals. Technological change has created demand for metals, such as vanadium and certain rare earth elements, in electronics associated with renewable energy generation and storage. Current raw material and circular economy policy initiatives in the EU and industrial ecology research all promote resource recovery from residues, with research so far primarily from an environmental science perspective. This paper begins to address the deficit of research into the governance of resource recovery from a novel situation where re-use involves extraction of a component from a bulk residue that itself represents a risk to the environment. Taking a political industrial ecology approach, we briefly present emerging techniques for recovery and consider their regulatory implications in the light of potential environmental impacts. The paper draws on EU and UK regulatory framework for these residues along with semi-structured interviews with industry and regulatory bodies. A complex picture emerges of entwined ownerships and responsibilities for residues, with past practice and policy having a lasting impact on current possibilities for resource recovery

Using ERP as a basis for Enterprise application integration

Architecting and implementing e-Business supply chain solutions across and within the modern day enterprise, is now becoming a necessity in order to maintain competitive and be adaptable to market needs. As such, the integration of information and processes is a vital step, using technologies such as using Enterprise Resource Planning (ERP), Supply Chain Management (SCM) and enterprise portal platforms. The effective sharing of resource planning and other enterprise related data across and within the enterprise is typically seen as a facet of a business to business (B2B) platform. However, such infrastructures typically involve a tight integration across intra and inter-organisational systems. This paper examines an Enterprise Application Integration (EAI) initiative taken by a global manufacturer of industrial automation products, which attempted to utilise ERP as an integration tool across its internal B2B infrastructure, to achieve such an aim. This paper discusses those integration considerations and complexities, experienced by the case company upon embarking on an EAI integration programme through the adoption of a core ERP as a catalyst for organizational change. In doing so the authors present an analysis of the inherent risks and limitations of this approach in terms of previously published literature in the field, relating to technology-driven organizational change and EAI impact and adoption frameworks

Outsourcing information systems: Drawing lessons from a banking case study

Financial and costs benefits are often put forward as the reasons why organisations decide to outsource. Emerging patterns and trends indicate that today’s outsourcing decisions are often motivated by factors other than cost. Thus, the decision-making process is more complex than it may at first appear. This paper presents findings from a case study from an organisation in the UK banking sector that was motivated to outsource aspects of its information technology/information system (IT/IS). The underlying motives and decision-making process that influenced the bank outsource its IT/IS are presented and discussed. Findings from the case study suggest political perspectives, as well as human and organisational issues influenced the bank’s strategic decision-making to outsource certain aspects of its business. An examination of the case study findings suggests that cost alone is not always responsible for decisions to outsource, as it was found the bank’s outsourcing decision was driven by a series of complex, interrelated motives in a bid to reduce the risks and uncertainties of managing its own technology. Considering the complex nature of the outsourcing process a frame of reference that can be used to assist managers with their decision to outsource IT/IS is propagated. The case study is used to present an organisation’s experiences as to how and why it decided to outsource its IS and thus offers a learning opportunity for other organisations facing similar difficulties. In addition, the case study findings highlight the need to focus greater attention on discriminating between the short and long-term consequences of IT/IS decision-makin

Challenges to the Integration of Renewable Resources at High System Penetration

Successfully integrating renewable resources into the electric grid at penetration levels to meet a 33 percent Renewables Portfolio Standard for California presents diverse technical and organizational challenges. This report characterizes these challenges by coordinating problems in time and space, balancing electric power on a range of scales from microseconds to decades and from individual homes to hundreds of miles. Crucial research needs were identified related to grid operation, standards and procedures, system design and analysis, and incentives, and public engagement in each scale of analysis. Performing this coordination on more refined scales of time and space independent of any particular technology, is defined as a “smart grid.” “Smart” coordination of the grid should mitigate technical difficulties associated with intermittent and distributed generation, support grid stability and reliability, and maximize benefits to California ratepayers by using the most economic technologies, design and operating approaches

Working with Legacy Media: A Lone Arranger\u27s First Steps

[Excerpt] In 2013, a naked hard drive from Fiji arriving in my small religious archives (an equivalent full-time staff of 2.5 – one archivist and two archives’ assistants) started me off on the path of digital preservation and, in particular, the digital forensics practices that are beneficial for archivists. With such a small staff, outsourced IT services, and no digital preservation policy in sight, it was time to start exploring how institutions of my size could manage legacy media and start planning for the born-digital archives that will continue to arrive. Since I hold a part-time position, I was able to undertake this exploration in my own time through the support provided by a scholarship from the Ian McLean Wards Memorial Trust in 2015