Cybernetics of Conflict within Multi-Partner Technology and Software Engineering Programmes

Large technology and software engineering programmes, such as enterprise system pro- grammes, are increasingly implemented through a mixture of customer and specialist third-party resources. These multi-partner working environments can be thought of as a complex social system, which oftentimes experience various forms of conflict. This can be due to competing objectives and priorities of the various organizations, along with incompatibilities of team members within the work-based social network of the implementation programme. If not brought under control, conflict can lead to complex emergent behaviours and dynamics within the wider social network, which can severely impact the likelihood of successful programme implementation of these software-intensive systems. Using social network analysis and thematic coding analysis within a case study, we show that the project management of complex software-intensive implementations requires considerable focus on control and communication across the programme-wide social network of team members, which we represent as a cybernetic system. A conceptual framework has been developed that extends extant literature around conflict in teams by framing the individual projects and the overall programme-wide implementation as cybernetic systems. The conceptual framework illustrates how a cybernetics approach to conflict within enterprise system implementations, can provide new insights into how conflict develops within project teams. Finally, we argue that the cybernetic approach allows us to develop project management interventions to mitigate the risk of conflict development, or control and regulate conflict once it has developed. We conclude by setting the agenda for future research on how conflict can be controlled within the implementation of software-intensive systems, such as enterprise systems

Conflict Propagation within Large Technology and Software Engineering Programmes:A Multi-Partner Enterprise System Implementation as Case Study

Enterprise system implementations are increasingly outsourced to multiple third-party service providers. These multi-partner technology and software engineering programmes are usually organized through project teams that align to the functional areas of the software. Cognitive, occupational and personal differences between members of project teams increases the potential for conflict, which in extreme cases may propagate throughout the entire social network of the programme. Using social network analysis and thematic coding analysis, within a single case study, new insights are provided into the development of conflict within and between individual project teams of large technology and software programmes, such as those seen within enterprise system implementations. A conceptual framework has been developed that builds on existing literature around conflict in groups, to explore how task, process and relationship conflict can develop in large enterprise system implementations. The conceptual framework illustrates how conflict, once developed, can propagate throughout the social network of the wider programme. Finally, we argue that high-conflict organizations, such as the temporary multi-partner implementation team that forms to deliver large technology and software programmes, have a tendency to contain competing networks, which actively promotes conflict. We conclude by setting the agenda for further research on how we may contain the spread of conflict once it has developed within technology and software engineering programme environments

Narrating an organisational matter of fact: Negotiating with enterprise resource planning technology to achieve order within a traditional academic administration.

This thesis draws upon social science contributions related to the study of organisations in order to understand how working information systems are created. Its main concern is the process of negotiating through IT-enabled change as actors work to design, implement, install, and use a standard software package in their daily administrative activities. In other words we consider how Enterprise Resource Planning (ERP) software becomes accepted across diverse groups as an institutional matter of fact - an unquestioned part of the institutional narrative. We argue that in spite of the complexity of implementing ERP technology, the actions and events that lead to their creation as an organisational fact rely on communication and coordination across groups with conflicting political and social agendas. These groups negotiate with the ERP technology in an attempt to enrol the software as a delegate for their goals. To develop the argument, we employ a novel interpretation of actor-network theory routed in the field of science and technology studies (STS). These theoretical foundations inform the collection and analysis of narrative data from one in-depth study of longitudinal change. The case centres on an Ivy League University who partnered with a multinational ERP vendor to create a standard software package to be sold to higher education institutions around the world. The study follows the negotiations involved in creating a standard package and their subsequent attempts to naturalise the standard software into local administrative practices. The application of the theoretical concepts constitutes a contribution in information systems research because it presents a novel interpretation of technology's role within contemporary society. This thesis also contributes to the use of actor- network theory within the IS field because the narrative research approach adopted allowed us to highlight aspects of the theory that have as yet been under used. Furthermore, these findings are useful for business leaders, and IS professionals who might reconceptualise the details of negotiating through IT-enabled change initiatives. The thesis concludes by arguing that negotiating with technology necessarily implies the reordering of organisational reality through design, implementation, and customisation activities

A blueprint for successful partnering.

Thesis (MBA)-University of KwaZulu-Natal, 2004.Partnerships have evolved during the last decade from being the 'nice to have' to becoming the 'must have' to survive in all industries across the world. There are many different definitions of 'partnerships' and 'alliances' but most researchers, authors and experts in this field agree that at the core of true partnering or alliance agreements lies shared: benefits, risks and approaches. To avoid market share and profitability deterioration, solutions providers must initiate programs to improve their strategic position in a focused set of partner programs. Microsoft Corporation is the worlds leading software company with 96% of all revenue earned being billed through their partners. The company currently faces poor partner satisfaction ratings and has come to the realisation in that they have to a large extent, ignored the needs of their strategic and 'managed' partners. A blueprint for successful partnering is key to any company looking to differentiate itself, create a competitive advantage and become the industry leader in the offering the 'best of breed' partner experience. This is why the identification and implementation of a defined, successful partnering agreement blueprint is required in order to drive the Microsoft business strategy around the 'Partner' experience forward. This study aims to evaluate the effectiveness of the current Microsoft engagement models in driving partner satisfaction in the managed partner space, to determine what the barriers and best practices are, pertaining to successful partnering in the corporate arena and to establish if it is feasible to identify and implement a blueprint that can be used in the corporate arena that promotes successful alliances/partnerships. Recommendations to implement the said blueprint are also be made in order to guide readers through the process

The Essence of Software Engineering

Software Engineering; Software Development; Software Processes; Software Architectures; Software Managemen

Suffolk University Academic Catalog, College of Arts and Sciences and Sawyer Business School, 2019-2020

This catalog contains information for the undergraduate programs in the College of Arts and Sciences and the Sawyer Business School. The catalog is a captured pdf version of the Suffolk website, so some pages have repeated information and many links in the document will not work. The catalog is keyword searchable by clicking ctrl+f. A-Z course descriptions are also included, with lists of CAS and SBS courses starting on page 1258. Please contact the Archives if you need assistance navigating this catalog or finding information on degree requirements or course descriptions.https://dc.suffolk.edu/cassbs-catalogs/1181/thumbnail.jp