174,114 research outputs found

    The fundamental challenge: human and organisational factors in an ERP implementation

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    Organisations encounter obstacles when implementing ERP systems. This paper intends to explore some of the problems that occur throughout the implementation of an ERP system. Using a combination of the work of Markus et al (2001) and Kim et al (2005), a framework is constructed of Human and Organisational and Technical problems in ERP Implementations during the project phase. Drawing on empirical evidences from a UK furniture manufacturer, this study then discusses and analyses each problem identified in the framework and its affect on the implementation of their ERP system. The findings of this paper reveal that the fundamental challenge of ERP implementation is not technology but organisational and human problems, which, if not properly comprehended and addressed, can lead to ERP failure. Understanding that organisational and human issues are extremely important will encourage practitioners to address these problems and succeed in their ERP system implementations

    Scope Management of Non-Functional Requirements

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    In order to meet commitments in software projects, a realistic assessment must be made of project scope. Such an assessment relies on the availability of knowledge on the user-defined project requirements and their effort estimates and priorities, as well as their risk. This knowledge enables analysts, managers and software engineers to identify the most significant requirements from the list of requirements initially defined by the user. In practice, this scope assessment is applied to the Functional Requirements (FRs) provided by users who are unaware of, or ignore, the Non-Functional Requirements (NFRs). This paper presents ongoing research which aims at managing NFRs during the software development process. Establishing the relative priority of each NFR, and obtaining a rough estimate of the effort and risk associated with it, is integral to the software development process and to resource management. Our work extends the taxonomy of the NFR framework by integrating the concept of the "hardgoal". A functional size measure of NFRs is applied to facilitate the effort estimation process. The functional size measurement method we have chosen is COSMICFFP, which is theoretically sound and the de facto standard in the software industry

    Comparison of PBO solvers in a dependency solving domain

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    Linux package managers have to deal with dependencies and conflicts of packages required to be installed by the user. As an NP-complete problem, this is a hard task to solve. In this context, several approaches have been pursued. Apt-pbo is a package manager based on the apt project that encodes the dependency solving problem as a pseudo-Boolean optimization (PBO) problem. This paper compares different PBO solvers and their effectiveness on solving the dependency solving problem.Comment: In Proceedings LoCoCo 2010, arXiv:1007.083

    Solving package dependencies: from EDOS to Mancoosi

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    Mancoosi (Managing the Complexity of the Open Source Infrastructure) is an ongoing research project funded by the European Union for addressing some of the challenges related to the "upgrade problem" of interdependent software components of which Debian packages are prototypical examples. Mancoosi is the natural continuation of the EDOS project which has already contributed tools for distribution-wide quality assurance in Debian and other GNU/Linux distributions. The consortium behind the project consists of several European public and private research institutions as well as some commercial GNU/Linux distributions from Europe and South America. Debian is represented by a small group of Debian Developers who are working in the ranks of the involved universities to drive and integrate back achievements into Debian. This paper presents relevant results from EDOS in dependency management and gives an overview of the Mancoosi project and its objectives, with a particular focus on the prospective benefits for Debian

    Examining client perceptions of partnership quality and its dimensions in an IT outsourcing relationship

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    This paper reports on an empirical study of the multidimensionality of partnership quality in IT outsourcing arrangements and the relationships between these dimensions of partnership quality. A two-phase national survey was conducted to collect empirical data to confirm the dimensions of partnership quality in an IT outsourcing arrangement from the client organisation perspective and to identify the significant relationships between these dimensions using a second generation multivariate analysis technique—partial least squares (PLS). The findings from results of the data analyses show that inter-organisational trust, shared business understanding and to a lesser extent, functional and dysfunctional conflict between the client organisation and the outsourcing vendor in an IT outsourcing relationship are the key determinants of partnership quality. The key outcome variable for high partnership quality between the client organisation and the outsourcing vendor in an IT outsourcing relationship is mutual beneficial sharing of risks and benefits. Commitment in an IT outsourcing relationship is confirmed as a multidimensional construct of behaviour commitment and temporal/continuance commitment and was found to be influenced by the other dimensions of partnership quality. The key findings of this study provide support for the notion that trust and shared business understanding are key drivers in the IT outsourcing partnership style relationship ensuring that the sharing of risks and benefits are realised and conflict is minimised leading to a high quality and ultimately successful partnership between the client organisation and the outsourcing vendor. Furthermore our findings indicate that behavioural commitment to the contractual obligations of an IT outsourcing relationship sustains an ongoing temporal commitment to the partnership between the client organisation and the outsourcing vendor

    EFFICIENT TEAM BUILDING FOR ON-TIME PROJECTS

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    When we think to software development projects we consider that a strong set of requirements is defined and team members always follow initial planning. Well, this was a specific orientation in traditional software developments methods and methodologies. In a current competitive business environment this attitude leads to fail in software development projects. This paper aims to highlight the importance of agile approach focused on meetings and team building and to give examples based on our experience in software development in industrial field for financial and energy sectors. This paper is the result of collaboration between university (business informatics, psychology, and finance) and business environment (internal software development projects).agile software development, team/group building, CMMI, project management

    Managing intellectual capital : individual rights and the public interest

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    Managing intellectual capital and intellectual property is a challenging task, especially for knowledge-based organisations vested with a public interest. Scientific ethics and freedom of information may clash with copyright law or with other intellectual property enactments, thereby engendering conflicts of interest. International law and treaties make for a complex regulatory framework. World-wide advocacy of the open access principle has led to some statutory changes, but its proponents mostly assume that copyright owners will act voluntarily. The implications for knowledge management are elucidated

    Communication and conflict issues in collaborative software research projects

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    The Open Source Component Artefact Repository (OS- CAR) was developed under the auspices of the GENESIS project to store data produced during the software development process. Significant problems were encountered during the course of the project in both the development itself and management of the project. The reasons for and potential solutions to these problems are examined with the intention of developing a set of guidelines to enable participants in other collaborative projects to avoid these pitfalls. We wish to make it clear that we attach no opprobrium to any of the participants in the GENESIS project as many of the issues we outline below have solutions only visible with hindsight. Instead, we seek to provide a fair-minded critique of our role and the mistakes we made in a fairly typical two-year EU research project, and to provide a set of recommendations for other similar projects, in order that they can (attempt to) avoid suffering similarly
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