712 research outputs found

    Tailoring PMI and OGC frameworks for IT project portfolio management

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    Tese de Doutoramento - Programa Doutoral em Tecnologias e Sistemas de InformaçãoPrivate non-profit organizations that are dedicated to developing research and development (R&D) projects with the University, through a context of interface between Universities and companies, are currently recognized in Portugal as Technological Interface Centres. These organizations develop applied research projects between TRL 4 and 8 for companies in close collaboration with the research units of the Universities. As with any organization with no budget coming from the state, its main strategy is to efficiently and effectively manage the project portfolio to ensure control of execution costs as well as the expected quality of projects delivered to customers and partners. The currently available project portfolio management frameworks are not sufficiently clear as to how processes or practices suggested to practitioners should effectively be applied. In the specific field of Information Technology (IT), there is at least one framework for supporting portfolios management, but the level of detail in the adoption of the practices is (insufficiently) generic. This thesis intends to configure an IT project portfolios management framework, based on the coordinated (extended subsets) adaptation of the two main frameworks currently in the area: PMI and OGC. This configuration required the alignment between PMI and OGC frameworks, through a map of dependencies between processes, as well as the mapping between artefacts and processes. As a case study to test this framework, a Portuguese organization was chosen, formally recognized as a Technological Interface Centre, where two portfolios of IT projects in R&D contexts were characterized and analysed in light of the framework's techniques.As organizações privadas sem fins lucrativos que se dedicam a desenvolver projetos de investigação e desenvolvimento junto das Universidades, através de um contexto de interface entre Universidades e empresas, são atualmente reconhecidas em Portugal, como Centros de Interface Tecnológicos. Estas organizações desenvolvem projetos de investigação aplicada entre TRL 4 e 8 para as empresas, em colaboração estreita com as Unidades de Investigação das Universidades. Como em qualquer organização, sem orçamento proveniente do Estado, a sua estratégia principal é gerir com eficiência e eficácia o portfólio de projetos, de modo a garantir o controlo dos custos de execução, bem como a expetativa de qualidade dos projetos entregues aos clientes e parceiros. As frameworks de gestão de portfólio de projetos atualmente disponíveis não são suficientemente claras em relação à forma como processos ou práticas sugeridas aos profissionais devem efetivamente ser aplicados. No domínio específico das Tecnologias da Informação (TI) existe, pelo menos, uma framework de suporte à gestão de portfólios, mas o nível de detalhe na adoção das práticas é (insuficientemente) genérico. Com esta tese pretende-se configurar uma framework de gestão de portfólios de projetos de TI, a partir da adaptação coordenada (extended subsets) das duas principais frameworks atualmente existentes na área: a do PMI e a do OGC. A referida configuração exigiu o alinhamento entre frameworks do PMI e OGC através dum mapa de dependências entre processos, bem como o mapeamento entre artefactos e processos. Como estudo de caso para experimentar a referida framework, foi selecionada uma organização portuguesa, formalmente reconhecida como Centro de Interface Tecnológico, onde dois portfólios de projetos de TI em contextos de I&D foram caracterizados e analisados à luz das técnicas da referida framework.Este trabalho foi desenvolvido com o apoio financeiro da Associação CCG/ZGDV – Centro de Computação Gráfica

    Towards assessing the networkability of health care providers: a maturity model approach

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    This paper presents a networkability maturity model as an approach to assess a health care organisation's capacity with regards to being able to efficiently engage in business relationships. Continuously rising costs and increasingly restrained budgets for health care put pressure on the public health systems. A low division of labour and integration of processes along cross-organisational patient therapy provides large potential for improvements in efficiency and efficacy. It is the aim of the presented model to enable identification of potentials for improvements and respective measures to advance the ability to benefit from specialisation and collaboration along the value chain. The presented model is developed based on a classification of related state-of-the-art in maturity models to assess individual factors of networkability which are integrated to form an overall framework comprising six components and respective factors to be assessed. As networkability maturity addresses the interrelation of strategy, organisational design and information systems design, the paper adheres to requirements for effective design science research applied to the process of construction of a networkability maturity model applicable for health care providers. It therefore concludes with a case-based evaluation according to the design research literature and identification of further researc

    Project and portfolio management system design for a renewables development company

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    Atmospheric CO2 levels have been strongly linked to climate change, and a significant amount of emissions is produced by the energy sector. Thus, decarbonising electric energy production by shifting from fossil-based production to renewable energy sources poses a great potential for emission reductions. This requires the development and installation of a lot of new capacity in renewable energy technologies, including wind power. As a result of EU mandated emission reduction targets, Finland has been experiencing a ‘wind power boom’ over the past decade or so. The renewable energy industry’s growth has resulted in new challenges in managing and organizing work related to wind farm development projects. This case study investigates from a systems thinking perspective how an organization’s project management practices can be improved and made more resilient to strong growth of the organization. The specific context of the project business under investigation is Finnish onshore wind farm development projects. The research is done by familiarising with relevant literature on project management and systems engineering as well as with the case company and its ways in managing an increasingly complex project portfolio. The study suggests that building a modular and dynamic management system with a user centred focus will benefit rapidly growing companies in managing both their work and growth. Additionally, we observed that such a system improves the flow of information within an organization, aiding strategic decision making and project and portfolio control. A systems engineering solution would also benefit companies experiencing more moderate growth, as it would increase organizational transparency and provide an incentive to identifying and defining workflows and best practices within the organization. We propose that the findings of this case study could be generalised to any small-to-medium size growth company that is managing project-based work

    Project management frameworks and practitioner preferences for capturing lessons learned on projects

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    This study focuses on how practitioners view learning activities in projects and how these activities are influenced by the approach or emphasis espoused in different reference texts. The perceived importance of learning lessons in projects was surveyed in the literature, establishing the difficulties encountered, various methods for process improvement and the realities of current practice. The practices of individuals working within two major project management frameworks used in developed English-speaking economies were compared. A survey was constructed to address the question. Data from a pilot survey support the theory that the PMBoK and PRINCE2 are not perceived as synonymous and that differences will be more evident with a larger dataset. Inferences are drawn linking the pilot survey to the outcomes of previous studies and making recommendations for further research

    Towards Sustainable Project Governance : A Multisystem and Multilevel Analysis

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    Multilevel assessment has been put forward in this study as a key tool for tackling the challenges of sustainable development. Therefore, in addition to the micro scale, two other important levels are analysed: the meso and macro levels. Through spatial modelling, this research contributes to the context of project portfolio management and presents a gestalt of systems. The study starts from the analysis of macro scale sustainable development within the European context. Four key elements of the model are introduced: innovation, efficiency, co-creation and environment. This approach also presents a solution to the challenge of the paradigm shift that has increased the complexity of project portfolio management. Subsequently, the front-end of the portfolio has been formulated with a sustainable method. Meanwhile, the trend of eco-efficiency in the EU-15 countries is evaluated, and a longitudinal analysis determines the cases that are promoting sustainability. Furthermore, the challenge of sustainability requires a business model that governs the whole system. Thus, the meso scale has been studied through a systematic review of the literature and exploratory case studies of prominent companies in Europe. Consequently, an open innovation model as a mediator of the Agile method is discussed as a framework. The study gradually narrows down towards the micro scale in Finland. Although the efficiency of various cases has been analysed, another layer of analysis is performed in order to explore the reasons behind the efficiency in Finland. The performances of projects in Finland are assessed through decomposition analysis.Tämä tutkimus esittää monitasoista arviointia keskeiseksi välineeksi kestävän kehityksen haasteiden ratkaisemiseen. Sen johdolla on analysoitu mikrotason lisäksi kahta muuta tärkeää tasoa: meso- ja makrotasoa. Spatiaalisen mallinnuksen avulla tämän tutkimuksen tarkoituksena on edistää projektisalkunhallintaa sekä muodostaa systeemien kokonaisuus. Tutkimus on aloitettu kestävän kehityksen makrotason analyysilla eurooppalaisessa kontekstissa. Mallin neljä keskeistä elementtiä ovat innovaatio, tehokkuus, yhteiskehittäminen ja ympäristö. Tämä lähestymistapa tarjoaa myös ratkaisun paradigman muutoksen aiheuttamalle haasteelle, joka on lisännyt projektisalkunhallinnan monimutkaisuutta. Tämän seurauksena projektisalkun alkuvaihe on muodostettu kestävää menetelmää hyödyntäen. Samalla on arvioitu ekotehokkuuden kehitystä EU-15 maissa sekä pitkittäisanalyysin avulla määritetty ne tapaukset, jotka ovat edistyneet kestävästi. Kestävän kehityksen haasteet vaativat myös liiketoimintamallin, jolla voidaan hallita koko järjestelmää. Siten mesotasoa on tarkasteltu sekä systemaattisen kirjallisuuskatsauksen että merkittävien eurooppalaisten yritysten avulla. Sen seurauksena viitekehityksenä on käsitelty avointa innovaatiomallia ketterän mallin muuntavana tekijänä. Tutkimus kapenee asteittain kohti mikrotasoa Suomessa. Vaikka monien eri tapauksien tehokkuutta onkin jo analysoitu, tehdään toinen analyysi tehokkuuden syiden selvittämiseksi Suomessa. Projektien suorituskykyä Suomessa on arvioitu dekompositioanalyysillä.fi=vertaisarvioitu|en=peerReviewed

    Market Offer For IKOR GMBH: Development of a business analysis to assess the usefulness of the Scaled Agile Framework for insurance companies

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    Internship Report presented as the partial requirement for obtaining a Master's degree in Information Management, specialization in Information Systems and Technologies ManagementIt has been known for years that agile methods have a major role to play in project management. Increasingly, frameworks for agile scaling are becoming more popular and widespread. The Scaled Agile Framework is one of them. It enjoys great popularity in many industries. Therefore, IKOR has considered that a market offer is needed that exactly fulfils this need for its customers. These are mainly insurance customers, who are still a few years behind the digital transformation compared to other industries. In order to create a solution for this, IKOR decided that a market offer was needed that assessed whether SAFe was a useful framework for the insurance company to adopt and provided an assessment of how far along the insurance company was in adopting SAFe. This internship report was prepared to fulfil and document this task. During the development of the market offer, SAFe, business analysis, and the implementation of workshops were dealt with from a theoretical as well as a practical point of view. The result was a business analysis in form of a questionnaire, a workshop concept for conducting the workshop with the client and a recommendation made to the client on the current status of his insurance. After the exemplary implementation, the procedure and the results were evaluated and classified by experts. They gave additional advice on how to use and expand the market offer

    An enterprise engineering approach for the alignment of business and information technology strategy

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    Information systems and information technology (IS/IT, hereafter just IT) strategies usually depend on a business strategy. The alignment of both strategies improves their strategic plans. From an external perspective, business and IT alignment is the extent to which the IT strategy enables and drives the business strategy. This article reviews strategic alignment between business and IT, and proposes the use of enterprise engineering (EE) to achieve this alignment. The EE approach facilitates the definition of a formal dialog in the alignment design. In relation to this, new building blocks and life-cycle phases have been defined for their use in an enterprise architecture context. This proposal has been adopted in a critical process of a ceramic tile company for the purpose of aligning a strategic business plan and IT strategy, which are essential to support this process. © 2011 Taylor & Francis.Cuenca, L.; Boza, A.; Ortiz, A. (2011). An enterprise engineering approach for the alignment of business and information technology strategy. International Journal of Computer Integrated Manufacturing. 24(11):974-992. https://doi.org/10.1080/0951192X.2011.579172S9749922411(1993). CIMOSA: Open System Architecture for CIM. doi:10.1007/978-3-642-58064-2Ang, J., Shaw, N., & Pavri, F. (1995). Identifying strategic management information systems planning parameters using case studies. International Journal of Information Management, 15(6), 463-474. doi:10.1016/0268-4012(95)00049-dAvison, D., Jones, J., Powell, P., & Wilson, D. (2004). Using and validating the strategic alignment model. The Journal of Strategic Information Systems, 13(3), 223-246. doi:10.1016/j.jsis.2004.08.002Avgerou, & McGrath. (2007). Power, Rationality, and the Art of Living through Socio-Technical Change. MIS Quarterly, 31(2), 295. doi:10.2307/25148792Bergeron, F., Raymond, L., & Rivard, S. (2004). 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Standards on enterprise integration and engineering—state of the art. International Journal of Computer Integrated Manufacturing, 17(3), 235-253. doi:10.1080/09511920310001607087Chen, D., Doumeingts, G., & Vernadat, F. (2008). Architectures for enterprise integration and interoperability: Past, present and future. Computers in Industry, 59(7), 647-659. doi:10.1016/j.compind.2007.12.016Chen, H.-M., Kazman, R., & Garg, A. (2005). BITAM: An engineering-principled method for managing misalignments between business and IT architectures. Science of Computer Programming, 57(1), 5-26. doi:10.1016/j.scico.2004.10.002Cuenca, L., Ortiz, A., & Vernadat, F. (2006). From UML or DFD models to CIMOSA partial models and enterprise components. International Journal of Computer Integrated Manufacturing, 19(3), 248-263. doi:10.1080/03081070500065841Davis, G. B. (2000). Information Systems Conceptual Foundations: Looking Backward and Forward. IFIP Advances in Information and Communication Technology, 61-82. doi:10.1007/978-0-387-35505-4_5Gindy, N., Morcos, M., Cerit, B., & Hodgson, A. (2008). Strategic technology alignment roadmapping STAR® aligning R&D investments with business needs. International Journal of Computer Integrated Manufacturing, 21(8), 957-970. doi:10.1080/09511920801927148Goethals, F. G., Lemahieu, W., Snoeck, M., & Vandenbulcke, J. A. (2007). The data building blocks of the enterprise architect. Future Generation Computer Systems, 23(2), 269-274. doi:10.1016/j.future.2006.05.004Greefhorst, D., Koning, H., & Vliet, H. van. (2006). The many faces of architectural descriptions. Information Systems Frontiers, 8(2), 103-113. doi:10.1007/s10796-006-7975-xGregor, S., Hart, D., & Martin, N. (2007). Enterprise architectures: enablers of business strategy and IS/IT alignment in government. Information Technology & People, 20(2), 96-120. doi:10.1108/09593840710758031Hartono, E., Lederer, A. L., Sethi, V., & Zhuang, Y. (2003). Key predictors of the implementation of strategic information systems plans. ACM SIGMIS Database, 34(3), 41-53. doi:10.1145/937742.937747Henderson, J. C., & Venkatraman, H. (1993). Strategic alignment: Leveraging information technology for transforming organizations. IBM Systems Journal, 32(1), 472-484. doi:10.1147/sj.382.0472Hirschheim, R., & Sabherwal, R. (2001). Detours in the Path toward Strategic Information Systems Alignment. California Management Review, 44(1), 87-108. doi:10.2307/41166112Hoogervorst, J. A. P. (2009). Enterprise Governance and Enterprise Engineering. doi:10.1007/978-3-540-92671-9Johnson, A. M., & Lederer, A. L. (2010). CEO/CIO mutual understanding, strategic alignment, and the contribution of IS to the organization. Information & Management, 47(3), 138-149. doi:10.1016/j.im.2010.01.002JONKERS, H., LANKHORST, M., VAN BUUREN, R., HOPPENBROUWERS, S., BONSANGUE, M., & VAN DER TORRE, L. (2004). 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Review: Information Technology and Organizational Performance: An Integrative Model of IT Business Value. MIS Quarterly, 28(2), 283. doi:10.2307/25148636Newkirk, H. E., & Lederer, A. L. (2006). Incremental and Comprehensive Strategic Information Systems Planning in an Uncertain Environment. IEEE Transactions on Engineering Management, 53(3), 380-394. doi:10.1109/tem.2006.877446Noran, O. (2003). An analysis of the Zachman framework for enterprise architecture from the GERAM perspective. Annual Reviews in Control, 27(2), 163-183. doi:10.1016/j.arcontrol.2003.09.002Noran, O. (2005). A systematic evaluation of the C4ISR AF using ISO15704 Annex A (GERAM). Computers in Industry, 56(5), 407-427. doi:10.1016/j.compind.2004.12.005Ortiz, A., Lario, F., & Ros, L. (1999). Enterprise Integration—Business Processes Integrated Management: a proposal for a methodology to develop Enterprise Integration Programs. 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    Project management frameworks and practitioner preferences for capturing lessons learned on projects

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    This study focuses on how practitioners view learning activities in projects and how these activities are influenced by the approach or emphasis espoused in different reference texts. The perceived importance of learning lessons in projects was surveyed in the literature, establishing the difficulties encountered, various methods for process improvement and the realities of current practice. The practices of individuals working within two major project management frameworks used in developed English-speaking economies were compared. A survey was constructed to address the question. Data from a pilot survey support the theory that the PMBoK and PRINCE2 are not perceived as synonymous and that differences will be more evident with a larger dataset. Inferences are drawn linking the pilot survey to the outcomes of previous studies and making recommendations for further research.</jats:p

    Implementering av Agile Prosjektledelsesmetoder i et Brønnintervensjons-selskap

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    Prosjekter blir gradvis mer komplekse med et høyere antall oppgaver og kompleks gjensidig avhengighet. Feltet prosjektledelse må håndtere en økende grad av endring, noe som gjør den tradisjonelle tilnærmingen til prosjektledelse mindre og mindre egnet for dagens prosjekter. Agile metoder fra software samfunnet tilbyr en ny måte å tenke på og er spesielt designet for å omfavne kompleksitet og endring. Følgende har bruken av Scrum eskalert det siste tiåret og har begynt å spre seg til andre bransjer. Denne oppgaven er skrevet i samarbeid med et brønntjenesteselskap i norsk olje- og gassindustri. Til tross for positive resultater fra tidlige piloter, har tunge næringsindustrier som olje- og gassindustrien i stor grad holdt tilbake fra den agile revolusjonen. Hensikten med denne oppgaven er å skape et teoretisk overblikk over Scrum og dens rammeverk, samt undersøke hvordan Scrum er implementert i bransjer utenfor softwareutvikling. Deretter kartlegges selskapets nåværende praksis gjennom møter og intervjuer, og utfordringer identifiseres. Intervjuene, Scrum-rammeverket og forskningen fra tidligere implementeringer brukes sammen med funnene om dagens praksis til å foreslå en måte å implementere Scrum i selskapet. Til slutt diskuteres det hvordan Scrum kan forbedre den nåværende prosessen med planlegging og gjennomføring av brønnintervensjonstjenester. Resultatene fra oppgaven har funnet at selskapet står overfor utfordringer knyttet til omfangsendring, gjensidig avhengighet mellom prosjekter og organisasjon. En tradisjonell tilnærming kan ikke håndtere endringer og gjensidig avhengighet i den grad selskapet står overfor. Operations Supervisorene beskriver at en betydelig del av arbeidet som er gjort i forbindelse med planlegging og oppfølging av en operasjon, håndterer endringer. I tillegg inkluderer ikke modellen selskapet bruker for planlegging og gjennomføring en tilfredsstillende mulighet til å forbedre arbeidsprosessene. Imidlertid har den tradisjonelle tilnærmingen noen fordeler som passer selskapet i form av standardisering og linearitet. Den foreslåtte løsningen for implementering av Scrum er å beholde den tradisjonelle modellen som brukes i dag og implementere Scrum i den operasjonelle prosessen for å levere tjenester. Ved å starte med et pilotteam tilpasses rammeverket til selskapet før man vurderer en storskala implementering. Det er ikke behov for store tilpasninger fra dagens praksis med denne løsningen. Teamet vil jobbe som før, men Sprint med tilhørende hendelser vil bli innlemmet som et tillegg. Det er noen utfordringer med den nåværende løsningen når det gjelder klientengasjement og teamsammensetning, for å nevne noen få. Scrum-rammeverket gir en mulighet for empirisk læring som forbedrer planleggings- og gjennomføringsprosessen kontinuerlig. Dette fører til en langsom og jevn fjerning av hindringer som øker produktiviteten. Implementering av et tverrfunksjonelt Scrum-team kan føre til et høyere fokus og mindre distraksjoner når det gjelder bytte mellom prosjekter. Siloer fjernes, og å fullføre oppgavene knyttet til en operasjon er nå en teaminnsats. Ukentlige Sprints får laget til å planlegge den kommende uken, som skal strukturere arbeidsuken. Hver Sprint vil gi empirisk læring og historisk datainnsamling. Denne læringen kan føre til en mer forutsigbar arbeidsuke, reduksjon i omfangsendring og gjensidig avhengighet, samt forbedring av interne utfordringer knyttet til organisasjonen.Projects are progressively becoming more complex with a higher number of tasks and complex interrelations.The field of project management must manage an increasing degree of change, which makes the traditional approach to project management less and less suitable to the projects of today. Agile methodologies from the software community offers a new way of thinking and is specifically designed to embrace complexity and change. Following, the use of Scrum has escalated in the last decade and has begun to spread to other industries. This study is written in collaboration with a well service company in the Norwegian Oil & Gas industry. Despite great promise from early pilots, heavy-asset industries such as the Oil & Gas industry have to a great extent held back from the agile revolution. The purpose of this thesis is to create a theoretical overview over Scrum and its framework and research how Scrum has been implemented in domains outside software development. Then, the company’s current practice is mapped out through meetings and interviews, and challenges are identified. The interviews, Scrum framework and the research on previous implementations are used together with the findings on today’s practice to propose a way to implement Scrum in the company. Ultimately, it is discussed how Scrum can improve the current process of planning and execution of well intervention services. The results of the study have found that the company faces challenges related to scope change, interdependence between projects and organisation. A traditional approach cannot handle changes and interdependencies to the degree that the company is facing. Operations Supervisors describe that a significant part of the work done in relation to planning and following up an operation is handling changes. In addition, the model the company uses for planning and execution does not include a satisfactory opportunity to improve work processes. However, the traditional approach has some benefits that suits the company in form of standardisation and linearity. The suggested solution for implementation of Scrum is to keep the traditional model used today and implement Scrum to the operational process for delivering services. By starting with a pilot team, the framework is adjusted to the company before considering a large-scale implementation. There is no need for large adaptations from the current practice with this solution. The team will work as before, but the Sprint with its events will be incorporated as an addition. There are some challenges with the current solution in terms of client involvement and team composition to mention a few. The Scrum framework provides an opportunity for empirical learning which improves the planning and execution process continuously. This leads to a slow and steady removal of impediments which increases productivity. Implementing a cross-functional Scrum team can lead to higher focus and less distractions in terms of switching between projects. Silos are removed, and completing the tasks related to an operation is now a team effort. Weekly Sprints makes the team plan their upcoming week, which will structure the work week. Each Sprint will provide empirical learning and historical data-gathering. This learning can lead to a more predictable work week, a reduction in scope change and interdependence, as well as improving internal challenges related to the organisation
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