152,966 research outputs found

    Planning strategically, designing architecturally : a framework for digital library services

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    In an era of unprecedented technological innovation and evolving user expectations and information seeking behaviour, we are arguably now an online society, with digital services increasingly common and increasingly preferred. As a trusted information provider, libraries are in an advantageous position to respond, but this requires integrated strategic and enterprise architecture planning, for information technology (IT) has evolved from a support role to a strategic role, providing the core management systems, communication networks, and delivery channels of the modern library. Further, IT components do not function in isolation from one another, but are interdependent elements of distributed and multidimensional systems encompassing people, processes, and technologies, which must consider social, economic, legal, organisational, and ergonomic requirements and relationships, as well as being logically sound from a technical perspective. Strategic planning provides direction, while enterprise architecture strategically aligns and holistically integrates business and information system architectures. While challenging, such integrated planning should be regarded as an opportunity for the library to evolve as an enterprise in the digital age, or at minimum, to simply keep pace with societal change and alternative service providers. Without strategy, a library risks being directed by outside forces with independent motivations and inadequate understanding of its broader societal role. Without enterprise architecture, it risks technological disparity, redundancy, and obsolescence. Adopting an interdisciplinary approach, this conceptual paper provides an integrated framework for strategic and architectural planning of digital library services. The concept of the library as an enterprise is also introduced

    Experiences in Multi-domain Management Service Development

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    The developers of management systems and the management services that operate over them will be faced with increasing complexity as services are developed for the open service market. This paper presents experiences in the development of management services that span several administrative domains and which are therefore representative of the complexities of the open service market. The work described involved the development of TMN based management systems that provided management services in support of multimedia teleservices operating over broadband networks

    An architecture for organisational decision support

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    The Decision Support (DS) topic of the Network Enabled Capability for Through Life Systems Engineering (NECTISE) project aims to provide organisational through-life decision support for the products and services that BAE Systems deliver. The topic consists of five streams that cover resource capability management, decision management, collaboration, change prediction and integration. A proposed architecture is presented for an Integrated Decision Support Environment (IDSE) that combines the streams to provide a structured approach to addressing a number of issues that have been identified by BAE Systems business units as being relevant to DS: uncertainty and risk, shared situational awareness, types of decision making, decision tempo, triggering of decisions, and support for autonomous decision making. The proposed architecture will identify how either individuals or groups of decision makers (including autonomous agents) would be utilised on the basis of their capability within the requirements of the scenario to collaboratively solve the decision problem. Features of the scenario such as time criticality, required experience level, the need for justification, and conflict management, will be addressed within the architecture to ensure that the most appropriate decision management support (system/naturalistic/hybrid) is provided. In addition to being reliant on a number of human factors issues, the decision making process is also reliant on a number of information issues: overload, consistency, completeness, uncertainty and evolution, which will be discussed within the context of the architecture

    Governance of Offshore IT Outsourcing at Shell Global Functions IT-BAM Development and Application of a Governance Framework to Improve Outsourcing Relationships

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    The lack of effective IT governance is widely recognized as a key inhibitor to successful global IT outsourcing relationships. In this study we present the development and application of a governance framework to improve outsourcing relationships. The approach used to developing an IT governance framework includes a meta model and a customization process to fit the framework to the target organization. The IT governance framework consists of four different elements (1) organisational structures, (2) joint processes between in- and outsourcer, (3) responsibilities that link roles to processes and (4) a diverse set of control indicators to measure the success of the relationship. The IT governance framework is put in practice in Shell GFIT BAM, a part of Shell that concluded to have a lack of management control over at least one of their outsourcing relationships. In a workshop the governance framework was used to perform a gap analysis between the current and desired governance. Several gaps were identified in the way roles and responsibilities are assigned and joint processes are set-up. Moreover, this workshop also showed the usefulness and usability of the IT governance framework in structuring, providing input and managing stakeholders in the discussions around IT governance

    The development of service provider's BPO-IT framework

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    Purpose The decision to operate BPO-IT organisational model by a business process outsourcing (BPO) service provider has far reaching benefits. The purpose of this paper is to develop a service provider’s BPO-IT framework that provides in-house IT function (software) required to process client services. Design/methodology/approach The multi-case study adopted an exploratory sequential mixed method research approach. In the first instance, seven BPO service provider organisations were investigated in the qualitative phase and 156 in the quantitative phase, respectively. Findings The adoption of the developed framework indicates that it could reduce failures in BPO relationships through reduced turnaround time in processing client services, improved quality of service, reduced cost, improved client and provider’s competitiveness, and confidentiality of client operations. Outsourcing clients could lay the foundation for a successful relationship by adopting a selection process that could choose the right provider. Originality/value The paper reveals BPO-IT organisation’s operation towards in-house provision of software required to process client services. A research exploring BPO service providers from a top outsourcing destination like India could provide offshore outsourcing clients the information to move towards onshore outsourcing. </jats:sec

    De-perimeterisation as a cycle: tearing down and rebuilding security perimeters

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    If an organisation wants to secure its IT assets, where should the security mechanisms be placed? The traditional view is the hard-shell model, where an organisation secures all its assets using a fixed security border: What is inside the security perimeter is more or less trusted, what is outside is not. Due to changes in technologies, business processes and their legal environments this approach is not adequate anymore.\ud This paper examines this process, which was coined de-perimeterisation by the Jericho Forum.\ud In this paper we analyse and define the concepts of perimeter and de-perimeterisation, and show that there is a long term trend in which de-perimeterisation is iteratively accelerated and decelerated. In times of accelerated de-perimeterisation, technical and organisational changes take place by which connectivity between organisations and their environment scales up significantly. In times of deceleration, technical and organisational security measures are taken to decrease the security risks that come with de-perimeterisation, a movement that we call re-perimeterisation. We identify the technical and organisational mechanisms that facilitate de-perimeterisation and re-perimeterisation, and discuss the forces that cause organisations to alternate between these two movements
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