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

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

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

Benchmarking performance management systems

The Balanced Scorecard and associated performance management approaches, has become a widely practiced and popular management reporting method in recent times. Moreover, enabling technology, which assists in the delivery and personalisation of corporate performance information, is having a deeper and more rapid impact than ever before. This paper presents a brief comparative benchmarking study of leading enterprise performance management systems. Also, the author discusses the merits of bespoke internet technology development and out-of-the-box portal functionalities. An analysis of key business drivers and implementation risks of such approaches is highlighted via a case study example, and concludes the paper

An architecture for organisational decision support

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

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

Investigating factors influencing the decision making process for ERP adoption and implementation: An exploratory case study

The rapid developments in Information and Communication Technologies (ICT) have resulted into a borderless business environment along with an amplified market competition. Traversing through such a trend globally, organisations have significantly focused on adopting and implementing Enterprise Resource Planning (ERP) systems to automate their prime business processes, enhance organisational productivity with lower costs and prompt service delivery to fulfil consumer demands. Thus, ERP systems are considered as a principal source to provide imperative information vital for strategic decision making process. On the contrary, ERP systems adoption and implementation is also highly considered as a challenging and expensive process that not only requires rigorous efforts but also demands to have an exhaustive investigation of influential factors that are critical to the adoption and implementation of ERP systems. A plethora of research studies have been theorised exploring factors influencing the decision making process for ERP adoption and implementation; however, the authors claim that these studies are not filtered comprehensively in terms of the different perspectives. Notwithstanding, the implications of such research have yet to be assessed, leaving scope for timeliness and novel research. This paper thus focuses on the ERP critical success factors from five different perspectives such as: stakeholders; process; technology; organisation; and project based on the literature analysis. These perspectives comprise of 24 factors that are imperative for a successful ERP adoption and implementation, which are validated through a qualitative single case study based research. The empirical findings illustrate that these factor help realise significant benefits such as reducing costs and saving time or extra effort

Co-Operative Inquiry as a basis for Evaluation of Knowledge Management Tools

This paper highlights the changes needed in the practice of IT evaluation when directed towards IT used to support knowledge management. The paper addresses the need for evaluation to recognise the increased emphasis on IT supporting the work of communities of practice in contrast to simply automating organisational processes. A framework that uses a form of action research (co-operative inquiry) is suggested that attempts to widen participation within the evaluation process and to enrich the purpose to which evaluation is put, especially in regard to the IS practitioner and IS users

The development of service provider's BPO-IT framework

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

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