Specifying Value in GRL for Guiding BPMN Activities Prioritization

In a value-based requirements engineering approach, the stakeholders’ value propositions must be considered ahead in order to prioritize which requirements will be developed first to drive the software development activities. Early requirements approaches like the Goal- Oriented Requirements Language (GRL) focuses on modeling goals, tasks, contributions, and dependencies in order to satisfy the stakeholders’ needs, but do not provide a mechanism to specify value according to stakeholders’ value propositions. Moreover, in software development, after specifying value propositions, there is a need to align goal elements into business process elements in order to prioritize which business process activity is going to be developed next. Thus, we propose a new approach (value@GRL) to improve GRL and prioritize Business Process Model and Notation (BPMN) activities. Value@GRL provides guidelines for specifying value in GRL models according to the stakeholders’ needs and prioritization mechanisms to define BPMN activities\u27 order in an incremental software development

Organizational knowledge extraction from business process models = Szervezeti tudás kinyerése üzleti folyamatmodellekből

My research area is dedicated to the challenges of knowledge extraction from business processes. I analyzed the opportunities of knowledge extraction based on the literature, my research background and practical experiences. I am proposing a solution to extract, organize and preserve knowledge embedded in organizational processes to enrich the organizational knowledge base in a systematic and controlled way. My other research problem is how to organize the extracted knowledge, what are the appropriate ICT solutions, environment for it. I reviewed theoretical foundations of related fields, like business process management, semantic technology, semantic business process management and ontologies. Ontologies play a key role in semantic business process management, because they provide the structure for organizational knowledge. Therefore I discussed their background detailed in the literature review section. I have identified the requirements in the business process modeling level to be able to use a complex process model as a base of creating the links between the process models and the domain ontology. The novelty of the solution is based on the connection between process model and corporate knowledge, where the process structure will be extended with the annotation for knowledge structure. The resulting process and domain ontology duplet enables a higher level of automation for IT implementation and a wider range of possibilities for machine-reasoning. The research outcome is going to be tested in a reference architecture, where the main goal is to create a supporting infrastructure capable to conduct multi-lateral searches especially for the purpose to support employees to easily acquire their job role specific knowledge, but there are wider areas for application. The resulting knowledge repository holds multilateral information specifically for the viewpoints of organizational stakeholders and IT systems. The proposed solution support employees to easily acquire their job role specific knowledge, support IT departments to efficiently answer the challenge of changes to be applied at different processes, and knowledge engineers to have a better insight into the organizations’ knowledge environment

Determinants for a generic mobile commerce transformation framework

Current technological advancement has given the necessary impetus for businesses to transform from traditional ways into to mobile business or m-businesses. This transformation has begun from the Internet era, where traditional businesses transformed to e-businesses by taking advantages of the facilities offered by the Internet. Recent development in wireless technology facilitated businesses to move further to m-businesses. Despite the development in the technical domain, it appears that businesses still struggle to comprehend the processes involved in the transformation because a proper framework is yet to evolve. This work-in-progress paper provides a background to such transformation with a method to achieve this transformation

Generic Process Transformation Model: Transition to Process-based Organization

The competitive global market climate of the new millennium has raised awareness of business processes as the most important management paradigm (Levi, 2002). Consequently, process elements, as well as process-based organizational solutions, have become an emergent need. However, the question is how companies should transform themselves to become more process-oriented? Many attempts under the helm of Business Process Reengineering movement were not successful in reaching benefits of lateral orientation, what additionally emphasizes the delicacy of business process transformation. Concerning the literature, there is a lack of clarity and presence of organizational change models which could provide managers with guidance for process transformation. The models are mostly focused on the transformation generally, and they do not address the specificity of a change from traditional to process paradigm. Furthermore, they are mostly single-oriented, either on the organizational elements or steps which should be taken during the change, thus only partially answering the dilemma. The purpose of the paper is to present an overview of existing transformation models which could be relevant for taking a process journey, as well as propose a Generic Process Transformation Model which should be able to ensure smooth transition, with emphasis on specific problems related to process transformation. Although the proposed model is theoretically and logically based, without empirical evidence, it represents a first step in convergence of process transformation concepts to business world. Ultimately, only its usage in a real world would or would not prove its severity.process transformation, process-based organization, organizational change, transformation models

Call for action: ten lessons for local authority innovators

This publication shares 10 lessons on how to create innovative change in local government from the Creative Councils programme. Key findings New approaches are needed for costly social challenges posed by long–term youth unemployment and vulnerable families often living in places that feel as if they have been going backwards for decades. To create the space for alternative solutions to emerge, an essential first step is to adopt different vantage points. Unless councils can think differently and more creatively about risk, the odds of even the best idea making it from a Post–it note and into reality are not high.  Local government is in a trap. It needs to do more with less. The only way to pull off this trick is by working very differently with public services, communities and users to achieve better outcomes. And yet the radical innovation this implies often excites opposition – from users, citizens, politicians and staff – and that in turn entrenches the status quo. Yet strategies for escaping the trap are emerging all over the sector, and some of the best examples can be found in the Creative Councils programme that has been run jointly by Nesta and the Local Government Association over the past three years.   We can draw insights about the main ingredients needed for a successful innovation journey. Some of these ingredients will be familiar – the right kind of leadership, the ability to manage risk – but some less so. We have presented these insights in the form of ten lessons about innovating in the sector. These lessons aren’t the last word – but we hope that the insights they contain will act as a spur to innovators up and down the country who are trying to escape the trap. Authors: Sophia Parker and Charles Leadbeate

Sparking Social Innovations

{Excerpt} Necessity is the mother of invention. The demand for good ideas, put into practice, that meet pressing unmet needs and improve people’s lives is growing on a par with the agenda of the 21st century. In a shrinking world, social innovation at requisite institutional levels can do much to foster smart, sustainable globalization. In consequence of successive scientific revolutions, mankind has changed its conditions and capacities with increasing speed. Globalization is a given: today, mankind’s activities are affecting the entire planet—and thereby mankind itself—for good and ill. A select list of the worldwide challenges we face includes alleviating poverty; mitigating and adapting to climate change; ending abuse of natural resources and the environment; cleaning up environmental pollution; dealing with natural disasters; countering medical challenges, e.g., pandemics; encouraging disarmament; coping with security threats; accommodating nonstate power; handling failed states; tapping capacity for social action; allaying frustration among minorities; confronting violence; identifying global rights; building a global rule of law; evolving regulatory and institutional frameworks to contain global financial and economic crises; optimizing international trade; managing mass migrations; employing human resources better; and optimizing knowledge

Business and Information System Alignment Theories Built on eGovernment Service Practice: An Holistic Literature Review

© 2019 The Author(s). Licensee IntechOpen. This chapter is distributed under the terms of the Creative Commons Attribution 3.0 License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.This chapter examines previous studies of alignment between business and information systems holistically in relation to the development of working associations among professionals from information system and business backgrounds in business organization and eGovernment sectors while investigating alignment research that permits the development and growth of information system, which is appropriate, within budget and on-time development. The process of alignment plays a key role in the construction of dependent associations among individuals from two different groups, and the progress of alignment could be enhanced by emerging an information system according to the investors’ prospects. The chapter presents system theory to gather and analyze the data across the designated platforms. The outcomes classify that alignment among business and information system departments remains a priority and is of worry in different ways in diverse areas, which provides prospects for the forthcoming discussion and research.Final Published versio

AC+erm Project. Transforming Information & Records Management through Research & Development? Proceedings of the 3rd Northumbria International Witness Seminar Conference

These proceedings capture the content of the third Witness Seminar hosted by Northumbria University’s School of Computing, Engineering and Information Sciences. It built on the success of our two previous witness seminars, in terms of its format and style, but was also different in some important ways. Firstly, it represented the final event of a 3-year Arts & Humanities Research Council (AHRC) funded research project – Accelerating positive change in e-records management (AC+erm); secondly, the seminars took a series of questions, rather than articles, as their starting point; and thirdly, it was much shorter, lasting only half a day. Although it was the final AC+erm project event, and therefore show cased some of the project’s outputs, the sessions and discussions were deliberately designed to revolve around the broader context of research and development in records and information management

Evidence-Based Management in "Macro" Areas: The Case of Strategic Management

Despite its intuitive appeal, evidence-based management (EBMgt) faces unique challenges in "macro" areas such as Organization Theory and Strategy Management, which emphasize actions by organizations, and business and corporate leaders. The inherent focus on complex, multi-level and unique problems present serious challenges. EBMgt will nurture the establishment of a new model of research that is not only cumulative in its knowledge-building but also promotes engaged scholarship. Further, the uncertainty and conflict that characterize "macro" decision contexts heighten the need for EBMgt. We put forward four recommendations to advance EBMgt: (1) using more sophisticated meta-analyses; (2) providing syntheses that go beyond quantitative summaries; (3) engaging in a disciplined conversation about our implicit "levels of evidence" frameworks; and (4) developing decision supports.