Ontological Reengineering for Reuse

This paper presents the concept of Ontological Reengineering as the process of retrieving and transforming a conceptual model of an existing and implemented ontology into a new, more correct and more complete conceptual model which is reimplemented. Three activities have been identified in this process: reverse engineering, restructuring and forward engineering. The aim of Reverse Engineering is to output a possible conceptual model on the basis of the code in which the ontology is implemented. The goal of Restructuring is to reorganize this initial conceptual model into a new conceptual model, which is built bearing in mind the use of the restructured ontology by the ontology/application that reuses it. Finally, the objective of Forward Engineering is output a new implementation of the ontology. The paper also discusses how the ontological reengineering process has been applied to the Standard-Units ontology [18], which is included in a Chemical-Elements [12] ontology. These two ontologies will be included in a Monatomic-Ions and Environmental-Pollutants ontologies

DSS Based IT Service Support Process Reengineering Using ITIL: A Case Study

The Information Technology Infrastructure Library (ITIL) is readily available for establishing the best practices, reengineering and improving the IT service support process. However, the ITIL framework only provides recommendations, and a company needs to explore a methodology for improving the IT service support process and adopting the best guidelines of ITIL framework. To this end, this chapter investigates upon how to apply the ITIL framework can be used for evaluating the current IT service support process and its reengineering. A set of Key Performance Indicators (KPI) were established which are monitored by a decision support system (DSS) for triggering on-going reengineering of IT service support process. A case study methodology is used for an effective reengineering of IT service support process. This chapter focuses on implementing the ITIL guidelines at an operational level, improving the service desk, incident management, problem management, change management, release management, and configuration. It also focuses on implementing the ITIL guidelines at a tactical level, improving the service level management, capacity management, IT service continuity management, service availability, and security management. The chapter describes a methodology and an experience in implementing process reengineering techniques following ITIL framework

System implementation: managing project and post project stage - case study in an Indonesian company

The research reported in this paper aims to get a better\ud understanding of how the implementation process of\ud enterprise systems (ES) can be managed, by studying the\ud process from an organisational perspective. A review of\ud the literature on previous research in ES implementation\ud has been carried out and the state of the art of ES\ud implementation research is defined. Using several body of\ud literature, an organisational view on ES implementation is\ud described, explaining that ES implementation involves\ud challenges from triple domain, namely technological\ud challenge, business process related challenge, and\ud organisational challenge. Based on the defined state of the\ud art and the organisational view on ES implementation\ud developed in this research, a research framework is\ud presented, addressing the project as well as the postproject\ud stage, and a number of essential issues within the\ud stages. System alignment, knowledge acquisition, change\ud mobilisation are the essntial issues to be studied in the\ud project stage while institutionalisation effort and\ud continuous improvement facilitation are to be studied in\ud the post-project stage. Case studies in Indonesian\ud companies are used to explain the framework

MANAGEMENT AND RESCUE FROM CRISIS

Management is the primary factor for overall amplification of efficiency, effectiveness and competitiveness of the companies and economy. In this context, is significant to highlight promotion of strategic management, managerial reengineering, improving organizational and managerial culture, privatization of state management companies, professionalization of managers and management. All this, conceived on the generating causes of strengths and weaknesses, resulted on managerial and economic diagnosis of economic operators, can be integrated into a model of efficient management, whose operationalization will result in obtaining managerial performance and thus economic.management, crisis management, managerial skills, management reengineering

The development and technology transfer of software engineering technology at NASA. Johnson Space Center

The United State's big space projects of the next decades, such as Space Station and the Human Exploration Initiative, will need the development of many millions of lines of mission critical software. NASA-Johnson (JSC) is identifying and developing some of the Computer Aided Software Engineering (CASE) technology that NASA will need to build these future software systems. The goal is to improve the quality and the productivity of large software development projects. New trends are outlined in CASE technology and how the Software Technology Branch (STB) at JSC is endeavoring to provide some of these CASE solutions for NASA is described. Key software technology components include knowledge-based systems, software reusability, user interface technology, reengineering environments, management systems for the software development process, software cost models, repository technology, and open, integrated CASE environment frameworks. The paper presents the status and long-term expectations for CASE products. The STB's Reengineering Application Project (REAP), Advanced Software Development Workstation (ASDW) project, and software development cost model (COSTMODL) project are then discussed. Some of the general difficulties of technology transfer are introduced, and a process developed by STB for CASE technology insertion is described

REENGINEERING AS AN EFFICIENT SOLUTION TO REDESIGN ACTIVITIES AND PROCESSES OF AN ENTERPRISE

The paper shows a series of opportunities linked to the technological, human and economical reengineering of activities and technological processes developed in a modern enterprise, adding new dimensions in the efficient development, on the market principles, in argument with the desiderate of the durable development of the society. Starting with these considerations we designed aspects linked to: business reengineering implementation, stages of this process, accentuating the management methods, delimitation on areas of activity of the effects on reengineering action.business reengineering process, reengineering enterprise, models and methods for reengineering project

Reengineering as an Efficient Solution to Redesign Activities and Processes of an Enterprise

The paper shows a series of opportunities linked to the technological, human and economical reengineering of activities and technological processes developed in a modern enterprise, adding new dimensions in the efficient development, on the market principles, in argument with the desiderate of the durable development of the society. Starting with these considerations we designed aspects linked to: business reengineering implementation, stages of this process, accentuating the management methods, delimitation on areas of activity of the effects on reengineering action.business reengineering process, reengineering enterprise, models and methods for reengineering project

The impact of enterprise application integration on information system lifecycles

Information systems (IS) have become the organisational fabric for intra-and inter-organisational collaboration in business. As a result, there is mounting pressure from customers and suppliers for a direct move away from disparate systems operating in parallel towards a more common shared architecture. In part, this has been achieved through the emergence of new technology that is being packaged into a portfolio of technologies known as enterprise application integration (EAI). Its emergence however, is presenting investment decision-makers charged with the evaluation of IS with an interesting challenge. The integration of IS in-line with the needs of the business is extending their identity and lifecycle, making it difficult to evaluate the full impact of the system as it has no definitive start and/or end. Indeed, the argument presented in this paper is that traditional life cycle models are changing as a result of technologies that support their integration with other systems. In this paper, the need for a better understanding of EAI and its impact on IS lifecycles are discussed and a classification framework proposed.Engineering and Physical Sciences Research Council (EPSRC) Grant Ref: (GR/R08025) and Australian Research Council (DP0344682)