Factors affecting the development of collaborative improvement with strategic suppliers

The research presented in this paper was aimed at increasing the current understanding of the process of developing collaborative improvement in Extended Manufacturing Enterprises (EME). Theory suggests a number of factors to affect that process, including shared sense of direction (i.e. vision), trust, power, and commitment. Based on action research of three EMEs involving a total of thirteen companies from five European countries, the present study identifies a number of additional factors. Factors exogenous to, but impacting, the collaboration are joint history and culture. Endogenous factors are approach to establishing the collaboration, project organisation, change and improvement competence, ways and modes of communicating, and political behaviour. Not only do these factors influence each other, they also strongly affect the development of collaborative improvement

Approach to Identify Internal Best Practices in a Software Organization.

Current approaches to software process improvements (SPI) in software organizations is based on identifying gaps by comparing the way organizations work with respect to practices contained in the reference models. Later, these gaps will be targeted for establishing software process improvements. This paper presents an approach for identifying best practices within the organization. This is considered a key element in order to compare the way software organizations work with the reference models. After that, these practices will be complemented with practices contained in these models depending on the organization's business goals

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

Challenges and influential factors in ERP adoption and implementation

The adoption and implementation of Enterprise Resource Planning (ERP) systems is a challenging and expensive task that not only requires rigorous efforts but also demands to have a detailed analysis of such factors that are critical to the adoption or implementation of ERP systems. Many efforts have been made to identify such influential factors for ERP; however, they are not filtered comprehensively in terms of the different perspectives. This paper focuses on the ERP critical success factors from five different perspectives such as: stakeholders; process; technology; organisation; and project. Results from the literature review are presented and 19 such factors are identified that are imperative for a successful ERP implementation, which are listed in order of their importance. Considering these factors can realize several benefits such as reducing costs and saving time or extra effort

Learning Community Group Concept Mapping: Fall 2014 Outreach and Recruitment, Spring 2015 Case Management and Service Delivery. Final Reports

Beginning in 2014, the Federal Government provided funding to New York State as part of an initiative to improve services that lead to sustainable outcomes for youth receiving Supplemental Security Income (SSI) benefits. As part of the NYS PROMISE initiative, Concept Systems, Inc. worked with the Learning Community to develop learning needs frameworks using the Group Concept Mapping methodology (GCM). This GCM project gathers, aggregates, and integrates the specific knowledge and opinions of the Learning Community members and allows for their guidance and involvement in supporting NYS PROMISE as a viable community of practice. This work also increases the responsiveness of NYS PROMISE to the Learning Community members’ needs by inspiring discussion during the semi-annual in-person meetings. As of the end of year two, two GCM projects have been completed with the PROMISE Learning Community. These projects focused on Outreach and Recruitment and Case Management and Service Delivery. This report discusses the data collection method and participation in both GCM projects, as well as providing graphics, statistical reports, and a summary of the analysis. In this report we refer to the Fall 2014 project as Project 1, and the Spring 2015 project as Project 2