IT Project Selection in an Agile Organisation

Organisations face a persistent challenge in achieving sustained competitive advantage in the rapidly changing business landscape. Organisational agility (OA), enabled by information technology (IT), offers hope. However, organisations that pursue agility encounter incompatibility with IT project selection (ITPS), where projects are selected and funded before implementation. Existing literature highlights the dual capability of ITPS to enable and disable agility, underscoring its continued importance for agile organisations. To tackle the incompatibility between ITPS and OA, this study presents a case study conducted at Infrastructure Co, an agile organisation that actively undertakes ITPS. Findings show the need for a redesign of traditional ITPS governance to facilitate agility. Infrastructure Co achieved this by delegating and decentralising ITPS processes and decisions away from the enterprise-project-management-office into projects. This study contributes by presenting revelatory empirical findings, addressing this important new research question

A Business Process Modelling and Notation Meta-Model Approach to Enhance Prioritization for Decision-Making in Requirement Engineering

It is has always been the main focus of requirements engineer in making sure a set of optimal requirements is prepared in development of a project. With the current issue of getting the desired result, engineers would prioritize the set of requirements and utilize this to produce a list of optimal requirements. This paper will discuss some introduction of the evolution of software requirements prioritization, some related works, approach of conducting the research and finally discussing the expected result of this research. This will be the first step in the effort of translating Business Process Modelling (BPM) into its meaningful value to be used as a criterion in prioritizing Business Process (BP). During prioritizing BP, modelling usually provide decision-maker with only outcome of producing qualitative criterion without the basis of any facts and figures. The idea is to be able to derive a quantitative criterion from a model through the use of meta-modelling. The outcome of this research should be able to justify the need of prioritizing requirements based on its root, and that is business proces

Towards a Characterization of Digitalization Projects in the Context of Organizational Transformation

Background: The digital transformation (DT) disrupts companies across all industries, forcing them to rethink and adjust their value creation. The necessity to adapt to a digital future seems clear; however, many companies still struggle with “becoming digitally transformed”. While existing literature shows that projects can play a crucial role in realizing DT, we have a limited understanding of these projects. Therefore, we investigate these digitalization projects by asking: How are digitalization projects in the context of organizational transformation characterized and how do they contribute to organizations’ DT? With this study, we provide an initial characterization of these digitalization projects and advance the understanding of their importance for the overall DT process. Method: With our qualitative multiple-case study, we analyze five projects that were carried out in highly heterogenous contexts based on 27 semi-structured interviews. Subsequent to the individual analysis of each case, we draw insights from a cross-case comparison and identify common characteristics that distinguish digitalization projects in the context of DT. Results: Our analysis reveals that despite digitalization projects are manifesting in different forms, they are predominantly characterized by their embeddedness in and contribution to an overarching DT process, their derivation from a central DT strategy, the central role of digital innovation in these projects, the integration of technology and business perspectives on a project level, and the application of novel project methods. Conclusions: Digitalization projects in the context of DT can differ from traditional IT projects and thus need dedicated management approaches. We contribute to literature by elaborating an initial, theoretically sound characterization of these digitalization projects. In addition, we offer valuable insights to practitioners regarding how these digitalization projects can be recognized and managed successfully. Available at: https://aisel.aisnet.org/pajais/vol12/iss3/2

Journal Analysis between 2011 and 2015

In 2011, at the Copenhagen Business School (CBS) in Denmark, the Department of Informatics and the Centre for Applied Information and Communication Technology (CAICT) merged to form the Department of Information Technology Management (ITM). In April 2017, this department changed its name to the Department of Digitalization (DIGI). This paper analyses the first five years’ 111 journal (five year is the departments strategic planning period). The purpose of the paper is to investigate to what extent these articles reflect the DIGI’s strategy. We compare previous expectations with present realities in the following areas: (1) articles published in leading journals, (2) organise articles around emergent themes and (3) focus on articles about information and technology. DIGI’s mission is to co-create knowledge with enduring consequences through the study of the interrelationships among people, information, and technology. DIGI’s strategy is to create a context where researchers can realize their potential in a supportive and conducive environment with a set of common values, aspirations, and directions. This can only be achieved by building a work environment founded on mutual trust and respect where the best academics can thrive. The ITM strategy, revised in 2012, outlines three areas that could be used to measure whether the department has achieved its goals or not. The first area relates to our goal “to increase the visibility and impact of our research”. Therefore, each department faculty member is responsible for publishing his/her work in journals that are the most and thereby obtain a high author h-index. The second area reflects our size and potential impact “as one of the largest information system departments in Europe”. Our goals are equally grand. The research should be organized in order to create opportunities for collaboration as well as to keep up with the fast and radical innovation typical for the IT field. One way of achieving this is to organize research around themes rather than traditional research groups. Themes are emergent, topical, popular, inter-disciplinary, and dynamic in nature. They are usually active for 3 – 7 years, after which they either transform into other themes or dissolve altogether. The third area relates to the ambition to focus on “the interaction of people, information, and technology in all of its manifestations” (ITM’s strategy. We study how individuals, groups, organizations, and society can grow and prosper by capitalizing on information technologies. IT should always play a central role in our research. We do not focus solely on technical aspects or on organizational aspects, but rather take a socio-technical perspective and a multidisciplinary approach to address a range of strategic, structural, and operational activities involved in gathering, processing, storing, distributing, and using information and its derivatives in organizations and society. Before presenting the methodology and the results of our literature review, a brief summary of the accumulated knowledge contribution found in Research@CBS. During the period 2011 to 2015, the department had 565 publications in total, of which 115 were journal publications. Later four were excluded (not classified), leaving 111 journal articles to be analysed