A Framework proposal for monitoring and evaluating training in ERP implementation project

During the last years some researchers have studied the topic of critical success factors in ERP implementations, out of which 'training' is cited as one of the most ones. Up to this moment, there is not enough research on the management and operationalization of critical success factors within ERP implementation projects.Postprint (published version

Meaning Management: A Framework for Leadership Ontology

Leadership is a multifaceted and complex subject of research and demands a sound ontological stance that guides studies for the development of more integrative leadership theories. In this paper, I propose the leadership ontology PVA (perception formation – value creation – achievement realization) and associate it with the two existing leadership ontologies: TRIPOD (leader – member – shared goals) and DAC (direction – alignment – commitment). The leadership ontology PVA, based on a new theory called “meaning management,” consists of three circularly supporting functions: cognitive function to form perception, creative function to generate value, and communicative function to realize higher levels of achievement. The PVA is an epistemology-laden ontology since the meaning management theory allows one to make propositions that explicitly link its three functions with the leadership outcomes: perception, value, and achievement. Moreover, the PVA leadership ontology transcends and includes both the conventional TRIPOD ontology and the DAC ontology

Inter-organizational fault management: Functional and organizational core aspects of management architectures

Outsourcing -- successful, and sometimes painful -- has become one of the hottest topics in IT service management discussions over the past decade. IT services are outsourced to external service provider in order to reduce the effort required for and overhead of delivering these services within the own organization. More recently also IT services providers themselves started to either outsource service parts or to deliver those services in a non-hierarchical cooperation with other providers. Splitting a service into several service parts is a non-trivial task as they have to be implemented, operated, and maintained by different providers. One key aspect of such inter-organizational cooperation is fault management, because it is crucial to locate and solve problems, which reduce the quality of service, quickly and reliably. In this article we present the results of a thorough use case based requirements analysis for an architecture for inter-organizational fault management (ioFMA). Furthermore, a concept of the organizational respective functional model of the ioFMA is given.Comment: International Journal of Computer Networks & Communications (IJCNC

Designing a consulting services architecture model

textDuring my years of experience in the technology industry, it has become obvious that standard processes and methodologies within the engineering discipline are at a mature state. The realization though is that software engineering specifically lags behind. Most software engineering methodologies that I have studied focus on the mission of software development. It is this realization and the need for structure that led me to review existing methodologies used within my company's software services organization. The definition of what a successful software services methodology entails is rather limited. This report will provide a history of existing software engineering methodologies that I have studied, describe an initial services method that was being developed within my organization, develop a new model that addresses previous shortcomings and identify additional components required to further define a strong software services-oriented delivery methodology.Electrical and Computer Engineerin

On the right track? : evaluation as a tool to guide spatial transitions

Spatial developments are becoming more and more non-linear, dynamic and complex with a wide range of possible actors. The awareness of uncertainty in spatial planning is growing and therefore, projects need to integrate a high level of flexibility. But at the same time, a growing demand for taking more informed and well-argued decisions is noticeable. Predictions out of the ‘best estimated model’ are no longer credible and no longer accepted, because they are too fragile and uncertain. How can we keep these long-lasting, multi-actor projects in permanent transition on the right track? This article presents an evaluation methodology that goes beyond the traditional, rational evaluation attitudes with a low level of flexibility being too linear to match the current spatial developments. There is a need for more interrelated, alert and flexible means of evaluation, co-evolving with the processes and current dynamics in spatial planning. Therefore, different evaluation approaches are introduced, depending on the specific interdependencies of the object of evaluation and its context. Subsequently, the theoretical framework is translated towards a more practical level. A case study conducted in Flanders illustrates the current spatial developments and a possible evaluation approach, incorporated from the beginning of the process, to guide this kind of projects

Evaluation of key positions and employees management level in manufacturing industry - The Czech case

Human resources management, especially the key employees management, has fundamental influence on companies' sustainable business, which has to be considered as the priority of any business functioning. The aim of this paper is to evaluate current level of the key positions and employees management in the Czech business environment and to propose a process of its effective implementation and application in practice. Online questionnaire survey was provided using 105 companies operating in manufacturing industry of the Moravian-Silesian region as the sample. Statistical methods of data analysis were used. Fisher exact test, coefficients Phi and Cramer's V were counted to test relations between variables. The survey results include an evaluation of the present situation as it comes to the use of the key positions and employees management system as well as an identification of interests in new system implementation. There was a low rate of use of given system in these business, with two thirds of companies showing an interest in implementing the new system. The process of implementation and the use of the key positions and employees in practice was proposed. The process is suggested in the way to make its content and form be a certain guide and help for companies to realize particular activities of this process. It would contribute to the successful realization of complex and systematic approach towards the work with the key positions and employees.Web of Science121art. no. 24

Stochastic Processes In Project Management

Performance of planned activities not always leads to the achievement of planned results in innovation projects with a high degree of uncertainty. Management of such specific projects requires the usage of specific methods and processes. It is necessary to develop own stochastic process methods rather than use classical methods of deterministic management. The main peculiarity of stochastic processes of projects consists in the inability to carry out more than one experiment. Implementation of a project is a stochastic process, which is carried out only once. For the purposes of the research, stochastic project management is the process of organisation, planning and control over projects, in which the decisions and actions of managers are described by stochastic functions. If the project realisation is described by stochastic processes, the project management process is indeed described by stochastic processes. This research suggests a project management approach based on the focus on the project product and project management as stochastic processes based on stochastic functions. It is demonstrated that stochastic function values, which underlie the stochastic processes, are formed by the intellectual instruments of those involved in the project and are developed on the basis of their knowledge and skills. The latter, in turn, are the result of studying and practical work on the project. Therefore, it is difficult to predict decisions and actions of managers and contractors, even if internal and external influences on them are specified. Then, any decisions or actions of such persons with regard to the external observer are described by stochastic functions. The purpose of this study is to describe the processes of stochastic project management. The purpose of the study is the project management process. The subject of research is the methods of stochastic project management. Within the framework of the study, all groups of processes of stochastic control will be mathematically described and the conditions of their impact determined. The processes of stochastic project management are outlined and formally presented. These are the processes of project management organisation, the processes of project management support, processes of project content definition, processes of defining the resources, required for the project works, processes of project planning, processes of influence on contractors of actions (works)

Knowledge Management for Public Administrations: Technical Realizations of an Enterprise Attention Management System

The improvement of governments’ efficiency has gained great importance and validity especially in the current times of economic downturn. E-Government constitutes the most contemporary techno-managerial proposition in the track of possible interventions. The paper addresses, more specifically, empowerments necessitated by Public Administration (PA) organizations. Anchored on the needs of three real-life cases, the paper describes the conception and the realization of an IT artefact together with its methodological appeals aiming at improving information access and delivery and thus PAs’ decision making capacity. Our proposition constitutes a novel approach for managing users’ attention in knowledge intensive organizations which goes beyond informing a user about changes in relevant information towards proactively supporting the user to react on changes. The approach is based on an expressive attention model, which is realized by combining ECA (Event-Condition-Action) rules with ontologies. The technical realizations described in the paper constitute the underlying infrastructure of an Enterprise Attention Management System