Packaged Software Implementation Requirements Engineering by Small Software Enterprises

Small to medium sized business enterprises (SMEs) generally thrive because they have successfully done something unique within a niche market. For this reason, SMEs may seek to protect their competitive advantage by avoiding any standardization encouraged by the use of packaged software (PS). Packaged software implementation at SMEs therefore presents challenges relating to how best to respond to mismatches between the functionality offered by the packaged software and each SME's business needs. An important question relates to which processes small software enterprises - or Small to Medium-Sized Software Development Companies (SMSSDCs) - apply in order to identify and then deal with these mismatches. To explore the processes of packaged software (PS) implementation, an ethnographic study was conducted to gain in-depth insights into the roles played by analysts in two SMSSDCs. The purpose of the study was to understand PS implementation in terms of requirements engineering (or 'PSIRE'). Data collected during the ethnographic study were analyzed using an inductive approach. Based on our analysis of the cases we constructed a theoretical model explaining the requirements engineering process for PS implementation, and named it the PSIRE Parallel Star Model. The Parallel Star Model shows that during PSIRE, more than one RE process can be carried out at the same time. The Parallel Star Model has few constraints, because not only can processes be carried out in parallel, but they do not always have to be followed in a particular order. This paper therefore offers a novel investigation and explanation of RE practices for packaged software implementation, approaching the phenomenon from the viewpoint of the analysts, and offers the first extensive study of packaged software implementation RE (PSIRE) in SMSSDCs

Employing Knowledge Transfer to support IS implementation in SMEs

Information systems strategy is an increasingly important component of overall business strategy in small and medium-sized enterprises (SMEs). The need for readily available and consistent management information, drawn from integrated systems based on sound and upgradeable technologies, has led many senior company managers to review the business case for root-and-branch systems replacement. However, implementing new information systems (IS) is not easy and many projects fail or fall well short of expected outcomes. Key to successful implementation is getting the strategy right in the first place and then implementing it in a controlled manner to ensure the delivery of benefits. This article discusses three IS projects in different SMEs, where the UK's Knowledge Transfer Partnership scheme has been used to transfer relevant expertise from the university sector to help with strategy development and systems implementation. The experience has led to an outline method for IS strategy development for SMEs and guidelines for the adoption and adaptation of mainstream project management and software package evaluation tools. It is hoped that this will help other SMEs to achieve IS strategy development and implementation more effectively in terms of timescale, cost control and benefits delivery

Towards a methodology for the development of integrated IT infrastructures

In this paper, the authors propose and validate a methodology for the development of integrated Information Technology (IT) infrastructures. The motivation for putting forward a new methodology is grounded on the limitations of the various software engineering methodologies (traditional) that exist today. Despite that the traditional methodologies result in the development of Information Systems (IS) from scratch, Enterprise Application Integration (EAI) builds integrated IT infrastructures using existing applications. This significant difference is associated with many issues needed to be realised and addressed like: (a) the changes that such an infrastructure brings to organisations, (b) the resistance to change and (c) the extension of IS lifecycle’s. The proposed methodology consist of eight stages and aims at supporting software engineers, organisations and researchers to build integrated IT infrastructures. As a result the methodology seeks to contribute to the body of knowledge

A review of studies on information systems and SMEs in high ranked IS journals (2000-2014)

This paper identifies novel approaches to future small and medium enterprise (SME) research from a review of articles, and then introduces the papers in this AJIS special section which evidence these approaches. More specifically, the paper makes an important contribution by reviewing 61 articles in high ranked IS journals (2000-2014) and introducing three new facets which are used to analyse research on SME adoption/use of IS (units of analysis, SME sizes and SME types) not considered in previous literature review studies. These facets provide thebasis for proposing various future research opportunities. The editorial then introduces the four papers in this special section covering the research theme on SMEs, and highlights the contributions they make using the three facets

A review of studies on information systems and SMEs in high ranked IS journals (2000-2014)

This paper identifies novel approaches to future small and medium enterprise (SME) research from a review of articles, and then introduces the papers in this AJIS special section which evidence these approaches. More specifically, the paper makes an important contribution by reviewing 61 articles in high ranked IS journals (2000-2014) and introducing three new facets which are used to analyse research on SME adoption/use of IS (units of analysis, SME sizes and SME types) not considered in previous literature review studies. These facets provide the basis for proposing various future research opportunities. The editorial then introduces the four papers in this special section covering the research theme on SMEs, and highlights the contributions they make using the three facets

An exploratory study of information technology evaluation and benefits management practices of SMEs in the construction industry

While the number of articles on IT evaluation and benefits management has been substantial, limited attention has been given to these topics in small and medium-sized enterprises (SMEs), particularly the construction industry. This paper presents findings from a questionnaire survey that sought to examine the approaches used by 126 construction organisations to evaluate and justify their IT investments, as well as the benefits and costs that they have experienced due to IT implementation. The analysis of their responses identified three key findings. Firstly, different organisation types significantly differ in the amount they invest in IT and their firm size (in terms of turnover and number of employees) does not influence investment levels in IT. Secondly, the evaluation process adopted by construction SMEs is used as for both control and learning. Thirdly, a major barrier to justifying IT investments was attributed to having no strategic vision. While organisations experienced no significant differences in the tactical and operational benefits incurred after the adoption of IT, differences were found with respect to the strategic benefits. If construction SMEs are to leverage the benefits of IT, then this should form an integral part of their business strategy. Considering this, recommendations for IT evaluation for construction SMEs that are also pertinent for SMEs operating in other industry sectors, are presented

Identifying the IT Readiness of Small and Medium Sized Enterprises

Several studies show that often IT projects are not successful in being on-time, on-budget and include full functionality. There can be multiple causes for this, and an important factor in this context is the extent to which a company is ready for an IT project. To help understand this aspect, this paper presents a framework for analyzing the \u27IT readiness\u27 in SMEs (small and medium sized enterprises). The framework defines IT readiness with a basis in three overall dimensions (company, management, and employees), which are subdivided into different characteristics. To illustrate the framework a case study of a Danish SME is presented. Furthermore, the paper discusses how to improve the IT readiness of a company

Applying lean principles in craft brewing to improve quality and reduce costs : two KwaZulu-Natal case studies.

Master of Commerce. University of KwaZulu-Natal, Pietermaritzburg, 2018.A significant number of companies around the world have implemented lean methodologies in order to remain competitive. Although these were initially developed for large manufacturing companies, the principles that serve as a foundation for these methodologies are, arguably, also applicable to small companies. The proposed research will focus on small craft breweries in the KwaZulu-Natal province of South Africa to determine if they too can benefit from implementing practices that are based on lean principles. The world’s craft brewing industry is well-established and growing rapidly. Most of the beer brewed in South Africa is mass-produced at comparatively low cost. Craft beer brewed by smaller scale breweries is relatively more expensive to produce and consumers have to accept trade-offs between the perceived better quality and higher cost of craft beer. In order to gain and maintain market share, craft brewers need to produce quality beer whilst reducing production costs. The objectives of this study were threefold. Firstly, it sought to identify appropriate assessment tools that may be used to measure waste in craft breweries. Secondly, to identify and measure any sources of waste that may occur in craft breweries. Lastly, to determine if and how craft brewers can introduce lean methodologies based on lean principles in their production processes in order to improve quality and reduce costs. The study was guided by lean theory. The principles derived from this directed the deployment of lean tools and practices to implement lean production methodologies. Lean theory argues that lean methodologies, if implemented correctly, will yield positive results for all firms in all industries. A multi-case study approach was used, supported by five data collection instruments; direct observations, participant observations, documents & records and semi-structured interviews. A convergent, parallel, mixed methods design was used as this allowed both qualitative and quantitative data to be gathered, analysed and then merged to interpret the findings and results. The data was analysed using content analysis with NVivo software. The main findings of this study indicate that: 1. Lean tools, like the Lean Assessment Tool, which consists of several lean improvement programmes and tools (e.g. setup time reduction, visual controls) may be used to assess waste in craft breweries. 2. The sources of wastes and inefficiencies which were identified from the case studies relate to inventory, overproduction, waiting time, unnecessary transporting, processing waste, inefficient work methods, product defects and underutilised human resources. 3. Identifying lean tools and programmes that the company can implement under its current production capabilities is a key success factor in becoming a lean organisation. 4. Having a step by step implementation model which is clear to follow will help companies to implement lean production. 5. To produce good quality beer, the ingredients used must be of good quality. Also, close monitoring of the brewing processes, times and temperatures is essential. 6. The current challenges in the craft beer industry include high levels of competition from the mainstream beer producing giants, distribution problems, maintaining consistent quality and developing effective marketing plans in a highly contested market. The study was concluded by discussing the implications of these findings for theory and literature, as well as for practitioners. Recommendations, specific for these case studies were provided and areas for future research suggested