Making Data Valuable for Smart City Service Systems - A Citizen Journey Map for Data-driven Service Design

Due to the digital transformation of smart cities (SCs), improved access to digital technologies can enable gathering and utilization of data which can serve as key resources for services to improve citizens’ quality of life. SCs face challenges making data valuable for the design of such data-driven services. Service literature lacks in providing methods to facilitate the design of these services while addressing the requirements of SCs as smart service systems. This paper presents the Data-driven Citizen Journey Map (DCJM), a method which supports designing data-driven services in collaborative Design Thinking (DT) workshops. Following design science research (DSR), we developed and evaluated our method through five iterations of workshops, interviews, and questionnaires with SC experts and students. Our evaluations indicate that the DCJM, including all promoted constructs, is useful to support data-driven service design in SCs and that it can be combined with existing methods in comprehensive service development processes

Towards Designing Effective Governance Regimes for Smart City Initiatives: The Case of the City of Duisburg

Smart cities are characterized by heterogenic stakeholders, many layers of authorities, complex decision-making processes, and competing objectives. As a result, they require a sophisticated and well-planned governance regime. We describe the development and design of a governance regime which is grounded on IS principles as well as the resulting governance structure in a medium-sized city in Europe. Using the action design research approach, we designed, implemented, and revised in multiple iterations an ensemble artifact consisting of the governance structures and processes for a smart city initiative. Our empirical observations highlight challenges of coordination, communication, and innovation in this smart city and report on how we implemented and adjusted the governance regime accordingly. Our results are a first step towards general recommendations for the design and implementation of smart city governance regimes in medium-sized cities

Making sense of projects: Developing project portfolio management capabilities

Project management and project portfolio management (PPM) foster competitiveness by facilitating the implementation of organizational strategy. Although organizations often struggle to develop PPM capabilities, the academic community does not have an in-depth understanding of the conditions for successfully developing these capabilities. In response, we conducted a multiple-case study with 50 interviewees to develop a theoretical model of the PPM capability-building process. This model is built on the notion of organizational sensemaking and identifies aspects that comprehensively explain why it usually takes so long to develop PPM capabilities. We conceptualize the PPM capability-building process as one that is strongly influenced by (1) the effects of structural rearrangements, (2) the appropriate use of external resources during that process, (3) the role of executive support and legitimization, (4) episodes of regression, and (5) the need for internalization and habitualization. In addition, we provide starting points for explaining organizational capability building in more general terms