Using the SA-CMM as a Tool for Estimating the User and Management Costs for Software Acquisition Projects

The SA-CMM is based on the expectation that a mature organization and its project managers will do a thorough job of planning software acquisitions. Each key process area within the SA-CMM addresses a project management process that must take place as an adjunct to planning and managing the software acquisition project. This requires the allocation of resources to plan and oversee the acquisition activities. While software project cost estimation tools are becoming more precise in their ability to predict the costs associated with software production, few address the costs associated with acquisition planning, oversight and management. Such costs are considered “hidden.” This paper describes a methodology used and the research done to determine the effort expended by organizations in overseeing software acquisitions and the implications for predicting costs of proposed projects. A major goal of the research was to encourage a quantitative approach in collecting acquisition costs within an organization so that databases of completed projects can be used to forecast costs for future projects. Such a quantitative approach helps identify the true cost of the project which is essential to economic analysis techniques used in the decision making process for software projects. Although both the CMM and SA-CMM were used in the research as frameworks to assess software management processes, the SA-CMM was primarily used for assessing the acquisition processes and measuring their costs

Understanding knowledge hiding behaviors in the workplace using a serious game data collection approach

International audienceKnowledge hiding, knowledge hoarding, and knowledge withholding have drawn increasing research attention in recent decades. Most researchers approached this topic by collecting quantitative data using questionnaires with self-reported scales. However, the underreporting nature of self-report measurement, particularly when studying sensitive and socially undesirable behavior, has been identified as a prominent limitation in extant research, which shows the urgent need for less biased and more innovative research methods. Scenarios incorporating critical incidents that represent a simulation of actual working conditions appear to be a relevant technique to address the above-mentioned shortcoming. Hence, an experimental design, adopting meticulously crafted scenarios, is worth investigating. This paper presents the value of using serious games/simulations to collect data related to knowledge hiding behaviors as well as the design stages of a knowledge hiding serious gam

A component diagram presenting a gamified environment supporting customer engagement in a service innovation process

International audienceA large share of innovative efforts in business is related to the development of new services. Service innovation can increase organizations' competitive advantage, and enhance their relationship and success with their customers. The main objective of this research in progress is to study how the success rate of service innovation could be improved by strengthening customer engagement through the use of gamification. A detailed component diagram presents the relationships that exist between the various gamification elements in the context of our study. The diagram is based on a deep review of the literature

Deploying information technologies for organizational innovation: Lessons from case studies

Organizations must innovate if they are to survive in today's fiercely competitive marketplace. In this paper, we explore how leading organizations are using emerging technologies to enable novel forms of ideation that can radically increase the sheer volume of ideas they explore. In addition, we outline how organizations use technologies to cost effectively manage this increased volume of ideas by optimizing generation, mobilization, advocacy and screening, experimentation, commercialization, and even the diffusion and implementation of ideas. Critical to this is the management of knowledge during the innovation process

A knowledge-based development model for primate cities of the developing world

ABS 1International audienceThis paper presents the conceptual development and piloting of a knowledge-based development model for primate cities. Using UNESCO's knowledge societies conceptual framework, the study extends this framework by substantiating relationships between the framework's components, intellectual capital, knowledge processes and macro-level sustainable development goals (economic, environmental, social as well as peace/security dimensions). An international Delphi panel of experts in the fields of knowledge management, knowledge cities and urban planning, validated the knowledge-based development model derived from the framework. Empirical field pilots were conducted with the model in primate cities in Ethiopia and Thailand to assess the relevance of the model and to explore what insights and guidance it could provide policy-makers. The model identified key resources and critical areas where policy interventions are needed. Feedback from respondents contributed to the model's improvement. A K-SWOT policy dialogue further demonstrated the model's potential for supporting decision-making