Rule Breaking in New Product Development – Crime or Necessity?

The purpose of this study is to investigate the effect of applying general rules in organizations to govern multiple new product development projects. Data were collected in structured interviews with project managers and project members from seven successful projects within Swedish companies. Results show that projects either broke rules or that organizations had developed strategies to cope with the risk of rules preventing the progress of the projects. The project managers of the rule following projects reported lack of rule breaking to be the result of the rule design at each company, intending to minimize the risk of rules preventing the progress of projects. With the exception of the manager of the rule changing/removing project, project managers show a relaxed attitude to breaking general rules that hinder project progress. The study indicates that frameworks of common project management rules increase the risk of delay in new product development projects, unless strategies of rule breaking or dynamic rule modification are applied. Applications of emergent standard management philosophies and practices to innovation are discussed.     

Information management practices (IMP) from the senior manager's perspective: an investigation of the IMP construct and its measurement

While many scholars have discussed what a company should look like when it has reached an advanced state in using its information, there has been little empirical research to develop a valid effectiveness measure to determine whether a company is doing a good job of managing its information. Based on a theoretically derived model of an information life cycle, this study empirically tests a measure of information management practices (IMP) that can be part of future business measurement approaches. To ensure that we maintain an enterprise‐wide perspective, we focus on senior managers' perceptions of how well their companies manage information. We discuss IMP as a ‘process’ or life cycle that involves sensing, collecting, organising, processing and maintaining information to enhance its use for decision‐making. We first give an overview of the research on life cycle views of information management. Next, we present our information management life cycle framework and its dimensions. We then statistically determine the extent to which these ideas exist in the minds of senior managers as reflected in the second‐order construct IMP. Finally, we discuss the implications for evaluating and measuring IMP in companies. The contributions have scholarly value as a building block in a theory of knowledge management, and practical value as a validated measure of the effectiveness of IMP.     

Reconciling global and local needs: a canonical action research project to deal with workarounds

This paper discusses how research with practitioners can help reconcile the top‐down requirements of headquarters with the bottom‐up local needs in the context of global information systems. Based on a 12‐month canonical action research project that took place at the Chinese branches of a French multinational corporation, our research revealed and addressed workarounds that the Chinese users of a company‐wide global enterprise resource planning system had put in place that were not expected nor desired by company headquarters. From the local users' point of view, they were necessary to deal with Chinese legislation and cultural practices, but from the French headquarters' point of view, they meant that many of the potential gains of global standards were lost. Activity theory was used as a focal theory to analyse each of these workarounds and business process management as an instrumental theory to design solutions to the workarounds. We describe in detail how we used canonical action research to successfully deal with exemplars of each of the three types of workaround identified (data adjustments, process adjustments and parallel‐system adjustments). Unusually, the research relates to post‐implementation change rather than to that looking at change occurring before and during implementation. We argue that canonical action research and the particular combination of activity theory and business process management are appropriate for dealing with workarounds and this has not been demonstrated previously. Further, our research – deemed successful by managers, users and researchers alike – took place in China where previous literature suggests only limited success with such global systems.     

What are the roles of software product managers? An empirical investigation

Software product management covers both technical and business activities to management of products like roadmaps, strategic, tactical, and release planning. In practice, one product manager is seldom responsible for all these activities but several persons share the responsibilities. Therefore, it is important to understand the boundaries of product managers’ work in managing software products, as well as the impact a product manager has on the company business. The purpose of the study is to clarify what roles of software product managers exist and understand how these roles are interrelated with each other and the whole structure and business of an organization. The study is designed as an interpretative qualitative study using grounded theory as the research method. Based on the gathered data we developed a framework that reveals the role of a product manager in the organization and shows how this role can evolve by extending the level of responsibilities. Using the framework, we identified four stereotypical roles of product managers in the studied organizations: experts, strategists, leaders, and problem solvers. The presented framework shows that product managers’ roles are not limited to the conception of the “mini-CEO.” The results allow product managers and top management to collaborate effectively by assigning responsibilities and managing expectations by having a common tool for understanding the role of product managers in the organization.     

CASS加密环境下的CAXA协同集成管理

为解决公司以往技术文件、资料管理中存在的安全问题和研发工作效率问题,公司先后引进了CAXA协同管理系统和CASS文档加密系统,同时对设计过程实施集成功能,对技术资料进行自动加密,经过与两家软件公司的共同努力,解决了相互之间的兼容问题和实施过程中遇到的其他各项问题,最终成功实现了CASS加密环境下的CAXA协同集成管理,保证了技术资料的安全。     

项目经理培训“七年之痒”

随着社会与经济的发展,我国的计算机信息系统集成行业发展迅速,项目管理人员数量的增长,项目管理人员素质的提高是其发展的根本与保障。本文通过七年来我国信息系统集成行业项目经理发展的历史、政策的演变、项目经理的结构状况、培训市场等方面的分析,对"七年之痒"后的发展趋势作出判断。随着系统集成行业的人员资质与企业资质管理的规范化,对于人员培养的挑战的暂时的,对行业的发展意味着更多的是机遇。     

Methoden zum Management von Informationsquellen für die Unterstützung von Softwareproduktmanagern in der Energiewirtschaft

The German energy market is facing several challenges due to changes in regulation, technical advancements as well as increasing energy costs and climate achievements like CO₂ reduction. This results in changing requirements for companies in the energy market and thus business information systems, which support their core tasks and processes. Software product managers in energy and software developing companies in charge of driving the functional development of information systems have to deal with these challenges and need to develop new information systems or enhance existing ones. Conceptual models proved helpful to design and implement information systems within several industries. However, identification and management of models as well as impact analysis of model changes results difficult. This contribution describes methods to construct, use and maintain a domain specific reference model catalog to support requirements analysis for software product manager in the German electricity and gas market.     

IT project managers' construction of successful project management practice: a repertory grid investigation

Although effective project management is critical to the success of information technology (IT) projects, little empirical research has investigated skill requirements for IT project managers (PMs). This study addressed this gap by asking 19 practicing IT PMs to describe the skills that successful IT PMs exhibit. A semi-structured interview method known as the repertory grid (RepGrid) technique was used to elicit these skills. Nine skill categories emerged: client management, communication, general management, leadership, personal integrity, planning and control, problem solving, systems development and team development. Our study complements existing research by providing a richer understanding of several skills that were narrowly defined (client management, planning and control, and problem solving) and by introducing two new skill categories that had not been previously discussed (personal integrity and team development). Analysis of the individual RepGrids revealed four distinct ways in which study participants combined skill categories to form archetypes of effective IT PMs. We describe these four IT PM archetypes – General Manager, Problem Solver, Client Representative and Balanced Manager – and discuss how this knowledge can be useful for practitioners, researchers and educators. The paper concludes with suggestions for future research.     

Hybrid managers — what do we know about them?

Abstract. There is increasing interest in 'hybrid managers', a breed of managers who blend information management skills with general management skills. Such people are perceived as important in enabling organizations to exploit information systems effectively in today's competitive business environment.
Based on a literature survey this paper summarizes what we know about hybrid managers, as expressed by both 'expert opinion' and formal research studies. We conclude that little substantive research has been conducted into hybrid managers. Much has still to be learnt about their possible role, characteristics and competences; and how organizations should recruit and develop them. Because of the paucity of published material about 'hybrids' in the information systems context, we have drawn inferences from appropriate analogues in other functions — namely personnel, finance and R&D. Relevant studies in related areas of information systems, general management, careers and management development are also put into the 'hybrid' context.     

Four integration patterns: a socio-technical approach to integration in IS development projects

This paper aims to contribute to a theory of integration within the field of information systems (IS) project management. Integration is a key IS project management issue when new systems are developed and implemented into an increasingly integrated information infrastructure in corporate and governmental organizations. Expanding the perspective of traditional project management research, we draw extensively on central insights from IS research. Building on socio-technical IS research and software engineering research, we suggest four generic patterns of integration: big bang, stakeholder integration, technical integration and socio-technical integration. We analyse and describe the advantages and disadvantages of each pattern. The four patterns are ideal types. To explore the forces and challenges in these patterns, three longitudinal case studies were conducted. In particular we investigate the management challenges for each pattern. We find that the patterns are context-sensitive and describe the different contexts where the patterns are applicable. For IS project management, the four integration patterns are a contribution to the management of integration risks – extending the vocabulary for assessing and mitigating these risks in IS development. For practitioners the four integration patterns represent an analytical framework to be used in planning modern IS development projects.     

A framework for data-driven informatization of the construction company

With the advent of big data era, the construction industry has focused on processing large quantities of engineering data and extracting their value. However, inaccurate manual entries and delayed data collection have created difficulties in making full use of information. Meanwhile, difficulty sharing data and weak interoperability of data among business information systems also leaves company headquarters without the resource integration that can facilitate decision making. To overcome these challenges, we proposed a big data infrastructure called the enterprise integrated data platform (EIDP) for use by construction companies. We discuss a case study, and offer a framework for future business improvement that contributes to closed-loop construction supply chain management, cost management and control, knowledge discovery, and decision making. The proposed informatization solution provides a theoretical basis for realizing data sharing and interoperability between business management and project management. On this basis, it will help construction companies to improve the efficiency of both company operations and project delivery by optimizing the business process and supporting decision making.     

Justifications,Strategies, and Critical Success Factors in Successful ITIL Implementations in U.S. and Australian Companies: An Exploratory Study

Abstract

A growing number of organizations are implementing the ITIL (IT Infrastructure Library) “best practice” framework in an attempt to improve their IT service management processes. However, not all ITIL implementations are successful and some companies have been disappointed with the outcomes. This exploratory research reports on four case studies of “successful” implementations of IT service management using the process-based ITIL V2 framework. Two companies are located in the U.S. and two in Australia. The cases demonstrate a mix of implementation justifications and strategies. Critical success factors (CSFs) suggested in the literature are compared against those attributed to these successful ITIL implementations. Some CSFs, including executive management support, interdepartmental communication and collaboration, use of consultants, training and careful software selection are confirmed. Three new CSFs are identified: creating an ITIL-friendly culture, process as a priority, and customer-focused metrics. Practitioner guidelines, to assist IT managers, who are contemplating adopting ITIL for process improvement and organisational transformation, are also provided together with some challenges encountered and their associated resolutions.     

A knowledge based reliability engineering approach to manage product safety and recalls

PurposeManaging processed food products’ safety and recall is a challenge for industry and governments. Contaminated food items can create a significant public health hazard with potential for acute and chronic food borne illnesses. This industry study examines the challenges companies face while managing a processed food recall situation and devise a responsive and reliable knowledge management framework for product safety and recall supply chain for the focal global manufacturing and distribution enterprise.MethodDrawing upon the knowledge management and product safety and recall literature and reliability engineering theory, this study uses a holistic single case based approach to develop a knowledge management framework with Failure Mode Effects and Criticality Analysis (FMECA) decision model. This knowledge management decision framework facilitates analysis of the root causes for each potential major recall issue and assesses the reliability of the product safety and recall supply chain system and its critical components.ResultsThe main reasons highlighted for a recall and associated failure modes in a knowledge management framework are to devise appropriate deployment of resources, technology and procedures to recall supply chain. This study underscores specific information described by managers of a global processed food manufacturer and their perspectives about the product safety and recall process, and its complexities. Full scale implementation of product safety and recall supply chain in the proposed knowledge management framework after the current pilot study will be carried out eventually through expert systems. This operational system when fully implemented will capture the essence of decision making environments comprising goals and objectives, courses of action, resources, constraints, technology and procedures.ImplicationsThe study recognizes the significance of communication, integration, failsafe knowledge management process design framework, leveraging technology such as Radio Frequency Identification (RFID) within all levels of supply chain for product traceability and the proactive steps to help companies successfully manage a recall process and also reestablish trust among the consumers. The proposed knowledge management framework can also preempt product recall by acting as an early warning system. A formal knowledge management framework will enable a company’s knowledge be cumulative for product safety and recall and serve as an important integrating and coordinating role for the organization.     

软件外包项目管理问题与对策

软件外包近年来在国内的迅速发展,也带来了项目管理方面一些棘手的问题。文章就软件外包项目管理面临的项目过程管理、成本控制、人员问题、信息安全与知识产权保护等方面的典型问题展开探讨,并给出一些解决这些问题的办法。这些解决方法主要来自笔者作为甲方和乙方在实施外包项目管理的过程中的经验总结。     

Information Problems and Company Behaviour vis‐à‐vis Continuous Management Training

The purpose of this study is to examine the degree and type of information the company holds on training, and to what extent the lack‐of‐information firms suffer in two senses, information on managerial resources and information on training supply, tends to condition their behavior vis‐à‐vis management training. Data from more than 300 Spanish companies with 50 or more workers are used to examine the connection between information asymmetries and company behavior in relation to continuous management training. The empirical study revealed that company readiness to engage in continuous management training appears to be significantly conditioned by all variables related to the existence of information on managers and training supply. Based on these results, underinvestment in managerial training would be associated with those cases in which information is unavailable or not distributed uniformly and transparently. This study contributes to the existing training literature by providing a novel link between information asymmetries (firm managers; firm training offerings) and their ability to influence training investment rates. © 2012 Wiley Periodicals, Inc.     

Organizational information management strategies

Abstract. Information technology is a key factor in competitiveness. Business managers increasingly have to make decisions in this field. Their involvement in planning and decision making should be active and genuine. There are numerous methods to support information systems planning and implementation. This study focuses on the organizational approach to generating plans. An interactive framework for evolutionary information systems planning is presented together with the results of applying this framework in six organizations. The author has been working with these organizations very intensively, using an action research approach. The main emphasis is on the success of the organizational method of creating information management strategies. The main finding is that an interactive way of generating strategies is not enough. The role of internal 'project champions' in both planning and implementation is extremely important. Outside facilitators cannot replace their contribution.     

Issues in information systems planning

Numerous difficulties face information systems managers as they develop IS plans. Three nominal group technique sessions used IS practitioners from different levels of management to identify specific difficulties. The findings indicate a wide variety of problems faced by these managers. Top IS managers were concerned most with learning the objectives of top general management. Middle IS managers were concerned most with adopting a methodology for planning. Operating IS managers were concerned most with understanding the perceived needs of the user. These results suggest the need for more sophisticated management techniques (or the better use of existing techniques) and the need for research to address the development, utilization and evaluation of such techniques.     

Internal control framework for a compliant ERP system

After the occurrence of numerous worldwide financial scandals, the importance of related issues such as internal control and information security has greatly increased. This study develops an internal control framework that can be applied within an enterprise resource planning (ERP) system. A literature review is first conducted to examine the necessary forms of internal control in information technology (IT) systems. The control criteria for the establishment of the internal control framework are then constructed. A case study is conducted to verify the feasibility of the established framework. This study proposes a 12-dimensional framework with 37 control items aimed at helping auditors perform effective audits by inspecting essential internal control points in ERP systems. The proposed framework allows companies to enhance IT audit efficiency and mitigates control risk. Moreover, companies that refer to this framework and consider the limitations of their own IT management can establish a more robust IT management mechanism.     

Business Intelligence Effectiveness and Corporate Performance Management: An Empirical Analysis

ABSTRACT

Business intelligence (BI) technologies have received much attention from both academics and practitioners, and the emerging field of business analytics (BA) is beginning to generate academic research. However, the impact of BI and the relative importance of BA on corporate performance management (CPM) have not yet been investigated. To address this gap, we modeled a CPM framework based on the Integrative model of IT business value and on information processing theory. Data were collected from a global survey of senior managers in 337 companies. Findings suggest that the more effective the BI implementation, the more effective the CPM-related planning and analytic practices. BI effectiveness is strongly related to BA, planning and to measurement. In contrast, BA effectiveness is strongly related to planning but less so to measurement. The study suggests that although both BI and BA contribute to corporate management practices, the information needs are different based on the level of uncertainty versus ambiguity characteristic of the management practice.     

A critical success factors model for ERP implementation

An effective IT infrastructure can support a business vision and strategy; a poor, decentralized one can break a company. More and more companies are turning to off-the-shelf ERP (enterprise resource planning) solutions for IT planning and legacy systems management. The authors have developed a framework to help managers successfully plan and implement an ERP project