The Experts below are selected from a list of 2259 Experts worldwide ranked by ideXlab platform

Michael Hauser - One of the best experts on this subject based on the ideXlab platform.

  • Integrated Network Management - Towards adopting a tooldriven, integrated and automated Change Management Process for virtual machine provisioning
    12th IFIP IEEE International Symposium on Integrated Network Management (IM 2011) and Workshops, 2011
    Co-Authors: Michael Hauser
    Abstract:

    Integrating legacy applications and establishing automated Process flows often is a main requirement while establishing an effective IT service Management (ITSM) system on historically grown and functionally separated organizations. The Leibniz Supercomputing Centre (LRZ, Leibniz-Rechenzentrum) as the main IT service provider for all universities in the area of Munich (Bavaria, Germany) handles IT services for more than 100,000 academic customers. Therefore the LRZ launched an ITSM project and aims to become one of the first ISO/IEC 20000 certified academic IT service providers. As a first pilot service for establishing a Change Management Process, the ITSM working group at the LRZ chose the provisioning of virtual machines. On one hand the attention was turned on implementing an ISO/IEC 20000 compliant Process model as well as the integration of legacy tools and applications. Another important requirement is the automation of the Process, as the number of hosted virtual machines continual grows. This paper gives a hint on structuring legacy workflows and shows a way to describe them sufficiently. It is shown how to apply concepts on legacy applications and describes some challenges in implementing such an integrated and automated ITSM Process.

  • Towards adopting a tooldriven, integrated and automated Change Management Process for virtual machine provisioning
    12th IFIP IEEE International Symposium on Integrated Network Management (IM 2011) and Workshops, 2011
    Co-Authors: Michael Hauser
    Abstract:

    Integrating legacy applications and establishing automated Process flows often is a main requirement while establishing an effective IT service Management (ITSM) system on historically grown and functionally separated organizations. The Leibniz Supercomputing Centre (LRZ, Leibniz-Rechenzentrum) as the main IT service provider for all universities in the area of Munich (Bavaria, Germany) handles IT services for more than 100,000 academic customers. Therefore the LRZ launched an ITSM project and aims to become one of the first ISO/IEC 20000 certified academic IT service providers. As a first pilot service for establishing a Change Management Process, the ITSM working group at the LRZ chose the provisioning of virtual machines. On one hand the attention was turned on implementing an ISO/IEC 20000 compliant Process model as well as the integration of legacy tools and applications. Another important requirement is the automation of the Process, as the number of hosted virtual machines continual grows. This paper gives a hint on structuring legacy workflows and shows a way to describe them sufficiently. It is shown how to apply concepts on legacy applications and describes some challenges in implementing such an integrated and automated ITSM Process.

Walter Dirndorfer - One of the best experts on this subject based on the ideXlab platform.

  • a Change Management Process grounded in both theory and practice
    Journal of Change Management, 2002
    Co-Authors: Anthony J Mento, Raymond M Jones, Walter Dirndorfer
    Abstract:

    There exists in the literature a number of Change models to guide and instruct the implementation of major Change in organisations. Three of the most well known are Kotter's strategic eight-step model for transforming organisations, Jick's tactical ten-step model for implementing Change, and General Electric (GE)'s seven-step Change acceleration Process model. This paper introduces a framework that draws from these three theoretical models but is also grounded in the reality of the Change Process at a Fortune 500 defence industry firm. The purpose of the paper is to provide guidance to the practitioner leading an organisational Change Process. This guidance is grounded in both theory and practice. The guidance is further enriched by the demonstrated use of such methodologies as mind mapping, lessons learned, storytelling and metaphors.

Purevdorj Nyamsuren - One of the best experts on this subject based on the ideXlab platform.

  • an integrated engineering Change Management Process model for a project based manufacturing
    International Journal of Computer Integrated Manufacturing, 2015
    Co-Authors: Purevdorj Nyamsuren
    Abstract:

    In a project-based ETO Engineering-To-Order industry, design, purchasing, production and quality Processes are closely integrated to meet a delivery schedule, cost limitation and quality specification. When an engineering Change occurs in a project execution stage, miscommunication of design Change may generate a significant cost and delay. This paper suggests a model to capture a design Change and share activities for Processing Change done by each stakeholder. The framework also captures ECR Engineering Change Request, ECO Engineering Change Order and a relationship among them with a result of Processes. The data could be used for analysing defects of each Process, improving a design quality, and a plan for cost reduction. For capturing, sharing and monitoring every Change of drawing element and BOM Bill of Materials, the model extracts a drawing and BOM from a product structure of a 3D CAD Computer-Aided Design system. Extracted data are sent to PLM Product Life-Cycle Management/ERP Enterprise Resource Planning system for planning, purchasing, manufacturing and quality control Processes.

  • An integrated engineering Change Management Process model for a project-based manufacturing
    International Journal of Computer Integrated Manufacturing, 2015
    Co-Authors: Jinteck Han, Soo-hong Lee, Purevdorj Nyamsuren
    Abstract:

    In a project-based ETO (Engineering-To-Order) industry, design, purchasing, production and quality Processes are closely integrated to meet a delivery schedule, cost limitation and quality specification. When an engineering Change occurs in a project execution stage, miscommunication of design Change may generate a significant cost and delay. This paper suggests a model to capture a design Change and share activities for Processing Change done by each stakeholder. The framework also captures ECR (Engineering Change Request), ECO (Engineering Change Order) and a relationship among them with a result of Processes. The data could be used for analysing defects of each Process, improving a design quality, and a plan for cost reduction. For capturing, sharing and monitoring every Change of drawing element and BOM (Bill of Materials), the model extracts a drawing and BOM from a product structure of a 3D CAD (Computer-Aided Design) system. Extracted data are sent to PLM (Product Life-Cycle Management)/ERP (Enterprise Resource Planning) system for planning, purchasing, manufacturing and quality control Processes. Keywords:

Sambit Sahu - One of the best experts on this subject based on the ideXlab platform.

  • Change Management in Enterprise IT Systems: Process Modeling and Capacity-optimal Scheduling
    2010 Proceedings IEEE INFOCOM, 2010
    Co-Authors: Praveen K. Muthuswamy, Sambit Sahu, Prashant Pradhan, Saswati Sarkar
    Abstract:

    We provide a formal model for the Change Management Process for Enterprise IT systems, and develop Change scheduling algorithms that seek to attain the "Change capacity" of the system. The Change Management Process handles critical updates in the system that often use overlapping sets of servers, resulting in scheduling conflicts between the corresponding Change classes. Furthermore, applications are typically associated with certain permissible downtime windows, which impose constraints on the timing of the Change executions. Scheduling of Changes for such systems represent a complex dynamic optimization question. In a limiting fluid regime, where Changes are assumed nonatomic, we develop a scheduling policy that provably attains the Change capacity of the system. We then propose and evaluate an atomic approximation of the optimal fluid scheduling policy, which is well suited for application to a real Change Management system. Simulation results demonstrate that the expected Change execution delay and the capacity attained by the approximate policy is close to the best attainable values, when unavoidable capacity losses due to fragmentation effects are taken into account and is significantly better than a randomized scheduling policy.

  • On Improving Change Management Process for Enterprise IT Services
    2008 IEEE International Conference on Services Computing, 2008
    Co-Authors: Sambit Sahu, Prashant Pradhan, Anees Shaikh
    Abstract:

    In this paper, we consider the Change Management Process for enterprise IT services with the goal of improving the efficiency of this Process, i.e., minimizing Change completion time and maximizing the "Change capacity". The Change Management Process handles critical updates in the system that must be implemented by a set of executing personnel. In presence of such timing constraints and scheduling conflicts between Change classes, we argue that addressing the application Change Management question optimally involves computing solutions to NP-hard problems. Using appropriate simulation models, we evaluate various batched scheduling alternatives to understand the effect of simple Process re-engineering on the Change completion time, and the Change capacity of the system. In addition, we examine the benefit of executor cross-training and degree of conflicts on the performance of the system. Our results indicate that a simple longest queue based scheduling approach works well in a wide range of practical scenarios. Based on these results, we recommend Process re-engineering based on longest queue based scheduling with a small degree of executor cross-training.

  • IEEE SCC (2) - On Improving Change Management Process for Enterprise IT Services
    2008 IEEE International Conference on Services Computing, 2008
    Co-Authors: Sambit Sahu, Prashant Pradhan, Anees Shaikh
    Abstract:

    In this paper, we consider the Change Management Process for enterprise IT services with the goal of improving the efficiency of this Process, i.e., minimizing Change completion time and maximizing the "Change capacity". The Change Management Process handles critical updates in the system that must be implemented by a set of executing personnel. In presence of such timing constraints and scheduling conflicts between Change classes, we argue that addressing the application Change Management question optimally involves computing solutions to NP-hard problems. Using appropriate simulation models, we evaluate various batched scheduling alternatives to understand the effect of simple Process re-engineering on the Change completion time, and the Change capacity of the system. In addition, we examine the benefit of executor cross-training and degree of conflicts on the performance of the system. Our results indicate that a simple longest queue based scheduling approach works well in a wide range of practical scenarios. Based on these results, we recommend Process re-engineering based on longest queue based scheduling with a small degree of executor cross-training.

Young B. Moon - One of the best experts on this subject based on the ideXlab platform.

  • System dynamics modeling of engineering Change Management in a collaborative environment
    The International Journal of Advanced Manufacturing Technology, 2011
    Co-Authors: Krishna Reddi, Young B. Moon
    Abstract:

    Engineering Changes to products aim to correct design faults, exploit new market opportunities, improve overall product performance, or reduce production costs. These Changes are thus considered as opportunities to stay competitive in the market place and companies strive to implement them in their products at the lowest possible costs. Such engineering Changes in a collaborative environment require the original equipment manufacturer to work together with suppliers for designing, manufacturing, and marketing a product profitably. Simulation of an engineering Change Management Process provides an understanding of important factors affecting the engineering Change Management Process and helps in identifying any critical components of the entire Process. In this research, system dynamics models have been developed to study the complex interrelationships among various members in a collaborative supply chain to achieve effective and efficient engineering Change Management Processes. To address the complexity of the models, several standard templates have been developed and used.

  • Winter Simulation Conference - A simulation study of mutual influences of engineering Change Management Process and new product development Process
    Proceedings of the 2009 Winter Simulation Conference (WSC), 2009
    Co-Authors: Weilin Li, Young B. Moon
    Abstract:

    This paper presents a simulation model for assessing the mutual impacts of Engineering Change Management (ECM) Process and New Product Development (NPD) Process on each other. The discrete-event simulation model incorporates ECM into an NPD environment by allowing Engineering Changes (EC) to compete for limited resources with regular NPD activities. The goal is to examine how the relative size and frequency of NPD as well as ECM, NPD Process structure (in terms of overlapping and departmental interaction), and the operational policy of resource using priority that one organization employs affect lead time and productivity of both NPD and ECM. Decision-making suggestions considering EC impacts are drawn from an overall enterprise system-level perspective based on the simulation results.

  • A simulation study of mutual influences of Engineering Change Management Process and New Product Development Process
    Proceedings of the 2009 Winter Simulation Conference (WSC), 2009
    Co-Authors: Weilin Li, Young B. Moon
    Abstract:

    This paper presents a simulation model for assessing the mutual impacts of Engineering Change Management (ECM) Process and New Product Development (NPD) Process on each other. The discrete-event simulation model incorporates ECM into an NPD environment by allowing Engineering Changes (EC) to compete for limited resources with regular NPD activities. The goal is to examine how the relative size and frequency of NPD as well as ECM, NPD Process structure (in terms of overlapping and departmental interaction), and the operational policy of resource using priority that one organization employs affect lead time and productivity of both NPD and ECM. Decision-making suggestions considering EC impacts are drawn from an overall enterprise system-level perspective based on the simulation results.