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R. Kollmann - One of the best experts on this subject based on the ideXlab platform.

  • Experiences with an industrial long-term Reengineering Project
    11th Working Conference on Reverse Engineering, 2004
    Co-Authors: R. Kollmann
    Abstract:

    We discuss the experiences gained in a large-scale industrial Reengineering Project. The subject system is a medical data management software that has been continuously developed and maintained for about twenty years. About four years ago, it has been decided to subsequently reimplement the entire system in Java, while continuing maintenance of the legacy system. The focus of This work is less on technical details concerning reverse engineering tools, but rather on the overall approach for Reengineering a large and complex legacy system. Central issues are the identification and definition of a suitable software development process, training for the developers, as well as the ongoing reverse engineering of the existing system. The latter has been carried out in parallel to continuous maintenance of both the legacy system and the reimplementation.

  • WCRE - Experiences with an industrial long-term Reengineering Project
    11th Working Conference on Reverse Engineering, 1
    Co-Authors: R. Kollmann
    Abstract:

    We discuss the experiences gained in a large-scale industrial Reengineering Project. The subject system is a medical data management software that has been continuously developed and maintained for about twenty years. About four years ago, it has been decided to subsequently reimplement the entire system in Java, while continuing maintenance of the legacy system. The focus of This work is less on technical details concerning reverse engineering tools, but rather on the overall approach for Reengineering a large and complex legacy system. Central issues are the identification and definition of a suitable software development process, training for the developers, as well as the ongoing reverse engineering of the existing system. The latter has been carried out in parallel to continuous maintenance of both the legacy system and the reimplementation.

Varun Grover - One of the best experts on this subject based on the ideXlab platform.

  • an exploratory study of the influence of the is function and organizational context on business process Reengineering Project initiatives
    Omega-international Journal of Management Science, 1998
    Co-Authors: James T. C. Teng, Kirk D. Fiedler, Varun Grover
    Abstract:

    To help evaluate the risk of process Reengineering failure and enhance the prospect of its success, three potential sources of influence on BPR initiatives and success are examined in this study. These include the innovative capacity of the organization, IS maturity and strategy-IS interface. It was found that while factors related to IT maturity and influence such as experience in mainframe and client/server computing may facilitate the decision to reengineer, they are not critical in the later stages of the initiative. On the other hand, factors having significant relationships beyond the initial decision include variables pertaining to innovative capacity of the organization and strategy-IS interface. These findings suggest that technical IT competence as a critical enabler is necessary but not sufficient for Reengineering success. Based on study findings regarding the innovative capacity of the organization, guidelines for Reengineering risk assessment are proposed. In addition, implications of the findings, limitations of the study and opportunities for further research are also discussed.

  • A Cross Cultural Study on the Organizational Context of Process Reengineering Project Initiatives
    1998
    Co-Authors: James T. C. Teng, Kirk D. Fiedler, Varun Grover
    Abstract:

    A number of potentially facilitating sources of influence on BPR initiatives were examined both in the U.S. and Taiwan. The results showed remarkable consistency and the differences may be interpreted by cultural differences.. In both countries, it was found that while factors related to IT competence may facilitate the decision to reengineer, they are not critical to Project success. On the other hand, factors having significant relationships beyond the initial decision include variables pertaining to innovative capacity of the organization and Strategy-IS interface. Introduction and Research Model Introduced in the early 1990’s, the concept of business process Reengineering (BPR) has rapidly spread to all industrialized countries. In this study, we seek to better understand the organizational context of BPR in two different cultures: U.S. and Taiwan, and attempt to examine three sources of influence on BPR initiatives: 1) the innovative capacity of the organization, 2) IS maturity and influence and 3) strategy-IS interface. We will study how these factors are related to: 1) the decision to reengineer and 2) perceived success of BPR Projects. As shown in Table 1, three variables are included to gauge the innovative capacity of the firm. In contrast to mechanistic organizations, organic organizations have higher level of interdepartmental integration and decision decentralization, and can be expected to foster a higher level of innovative behaviors. As BPR often require collaboration between different departments, interdepartmental integration may provide a more receptive environment for BPR. However, the very success of BPR may require more decentralized structure as Reengineering typically calls for the empowering of on-site personnel in the field. To compensate for the possible loss of innovative capacity in mechanistic organizations, a structural "organic overlay", which typically take the form of a "venture group" dedicated to searching and introducing innovative ideas (Zmud, 1982), may be superimposed on top of these organizations (Pierce and Deldecq, 1977. With IT being an important enabler of BPR, three variables of IS maturity and influence are included. While experience with mainframe may be indicative of technical competence accumulated, C/S would facilitate the emerging management and organizational forms based on empowering on-site personnel and lateral collaborations, which are consistent with BPR principles. Based on research on the power and influence of the IS function (Lucas, 1984; Saunders and Scamell, 1986), we attempt to explore how the influence of IS in the selection of IS Projects may be related to Reengineering Project initiatives. Prior to launching BPR, one must realize that this is a strategic endeavor, and the processes selected for Reengineering should be strategically critical. Thus, the variable representing strategy-IS interface is IS-business planning integration which refers to the extent to which IS planning activities are aligned with and influence overall strategic planning of the business (Premkumar and King, 1992). Research Methods and Results A survey instrument was developed and sent to a sample of 900 U.S. IS executives in firms having revenue greater than $50 million. With 45 returned as undeliverable, a total of 313 completed responses were received yielding an effective response of 36.6%. The instrument was then translated into Chinese and sent to chief IS executives in the 900 largest firms in Taiwan. Eventually 319 questionnaires were received, resulting in a response rate of 35.4%. As expected, the percentage of responding firms having BPR experience in Taiwan (52.6%) is lower than that for the U.S. sample (70%). Information on the BPR decision was obtained with the question: have you attempted business process redesign in your organization? Perceived BPR success was measured by one 7-point scaled question (1: unsuccessful, 7: successful). The measure for interdepartmental integration was adopted from Grover (1993), and the centralization of decision was assessed via a measure developed and validated by Ramamurthy (1990). Measurement of the existence of organic structural overlay and all variables for IS maturity and influence iare objectively accessed. The scale for IS-business planning integration was based on the work of Premkumar and King (1992).

Wolfgang Kleinert - One of the best experts on this subject based on the ideXlab platform.

  • digging deep software Reengineering supported by database reverse engineering of a system with 30 years of legacy
    International Conference on Software Maintenance, 2009
    Co-Authors: Stefan Strobl, Mario Bernhart, Thomas Grechenig, Wolfgang Kleinert
    Abstract:

    This paper describes the industrial experience in performing database reverse engineering on a large scale software Reengineering Project. The Project in question deals with a highly heterogeneous in-house information system (IS) that has grown and evolved in numerous steps over the past three decades. This IS consists of a large number of loosely coupled single purpose systems with a database driven COBOL application at the centre, which has been adopted and enhanced to expose some functionality over the web. The software Reengineering effort that provides the context for this paper deals with unifying these components and completely migrating the IS to an up-to-date and homogeneous platform. A database reverse engineering (DRE) process was tailored to suit the Project environment consisting of almost 350 tables and 5600 columns. It aims at providing the developers of the software Reengineering Project with the necessary information about the more than thirty year old legacy databases to successfully perform the data migration. The application of the DRE process resulted in the development of a high-level categorization of the data model, a wiki based redocumentation structure and the essential data-access statistics.

  • ICSM - Digging deep: Software Reengineering supported by database reverse engineering of a system with 30+ years of legacy
    2009 IEEE International Conference on Software Maintenance, 2009
    Co-Authors: Stefan Strobl, Mario Bernhart, Thomas Grechenig, Wolfgang Kleinert
    Abstract:

    This paper describes the industrial experience in performing database reverse engineering on a large scale software Reengineering Project. The Project in question deals with a highly heterogeneous in-house information system (IS) that has grown and evolved in numerous steps over the past three decades. This IS consists of a large number of loosely coupled single purpose systems with a database driven COBOL application at the centre, which has been adopted and enhanced to expose some functionality over the web. The software Reengineering effort that provides the context for this paper deals with unifying these components and completely migrating the IS to an up-to-date and homogeneous platform. A database reverse engineering (DRE) process was tailored to suit the Project environment consisting of almost 350 tables and 5600 columns. It aims at providing the developers of the software Reengineering Project with the necessary information about the more than thirty year old legacy databases to successfully perform the data migration. The application of the DRE process resulted in the development of a high-level categorization of the data model, a wiki based redocumentation structure and the essential data-access statistics.

James T. C. Teng - One of the best experts on this subject based on the ideXlab platform.

  • an exploratory study of the influence of the is function and organizational context on business process Reengineering Project initiatives
    Omega-international Journal of Management Science, 1998
    Co-Authors: James T. C. Teng, Kirk D. Fiedler, Varun Grover
    Abstract:

    To help evaluate the risk of process Reengineering failure and enhance the prospect of its success, three potential sources of influence on BPR initiatives and success are examined in this study. These include the innovative capacity of the organization, IS maturity and strategy-IS interface. It was found that while factors related to IT maturity and influence such as experience in mainframe and client/server computing may facilitate the decision to reengineer, they are not critical in the later stages of the initiative. On the other hand, factors having significant relationships beyond the initial decision include variables pertaining to innovative capacity of the organization and strategy-IS interface. These findings suggest that technical IT competence as a critical enabler is necessary but not sufficient for Reengineering success. Based on study findings regarding the innovative capacity of the organization, guidelines for Reengineering risk assessment are proposed. In addition, implications of the findings, limitations of the study and opportunities for further research are also discussed.

  • A Cross Cultural Study on the Organizational Context of Process Reengineering Project Initiatives
    1998
    Co-Authors: James T. C. Teng, Kirk D. Fiedler, Varun Grover
    Abstract:

    A number of potentially facilitating sources of influence on BPR initiatives were examined both in the U.S. and Taiwan. The results showed remarkable consistency and the differences may be interpreted by cultural differences.. In both countries, it was found that while factors related to IT competence may facilitate the decision to reengineer, they are not critical to Project success. On the other hand, factors having significant relationships beyond the initial decision include variables pertaining to innovative capacity of the organization and Strategy-IS interface. Introduction and Research Model Introduced in the early 1990’s, the concept of business process Reengineering (BPR) has rapidly spread to all industrialized countries. In this study, we seek to better understand the organizational context of BPR in two different cultures: U.S. and Taiwan, and attempt to examine three sources of influence on BPR initiatives: 1) the innovative capacity of the organization, 2) IS maturity and influence and 3) strategy-IS interface. We will study how these factors are related to: 1) the decision to reengineer and 2) perceived success of BPR Projects. As shown in Table 1, three variables are included to gauge the innovative capacity of the firm. In contrast to mechanistic organizations, organic organizations have higher level of interdepartmental integration and decision decentralization, and can be expected to foster a higher level of innovative behaviors. As BPR often require collaboration between different departments, interdepartmental integration may provide a more receptive environment for BPR. However, the very success of BPR may require more decentralized structure as Reengineering typically calls for the empowering of on-site personnel in the field. To compensate for the possible loss of innovative capacity in mechanistic organizations, a structural "organic overlay", which typically take the form of a "venture group" dedicated to searching and introducing innovative ideas (Zmud, 1982), may be superimposed on top of these organizations (Pierce and Deldecq, 1977. With IT being an important enabler of BPR, three variables of IS maturity and influence are included. While experience with mainframe may be indicative of technical competence accumulated, C/S would facilitate the emerging management and organizational forms based on empowering on-site personnel and lateral collaborations, which are consistent with BPR principles. Based on research on the power and influence of the IS function (Lucas, 1984; Saunders and Scamell, 1986), we attempt to explore how the influence of IS in the selection of IS Projects may be related to Reengineering Project initiatives. Prior to launching BPR, one must realize that this is a strategic endeavor, and the processes selected for Reengineering should be strategically critical. Thus, the variable representing strategy-IS interface is IS-business planning integration which refers to the extent to which IS planning activities are aligned with and influence overall strategic planning of the business (Premkumar and King, 1992). Research Methods and Results A survey instrument was developed and sent to a sample of 900 U.S. IS executives in firms having revenue greater than $50 million. With 45 returned as undeliverable, a total of 313 completed responses were received yielding an effective response of 36.6%. The instrument was then translated into Chinese and sent to chief IS executives in the 900 largest firms in Taiwan. Eventually 319 questionnaires were received, resulting in a response rate of 35.4%. As expected, the percentage of responding firms having BPR experience in Taiwan (52.6%) is lower than that for the U.S. sample (70%). Information on the BPR decision was obtained with the question: have you attempted business process redesign in your organization? Perceived BPR success was measured by one 7-point scaled question (1: unsuccessful, 7: successful). The measure for interdepartmental integration was adopted from Grover (1993), and the centralization of decision was assessed via a measure developed and validated by Ramamurthy (1990). Measurement of the existence of organic structural overlay and all variables for IS maturity and influence iare objectively accessed. The scale for IS-business planning integration was based on the work of Premkumar and King (1992).

  • business process Reengineering building a comprehensive methodology
    Information Systems Management, 1993
    Co-Authors: Subashish Guha, William J Kettinger, James T. C. Teng
    Abstract:

    The new paradigm of business process Reengineering seeks to achieve dramatic performance improvement by radically redesigning the organization; it replaces information systems development that has focused largely on automating and supporting existing organizational procedures. The Process Reengineering Life Cycle (PRLC) proposed in this article is a comprehensive, six-stage methodology with guidelines for envisioning a Reengineering Project, getting started, diagnosing process pathologies, and redesigning, reorganizing, and measuring the newly configured process.

Silvio Romero De Lemos Meira - One of the best experts on this subject based on the ideXlab platform.

  • experiences from a brazilian bank Reengineering Project
    Conference on Software Maintenance and Reengineering, 2010
    Co-Authors: Kellyton Dos Santos Brito, Vinicius Cardoso Garcia, Silvio Romero De Lemos Meira
    Abstract:

    The migration of legacy mainframe applications to new web technologies is a challenge faced by several organizations. Since 2005, the Pitang and C.E.S.A.R companies are involved in a large migration Project for a bank institution, aiming to migrate NATURAL/ADABAS legacy mainframe source code to a web-based platform. In this paper, we briefly describe the Project’s evolution and lessons learned.

  • CSMR - Experiences from a Brazilian Bank Reengineering Project
    2010 14th European Conference on Software Maintenance and Reengineering, 2010
    Co-Authors: Kellyton Dos Santos Brito, Vinicius Cardoso Garcia, Silvio Romero De Lemos Meira
    Abstract:

    The migration of legacy mainframe applications to new web technologies is a challenge faced by several organizations. Since 2005, the Pitang and C.E.S.A.R companies are involved in a large migration Project for a bank institution, aiming to migrate NATURAL/ADABAS legacy mainframe source code to a web-based platform. In this paper, we briefly describe the Project’s evolution and lessons learned.