The Experts below are selected from a list of 99 Experts worldwide ranked by ideXlab platform
Nancy Olson - One of the best experts on this subject based on the ideXlab platform.
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implementing core is capabilities feeny willcocks it governance and management framework revisited
European Management Journal, 2006Co-Authors: Leslie P Willcocks, David Feeny, Nancy OlsonAbstract:In 1998, Feeny and Willcocks published a core IS capabilities framework suggesting four tasks and nine capabilities for any future IT function. This paper revisits the framework, examining the challenges and learning points from its implementation in three Organizations from 2000 to 2005. The cases, studied longitudinally, involved a medium-Sized Organization beginning to outsource, and a multinational and a national bank with international interests, both of which were several years into large-scale outsourcing arrangements. Longitudinal research revealed a range of omissions and resulting problems and underlined the importance of: retaining enough architecture planning and technical doing capability; ensuring future, business-oriented leadership tasks are fully resourced together with succession planning for these; ensuring informed buying and other capabilities to manage external supply and leverage business value from supplier performance are built; and ensuring that operational lynch-pin tasks such as relationship building (to business units) and contract facilitation are in place. In comparing findings for a medium-Sized Organization with those from two large-scale outsourcing contracts, the study notes the different challenges arising in Organizations of different size and at different stages in their sourcing strategies.
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Implementing Core IS Capabilities:: Feeny–Willcocks IT Governance and Management Framework Revisited
European Management Journal, 2006Co-Authors: Leslie P Willcocks, David Feeny, Nancy OlsonAbstract:In 1998, Feeny and Willcocks published a core IS capabilities framework suggesting four tasks and nine capabilities for any future IT function. This paper revisits the framework, examining the challenges and learning points from its implementation in three Organizations from 2000 to 2005. The cases, studied longitudinally, involved a medium-Sized Organization beginning to outsource, and a multinational and a national bank with international interests, both of which were several years into large-scale outsourcing arrangements. Longitudinal research revealed a range of omissions and resulting problems and underlined the importance of: retaining enough architecture planning and technical doing capability; ensuring future, business-oriented leadership tasks are fully resourced together with succession planning for these; ensuring informed buying and other capabilities to manage external supply and leverage business value from supplier performance are built; and ensuring that operational lynch-pin tasks such as relationship building (to business units) and contract facilitation are in place. In comparing findings for a medium-Sized Organization with those from two large-scale outsourcing contracts, the study notes the different challenges arising in Organizations of different size and at different stages in their sourcing strategies.
Leslie P Willcocks - One of the best experts on this subject based on the ideXlab platform.
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implementing core is capabilities feeny willcocks it governance and management framework revisited
European Management Journal, 2006Co-Authors: Leslie P Willcocks, David Feeny, Nancy OlsonAbstract:In 1998, Feeny and Willcocks published a core IS capabilities framework suggesting four tasks and nine capabilities for any future IT function. This paper revisits the framework, examining the challenges and learning points from its implementation in three Organizations from 2000 to 2005. The cases, studied longitudinally, involved a medium-Sized Organization beginning to outsource, and a multinational and a national bank with international interests, both of which were several years into large-scale outsourcing arrangements. Longitudinal research revealed a range of omissions and resulting problems and underlined the importance of: retaining enough architecture planning and technical doing capability; ensuring future, business-oriented leadership tasks are fully resourced together with succession planning for these; ensuring informed buying and other capabilities to manage external supply and leverage business value from supplier performance are built; and ensuring that operational lynch-pin tasks such as relationship building (to business units) and contract facilitation are in place. In comparing findings for a medium-Sized Organization with those from two large-scale outsourcing contracts, the study notes the different challenges arising in Organizations of different size and at different stages in their sourcing strategies.
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Implementing Core IS Capabilities:: Feeny–Willcocks IT Governance and Management Framework Revisited
European Management Journal, 2006Co-Authors: Leslie P Willcocks, David Feeny, Nancy OlsonAbstract:In 1998, Feeny and Willcocks published a core IS capabilities framework suggesting four tasks and nine capabilities for any future IT function. This paper revisits the framework, examining the challenges and learning points from its implementation in three Organizations from 2000 to 2005. The cases, studied longitudinally, involved a medium-Sized Organization beginning to outsource, and a multinational and a national bank with international interests, both of which were several years into large-scale outsourcing arrangements. Longitudinal research revealed a range of omissions and resulting problems and underlined the importance of: retaining enough architecture planning and technical doing capability; ensuring future, business-oriented leadership tasks are fully resourced together with succession planning for these; ensuring informed buying and other capabilities to manage external supply and leverage business value from supplier performance are built; and ensuring that operational lynch-pin tasks such as relationship building (to business units) and contract facilitation are in place. In comparing findings for a medium-Sized Organization with those from two large-scale outsourcing contracts, the study notes the different challenges arising in Organizations of different size and at different stages in their sourcing strategies.
Ali Sunyaev - One of the best experts on this subject based on the ideXlab platform.
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How do requirements evolve over time? A case study investigating the role of context and experiences in the evolution of enterprise software requirements
Journal of Information Technology, 2018Co-Authors: Stephan Schneider, Jan Wollersheim, Helmut Krcmar, Ali SunyaevAbstract:In recent years, Organizations have increasingly sourced cloud-based enterprise software (ES). Although comprehensively capturing Organizations’ requirements considerably affects the success of an ES sourcing project, little is known about how requirements evolve beyond the implementation. We conduct a longitudinal, exploratory single-case study of the life cycle of cloud-based ES in a medium-Sized Organization. Over 5 years, we trace the evolution of requirements throughout the ES life cycle, beginning with the initial adoption decision and ending with considerations to retire the ES. We develop a process theory that explains how requirements evolve beyond ES implementation and throughout its life cycle. We isolate nine mechanisms that explain how contextual factors and experiences are intertwined and shape the evolution of requirements. We then develop seven propositions that explain how sourcing cloud-based ES alters the mechanisms that shape the evolution of requirements. Our findings emphasize that the evolution of requirements for cloud-based ES follows similar mechanisms to that of the requirements for on-premises ES but changes how particular mechanisms manifest. Sourcing cloud-based ES changes the influence of business divisions in acquisition and configuration activities, the role of upgrade and customization procedures, and the influence of the ES’ ecosystem.
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Erratum to: How do requirements evolve over time? A case study investigating the role of context and experiences in the evolution of enterprise software requirements
Journal of Information Technology, 2016Co-Authors: Stephan Schneider, Jan Wollersheim, Helmut Krcmar, Ali SunyaevAbstract:In recent years, Organizations have increasingly sourced cloud-based enterprise software (ES). Although comprehensively capturing Organizations’ requirements considerably affects the success of an ES sourcing project, little is known about how requirements evolve beyond the implementation. We conduct a longitudinal, exploratory single-case study of the life cycle of cloud-based ES in a medium-Sized Organization. Over 5 years, we trace the evolution of requirements throughout the ES life cycle, beginning with the initial adoption decision and ending with considerations to retire the ES. We develop a process theory that explains how requirements evolve beyond ES implementation and throughout its life cycle. We isolate nine mechanisms that explain how contextual factors and experiences are intertwined and shape the evolution of requirements. We then develop seven propositions that explain how sourcing cloud-based ES alters the mechanisms that shape the evolution of requirements. Our findings emphasize that the evolution of requirements for cloud-based ES follows similar mechanisms to that of the requirements for on-premises ES but changes how particular mechanisms manifest. Sourcing cloud-based ES changes the influence of business divisions in acquisition and configuration activities, the role of upgrade and customization procedures, and the influence of the ES’ ecosystem.
David Feeny - One of the best experts on this subject based on the ideXlab platform.
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implementing core is capabilities feeny willcocks it governance and management framework revisited
European Management Journal, 2006Co-Authors: Leslie P Willcocks, David Feeny, Nancy OlsonAbstract:In 1998, Feeny and Willcocks published a core IS capabilities framework suggesting four tasks and nine capabilities for any future IT function. This paper revisits the framework, examining the challenges and learning points from its implementation in three Organizations from 2000 to 2005. The cases, studied longitudinally, involved a medium-Sized Organization beginning to outsource, and a multinational and a national bank with international interests, both of which were several years into large-scale outsourcing arrangements. Longitudinal research revealed a range of omissions and resulting problems and underlined the importance of: retaining enough architecture planning and technical doing capability; ensuring future, business-oriented leadership tasks are fully resourced together with succession planning for these; ensuring informed buying and other capabilities to manage external supply and leverage business value from supplier performance are built; and ensuring that operational lynch-pin tasks such as relationship building (to business units) and contract facilitation are in place. In comparing findings for a medium-Sized Organization with those from two large-scale outsourcing contracts, the study notes the different challenges arising in Organizations of different size and at different stages in their sourcing strategies.
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Implementing Core IS Capabilities:: Feeny–Willcocks IT Governance and Management Framework Revisited
European Management Journal, 2006Co-Authors: Leslie P Willcocks, David Feeny, Nancy OlsonAbstract:In 1998, Feeny and Willcocks published a core IS capabilities framework suggesting four tasks and nine capabilities for any future IT function. This paper revisits the framework, examining the challenges and learning points from its implementation in three Organizations from 2000 to 2005. The cases, studied longitudinally, involved a medium-Sized Organization beginning to outsource, and a multinational and a national bank with international interests, both of which were several years into large-scale outsourcing arrangements. Longitudinal research revealed a range of omissions and resulting problems and underlined the importance of: retaining enough architecture planning and technical doing capability; ensuring future, business-oriented leadership tasks are fully resourced together with succession planning for these; ensuring informed buying and other capabilities to manage external supply and leverage business value from supplier performance are built; and ensuring that operational lynch-pin tasks such as relationship building (to business units) and contract facilitation are in place. In comparing findings for a medium-Sized Organization with those from two large-scale outsourcing contracts, the study notes the different challenges arising in Organizations of different size and at different stages in their sourcing strategies.
Elvis C. Foster - One of the best experts on this subject based on the ideXlab platform.
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Project Proposal for a Generic Inventory Management System
Software Engineering, 2014Co-Authors: Elvis C. FosterAbstract:This appendix provides excerpts from a sample project proposal (also called initial system requirement) for a generic Inventory Management System that may be suitable for a small or medium Sized Organization.
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Requirements Specification for a Generic Inventory Management System
Software Engineering, 2014Co-Authors: Elvis C. FosterAbstract:This appendix provides excerpts from a sample requirements specification (RS) for a generic Inventory Management System (IMS) that may be suitable for a small or medium Sized Organization. The document is a follow-up to the ISR of appendix 8, and includes the following:
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Design Specification for a Generic Inventory Management System
Software Engineering, 2014Co-Authors: Elvis C. FosterAbstract:This appendix provides excerpts from a sample design specification (DS) for a generic Inventory Management System (IMS) that may be suitable for a small or medium Sized Organization. The document is a follow-up to the RS of appendix 9, and includes the following: