This document is part of an ongoing journey exploring why organizational change leads to success and why not. Key in this journey is the permanent interaction between universities, business schools and private and public companies. Collecting data via questionnaires is accomplished with case studies.
Relational coordination theory makes visible the social processes, the human interactions, that underly the technical process of coordinating complex work. It describes the management of interdependence not only between tasks but also between the people who perform those tasks.
MEASURING TECHNOLOGICAL, ORGANIZATIONAL AND ENVIRONMENTAL FACTORS INFLUENCING...csandit
The main objective of this research is to identify the factors influencing the intentions to adopt
the public computing by the private sector firms. In this research the researcher examined the
ten factors influencing the cloud computing adoption using a proposed integrated model which
incorporates aspects of the Technology, Organization and Environment factors such as
Complexity, Compatibility, Security Concerns, Trialability, Cost Saving, Top Management
Support, Prior IT Experience, Organizational Readiness, Competitive Pressure and External
Support. In order to test influencing factors a survey was conducted and one hundred and
twenty two valid responses were received from IT decision makers from forty firms in different
industries. The results revealed that the Compatibility, Cost Saving, Trialability and External
Support are the main influential factors in the adoption intentions of public cloud computing.
Future research could be built on this study by developing different model for each industry
because each industry has unique characteristics that can influence the adoption of the
technological innovations.
The third way running effective projectsRune Aresvik
An article outlining how "anyone" can manage complex projects successfully by using the tools and methodologies developed by leading management consultants
EMPLOYEES CHARACTERISTICS IN KNOWLEDGE TRANSFER AND PERFORMANCEcsandit
While most studies are concerned with the industry, but for non-profit organizations has not
received much attention. Various have highlighted knowledge transfer (KT) for creates value,
however an obstacle from the perspective among employees still exists. The main problem is
still difficult because employees will not share their knowledge. This study investigated factors
and develop that influence KT among employees of non-profit organizations in Indonesia. The
survey 364 respondents were used, 325 were returned, and 39 were not returned. Likert and
smart PLS to confirm construct. This paper conclude factors that helping others, trust, soft
reward, and personality of employees motivation are factors which influencing the KT
behaviour. Finally, the findings were discussed.
CRESUS: A TOOL TO SUPPORT COLLABORATIVE REQUIREMENTS ELICITATION THROUGH ENHA...cscpconf
Communicating an organisation's requirements in a semantically consistent and understandable manner and then reflecting the potential impact of those requirements on the IT infrastructure presents a major challenge among stakeholders. Initial research findings indicate a desire among business executives for a tool that allows them to communicate organisational changes using natural language and a simulation of the IT infrastructure that supports those changes. Building on a detailed analysis and evaluation of these findings, the innovative CRESUS tool was designed and implemented. The purpose of this research was to investigate to what extent CRESUS both aids communication in the development of a shared understanding and supports collaborative requirements elicitation to bring about organisational, and associated IT infrastructural, change. This paper presents promising results that show how such a tool can facilitate collaborative requirements elicitation through increased communication around organisational change and the IT infrastructure.
Relational coordination theory makes visible the social processes, the human interactions, that underly the technical process of coordinating complex work. It describes the management of interdependence not only between tasks but also between the people who perform those tasks.
MEASURING TECHNOLOGICAL, ORGANIZATIONAL AND ENVIRONMENTAL FACTORS INFLUENCING...csandit
The main objective of this research is to identify the factors influencing the intentions to adopt
the public computing by the private sector firms. In this research the researcher examined the
ten factors influencing the cloud computing adoption using a proposed integrated model which
incorporates aspects of the Technology, Organization and Environment factors such as
Complexity, Compatibility, Security Concerns, Trialability, Cost Saving, Top Management
Support, Prior IT Experience, Organizational Readiness, Competitive Pressure and External
Support. In order to test influencing factors a survey was conducted and one hundred and
twenty two valid responses were received from IT decision makers from forty firms in different
industries. The results revealed that the Compatibility, Cost Saving, Trialability and External
Support are the main influential factors in the adoption intentions of public cloud computing.
Future research could be built on this study by developing different model for each industry
because each industry has unique characteristics that can influence the adoption of the
technological innovations.
The third way running effective projectsRune Aresvik
An article outlining how "anyone" can manage complex projects successfully by using the tools and methodologies developed by leading management consultants
EMPLOYEES CHARACTERISTICS IN KNOWLEDGE TRANSFER AND PERFORMANCEcsandit
While most studies are concerned with the industry, but for non-profit organizations has not
received much attention. Various have highlighted knowledge transfer (KT) for creates value,
however an obstacle from the perspective among employees still exists. The main problem is
still difficult because employees will not share their knowledge. This study investigated factors
and develop that influence KT among employees of non-profit organizations in Indonesia. The
survey 364 respondents were used, 325 were returned, and 39 were not returned. Likert and
smart PLS to confirm construct. This paper conclude factors that helping others, trust, soft
reward, and personality of employees motivation are factors which influencing the KT
behaviour. Finally, the findings were discussed.
CRESUS: A TOOL TO SUPPORT COLLABORATIVE REQUIREMENTS ELICITATION THROUGH ENHA...cscpconf
Communicating an organisation's requirements in a semantically consistent and understandable manner and then reflecting the potential impact of those requirements on the IT infrastructure presents a major challenge among stakeholders. Initial research findings indicate a desire among business executives for a tool that allows them to communicate organisational changes using natural language and a simulation of the IT infrastructure that supports those changes. Building on a detailed analysis and evaluation of these findings, the innovative CRESUS tool was designed and implemented. The purpose of this research was to investigate to what extent CRESUS both aids communication in the development of a shared understanding and supports collaborative requirements elicitation to bring about organisational, and associated IT infrastructural, change. This paper presents promising results that show how such a tool can facilitate collaborative requirements elicitation through increased communication around organisational change and the IT infrastructure.
HOW (UN)HAPPINESS IMPACTS ON SOFTWARE ENGINEERS IN AGILE TEAMS?ijseajournal
Information technology (IT) organizations are increasing the use of agile practices, which are based on a people-centred culture alongside the software development process. Thus, it is vital to understand the social and human factors of the individuals working in agile environments, such as happiness and unhappiness and how these factors impact this kind of environment. Therefore, five case-studies were developed inside agile projects, in a company that values innovation, aiming to identify how (un)happiness impacts software engineers in agile environments. According to the answers gathered from 67 participants through a survey, interviews and using a cross-analysis, happiness factors identified by agile teams were effective communication, motivated members, collaboration among members, proactive members, and present leaders.
three phase of change,management of complex change,organizational change, Kotter eight steps, Bullock and batten, planned change,machine political organism, beckhar and harris change formula organism, kotter eight step with example
Organisations often use enterprise architecture (EA) as a bridging method to align their business and Information Technology (IT) strategies. As a result, different available industrial enterprise architecture frameworks are adopted and used by these organisations to facilitate the EA implementation process. However, EA effort is presumed to be very costly and often takes a long time to implement before one can realize its benefits. It is also imperative to indicate that if the deployment of these EA frameworks is not well interpreted, challenges that can lead to the whole architecture implementation process being fruitless can be encountered. This study was conducted with the primary aim to understand the effects of government wide enterprise architecture framework (GWEA) implementation in the South African government departments through the use of diffusion of innovation (DOI) theory.
Enterprise Architecture (EA) has many definitions, school of thoughts and perspectives. According
to Buchanan (2010) EA is a strategic planning process that translates the business vision of an
enterprise and its strategy into enterprise change.
http://assignmentstudio.net
Using Machine Learning embedded in Organizational Responsibility Model, added to the ten characteristics of the CIO Master and the twelve competencies of the workforce can help lead the Digital Transformation of the traditional public organizations to the Exponential.
Changeability has a direct relation to software maintainability and has a major role in providing high quality maintainable and trustworthy software. The concept of Changeability is a major factor when we design and develop software and its constituents. Developing programs and its constituent components with good changeability continually improves and simplifies test operations and maintenance during and after implementation. It encourages and supports improvement in software quality at design stage in the development of software. The research here highlights the importance of changeability broadly and also as an important aspect of software quality.
‘Delivering Programmes of work in a Collaborative Environment’
In December 2013 I delivered a presentation on the above subject as a guest speaker at the 3rd Advanced Project Management International Conference in Berlin.
If you have any questions please email me on: danton@danton-progm.co.uk
Individual based work structure could no longer meet the demands for smarter, faster and innovative solutions; organizations have adopted Distributed Teams
HOW (UN)HAPPINESS IMPACTS ON SOFTWARE ENGINEERS IN AGILE TEAMS?ijseajournal
Information technology (IT) organizations are increasing the use of agile practices, which are based on a people-centred culture alongside the software development process. Thus, it is vital to understand the social and human factors of the individuals working in agile environments, such as happiness and unhappiness and how these factors impact this kind of environment. Therefore, five case-studies were developed inside agile projects, in a company that values innovation, aiming to identify how (un)happiness impacts software engineers in agile environments. According to the answers gathered from 67 participants through a survey, interviews and using a cross-analysis, happiness factors identified by agile teams were effective communication, motivated members, collaboration among members, proactive members, and present leaders.
three phase of change,management of complex change,organizational change, Kotter eight steps, Bullock and batten, planned change,machine political organism, beckhar and harris change formula organism, kotter eight step with example
Organisations often use enterprise architecture (EA) as a bridging method to align their business and Information Technology (IT) strategies. As a result, different available industrial enterprise architecture frameworks are adopted and used by these organisations to facilitate the EA implementation process. However, EA effort is presumed to be very costly and often takes a long time to implement before one can realize its benefits. It is also imperative to indicate that if the deployment of these EA frameworks is not well interpreted, challenges that can lead to the whole architecture implementation process being fruitless can be encountered. This study was conducted with the primary aim to understand the effects of government wide enterprise architecture framework (GWEA) implementation in the South African government departments through the use of diffusion of innovation (DOI) theory.
Enterprise Architecture (EA) has many definitions, school of thoughts and perspectives. According
to Buchanan (2010) EA is a strategic planning process that translates the business vision of an
enterprise and its strategy into enterprise change.
http://assignmentstudio.net
Using Machine Learning embedded in Organizational Responsibility Model, added to the ten characteristics of the CIO Master and the twelve competencies of the workforce can help lead the Digital Transformation of the traditional public organizations to the Exponential.
Changeability has a direct relation to software maintainability and has a major role in providing high quality maintainable and trustworthy software. The concept of Changeability is a major factor when we design and develop software and its constituents. Developing programs and its constituent components with good changeability continually improves and simplifies test operations and maintenance during and after implementation. It encourages and supports improvement in software quality at design stage in the development of software. The research here highlights the importance of changeability broadly and also as an important aspect of software quality.
‘Delivering Programmes of work in a Collaborative Environment’
In December 2013 I delivered a presentation on the above subject as a guest speaker at the 3rd Advanced Project Management International Conference in Berlin.
If you have any questions please email me on: danton@danton-progm.co.uk
Individual based work structure could no longer meet the demands for smarter, faster and innovative solutions; organizations have adopted Distributed Teams
Research articleFactors affecting the successful realisati.docxrgladys1
Research article
Factors affecting the successful realisation
of benefits from systems development
projects: findings from three case studies
Neil F Doherty1, Colin Ashurst2, Joe Peppard3
1The Business School, Loughborough University, Loughborough, UK;
2The Business School, Durham University, Durham, UK;
3Cranfield School of Management, Cranfield, Bedfordshire, UK
Correspondence:
NF Doherty, The Business School, Loughborough University, Loughborough, LE11 3TU, UK.
Tel: þ 44 01509 223328;
Fax: þ 44 01509 223960;
E-mail: [email protected]
Abstract
The return that organisations derive from investments in information systems and
technology continues to disappoint. While there is a very significant body of literature on
the factors that should facilitate a successful outcome from systems development, there is
growing concern that these prescriptions are not having their desired effect. In this paper,
we argue that the success of a systems development project should be measured in terms
of its ability to deliver meaningful benefits, rather than the timely delivery of a technical
artefact, and therefore organisations should adopt an explicit and proactive benefits
realisation approach when investing in IT. Consequently, we sought to explore those
actionable factors that might facilitate the effective realisation of benefits from systems
development initiatives. Three organisations were identified that claimed to adopt a
proactive approach to benefits realisation, and detailed studies of their systems
development practices were conducted. Our analysis found that whilst one organisation
had been successful in its adoption of a benefits realisation perspective, the other two had
not, and this allowed us to identify those factors that helped to explain this difference in
outcomes. In short, this paper makes an important contribution by identifying how a sub-
set of traditional systems success factors might be enhanced, to give them a more explicit
benefits realisation orientation. Moreover, it presents a coherent set of principles that can
be used for deriving other factors and practices.
Journal of Information Technology (2012) 27, 1–16. doi:10.1057/jit.2011.8
Published online 9 August 2011
Keywords: IT development projects; benefits realisation; organisational change; ISD success factors;
value
Introduction
T
he context for the research reported in this paper is the
continued high failure rate of investments in information
systems/information technology (IS/IT): a considerable
amount of time, money, effort and opportunity can be wasted
upon IT investments that ultimately fail to deliver benefits
(Fortune and Peters, 2005; Peppard and Ward, 2005).
Estimates of the level of failure may vary, but over the past
30 years they have tended to stay uncomfortably high. More
specifically, it has been suggested that in the late 1970s only
20% of the projects ‘achieved something like their intended
benefits’ (Eason, 1988), and that by the late 1980s, it .
There is a necessity of formal risk management. A formal risk management procedure gives numerous
profits to both the project group and the improvement association in general. Initially, it provides for them
an organized component to give conceivability into dangers to project triumph. By acknowledging the
potential effect of each one risk thing, we can concentrate on regulating the most intense risks first. We can
convey risk evaluation with project estimation to quantify a conceivable schedule slippage if certain risks
emerge into issues. Knowledge Management currently gets more considerations because of its assurance
that learning from the past will generally assist software engineers make good decisions in uncertainty.
This methodology helps the project supervisor creates sensible possibility supports. The point when data
requirements are different than actual requirements, either as a result of wrong SRS understandings or
mid-requirement changes to SRS as part of the requirement updating are occupied, excessively
troublesome to use, excessively challenging to decipher, or they essentially do not introduce of service or
significant data, chiefs should principally depend on experience and instinct for discriminating choice
making.
132020 Paper (1).docx - Turnitinhttpsamerican-interco.docxdrennanmicah
1/3/2020 Paper (1).docx - Turnitin
https://american-intercontinental-university.turnitin.com/viewer/submissions/oid:6373:20566174/print?locale=en 1/8
Paper+(1).docx
Jan 2, 2020
1183 words / 6656 characters
P a p e r ( 1 ) .d o c x
Sources Overview
1 0 0 % O v e r a l l S i m i l a r i t y
American Intercontinental University Online on 2019-06-06
SUBMITTED WORKS 1 0 0 %
Excluded search repositories:
None
Excluded from Similarity Report:
Small Matches (less than 8 words).
Excluded sources:
None
1
1/3/2020 Paper (1).docx - Turnitin
https://american-intercontinental-university.turnitin.com/viewer/submissions/oid:6373:20566174/print?locale=en 2/8
Running Head: IP UNIT 5
Individual Project Unit 5
Name
Date of Submission
1
1/3/2020 Paper (1).docx - Turnitin
https://american-intercontinental-university.turnitin.com/viewer/submissions/oid:6373:20566174/print?locale=en 3/8
IP UNIT 5
Abstract
Changes in the organizations in the current competitive world today are considered as necessary.
Change agents play critical roles in the organizations and they are responsible for the effective
change in the companies. The Lewin’s Change Management Model and Kotter’s Eight-Step
Model for Leading Change are both effective and useful models of change. These could be
implemented for the successful change procedures in the organizations.
1
1/3/2020 Paper (1).docx - Turnitin
https://american-intercontinental-university.turnitin.com/viewer/submissions/oid:6373:20566174/print?locale=en 4/8
IP UNIT 5
Introduction
In the modern and global world today, business organizations are adopting the
developing trends of national and international markets in order to remain competitive. Change
agents within the organizations are the ones who focus on organizational transformation. Change
agents adopt several measures for the betterment of the organization and work for its
effectiveness, development, and growth ("Change Agent Definition | Human Resources (HR)
Dictionary", 2019). Similar to change agents change models are adopted in the organizations but
the most useful ones include Lewin’s Change Management Model and Kotter’s Eight-Step
Model for Leading Change. In this paper, both change models will be discussed in detail with
their advantages and disadvantages.
John Kotter’s Eight-Step Model for Leading Change
While researching for change, John Kotter explains that change agents have certain
qualities and attributes. It includes management and leadership qualities. Management is
necessary when it comes to organizational operations that should be run smoothly. But
leadership is a process that provides success to the organizations when the leaders are able to
motivate employees, increase their productivity, and direct the organizations in the best ways.
Kotter explains that leadership is a more important component as compare to the management
when it involves the change process.
Kotter’s model is based o.
Innovation is no longer a process that is realized by one organization. Innovation is a process in which several parties jointly come to new developments. This means something: How can you be successful if you work together from organizations with different backgrounds and cultures? So what do you do as a supplier, contract manager or project manager, for example? How do you work together if speed is desired? How can you gain trust in each other and what is the effect of trust? And when do you hold your 'cards to your chest' or are you fully transparent if speed is desired in innovation?
In this lecture, we show with many example cases what works and does not work when fast(er) innovation is desired with the help of outsourcing. We show what role technical and social aspects play in faster innovation. Last but not least, we also take a look behind the scenes at fast-growing organizations in the Netherlands. Speed and innovation are a permanent occupation for them. Here too, we provide insight into the role that external parties play within these fast-growing organizations.
81119, 10(43 AMOriginality ReportPage 1 of 7httpsucum.docxblondellchancy
8/11/19, 10(43 AMOriginality Report
Page 1 of 7https://ucumberlands.blackboard.com/webapps/mdb-sa-BB5a31b16bb2c…-324db2390398&course_id=_109727_1&includeDeleted=true&print=true
%%97
%%1
SafeAssign Originality Report
Summer 2019 - InfoTech in a Global Economy (ITS-… • Week 14 - Written Assignment
%%98To t a l S c o r eTo t a l S c o r e:: High risk
Sunil Kumar Reddy Donuru
Submission UUID: ea534ac2-fa80-4378-4f9a-810b5a16c7a4
To t a l N u m b e r o f R eTo t a l N u m b e r o f R e……
1
H i g h e s t M a t c hH i g h e s t M a t c h
98 %
sdonuru_Assignment.docx
A v e r a g e M a t c hA v e r a g e M a t c h
98 %
S u b m i t t e d o nS u b m i t t e d o n
08/11/19
10:29 AM EDT
A v e r a g e W o r d C o u n tA v e r a g e W o r d C o u n t
944
Highest: sdonuru_Assign…
%%98Attachment 1
I n s t i t u t i o n a l d a t a b a s eI n s t i t u t i o n a l d a t a b a s e ( (33))
M y p a p e rM y p a p e r S t u d e n t p a p e rS t u d e n t p a p e r S t u d e n t p a p e rS t u d e n t p a p e r
G l o b a l d a t a b a s eG l o b a l d a t a b a s e ( (11))
S t u d e n t p a p e rS t u d e n t p a p e r
To p s o u r c e sTo p s o u r c e s ( (33))
E x c l u d e d s o u r c e sE x c l u d e d s o u r c e s ( (00))
View Originality Report - Old Design
Word Count: 944
sdonuru_Assignment.docx
11 44 33
22
11 M y p a p e rM y p a p e r 44 S t u d e n t p a p e rS t u d e n t p a p e r 22 S t u d e n t p a p e rS t u d e n t p a p e r
University of the Cumberlands
Sunil Reddy Donuru
Prof: Dr Jess Schwartz
The main purpose of this article is to show how the IT strategic emphases and IT investments can affect a firm’s profitability level and market
value. To further show the clear effect, the author used empirical tests founded from the documented information collected from over 300
firms in U.S. on this clear picture, the author concludes that organizations with a dual emphasis in their IT system have a higher Tobin's Q
than firms with an income or a cost emphasis at its mean estimation ventures. The author suggests that firms may decide on using IT strategic
emphasis for one reason alone and that is to moderate the strong correlation between IT investments and firm performance. The major
discovery of the research was that firms that have adopted dual-emphasis on IT strategies have a stronger IT–profitability relationship than sin-
gle-emphasis firms, these firms also have a stronger IT–Tobin’s Q relationship than firms that have adopted the revenue-emphasis strategy.
The conclusions from this research has been used all over the world by managers and business owners to help them in making informed deci-
sions on how to allocate assets for IT strategies that can efficiently support the overall goal of an organization. For average levels of IT ex-
penditure, a dual emphasis in IT strategy satisfies as long as a higher firm valuation, and a larger amount of IT speculations are made with d ...
Module 4 SLP, we return our focus from the specifics of informat.docxhelzerpatrina
Module 4 SLP, we return our focus from the specifics of information technologies and the formulation of ideal strategies to the wider world of real corporate behavior. Our emphasis now shifts to the actual implementation of information technologies and the sociotechnical dynamics that implementation not infrequently founders upon. No technical solution—however brilliantly designed or competently backstopped or elegantly integrated with other corporate plans—is any better than its implementation at the lowest levels of the system to which it is addressed. All too frequently, plans and solutions are developed in a vacuum apart from the context within which they are to be deployed and used. It is hard to overestimate the quantity of corporate resources that have been squandered on poor IT implementations over the years—to say that it would exceed the GNP of many third world countries would probably not be an exaggeration. Implementation is by no means an all-or-nothing proposition; even though the full measure of system changes may not be as successful as desired, there can often be positive local results, particularly if the implementation process is oriented toward learning as well as doing, or even more so, doing unto others. The one sure way to implementation failure is to assume that all knowledge resides in IT management—or even in management generally. Success is inevitably based on user involvement in varying degrees, generally more rather than less.
All modules in the course draw on everything that you have learned in the program; however, this module most specifically draws on your courses in computer-human interaction, systems development, and project management as well as on your general introductory courses. Implementation is a drawn-out process requiring effective collaboration among many different kinds of specialists and generalists, extended over time and across space, and requiring explicit attention to both the social and technical systems of the organizational units affected. Above all, implementation must be sensitive to feedback, resilient enough to deal with changing circumstances, personnel, and goals, and focused much more on the users than on the technologists. Effective implementation always embraces the fundamental sociotechnical criterion of "incompletion"—that is, the idea that no change process is ever "finished" as such, but that change is an ever-flowing river in which one set of adjustments is merely the prelude to another set. Sociotechnical life in organizations is a soap opera, not a novel. There is never a "happily ever after," just an ever-evolving and constantly reconfiguring cast of players and problems. Sometimes things get better; sometimes they get worse—but they will always be different.
Videos of Interest… Something to Think About…
Andrew McAfee discusses an array of revolutionary technologies that are replacing routine jobs with machines that can speak, understand, translate, and hear. McAfee bel.
Success Factors for Enterprise Systems in the Higher Education Sector: A Case...inventionjournals
Many large organisations have moved to Enterprise System solutions in recent years, including the higher education sector (HES). Whilst the benefits of Enterprise systems are well known, the sector has a social mission and characteristics that do not necessarily map to a commercially-focused corporate conceptualization, and assessing the suitability of any particular enterprise solution requires a qualified set of criteria to be applied. This paper looks at an “essential set” of critical success factors (CSFs) relevant to enterprise systems in the HES and applies them in a case study of a large Australian University. The CSFs found to be most relevant to successful ES deployment show differences from CSFs reported in other studies, mainly those in commercial sectors, suggesting a sector based approach be taken to evaluating ES success. We generalise our practical findings to theory, and propose further theory development and validation through confirmatory case studies and specific hypothesis testing.
And then there were ... Large Language ModelsLeon Dohmen
It is not often even in the ICT world that one witnesses a revolution. The rise of the Personal Computer, the rise of mobile telephony and, of course, the rise of the Internet are some of those revolutions. So what is ChatGPT really? Is ChatGPT also such a revolution? And like any revolution, does ChatGPT have its winners and losers? And who are they? How do we ensure that ChatGPT contributes to a positive impulse for "Smart Humanity?".
During a key note om April 3 and 13 2023 Piek Vossen explained the impact of Large Language Models like ChatGPT.
Prof. PhD. Piek Th.J.M. Vossen, is Full professor of Computational Lexicology at the Faculty of Humanities, Department of Language, Literature and Communication (LCC) at VU Amsterdam:
What is ChatGPT? What technology and thought processes underlie it? What are its consequences? What choices are being made? In the presentation, Piek will elaborate on the basic principles behind Large Language Models and how they are used as a basis for Deep Learning in which they are fine-tuned for specific tasks. He will also discuss a specific variant GPT that underlies ChatGPT. It covers what ChatGPT can and cannot do, what it is good for and what the risks are.
Solidariteit betekent simpel gezegd dat we voor elkaar zorgen. Solidariteit gaat over ‘wij’ en ‘ons’, niet over ‘ik’. Het solidariteitsbeginsel is een van de fundamenten van de Nederlandse samenleving. Je betaalt ook mee aan voorzieningen waar jezelf geen gebruik van maakt. De zorgpremie is daarvan een goed voorbeeld, net zoals belastingen voor bedrijven en burgers, die als het goed is zo zijn ingericht dat wie veel heeft meer moet bijdragen dan de mensen die minder geluk hebben in het leven
The impact of poorly accessible websites and apps is great. Hundreds of thousands of people
in the Netherlands with severe or mild disabilities are excluded or inconvenienced. Citizens
and consumers with other disabilities, such as low literacy, also have problems with digital
accessibility. So, there is "work to be done" for web and app builders.
Digitale grondrechten in het ontwikkelprocesLeon Dohmen
Digitale grondrechten in het ontwerpproces
Bram de Rijk (DIO) en Leon Dohmen (KNVI) gingen tijdens hun interactieve sessie in gesprek met deelnemers over zorgen over grondrechten en hoe de aandacht in de (ICT-) praktijk daarvoor te organiseren.
This article is chapter 13 from the book 'Multidiciplinary aspects of Artificial Intelligence': https://itprofessionalism.org/app/uploads/2021/06/VANDUUREN_DEPOUS_MULTIDISCIPLINARY_ASPECTS_OF_ARTIFICIAL_INTELLIGENCE_2020.pdf
The question is not whether we want our society to be digitalised, but how to do it decently. AI Governance can play an important role in this, but this means for structure and integrity is still largely unknown territory. There is not even a broadly supported unequivocal definition or standards framework. Nor does the term currently appear in the online encyclopaedia
Wikipedia, or in the Gartner IT Glossary. Particularly striking in relation to the topic of artificial intelligence are the concerns about abuse and the infringement of human rights, for instance, about abuse of power, privacy violations, loss of employment and injustice. These concerns indicate without a doubt that attention to and further development of AI Governance is necessary.
Lessen voor het opzetten van een Shared Service CenterLeon Dohmen
De voordelen van een Shared Service Center voor it-servicemanagement lijken evident. Eén loket voor de klant,
gestandaardiseerde processen en één it-servicemanagement-tool. De auteurs laten zien hoe naast kwaliteitsverbeteringen ook kostenvoordelen worden bereikt.
Humanity by design - Leidraad voor digitalisering die de mens centraal steltLeon Dohmen
Bij het bouwen van een digitale voorziening ondersteunen algemene en breed gedragen
veiligheidsstandaarden, zoals de ISO27001, het principe secure-by-design. Dat geldt ook bij het ontwerp
van een coronavirus contact tracing app (“COVID-19 app”). Voor het bouwen van menswaardige apps is
echter meer nodig dan secure-by-design. Wij stellen de ont-werpbenadering humanity-by-design voor.
Humanity-by-design betekent dat professionals en organisaties apps bouwen ‘zoals de waardigheid van de
mens verlangt’. Naast het respecteren en beschermen van grondrechten, zoals onze privacy, en het naleven
van wettelijke beveiligingsnormen gaat het bij humanity-by-design ook om thema’s zoals autonomie,
controle over technologie, menselijke waardigheid, rechtvaardigheid en machtsverhoudingen. Europese
digitale vaardigheden- en professionalismenorm en bijvoorbeeld de Ethische gedragscode van IFIP spelen
bij de borging van menswaardigheid een belangrijke rol.
Heather Höpfl rejects the "masculine" dominant organisational culture where vision and strategy of organisations are a kind of supernatural description far removed from the "bodies who work in and for them.” Anyone who dares to question the vision and strategy is seen as disruptive. Emotions of people and the need for care in organisations are stripped down and limited to simple management issues and rules. Höpfl calls this "the dehumanisation of organisations"
Wat is de beste veranderaanpak voor een ITIL implementatie?Leon Dohmen
Een ITIL implementatie is een verandering die vooral processen en cultuur raakt. Geslaagde ITIL implementaties hebben kenmerken die het meest overeenkomen met een zogenaamde 'Tell & Sell' en 'Developing' veranderaanpak.
Speed of change is important because the average lifespan of an organization is getting shorter: from 60 years around 1950 to 18 years around 2010. The challenges for companies differ per stage of life.
Er worden steeds sneller nieuwe producten en diensten ontwikkeld. Een verkennend onderzoek en een casus laten zien welke factoren snelheid kunnen bevorderen en welke bijwerkingen snelheid kan hebben. Een verhaal over de geboorte van een nieuw soort projecten.
Multimodal IT and Orchestration for Digital TransformationLeon Dohmen
Digital transformation implies changing business models. To be able to adapt organizations are using IT operating models and working methods that work at different speeds causing alignment issues between models and working methods. Consequences are (too) high support and maintenance cost, slow innovation, and inconsistent customer experience. The use of archetypes for IT operating models provides a handle to arrange adequate orchestration between operating models and working methods.
As far as the Netherlands (and Belgium) is concerned, the figures from the business practice differ from the statement of Ricardo Semler that large companies will die. Anno 2016 and 2017, large companies are more adaptable than smaller companies.
Projectportfoliomanagement in de virtuele wereldLeon Dohmen
Portfoliobeheer is een belangrijke kerntaak van projectportfoliomanagement. Portfoliobeheer is de schakel tussen het bepalen van het strategisch organisatiedoel en de samenstelling van de portfolio van projecten, die dit doel moet realiseren. Portfoliobeheer is te vertalen naar een rationeel (proces)model met bijbehorende instrumenten, maar ook psychologie en competenties spelen een niet te onderschatten rol bij de weging en waardering van de projecten van het portfolio.
Dynamic IT Values and Relationships: A Sociomaterial PerspectiveLeon Dohmen
Management scholars are criticized for ignorance and the wrong approach when studying the impact of technology in organizational life. Impact of technology in this paper is interpreted as IT values created or achieved from equivalent and contingent interaction between human (people) and non-human agents (technology, organization). Researchers and theorists propose to include a sociomaterial perspective and to develop general and broader, empirical based patterns across different contexts. Based on a literature review containing publications of theoretical considerations and empirical research this paper introduces a first general and sociomaterial based overview and taxonomy of IT values and their relations. IT values have a techno-economic or socio-techno orientation, are dynamically entangled and competitive, and complementary or overlapping. IT values are related to time, sponsor and, hierarchy. The identified IT values are ordered into a framework which has to be treated as a starting point to discuss further the definition, dynamics and relations of IT values from a sociomaterial perspective.
Realisme en bureaucratisering in IT-outsourcingLeon Dohmen
Het dominante en spraakmakende innovatiethema in de IT-sourcingindustrie op dit moment is governance. Er lijkt sprake van nieuw realisme waarbij bestaande vormen van regie een herwaardering ondergaan. De twee dominantie trends zijn bureacratisering en agile. Geisoleerd bieden deze trends geen soelaas voor adequate regievoering. Integratie is nodig om bestaande vraagstukken van regievoering het hoofd te kunnen bieden.
New Governance and the Secret of Speed Leon Dohmen
Caused by the increasing speed and number of technology innovations, today, many organizations are battling with the exploration / exploitation dilemma which leads to business issues and conflicts concerning fitting IT development and delivery models.
New Governance is a guiding principle to restore the balance between exploration and exploitation development and delivery concepts.
Als gevolg van relationele dynamiek is er in IT-projecten sprake van een fase-afhankelijke mix van formele en informele stuurmechanismen. Het concept van New Governance toont aan dat de informele relationele dynamiek bepalend is voor de effectiviteit van de formele stuurmechanismen zoals een hiërarchie en contract, en daarmee dus ook voor het succes of falen van IT-projecten. Binnen dit concept speelt de netwerkarchitect een belangrijke complementaire rol.
Prestaties verbeteren met New GovernanceLeon Dohmen
Voor een goede performance van de regieorganisatie dient voortdurend aandacht te worden besteed aan de afstemming tussen enerzijds de formele en anderzijds de informele organisatie.Een relationeel perspectief (netwerkperspectief) is daarbij nodig om ervoor te zorgen dat specifieke projectomstandigheden goed worden geadresseerd. Op basis van een gemeten fit tussen besturing en omstandigheden kunnen probleemprojecten
worden voorspeld en voorkomen.
Informatie technologie vernieuwen of moderniseren is niet los te zien van bestuurlijke vernieuwing van IT-dienstverlening.Welke eisen stelt nieuwe IT aan uw organisatie en individuen? Bestaande stuur- en inrichtingsconcepten zijn vaak topdown en proces georiënteerd. Dit is duur, te langzaam en biedt te weinig kwaliteit. CGI introduceert u in het werkterrein van IT-modernisering met New Governance.
Deze presentatie is gegeven op het CGI-seminar Inspire IT van 23 september 2014
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
1. This document contains findings of research related to organizational change. The
findings in this document are a follow-up of the previous research “Leading
principles for IT related organizational change”
http://www.slideshare.net/ldohmen/iba-frame-study-results-20100416
1
4. This document is part of an ongoing journey exploring why organizational change
leads to success and why not. Key in this journey is the permanent interaction
between universities, business schools and private and public companies.
Collecting data via questionnaires is accomplished with case studies.
4
7. Shared objective should create the proper conditions for preparation and
implementation. This document express shared objective as a factor (or
construct) of control for organizational change whereas the questions above are
representing the elements (or variables) used to define the factor control.
7
8. Realism and collaboration on team or department level should lead to support
developing, building and implementing the result visualized with the construct
shared objective. This document express collaboration as a factor (or construct)
of contributing to organizational change whereas the questions above are
representing the elements (or variables) used to define the factor collaboration.
8
9. To acquire a strategic result like improving strength and position of the
organization, the change result should be absorbed by individual employees and
lead to improvement within departments or teams. Value perceptions as a result
of IT usage are not absolute and differ depending on the technology applied, user
skills and (organizational) context. Result in this document is expressed in a
number of elements (see above). The average result referred to in this document
is the average of the used elements.
9
10. IBAFrame contains six leading principles for steering organizational change where
IT plays an important role:
1. Shared objective and common view: determining the corporate objective
leads to a common view for the destination. The complexity and impact are
assessed and known.
2. A fitting approach: the pace for implementation should fit the complexity and
circumstances. This supports the learning process and people are able to
contribute.
3. Commitment and collaboration: the corporate objective is translated to
detailed objectives on group level. Objectives and timelines on this level are
realistic. Steering on this level is focused on collaboration and involvement
inside and outside groups. Steering is focused on alignment and connection
between project, users of IT-solutions and IT-support.
4. Stimulation of the learning process: there is sufficient room and time to learn
and share insights. This forms the fundament for a proper adoption of (new)
IT-solutions.
5. Attitude: an attitude of open-mindedness supports collaboration and
involvement.
6. Competences: (basic) knowledge about technology, organization and people
and their interaction is important besides knowledge and experience with
coordination of IT related organizational change.
10
11. Key findings of the study. The study results are quantified and expressed on a
scale from 1 (very poor) to 10 (excellent). The next slides refer to a score
expressed as good, sufficient or positive when a score is greater than or equal to
5.5. Result perceptions lower than 5.5 are referred to as insufficient, low or
negative.
11
12. Comparatively many small changes (number of people involved <100) are
included in this category. In (only) 6 situations / projects out of 22 (this is 27%),
the result is perceived as being insufficient. It is noteworthy that for 5 cases of
these 6 exceptions examined the question “Complexity has been assessed well
enough?” scores insufficient.
12
13. Cooperation experienced as insufficiently when control (= shared
objective) is perceived as good is apparently a rarity (2 cases of
70). A (large) outsourcing issue is an example where this is found.
Time and objective realism scored low in this case.
13
14. Analysis of a case outside this sample of 70 for which control (=
shared objective) was rated as negative and the (local) cooperation
is experienced as being sufficiently, but people qualified the result
anyway as insufficient, occurs in an ERP implementation
commissioned by the parent company where a local (regional) office
lost autonomy. Key employees of the local office was asked for their
perception.
14
15. A positive result for this category is reached (only) for 8 out of 27
cases (this is 30%). Without these 8 positive exceptions the average
valuation of the result is 3.8. Compared to the situation where
control (= shared objective) AND collaboration are perceived as
good, the lowest result measured is 4.0 while a 1.0 score is reached
in the opposite category (control AND collaboration are not
sufficient). Apparently there is minimum lower limit for result (=4.0)
when control AND collaboration are perceived as good.
15
16. The 70 examined cases are visualized in the picture above, sorted on (achieved)
result. The relation between result and shared objective is stronger (correlation
coefficient = 0.64) compared to the relation between collaboration and result
(correlation coefficient = 0.49) which can interpreted as shared objective has a
greater influence on the result than collaboration. Also it shows that 30 from 70
cases (this is 43%) lead to a positive result (greater than or equal to 5.5).
16
17. Zooming in to the concepts of complexity and impact.
17
18. In the fifth technology revolution (Carlota Perez, 2010), technology, organization and
people are the most important domains which are involved in changes. Understanding
complexity is understanding the interplay between technology, organization and people
and its impact when one or more parts in the interplay change.
Technology
This is the supply of available technology and the possibilities, limitations and the
impossibilities that this technology has. Where IT is concerned, the available technology is
limited to the IT domain. Even with this limitation, the supply of available technology is
enormous. Characteristically, the life cycle of new technology is (still) becoming shorter.
Organization
Here it concerns processes and structure (including location) of the organization.
Organizations commit IT for the realisation of their organizational goals. The application of
technology is tuned on this. In some branches, the application of new technology has an
enormous influence on the existing processes, structures and relationships. Internet
technology has made it possible to create a virtual world (V-world) next to a physical world
in which the meaning of the terms place, time and presence has drastically changed.
People
A new IT solution often means new work content and changing cooperation with colleagues
or people outside its own organization. Often, because of this, interests of people change.
The main question is: How fast are people able to make new IT solutions their own and
apply them within their work situation? Other behaviour, new knowledge and skills must be
developed. This will be nearly always coupled with a learning process. However, this
learning process can be different for each person. It is popular to distinguish between
people who have grown up with IT (digital natives) and the elderly (digital immigrants).
Besides this, people have different learning styles which also affect the learning process.
18
19. Projects that run in the wrong direction will end up in chaos. Companies should
prevent to enter this zone.* When complexity is sufficiently assessed complexity
can be „reduced‟ by growing insights and a better understanding of the issue.
Evaluation in the beginning of a merger confirms this by a statement made
shortly after a workshop set up to explore the status and objectives of the
merger: “… now the situation is clear and I understand which bottlenecks we have
faced, I really believe we can bring this merger to a good end.” Interventions like
front-end loading and kick-off workshops can help to bring the status of a project
from perceived as complex to a situation as perceived more certain, understood
by key players and where choices and decisions can be made. A very helpful
manner to understand complexity is Ralph Stacey‟s complexity matrix. Another
useful concept is the general system theory of Ludwig von Bertalanffy.
Also conditions or circumstances can affect complexity. For example: when you
like to travel from Copenhagen (Denmark) to Florence (Italy), it can be a huge
difference when you travel in the summer period or in winter. So weather
conditions can affect preparation , effort and duration time of the journey even
when starting point and destination are the same. This is also applicable for
organizational change issues. Circumstances and conditions can differ per
situation.
* Source: Stacey RD. Strategic management and organizational dynamics: the
challenge of complexity. 3rd ed. Harlow: Prentice Hall, 2002. Adapted by L.
Dohmen (2013)
19
20. Before assigning an expectation of value, the IT value discussion must first
recognize the type of technology being implemented – basic infrastructure to
innovation (Goldstein, Katz and Olson, 2003). Shenhar et al (2001) confirm the
different impacts of new and proven technology on project success. The type of
technology cannot be ignored when researching user value perceptions.
The result or value of the interaction between technology, organization and
people is not absolute. Orlikowski (1992)* uses the term interpretive flexibility:
interaction of technology and organization is a function of different actors and
socio-historical contexts. Ruben Puentedura‟s SAMR concept (see above) is a very
good instrument to analyze the impact of technology on organization and people
aspects.
* W. Orlikowski, The Duality of Technology: Rethinking the Concept of Technology
in Organizations, Organization Science, vol. 3, no. 3 (1992), focused issue:
Management of Technology, August.
20
21. The elements complexity and impact show the strongest correlation with result
from the researched shared objective and collaboration elements in this
document. Assessing complexity AND impact is a powerful indicator for the result
of organizational change projects. Based on a sample of 70 projects and/or
situations (n = 70) a quadrant can be created showing the result of assessing
complexity and impact and the percentage of cases with a result perceived as
greater than or equal to 5.5.
21
23. If control of the (higher) (project) management is found inadequate good
cooperation on team or department level can hardly compensate this. The
influence of having (not) a common goal (shared objective) on the result is very
large. If the direction is not clear, the joint image is missing and the issue is
poorly understood (impact and complexity have not been adequately studied)
then chances are (very) small that a positive result is achieved. The complexity
and impact factors - and good researching it - are important indicators of the
(achieved) result.
This study elicits a number of important insights concerning elements and factors
determining the result of organizational change. It confirms that powerful
perceived collaboration only is not sufficient to come to a positive result. However
the findings of this study need much more exploration and fine-tuning to gain a
better understanding of the phenomena of control, collaboration and result and its
interdependencies.
23
25. Leon Dohmen is Principal Management Consultant. He joined CGI in 2001. He has
more than 20 years of experience as a consultant, project manager and IT
manager and guided more than 60 assignments and projects for large and small
(inter) national companies including DSM, Stream Group, NXP Semiconductors,
Philips, VGZ and Imtech. Internet, Enterprise Resource Planning (including SAP
and Microsoft Dynamics), control (management) of IT services and global
sourcing are key terms related to the knowledge and experience of Leon. ERP as
a cloud solution, making better use of offshore facilities in India and China and
the use of agile (lean) development methods also play a role here. Leon acts on
the interface between business and IT and combines extended (industrial)
business knowledge with knowledge about the latest IT developments. He is
specialized in organizational change and the impact of IT. For this specialization
he has produced several publications. Leon developed and teached at the
Rotterdam Business School the module Management of Technology for MBA and
Masters students from 2003 to 2012. Since 2011 he performs a PhD research on
the value of IT. Professor Bert Kersten is his promoter.
25