An Integrated Approach to Strategic Asset Management

This paper focuses on identifying and analysing the elements of Strategic Management for infrastructure and engineering assets. These elements are contended to involve an understanding of governance, corporate policy, corporate objectives, corporate strategy and interagency collaboration and will in turn, allow the ability determine a broader and more comprehensive framework for engineering asset management, ie a ‘staged approach’ to understanding how assets are managed within organisations. While the assets themselves have often been the sole concern for good management practices, other social and contextual elements have come into the mix in order to promote strategic asset management. The development of an integrated approach to asset management is at the base of the research question. What are the considerations and implications for adopting and implementing an integrated strategic asset management (ISAM) framework? While operational matters have been given prominence, a subset of corporate governance, Asset Governance, details the policies and processes needed to acquire, utilise, maintain and account for an organisation’s assets. Asset governance stems from the organisation’s overarching corporate governance principles; as a result it defines the management context in which engineering asset management is implemented. This aspect will be examined to determine the appropriate relationship between organisational strategic management and strategic asset management to further the theoretical engagement with the maturity of strategy,policy and governance for infrastructure and engineered assets. Asset governance stems from the organisation’s overarching corporate governance principles; as a result it defines the management context in which engineering asset management is implemented. The research proceeds by a document analysis of corporate reports and policy recommendations in terms of infrastructure and engineered assets. The paper concludes that incorporating an integrated asset management framework can promote a more robust conceptualisation of public assets and how they combine to provide a comprehensive system of service outcomes.

Estructuras, Procesos, Indicadores para Gestionar el Proceso de la Demanda Estratégica en las TI

En los últimos años, el desarrollo industrial a nivel globalizado en los diferentes sectores, la difusión de la TI y el uso estratégico de la misma, han crecido de manera exponencial. El uso adecuado de esta, se ha convertido en una gran preocupación para los órganos de gobierno de las organizaciones ya que la falta de dirección y control en las inversiones que se realizan en ellas, así como un uso inadecuado de las mismas pueden comprometer la consecución de los objetivos de la organización, su competitividad y su sostenibilidad a medio-largo plazo. La preocupación de los propietarios de los negocios es mejorar su rendimiento con la ayuda de la TI frente a sus competidores, realizando los procesos de negocio de una manera eficaz y eficiente, por lo que muchas organizaciones han realizado inversiones importantes en la adquisición de tecnología para lograr sus propósitos. Sin embargo la ejecución de estas inversiones no se ha gestionado adecuadamente, conforme a las políticas y planes especificados en los planes de negocio de la organización y la entrega de los servicios de TI no ha sido conforme a los objetivos previstos, generando pérdidas importantes y lo que es peor un gran deterioro de la imagen de la organización, por lo que consideramos a la gestión de la demanda estratégica de la TI como uno de los factores claves para el éxito de los negocios, el cual no ha sido tomada en cuenta por los consejos de gobierno o los altos ejecutivos de las organizaciones. La investigación comienza con una amplia revisión de la literatura, identificando dos elementos muy importantes, la demanda y el suministro de la TI dentro de la gobernanza corporativa de la TI; notándose la escasa información relacionado con la gestión de la demanda estratégica de la TI. Se realizó un estudio exploratorio para conocer como los miembros del consejo de administración y altos ejecutivos de una organización gestionan la demanda estratégica de la TI, obteniendo una respuesta de 130 encuestados, donde se confirma que hace falta normas o metodologías para la gestión de la demanda estratégica de la TI. En base a estos resultados se ha construido un marco de trabajo para todo el proceso de la gestión de la demanda de la TI y como una solución que se plantea en esta tesis doctoral, consiste en la elaboración de una metodología, combinando e integrando marcos de trabajo y estándares relacionados con la gobernanza corporativa de la TI. La metodología propuesta está conformada por tres fases, cada fase con sus actividades principales, y cada actividad principal por un conjunto de sub-actividades. Además, se establecen los roles y responsabilidades de los altos ejecutivos para cada una de las actividades principales. Esta propuesta debe ser de fácil implantación y aplicable en las organizaciones, permitiendo a estas afrontar con éxito el desarrollo de sus negocios, con una mejor calidad, reduciendo los costes de operación y empleando el menor tiempo posible. La validación de la metodología propuesta se realizó a través de una encuesta online y un estudio de casos. En la encuesta de validación participaron 42 altos ejecutivos de diferentes empresas y el estudio de casos se realizó con 5 empresas internacionales. Las respuestas de los estudios fueron analizados, para determinar la aceptación o el rechazo de la metodología propuesta por los participantes, confirmando la validez y confiabilidad del estudio. Este es uno de los primeros estudios reportado con evidencias empíricas para el proceso de la gestión de la demanda estratégica de la TI. Los resultados de esta investigación han sido publicados en revistas y congresos internacionales. ABSTRACT In recent years, the globalized industrial development, diffusion and strategic use of IT in different sectors has grown exponentially. Proper use of IT has become a major concern for government bodies and organizations. Uncontrolled or mismanaged IT investments or improper IT use may compromise the achievement of an organization’s objectives, competitiveness and sustainability in the medium to long term. Business owners set out to use IT to outperform their competitors, enacting business processes effectively and efficiently. Many organizations have made significant investments in technology in order to achieve their aims. However, the deployment of these investments has not been managed properly in accordance with the policies and plans specified in the organizations’ business plans, and IT services have not been delivered in accordance with the specified objectives. This has generated significant losses and, worse still, has seriously damaged the image of organizations. Accordingly, we believe that IT strategic demand management is one of the key factors for business success which has not been overlooked by the boards of trustees or senior executives of organizations. The research begins with an extensive review of the literature. This review has identified two very important elements: IT demand and supply within the corporate governance of IT. We have found that information related to IT strategic demand management is scant. We conducted an exploratory study to learn how members of the board of directors and senior executives of an organization manage IT strategic demand. The survey, which was taken by 130 respondents, confirmed that standards or methodologies are needed to manage IT strategic demand. Based on the results, we have built a framework for the entire IT demand management process. The solution proposed in this thesis is to develop a methodology, combining and integrating frameworks and standards related to the corporate governance of IT. The proposed methodology is divided into three phases. Each phase is composed of a series of key activities, and each key activity is further split into minor activities. We also establish the roles and responsibilities of senior executives for each of the key activities. This proposal should be easy to implement and apply in organizations, enabling corporations to successfully conduct better quality business, reduce operating costs and save time. The proposed methodology was validated by means of an online survey and a case study. The validation survey was completed by 42 senior executives from different companies, and the case study was conducted at five international companies. The study results were analysed to determine the acceptance or rejection of the proposed methodology by the participants, confirming the validity and reliability of the study. This is one the first studies to report empirical evidence for the process of IT strategic demand management. The results of this research have been published in international journals and conferences.

An integrated framework for office information systems design and management

Information Technologies are complex and this is true even in the smallest piece of equipment. But this kind of complexity is nothing comparejwith the one that arises when this technology interact with society. Office Automation has been traditionally considered as a technical field but there is no way to find solutions from a technical point of view when the problems are primarily social in their origin. Technology management has to change its focus from a pure technical perspective to a sociotechnical point of view. To facilitate this change, we propose a model that allows a better understanding between the managerial and the technical world, offering a coherent, complete and integrated perspective of both. The base for this model is an unfolding of the complexity found in information Technologies and a matching of these complexities with several levels considered within the Office, Office Automation and Human Factors dimensions. Each one of these domains is studied trough a set of distinctions that create a new and powerful understanding of its reality. Using this model we build up a map of Office Automation to be use^not only by managers but also by technicians because the primaty advantage of such a framework is that it allows a comprehensive evaluation of technology without requhing extensive technical knowledge. Thus, the model can be seen as principle for design and diagnosis of Office Automation and as a common reference for managers and specialist avoiding the severe limitations arising from the language used by the last

Agile it project management professional

La gestión de las tecnologías de la información tiene cada vez más importancia dentro de un mundo totalmente digitalizado y donde la capacidad de respuesta al cambio puede marcar el devenir de una compañía, y resulta cada vez más evidente que los modelos de gestión tradicionales utilizados en la mayoría de las compañías no son capaces de dar respuesta por si solos a estas nuevas necesidades. Aun teniendo identificado este área de mejora, son muchas las empresas reacias a abordar estos cambios, principalmente por el cambio rupturista que significa a nivel interno. De cara a facilitar esta transformación, se propone en este documento un modelo de transición controlada donde las grandes compañías puedan incorporar nuevas alternativas y herramientas ágiles de forma paulatina y asegurando que el proceso de cambio es seguro y efectivo. Mediante una modificación del ciclo de vida de proyecto dentro de la compañía, se incorporan en las áreas, equipos o dominios de la empresa que se identifiquen los nuevos modelos de gestión ágil, permitiendo así una transición gradual y controlada, y pudiendo además analizar los detalles sobre todo en etapas tempranas de la transformación. Una vez seleccionada el área o dominio objeto de la transformación, se realiza un análisis a nivel de Portfolio de proyectos, identificando aquellos que cumplen una serie de condiciones que les permiten ser gestionados utilizando modelos de gestión ágil. Para ello, se plantea una matriz de decisión con las principales variables a tener en cuenta a la hora de tomar una decisión. Una vez seleccionado y consensuado con los interesados el modelo de gestión utilizando la matriz de decisión, se plantean una serie de herramientas y métricas asociadas para que la gestión ágil del proyecto dé una visibilidad completa y detallada del estado en cada momento, asegurando un correcto proceso de gestión de proyectos para proveer visibilidad regular del progreso, riesgos, planes de contingencia y problemas, con las alertas y escalaciones adecuadas. Además de proponerse una serie de herramientas y métricas para la gestión ágil del proyecto, se plantean las modificaciones necesarias sobre las tipologías habituales de contrato y se propone un nuevo modelo de contrato: el Contrato Agile. La principal diferencia entre este nuevo modelo de contrato y los habituales es que, al igual que las metodologías ágiles, es ejecutado en segmentos o iteraciones. En definitiva, el objetivo de este documento es proveer un mecanismo que facilite la inclusión de nuevos modelos ágiles de gestión en grandes organizaciones, llevando a cabo una transición controlada, con herramientas y métricas adaptadas para tener visibilidad completa sobre los proyectos en todo momento.---ABSTRACT---The information technology management is every time more important in a totally digitized world, where the capacity to response the change could mark the future of a company, and results every time more evident that the traditional management models used in the most of the companies are not able to respond by themselves to these new necessities. Even having identified this improvement area, many companies are reluctant to address these changes, mainly due to the disruptive change that it means internally in the companies. In order to facilitate this transformation, this document proposed a controlled transition model to help the big companies to incorporate new alternatives and agile tools gradually and ensuring that the change process is safe and effective. Through a modification the project life cycle inside the company, the new agile management models are incorporated in the selected areas, teams or domains, permitting a gradual and controlled transition, and enabling further analyze the details above all in the early phases of the transformation. Once is selected the area or domain object of the transformation, a portfolio level analysis is performed, identifying those projects that meet a some conditions that allow them to be managed using agile management models. For that, a decision matrix is proposed with the principal variables to have into account at the time of decision making. Once the management model is selected using the decision matrix and it is agreed with the different stakeholders, a group of tools and metrics associated with the agile management projects are proposed to provide a regular visibility of the project progress, risks, contingency plans and problems, with proper alerts and escalations. Besides the group of tools and metrics proposed for agile project management, the necessary modifications over the traditional contract models and a new contract model are proposed: the Agile Contract. The main difference between this new contract model and the traditional ones is that, as the agile methodologies, it is executed in segments or iterations. To sum up, the objective of this document is to provide a mechanism that facilitates the inclusion of new agile management models in big companies, with a controlled transition and proposing adapted tools and metrics to have a full visibility over the project in all the phases of the project life cycle.

Modelo de política pública de I+D+i, para liderar y coordinar el sistema regional de innovación en apoyo a las PYMIS. Caso de estudio el estado Bolívar, Venezuela

This proposed project aims to design a Model of Public Policy for R&D &I to lead, coordinate and direct the Regional Innovation System (RIS) in support of the SMI sector. The case study of the Bolivar State, Venezuela, is analyzed. The project represents a no- experimental research of projective type and is divided into two parts. In the first one, the current state of the SRI and its relationship with the SMIs is diagnosed, evaluated and described. In the second part, a model of public policy for R&D&I is designed and proposed in order to strengthen the capacity for innovation in SMIs.

Efficiency analysis of information technology and online social networks management : an integrated DEA-Model assessment

This paper analyses the relationship between productive efficiency and online-social-networks (OSN) in Spanish telecommunications firms. A data-envelopment-analysis (DEA) is used and several indicators of business ?social Media? activities are incorporated. A super-efficiency analysis and bootstrapping techniques are performed to increase the model?s robustness and accuracy. Then, a logistic regression model is applied to characterise factors and drivers of good performance in OSN. Results reveal the company?s ability to absorb and utilise OSNs as a key factor in improving the productive efficiency. This paper presents a model for assessing the strategic performance of the presence and activity in OSN.