De-escalation of commitment management strategy in IT project management methodology: case of ERP implementation project by IT consulting company

According to several surveys and observations, the percentage of successfully conducted IT projects without over-budgeting and delays in time schedule are extremely low. Many projects also are evaluated as failures in terms of delivered functionality. Nuldén (1996) compares IT projects with bad movies; after watching for 2 hours, one still tries to finish it even though one understands that it is a complete waste of time. The argument for that is 'I've already invested too much time to terminate it now'. The same happens with IT projects: sometimes the company continues wasting money on these projects for a long time, even though there are no expected benefits from these projects. Eventually these projects are terminated anyway, but until this moment, the company spends a lot. The situation described above is a consequence of “escalation of commitment” - project continuation even after a manager receives negative feedback of the project’s success probability. According to Keil and Mähring (2010), even though escalation can occur in any type of project, it is more common among complex technological projects, such as IT projects. Escalation of commitment very often results in runaway projects. In order to avoid it, managers use de-escalation strategies, which allow the resources to be used in more effective. These strategies lead to project termination or turning around, which stops the flow of wasted investments. Numbers of researches explore escalation of commitment phenomena based on experiments and business cases. Moreover, during the last decade several frameworks were proposed for de-escalation strategy. However, there is no evidence of successful implementation of the de-escalation of commitment strategy in the literature. In addition, despite that fact that IT project management methodologies are widely used in the companies, none of them cover the topic of escalation of commitment risks. At the same time, there are no researches proposing the way to implement de-escalation of commitment strategy into the existing project management methodology The research is focused on a single case of large ERP implementation project by the consulting company. Hence, the main deliverables of the study include suggestions of improvement in de-escalation methods and techniques in the project and in the company. Moreover, the way to implement these methods into existing project management methodology and into the company general policies is found.

Configuration management process improvement : a case study of a Pan-Nordic insurance company

Configuration management is often seen as an enabler for the main IT Service Management (ITSM) processes such as Incident and Problem management. A decent level of quality of IT configuration data is required in order to carry out routines of these processes. This case study examines the state of configuration management in a multinational organization and aims at identification of methods for its improvement. The author has stayed five months with this company in order to collect different sources of evidence and to make observations. The main source of data for this study is interviews with some of the key employees of the assigned organization who are involved into the ITSM processes. This study concludes the maturity level of the existing configuration management process to be repeatable but intuitive, and outlines the principal requirements for its improvement. A match between the requirements identified in the organization and the requirements stated in the ISO/IEC 20000 standard indicates the possibility of adopting ITIL guidelines as a method for configuration management process improvement. The outcome of the study presents a set of recommendations for improvement that considers the process, the information model and the information system for configuration management in the case organization.

Excelling in procurement : IT Contract Management with Lean and Six Sigma. Case study on legacy contract management at Philips Global IT.

Few people see both opportunities and threats coming from IT legacy in current world. On one hand, effective legacy management can bring substantial hard savings and smooth transition to the desired future state. On the other hand, its mismanagement contributes to serious operational business risks, as old systems are not as reliable as it is required by the business users. This thesis offers one perspective of dealing with IT legacy – through effective contract management, as a component towards achieving Procurement Excellence in IT, thus bridging IT delivery departments, IT procurement, business units, and suppliers. It developed a model for assessing the impact of improvements on contract management process and set of tools and advices with regards to analysis and improvement actions. The thesis conducted case study to present and justify the implementation of Lean Six Sigma in IT legacy contract management environment. Lean Six Sigma proved to be successful and this thesis presents and discusses all the steps necessary, and pitfalls to avoid, to achieve breakthrough improvement in IT contract management process performance. For the IT legacy contract management process two improvements require special attention and can be easily copied to any organization. First is the issue of diluted contract ownership that stops all the improvements, as people do not know who is responsible for performing those actions. Second is the contract management performance evaluation tool, which can be used for monitoring, identifying outlying contracts and opportunities for improvements in the process. The study resulted in a valuable insight on the benefits of applying Lean Six Sigma to improve IT legacy contract management, as well as on how Lean Six Sigma can be applied in IT environment. Managerial implications are discussed. It is concluded that the use of data-driven Lean Six Sigma methodology for improving the existing IT contract management processes is a significant addition to the existing best practices in contract management.

IT:n ja liiketoiminnan välisen palvelutason hallinta ulkoistetussa IT- palvelumallissa

Knowledge and competence are in important role in today’s demanding business environment where hard competition forces everyone to specialize and concentrate more to core competencies. Companies are outsourcing services, making processes more efficient and utilizing better their staff and available knowledge capital. It requires good strategic planning, process measuring and management and motivated staff, who is willing to continuously learn and absorb new information. This Thesis examines almost total IT service outsourcing to international service provider in situation where company previously had own IT. Work contains problematic situations during the change and suggestions how to improve services and understand the new model in a better way.

Applying software performance engineering methods to development of IT device management systems

Ohjelmiston suorituskyky on kokonaisvaltainen asia, johon kaikki ohjelmiston elinkaaren vaiheet vaikuttavat. Suorituskykyongelmat johtavat usein projektien viivästymisiin, kustannusten ylittymisiin sekä joissain tapauksissa projektin täydelliseen epäonnistumiseen. Software performance engineering (SPE) on ohjelmistolähtöinen lähestysmistapa, joka tarjoaa tekniikoita suorituskykyisen ohjelmiston kehittämiseen. Tämä diplomityö tutkii näitä tekniikoita ja valitsee niiden joukosta ne, jotka soveltuvat suorituskykyongelmien ratkaisemiseen kahden IT-laitehallintatuotteen kehityksessä. Työn lopputuloksena on päivitetty versio nykyisestä tuotekehitysprosessista, mikä huomioi sovellusten suorituskykyyn liittyvät haasteet tuotteiden elinkaaren eri vaiheissa.

Autonomes Performance-Management in dienstorientierten Architekturen

Die Bedeutung des Dienstgüte-Managements (SLM) im Bereich von Unternehmensanwendungen steigt mit der zunehmenden Kritikalität von IT-gestützten Prozessen für den Erfolg einzelner Unternehmen. Traditionell werden zur Implementierung eines wirksamen SLMs Monitoringprozesse in hierarchischen Managementumgebungen etabliert, die einen Administrator bei der notwendigen Rekonfiguration von Systemen unterstützen. Auf aktuelle, hochdynamische Softwarearchitekturen sind diese hierarchischen Ansätze jedoch nur sehr eingeschränkt anwendbar. Ein Beispiel dafür sind dienstorientierte Architekturen (SOA), bei denen die Geschäftsfunktionalität durch das Zusammenspiel einzelner, voneinander unabhängiger Dienste auf Basis deskriptiver Workflow-Beschreibungen modelliert wird. Dadurch ergibt sich eine hohe Laufzeitdynamik der gesamten Architektur. Für das SLM ist insbesondere die dezentrale Struktur einer SOA mit unterschiedlichen administrativen Zuständigkeiten für einzelne Teilsysteme problematisch, da regelnde Eingriffe zum einen durch die Kapselung der Implementierung einzelner Dienste und zum anderen durch das Fehlen einer zentralen Kontrollinstanz nur sehr eingeschränkt möglich sind. Die vorliegende Arbeit definiert die Architektur eines SLM-Systems für SOA-Umgebungen, in dem autonome Management-Komponenten kooperieren, um übergeordnete Dienstgüteziele zu erfüllen: Mithilfe von Selbst-Management-Technologien wird zunächst eine Automatisierung des Dienstgüte-Managements auf Ebene einzelner Dienste erreicht. Die autonomen Management-Komponenten dieser Dienste können dann mithilfe von Selbstorganisationsmechanismen übergreifende Ziele zur Optimierung von Dienstgüteverhalten und Ressourcennutzung verfolgen. Für das SLM auf Ebene von SOA Workflows müssen temporär dienstübergreifende Kooperationen zur Erfüllung von Dienstgüteanforderungen etabliert werden, die sich damit auch über mehrere administrative Domänen erstrecken können. Eine solche zeitlich begrenzte Kooperation autonomer Teilsysteme kann sinnvoll nur dezentral erfolgen, da die jeweiligen Kooperationspartner im Vorfeld nicht bekannt sind und – je nach Lebensdauer einzelner Workflows – zur Laufzeit beteiligte Komponenten ausgetauscht werden können. In der Arbeit wird ein Verfahren zur Koordination autonomer Management-Komponenten mit dem Ziel der Optimierung von Antwortzeiten auf Workflow-Ebene entwickelt: Management-Komponenten können durch Übertragung von Antwortzeitanteilen untereinander ihre individuellen Ziele straffen oder lockern, ohne dass das Gesamtantwortzeitziel dadurch verändert wird. Die Übertragung von Antwortzeitanteilen wird mithilfe eines Auktionsverfahrens realisiert. Technische Grundlage der Kooperation bildet ein Gruppenkommunikationsmechanismus. Weiterhin werden in Bezug auf die Nutzung geteilter, virtualisierter Ressourcen konkurrierende Dienste entsprechend geschäftlicher Ziele priorisiert. Im Rahmen der praktischen Umsetzung wird die Realisierung zentraler Architekturelemente und der entwickelten Verfahren zur Selbstorganisation beispielhaft für das SLM konkreter Komponenten vorgestellt. Zur Untersuchung der Management-Kooperation in größeren Szenarien wird ein hybrider Simulationsansatz verwendet. Im Rahmen der Evaluation werden Untersuchungen zur Skalierbarkeit des Ansatzes durchgeführt. Schwerpunkt ist hierbei die Betrachtung eines Systems aus kooperierenden Management-Komponenten, insbesondere im Hinblick auf den Kommunikationsaufwand. Die Evaluation zeigt, dass ein dienstübergreifendes, autonomes Performance-Management in SOA-Umgebungen möglich ist. Die Ergebnisse legen nahe, dass der entwickelte Ansatz auch in großen Umgebungen erfolgreich angewendet werden kann.

Interoperability for eLearning Service Management and Provision

Learning Objects offer flexibility and adaptability for users to request personalised information for learning. There are standards to guide the development of learning objects. However, individual developers may customise these standards for serving different purposes when defining, describing, managing and providing learning objects, which are normally stored in heterogeneous repositories. Barriers to interoperability hinder sharing of learning services and subsequently affect quality of instructional design as learners expect to be able to receive their personalised learning content. All these impose difficulties to the users in getting the right information from the right sources. This paper investigates the interoperability issues in eLearning services management and provision and presents an approach to resolve interoperability at three levels.

A telecom analytics framework for dynamic quality of service management

Since the beginning of Internet, Internet Service Providers (ISP) have seen the need of giving to users? traffic different treatments defined by agree- ments between ISP and customers. This procedure, known as Quality of Service Management, has not much changed in the last years (DiffServ and Deep Pack-et Inspection have been the most chosen mechanisms). However, the incremen-tal growth of Internet users and services jointly with the application of recent Ma- chine Learning techniques, open up the possibility of going one step for-ward in the smart management of network traffic. In this paper, we first make a survey of current tools and techniques for QoS Management. Then we intro-duce clustering and classifying Machine Learning techniques for traffic charac-terization and the concept of Quality of Experience. Finally, with all these com-ponents, we present a brand new framework that will manage in a smart way Quality of Service in a telecom Big Data based scenario, both for mobile and fixed communications.

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.

Public service management.

Editors: -Oct. 1920, H. J. Gonden.--Nov. 1920-Nov. 1922, A. W. Park.--Dec. 1922-1933, J. B. Wootan.

Postal service management of work-related injuries /

"September 28, 1989."

School food service management manual.

Issued July 1977.

Understanding service experience in non-profit performing arts: Implications for operations and service management

Recent research in the non-profit performing arts has shown that marketing efforts designed to increase revenue from ticket sales are not achieving the results required to sustain the performing arts. This paper applies operations management analytical techniques to the non-profit performing arts to increase understanding of operational issues and inform service management strategy. The paper takes a two-study idiographic approach. Implementing a modified version of service transaction analysis (STA), Study One describes a performing arts service from provider and customer perspectives, identifies service gaps and develops an elaborated service description incorporating both perspectives. In Study Two, building on the elaborated service description and extant research, in-depth interviews are conducted to gather thick descriptions of predictors of satisfaction, value and service quality as they relate to repurchase intention (RI). Technical, functional and critical factors required to improve organizational performance are identified. Implications for operational strategy, service design and service management theory for this context are discussed. (c) 2005 Published by Elsevier B.V.