Aprendizagem de máquina para análise de indicadores na engenharia de software

Indicadores de desempenho são importantes recursos para a gestão da qualidade no desenvolvimento de software. O volume de dados produzido por esses indicadores tende a aumentar significativamente com o tempo de monitoração, dificultando análises e tomadas de decisão. As bases históricas tornam-se complexas, considerando a quantidade de dados monitorados e a diversidade de indicadores (diferentes tipos, granularidade e frequência). Este trabalho propõe o uso de técnicas de aprendizagem de máquina para análise dessas bases, utilizando redes neurais artificiais combinadas com técnicas de visualização de informação. É utilizado um modelo de indicadores, com base nos processos do modelo de referência MPS para Software (MPS-SW), agrupados segundo as perspectivas estratégicas do Balanced Scorecard (BSC).

Unterstützung des Managements von großen Netzen in der Logistik durch die systematische Bereitstellung von Methodenwissen

Das Management komplexer, interorganisatorischer und durch eine Vielzahl unterschiedlicher Beziehungen miteinander verknüpfter Strukturen und Prozesse, wie sie großen Netzen der Logistik zu-grunde liegen, stellt für die verantwortlichen Akteure eine anspruchsvolle Aufgabe dar. Der nachfolgende Beitrag stellt einen systematischen Ansatz vor, mit dem Netzwerkmanager bei der Erfüllung dieser Auf-gabe durch eine verbesserte Informationsgrundlage über verfügbare Methoden und Gestaltungsoptionen unterstützt werden sollen. Exemplarisch demonstriert wird die Funktionsweise dieses Ansatzes anhand des umfangreichen Instrumentariums des Netzwerk-Controlling, welches zur Schaffung von Transparenz in den unternehmensübergreifenden Prozessen zur Verfügung steht.

Organizational Assessment: An Academic Library Case Study

In this academic library case study, the concept of a multidimensional approach to organizational assessment focuses on one of Kaplan and Norton’s four Balanced Scorecard dimensions, “Learning and Growth”, as its measurement target.

Implantación de metodologías de planificación estratégica en la universidad, identificación de indicadores y medición de activos intangibles

Después del largo camino recorrido esta última década en la implantación de los programas de calidad en el sistema universitario español, se mantiene cierta incertidumbre sobre el grado de influencia de dichos programas en la toma de decisiones. En ese contexto se ha diseñado un estudio prospectivo, mediante la aplicación de la técnica de investigación social Delphi, con objeto de evaluar el grado de implantación de la metodología del Cuadro de Mando Integral (Balanced Scorecard) en las universidades de la Comunidad de Madrid, así como averiguar la opinión del grupo de expertos sobre la posibilidad de condensación de los indicadores y sobre la medición de activos intangibles. En la comunicación propuesta se incluirá un análisis de las conclusiones obtenidas.

Relatório de Estágio: Lopes Garcia Consultores, Lda.

As organizações estão sujeitas a fortes pressões competitivas e, por isso, a sua gestão é um desafio constante. Têm que criar mecanismos capazes de aumentar os seus níveis de competitividade, eficiência e eficácia. É por isso que o Balanced Scorecard e o Benchmarking têm vindo a assumir, cada vez, mais, um papel fundamental na implementação e comunicação da estratégia. É fundamental gerir com base em horizontes de curto, médio e longo prazo, definindo estratégias e objetivos, apoiadas nas vantagens competitivas e nos fatores críticos de sucesso que cada organização possui. Para que seja possível alcançar esta proeza, é impreterível gerir com métodos, observações, análise, rigor, rapidez e perspicácia, e apoiar-se sempre em ferramentas de gestão, para que tudo esteja devidamente planificado e estruturado e todos os membros da organização se encontrem enquadrados e em sintonia com os objetivos da organização. O presente trabalho pretende contribuir para uma melhor compreensão do controlo de gestão, através da utilização de duas poderosas ferramentas como são o Balanced Scorecard e Benchmarking, mostrando a forma como pode ser aplicado em micro, pequenas e médias empresas, dotando-as de fortes vantagens competitivas.

Avaliação do desempenho na Polícia de Segurança Pública (PSP)- Estudo de caso do Comando Distrital da PSP de Braga

Com esta dissertação pretende-se estudar o modelo de avaliação de desempenho existente na Polícia de Segurança Pública (PSP), a nível central e a nível do Comando Distrital da PSP de Braga, bem como a forma como ambos os modelos se articulam.Tendo em conta a revisão de literatura efetuada, constata-se que a avaliação de desempenho tem vindo a assumir um papel importante na Polícia, sendo útil para melhorar os serviços prestados,apoiar na tomada de decisões, responsabilizar os gestores e prestar contas à sociedade. A literatura refere ainda que a Polícia é um serviço difícil de avaliar devido à diversidade de atividades que esta desenvolve e à dificuldade em aferir a segurança dos cidadãos e a redução da criminalidade.Para se perceber o modelo de avaliação existente na PSP propõe-se fazer um estudo de caso,através de entrevistas, contando com a colaboração do Diretor Nacional Adjunto da Unidade Orgânica de Recursos Humanos, do 2º Comandante Distrital do Comando Distrital de Braga e do Diretor do Gabinete de Estudos e Planeamento da Direção Nacional da PSP.Neste estudo verifica-se que o modelo de avaliação de desempenho da PSP é um modelo centralizado uma vez que é a Direção Nacional (DN) da PSP que define os objetivos estratégicos, os objetivos operacionais, os indicadores e as metas para todo o seu universo. Os resultados desta avaliação são apresentados no Relatório de Atividades da PSP. A nível central também é utilizado o Sistema Integrado de Gestão e Avaliação de Desempenho na Administração Pública – Quadro de Avaliação e Responsabilidades (SIADAP – QUAR). Por outro lado, ao nível do Comando Distrital de Braga verifica-se que não existe um modelo de avaliação de desempenho. Estes recebem a informação sobre os objetivos operacionais, os indicadores e as metas a atingir estabelecidas pela DN, que tentam cumprir num determinado período e no final comunicam-lhes os resultados. A DN agrega todos os resultados a nível Nacional e faz a avaliação global do desempenho da PSP.O estudo mostra ainda que há uma forte predisposição para a implementação de um modelo de avaliação de desempenho baseado na metodologia Balanced Scorecard (BSC), por este ser considerado um modelo eficaz, com larga utilização a nível mundial e com bons resultados alcançados. Atualmente a DN já define o seu quadro estratégico baseado nas quatro perspetivas do BSC: perspetiva do cliente, perspetiva financeira, perspetiva dos processos internos e perspetiva da aprendizagem. Contudo, até ao momento não são apresentados os resultados desta avaliação de acordo com o modelo BSC. Conclui-se, por isso, que o modelo de avaliação existente na PSP é um modelo extremamente centralizado na DN, sendo reduzido o envolvimento dos Comandos Distritais neste processo.

Using QFD for e-business planning and analysis in a micro-sized enterprise

Purpose - The purpose of this paper is to show how QFD can be used as part of a structured planning and analysis framework for micro-sized enterprises to build-up their e-business capabilities. Design/methodology/approach - This case study has been produced using a new framework which integrates the balanced scorecard, value chain and quality function deployment techniques into an integrated framework known as the E-Business Planning and Analysis Framework (E-PAF). It has been produced using an action research approach. Findings - A new framework with a supporting case study is provided. This case study has demonstrated that the framework can be applied successfully to micro-sized enterprises (those with less than ten employees) to successfully plan new strategic and technical developments. This will enhance the online service that the company is able to provide. Research limitations/implications - This paper presents a single case study. The technical recommendations are currently being implemented. Originality/value - Such analytical techniques are most commonly associated with large organisations, and are not specifically associated with e-business planning. This paper provides a new framework that will be of general applicability to other similarly sized enterprises that are looking to improve e-business capabilities. © Emerald Group Publishing Limited.

Process improvement within a HR division at a UK police force

A structured approach to process improvement is described in the context of the human resources division of a UK police force. The approach combines a number of established techniques of process improvement such as the balanced scorecard and process mapping with a scoring system developed to prioritise processes for improvement. The methodology described presents one way of ensuring the correct processes are identified and redesigned at an operational level in such a way as to support the organisation's strategic aims. In addition, a performance measurement system is utilised to attempt to ensure that the changes implemented do actually achieve the desired effect over time. The case demonstrates the need to choose and in some cases develop in-house tools and techniques dependent on the context of the process improvement effort.

Development and application of an electronic-manufacturing selection framework for SMEs

With a wide diversity of available technologies, it is extremely problematic for SMEs to identify, plan, prioritize and use the correct strategy. Electronic-manufacturing has been evolving for some time, but currently an effective planning framework to assist managers with implementing electronic-manufacturing planning is still lacking. A framework, built around three elements: the Balanced Scorecard, Quality Function Deployment and Value Chain Analysis, is proposed here to assist SMEs in managing complexity in e-manufacturing planning. A case study, carried out in Singapore, demonstrates the practicality and utility of the framework in the context of a real business environment. © World Scientific Publishing Company.

Strategic and operational risk in an international collaboration agency: a knowledge management solution

The International Cooperation Agency (identified in this article as IDEA) working in Colombia is one of the most important in Colombian society with programs that support gender rights, human rights, justice and peace, scholarships, aboriginal population, youth, afro descendants population, economic development in communities, and environmental development. The identified problem is based on the diversified offer of services, collaboration and social intervention which requires diverse groups of people with multiple agendas, ways to support their mandates, disciplines, and professional competences. Knowledge creation and the growth and sustainability of the organization can be in danger because of a silo culture and the resulting reduced leverage of the separate group capabilities. Organizational memory is generally formed by the tacit knowledge of the organization members, given the value of accumulated experience that this kind of social work implies. Its loss is therefore a strategic and operational risk when most problem interventions rely on direct work in the socio-economic field and living real experiences with communities. The knowledge management solution presented in this article starts first, with the identification of the people and groups concerned and the creation of a knowledge map as a means to strengthen the ties between organizational members; second, by introducing a content management system designed to support the documentation process and knowledge sharing process; and third, introducing a methodology for the adaptation of a Balanced Scorecard based on the knowledge management processes. These three main steps lead to a knowledge management “solution” that has been implemented in the organization, comprising three components: a knowledge management system, training support and promotion of cultural change.

Development of an e-business selection framework for manufacturing SMEs : a study of the printing industry

The aim of the research is to develop an e-business selection framework for small and medium enterprises (SMEs) by integrating established techniques in planning. The research is case based, comprising four case studies carried out in the printing industry for the purpose of evaluating the framework. Two of the companies are from Singapore, while the other two are from Guangzhou, China and Jinan, China respectively. To determine the need of an e-business selection framework for SMEs, extensive literature reviews were carried out in the area of e-business, business planning frameworks, SMEs and the printing industry. An e-business selection framework is then proposed by integrating the three established techniques of the Balanced Scorecard (BSC), Value Chain Analysis (VCA) and Quality Function Deployment (QFD). The newly developed selection framework is pilot tested using a published case study before actual evaluation is carried out in four case study companies. The case study methodology was chosen because of its ability to integrate diverse data collection techniques required to generate the BSC, VCA and QFD for the selection framework. The findings of the case studies revealed that the three techniques of BSC, VCA and QFD can be integrated seamlessly to complement on each other’s strengths in e-business planning. The eight-step methodology of the selection framework can provide SMEs with a step-by-step approach to e-business through structured planning. Also, the project has also provided better understanding and deeper insights into SMEs in the printing industry.

A study of the impact of lean on UK manufacturing organisations that view it as a philosophy

There were three principal research aims: primarily, Lean is and always should be regarded as a business model as depicted by Toyota who is dedicated towards finding better ways of producing cars; consequently an investigation of whether organisations embracing Lean as a philosophy were indeed more triumphant. An adapted balanced scorecard was used which embraced strategic, operation and indices focused towards the future prospects of an organisation. Secondly, it was obligatory to explicitly and precisely determine whether an organisation espoused Lean as a philosophy as opposed to another process or strategy. Thirdly, since Lean has to be envisaged as a never-ending journey; it was important to map out the Lean journey and to be able to categorize the juncture an organisation occupies at any particular phase of its overall implementation. This affords an opportunity to advise an organisation of specific requirements it needs to satisfy should it wish to embrace Lean as a philosophy. The methodological approach focused on the effective deployment of survey questionnaires in sixty-eight organisations and seven extensive case studies in manufacturing organisations of varying sizes. The CIMA organisational classification, the Puttick grid and the Product-Process matrix were used to analyse the range of organisations used in this investigation. Whilst there was a requirement to investigate whether Lean indeed equates to success, pertinent performance measurement was considered decisive; the DMP Model (Maltz et al., 2003) was modified to perform this role. An unremitting theme both in literature concerning the implementation of Lean and in the research evolves around the notion of corporate cultures. Its relevance is explored further within the analysis. In accepting the premise that Lean incorporates a journey, it was fundamental to identify the voyage. Prevalent frameworks are deficient in identifying the sustainability and ideological facets of Lean. Consequently, an extensive Lean audit was developed and piloted in twenty disparate organisations.

E-business planning and analysis framework

This chapter reports on a framework that has been successfully used to analyze the e-business capabilities of an organization with a view to developing their e-capability maturity levels. This should be the first stage of any systems development project. The framework has been used widely within start-up companies and well-established companies both large and small; it has been deployed in the service and manufacturing sectors. It has been applied by practitioners and consultants to help improve e-business capability levels, and by academics for teaching and research purposes at graduate and undergraduate levels. This chapter will provide an account of the unique e-business planning and analysis framework (E-PAF) and demonstrate how it works via an abridged version of a case study (selected from hundreds that have been produced). This will include a brief account of the three techniques that are integrated to form the analysis framework: quality function deployment (QFD) (Akao, 1972), the balanced scorecard (BSC) (Kaplan & Norton, 1992), and value chain analysis (VCA) (Porter, 1985). The case study extract is based on an online community and dating agency service identified as VirtualCom which has been produced through a consulting assignment with the founding directors of that company and has not been published previously. It has been chosen because it gives a concise, comprehensive example from an industry that is relatively easy to relate to.

Linking risk management to strategic controls:a case study of Tesco plc

Definitions and perceptions of the role and styles of risk management, and performance management/strategic control systems have evolved over time, but it can be argued that risk management is primarily concerned with ensuring the achievement of strategic objectives. This paper shows the extent of overlap between a broad-based view of risk management, namely Enterprise Risk Management (ERM), and the balanced scorecard, which is a widely used strategic control system. A case study of one of the UK's largest retailers, Tesco plc, is used to show how ERM can be introduced as part of an existing strategic control system. The case demonstrates that, despite some differences in lines of communications, the strategic controls and risk controls can be used to achieve a common objective. Adoption of such an integrated approach, however, has implications for the profile of risk and the overall risk culture within an organisation.

Systemological Bases of Business Intelligence

Sustainable development support, balanced scorecard development and business process modeling are viewed from the position of systemology. Extensional, intentional and potential properties of a system are considered as necessary to satisfy functional requirements of a meta-system. The correspondence between extensional, intentional and potential properties of a system and sustainable, unsustainable, crisis and catastrophic states of a system is determined. The inaccessibility cause of the system mission is uncovered. The correspondence between extensional, intentional and potential properties of a system and balanced scorecard perspectives is showed. The IDEF0 function modeling method is checked against balanced scorecard perspectives. The correspondence between balanced scorecard perspectives and IDEF0 notations is considered.