Suchergebnisse

Why software value? -- Things the C-suite should know about maximizing value for software development -- Make the business value of software visible -- Forms of software value -- Establishing software value strategies -- Business value from products and programs -- Establishing software value tactics -- Metrics for business value in software development -- The software value management office -- The business value of software estimation -- Mergers and acquisitions software value risks -- The broader impact of software value management

PurposeAlthough businesses continue to take up artificial intelligence (AI), concerns remain that companies are not realising the full value of their investments. The study aims to provide insights into how AI creates business value by investigating the mediating role of Business Process Management (BPM) capabilities.Design/methodology/approachThe integrative model of IT Business Value was contextualised, and structural equation modelling was applied to validate the proposed serial multiple mediation model using a sample of 448 organisations based in the EU.FindingsThe results validate the proposed serial multiple mediation model according to which AI adoption increases organisational performance through decision-making and business process performance. Process automation, organisational learning and process innovation are significant complementary partial mediators, thereby shedding light on how AI creates business value.Research limitations/implicationsIn pursuing a complex nomological framework, multiple perspectives on realising business value from AI investments were incorporated. Several moderators presenting complementary organisational resources (e.g. culture, digital maturity, BPM maturity) could be included to identify behaviour in more complex relationships. The ethical and moral issues surrounding AI and its use could also be examined.Practical implicationsThe provided insights can help guide organisations towards the most promising AI activities of process automation with AI-enabled decision-making, organisational learning and process innovation to yield business value.Originality/valueWhile previous research assumed a moderated relationship, this study extends the growing literature on AI business value by empirically investigating a comprehensive nomological network that links AI adoption to organisational performance in a BPM setting.

Managing IT Performance to Create Business Value provides examples, case histories, and current research for critical business issues such as performance measurement and management, continuous process improvement, knowledge management, risk management, benchmarking, metrics selection, and people management. It gives IT executives strategies for improving IT performance and delivering value, plus it guides them in selecting the right metrics for their IT organizations. Additionally, it offers knowledge management strategies to mature an organization, shows how to manage risks to exploit opportunities and prepare for threats, and explains how to baseline an IT organization's performance and measure its improvement. Consisting of 10 chapters plus appendices, the book begins with an overview of performance-based strategic planning, after which it discusses the development of a quality improvement (QI) plan, establishing benchmarks, and measuring performance improvements. It covers how to design IT-specific measures and financial metrics as well as the establishment of a software measurement program. From there, it moves on to designing people improvement systems and discusses such topics as leadership, motivation, recruitment, and employee appraisal. The final few chapters show how to use balanced scorecards to manage and measure knowledge-based social enterprising and to identify, analyze, and avoid risks. In addition to covering new methods and metrics for measuring and improving IT processes, the author looks at strategies for measuring product development and implementing continuous innovation. The final chapter considers customer value systems and explains how to use force field analysis to listen to customers with the goal of improving customer satisfaction and operational excellence.

The ever increasing expenditure on information systems (IS) has been accompanied by an increasing demand to measure the business value of the investment. There has been much debate in the literature over appropriate measures to determine this value. Of the many evaluation methods that have been proposed by researchers, only the various forms of cost‐benefit analysis have gained wide acceptance among practitioners. However, before appropriate measures can be devised, a clear definition of what is to be measured and an understanding of the dimensions of "IS business value" are necessary. The aims of this research paper, therefore, are first to highlight the complexity of the "IS business value" picture and second to bring some clarity to the complex problem of determination of "IS business value". These aims are addressed by first defining the construct of interest and, second, by deriving its dimensions. It is posited that an "IS business value" evaluation methodology should include measures for each of these dimensions in order to tap all the aspects of value contribution.

Purpose
– Through a detailed review of Literature, the purpose of this paper is to provide insights into the state-of-the-art research about the process of information technology business value (ITBV) creation, a less-traversed direction in ITBV research, from the perspective of causality since a lack of causal reasoning may be disastrous for ITBV creation.


Design/methodology/approach
– With the help of eight keywords, ten databases were searched which fetched about 415 articles of which 22 were selected based on their relevance and proved as the base papers for classifying available literature. A further forward and reverse search fetched an additional 34 articles, resulting in a total of 56 articles which were reviewed in detail.


Findings
– The five main categories of literature which emerged are ITBV (General), ITBV benefits, mediating factors and synergy (which use of organization dynamic capability (ODC) as first stream of ITBV research), and IT-enabled organizational transformation (ITOT as second stream). ODC is fairly mature, however, ITOT will benefit from a further research. Research in the ITBV (General) category suggests the development of dynamic models as opposed to the prevalent static models of ITBV creation.


Research limitations/implications
– For the period 1990-2008, only the most important articles were included in the study and hence certain pre-2008 articles' view might have been overlooked.


Practical implications
– The literature review will give practitioners a perspective to look at specific areas in the context of their organization to develop capabilities which will lead to enhanced ITBV creation.


Originality/value
– This review focusses on ITBV creation and helps move toward building of a dynamic holistic model of ITBV creation by providing only a bird's eye view is provided of the most important articles from 1990 to 2008 but a comprehensive view of literature from 2008 to mid-2014.

"Preface Every project needs management for two reasons. The first is to plan and manage the tasks of a project and to coordinate getting the work done. The other is to optimize the value of a project as an investment. Managing projects as investments is the new frontier of project management. This book is focused on introducing the tools and methods for optimizing projects as investments. Texts such as my 1999 Total Project Control: A Manager's Guide to Integrated Project Planning, Measuring, and Tracking (Wiley) are aimed primarily at the first function of project management-- managing the work--and are written for the "practitioners" of project management: project managers, cost account managers, activity leaders, and all project team members. This book is for both the practitioners and for anyone in a project-driven organization who has responsibility for or is affected by projects. This includes, but may not be limited to - Executives in project-driven organizations, who sense that programs and projects are investments and want to shift their focus to understanding them as investments - Sponsors/senior managers, whose limited budgets must fund projects - Business area directors, whose portfolios may include multiple projects - Program managers, whose responsibilities usually include generating value from a coordinated implementation of related project and nonproject efforts"--

Due to globalization of economy, rapid growth in information technology, increase in knowledge based work and competition pressure the concept of knowledge management has gained momentum in recent years. Knowledge management is a systematic process for creating, acquiring, synthesizing, learning, sharing and using knowledge and experience to achieve organizational goal. This knowledge can be inside the employees' minds or stored in paper form in filing cabinets and/or stored in electronic form. As a concept, knowledge management is very attractive and many business organizations would prefer to be associated with it. But knowledge management implementation is not easy. There are many barriers in knowledge management implementations such as organization culture, lack of understanding the power of knowledge management, fear of IT, immaturity of industry, etc. Above all knowledge management implementation requires sound strategy. For this it is important to make knowledge management a distributive system rather than a centralized system. It also requires a platform where the interaction between tacit and explicit knowledge can take place.