Results 1 -
8 of
8
TECHNOLOGY DEBT: TOWARD A NEW THEORY OF TECHNOLOGY HERITAGE
"... Investment decisions related to information technology simultaneously constrain and facilitate prospective options. Hence, past and present decisions in relation to information technology investments impact future decisions and the maneuverability of organizational IT. The purpose of this paper is t ..."
Abstract
-
Cited by 1 (0 self)
- Add to MetaCart
Investment decisions related to information technology simultaneously constrain and facilitate prospective options. Hence, past and present decisions in relation to information technology investments impact future decisions and the maneuverability of organizational IT. The purpose of this paper is to develop and explore a new theory for better understanding how technology heritage impacts future decisions. The study expands a previous metaphor from software engineering and management (technical debt) into a broader theory of technology debt, and explores the proposed theory through the case of four investment decisions at a large, public university. As the findings show, there are clear indications of the theory being useful, and this is elaborated on in relation to future studies.
Management Accounting
"... Evaluating future IT-investment options through technology debt- A case study and theory testing approach on Company AB ..."
Abstract
- Add to MetaCart
Evaluating future IT-investment options through technology debt- A case study and theory testing approach on Company AB
Shadow IT Management and Control of unofficial IT
"... Abstract—Shadow IT describes the supplement of “official ” IT by several, autonomous developed IT systems, processes and organizational units, which are located in the business departments. These systems are generally not known, accepted and supported by the official IT department. From the perspect ..."
Abstract
- Add to MetaCart
(Show Context)
Abstract—Shadow IT describes the supplement of “official ” IT by several, autonomous developed IT systems, processes and organizational units, which are located in the business departments. These systems are generally not known, accepted and supported by the official IT department. From the perspective of IT management and control it is necessary to find out, which interrelations exist with shadow IT and what tasks are resultant. So far only little research exists on this topic. To overcome this deficit the presented project targets on a scientifically based definition of shadow IT, the investigation of best practices in several companies and the development and application of instruments for the identification, the assessment and controlling of shadow IT.
observations of team meetings in organisations
"... Teams collaborate in different contexts within organisations to share information with its members in achieving their targets. Collaborations with face-to-face meetings are prevalent despite the emergence of numerous tools to support distributed team collaborations. However, the nature of tool-suppo ..."
Abstract
- Add to MetaCart
(Show Context)
Teams collaborate in different contexts within organisations to share information with its members in achieving their targets. Collaborations with face-to-face meetings are prevalent despite the emergence of numerous tools to support distributed team collaborations. However, the nature of tool-support for team collaborations in the last decade was focused on supporting distributed and web-mediated meetings. Furthermore the tools were either not designed to support all the processes within team collaboration or not readily adopted by users. Literature on developing an integrated tool-support that includes all the potential processes within a meeting, and learning lessons whilst designing tools to improve the state of their adoption is largely unexplored. This paper reports on a qualitative study that observed twenty team meetings from five organisations in South Australia and analysed the data using a grounded theory approach to generate stories on team activities. The stories were used to develop a tool-kit framework and lessons on providing a tool support for team meetings. The proposed framework consists of a list of potential hardware and software tools that could be introduced within a team meeting to support the team activities.Lessons were learned on the potential processes that would require tool support, participants ’ requirements and how technology
Jill Slay
"... Teams collaborate in different contexts within organisations to share information with its members in achieving their targets. Collaborations with face-to-face meetings are prevalent despite the emergence of numerous tools to support distributed team collaborations. However, the nature of tool-suppo ..."
Abstract
- Add to MetaCart
(Show Context)
Teams collaborate in different contexts within organisations to share information with its members in achieving their targets. Collaborations with face-to-face meetings are prevalent despite the emergence of numerous tools to support distributed team collaborations. However, the nature of tool-support for team collaborations in the last decade was focused on supporting distributed and web-mediated meetings. Furthermore the tools were either not designed to support all the processes within team collaboration or not readily adopted by users. Literature on developing an integrated tool-support that includes all the potential processes within a meeting, and learning lessons whilst designing tools to improve the state of their adoption is largely unexplored. This paper reports on a qualitative study that observed twenty team meetings from five organisations in South Australia and analysed the data using a grounded theory approach to generate stories on team activities. The stories were used to develop a tool-kit framework and lessons on providing a tool support for team meetings.
Managing Shadow IT Instances – A Method to Control Autonomous IT Solutions in the Business Departments
"... Information Technology (IT) used for business processes is not only provided by the organization’s IT department. Business departments and users autonomously implement IT solutions outside of the organizational IT service management. This phenomenon is called Shadow IT. Opportunities for innovation ..."
Abstract
- Add to MetaCart
Information Technology (IT) used for business processes is not only provided by the organization’s IT department. Business departments and users autonomously implement IT solutions outside of the organizational IT service management. This phenomenon is called Shadow IT. Opportunities for innovation and flexibility, and problems in security, compliance, and efficiency call for its management. Following design science research and guided by a multiple-case study, this paper provides a method to manage Shadow IT instances. The designed measures to identify, evaluate and control these are theoretically justified by informal organization research, risk maps, and Transaction Cost Theory. The modes to control Shadow IT instances, registration, coordination of related activities, or renovation, follow efficient and adaptive governance structures and consider risk-based parameters. Applying the method turns Shadow IT into a business-located IT, preserving the opportunities resulting from autonomy. The findings contribute to IT Governance research regarding IT activities at business and user level.
Lessons towards Developing an Integrated Tool-support for small Team meetings
"... Abstract — Teams within organisations meet regularly to review their progress and engage in collaborative activities within a team setting. However, the uptake of tools to support their activities within team meetings is limited. Research efforts on understanding the reasons for low rates of tool ad ..."
Abstract
- Add to MetaCart
(Show Context)
Abstract — Teams within organisations meet regularly to review their progress and engage in collaborative activities within a team setting. However, the uptake of tools to support their activities within team meetings is limited. Research efforts on understanding the reasons for low rates of tool adoption and learning lessons in developing tools that could be readily adopted by team members within team meetings are largely unexplored. This qualitative study focuses on learning lessons towards developing an integrated tool-support for small team meetings within organisations using focus groups. Discussions were based on a tool-kit framework generated by observing their team meetings in an earlier study. The discussions were recorded and the transcripts were analysed using grounded theory approach to generate stories on team processes and potential tools that could assist team members during each process. The lessons derived from the study were based on three aspects of tool-support namely the potential users of the proposed tool-kit, processes within the team meetings that would be influenced by the introduction of the tool-kit and the technological aspects of the tool-kit.
