O documento é uma reflexão sobre como a economia global produz bens baratos de forma questionável, explorando a inocência. O autor expressa indignação com um mundo que permite tal exploração.
Som C-level leder er der en stor chance for at man på et tidspunkt skal tager stilling til om et BPM, SOA og/eller EA program skal iværksættes. Spørgsmålet ”Hvad er egentlig risici med dette initiativ?” skal stilles og risiciene skal håndteres, dvs. at der skal iværksættes aktiviteter, som reducerer risikoens sandsynlighed eller som afbøder dens potentielle konsekvenser.
Uden at påvise det matematisk, kan man gå ud fra at risikoen ikke bliver mindre, når initiativet kombinerer flere komplekse discipliner som EA, SOA og BPM. Dette kræver at man ændrer noget afgørende ved årsagerne til de problemer, man potentielt kan opleve med de enkelte discipliner.
Når man starter et EA initiativ skal man være klar over at: Failure is an option!
Architecture d' Entreprise - AE NavigateurSonja Gielen
L'architecture d'entreprise (AE) est un cadre éprouvé de l'industrie et une approche structurée pour répondre aux objectifs d'affaires et aux besoins des entreprises.
AE est un processus axé sur les entreprises qui définit :
POURQUOI & CE QUI doit être construit (les plans de l'état futur)
COMMENT y arriver (la feuille de route d'exécution)
This document is a collection of moments from the Centre Obert program in 2014-2015. It describes various activities the children participated in such as rock climbing, capoeira, cooking traditional foods from Morocco, preparing sandwiches and pizzas, making pastries and desserts, Carnival, and end of year games. It thanks all involved for participating in the program.
Som C-level leder er der en stor chance for at man på et tidspunkt skal tager stilling til om et BPM, SOA og/eller EA program skal iværksættes. Spørgsmålet ”Hvad er egentlig risici med dette initiativ?” skal stilles og risiciene skal håndteres, dvs. at der skal iværksættes aktiviteter, som reducerer risikoens sandsynlighed eller som afbøder dens potentielle konsekvenser.
Uden at påvise det matematisk, kan man gå ud fra at risikoen ikke bliver mindre, når initiativet kombinerer flere komplekse discipliner som EA, SOA og BPM. Dette kræver at man ændrer noget afgørende ved årsagerne til de problemer, man potentielt kan opleve med de enkelte discipliner.
Når man starter et EA initiativ skal man være klar over at: Failure is an option!
Architecture d' Entreprise - AE NavigateurSonja Gielen
L'architecture d'entreprise (AE) est un cadre éprouvé de l'industrie et une approche structurée pour répondre aux objectifs d'affaires et aux besoins des entreprises.
AE est un processus axé sur les entreprises qui définit :
POURQUOI & CE QUI doit être construit (les plans de l'état futur)
COMMENT y arriver (la feuille de route d'exécution)
This document is a collection of moments from the Centre Obert program in 2014-2015. It describes various activities the children participated in such as rock climbing, capoeira, cooking traditional foods from Morocco, preparing sandwiches and pizzas, making pastries and desserts, Carnival, and end of year games. It thanks all involved for participating in the program.
The document presents a strategy for managing change by mapping stakeholders to positions on a football pitch based on their support. It recommends starting by understanding each stakeholder, delivering quick wins to move supporters higher, using influential supporters to affect others, aligning rewards, and eventually delivering big wins to shift most stakeholders to the top position, representing successful change. It advises against starting with hardcore detractors and suggests options for dealing with the few who remain at the end. The overall strategy is to "play the percentages" and focus on gaining momentum through supporters before confronting detractors.
The document outlines 10 steps to build a business case: 1) Define the opportunity, 2) Assess the opportunity, 3) Identify objectives, 4) Consider alternatives, 5) Analyze costs and benefits, 6) Calculate net present value, 7) Assess risks, 8) Make a recommendation, 9) Present the case, and 10) Review and monitor the case. It provides a framework to develop a business case through defining the opportunity, assessing alternatives, analyzing financials, considering risks, and presenting the recommendation.
EA Navigator - Enterprise ArchitectureSonja Gielen
The document outlines an enterprise architecture (EA) approach consisting of six steps: 1) agree on expectations regarding scope, assumptions, and stakeholders, 2) develop a strategic business architecture to identify strategic gaps and opportunities, 3) develop an operations business architecture to define processes, data, and organizations, 4) define the current state solution architecture by mapping systems, projects, and architectures, 5) define a future state solution architecture with new applications and alignment to strategies, and 6) create a roadmap that groups capabilities into initiatives and sequences projects. The approach aims to define why and what needs to be built and how to get there to deliver business and IT value.
Project governance provides a framework to ensure projects deliver expected value. It involves defining what the organization wants to achieve, how projects will be planned and executed, and how success will be measured. Implementing a project governance model based on a maturity framework like OGC P3M3 can improve budget/schedule predictability, productivity, quality and customer satisfaction. Reaching level 3 maturity involves defining standard processes in key areas like risk management and implementing them consistently across projects.
The document outlines two project governance models for a project between a vendor and customer. Model I describes the vendor taking primary responsibility for overall governance, requirements gathering, status reporting, and delivery management. Model II describes the customer taking primary responsibility for governance, receiving requirements and schedules from the vendor, coordinating status calls, and overseeing delivery management. Both models specify the responsibilities of the vendor and customer project teams.
Effective GOVERNANCE in Project Portfolio ManagementMichal Augustini
The document discusses effective governance in project portfolio management. It begins by defining project portfolio management as screening, selecting, and prioritizing projects; monitoring and reprioritizing projects; and tracking and managing realized benefits. It then notes that ineffective governance is a primary reason companies fail to achieve best-in-class portfolio status. The document goes on to discuss methodology for gathering information through related readings, developing interview questions, interviewing experts, and analyzing primary and secondary sources to identify issues in project portfolio management and recommendations. Key points from interviews and articles are presented, such as the need for proper tools and using data effectively. Seven critical success factors for effective governance in project portfolio management are listed.
This document discusses the concepts of projects and project management. It begins with definitions of a project as a temporary endeavor undertaken to create a unique product or service. Key aspects of projects mentioned include them being limited in time, goal-centric, and impacting existing organizations. Examples of projects like building a house or developing a new product are provided. The document then discusses what constitutes a project team and management. It provides insights into evaluating different project models and highlights factors like control, discipline, and organization type that determine the best model. The rest of the document offers perspectives on project failures, principles of high reliability organizations, and practical tools for project planning like the work breakdown structure, Gantt chart, PERT planning and managing scope.
The document discusses research into finding theoretical foundations for the COBIT 5 framework. It aims to determine if COBIT has visible theoretical underpinnings by mapping its principles, processes, and goals to constructs in stakeholder theory, principal-agent theory, and the technology acceptance model. The research finds the strongest links to principal-agent theory, along with some relationships to stakeholder theory. It concludes that while certain theories are present, COBIT may have benefited from a clearer theoretical starting point in its development.
This document summarizes challenges with IT projects and proposes new paradigms for managing them more effectively. It notes that 30-40% of IT projects run over budget, over schedule, or fail to meet specifications. Common types of system failures include failing to capture business requirements or provide organizational benefits. The document then discusses traditional project management approaches and their limitations. It proposes new paradigms like real options pricing models, prioritizing high reliability through collective mindfulness, and considering the sociomateriality of information systems. Overall, it argues for a more critical perspective on projects that focuses on values, ethics, meaning, and trust in addition to traditional efficiency and control measures.
The document discusses IT governance in small and medium enterprises (SMEs). It begins by providing background on corporate governance and IT governance. It then questions whether IT governance is relevant for SMEs given factors like independence, personal influence of the CEO, and need for flexibility. The presentation outlines new findings from a study of IT governance research involving SMEs in 22 countries. Key findings include that IT can enable innovation but adoption is often slow in SMEs, benefits of IT are difficult to measure, and outsourcing is common due to resource constraints.
The document presents a perspective on IT governance in small and medium enterprises (SMEs). It discusses how existing IT governance principles are better suited for large organizations rather than SMEs due to SMEs having less separation between ownership and control, and being more influenced by the CEO's personal beliefs. New findings from research on IT governance in SMEs in 22 countries show that while IT is important for innovation, benefits are hard to measure and strategic thinking on IT follows a bottom-up rather than top-down approach. The conclusions suggest existing IT governance models may be too mechanistic and formal for SMEs, and that an approach focusing more on people would be better suited.
This document discusses the emergence of engineering as a profession and contrasts the engineering model with an alternative approach called bricolage. The engineering model emphasizes reductionism, specialization, and the separation of creation and use. In contrast, bricolage is characterized by making use of whatever resources are at hand, an emphasis on relationships and interconnected systems over isolated parts, and blending creation and use. The document suggests that while both approaches have merits, a mixed approach integrating aspects of engineering and bricolage may be most effective.
The document summarizes Dr. Jan Devos' presentation on using bricolage to facilitate emergent collectives in small-to-medium enterprises (SMEs). It discusses emergent collectives and bricolage, presents Devos' research question on how bricolage can help adopt emergent collectives, and outlines the action research methodology used in a case study of a drop shipping company. The findings show how bricolage repertoire, dialogue, and outcomes exist in the company and support several of Ciborra's bricolage propositions. The conclusion is that bricolage helped adopt emergent technologies in a way that is more developed than traditional control-based thinking.
IT for Small and Medium-sized Enterprises (SMEs)Ghent University
This document discusses IT for small and medium-sized enterprises (SMEs). It begins with a brief history of SMEs, noting they were largely ignored until the 1970s. It then discusses definitional problems in classifying SMEs, noting heterogeneity in factors like organizational size, economic sector, and ownership structure. The document also outlines some generic characteristics of SMEs in relation to IT, such as resource poverty, low IT capabilities, and a focus on informal management. Finally, it summarizes some key findings from past research on IT use and challenges in SMEs.
The document provides information about Dr. Jan Devos and discusses several topics related to engineering models and organizational change. It includes contact information for Dr. Devos at the top, followed by sections that discuss the emergence of the engineering model in history. Later sections discuss successes and failures of the engineering model, as well as alternative approaches and examples of emergent collectives such as Wikipedia.
This document outlines a research study on how bricolage can facilitate emergent collectives in an entrepreneurial setting. It discusses key concepts like emergent collectives, bricolage, and provides an outline of the presentation. The research question asks how bricolage can be used to help adopt emergent collectives. The methodology includes action research using a case study of a small drop shipping company. Preliminary findings suggest bricolage repertoires exist and can be used dialogically to create value for customers.
The document presents a strategy for managing change by mapping stakeholders to positions on a football pitch based on their support. It recommends starting by understanding each stakeholder, delivering quick wins to move supporters higher, using influential supporters to affect others, aligning rewards, and eventually delivering big wins to shift most stakeholders to the top position, representing successful change. It advises against starting with hardcore detractors and suggests options for dealing with the few who remain at the end. The overall strategy is to "play the percentages" and focus on gaining momentum through supporters before confronting detractors.
The document outlines 10 steps to build a business case: 1) Define the opportunity, 2) Assess the opportunity, 3) Identify objectives, 4) Consider alternatives, 5) Analyze costs and benefits, 6) Calculate net present value, 7) Assess risks, 8) Make a recommendation, 9) Present the case, and 10) Review and monitor the case. It provides a framework to develop a business case through defining the opportunity, assessing alternatives, analyzing financials, considering risks, and presenting the recommendation.
EA Navigator - Enterprise ArchitectureSonja Gielen
The document outlines an enterprise architecture (EA) approach consisting of six steps: 1) agree on expectations regarding scope, assumptions, and stakeholders, 2) develop a strategic business architecture to identify strategic gaps and opportunities, 3) develop an operations business architecture to define processes, data, and organizations, 4) define the current state solution architecture by mapping systems, projects, and architectures, 5) define a future state solution architecture with new applications and alignment to strategies, and 6) create a roadmap that groups capabilities into initiatives and sequences projects. The approach aims to define why and what needs to be built and how to get there to deliver business and IT value.
Project governance provides a framework to ensure projects deliver expected value. It involves defining what the organization wants to achieve, how projects will be planned and executed, and how success will be measured. Implementing a project governance model based on a maturity framework like OGC P3M3 can improve budget/schedule predictability, productivity, quality and customer satisfaction. Reaching level 3 maturity involves defining standard processes in key areas like risk management and implementing them consistently across projects.
The document outlines two project governance models for a project between a vendor and customer. Model I describes the vendor taking primary responsibility for overall governance, requirements gathering, status reporting, and delivery management. Model II describes the customer taking primary responsibility for governance, receiving requirements and schedules from the vendor, coordinating status calls, and overseeing delivery management. Both models specify the responsibilities of the vendor and customer project teams.
Effective GOVERNANCE in Project Portfolio ManagementMichal Augustini
The document discusses effective governance in project portfolio management. It begins by defining project portfolio management as screening, selecting, and prioritizing projects; monitoring and reprioritizing projects; and tracking and managing realized benefits. It then notes that ineffective governance is a primary reason companies fail to achieve best-in-class portfolio status. The document goes on to discuss methodology for gathering information through related readings, developing interview questions, interviewing experts, and analyzing primary and secondary sources to identify issues in project portfolio management and recommendations. Key points from interviews and articles are presented, such as the need for proper tools and using data effectively. Seven critical success factors for effective governance in project portfolio management are listed.
This document discusses the concepts of projects and project management. It begins with definitions of a project as a temporary endeavor undertaken to create a unique product or service. Key aspects of projects mentioned include them being limited in time, goal-centric, and impacting existing organizations. Examples of projects like building a house or developing a new product are provided. The document then discusses what constitutes a project team and management. It provides insights into evaluating different project models and highlights factors like control, discipline, and organization type that determine the best model. The rest of the document offers perspectives on project failures, principles of high reliability organizations, and practical tools for project planning like the work breakdown structure, Gantt chart, PERT planning and managing scope.
The document discusses research into finding theoretical foundations for the COBIT 5 framework. It aims to determine if COBIT has visible theoretical underpinnings by mapping its principles, processes, and goals to constructs in stakeholder theory, principal-agent theory, and the technology acceptance model. The research finds the strongest links to principal-agent theory, along with some relationships to stakeholder theory. It concludes that while certain theories are present, COBIT may have benefited from a clearer theoretical starting point in its development.
This document summarizes challenges with IT projects and proposes new paradigms for managing them more effectively. It notes that 30-40% of IT projects run over budget, over schedule, or fail to meet specifications. Common types of system failures include failing to capture business requirements or provide organizational benefits. The document then discusses traditional project management approaches and their limitations. It proposes new paradigms like real options pricing models, prioritizing high reliability through collective mindfulness, and considering the sociomateriality of information systems. Overall, it argues for a more critical perspective on projects that focuses on values, ethics, meaning, and trust in addition to traditional efficiency and control measures.
The document discusses IT governance in small and medium enterprises (SMEs). It begins by providing background on corporate governance and IT governance. It then questions whether IT governance is relevant for SMEs given factors like independence, personal influence of the CEO, and need for flexibility. The presentation outlines new findings from a study of IT governance research involving SMEs in 22 countries. Key findings include that IT can enable innovation but adoption is often slow in SMEs, benefits of IT are difficult to measure, and outsourcing is common due to resource constraints.
The document presents a perspective on IT governance in small and medium enterprises (SMEs). It discusses how existing IT governance principles are better suited for large organizations rather than SMEs due to SMEs having less separation between ownership and control, and being more influenced by the CEO's personal beliefs. New findings from research on IT governance in SMEs in 22 countries show that while IT is important for innovation, benefits are hard to measure and strategic thinking on IT follows a bottom-up rather than top-down approach. The conclusions suggest existing IT governance models may be too mechanistic and formal for SMEs, and that an approach focusing more on people would be better suited.
This document discusses the emergence of engineering as a profession and contrasts the engineering model with an alternative approach called bricolage. The engineering model emphasizes reductionism, specialization, and the separation of creation and use. In contrast, bricolage is characterized by making use of whatever resources are at hand, an emphasis on relationships and interconnected systems over isolated parts, and blending creation and use. The document suggests that while both approaches have merits, a mixed approach integrating aspects of engineering and bricolage may be most effective.
The document summarizes Dr. Jan Devos' presentation on using bricolage to facilitate emergent collectives in small-to-medium enterprises (SMEs). It discusses emergent collectives and bricolage, presents Devos' research question on how bricolage can help adopt emergent collectives, and outlines the action research methodology used in a case study of a drop shipping company. The findings show how bricolage repertoire, dialogue, and outcomes exist in the company and support several of Ciborra's bricolage propositions. The conclusion is that bricolage helped adopt emergent technologies in a way that is more developed than traditional control-based thinking.
IT for Small and Medium-sized Enterprises (SMEs)Ghent University
This document discusses IT for small and medium-sized enterprises (SMEs). It begins with a brief history of SMEs, noting they were largely ignored until the 1970s. It then discusses definitional problems in classifying SMEs, noting heterogeneity in factors like organizational size, economic sector, and ownership structure. The document also outlines some generic characteristics of SMEs in relation to IT, such as resource poverty, low IT capabilities, and a focus on informal management. Finally, it summarizes some key findings from past research on IT use and challenges in SMEs.
The document provides information about Dr. Jan Devos and discusses several topics related to engineering models and organizational change. It includes contact information for Dr. Devos at the top, followed by sections that discuss the emergence of the engineering model in history. Later sections discuss successes and failures of the engineering model, as well as alternative approaches and examples of emergent collectives such as Wikipedia.
This document outlines a research study on how bricolage can facilitate emergent collectives in an entrepreneurial setting. It discusses key concepts like emergent collectives, bricolage, and provides an outline of the presentation. The research question asks how bricolage can be used to help adopt emergent collectives. The methodology includes action research using a case study of a small drop shipping company. Preliminary findings suggest bricolage repertoires exist and can be used dialogically to create value for customers.
This document provides contact information for Dr. Jan Devos and information about his expertise in electronics and IT. It discusses three rules for conducting a project, but notes that nobody knows what those rules actually are. It then provides definitions and examples of what constitutes a project, including its temporary nature, goal orientation, and impact on existing organizations. Project management is introduced as the planning, monitoring, and control of all aspects of a project to achieve objectives on time and within budget. Key project management practices like work breakdown structures, GANTT charts, and PERT planning are also summarized.
The document discusses key topics related to information and communication technologies (ICTs) and their impact on businesses and society. It addresses issues like disruptive innovations, the need for businesses to change their models, the importance of broadband access, and questions around control and appropriate business models in a digital world. The future of ICTs and emerging collectives is uncertain but impactful.
This document discusses IT governance in small and medium enterprises (SMEs). It explores whether IT governance in SMEs is based more on control or trust when outsourcing IT projects. The document outlines definitions of SMEs, issues they face with IT and outsourcing, and introduces the concepts of agency theory and organizational trust as theoretical frameworks. It then describes the research methodology used - a retrospective multiple case study analysis of SMEs that experienced outsourced IT project failures. The document puts forward four propositions relating project failure to levels of control and trust.
56. FIM … antes fosse o fim de imagens assim: farrapos da inocência algemada. Cenas da inocência nas malhas do mal. Mundo malvado! J. Alberto de Oliveira