The Effect of Enterprise Architecture on Human Resources Productivity from the Perspective of Medical Librarians

2020 ◽  
Vol 11 (3) ◽  
pp. 281-289
Author(s):  
Safiyeh Tahmasebi Limooni

Author(s):  
Timothy Biggert

This chapter provides a case study on how the U.S. Office of Personnel Management has led the establishment of the Human Resources Line of Business (HR LOB). It explains how the HR LOB program has used enterprise architecture to drive transformation to a new Human Resources service delivery model across the United States Federal government. The authors propose that the common view and vocabulary that EA artifacts provide, along with the collaborative governance that took place to create the artifacts, has produced a solid business foundation for this extensive business transformation effort.



Human resources within the company is the most important thing because in managing a company requires competent, creative and innovative human resources. This research was made based on observations from several companies that discuss problems and complaints from employees about human resources in the company. The human resource standard reference application is created using the TOGAF Framework which can help in designing human resource standard references because within the TOGAF framework there are several stages in building a corporate Enterprise architecture. The human resource standard reference application is also supported by UML design method. With these two methods, the human resource standard reference application can become an application for monitoring all data and reports on human resources transparently without having to bother and come directly to the office and in managing information applications of the human resource standard reference using SMS support technology.



2011 ◽  
pp. 311-343
Author(s):  
Timothy Biggert

This chapter provides a case study on how the U.S. Office of Personnel Management has led the establishment of the Human Resources Line of Business (HR LOB). It explains how the HR LOB program has used enterprise architecture to drive transformation to a new Human Resources service delivery model across the United States Federal government. The authors propose that the common view and vocabulary that EA artifacts provide, along with the collaborative governance that took place to create the artifacts, has produced a solid business foundation for this extensive business transformation effort.



2017 ◽  
Author(s):  
Rintho Rante Rerung

Department of Culture and Tourism of Tana Toraja is one of the technical agencies in the Government of Tana Toraja. One of the main functions of this institute are to develop tourism to get economic and social benefits from tourism activities. An enterprise information systems based on information technology should be planned to provide an overview of information systems to support business process services. The planning is used EAP models. EAP models will define the business requirements and the architecture. From the research mentioned above, it has found that the application required in the information system is tourism website, financial application, human resources department (HRD) application, and Controlling and Evaluation application



The HMM application for manager's profile management uses a natural language development environment and for that goal the authors propose to use the holistic profile management system (HPMS) that can be used, for example, by the enterprise's human resources. The HPMS activities are supported by a central decision-making system (DMS), knowledge management system (KMS), and an enterprise architecture project (EAP). The proof of concept (PoC) is based on a business case from the insurance domain, where the central point is the capacity of the selected manager profile to successfully start and finalize a BTP or an EAP (or simply a project).



2018 ◽  
Vol 8 (2) ◽  
pp. 81-86
Author(s):  
Wella Wella ◽  
Andreas Febrianus Tanujaya

Pemanfaatan TI sangat penting untuk penyampaian strategi dan visi utama bisnis sehingga mendukung aktivitas organisasi. PT X merupakan sebuah perusahaan yang bergerak di bidang plantation. PT X berkeinginan untuk mengetahui tingkat kapabilitas tata kelola TI mereka. Penelitian ini menggunakan framework COBIT 5.0 dan Capability Level. Proses yang akan diuji adalah Ensure Governance Framework Setting and Maintenance, Ensure Benefits Delivery, Manage the IT Management Framework, Manage Strategy, Manage Enterprise Architecture, Manage Portfolio, Manage Human Resources, Manage Relationship, Manage Programs and Projects, dan Manage Requirements Definition. Target yang ingin dicapai oleh PT X adalah pada level 3 untuk proses Manage Strategy, sedangkan untuk proses yang lain ditargetkan pada level 2. Namun, hasil yang didapatkan tidak sesuai dengan ekspektasi yaitu Ensure Governance Framework Setting and Maintenance, Ensure Benefits Delivery, Manage the IT Management Framework, Manage Enterprise Architecture, Manage Portofolio, Manage Programmes and Projects, dan Manage Requirements Definition berhenti pada level 1. Sedangkan Manage Strategy, Manage Human Resources dan Manage Relationship berhenti pada level 2. Sehingga perusahaan masih harus melakukan perbaikan berdasarkan rekomendasi yang diberikan yang mendasar pada framework COBIT5.0. Kata kunci—Capability Level, COBIT 5.0, IT Framework, IT Governance.



2021 ◽  
Vol 10 (2) ◽  
pp. 167-175
Author(s):  
Ni Luh Made Uti Tiasmi ◽  
I Made Candiasa ◽  
Gede Indrawan

Analisis tingkat kapabilitas Layanan Perizinan Online (LAPERON) Badung dengan COBIT 5 bertujuan untuk mengetahui tingkat pencapaian dari sistem yang dibangun. COBIT 5 digunakan untuk mengukur kinerja sumber daya Teknologi Informasi (TI) dalam mencapai visi dan misi organisasi. Analisis dimulai dengan melihat permasalahan yang ada pada DPMPTSP Kabupaten Badung, kemudian dilakukan pemetaan terhadap strategi bisnis dengan enterprise goals dan IT related goals COBIT 5. Pengolahan data dan penilaian dilakukan dengan process assessment models dan analisis kesenjangan untuk menentukan tingkat kapabilitas LAPERON.  Analisis menghasilkan fokus audit  pada 7 domain proses COBIT 5 yaitu, Ensure Governance Framework Setting and Maintenance (EDM01), Manage the IT Management Framework (APO01), Manage Strategy (APO02), Manage Enterprise Architecture (APO03), Manage Human Resources (APO07), Manage Relationships (APO08), dan Manage Requirements Definition (BAI02). Teknik pengumpulan data yang digunakan adalah observasi, wawancara dan penyebaran kuesioner. Hasil analisis tingkat kapabilitas saat ini untuk domain EDM01 dan APO02 berada pada level 4 (predictable process). Sedangkan, untuk domain APO1, APO03, APO07, APO08, dan BAI02 berada di level 3 (established process). Capability level tata kelola LAPERON yang diharapkan, yaitu pada level 5 (optimizing process). Sehingga terdapat gap antara level kapabilitas saat ini dengan yang diharapkan pada masing-masing domain EDM01 dan APO02 bernilai 1 gap, APO1, APO03, APO07, APO08, dan BAI02 bernilai 2 gap.



Author(s):  
Muhammad Yusuf Morais ◽  
Habibullah Akbar

Institute of Business (IOB) is committed to achieve its goals, i.e. becomes a place for economics and business as well as computer science developers, and prepare a ready-to-use Human Resources (HR), especially for Timor Leste. At present, IOB does not have an alignment between business processes and information systems owned. Therefore, this paper proposes an architectural design that bridges the alignment. The methods used to build the framework are include Enterprise Architecture Planning (EAP), SWOT, Value Chain, and Mc Farlan Grid. The built frameworks are focused on the needs of the application architecture. The resulted portfolio has 45 applications for various divisions of IOB. In addition, the SWOT analysis shows that IOB's internal and external factors are in the second quadrant. Thus, IOB's position is relatively strong, though it is facing a big challenge. The recommended strategy is the Strengths-Threats (ST) strategy that uses the company’s strength to overcome the threats. This strategy includes improving facilities, adding faculties and departments, developing academic information systems, improving the quality of learning, and improving the human resources quality.



1981 ◽  
Vol 36 (11) ◽  
pp. 1395-1418 ◽  
Author(s):  
Gary R. VandenBos ◽  
Joy Stapp ◽  
Richard R. Kilburg


1984 ◽  
Vol 39 (12) ◽  
pp. 1485-1486 ◽  
Author(s):  
David J. Knesper ◽  
David J. Pagnucco
Keyword(s):  


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