Towards Knowledge Management to Support Decision Making for Software Process Development

Author(s):  
Edrisi Muñoz ◽  
Elisabeth Capón-García

The complexity of decision making in software process development and the need for highly competitive organizations require new supporting tools to coordinate and optimize the information flow among decision levels. Decision levels are related to strategic planning, tactical process management, and operational activities development and control. This chapter presents the theory for developing a framework that integrates the different decision levels in software development companies in order to reach their business objectives. Furthermore, the proposed framework coordinates the information exchange among the different modeling paradigms/conventions currently used.

Author(s):  
Edrisi Muñoz ◽  
Elisabeth Capón-García

The complexity of decision making in software process development and the need for highly competitive organizations require new supporting tools to coordinate and optimize the information flow among decision levels. Decision levels are related to strategic planning, tactical process management, and operational activities development and control. This chapter presents the theory for developing a framework that integrates the different decision levels in software development companies in order to reach their business objectives. Furthermore, the proposed framework coordinates the information exchange among the different modeling paradigms/conventions currently used.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sami Wasef Abuezhayeh ◽  
Les Ruddock ◽  
Issa Shehabat

Purpose The purpose of this paper is to investigate and explain how organizations in the construction sector can enhance their decision-making process (DMP) by practising knowledge management (KM) and business process management (BPM) activities. A conceptual framework is developed that recognises the elements that impact DMP in terms of KM and BPM. The development of this framework goes beyond current empirical work on KM in addition to BPM as it investigates a wider variety of variables that impact DMP. Design/methodology/approach A case study is undertaken in the context of the construction industry in Jordan. A theoretical framework is developed and assessment of the proposed framework was undertaken through a questionnaire survey of decision-makers in the construction sector and expert interviews. Findings The outcomes of this research provide several contributions to aid decision-makers in construction organizations. Growth in the usage of KM and BPM, in addition to the integration between them, can provide employees with task-related knowledge in the organization’s operative business processes, improve process performance, promote core competence and maximise and optimise business performance. Originality/value Through the production of a framework, this study provides a tool to enable improved decision-making. The framework generates a strong operational as well as theoretical approach to the organizational utilization of knowledge and business processes.


10.28945/2192 ◽  
2015 ◽  
Author(s):  
Rogério Rossi ◽  
Kechi Hirama

[The final form of this paper was published in the journal Issues in Informing Science and Information Technology.] Considering that big data is a reality for an increasing number of organizations in many areas, its management represents a set of challenges involving big data modeling, storage and retrieval, analysis and visualization. However, technological resources, people and processes are crucial dimensions to facilitate the management of big data in any organization, allowing information and knowledge from a large volume of data to support decision-making. Big data management must be supported by technology, people and processes; hence, this article discusses these three dimensions: the technologies for storage, analysis and visualization of big data; the human aspects of big data; and, in addition, the process management involved in a technological and business approach for big data management.


Author(s):  
Mahir Pradana

Mahir Pradana; The search for as much information as possible is needed to achieve maximum results in a management process. Information is also needed as a source of evaluation of the development of an organization, institutions, companies, and departments. Thus, the management process is inseparable from the use of information systems, which is a set of components that are interconnected, collect, process the store, and distribute information to support decision-making and control in an organization. This article examines the theories of management information system to be used as a reference in the domain of management information systems.Keywords: Management Information Systems, Use Of Information Systems, The Value Of Information Technology.


2016 ◽  
pp. 2096-2121
Author(s):  
Ute Riemann

Business processes are not only variable they are as well dynamic. A key benefit of Business Process Management (BPM) is the ability to adjust business processes accordingly in response to changing market requirements. In parallel to BPM, enterprise cloud computing technology has emerged to provide a more cost effective solution to businesses and services while making use of inexpensive computing solutions, which combines pervasive, internet, and virtualization technologies (). Despite the slow start, the business benefits of cloud computing are as such that the transition of BPM to the cloud is now underway. Cloud services refer to the operation of a virtualized, automated, and service-oriented IT landscape allowing the flexible provision and usage-based invoicing of resources, services, and applications via a network or the internet. The generic term “X-as-a-Service” summarize the business models delivering almost everything as a service. BPM in the cloud is often regarded as a SaaS application. More recently, BPM is being regarded as a PaaS as it facilitates the creation and deployment of applications, in this case business process solutions. The PaaS landscape is the least developed of the four cloud based software delivery models previously discussed. PaaS vendors, such as IBM, Oracle, and Microsoft delivered an application platform with managed cloud infrastructure services however, more recently the PaaS market has begun to evolve to include other middleware capabilities including process management. BPM PaaS is the delivery of BPM technology as a service via a cloud service provider. For the classification as a PaaS a BPM suite requires the following capabilities: the architecture should be multi-tenant, hosting should be off premise and it should offer elasticity and metering by use capabilities. When we refer to BPM in the cloud, what we are really referring to is a combination of BPM PaaS and BPaaS (Business Process as a Service). Business Process as a Service (BPaaS) is a set of pre-defined business processes that allows the execution of customized business processes in the cloud. BPaaS is a complete pre-integrated BPM platform hosted in the cloud and delivered as a service, for the development and execution of general-purpose business process application. Although such a service harbors an economic potential there are remaining questions: Can an individual and company-specific business process supported by a standardized cloud solution, or should we protect process creativity and competitive differentiation by allowing the company to design the processes individually and solely support basic data flows and structures? Does it make sense to take a software solution “out of the box” that handles both data and process in a cloud environment, or would this hinder the creativity of business (process) development leading to a lower quality of processes and consequently to a decrease in the competitive positioning of a company? How to manage the inherent compliance and security topic. Within a completely integrated business application system, all required security aspects can be implemented as a safeguarding with just enough money. Within the cloud, however, advanced standards and identity prove is required to monitor and measure information exchange across the federation. Thereby there seems to be no need for developing new protocols, but a standardized way to collect and evaluate the collected information.


2019 ◽  
pp. 1844-1868
Author(s):  
Ute Riemann

Business processes are not only variable, they are dynamic as well. A key benefit of BPM is the ability to adjust processes accordingly in response to changing market requirements. In parallel to BPM, enterprise cloud computing technology has emerged to provide a more cost effective solution to businesses and services while making use of inexpensive computing solutions, which combines pervasive, internet, and virtualization technologies (). Despite the slow start the business benefits of cloud computing are as such that the transition of BPM to the cloud is now underway. Cloud services refer to the operation of a virtualized, automated, and service-oriented IT landscape that allows the flexible provision and usage-based invoicing of resources, services, and applications via a network or the Internet. The generic term “X-as-a-Service” summarized the business models delivering almost everything as a service. BPM in the cloud is often regarded as a SaaS application. More recently, BPM is being regarded as a PaaS as it facilitates the creation and deployment of applications, in this case business process solutions. The PaaS landscape is the least developed of the four cloud based software delivery models previously discussed. PaaS vendors, such as IBM, Oracle, Microsoft delivered an application platform with managed cloud infrastructure services however more recently the PaaS market has begun to evolve to include other middleware capabilities including process management. BPM PaaS is the delivery of BPM technology as a service via a cloud service provider. In order to be classified as a PaaS a BPM suite requires the following capabilities: the architecture should be multi-tenant, it should be hosted off premise and it should offer elasticity and metering by use capabilities. When we refer to BPM in the cloud what we are really referring to is a combination of BPM PaaS and BPaaS (Business Process as a Service). Business Process as a Service (BPaaS) is a set of pre-defined business processes that allows the execution of customized business processes in the cloud. BPaaS is a complete pre-integrated BPM platform hosted in the cloud and delivered as a service, for the development and execution of general-purpose business process application. Although such a service harbors an economic potential, questions that need to be answered are as follows: Can an individual and company-specific business process supported by a standardized cloud solution, or should we protect process creativity and competitive differentiation by allowing the company to design the processes individually and solely support basic data flows and structures? Does it make sense to take a software solution “out of the box” that handles both data and process in a cloud environment, or would this hinder the creativity of business (process) development leading to a lower quality of processes and consequently to a decrease in the competitive positioning of a company? How to manage the inherent compliance and security topic. Within a completely integrated business application system, all required security aspects can be implemented as safeguards with just enough money. Within the cloud, however, advanced standards and identity prove is required to monitor and measure information exchange across the federation. Thereby there seems to be no need for developing new protocols, but a standardized way to collect and evaluate the collected information.


2011 ◽  
pp. 3214-3220
Author(s):  
V. K. Narayanan

Historically, the focus of IT infrastructure has been to capture the knowledge of experts in a centralized repository (Davenport & Prusak, 1998; Grover & Davenport, 2001). These centralized databases contained knowledge that was explicit and historical (e.g., competitor pricing, market share), and the IT infrastructure served to facilitate functional decision-making or to automate routine tasks (i.e., in re-engineering). The users of technology approached the repository to obtain data in a narrowly defined domain (Broadbent et al. 1999). Consequently, IT originally played a significant yet ultimately limited role in the strategy creation process. Management information systems (MIS) arguably generated information that was less applicable to strategy creation, as noted in early writings on the linkage between MIS and strategic planning (Holmes, 1985; Lientz & Chen, 1981; Shank et al., 1985).


Author(s):  
Mahmoud Abdelrahman ◽  
K. Nadia Papamichail ◽  
Simon French

With the advent of the knowledge economy and the growing importance of knowledge societies, organizations are constantly seeking new ways of leveraging knowledge assets to support Decision Making (DM) processes. This chapter presents an initial insight to the little-researched phenomenon of how Knowledge Management Systems (KMSs) can support DM processes in organizations. A synthesis of ideas from a literature review suggests a new conceptual framework with several critical factors that organizations should take into account to assess the usage of KMSs tools in supporting DM processes in organizations. The proposed framework, “USUQ,” will benefit managers in both public and private sectors in knowing how the Usage, Satisfaction, Usefulness, and the Quality of using KMSs can support DM processes.


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