The Business Transformation Framework, Agile Project and Change Management

2019 ◽  
pp. 212-229
Author(s):  
Antoine Trad ◽  
Damir Kalpić
Keyword(s):  
Project Management ◽  
Change Management ◽  
Global Economy ◽  
Business Environment ◽  
Business Transformation ◽  
Business Environments ◽  
Engineering Services ◽  
Business Engineering ◽  
Management Capabilities

In order to restructure and make the global economy agile in a sustainable manner, the integration of business engineering-related agile project and change management mechanisms are fundamental. Project management transforms traditional business environments to become a part of the newly interconnected global economy. An important factor in continuously transforming a business environment into an innovative and lean business engineering services-oriented environment are the roles of the business transformation manager and the needed business transformation framework that has project management capabilities.

The Business Transformation Framework and Its Business Engineering Law Support for (e)Transactions

2019 ◽  
pp. 230-246
Author(s):  
Antoine Trad ◽  
Damir Kalpić
Keyword(s):  
Global Economy ◽  
Business Environment ◽  
Business Transformation ◽  
Legal Standards ◽  
Business Environments ◽  
Engineering Services ◽  
Business Engineering ◽  
Legal Integration

In order to restructure the global economy in a sustainable manner, the integration of business engineering-related legal standards is fundamental. Today, these legal standards are mature and can help in the transformation of traditional business environments to become a part of the newly interconnected global economy. An important factor in continuously transforming a traditional business environment into an innovative and lean business engineering services-oriented business environment are the roles of the business transformation manager (BTM) and the needed business transformation framework. This framework is also needed to support the business environment's legal integration in the globalized environment.

scholarly journals Evaluating Disruptive Innovation Project Management Capabilities

2020 ◽  
Vol 13 (1) ◽  
pp. 1
Author(s):  
Mikel Zubizarreta ◽  
Jaione Ganzarain ◽  
Jesús Cuadrado ◽  
Rafael Lizarralde
Keyword(s):  
Project Management ◽  
New Technologies ◽  
Business Environment ◽  
Disruptive Innovation ◽  
Management Model ◽  
Business Sustainability ◽  
Industrial Sectors ◽  
Innovation Project ◽  
The Stability ◽  
Management Capabilities

Firms must adapt to a business environment in constant flux. Economic and political factors and the constant interruption of new technologies force firms and organizations to change and to adapt, so that they are not left behind. Over recent years, the development of disruptive innovations has completely revolutionized past scenarios. These innovations break with what is already established and firms from various sectors face no choice other than to incorporate them into their project management portfolios, so as to ensure survival and business sustainability. Using MIVES methodology as its foundation, a business sustainability management model is presented in this paper for the management of disruptive innovation projects that a firm may wish to develop within a given sector. The management model is designed to facilitate disruptive innovation project management for firms within technological-industrial sectors, by assessing the sustainability of the project. The model is applied to two firms, one from the machine-tooling sector and another from the construction sector. Finally, a sensitivity analysis was performed, the results of which verified the validity and the stability of the proposed model.

An Applied Mathematical Model for Business Transformation and Enterprise Architecture

2021 ◽  
pp. 51-89
Author(s):  
Antoine Trad
Keyword(s):  
Mathematical Model ◽  
Risk Management ◽  
Enterprise Architecture ◽  
Business Environment ◽  
Business Systems ◽  
Management Pattern ◽  
Business Transformation ◽  
Business System ◽  
Business Engineering ◽  
Research Architecture

This chapter on an optimal and adaptable enterprise architecture for business systems is one of a series of research chapters on enterprise architecture and business transformations. This one is about estimating the risk for transforming a business environment. It is a conclusion of many years of research, architecture, consulting, and development efforts. The model is based on an applied holistic mathematical model (AHMM) for business transformations. In this chapter, the CSFs are tuned to support the intelligent architecture concepts for business integration in the form of an applied pattern that is also a part or a chapter in this research series. This chapter is related to the feasibility and prototype of the business engineering and risk management pattern (BE&RMP) that should (or shouldn't) prove whether business transformation projects can optimize enterprise business capabilities and how microartefact implementation can offer a sustainable enterprise business system.

scholarly journals Project Management in the Tourism Industry: the Basics of TMBOK

2019 ◽  
Vol 10 (1) ◽  
pp. 26-37
Author(s):  
O. A. Burukina
Keyword(s):  
Sustainable Development ◽  
Project Management ◽  
Change Management ◽  
Global Economy ◽  
Systematic Approach ◽  
Systems Approach ◽  
Tourism Industry ◽  
Strategic Development ◽  
Tourism Enterprises ◽  
National Economies

Purpose: the article aims at substantiating the applicability of project management methodology and tools to the tactical and strategic development of the tourism industry at both the global and national levels of economic development. The author sees the possibility of sustainable development of the tourism industry on the basis of a systems approach to improving the functioning of tourism enterprises using the tools and methods of project management. Taking into account the current contribution of tourism to the global economy and the national economies of many countries, the problem of sustainability of tourism enterprises and national tourism industries in general seems to be one of the foundations for solving the problems of sustainable development included in the 2030 Agenda for Sustainable Development.Methods: the study was conducted on the basis of a systematic approach with the use of logical and comparative analysis of various types of project management methodology potentially applied to tourism projects both for solving operational tourism problems and for the strategic development of tourism industries, as well as the method of structural-functional modeling aimed at laying the foundation for the tourism project management methodology.Results: the problem of sustainability of the tourism industry – the leading sector of the national economies of many countries and the global economy as a whole – has been considered using a systematic approach. An attempt was made to prove the applicability of the project management methodology and tools to the tourism industry and the dependence of the sustainable development of the tourism industry, both at the local and national levels, on more effective management of processes, programs and portfolios based on a systems approach and project management as a method to improve tourism firms’ operations. The methodology of project management in tourism as a driving force for social, economic and cultural change is considered as the basis for successful implementation of projects to ensure benefits for all stakeholders: tour operators, consumers of tourism projects, local communities and all companies involved in tourism projects.Conclusions and Relevance: currently, the tourism industry faces a situation in which tourism projects are implemented in the context of reactive risk and change management with the almost complete absence of proactive change management, which adversely affects the quality of tourism projects and greatly hinders the development of national tourism industries in general. The proposed concept of applying the project methodology based on the author’s model of project management in tourism, the model of the tourism project and the model of TMBOK (tourism management body of knowledge) provides for a system of measures necessary for integrating the project management methodology into the practice of tour operators for the further sustainable development of all tourism business stakeholders. 

Distributed Object Business Engineering

2011 ◽  
pp. 166-180
Author(s):  
David H. Patton
Keyword(s):  
Information Technology ◽  
Global Economy ◽  
Development Time ◽  
Business Environment ◽  
Information Value ◽  
Business Managers ◽  
Distributed Object ◽  
Complex Concept ◽  
Object Based ◽  
Business Engineering

Tomorrow’s business environment will make it increasingly difficult for businesses to operate efficiently. To gain the needed edge, in the global economy, many businesses are looking towards information technology. By utilizing technology as a conduit, companies are able to leverage their greatest asset: their internal knowledge base. This chapter presents a framework for architecting enterprise-wide object based information systems. These next-generation systems maximize information value throughout the enterprise, while reducing development time and effort throughout the system lifetime. By presenting a complex concept in a pragmatic fashion this chapter should provide benefit for both information architects and business managers.

The Business Transformation and Enterprise Architecture Framework

2018 ◽  
pp. 1-22 ◽  
Author(s):  
Antoine Trad ◽  
Damir Kalpić
Keyword(s):  
Global Economy ◽  
Enterprise Architecture ◽  
Planning Process ◽  
Business Transformation ◽  
Legal Standards ◽  
Business Environments ◽  
Architecture Framework ◽  
Related Risk ◽  
Enterprise Architecture Framework ◽  
Legal Controls

Business transformation projects and enterprise architecture projects for enterprises' business and their financial strategic planning process are essential to prepare the enterprise to integrate the local and the global economies in a sustainable and iterative way. The needed strategy for the integration of financial-engineering-related risk and legal controls is fundamental for its long-term vision and business longevity. Probably because of the ongoing financial uncertainty, these finance-related risks and legal standards are not mature and are even chaotic, so these facts can damage the business transformation project or an enterprise architecture project, and they may disable the traditional business environments to be a part and to compete with the networked global economy.

The Business Transformation and Enterprise Architecture Framework

2018 ◽  
pp. 23-45 ◽  
Author(s):  
Antoine Trad ◽  
Damir Kalpić
Keyword(s):  
Global Economy ◽  
Information Technologies ◽  
Enterprise Architecture ◽  
Planning Process ◽  
Project Managers ◽  
Business Transformation ◽  
Fine Grained ◽  
Business Environments ◽  
Architecture Framework ◽  
Enterprise Architecture Framework

A business transformation project or an innovative enterprise architecture project is needed for the enterprise's business and financial strategic planning process and to prepare this business enterprise to integrate into the globally interconnected economy in a whole and robust manner. The integration of financial engineering and information technologies is fundamental, where the latter is the gluing element that makes this fine-grained environment run efficiently. Today, these finance-related technology standards and fields are ready and can be applied as automated block-chains to enable the traditional business environments as a part of the networked global economy. An important factor in frequent business transformation projects' changes and financial reengineering iterations are the roles of the business transformation manager, project managers, finance analysts, the business environment's technological maturity, and enterprise architect(s) who should be supported by the optimal business transformation framework.

The Business Transformation and Enterprise Architecture Framework

2018 ◽  
pp. 46-65
Author(s):  
Antoine Trad ◽  
Damir Kalpić
Keyword(s):  
Global Economy ◽  
Enterprise Architecture ◽  
Planning Process ◽  
Business Transformation ◽  
Legal Standards ◽  
Business Environments ◽  
Architecture Framework ◽  
Related Risk ◽  
Enterprise Architecture Framework ◽  
Legal Controls

To include a business transformation project or an enterprise architecture project in the enterprise's business and financial strategic planning process and to prepare this enterprise to integrate the local and the global economy in a sustainable way, the integration of financial-engineering-related risk and legal controls is necessary and is even fundamental. These finance-related risk and legal standards are not mature and are chaotic, so these facts can damage the business transformation project or an enterprise architecture project and that may disable the traditional business environments to be a part of the networked global economy.

PENGARUH DUKUNGAN MANAJEMEN PUNCAK, MANAJEMEN PROYEK DAN KETERLIBATAN PENGGUNA TERHADAP TINGKAT KESUKSESAN IMPLEMENTASI ENTERPRISE RESOURCE PLANNING PADA PERUSAHAAN DI JABODETABEK

2017 ◽  
Vol 2 (2) ◽  
pp. 147-154
Author(s):  
Julian Aristo
Keyword(s):  
Project Management ◽  
Enterprise Resource Planning ◽  
User Involvement ◽  
Resource Planning ◽  
Business Environment ◽  
Top Management ◽  
Management Support ◽  
Erp Systems ◽  
Factors Affecting ◽  
Top Management Support

Enterprise Resource Planning (ERP) systems have become vital strategic tools in today’s competitive business environment. Implementation of ERP systems is a highly complex process which is influenced not only by technical, but also by other factors. The purpose of this research to find out factors influencing the success of ERP implementations in companies in Jabodetabek. In this research three factors of success implementation ERP were selected on the bases of previous research that includes top management support, project management and user involvement. The results indicate that top management support and project management are key factors affecting the success of ERP implementations, while user involvement does not affect the success of ERP implementations. Top management support, project management and user involvement affect the success rate of 72.7% of ERP implementations. While the rest equal to 27.3% influenced by other variables not included in this research model. Keywords: Enterprise Resource Planning, Top management support, project management, user involvement

scholarly journals Building impactful systems-focused simulations: integrating change and project management frameworks into the pre-work phase

2021 ◽  
Vol 6 (1) ◽  
Author(s):  
Mirette Dubé ◽  
Glenn Posner ◽  
Kimberly Stone ◽  
Marjorie White ◽  
Alyshah Kaba ◽  
...  
Keyword(s):  
Project Management ◽  
Complex Systems ◽  
Change Management ◽  
Systematic Approach ◽  
Reflective Learning ◽  
Healthcare Organizations ◽  
High Quality ◽  
Comprehensive Collection ◽  
Enabling Institutions ◽  
Efficient Care

AbstractHealthcare organizations strive to deliver safe, high-quality, efficient care. These complex systems frequently harbor gaps, which if unmitigated, could result in harm. Systems-focused simulation (SFS) projects, which include systems-focused debriefing (SFD), if well designed and executed, can proactively and comprehensively identify gaps and test and improve systems, enabling institutions to improve safety and quality before patients and staff are placed at risk.The previously published systems-focused debriefing framework, Promoting Excellence and Reflective Learning in Simulation (PEARLS) for Systems Integration (PSI), describes a systematic approach to SFD. It includes an essential “pre-work” phase, encompassing evidence-informed steps that lead up to a SFD. Despite inclusion in the PSI framework, a detailed description of the pre-work phase, and how each component facilitates change management, was limited.The goal of this paper is to elucidate the PSI “Pre-work” phase, everything leading up to the systems-focused simulation and debriefing. It describes how the integration of project and change management principles ensures that a comprehensive collection of safety and quality issues are reliably identified and captured.

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