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Showing papers on "Enterprise software published in 2004"


Book
09 Nov 2004
TL;DR: This chapter discusses the evolution of the Service-Oriented Architecture and its applications in the Enterprise, as well as some of the challenges faced in implementing and implementing such an architecture.
Abstract: Foreword. Reader's Guide. Chapter 1 - An Enterprise IT Renovation Roadmap. 1.1 - Agony Versus Agility. 1.2 - Enterprise Software Is a Different Animal. 1.3 - The Importance of Enterprise Software Architectures. 1.4 - The Requirements for an Enterprise Software Architecture. 1.5 - The Relation of Enterprise Architecture and Enterprise Standards. 1.6 - Organizational Aspects. 1.7 - Lifelong Learning. 1.8 - The Enterprise IT Renovation Roadmap. Chapter 2 - Evolution of the Service Concept. 2.1 - Milestones of Enterprise Computing. 2.2 - Programming Paradigms 2.3 - Distributed Computing 2.4 - Business Computing 2.5 - Conclusion References URLs Chapter 3 - Inventory of Distributed Computing Concepts. 3.1 - Heterogeneity of Communication Mechanisms 3.2 - Communication Middleware 3.3 - Synchrony 3.4 - Interface Versus Payload Semantics 3.5 - Tight Versus Loose Coupling 3.6 - Conclusion References URLs PART I - ARCHITECTURAL ROADMAP. Chapter 4 - Service-Oriented Architectures. 4.1 - What Is a Software Architecture? 4.2 - What Is a Service-Oriented Architecture? 4.3 - Elements of a Service-Oriented Architecture 4.4 - Conclusion References URLs Chapter 5 - Services as Building Blocks. 5.1 - Service Types 5.2 - Layers on the Enterprise Level 5.3 - Conclusion References Chapter 6 - The Architectural Roadmap. 6.1 - The Architectural Roadmap 6.2 - Fundamental SOA 6.3 - Networked SOA 6.4 - Process-Enabled SOA 6.5 - Conclusion Chapter 7 - SOA and Business Process Management. 7.1 - Introduction to BPM 7.2 - BPM and the Process-Enabled SOA 7.3 - Conclusion References URLs Chapter 8 - Managing Process Integrity. 8.1 - Data Versus Process Integrity 8.2 - Technical Concepts and Solutions 8.3 - Recommendations for SOA Architects 8.4 - Conclusion References Chapter 9 - Infrastructure of the Service Bus. 9.1 - Software Buses and the Service Bus 9.2 - Logging and Auditing 9.3 - Availability and Scalability 9.4 - Securing SOAs 9.5 - Conclusion References URLs Chapter 10 - SOA in Action. 10.1 - Building Web Applications 10.2 - Enterprise Application Integration 10.3 - Business-to-Business 10.4 - Fat Clients 10.5 - Designing for Small Devices 10.6 - Multi-Channel Applications 10.7 - Conclusion References URLs PART II - ORGANIZATIONAL ROADMAP. Chapter 11 - Motivation and Benefits. 11.1 - The Enterprise Perspective 11.2 - The Personal Perspective 11.3 - Conclusion References URLs Chapter 12 - The Organizational SOA Roadmap. 12.1 - Stakeholders and Potential Conflicts of Interest 12.2 - The Organizational SOA Roadmap 12.3 - Four Pillars for Success 12.4 - An Ideal World 12.5 - The Real World-Organization-Wide Standards 12.6 - Recommendations for the SOA Protagonist 12.7 - Conclusion URLs Chapter 13 - SOA-Driven Project Management. 13.1 - Established Project Management Methodologies 13.2 - SOA-Driven Project Management 13.3 - Configuration Management 13.4 - Testing 13.5 - Conclusion References URLs PART III - REAL-WORLD EXPERIENCE. Chapter 14 - Deutsche Post AG Case Study. 14.1 - Project Scope 14.2 - Implementation 14.3 - Technology 14.4 - Lessons Learned, Benefits, and Perspectives References Links Chapter 15 - Winterthur Case Study. 15.1 - Project Scope 15.2 - Implementation 15.3 - Technology 15.4 - Lessons Learned, Benefits, and Perspectives Chapter 16 - Credit Suisse Case Study. 16.1 - Project Scope 16.2 - Implementation 16.3 - Technology 16.4 - Lessons Learned, Benefits, and Perspectives References Chapter 17 - Halifax Bank Of Scotland: IF.com. 17.1 - Project Scope 17.2 - Implementation 17.3 - Technology 17.4 - Lessons Learned, Benefits, and Perspectives URLs Index.

810 citations


Book
01 Jun 2004
TL;DR: Enterprise Service Bus offers a thorough introduction and overview for systems architects, system integrators, technical project leads, and CTO/CIO level managers who need to understand, assess, and evaluate this new approach to integration.
Abstract: Large IT organizations increasingly face the challenge of integrating various web services, applications, and other technologies into a single network. The solution to finding a meaningful large-scale architecture that is capable of spanning a global enterprise appears to have been met in ESB, or Enterprise Service Bus. Rather than conform to the hub-and-spoke architecture of traditional enterprise application integration products, ESB provides a highly distributed approach to integration, with unique capabilities that allow individual departments or business units to build out their integration projects in incremental, digestible chunks, maintaining their own local control and autonomy, while still being able to connect together each integration project into a larger, more global integration fabric, or grid. Enterprise Service Bus offers a thorough introduction and overview for systems architects, system integrators, technical project leads, and CTO/CIO level managers who need to understand, assess, and evaluate this new approach. Written by Dave Chappell, one of the best known and authoritative voices in the field of enterprise middleware and standards-based integration, the book drills down into the technical details of the major components of ESB, showing how it can utilize an event-driven SOA to bring a variety of enterprise applications and services built on J2EE, .NET, C/C++, and other legacy environments into the reach of the everyday IT professional. With Enterprise Service Bus, readers become well versed in the problems faced by IT organizations today, gaining an understanding of how current technology deficiencies impact business issues. Through the study of real-world use cases and integration patterns drawn from several industries using ESB--including Telcos, financial services, retail, B2B exchanges, energy, manufacturing, and more--the book clearly and coherently outlines the benefits of moving toward this integration strategy. The book also compares ESB to other integration architectures, contrasting their inherent strengths and limitations. If you are charged with understanding, assessing, or implementing an integration architecture, Enterprise Service Bus will provide the straightforward information you need to draw your conclusions about this important disruptive technology.

731 citations


Journal ArticleDOI
TL;DR: The results suggest that the early literature- and case-based research on enterprise systems does not take into account the importance of several key variables, and provide guidance to managers on how best to utilize their limited resources by employing such factors at the stage in the project's life cycle when they will have the greatest impact.

730 citations


Journal ArticleDOI
TL;DR: In this article, a conceptual schema for capturing the various objectives of enterprise education programs and initiatives is proposed, which is then used to categorise the objectives of 50 enterprise programs from Austria, Finland, Ireland, and the UK.
Abstract: This paper explores what constitutes “enterprise education” in four European countries. It proposes a conceptual schema for capturing the various objectives of enterprise education programmes and initiatives. This conceptual schema is then used to categorise the objectives of 50 enterprise programmes from Austria, Finland, Ireland, and the UK. The paper reviews the teaching/learning methods used in these programmes. It discusses what factors are associated with “effective” enterprise education, illustrating the discussion with “best practice” from the programmes studied. The paper argues that in order to operate effective enterprise education programmes, policy makers and educators need a thorough understanding of the diverse and alternative aims and objectives of enterprise education interventions, of the alternative forms such interventions can take, and of the need to “train the trainers”.

483 citations


Journal ArticleDOI
TL;DR: A survey of 163 organizations and detailed interviews with 28 more suggests that enterprise systems were still being implemented even among early adopters of the technology, and that process change was being undertaken on an ongoing basis.
Abstract: Enterprise systems packages have long been associated with process change. However, it was assumed that most organizations would simultaneously design and implement process change while implementing the systems. A survey of 163 organizations and detailed interviews with 28 more suggests that enterprise systems were still being implemented even among early adopters of the technology, and that process change was being undertaken on an ongoing basis. After the prerequisites of time, critical mass of functionality, and significant expenditures were taken care of, the factors most associated with achieving value from enterprise systems were integration, process optimization, and use of enterprise‐systems data in decision making.

390 citations


Patent
Marwan Sabbouh1
13 Jul 2004
TL;DR: A method and a scripting paradigm for automatically integrating disparate information systems (e.g., web services and databases) within a given enterprise into a service-oriented architecture is presented in this article.
Abstract: A method and a scripting paradigm for automatically integrating disparate information systems (eg, web services and databases) within a given enterprise into a service-oriented architecture A script writer generates a script using a scripting paradigm, and the resulting script automatically derives new data models, new ontological structures, new mappings, and a new web service that integrates disparate information systems In addition to integrating disparate information systems, the scripts may be harvested to automate the metadata discovery and retrieval process The scripting paradigm builds upon existing open-source scripting languages and is compatible with existing internet browsers, thus encouraging mass participation in the integration process

295 citations


Journal ArticleDOI
TL;DR: The results show that firms adopting enterprise systems exhibit higher differential performance only after two years of continued use, which is a significant commitment of resources and may affect almost all business processes.
Abstract: Research indicates that successful adoption of information technology to support business strategy can help organizations gain superior financial performance. The recent wave of enterprise‐wide resource planning systems adoptions is a significant commitment of resources and may affect almost all business processes. This study examines the effect of adoption of enterprise systems on a firm's long‐term financial performance. A large‐scale data identification and collection method compared the financial data of 247 firms adopting enterprise wide systems with a matched control group of firms cross‐sectionally and longitudinally before and after adoption. A number of implementation characteristics were also measured and their effects assessed. The results show that firms adopting enterprise systems exhibit higher differential performance only after two years of continued use. Furthermore, controlling for implementation characteristics as vendor choice, implementation goal, modules implemented, and implementati...

290 citations


Posted Content
TL;DR: In this article, the authors propose a method to solve the problem of homonymity of homophily in the context of homomorphic data, and no abstracts are available.
Abstract: No abstract available.

243 citations


Book
01 Jan 2004
TL;DR: In this article, the authors discuss the role of knowledge-intensive work in the global economy and the need to change the way people think, make decisions, and act in an enterprise.
Abstract: CONTENTS iii ACKNOWLEDGEMENTS ix PREAMBLE xi FOREWORD xiii CHAPTER 1 - COMPETING IN THE GLOBAL ECONOMY REQUIRES EFFECTIVE ENTERPRISES 1 Premise 1-1: The Global Economy Demands Excellence The Competitive Enterprise Example The Global Economy Challenge The World Requires Us to Change KNOWLEDGE INTENSIVE WORK The Misunderstanding of Knowledge-intensive Work Knowledge-Intensity WORK IS BECOMING INCREASINGLY COMPLEX Complex Work Creates Greater Value THE SIX MAJOR CHALLENGES FOUR MANAGEMENT INITIATIVES Enterprise Effectiveness Requires Good Intellectual Capital Assets EXAMPLES OF STRUCTURAL INTELLECTUAL CAPITAL THE ROLE OF KNOWLEDGE WORKERS CHAPTER 2 - THE EFFECTIVE ENTERPRISE Premise 2-1: Individual Actions Lead to Overall Enterprise Performance Premise 2-2: Effective Enterprise Behavior Leads to Success The Proactive and Decisive Company Example Management Philosophy Management Choices Knowledge-Related Practices and Actions Resulting Behavioral and Cultural Traits The Company's Business Results What Does It Mean for the Enterprise to Be Effective GOOD ENTERPRISE PERFORMANCE RESULTS FROM EFFECTIVE PERSONAL ACTIONS EFFECTIVE ENTERPRISES RELY ON BROAD AND DEEP KNOWLEDGE WHAT IS SUCCESSFUL ENTERPRISE PERFORMANCE? EXTERNAL AND INTERNAL ENTERPRISE EFFECTIVENESS SUCCESS AND KNOWLEDGE-INTENSIVE WORK THE IMPORTANCE OF INFORMATION TECHNOLOGY Productivity Is Not Always What We Expect! DIFFERENT KINDS OF PRODUCTIVITY VALUE CREATION AND PRODUCTIVITY A Systemic Model of Enterprise Performance CHANGING ENTERPRISE PERFORMANCE TAKES TIME Characteristics of the Effective Enterprise SIX SUCCESS FACTORS FOR THE EFFECTIVE ENTERPRISE 1 Management Philosophy and Practice 2 Deliberate and Systematic Knowledge Management 3 Knowledge and Other Resources 4 Motivation and Personal Energy 5 Opportunities 6 Permission SIX BEHAVIORS OF THE EFFECTIVE ENTERPRISE 1 Ethical, Safe and Approachable Behavior 2 Effectiveness-Seeking Behavior 3 Consistent and Durable Behavior 4 Employee Engagement Behavior 5 Stakeholder Supportive Behavior 6 Competitive Behavior Successful Performance Is Durable Performance Is a Function of Many Factors Acting Simultaneously The Intellectual Asset Management Mentality Building and Exploiting Intellectual Capital Assets Are Important People Adopt New Mindsets! CHAPTER 3 - ACTIONS ARE INITIATED BY KNOWLEDGEABLE PEOPLE: PEOPLE MAKE DECISIONS AND ACT USING DIFFERENT KINDS OF MENTAL FUNCTIONS Premise 3-1: The "Machinery of the Brain" Is a Useful Beginning Premise 3-2: The Mind-as-Machine Metaphor Does Not Cover Everything The Personal Reasoning Example Have We Misunderstood How People Think, Make Decisions and Act? THINKING, REASONING AND KNOWLEDGE Associations and Biases Govern Our Actions Information Is Not Knowledge! On Information, Knowledge and Discontinuity GOOD REASONING MATCHES KNOWLEDGE AND INFORMATION KNOWLEDGEABLE AND INFORMED DECISIONS DELIVER PERFORMANCE GOAL-DIRECTED REASONING RELIES ON GOALS, INFORMATION AND KNOWLEDGE Personal Knowledge Is Built from Mental Models ON MENTAL MODELS MANY MENTAL MODELS ARE BASED ON METAKNOWLEDGE The Importance of Metacognition The Importance of Implicit Learning The Personal and Enterprise Knowledge Evolution Cycle The Needs to Increase People's Knowledge KNOWLEDGE REQUIRED TO ACT EFFECTIVELY Examples of Approaches to Develop Mental Models in People CHAPTER 4 - MENTAL AND STRUCTURAL REFERENCE MODELS Premise 1: People Imitate Prior Behavior Premise 2: Organizations Reenact Past Practices The Personal Memory Example Mental Model Preview Personal Reference Models Reference Models Are Stories! Why Are Stories Important? IT IS ALWAYS HARD TO GRASP THE WHOLE COHERENTLY STORIES ARE UNSURPASSED FOR EFFECTIVE COMMUNICATION WE RELY ON STORIES TO TACKLE NEW PROBLEMS STORIES HELP US LEARN BETTER STORIES AND MENTAL SIMULATIONS Organizational Reference Models LEADERS CREATE POWERFUL REFERENCE MODELS CHAPTER 5 - A KNOWLEDGE MODEL FOR PERSONAL SITUATION-HANDLING Premise 5-1: Situation-Handling Requires Actions Premise 5-2: Good Situation-Handling Is the Result of Effective Actions Personal Situation-Handling: A Customer Service Example Introduction to Personal Situation-Handling THE GENERAL CONTEXT The Knowledge-Based Situation-Handling Model THE CUSTOMER SERVICE EXAMPLE REVISITED The Four Tasks of Situation-Handling SENSEMAKING AND SITUATIONAL AWARENESS Sensemaking Situational Awareness DECISION-MAKING/PROBLEM-SOLVING AND ACTION SPACE AND INNOVATION CAPABILITY Decision-Making Single-Stage and Multi-Stage Decision-Making Mental Simulations Problem-Solving Action-Space Innovation Capability IMPLEMENTATION AND EXECUTION CAPABILITY Implementation Execution Capability MONITORING AND GOVERNANCE COMPETENCE AND PERSPECTIVES Monitoring Governance Competence and Perspectives The Expert and the Novice: When Situations Are Not As First Believed Story-Based Reference Models Provide Situation-Handling Knowledge TOPIC DOMAIN KNOWLEDGE The Mental reference Models in Situation-Handling Understanding Adjacent Operations THE RELEVANCE OF GENERAL AND WORLD KNOWLEDGE CHAPTER 6 - ENTERPRISE SITUATION-HANDLING Proposition: Individual Situation-Handling Actions Lead to Consolidated Enterprise Behavior The Enterprise Situation-Handling Example The Situation Information Gathering Sensemaking Understanding the Situation Decision-Making/Problem-Solving and Action-Selection General Aspects Introduction to Enterprise Situation-Handling The Four Enterprise Situation-Handling Tasks SENSEMAKING AND SITUATIONAL AWARENESS Sensemaking in the Enterprise Enterprise Situational Awareness DECISION-MAKING/PROBLEM-SOLVING AND ACTION SPACE AND INNOVATION CAPABILITY Enterprise Decision-Making Enterprise Problem-Solving Enterprise Action Spaces Enterprise Innovation Capabilities IMPLEMENTATION AND EXECUTION CAPABILITY Implementation in the Enterprise Enterprise Execution Capability MONITORING AND GOVERNANCE COMPETENCE AND PERSPECTIVES Monitoring in the Enterprise Enterprise Governance Competence and Perspectives Enterprise Situation-Handling Has Many Levels The Importance of the Situation-Handling Model ENTERPRISE SITUATION-HANDLING MODEL INSIGHTS WHY SHOULD WE BE CONCERNED WITH DETAILS? Chapter 6 Appendix: Action Program Details of the Enterprise Situation-Handling Example CHAPTER 7 - PEOPLE-FOCUSED KNOWLEDGE MANAGEMENT IN DAILY OPERATIONS Premise 7-1: Knowledge Drives Enterprise Performance Premise 7-2: Knowledge Must Be Managed Premise 7-3: Effective Knowledge Management Must Be People-Focused Premise 7-4: Six Factors Determine Personal Knowledge-Related Effectiveness The Vigilant Knowledge Company Example New Generation Knowledge Management NEW GENERATION KNOWLEDGE MANAGEMENT IS DIFFERENT NEW OPPORTUNITIES REQUIRE NEW EFFORTS AND DIRECTIONS New Generation Knowledge Management Perspectives DELIBERATE AND SYSTEMATIC KNOWLEDGE MANAGEMENT New Generation Knowledge Management Foci The Bar Has Been Raised - NGKM Implications STARTING THE KNOWLEDGE MANAGEMENT PRACTICE Problems with Conventional Knowledge Management NEW GENERATION KNOWLEDGE MANAGEMENT CHALLENGES Knowledge-Related Mentality and Corporate Culture THE ENTERPRISE CULTURE FOUR KEY KNOWLEDGE MANAGEMENT THRUSTS THE POWER OF ROLE MODELS, EXAMPLES AND PRACTICES Making Everybody Understand UNDERSTANDING THE ENTERPRISE DIRECTION AND CONTEXT THE SERVICE PARADIGM Knowledge-Related Effectiveness and Efficiency KNOWLEDGE EFFECTIVENESS AND EFFICIENCY Knowledge Effectiveness Knowledge Efficiency KNOWLEDGE MANAGEMENT EFFECTIVENESS AND EFFICIENCY Knowledge Management Effectiveness Knowledge Management Efficiency CHAPTER 8 - PEOPLE-FOCUSED KNOWLEDGE MANAGEMENT EXPECTATIONS Premise: People-Focused Knowledge management Supports Global Excellence The Global Leader Example What Future Knowledge Management Business User May Expect The Business Environment Is under Pressure SUCCESS RELIES UPON KNOWLEDGEABLE BEHAVIOR EXPECTED KNOWLEDGE MANAGEMENT DEVELOPMENTS THE CHANGING WORKPLACE Knowledge Will Be Bought and Sold Societal Side-Effects We Are Far from Finished! New Enterprises and Integrative Management Objectives of Integrative Management In Complex Businesses, Better Practices Are Required Intellectual Work Is Indeed Complex HOW DO WE IMPLEMENT INTEGRATIVE MANAGEMENT? Final Thoughts OUR PRESENT DIRECTION THE SOCIETAL CONUNDRUM - WHAT SHALL WE DO? APPENDICES APPENDIX A - EXAMPLES OF KNOWLEDGE MANAGEMENT ANALYSIS TOOLS Knowledge Assets Mapping Knowledge Flow Charting and Analysis Knowledge Management Benefit Assessment Knowledge Diagnostics Critical Knowledge Function Analysis Knowledge Vigilance Survey Approaches APPENDIX B - EXAMPLES OF KNOWLEDGE MANAGEMENT PRACTICES AND INITIATIVES Knowledge-Supported Mentality and Culture Changes Knowledge-Supported Enterprise Strategy Implementation Transfers of Expert Concepts to Other Practitioners Expert Networks "Town Meetings" and Knowledge Cafes Options for Sharing and Spreading Expertise Intelligent Performance Support Systems (IPSS) APPENDIX C - MEMORY AND KNOWLEDGE CATEGORIZATIONS Human Memory Organization Personal Knowledge Structural Knowledge Domains of Knowledge Types of Knowledge GLOSSARY REFERENCES AND RECOMMENDED READINGS INDEX

194 citations


Proceedings ArticleDOI
19 May 2004
TL;DR: The current implementation of Akamai EdgeComputing supports application programming platforms such as Java 2 Enterprise Edition and Microsoft's .NET Framework, in large part because they make it easier to address some of the challenges of implementing a distributed application service on the Internet's edge.
Abstract: Content delivery networks have evolved beyond traditional distributed caching. With services such as Akamai's EdgeComputing it is now possible to deploy and run enterprise business Web applications on a globally distributed computing platform, to provide subsecond response time to end users anywhere in the world. Additionally, this distributed application platform provides high levels of fault-tolerance and scalability on-demand to meet virtually any need. Application resources can be provisioned dynamically in seconds to respond automatically to changes in load on a given application.In some cases, an application can be deployed completely on the global platform without any central enterprise infrastructure. Other applications can require centralizing core business logic and transactional databases at the enterprise data center while the presentation layer and some business logic and database functionality move onto the edge platform.Implementing a distributed application service on the Internet's edge requires overcoming numerous challenges, including sandboxing for security, distributed load-balancing and resource management, accounting and billing, deployment, testing, debugging, and monitoring. Our current implementation of Akamai EdgeComputing supports application programming platforms such as Java 2 Enterprise Edition (J2EE) and Microsoft's .NET Framework, in large part because they make it easier to address some of these challenges. In the near future we will also support environments for other application languages such as C, PHP, and Perl.

132 citations


Journal ArticleDOI
TL;DR: In this article, an agent-based model for coordinating the management of enterprise resources in SMEs is introduced, which highlights a set of organizational, operational and supply chain related interdependencies.

Journal ArticleDOI
TL;DR: A model for the justification and evaluation ofEAI adoptions is proposed and can be used by organisations as a tool for decision making when considering the adoption of EAI.
Abstract: Enterprise integration is considered to be of great strategic significance in the support of organisations to achieve a competitive advantage. Traditional approaches to integration such as electronic data interchange (EDI) have provided a wide range of benefits but have not managed to fully automate and integrate business processes and applications. In addressing many of the limitations of EDI to piece together disparate systems, enterprise resource planning (ERP) solutions introduced an alternative approach to integration. Although ERP systems overcome significant integration problems, they have failed to adequately support intra and inter‐organisational integration. There has been a great demand by organisations to overcome integration problems and become more competitive. In this respect, enterprise application integration (EAI) has emerged to address intra and inter‐organisational integration in a more flexible and maintainable way. The normative literature remains limited regarding this emerging area and there is consequently a need for further research and contribution in identifying influential factors for EAI adoption. In addressing this relative void in the literature, this paper proposes a model for the justification and evaluation of EAI adoptions. The proposed model can be used by organisations as a tool for decision making when considering the adoption of EAI.

Journal ArticleDOI
TL;DR: Any off-the-shelf RE process is about composition and reconciliation: you start with a general set of business process and data requirements, then explore standard ERP functionality to see how closely it matches your organization's process andData needs.
Abstract: Standard off-the-shelf requirements engineering processes have become a key to conceptualizing any integrated, corporate-wide solution based on packaged enterprise resource planning software. A generic RE model offers defined processes, suggests process stakeholders, specifies steps to accomplish tasks, indicates task dependencies, and provides standard tool support for ERP RE. Essentially, any off-the-shelf RE process is about composition and reconciliation: you start with a general set of business process and data requirements, then explore standard ERP functionality to see how closely it matches your organization's process and data needs.

Book
01 Jan 2004
TL;DR: This book discusses Information Systems, Organizations, Management and the Networked Enterprise, and the Digital Firm, which aims to help organizations and managers understand the Business Value of Systems and Managing Change.
Abstract: I. Organizations, Management and the Networked Enterprise. 1. Managing the Digital Firm. 2. Information Systems in the Enterprise. 3. Information Systems, Organizations, Management, and Strategy. 4. The Digital Firm: Electronic Business and Electronic Commerce. 5. Ethical and Social Issues in the Digital Firm. Project. Analyzing Business Processes for an Enterprise System. II. Information Technology Infrastructure. 6 Hardware and Software in the Enterprise. 7. Managing Data Resources. 8. Telecommunications, Networks and Wireless Computing. 9. The Internet: Information Technology Infrastructure for the Digital Firm. Project. Creating a New Internet Business. III. Organizational and Management Support Systems for the Digital Firm. 10. Enterprise Applications and Business Process Integration. 11. Managing Knowledge in the Digital Firm. 12. Enhancing Management Decisionmaking for the Digital Firm. Project: Designing an Enterprise Information Portal. IV. Building Information Systems in the Digital Firm. 13. Redesigning the Organization with Information Systems. 14. Understanding the Business Value of Systems and Managing Change. 15. Information System Security and Control. Project: Redesigning Business Processes for Healthlite Yogurt Company. International Case Studies. Appendix 1. Hands-on Guide. References. Glossary. Indexes. Photo Credits/Screen Shots.

Journal ArticleDOI
TL;DR: The last decade has witnessed the growth of information retrieval from a boutique discipline in information and library science to an everyday experience for billions of people around the world, with vendors focused on search and navigation of Web resources and Web content management.
Abstract: The last decade has witnessed the growth of information retrieval from a boutique discipline in information and library science to an everyday experience for billions of people around the world. This revolution has been driven in large measure by the Internet, with vendors focused on search and navigation of Web resources and Web content management. Simultaneously, enterprises have invested in networking all of their information together to the point where it is increasingly possible for employees to have a single window into the enterprise. Although these employees seek Web-like experiences in the enterprise, the Internet and enterprise domains differ fundamentally in the nature of the content, user behavior, and economic motivations.

Proceedings ArticleDOI
24 Aug 2004
TL;DR: This paper came up with a multi-protocol gateway that blends intermittently connected mobile devices seamlessly with enterprise hosts and implementation of SyncML based mobile devices integrated with SNMP based enterprise manager is deployed in the enterprise.
Abstract: Seamless management of resource constrained wireless devices along with enterprise hosts is complex because of the multitude of management protocols and architectures. An atomic and coordinated management action that spans the scale of the enterprise is needed. In this paper we present the architecture and our experiences in building a Universal Manager that manages all mobile and non-mobile devices in the enterprise. We came up with a multi-protocol gateway that blends intermittently connected mobile devices seamlessly with enterprise hosts. Our implementation of SyncML based mobile devices integrated with SNMP based enterprise manager is deployed in the enterprise and performance results are presented.

Journal ArticleDOI
TL;DR: An emerging EI scenario is business-to-business (B2B) integration (also called extended enterprise models), which occurs when an organization integrates its own business processes with those of its business partners to improve efficiency within a collaborative value chain.
Abstract: As more and more organizations pursue the benefits of e-business, they are looking to a process called enterprise integration, or EI, as a key technical enabler in transforming their business processes. A typical form of EI is Webification; in this scenario, a company wants to offer its existing products and services over the Internet, so it builds Web front-end systems and integrates them to its backend legacy systems. (In this article, we use "legacy system" to mean any IT system already in operation.) A more complex El scenario involves enterprise application integration. By this process, the organization links up previously separate and isolated systems to give them greater leverage. For example, an organization might integrate a customer-relationship-management system, a call center system, and legacy customer account systems to give the organization a consolidated view of its customers. An emerging EI scenario is business-to-business (B2B) integration (also called extended enterprise models), which occurs when an organization integrates its own business processes with those of its business partners to improve efficiency within a collaborative value chain.

Journal ArticleDOI
TL;DR: Understanding the contextual influences on enterprise system design, implementation, use and evaluation is key for effective and efficient use-side management of enterprise systems.
Abstract: Understanding the contextual influences on enterprise system design, implementation, use and evaluation

Journal ArticleDOI
01 Oct 2004
TL;DR: The specific focus of this paper is on deriving the key elements of a domain language primarily targeted at expressing and monitoring behavioural conditions stated in business contracts.
Abstract: This paper presents a coordination model for expressing behaviour in an extended enterprise. Our model is unified because it enables the same style of expressions for describing behaviour/structure in a self-contained enterprise and for describing cross-enterprise behaviour/structure. This model can support a broad range of modelling activities but the specific focus of this paper is on deriving the key elements of a domain language primarily targeted at expressing and monitoring behavioural conditions stated in business contracts. We also show how business contracts serve as a unifying mechanism for describing interactions in the extended enterprise.

Book
01 Nov 2004
TL;DR: In this paper, the authors bring together recent qualitative research studies in enterprise-wide implementations and provide a rich description of more than a dozen real life cases, which can be used as a teaching case for academia, a student reference and also for academics, researchers and IT practitioners who wish to gain a broad view of ERP implementation success and failure.
Abstract: The book brings together recent qualitative research studies in enterprise-wide implementations. The collection is useful as a teaching case for academia, a student reference and also for academics, researchers and IT practitioners who wish to gain a broad view of ERP implementation success and failure, The book provides relevant methodologies and recent empirical research findings in the area and includes sufficient background information for an understanding of each case but focuses on providing a rich description of more than a dozen real life cases.

Book
23 Apr 2004
TL;DR: McGrath's "Next Generation Product Development" as discussed by the authors is a manager's guide to harnessing and gaining maximum competitive advantage from today's most compelling product development practices, including context-based knowledge management, dynamic portfolio and pipeline management, comprehensive R&D, and integrated product strategy.
Abstract: 'McGrath has again crafted new ideas to drive product development' - William A. Kozy President, BD Diagnostics. This is a manager's guide to harnessing - and gaining maximum competitive advantage from - today's most compelling product development practices. A quarter century after MRP arrived to transform the global manufacturing arena, "Next Generation Product Development" - written by PRTM cofounder and PACE[registered] developer Michael McGrath - promises to revolutionize new product development. Let its combination of real-world practice and cutting-edge insight show you how to consistently increase your organization's RD Project Management - from enterprise project management to context-based knowledge management, techniques for bridging the gap between initial and final stages are offered; and, Portfolio Management - methodologies are established for dynamic portfolio and pipeline management, comprehensive financial management of R&D, and integrated product strategy. Today's most successful and innovative product developers will harness the latest concepts, frameworks, and technologies, and place themselves at the forefront of the battle for competitive superiority. "Next Generation Product Development" explores today's most revolutionary processes, reveals how they are being enabled by constantly evolving new enterprise software, and promises to explode the possibilities of what you can accomplish in the exciting new generation of product development.Michael McGrath is the cofounder of global management consultancy Pittiglio Rabin Todd & McGrath (PRTM). McGrath is a world-renowned expert on product development and strategy. He led PRTM's development of the Product and Cycle-Time Excellence[registered] (PACE[registered]) methodology and is founder and chairman of Integrated Development Enterprise (IDe), a pioneer in enterprise software for product development. In demand around the globe as a keynote speaker, McGrath coauthored "Setting the PACE in Product Development" and "Product Strategy for high-Technology Companies" and has written a number of influential articles on international manufacturing, product development, and trends in the high-technology arena.

01 Jan 2004
TL;DR: In this article, a longitudinal case study of the eight-year rise and expected fall of a single shadow system is presented, which suggests that shadow systems may be useful indicators of a range of problems with enterprise system implementation.
Abstract: In much of the enterprise systems (ES) literature shadow systems, although infrequently studied, are regarded as undesirable. They are believed to undermine ES implementation and as such should be eliminated. Using a theoretical framework that explains the motivation for the development of shadow systems within an ES context, this paper analyses a longitudinal case study of the eight-year rise and expected fall of a single shadow system. Results of the analysis indicate that shadow systems may be useful indicators of a range of problems with enterprise system implementation. It appears that close examination of shadow systems may help both practitioners and researchers improve enterprise system implementation and evolution.

Proceedings ArticleDOI
05 Jan 2004
TL;DR: The results show considerable customization challenges related to ECM, especially concerning integration, usability and functional adaptation, and a resulting framework of customization concepts in ECM is suggested and discussed, along with issues for further research.
Abstract: Enterprise content management (ECM) systems are mostly implemented in organizations by acquiring commercial software packages and customizing them to meet the organizational requirements. The customization aspect of ECM systems lacks empirical research. This paper explores the concepts of ECM customization and issues identified with ECM customization. The data are based on an in-depth case study from the oil industry and complemented with a secondary analysis of 60 vendor-reported cases of ECM implementations. The results show considerable customization challenges related to ECM, especially concerning integration, usability and functional adaptation. A resulting framework of customization concepts in ECM is suggested and discussed, along with issues for further research.

Journal ArticleDOI
TL;DR: The authors offer guidelines based on five years of observing ES implementations that can help managers circumvent obstacles and control the tensions during and after the project.
Abstract: Enterprise systems are complex and expensive and create dramatic organizational change. Implementing an enterprise system can be the "corporate equivalent of a root canal," a meaningful analogy given that an ES with its single database replaces myriad special-purpose legacy systems that once operated in isolation. An ES, or enterprise resource planning system, has the Herculean task of seamlessly supporting and integrating a full range of business processes, uniting functional islands and making their data visible across the organization in real time. The authors offer guidelines based on five years of observing ES implementations that can help managers circumvent obstacles and control the tensions during and after the project.

Patent
03 Sep 2004
TL;DR: In this article, a Smart Client solution for an enterprise application (e.g., a Customer Relationship Management system) includes an interface manager for accessing items (corresponding to data in the enterprise application) in a data store for the base application, a communications agent in communication via web services, and a synchronization manager in communication with both the interface manager and the communications agent.
Abstract: A Smart Client solution for an enterprise application (e.g., a Customer Relationship Management system) includes a base application (e.g., Microsoft Outlook), and add-in software that interacts with the base application. The add-in software allows the base application to be used to access data and functions of the enterprise application. The add-in software includes an interface manager for accessing items (corresponding to data in the enterprise application) in a data store for the base application, a communications agent in communication (via web services) with the enterprise application, and a synchronization manager in communication with both the interface manager and the communications agent for synchronizing data between the data store for the base application and the enterprise application. In addition to synchronization, Smart Client data can also be converted to and from data for the base application.

Journal ArticleDOI
TL;DR: A critical success factor framework is introduced for an integrated-enterprise systems implementation framework in the collaborative manufacturing environment to ensure that the various critical success factors are considered at a very early stage of the project so that the integrated-entry system can be designed and implemented.
Abstract: The business environment today is a collaborative business environment. These include inter- and intra-enterprise business process collaboration in the areas of supply chain management, customer relationship management, supplier relationship management, e-business and employee–business integration. To achieve this, enterprises also realize the need to implement integrated-enterprise systems, which integrate tightly their intra- and inter-enterprise business processes. With new technologies like web services, wireless applications and advanced software applications that enable collaboration, the enterprise today needs implementation frameworks that consider the requirements of collaborative business scenarios in a holistic manner. Consideration of the various critical success factors in the life cycle of the integrated-enterprise systems implementation reduces the risk of failures. A critical success factor framework is introduced for an integrated-enterprise systems implementation framework in the collabo...

Proceedings ArticleDOI
05 Jan 2004
TL;DR: The authors demonstrate, through a case study of IS applications within an e-government framework, that EAI can be used as a portfolio of technologies that improves infrastructure integration, however, in doing so, the authors create the need to re-think traditional IS-lifecycle norms.
Abstract: Enterprise application integration (EAI) technologies support a direct move away from disparate systems operating in parallel towards a more common shared architecture, where systems evolve and merge together. Such an emergence however, presents a paradigm shift in the way that information system (IS) lifecycles are viewed. The integration of IS in-line with the needs of the business is altering IS identity and extending their lifecycle. This makes evaluating the full impact of the system difficult, as it has no definitive start and/or end. The authors demonstrate, through a case study of IS applications within an e-government framework, that EAI can be used as a portfolio of technologies that improves infrastructure integration. However, in doing so, the authors create the need to re-think traditional IS-lifecycle norms.

Journal ArticleDOI
TL;DR: A detail definition of what user requirements are to develop a unified language and a roadmap for developing UEML using several approaches: top-down, bottom-up or a combined approach so-called hybrid approach are presented and compared.

Patent
03 Sep 2004
TL;DR: In this paper, a Smart Client solution for an enterprise application (e.g., a Customer Relationship Management system) includes an interface manager for accessing items (corresponding to data in the enterprise application) in a data store for the base application, a communications agent in communication via web services, and a synchronization manager in communication with both the interface manager and the communications agent.
Abstract: A Smart Client solution for an enterprise application (e.g., a Customer Relationship Management system) includes a base application (e.g., Microsoft Outlook), and add-in software that interacts with the base application. The add-in software allows the base application to be used to access data and functions of the enterprise application. The add-in software includes an interface manager for accessing items (corresponding to data in the enterprise application) in a data store for the base application, a communications agent in communication (via web services) with the enterprise application, and a synchronization manager in communication with both the interface manager and the communications agent for synchronizing data between the data store for the base application and the enterprise application. In addition to synchronization, Smart Client data can also be converted to and from data for the base application.

Patent
20 Aug 2004
TL;DR: An enterprise business process management system and method for definition and execution of business processes formed from portions of one or more business applications present in an enterprise is described in this article, which includes a server, a router, and an interface for defining and executing such business processes.
Abstract: An enterprise business process management system and method for definition and execution of business processes formed from portions of one or more business applications present in an enterprise. The enterprise business process management system includes a server, a router, and an interface for defining and executing such business processes. A data quality business process detects, corrects, analyzes, and reports quantitative and qualitative characteristics of application data and transactional data present in the enterprise. An interface module is provided by which a user may select and define function definition information for a business process.