Management of Change

Just-in-time purchasing (JITP), as a process technology, is an important component of supply chain management in managing inventory flows throughout the chain. Thus far, a detailed examination of JITP relating to firm performance has not been conducted. This study fills this void in the current literature by investigating the relationships among JITP techniques and their relation to firm performance. The hypotheses based on the research model presented are tested by using data from a broader cross-sectional mail study than is reported here. The sample in this study consists of 214 organizations operating in the U.S. and encompasses various sizes of firms and a large variety of industries. Structural equation modeling is used to test the hypotheses. JITP techniques positively and directly related to firm performance are: 1) supplier value-added, a concept that melds supplier-buyer cooperation and increased supply of quality materials and 2) quantities delivered, which refers to frequent and timely delivery of supplied materials in the right quantities. The finding that top management commitment to JITP is directly or indirectly related to other techniques of JITP underscores the importance of leadership in implementing change in organizations. Index Terms-Firm performance, just-in-time purchasing (JITP), structural equation modeling, supply chain management. Hale Kaynak received the B.Sc. degree in chemical engineering from Yildiz University, Turkey, the M.B.A. degree from Appalachian State University, Boone, NC, and the Ph.D. degree in production and operations management from the University of North Texas, Denton, TX. After graduating, she directed a raw and semi-raw materials laboratory as a Quality Control Engineer in a Turkish manufacturing plant. She is currently an Assistant Professor of Operations Management in the Department of Management, Marketing, and International Business in the College of Business, The University of Texas-Pan American, Edinburg. Her current research interests include total quality management, just-in-time systems, supply chain management, operations strategy, and performance measures. She is the author of Total Quality Management and

The growing necessity of organizations in using technologies to support to their operations implies that managing IT resources became a mission-critical issue for the health of the primary companies' businesses. Thus, in order to minimize problems in the IT infrastructure, possibly affecting the daily business operations, risks intrinsic to the change process have to be analyzed and assessed. Risk Management is a widely discussed subject in several areas, although for IT Change Management it is quite a new discipline. The Information Technology Infrastructure Library (ITIL) introduces a set of best practices to conduct the management of IT infrastructures. According to ITIL, risks should be investigated, measured, and mitigated before any change is approved. Even with these guidelines, there is no default automatic method for risk assessment in IT Change Management. In this paper we introduce a risk analysis method based on the execution history of past changes. In addition, we propose a failure representation model to capture the feedback of the execution of changes over IT infrastructures.

This paper presents the results of case study research conducted at a major U S . automotive firm. Four waves of qualitative data were collected to identify the organizational and technological changes needed to implement concurrent engineering practices. The desire to cut product development time was the driving factor in a strategy designed to boost sales and market share. The company was successful in shortening concept-tomarket time by over one year on its first newly designed vehicle, primarily through the use of product-focused, cross-functional platform teams which permitted the early integration of manufacturing personnel into product and process development. While technology played an important role in this transformation, organizational, and human resource changes were the greatest enablers.

Purpose Technology has influenced the implementation of electronic records management systems (ERMS) in government agencies. The high incidence of poor service delivery in government agencies is a key factor that has put pressure on the government to implement ERMS. Despite the potential benefits of implementing ERMS, the adoption and use of these programs has been slow and some systems have failed. Therefore, the purpose of this study is to assess how Tlokweng land board (TLB) implemented its electronic records management program using Kotter’s model and awareness, desire, knowledge, ability and reinforcement change model. Design/methodology/approach The study adopted a pragmatic paradigm and used a case study research design to collect data at TLB. The research made use of mixed methods approach to collect data using questionnaires, interviews and document reviews. Purposeful sampling was used to solicit data from 53 participants in the land board. Findings The findings of the stu...

Part I Overview
List the requirements for MOC, together with the definitions of the different types of MOCs and the requirements that apply to all.
Part II Technical
Explaines the process, requirements, responsibilities and competencies specific to Technical MOCs.
Part III Administrative
Explaines the process, requirements, responsibilities and competencies specific to Administrative MOCs.
Part IV Organisational
Explains the process, requirements, responsibilities and competencies specific to Organizational MOCs
1. How to Use this Document
This document applies to any change to propulsion or changes to the engine(s), and everybody involved in the MOC process follows any other engine and related equipment, Process, or People with the potential to affect the safe, compliant and reliable operating activity and should.
To ensure MOC is completed consistently across procedures through the fleet must remain the same.
This procedure(s) conforms to as a minimum to standards of a tanker shipping industry and TMSA 3 requirements.
2. Deviations
Requests to deviate from the standard procedure should follow the process for deviating from a procedure, including the completion of a MOC to be reviewed by DPA or any other appropriate person in charge.

The aim of this paper is to explore the dichotomous role of knowledge through an examination of tacit and explicit knowledge in organizational change contexts. The study's aim is achieved by an analytical review of the seminal and contemporary knowledge management literature. The paper contributes to the current body of knowledge management literature by analyzing a wide range of key literature and presenting a contemporary overview that compares the role of tacit and explicit knowledge within organizational change contexts. The findings contribute towards theoretical development in the knowledge management field by providing researchers with future research directions to build upon previous theoretical understandings and advance our collective knowledge of the research domain. The paper offers practical and pragmatic insights that will help firm managers to use tacit and/or explicit knowledge to manage organizational change. This article presents an original comparative table that summarizes and compares the key understandings and insights from across the literature sources on a range of important aspects, and then presents implications for the two knowledge typologies. The paper also presents an original research framework containing a structured database of related calls for research by the latest academic publications. Furthermore, it provides specific and informed managerial recommendations for best practice in the integration of these knowledge typologies into organizational change management.

This Technical HSE Manual has been developed to manage HSEQ aspects of an industrial organization in all of its operations in order to protect the employees, contractors, environment and the community against accidents and injuries. This Technical HSE Manual defines the strategies, systems and responsibilities for effectively managing HSE in all projects as well as operational activities to ensure that all these activities are undertaken in a safe, risk controlled environment. It applies to both greenfield and brownfield projects as well as to all changes and upgrades to existing operating facilities. This manual has been prepared with a ready reference to:
1. Occupational Health and Hygiene 
2. Environmental management
3. HSE Management during engineering activities
4. Safety management during construction activities
5. Safety management during materials handling
6. Personnel safety management
7. Management of technical integrity

Purpose -Occupational stress and organizational change are now widely accepted as two major issues in organizational life. The current study explores the linkage between employees' attitudes towards organizational change and two of the most significant constructs in organizational behaviour; occupational stress and organizational commitment. Design/methodology/approach -A total of 292 participants completed ASSET, a new "Organizational Screening Tool", which, among other things, measures workplace stress and organizational commitment and a measure assessing attitudes towards organizational change.

Abstract-This paper reviews some key structural and design dimensions of organizations and how they apply to electronic business and the virtual organization. The paper reviews the relevant literature on design of electronic commerce organizations. Although few studies have ...

Modern software-intensive systems are developed in a world where only constant thing is change. This results in continuously changing requirements. Failure to manage these changing requirements properly may result in failure of system. To manage these requirements, many requirements change management (RCM) process model has been proposed in the literature. Process models facilitate human understating and communication, support process improvement and process management. Coverage of process elements like activities, artifacts and roles has an affect on process model and its usage. This paper reports the current requirements change management process models in the literature on the basis of activities, artifacts and roles. Our survey highlights that there is lack of consensus on RCM process and it has not been described in sufficient detail for use of requirements engineers in the real world.

A theoretical approach is presented of an organisational justice framework that may provide an enriched perspective to examine strategic change, enhancing the understanding, design, implementation, and effectiveness of strategic change initiatives. The organisational justice framework provides an understanding of employees' perceptions on trust and fairness during an organisational strategic change process in the context of the justice approach, although perceived fairness has been seen as playing an important role in the process of sustaining trust in the organisation. The study demonstrates the importance of analysis of the response to strategic change by employees, the impact on organisational trust, and the influence of the fairness judgment.
DOI: 10.1504/IJTCS.2013.053413
Vol. 4, No. 1, 2013 Pages 83-94

The information technology revolution has driven the pace of competition and rapid globalization. Consequently, enterprises increasingly need to consider and pursue fundamental changetransformation—to maintain or gain competitive advantage. This need raises important research issues concerning how transformation is best understood and pursued. This paper outlines a theory of enterprise transformation to guide research on these issues. The theory focuses on why and how transformation happens, as well as ways in which transformation is addressed and pursued in terms of work processes and the architecture of these processes. A variety of industry and corporate vignettes is used to illustrate the theory. A portfolio of research initiatives are discussed in terms of how they can advance the proposed theory, while also enhancing practices of enterprise transformation. © 2005 Wiley Periodicals, Inc. Syst Eng 8: 279–295, 2005

MBA student, chichester University Addressing the individual's relationship to change and motivation can allow us to significantly reduce the impact of structural organisation-wide change on the individual worker, through this their associated teams, departments and the organisation as a whole. Applying this to real workforce situations within Nokia, where poignant situations have arisen resulting in increased change resistance due to not addressing awareness and desire creation, change fatigue and failure to address the people side of change.

Using a sample of 350 companies, this paper investigates the benefits of client-server systems and links them to a set of implementation factors. The paper reveals that companies can expect competitive, operational, financial, and technical benefits. It reports several important steps, activities, and tasks that are positively related to those benefits, including defining clear organizational objectives and strategies, re-organizing corporate data, and testing multiple levels of clients and servers. Furthermore, we list some of the problems that companies may encounter during a client-server implementation. The paper is relevant to managers and academicians who want to better understand the implementation of client-server.

Universal Design for Learning (UDL) has gained significant momentum in Higher Education (HE) over the last decade in North America. It offers considerable potential to achieve the inclusion of diverse students in the HE classroom. It is a unique approach, first because it shifts the instructor mindset away from medical model practices, and second because it allows the development of inclusive practices that address the needs of the full spectrum of diverse learners. As a result of this growing interest, there have been implementation efforts within a wide range of disciplines and settings in post-secondary education. The time has come, however, to identify the challenges that remain, to seek appropriate solutions, and to develop strategic direction to shape UDL adoption for the next decade. This paper draws on phenomenological data collected by the author on his own practice through a process of auto-ethnography. This data emerges from three dimensions of the author's practice: his past role as manager of an accessibility unit, as well as his current role as UDL consultant within HE, and faculty member exploring UDL in his own teaching. The chapter identifies remaining challenges, explores solutions, and frames a vision for what UDL development might look like in HE over the next decade.

Technology has provided new mechanisms and solutions to improve the service delivery provided by government agencies. One of these potential tools is an electronic records management systems (ERMS) new support tools. The high incidence of poor service delivery in government agencies is a key factor that has put pressure on the government to implement ERMS. Despite the potential benefits of implementing ERMS, the adoption and utilization of these programs has been slow and some systems have failed. Therefore, this study sought to assess how Tlokweng Land Board (TLB) implemented its electronic records management program by using Kotter's model and ADKAR change model. The study adopted a pragmatic paradigm and employed a case study research design to collect data at TLB. The research used a mixed methods approach to collect data using questionnaires, interviews and document reviews. Purposeful sampling was used to solicit data from 53 participants in the land board. The findings of the study revealed that communication has been used as the most effective tool for managing change at TLB. However, TLB has not yet managed to reinforce the change implemented due to lack of adequate training and motivation of change champions. Moreover, the change management team has little training on the change management framework produced by the Ministry of Lands and Housing (MLH). This study therefore, recommends adoption of the change management lens by records professional when implementing electronic records management systems.

Öz
Bu çalışmanın amacı; 14 Eylül 2011 tarihinde 652 sayılı Kanun Hükmünde Kararname ile değişimi başlatılan ve sonrasında 6528 sayılı kanun, çeşitli yönetmelikler ve son olarak 6764 sayılı kanun ile değişimi sürdürülen Türkiye'nin çağcıl eğitim denetim sisteminin merkezi ve taşra teşkilatı yapısını, işleyişi, Milli Eğitim Bakanlığı'nın hiyerarşik yapısındaki yeri, roller ve görevleri, değişen unvanları ve güncel durumunu detaylı biçimde aktarmaktır. Çalışmada, nitel yöntem çeşitlerinden doküman analizi ile toplanan veriler betimsel ve içerik analizi teknikleri ile çözümlenmiştir. Çalışmada, amacında belirtilen süre içerisinde ve boyutlarda, Türk Eğitim Denetimi Sisteminde çok sık ve peşi sıra gerçekleştirilen bu değişiklikler sistemli ve açık biçimde aktarılmıştır.

Abstract
The purpose of the current study is to present Turkey's contemporary educational supervision system, the latest changes in it and the final overall structural framework. It also aims to give information about its functioning, the position in the hierarchical structure of the Ministry of Education, roles and up to date titles which have been altered a number of times by The Decree Law on the Organization and Duties of Ministry of National Education (Law No: 652; Date: 14 September 2011), the law numbered 6528 (Date: 1 March 2014) and 6764 (Date: 2 December 2016). The data was collected through document analysis and analyzed by means of descriptive and content analysis. In this study, often and subsequent changes within a certain period of time and dimensions were presented in a clear and systematic way.

This is an ethnographic study of emotion management performed by members of a team attempting to lead an organizational culture change process at a multi-campus Canadian college. The study examines the interplay between generic social processes, perceptions of identity, types of emotion management and the willingness of change leaders to initiate and sustain emotion management. Emotions can run high and morale can plummet during times of change. Prior research has argued individuals tasked with facilitating an organizational culture change process need to be willing and able to manage their own emotions and the emotions of others. Classical research on emotional labor suggests emotion management undertaken in such a context is performed primarily for instrumental reasons. Instrumental motivations were evident in this study but there was far greater evidence of social motivations and motivations corresponding with professional identity. This research also found significant support for the role of generic social processes as central in achieving identity, emotional expression, and the willingness to continue emotion management. Generic social processes specific to identity and to emotion were most predominant.

Whether it was the return of the iconic N R Narayana Murthy, back from retirement in a bid to reverse the IT
major’s sagging fortunes, or the appointment of top SAP honcho Vishal Sikka as the CEO – the first non-
Infosys founder to get the job, the entire corporate world and analysts have been following every move the
company is making. Few changes at the top in a company have been as keenly tracked as those at Infosys.
Leadership expert James McGregor Burns introduced the concept of transformational leadership in his 1978
book, ‘Leadership’. He defined transformational leadership as a process where “leaders and their followers
raise one another to higher levels of morality and motivation.” Successive changes in leadership at Infosys
have followed the transformational model of leadership, and over a period of three and half decades of its
existence Infosys has almost institutionalized it. Through the course of events charted in this case study, it
was amply demonstrated that Infosys – as a matter of choice – followed transformational leadership to tide
against all odds, and come out triumphant on the face of every organizational challenge.

Researchers and practitioners have acknowledged the need to understand causal relationships among various elements of total quality management (TQM). In this paper, we model TQM as an organizational innovation. Using the innovation diffusion perspective from the information systems and organizational innovation literature, we theorize that TQM implementation translates top management's quality intent into plant-level operational performance through a four-stage process of adoption, adaptation, acceptance, and use. The top management adopts the TQM philosophy in the first stage. This commitment influences the adaptation of the organizational members' ability and attitude to the new quality management philosophy. In the acceptance stage, the organizational members demonstrate acceptance of the new quality focus through cooperative teamwork, relationships with suppliers, and quality-related learning. The diffusion of the new philosophy is confirmed through routinization of core quality improvement through effective design, tracking, assurance, and improvement of quality. The four-stage transformation process leads to plant-level measures of product and process quality. We tested this framework on a sample of 407 plants in the automobile parts suppliers industry and found good support for the model. Our results suggest that firms should ensure appropriate technical and behavioral preparation of employees and suppliers before and concurrent to actual TQM implementation. Furthermore, the results also suggest that firms should implement TQM in an integrated fashion covering all sociotechnical elements detailed in our framework. Implications of these findings for TQM practice and research are discussed.

IT Service Management System is an application to implement and manage Information Technology Infrastructure Library (ITIL) best practices framework. This framework aims to align the IT services with the business needs by insuring the quality of services provided to business. This IT service Management system links people, processes and technology within the Central Bank of Sudan as the main site of the project. The Central Bank of Sudan is the main bank that governs Sudan's banks rules and regulations. The bank was formed in 1960 with headquarters located in the Khartoum capital of Sudan in addition to eighteen (18) branches spread throughout the country. The Information Technology Administration within the Central Bank of Sudan manage and operate the IT infrastructure that host and support all systems that used internally and for external banks. The objective of this study focused on finding IT service management system that can support international IT service management platform that can apply ITIL standard processes like Incident Management, Service Request Management, Problem Management, Change Request Management, Configuration Management Database and Knowledge Management.

The current research on IT change management has been exploring several aspects of this new discipline, but it usually assumes that changes expressed in Requests for Change (RFC) documents will be successfully executed over the managed IT infrastructure. This assumption, however, is not realistic in actual IT systems because failures during the execution of changes do happen and cannot be ignored. In order to address this issue, we propose a solution where tightly-related change activities are grouped together forming atomic groups of activities. These groups are atomic in the sense that if one activity fails, all other already executed activities of the same group must rollback to move the system backwards to the previous state. The automation of change rollback is especially convenient because it relieves the IT human operator of manually undoing the activities of a change group that has failed. To prove concept and technical feasibility, we have materialized our solution in a prototype system that, using elements of the Business Process Execution Language (BPEL), is able to control how atomic groups of activities must be handled in IT change management systems.

This doctoral thesis is dedicated to my family members, particularly my father, Aloysius Louis Kluka, and my mother, Lillian Malkovsky Kluka, who provided me with a love for lifelong learning and a passion to travel. Tatinek a maminka, děkují Vám pro všecko co vy jste pro mě udělali.

An enterprise architecture is a high-level description intended to capture the vision of an enterprise integrating all its dimensions: organization structure, business processes, and infrastructure. Every single part of an enterprise is subject to change, and each change may have significant consequences within all domains of the enterprise. A lot of effort is therefore devoted to maintaining the integrity of an architectural description.

With the Standish group's CHAOS report proclaiming ICT project success on a mere one-third of projects, project managers have an obligation worldwide to gain control of the situation. Through concrete scope management processes, ICT project managers can learn and embrace proven approaches that measure the size of software projects, streamline the requirements articulation and management, and impose solid change management controls, to keep projects on time and on budget. Scope management is not rocket science, however, with 2/3 of the world's ICT projects deemed as failures, it is apparent that managing scope is not a natural byproduct of project management. Learn approaches and tips used in Europe, Australia, and North America that have dramatically increased the success on ICT projects by trained scope managers.

In project management, the project scope is the base of significant project planning processes such as estimating the cost, schedule and building work breakdown structure. Poor project scope definition directly affects project cost and schedule. Accordingly, dealing with unrealistic scope definition of cost and schedule may lead to failing a project. Besides, changes in project scope have a negative and positive impact on project success. This paper aims to predefine the potential scope changes to keep the project scope on track and identify any weakness in scope definition at the early stages of a project. Enhancing project scope quality has a massive impact on the success of a project and it adds more control over project scope. A method is proposed to improve the quality of project scope and increase the efficiency of controlling scope changes. The proposed method will help to avoid scope creeping by defining a clear statement of work, increase the learning opportunities of the development team to optimize its processes, reducing the communication gap between the clients and development team and screen adjustments of new tasks. The proposed method is validated using a survey and the results are found encouraging.

Organisations that seek to implement change within their processes will more often than not experience resistance to the desired changes.
“Resistance to change has long been recognised as a critically important factor that can influence the success or otherwise of an organisational change effort.”(Waddell and Sohal 1998)
Members of an organisation maintain learned behaviours. Unlearning their behaviours and relearning new behaviours very often is a difficult undertaking, as it is counterintuitive to one’s instincts to maintain the status quo. “resistance as any conduct that serves to maintain the status quo in the face of pressure to alter the status quo” Zaltman and Duncan (1977, p. 63)
One of the most difficult constraints to achieving change within an organisation is the implementation of change with minimisation of resistance. There are steps to mitigate the resistance factors that will help to promote sustained change.

Tactical agility in the sense of being adroit, quick and smart in reacting to and coping with a succession of events may no longer be enough. More than rapid responses might be needed to remain relevant. It may also require strategic, corporate and value chain agility and a succession of activities and initiatives to adapt to changing situations and circumstances, multiple challenges and related opportunities. Directors must ensure the speed, duration, direction and purpose of change and desired adaptation, transition or transformation match the required and available or accessible capability to achieve it.

Boards have a responsibility for corporate agility, or the ability of a company to adapt to changes in its environment by being alert, sensitive and responsive to changing conditions, priorities and requirements, and quickly adapting to them. Boards may need to ensure that consultation with business partners and stakeholders occurs and that aligned, consistent and complementary steps are introduced over a more extended period of time.

In the contexts in which many companies operate, directors need the mental agility to adapt and cope, explore, investigate, question and challenge, and the persistence to sustain such activities during transition and transformation journeys. Purpose, vision, goals, objectives, policies and priorities, and the assumptions that underpin them, should be regularly reviewed to ensure they are still relevant and current.  To be agile, directors need to be alert to what is happening, open to ideas and possibilities and able to think and exercise independent judgement.

Whether or not agility is desirable will depend upon its purpose. Some boards are already leading and intelligently steering companies on responsible adaptation and innovation drives. This might be the time for more directors to move on from agility to adaptation, and the systemic thinking, shared purpose, collaboration and collective transition and transformation journeys over a longer time horizon that are required to address an existential threat such as climate change and create new ways of living with it.

Abstract:
The study evaluates the effects of change management on organisations’ success at Soft-Landing Limited (SLL): a
Ghanaian firm that operates in the hospitality industry of Ghana. The study explores answers to research objectives
which aims to identify the factors that engender change in SLL and examine employees' attitudes towards
communication of change in SLL. The study also determines how leaders contribute to change management. The
research was quantitative and employed primary data source through close-ended questionnaires as the tool for data
collection. The Statistical Package for Social Science (SPSS) computing software and Microsoft Excel were the tools used
for data analysis. This result shows that external pressures are mainly responsible for change in SSL. Also, employees are
not satisfied with the change management approach since they are not allowed to voice their concerns regarding issues
of change management in the organisation. The study recommendations that employees should be engaged and
considered as change agents and training opportunities regarding change must be provided for all employees affected.
Keywords: Change, change management, strategic change, transformational change, force field analysis

Business process reengineering (BPR) has made a significant impact on managers and academics. Despite the rhetoric surrounding BPR, articulated mechanisms, which support reasoning on the effect of the redesign activities to the performance of the business model, are still emerging. This paper describes an attempt to build and operate such a reasoning mechanism as a novel supplement to performance-driven change (PDC) exercises. This new approach proposes the utilization of the fuzzy causal characteristics of fuzzy cognitive maps (FCMs) as the underlying methodology in order to generate a hierarchical and dynamic network of interconnected performance indicators. By using FCMs, the proposed mechanism aims at simulating the operational efficiency of complex process models with imprecise relationships to quantify the impact of performance-driven reengineering activities. This research also establishes generic maps that supplement the strategic planning and business analysis phases of typical redesign projects in order to implement the integration of hierarchical FCMs into PDC activities. Finally, this paper discusses experiments with the proposed mechanism and comments on its usability.

Raises questions of whether "culture change" is desirable or required when appropriate performance support enables behaviour to be quickly changed without changing culture, organisations embrace stakeholders from a variety of cultures, different functions and activities may require different cultures and, in any event, changes of fundamental attitudes, values and beliefs is problematic and has totalitarian overtones.

The proper management of IT infrastructures is essential for organizations that aim to deliver high quality services. Given the dynamics of these infrastructures, changes become imminent. In some cases, these changes might raise failures, causing disruption to provided services and consequently affecting the business continuity. Therefore, it is strongly recommended to evaluate the risks associated with changes before their actual execution. Learning from information of past deployed changes it is possible to estimate the risks for recently planned ones. Thereby, in this paper, we propose a solution to weigh the information available from past executed plans by the similarity calculated in relation with the analyzed change plan. A prototype system has been developed in order to evaluate the effectiveness of the solution over an emulated IT infrastructure. The results obtained show that the solution is capable of capturing similarity among activities in change plans, improving the accuracy of risk assessment for IT change planning.

Projects and project management operate in an environment broader than that of the project itself. The project management team must understand this broader context-managing the day-to-day activities of the project is necessary for success but not sufficient. This chapter describes key aspects of the project management context not covered elsewhere in this document. The topics included here are:

This paper considers e-learning and information systems driven organisational change in higher education. It provides a case study of an attempt to use IT and an e-learning strategy to add value to an organisation and prepare it for participation in a networked society. It is also a case study of systems failure in terms of the implementation of the e-learning strategy. A case study of events at a UK university based on interviews with a range of managers and change agents and two subsequent quality agency reports are used to illustrate these considerations. Dill's categories of design elements for promoting change in higher education institutions are then used as a framework to comparison.

With the Standish group's CHAOS report proclaiming ICT project success on a mere one-third of projects, project managers have an obligation worldwide to gain control of the situation. Through concrete scope management processes, ICT project managers can learn and embrace proven approaches that measure the size of software projects, streamline the requirements articulation and management, and impose solid change management controls, to keep projects on time and on budget. Scope management is not rocket science, however, with 2/3 of the world's ICT projects deemed as failures, it is apparent that managing scope is not a natural byproduct of project management. Learn approaches and tips used in Europe, Australia, and North America that have dramatically increased the success on ICT projects by trained scope managers.

In order to deal with failures in the deployment of IT changes and to always leave IT infrastructures into consistent states, we proposed in a previous work, a solution to automate the generation of rollback plans in IT change management systems. The solution was based on a mechanism that treats Requests for Change (RFC) (or parts of them) as a single atomic transaction. In this work, we extend our previous investigation and present more flexible and fine grained treatment of failures. The paper first presents extensions to our conceptual model in order (i) to give IT operators some flexibility in defining rollback actions, for example, by allowing the rollback plan to not only be a reversed change plan; and (ii) to execute different recovery activities depending on the cause and location of a problem. The paper then focuses on a refined manner to handle and treat failures in change deployments. We follow the ITIL version 3 best practises which suggest that, depending on the RFC context, the human operator can classify activities as reversible or irreversible. Such classification allows change management systems to automatically generate more accurate remediation plans. The proposal takes into account not only a precise way to define how rollback plans will be generated, but also an intuitive method enabling the operator to define compensation activities in order to complete the RFC successfully, even with the occurrence of failures. To prove the concept and technical feasibility, we have materialized our solution in the CHANGELEDGE prototype that, using elements of the Business Process Execution Language (BPEL), is able to generate correct remediation plans to handle and treat failures in IT change management systems.

Enterprise Resource Planning (ERP) to support their organisational and financial business processes. However, this diversity of heterogeneous and in many cases incompatible systems coupled with the absence of integrated enterprise architecture is considered a restricting factor in the automation of business processes and thus, cause a prolifora of integration problems. In attempting to overcome such issues, organisations are turning to a new category of integration software called Application Integration (AI), which results in flexible and manageable Information Systems (IS) and infrastructures. Application integration is achieved through the incorporation of functionality from disparate systems using a variety of integration technologies such as adapters and message brokers. In attempting to explore the area of AI, this paper discusses the adoption and the impact of application integration on organisations. In doing so, the case study of a multinational petroleum company that adopted an AI solution is presented. The case study presented in this paper shows that system design takes up to 60% of overall project time when integrating systems due to the reengineering of business processes. In addition, the majority of systems are phased out and the redundancy in functionality is significantly reduced.

This paper investigates the adoption patterns and implementation issues associated with the use of digital-imaging technology within the banking and insurance industries. Several research hypotheses are tested using data obtained from a survey of the 250 largest banks and 250 largest insurance companies in the United States. The results clearly indicate that the diffusion of imaging can be modeled by an S-curve, and that firm size is a good predictor of the adoption decision. Two well-known models of innovative behavior, the internal influence and Bass models, were not supported by this study. Positive, measurable benefits were associated with imaging adoption. Reengineering the work processes and piloting the technology were both found to be strongly related to the degree of implementation success. Based on the findings from this study, similarities and differences in innovative behavior between manufacturing and the banking and insurance industries are discussed.

El 13 de diciembre del 2005,  la Junta Directiva acuerda aprobar la solicitud de renuncia de Francisco Rosado May a la Rectoría de la Universidad de Quintana Roo.  El 21 de diciembre de ese año, un nuevo Rector es designado, para el periodo 2006-2010.  Editoriales periodísticos aseguran que éste proviene, directamente, del “grupo Borge”,  del aparato estatal de gobierno del Estado.  A finales de abril del 2006, es designado el nuevo Secretario General de la institución.  Desde esta fecha y hasta el 15 de febrero del 2008, el Rector otorga amplio poder a la Secretaría General.  Ésta se encarga, realmente con exclusividad, de  las actividades académicas de la universidad. 
          Acontecimientos que ocurren durante estos casi dos años, indican que esta delegación le es progresivamente disfuncional a la UQROO.  Las contradicciones derivadas de la degradación de la vida académica de la institución, a que conduce esta delegación de autoridad, llegan a su mas nítida expresión en la reunión extraordinaria de mediados de febrero del Consejo Universitario.  En esa ocasión, el órgano máximo de toma de decisiones colegiadas de la institución es formalmente convocado por Rectoría para hacer un trabajo sucio de censura;  para juzgar una auténtica nimiedad:  el contenido de la editorial del Boletín Oficial del Colegio de Académicos, correspondiente al mes de enero, en que se aborda el despido del bibliotecario fundador de la Universidad.  Un poco honorable segmento de consejeros universitario logran que el pleno llegue a “acuerdos” que incluyen castigar al editor del boletín del COLACAD por aludir al hecho del despido-renuncia del bibliotecario, continúan con amenazarlo de que si vuelve a escribir con esta "falta de responsabilidad" dejará de ser consejero universitario y, para rematar, hace explícito a los integrantes de la "comunidad universitaria" que su libertad de expresión e imprenta son inalienables, pero siempre y cuando se ejerzan con “responsabilidad”.
          Antes de la sesión extraordinaria del HCU del 15 de febrero del 2008, la institución había sido colocada por Rectoría en una auténtica encrucijada:  ó el rector reconocía que el poder otorgado a Secretaría General era ya disfuncional en alto grado, y por primera vez en su gestión tomaba firmemente las riendas académicas de la institución para poner remedio a la situación;  ó la UQROO iremediablemente continuaría su loca carrera contra todo y en aras de nada,  para en el futuro muy próximo terminar cayendo por el despeñadero que la historia siempre tiene preparado para las organizaciones que muestran su inutilidad social.  Su desmantelamiento, como en el caso de Maderas Industrializadas de Quintana Roo, empresa pública liquidada y uno de cuyos gerentes fue el actual Rector de la UQROO.
          Despues de la sesión extraordinaria del CU del 15 de febrero del 2008, quedaba claro cuál de estos caminos había sido conscientemente elegido por las autoridades centrales:  el primero de ellos.  Con un agregado:  la UQROO sería enfilada al naufragio, pero formalmente guiada la embaración, no por el Rector, sino por el Secretario General.  Para ello, la autoridad central estaba empeñada en aplicar, con la anuencia explícita del CU (acuerdo 6.2), un esquema que, a partir de la sesión del 15 de febrero del 2008  convertía de facto en IRREVOCABLE, el poder amplio e ilimitado otorgado por el Rector en abril del 2006, para que el Secretario General actuara a nombre y  representación del Rector en la conducción de lo académico. 
          Por un lado, sendas asambleas del Colegio de Académicos dan cuenta de que la resistencia seguìa firme;  las realizadas el 7 y 12 de marzo del 2008, así lo indican;  al igual que los altos niveles de unidad mostrada en las reuniones divisionales del 13 de marzo para elegir representantes del COLACAD (en particular en la DCSEA) en el aspecto puntual relativo a la evaluación institucional del desempeño de sus docentes.  Durante el periodo de “vacaciones de semana santa”, lejos de desmovilizarse, los docentes continúan intercambiando entre sí información y experiencias, principalmente a través del correo electrónico. 
      Por el otro lado, continuaban firmes los propósitos de la autoridad rectoril-divisional y su segmento de consejeros universitarios, según se apreciaría en la sesión extraordinaria del CU del 14 de marzo del 2008.  Se percibía el rumbo que tomarían los acontecimientos, desde su convocatoria a sesión:  incluiría ahora el enjuiciamiento a otro profesor, por enviar al Consejo Universitario un escrito emitiendo opiniones contra otro profesor.  Respecto a esto último, la cacería de brujas, previo juicio del tribunal de la santa inquisición, estaba, pues, en pleno apogeo.  Así sucedió, aunque con un aderezo.  No obstante la reticencia oficial para informar públicamente sobre lo sucedido en el seno de la reunión, para el 2 de abril ya habìa elementos claros, que se desprendían de informes extraoficiales de algunos consejeros.  Para “salvar la cara” el CU decidió aparentar –en esta sesión del 14 de marzo- salomonismo:  no quitaría la mordaza que impuso a todos los universitarios, PERO canalizaría a la Comisión de Honor y Justicia los casos particulares de ambos profesores.  El objetivo subyaecente era, ni mas ni menos, que aplicar el viejo refrán popular: “muerto el niño, tapado el pozo”.    Pero, al no dar marcha atrás en lo esencial, respecto a  sus acuerdos y circulares de febrero, las autoridades (Rector y Secretario General) asumían, sin ambajes, una posición típicamente patronal sobre un conjunto de asalariados sin organización gremial, a la vez que una postura inconstitucional de menoscabo de garantías individuales y derechos humanos.  Este hecho marcaría la resistencia docente de ahí en adelante. 
          Los eventos, de manera alguna terminaban el 2 de abril del 2008.  Al científico social este acontecer le impone la obligación ética de seguirlos monitoreando, registrando, analizando y haciendo públicos, pese a la “ley mordaza” que con tanto ímpetu los CEO’s de la UQROO habían formulado y querían aplicar.