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Queueing Theory
(2024)
Sind kleinere und mittlere Unternehmen (KMU) bereits auf die Digitale Transformation vorbereitet?
(2018)
Eine von den Autoren durchgeführte Untersuchung konnte deutliche Indizien dafür ausmachen, dass viele kleinere und mittlere Unternehmen (KMU) aktuell noch keine ausreichende Reife zur Digitalen Transformation haben. Zur Lösung des Problems wird vorgeschlagen, ein agiles IT-Management-Konzept zu entwickeln, um den IT-Bereich dynamisch und ohne formalen Ballast des klassischen IT-Managements zu steuern.
Multi-Merger-Szenarien als Herausforderung für das IT-Controlling - Checklisten zur IT-Integration
(2006)
Digitalisierung für kleinere und mittlere Unternehmen (KMU): Anforderungen an das IT-Management
(2018)
Mergers and acquisitions take place all over the world and in many industries, typically motivated by corporate politics. While IT management is often not involved in the decision-making, it has to solve a wide range of problems in the post-merger phase. Indeed, merging two or more companies implies not only merging their core businesses, but also creating a new and efficiently integrated IT organisation from the individual ones, since persistence of the current IT organisations usually does not make sense. In addition, corporate management frequently imposes constraints, e.g., cost reductions, on the IT infrastructure. The principal critical success factor when merging IT organisations is the uninterrupted operation of the IT business, because a service gap is neither acceptable for in-house functional departments nor for external customers. Therefore, the IT rebuilding phase has to focus on IT services that facilitate the processes of functional departments, support processes, and processes of customers and suppliers, so that any transformation work is transparent to internal and external customers. In this article we describe a real-world but anonymous case study. Our goals are to highlight the points important for merging IT organisations, and to help decision-makers, particularly in the areas of IT organisation and IT personnel. We focus on the arising organisational and non-technical issues from a management perspective, i.e., the CIO's view, and provide checklists intended to help IT managers to address the most pressing issues. To assist CIOs surviving in the post merger phase, we give check lists for merging IT organisations, check lists for merging IT human resources, check lists for IT budgets and reporting, and assess activities in a merger scenario. IT hardware, software and IT infrastructure as well as running IT projects are not considered in this paper.
IT performance measurement is often associated by chief executive officers with IT cost cutting although IT protects business processes from increasing IT costs. IT cost cutting only endangers the company’s efficiency. This opinion discriminates those who do IT performance measurement in companies as a bean-counter. The present paper describes an integrated reference model for IT performance measurement based on a life cycle model and a performance oriented framework. The presented model was created from a practical point of view. It is designed lank compared with other known concepts and is very appropriate for small and medium enterprises (SME).
In 1991 the researchers at the center for the Learning Sciences of Carnegie Mellon University were confronted with the confusing question of “where is AI” from the users, who were interacting with AI but did not realize it. Three decades of research and we are still facing the same issue with the AItechnology users. In the lack of users’ awareness and mutual understanding of AI-enabled systems between designers and users, informal theories of the users about how a system works (“Folk theories”) become inevitable but can lead to misconceptions and ineffective interactions. To shape appropriate mental models of AI-based systems, explainable AI has been suggested by AI practitioners. However, a profound understanding of the current users’ perception of AI is still missing. In this study, we introduce the term “Perceived AI” as “AI defined from the perspective of its users”. We then present our preliminary results from deep-interviews with 50 AItechnology users, which provide a framework for our future research approach towards a better understanding of PAI and users’ folk theories.