Prof. Dr. Andreas Gadatsch
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- English (27) (remove)
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Business Process Management
(2023)
IT Controlling
(2023)
IT controlling is established as a tool for controlling information technology. The job description of the IT controller has changed only moderately over a long period of time. It was mainly associated with IT budgeting, IT portfolio management, IT cost planning, accounting and controlling. However, digitalization has brought movement in goals, contents and methods. New topics such as digital strategy management, cloud controlling, data science, etc. are being discussed. The task profile is changing away from pure IT cost analysis to the management of the digitization strategy with a focus on strategic IT portfolio management. Some voices are already talking about "smart controlling" or "digital controlling".
This book presents an IT controlling concept for the digital age and explains the relevant methods in a practical way.
The corporate landscape is experiencing an increasing change in business models due to digitization. An increasing availability of data along the business processes enhance the opportunities for process automation. Technologies such as Robotic Process Automation (RPA) are widely used for business process optimization, but as a side effect an increase in stand-alone solutions and a lack of holistic approaches can be observed. Intelligent Process Automation (IPA) is said to support more complex processes and enable automated decision-making, but due to the lack of connectors makes the implementation difficult. RPA marketplaces can be a bridging technology to help companies implement Intelligent Process Automation. This paper explores the drivers and challenges for the adoption of RPA marketplaces to realize IPA. For this purpose, we conducted ten expert interviews with decision makers and IT staff from the process automation sector.
Due to ongoing digitalization, more and more cloud services are finding their way into companies. In this context, data integration from the various software solutions, which are provided both on-premise (local use or licensing for local use of software) and as a service, is of great importance. In this regard, Integration Platform as a Service (IPaaS) models aim to support companies as well as software providers in the context of data integration by providing connectors to enable data flow between different applications and systems and other integration services. Since previous research has mostly focused on technical or legal aspects of IPaaS, this article focuses on deriving integration practices and design-related barriers and drivers regarding the adoption of IPaaS. Therefore, we conducted 10 interviews with experts from different software as a services vendors. Our results show that the main factors regarding the adoption of IPaaS are the standardization of data models, the usability and variety of connectors provided, and the issues regarding data privacy, security, and transparency.
In the course of growing online retailing, recommendation systems have become established that derive recommendations from customers’ purchase histories. Recommending suitable food products can represent a lucrative added value for food retailers, but at the same time challenges them to make good predictions for repeated food purchases. Repeat purchase recommendations have been little explored in the literature. These predict when a product will be purchased again by a customer. This is especially important for food recommendations, since it is not the frequency of the same item in the shopping basket that is relevant for determining repeat purchase intervals, but rather their difference over time. In this paper, in addition to critically reflecting classical recommendation systems on the underlying repeat purchase context, two models for online product recommendations are derived from the literature, validated and discussed for the food context using real transaction data of a German stationary food retailer.
During the past few years, fast changes in the economic environment and massive technological developments in the field of information technology constitute challenges for many companies. The growing capabilities to collect and store loads of internal and external data make it more and more difficult for a business’s management to find the realyy important pieces of information. This situation of information overload is tackeled by a variety of analytic concepts and tools which can be subsumed under the opalescent term of “Business Intelligence”.
Green IT is one of the most recent buzzwords in the IT business. Often it is considered as the key to all future IT problems by one half of IT experts and as an overestimated hype by the other half. Green IT aims to integrate information and communication technologies into a business wide sustainability strategy without any productivity drawbacks. It includes measures and tactics to reduce the IT's environmental impact e.g. by reducing the power consumption and using energy from renewable sources, and by using technologies such as virtualisation.
Anne Dreller shows that data sharing offers great opportunities and huge value creation potential for the business world. Despite many opportunities that data sharing promises, the business world has not fully operationalized this fact yet, due to various existing challenges. Thus, an exemplary, future-oriented, and platform-based data sharing business model is developed for the startup Quemey. This business model is also equipped with prioritized implementation advice, including measures like focusing on strong values for all platform participants, growing their business into a powerful monopolist position, and eliminating barriers of technological, contractual and legal or data privacy uncertainties.
Daryoush Daniel Vaziri illustrates that the use of mixed methods designs may support the induction of more subtle and complete theories about older adults’ use of technologies for the support of active and healthy aging. The results show that older adults’ social contexts and environments considerably affect their perspectives, practices and attitudes with respect to health, quality of life, well-being and technology use for active and healthy aging support. Results were collected with older adults aged 60+ as well as relevant secondary stakeholders like caregivers, policy makers or health insurance companies.
A Method for the Sustainable Documentation of Operations Processes in Parcel Distribution Centers
(2018)
There is often no common understanding on operational processes in logistics companies as they are not properly documented. Hence, people execute the same process differently and training is conducted by experienced operators on an ad-hoc basis. Furthermore, continuous process improvement is hampered as neither the ideal process nor current issues in as-is processes are visible. A major reason for the missing documentation is the complexity of existing business process modelling languages. Modelling experts are required for initially describing the processes and also for updating the models after process changes. Furthermore, operations people are usually not used to read complex process models in EPCs or BPMN diagrams. In order to overcome these limitations, a domain-specific modelling language which facilitates maintaining up-to-date process models has been designed with a large logistics company in Germany. The paper at hand briefly describes this language and illustrates the method on how to apply it in operations environments.
IT-accessiblity is often treated as an orphan in companies. Even though the proportion of disabled people is substantial and people become older and more susceptible to disabilities. Besides cost factors, companies often do not have a plan how to implement and control IT-accessibility successfully. However, most companies are familiar with IT-maturity frameworks to evaluate and improve their own IT-infrastructure. It would facilitate dealing with IT-accessibility, if IT-maturity frameworks consider IT-accessibility and provide recommendations and solutions for a successful implementation. Therefore, this article conducts a review of an acknowledged IT-maturity framework with regard to its capability to enable implementation of IT-accessibility in an organization. The first part of this article will illustrate the motivation and background for the authors concern with such a topic. Afterwards the authors will introduce the reader to the reviewed IT-maturity framework and provide basic knowledge on IT-accessibility. The main part of the article will deal with the review of the applied IT-maturity framework and outline examples of critical capabilities for successfully implementing IT-accessibility in an organization. The final section will derive implications and close with planned future research activities in this field.
This article concerns the design and development of Information- and Communication Technology, in particular computer systems in regard to the demographic transition which will influence user capabilities. It is questionable if current applied computer systems are able to meet the requirements of altered user groups with diversified capabilities. Such an enquiry is necessary based on actual forecasts leading to the assumption that the average age of employees in enterprises will increase significantly within the next 50-60 years, while the percentage of computer aided business tasks, operated by human individuals, rises from year to year. This progress will precipitate specific consequences for enterprises regarding the design and application of computer systems. If computer systems are not adapted to altered user requirements, efficient and productive utilisation could be negatively influenced. These consequences constitute the motivation to extend traditional design methodologies and thereby ensure the application of computer systems that are usable, independent of user capabilities.
Green IT (Green IS, Green ICT) is a concept of saving energy consumption to reduce IT costs. A current survey shows that only few companies in German speaking countries consider this aspect in their daily business. This is important facing the current situation of attempts of cost saving during the current economic crisis worldwide. This paper introduces into Green IT and presents an IT management and controlling concept. Then the main results of a currently presented survey are used to modify the concept. Finally an agenda for future research is given
Measuring the Understandability of Business Process Models - Are We Asking the Right Questions?
(2011)
Governance and Sustainability in Information Systems. Managing the Transfer and Diffusion of IT
(2011)
Green IT (Green IS, Green ICT) is a concept of saving energy consumption to reduce IT costs. A current survey shows that only few companies in German speaking countries consider this aspect in their daily business. This is important facing the current situation of attempts of cost saving during the current economic crisis worldwide. This paper introduces into Green IT and presents an IT management and controlling concept. Then the main results of a currently presented survey are used to modify the concept. Finally an agenda for future research is given.
The short survey „Green IT 2009“ got a very pleasant feedback. The authors received 132 useful answers within only two weeks of survey (15th January until 31st January 2009). The electronic forms were sent to 1.000 companies in Germany and some neighbouring countries. The results show very clearly that the companies are already acting. Green IT has found its way into the companies in different ways and activities. But Green IT is known as a technical topic of IT management or building services engineering. The investments are made mostly in technical activities (energy saving hardware, virtualisation, cooling and more). From a business view the sourcing departments have to change their strategies and processes. The type and amount of IT investment decisions are not concerned by Green IT activities. The main targets of the companies are saving energy and costs followed by advancements in marketing and innovation.
In this paper, we present the results of a controlled human experiment where students in a business process modelling course had to model a business process from a case study as part of their coursework. One group could take advantage of the continuous validation feature that is implemented in the bflow modelling tool, i.e. they were provided with alerts about modelling errors. A control group had to create a model for the same case study without using continuous validation. The results of the experiment indicate that the presence of continuous validation indeed has had a positive effect on the number of syntactic errors in business process models.
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.