Business Transformation Projects Research Articles

DEVELOPMENT OF AN ANTI-RISK METHOD OF OPTIMIZING BUSINESS PROCESSES

The introduction of digital transformation projects into the socio-economic management system requires the development of new tools and approaches to information risk management as the main lever of the project's success. In order to solve this problem, the latest scientific achievements in the direction of development and implementation of anti-risk methods for various sectors of the economy were analyzed. This analysis once again confirmed the axiom about the need to manage risks, and today, information risks, which in the era of digitalization are becoming the main problem for many organizations. The purpose of this article is to develop models and an algorithm for the anti-risk method of optimizing business processes in organizations. An anti-risk method of optimizing business processes is proposed, developed on the basis of conceptual and mathematical models of information risk management in projects of digital business transformation. The work demonstrates the concept of the method, the idea of which is the simultaneous analysis of the information risks of the organization, its projects and its environment with the application of uniform countermeasures to them, which leads to a reduction in terms and costs of project implementation. Also given is a mathematical description of the information risk management model in digital business transformation projects, as a manager's toolkit for calculating key project indicators. The proposed anti-risk method of optimizing business processes allows you to eliminate the excessive cost of operations, the time of operations, the inconsistency of actions of participants and take into account information risks. It was concluded that this anti-risk method of optimizing business processes acquires practical significance and value in the process of choosing strategies for further actions in project management.

Business Transformation Project’s Holistic Agile Management (BTPHAM)

This article proposes a Business Transformation Project (BTP), Holistic Agile Management (HAM), to support intensive agile transformations. A BTP assisted by HAM (BTPHAM) uses critical success factors and areas, natural programming language environment and a dynamic decision-making system to improve the enterprise’s Time To Market (TTM). BTPHAM supports all phases of a transformation project, and its concept is mainly based on existing standards, methodologies, and conventional practices. Complex markets and high levels of competition forces enterprises to integrate agile product and services management, in all its value chains. A HAM approach forces the used transformation framework and the related set of existing frameworks, to synchronize all types of transformation activities, like the deployment of software components. Such a synchronization process may generate many problems, which are difficult to trace, and which can damage the cyclic development process. This framework’s originality is that it can be used in any stage of the transformation project and for any type of problem, and to synchronize BTPHAM’s coordination. The main limitations are the enterprise’s capacity to restructure and unbundle its legacy environments; and to integrate the BTPHAM in all its environments and implementation processes; which need the optimal BTP manager.

The Selection and Training Framework for Managers in Business Innovation and Transformation Projects

The riskiest factor in transforming a traditional business environment (BE) into a lean and automated BE is the role of the profile and the corresponding TOGAF managerial recommendations of the business and (e-)business transformation managers (BTM); the influence they have on the concrete implementation phase of business transformation projects (BTP). The basic profile and “The OpenGroup Architecture Framework” (TOGAF)[66] managerial recommendations of such a business transformation manager has not been sufficiently researched in a holistic manner in order to hammer the BTM’s profile and the corresponding TOGAF managerial recommendations; and that is the main goal of the authors’ research [52][37][38]. In fact, currently there are no TOGAF managerial recommendations and educational curricula for such BTM profiles. This research paper deals with the TOGAF managerial recommendations for the BTM selection and education; who has to manage the technical implementation phase of complex business transformation projects; knowing that the BTPs’ implementation phase is the major cause of very high failure rates [20][21]. The implementations of such business transformation projects require a specific set of enterprise business architecture knowledge. The authors have based their research on the main fact that only around 12% of business organizations successfully terminate innovationrelated business transformations projects [8]. “We know that those organizations that are consistently successful at managing innovation-related changes outperform their peers in terms of growth and financial performance” [7]. Therefore, there is an essential need for more research on the BTMs’ profiles and the TOGAF related managerial recommendations. This research project presents an original set of factors and fulfills the need for an efficient tree reasoning model, in the form of a real world framework and recommendations, which affect the BTM’s selection techniques. BTM selectors, professional analysts, project managers, auditors and advanced computer science students, will benefit from this research project.

The Selection and Training Framework for Managers in Business Innovation and Transformation Projects

The riskiest factor in transforming a traditional Business Environment (BE) into an innovative and business lean oriented BE is the role of the business and (e-)Business Transformation Manager (BTM). The basic profile of such a BTM has not been sufficiently investigated in a holistic and educational manner. The characteristics of a suitable BTM profile is the main goal of the author's selection and training framework (STF) research project; that started in the year 2010. In this research paper, the author tries to prove that the STF research methodology, design and prototype (STF_RMDP) can be applied in a "real world case"; that is in fact the final phase. This final phase is labelled the "STF research empirical model". This whole research is a part of the author's doctorate in business administration. The STF_RMDP results define the optimal BTM profile who has to cope with complex business transformation projects (BTP). These BTPs need a specific set of skills, especially for the final and the very difficult implementation phase (Trad, Kalpic, IMRA, 2013-an award winning paper). The BTP's implementation phase is the major cause of high failure rates. The BTMs' needed hands-on skills; these skills should encompass: 1) knowledge of business process and services (BPs) technologies, 2) automated real-time business environments, 3) project management, 4) knowledge integration, 5) organizational behaviour, 6) management sciences methodologies 7) enterprise application integration and other concrete BTP implementation phase know-how artefacts. Therefore the researcher recommends the technocrats profile (Fahroomand, 2004) as a "base profile" for such BTPs; that need to be complemented with crossfunctional skills (Trad, Kalpic, ITI, 2013). More specifically, this research focuses on the influence of the BTMs' hands-on business architecture experience, background and education, on managing complex BTP implementations. Where such transformations integrate avant-garde innovation, knowledge and technology. “We know that those organizations that are consistently successful at managing innovation-related changes outperform their peers in terms of growth and financial performance” (Tidd, 2006). The author has based his research model on the main fact that only around 12% of business organizations successfully manage innovation-related business transformations initiatives. Therefore, there is an important need for a dynamic and automated way of selecting and training future BTMs. BTMs who would be capable of implementing such complex BP based systems (Tidd, Bessant, 2009). Where STF_RMDP is the empirical model with which the author wants to prove that future BTMs can be selected to successfully build or reengineer various electronic and lean BE (ELBE) components. The empirical model will contain a real world prototype and surveys that will generate the need data sets the qualitative research approach.

Return on investment of near-shoring projects

The Information Technology sector has been using proximity offshoring (nearshoring) as common practice over the past 2 decades, mainly for software development projects. Using a large business transformation project from a global consumer goods company as a single case study, the present paper analyses the benefits and key challenges of incorporating such delivery models in these types of projects, focusing its attention mainly on the financial and quality aspects. The analysis suggests that, when compared to traditional services delivery (on-site consultants), near-shoring practices can have a very positive financial impact for the vendor and the customer, translating into an increase on the Return on Investment (ROI) without a significant increase of risks or losses in quality – The project’s cost can have a significant reduction on the vendor side, with a consequent reduction to the end client. Regardless these benefits, it is suggested that traditional consulting still plays an un-replaceable role in these types of projects. Furthermore, it is suggested that it is equally important the commitment from top management for such initiatives.

The Business Transformation Enterprise Architecture Framework

This chapter's author based his cross-functional research on an authentic and proprietary mixed research method that is supported by intelligent neural networks combined with a heuristics motor, named the applied mathematical model (AMM). The proposed AMM base functions like the human empiric decision-making process that can be compared to the behaviour-driven development. The AMM is supported by many real-life cases of business and architecture transformation projects in the domain of intelligent strategic development and operations (iSDevOps) that is supported by the alignment of various standards and development strategies that biases the standard market development and operations (DevOps) procedures, which are Sisyphean tasks.

The Business Transformation Framework and Enterprise Architecture Framework for Managers in Business Innovation

This journal article proposes a cross-business domain applied holistic mathematical model (AHMM) that is the result of a lifetime long research on business transformations, applied mathematics, software modelling, business engineering, financial analysis, and global enterprise architecture. This ultimate research is based on an authentic and proprietary mixed research method that is supported by an underlining mainly qualitative holistic reasoning model module. The proposed AHMM formalism attempts to mimic some functions of the human brain, which uses empirical processes that are mainly based on the beam-search, like heuristic decision-making process. The AHMM can be used to implement a decision-making system or an expert system that can integrate in the enterprise's business, information and communication technology environments. The AHMM uses a behaviour driven development environment or a natural language environment that can be easily adopted by the project's development teams. The AHMM offers a high level implementation environment that can be used by any team member without any prior computer sciences qualification. The AHMM can be used also to model enterprise architecture (EA) blueprints, business transformation projects, or knowledge management systems; it is supported by many real-life cases of various business domains. The uniqueness of this research is that the AHMM promotes a holistic unbundling process, the alignment of various EA standards and transformation strategies to support business transformation projects.

Development of enterprise architecture management methodology for teaching purposes

Enterprise architecture is considered as a certain object of management, providing in business a general view of the enterprise and the mutual alignment of parts of this enterprise into a single whole, and as the discipline that arose based on this object. The architectural approach to the modeling and design of the enterprise originally arose in the field of information technology and was used to design information systems and technical infrastructure, as well as formalize business requirements. Since the early 2000’s enterprise architecture is increasingly used in organizational development and business transformation projects, especially if information technologies are involved. Enterprise architecture allows describing, analyzing and designing the company from the point of view of its structure, functioning and goal setting (motivation). In the context of this approach, the enterprise is viewed as a system of services, processes, goals and performance indicators, organizational units, information systems, data, technical facilities, etc. Enterprise architecture implements the idea of a systematic approach to managing and changing organizations in the digital economy where business is strongly dependent on information technologies. This increases the relevance of the suggested approach at the present time, when companies need to create and successfully implement a digital business strategy. Teaching enterprise architecture in higher educational institutions is a difficult task due to the interdisciplinary of this subject, its generalized nature and close connection with practical experience. In addition, modern enterprise architecture management methodologies are complex for students and contain many details that are relevant for individual situations. The paper proposes a simplified methodology for enterprise architecture management, which on the one hand will be comprehensible to students, and on the other hand, it will allow students to apply the main methods and technologies of the enterprise architecture in practice. The requirements for the simplified methodology were defined. These requirements were taken into account during methodology development and can be used when applying the methodology – it will be possible to understand the goals that can be achieved with its help, the assumptions made and the existing limitations. The proposed methodology defines the layers, aspects and objects of the enterprise architecture, describes the tasks of managing enterprise architecture and the artifacts created (lists, matrices, diagrams). The proposed methodology can be used to conduct training projects in which methods and tools of enterprise architecture management are used to optimize the company’s work based on the capabilities of information technology. Such projects will help not only to develop students’ skills, but also to establish a dialogue between universities and industry – the provider of problems and tasks for solving within students’ projects. The proposed simplified methodology for managing the architecture of the enterprise is tested and used by the authors when conducting courses in the leading universities of the Russian Federation: Graduate School of Management (St. Petersburg State University), St. Petersburg State University, Finance University under the Government of the Russian Federation, Higher School of Economics and BonchBruevich Saint-Petersburg State University of Telecommunications.

TASC²S: designing a data driven business process

This paper reports on the use of business process review workshops to facilitate collaborative engagement for requirements gathering as part of a business transformation project. The workshops produced a visual output of the design of a ‘to-be’ data driven business process for application processing of international applicants in a university environment. The resulting visual artefacts defining the ‘to-be’ data driven business process would suggest that business stakeholders can contribute more to business transformation projects than they themselves may realise.

A Transformation Framework Proposal for Managers in Business Innovation and Business Transformation Projects-Enterprise Patterns Based Architecture

A determinant success factor in transforming a traditional business environment into an innovative and lean enterprise architecture pattern is the role of the applied set of patterns that are based on services and building blocks. Such a business transformation process should be assisted with an efficient transformation and architecture framework that includes an enterprise patterns, services and building blocks assembling concept. Enterprise pattern based concepts can change the transformation project's outcomes and make the business transformation projects agile, maintainable and interoperable. The business transformation manager's (BTM) and enterprise architect's roles are crucial for the finalization of the very complex implementation phase of the business transformation project (BTP). During this phase the BTM's knowledge is determinant to design and implement the set of enterprise patterns, services, system's integration bus and building blocks. Enterprise patterns express a fundamental structural model for the transformed end-system. They provide a set of predefined composite patterns with their responsibilities and relationships. An enterprise pattern provides a scheme for unbundling the components of a monolithic system and defines the relationship between them; it also abstracts a general structure of related services that promote a general design for a specific BTP context1.

The Business Transformation Framework for Managers in Business Innovation Transformation Projects

A decisive economical factor in the business transformation project (BTP) of a traditional business environment (BE) into an automated business environment, is the profile of the business transformation manager (BTM), who should be supported by a framework (Trad, & Kalpic, 2001; ). The BTM's profile and its relation to enterprise business architecture skills, have an ultimate impact on the concrete implementation phase of business transformation and related enterprise architecture projects. The basic profile and managerial aspects of BTM profiles and its support, have not been sufficiently researched, to hammer an optimal profile and a corresponding supporting framework that is why this research article proposes the related BTP's managerial recommendations and conclusions. This research paper and the related research publications series deals with the BTP's support for the BTM's selection, architecture support, decision making and training requirements; where the BTM, has to manage the complex technical implementation phase of the BTPs; knowing that this phase of a BTP is the major cause of very high failure rates.

A Transformation Framework Proposal for Managers in Business Innovation and Business Transformation Projects-An Information System's Atomic Architecture Vision

Abstract A fundamental architecture element in transforming a traditional business environment and its business information system into an innovative automated and lean business platform is the role of the information system's building vision; that should be crafted in an applicable framework. This framework should include easy to integrate patterns. The proposed just-in-time framework can change the information system's architecture and its implementation outcomes. The atomic information system architecture's role and applied the patterns are of crucial importance for the implementation phase of the complex business transformation projects; where these patterns can be adapted in a just-in-time manner, using atomic building blocks1,2,26. There is also a need to govern (or control) the atomic information system architecture's patterns for business transformation projects; unfortunately an adaptable atomic information system architecture pattern for such projects is inexistent. An atomic information system architecture pattern can be also used in the enterprise's production activities which comes after the finalization of the implementation phase of business transformation project (business transformation project), to control and govern the resultant business system. The atomic information system architecture's pattern main component is the atomic building block that manages the implementation of autonomous business service transactions. In this article the author presents a set of atomic information system architecture recommendations in the form of reusable patterns to promote an optimal information system's architecture.

A Transformation Framework Proposal for Managers in Business Innovation and Business Transformation Projects-intelligent Atomic Building Block Architecture

Today's dynamic global economy forces business companies to struggle for survival; where such companies must be competitive and loosely interconnected in a wide networked business market. It is not a secret that a solid business environment that wants to insure its sustainable business future must adapt itself to frequent business transformation processes, to adapt to such a situation a building block based solution is proposed to support the business transformation project. Such a building block strategy for frequent business transformation changes is translated in a set of recommendations that support the company's business resources in order to optimize the companies’ various business and information technology resources. Unfortunately, most of business transformation projects fail, because of the very difficult business transformation project's “decoupled and technical” implementation or re-engineering phase. The author recommend a re-engineering phase that is based on atomic building blocks architecture; where the business transformation manager must have the right skills to model and prototype the most important Atomic Business Blocks, in order to insure the successes of business transformation projects. It is recommended to apply the adequate atomic business architecture and the needed modeling concepts. Such concepts are based on a one to one mapping pattern that is in turn based on enterprise architecture standards. Business transformation projects should apply an Atomic Business Blocks driven implementation phase that will help the implementation capability of the business transformation project; such an approach needs a specific a set of integration, modeling and prototyping skills 1,2,3 .

The Selection and Training Framework (STF) for Managers in (e-)Business Innovation Transformation Projects – Managerial Recommendations

Abstract The riskiest factor the in business transformation process of a traditional business environment (BE) into an electronic lean and automated (ELBE) one [1] is the role of the profile and educational background of the business and (e-)business transformation managers (BTM); the influence they have on the concrete implementation phase of business transformation projects (BTP). The basic profile and managerial aspects of such a business transformation manager has not been sufficiently researched in a holistic manner in order to hammer the BTM's profile and to propose the related managerial recommendations, as a conclusion to this research project; and that is the main goal of the authors’ research topic [2] , [27] , [28] , [29] . In fact, currently there are no managerial recommendations and educational curriculum for such BTM profiles at hand [42] . This research paper deals with the managerial recommendations for the BTM selection and education. The BTM who has to manage the technical implementation phase of complex business transformation projects; knowing that the BTP's implementation phase is the major cause of very high failure rates [17] , [18] . The implementation of such business transformation projects require a specific knowledge of enterprise business architecture. The authors have based their research on the main fact that only around 12% of business organizations successfully terminate innovation-related business transformations projects [7] . “We know that those organizations that are consistently successful at managing innovation-related changes, outperform their peers in terms of growth and financial performance” [6] , [7] . Therefore, there is an essential need for more research on the BTMs’ profiles and a necessity to propose the related set of managerial recommendations.

The Selection and Training Framework (STF) for Managers in Business Innovation Transformation Projects - Business Enterprise Architecture Integration

Abstract An important factor in the business transformation process of a traditional business environment (BE) into an electronic lean and automated (ELBE) one [1] is the role of the profile and educational background of the business and (e-)business transformation managers (BTM) [32] . The profile of a BTM and its relation to business enterprise architecture integration skills that have an enormous impact on the concrete implementation phase of business transformation projects (BTP). The basic profile and managerial aspects of such a business transformation manager has not been sufficiently researched in a holistic manner in order to hammer the BTM's profile and to propose the related business enterprise architecture integration recommendations, as a conclusion to this research phase; and that is the main goal of the authors’ research topic [3–5] . In fact, currently there is no business enterprise architecture integration set of recommendations and educational curriculum for such BTM profiles [6] . This research paper deals with the business enterprise architecture integration for the BTM selection, training and evaluation; the BTM who has to manage the technical implementation phase of complex business transformation projects; knowing that the BTP's implementation phase is the major cause of very high failure rates [9,10] . The implementation of such business transformation projects require a specific knowledge of enterprise business architecture. The authors have based their research on the main fact that only around 12% of business organizations successfully terminate innovation-related business transformations projects [7] . There is evidence that that those organizations that are consistently successful at managing innovation-related changes, outperform their peers in terms of growth and financial performance [8] . Therefore, there is an essential need for more research on the BTMs’ profiles and a necessity to propose the related concept of business enterprise architecture integration. Increasingly competitive business environments; like mechanistic organisations [11] are the main driving forces for investment in the transformation of flexible and efficient business environments. The success of such transformations, implementation and maintenance of business environments influences the way business-oriented processes are managed and integrated, that consequently forces business enterprise to continuously innovate. Many BTM selection factors directly or indirectly affect the business environments’ transformation, into a mechanistic organisations; they especially affect their implementation phase. These factors are based on the business transformation manager's skills. In this research project the authors introduce a complex methodology for selecting a business transformation manager in order to finalize the implementation phase which should fully support the company's strategic and business needs. The Selection and Training Framework (STF) uses different components of the business environment to promote an iterative process of selection and training. The framework promotes the needed BTM's skills to insure the high level of reusability of existing artefacts, components and enterprise architecture paradigms. Components of this methodology have been successfully applied in the authors’ consultant careers, and results are implemented in various mechanistic business environments. The optimum choice among suitable BTM profiles is the main goal of the authors’ selection and training framework (STF) research project.

The Selection and Training Framework (STF) for Managers in in (e-)Business Innovation Transformation Projects-the Literature Review

In this article, as one in a planned series of articles related to the research of failure rates in business transformation projects, the authors present the literature review. This research deals with one of the riskiest factors in transforming a traditional business environment (BE) into an innovative and automated BE: the role of the business and (e-)business transformation manager (BTM). The current literature has not sufficiently investigated the BTM's capacities to carry out such projects and especially his or her capacities to finalize the implementation phase. There is a lack of a holistic approach to the topic. This research phase concentrates on the resources related to the optimal BTM profile, one who would be capable of successfully completing the implementation. Therefore, this literature review verifies the resources related to the preferred BTM characteristics that make it possible to cope with complex e-business automation projects; projects which mainly fail because of the BTM's lack of concrete knowledge required for the implementation. It is important to understand that these projects need a set of specific skills. This set of skills must also encompass the knowledge of real-time integrated business environments, knowledge of organizational behaviour-change and implementation know-how. The researchers recommend the profile of a polyvalent technocrat as the base profile for the BTM of such projects that require cross- functional skills.

Partnering for business transformation: the Wipro Consulting Services story

Subject area Business transformation processes, change management and business strategy. Study level/applicability The case can be used to study business transformation processes and would be relevant for courses on change management and business strategy. It shouldbe studied in the context of behavioral and organizational challenges in implementing an organization-wide change. The case is targeted at MBA students and/or executive participants with professional experience who would be able to link the learningto corporate experience. It can be used for courses on organizational change, business strategy, and change management. Case overview The case, set in India in the year 2011, is positioned in the business consulting domain, and provides insight into managing change from the perspective of a consulting partner. The case discusses challenges and presents processes followed by Wipro Consulting Services (WCS) in conducting an integrated business transformation exercise at Brigade Enterprises Ltd (BEL), a leading firm in India's real estate sector. The BEL engagement had busted the myth that an integrated business transformation could not be conducted in an unorganized sector, and resulted in savings of overUSD 2 million for BEL. The case traces the journey of WCS into business transformation consulting, outlines the solution framework proposed by WCS, and discusses the decisive nature of the Brigade project for WCS' growth trajectory. Expected learning outcomes The case has been written with the following objectives, to: familiarize students with the processes and phases of a business transformation project; examine transformation barriers and challenges from a consultant perspective; and providestudents an appreciation of the complexities and challenges, decisional criteria and parameters of a large-scale, integrated business transformation exercise. Supplementary materials Teaching notes are available; please consult your librarian for access.

Comprehensive framework for estimating the deployment cost of integrated business transformation projects

PurposeThis paper is a summary of a successfully defended doctoral dissertation. The purpose of this paper is to place this research in context to emerging areas of project management and service science, management and engineering and to encourage others to embark on further research related to this important topic.Design/methodology/approachResults reported in this paper were based upon action learning from research in which a project management tool for estimating deployment cost was developed by capturing the knowledge of subject matter experts (SMEs) and subsequently tested against projects from various geographic areas.FindingsThere were two primary findings. A development and analysis of the conceptual estimating framework supports the assertion that the use of the framework provides an awareness of the project that may not otherwise be observed or, at best, would be observed later in the life of the project and potentially addressed at a higher cost. A strong association has been found between the conceptual estimate produced by the comprehensive framework and the conceptual estimate produced manually through the use of SMEs.Originality/valueFrom academic perspective, the synthesis of technology management, business processes, and the conceptual estimating framework enhances the body of knowledge of project management. For practical applications, the method and framework employed can be utilized to build functioning conceptual estimating tools for deployment, which can lead to cost savings during the estimating process and, as this study surmises, will lead to more effective project management, control, and implementation.

New Product Development Projects: The Effects of Organizational Culture

Despite the increasing use of project management within organizations, an attendant poor rate of success among these projects has been observed (Clancy & Stone, 2005; Ives, 2005). Seventy-five percent of all business transformation projects fail (Collyer, 2000) and only 16% of U.S. IT projects are completed on time and on budget (Peled, 2000). In an attempt to overcome such a high project failure rate, this paper investigates the effects of organizational culture on the performance of particular types of projects: new product development (NPD) projects. Using data from 95 U.S. organizations, the study provides evidence of the significant effects of organizational culture on NPD projects.

On optimizing the selection of business transformation projects

To compete and thrive in a changing business environment, a business can adapt by initiating and successfully carrying out business transformation projects. In this paper we propose a methodology for the optimal selection of such transformational projects. We propose a two-stage methodology based on (1) correlation analytics for identifying key drivers of business performance and (2) advanced portfolio-optimization techniques for selecting optimal business-transformation portfolios in the face of resource constraints, budget constraints, and a rich variety of business rules. We illustrate our methodology through a case study from the electronics industry.