An industrial case study on variability handling in large enterprise software systems

ContextEnterprise software systems (e.g., enterprise resource planning software) are often deployed in different contexts (e.g., different organizations or different business units or branches of one organization). However, even though organizations, business units or branches have the same or similar business goals, they may differ in how they achieve these goals. Thus, many enterprise software systems are subject to variability and adapted depending on the context in which they are used.ObjectiveOur goal is to provide a snapshot of variability in large scale enterprise software systems. We aim at understanding the types of variability that occur in large industrial enterprise software systems. Furthermore, we aim at identifying how variability is handled in such systems.MethodWe performed an exploratory case study in two large software organizations, involving two large enterprise software systems. Data were collected through interviews and document analysis. Data were analyzed following a grounded theory approach.ResultsWe identified seven types of variability (e.g., functionality, infrastructure) and eight mechanisms to handle variability (e.g., add-ons, code switches).ConclusionsWe provide generic types for classifying variability in enterprise software systems, and reusable mechanisms for handling such variability. Some variability types and handling mechanisms for enterprise software systems found in the real world extend existing concepts and theories. Others confirm findings from previous research literature on variability in software in general and are therefore not specific to enterprise software systems. Our findings also offer a theoretical foundation for describing variability handling in practice. Future work needs to provide more evaluations of the theoretical foundations, and refine variability handling mechanisms into more detailed practices.     

An FCM–FAHP approach for managing readiness-relevant activities for ERP implementation

Any organization which plans to introduce a new enterprise resource planning (ERP) system will carry out a range of activities to improve its readiness for the new system. This paper develops a new approach for managing these interrelated activities using fuzzy cognitive maps (FCMs) and the fuzzy analytical hierarchy process (FAHP). This approach enables the organization to (1) identify the readiness-relevant activities, (2) determine how these activities influence each other, (3) assess how these activities will contribute to the overall readiness and (4) prioritize these activities according to their causal interrelationships to allocate management effort for the overall readiness improvement. The approach first uses FCMs and a fuzzy connection matrix to represent all possible causal relationships between activities. It then uses FAHP to determine the contribution weights and uses FCM inference to include the effects of feedback between the activities. Based on the contribution and interrelationships between activities, a management matrix is developed to categorize them into four management zones for effective allocation of limited management efforts. An empirical study is conducted to demonstrate how the approach works.     

Managing readiness-relevant activities for the organizational dimension of ERP implementation

An organization requires performing readiness-relevant activities to ensure successful implementation of an enterprise resource planning (ERP) system. This paper develops a novel approach to managing these interrelated activities to get ready for implementing an ERP system. The approach enables an organization to evaluate its ERP implementation readiness by assessing the degree to which it can achieve the interrelated readiness relevant activities using fuzzy cognitive maps. Based on the interrelationship degrees among the activities, the approach clusters the activities into manageable groups and prioritizes them. To help work out a readiness improvement plan, scenario analysis is conducted.     

Product whole life-cycle and omni-channels data convergence oriented enterprise networks integration in a sensing environment

With the process of globalisation and the development of management models and information technologies, enterprise cooperation and collaboration meets a new business and technical environment. The Internet of things, mobile Internet, cloud computing and big data technologies build a sensing environment for all kinds of businesses. Inter enterprise collaboration is also meeting the new challenges of omni-channel marketing, closed-loop supply chain and enterprise networks integration. A data convergence oriented enterprise networks integration architecture with relative enabling technologies is developed in the paper. In order to collect, transfer and fuse data from different data sources, Data Portal (DP) and Collaboration Agent (CA) concepts are introduced, which present a lightweight and loosely coupled infrastructure for enterprise networks integration. How to use the developed technologies to solve problems of product lifecycle management and omni-channel marketing management are discussed in detailed cases studies.     

The challenges of COVID-19 control policies for sustainable development of business: Evidence from service industries

Such large-scale disruptions as the pandemic increase the uncertainty and risk related to business. Therefore, the business continuity management (BCM) has become an essential technical solution for enterprise emergency response. Since the beginning of 2020, the COVID-19 has spread worldwide at an alarming rate causing many threats to sustainable development of the business sector. The decline in consumer demand has hugely impacted service industries, such as wholesale and retail sales, tourism. Enterprise production and operations have faced severe challenges. In this study, we develop a risk factor analysis of BCM under the presence of COVID-19 in China. Based on a statistical survey of 940 enterprises in Hangzhou City, China, this study employs ordinal logistic regression to explore the hindering effect of risk factors introduced by the epidemic on business performance. Then, the interpretive structure model (ISM) is applied to analyze the hierarchical structure of the factors under examination. The key factors influencing the enterprise production and operation during COVID-19 outbreak significantly differ across the sub-sectors of the service industry. Therefore, this paper assesses the resilience of the productive technologies and business models of different industries amid the pandemic. This paper proposes epidemic prevention and control strategy focusing on investment and government regulation to ensure sustainable business development.     

施工企业加强工程项目成本管理的若干思考

工程项目是施工企业的“窗口”,生产和管理的基点,经济效益的源泉。以工程项目管理为中心,提高项目的运作质量,是施工企业生存和发展永恒的主题。本文结合工程项目管理的实践,就加强工程项目成本管理问题,阐述自己的一些初步认识,共同探讨。     

注册建筑师制度在中国的建立及管理统计

文章重点从政策层面比较系统地回顾了中国建设行业注册建筑师执业管理制度从建立到发展演变的过程以及注册资格国际互认方面的情况。     

浅谈新产品开发在战略决策理论中的应用

围绕本量利分析法(C ost-V olum e-Profit A nalysis)、波士顿矩阵法(B C G M atrix)及SW O T分析法(SW O T A nalysis)等产品战略决策理论,采用决策的实战案例与管理理论相结合对企业产品开发进行了分析,并对企业经营战略和产品决策实施过程做了详尽的分析阐述;探讨了产品决策理论在实战中实施创新的作用和成果, 旨在能对中小企业的新产品开发和发展过程中有一定的借鉴作用.     

Agile enterprise architecture modelling: Evaluating the applicability and integration of six modelling standards

ContextAgile enterprise architecture artefacts are initially architected at the high-level and the details of those artefacts iteratively evolve in small project increments. There is a need to model agile enterprise architecture artefacts both at the high and low detailed level for a particular context. ArchiMate is relatively a new high-level architecture modelling standard. There is a growing interest amongst organisations in applying ArchiMate for high-level agile enterprise architecture modelling. However, organisations are unsure how to effectively apply ArchiMate at high-level and integrate it with their existing low detailed level modelling standards in practice for supporting end-to-end agile enterprise architecture modelling.ObjectiveThis paper evaluates the applicability and integration of high-level ArchiMate modelling standard with the existing low-level modelling standards such as BPMN (Business Process Model and Notation), UML (Unified Modelling Language), FAML (FAME [Framework for Agent-Oriented Method Engineering] Language), SoaML (Service Oriented Architecture Modelling Language), and BMM (Business Motivation Model).MethodA qualitative questionnaire-based evaluation criteria has been developed based on the well-known and comprehensive The Open Group Architecture Framework (TOGAF). The evaluation criteria has been applied to evaluate the applicability and integration of the selected six modelling standards from the business, application, infrastructure and extension perspectives.ResultsEach modelling standard is different in scope. A single modelling standard usually does not provide the kind of support required by the agile enterprise architecture modelling. Based on the review results, a hybrid enterprise architecture modelling approach is proposed. This paper demonstrates the application of the proposed hybrid approach with the help of an agile enterprise architecture modelling case study.ConclusionIt is concluded that the ArchiMate does not replace the existing low-level modelling standards, rather it can be used in conjunction with low-level modelling standards. This calls for the adoption of hybrid and integrated approach for agile enterprise architecture modelling.     

A step-by-step performance assessment and improvement method for ERP implementation: Action case studies in Chinese companies

The implementation of enterprise resource planning (ERP) is a complex process, and the failure rate remains very high. The literature has reported over 80 critical success factors for ERP implementation, but companies typically do not know to exploit them. In this article, a step-by-step assessment and improvement method for ERP implementation is proposed and applied in three companies. First, a five-stage ERP implementation model is proposed. Second, about 80 critical success factors (CSFs) from the literature are elaborated into key performance indices (KPIs), which are associated with each stage of ERP implementation by ten local ERP experts. Third, the weights of the KPIs are calculated using the Dumpster–Shafer method and the evaluation of ten experts. During the implementation process, performance is measured at each stage and remedial actions are identified if the performance is below expectation. An implementation flowchart is developed based on a five-stage model and the philosophy of continuous improvement. Three action cases in Chinese manufacturing companies are conducted to illustrate the effects of the assessment model, which is also currently being used by a consulting company specialising in ERP implementation. With further evaluation by local experts, the model has the potential to serve as a guideline for ERP implementation in other countries.