Local Authorities Challenges in the Implementation of Maintenance and Operation Blueprint

2015 ◽  
Vol 73 (5) ◽  
Author(s):  
Norhidayah, M. Y. ◽  
Khadijah, H. ◽  
Maryanti, M. R. ◽  
Ainur Zaireen, Z. ◽  
Maslinda A. L. ◽  
...  
Keyword(s):  
Asset Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Local Authority ◽  
Maintenance Management ◽  
Management Policy ◽  
Local Authorities ◽  
New Approach ◽  
Future Studies ◽  
Critical Success

Maintenance and Operation Blueprint for Iskandar Malaysia was established to ensure local authority immovable asset maintenance management is in line with Government Asset Management Policy 2009. This paper deals with investigation on the challenges in the implementation of Maintenance and Operation Blueprint Plan for Iskandar Malaysia among five local authorities in Iskandar Malaysia. A total of 25 respondents have been selected and interviewed. The data have been analyzed qualitatively. Base on the interview, the results show that there are challenges to implement maintenance and operation blueprint in local authority immovable asset maintenance management which are no clear direction from the top management to implement the Maintenance and Operation Blueprint for Iskandar Malaysia, lack of staff to implement the Maintenance and Operation Blueprint for Iskandar Malaysia, did not have enough time to implement the Maintenance and Operation Blueprint for Iskandar Malaysia and the high cost required to implement the Maintenance and Operation Blueprint for Iskandar Malaysia. This article can serve as a foundation for future studies in critical success factors to implement immovable asset maintenance and operation blueprint. A future study investigating critical success factors to implement immovable asset maintenance and operation blueprint would be very interesting to produce a new approach for successful blueprint implementation.

Empirical Investigation of Critical Success Factors for Implementing Business Intelligence Systems in Multiple Engineering Asset Management Organisations

2011 ◽  
pp. 2039-2063
Author(s):  
William Yeoh ◽  
Jing Gao ◽  
Andy Koronios
Keyword(s):  
Business Intelligence ◽  
Asset Management ◽  
Delphi Study ◽  
Critical Success Factors ◽  
Success Factors ◽  
Business Case ◽  
Management Support ◽  
Critical Success ◽  
Compliance Requirements ◽  
Development Approach

Engineering asset management organisations (EAMOs) are increasingly motivated to implement business intelligence (BI) systems in response to dispersed information environments and compliance requirements. However, the implementation of a business intelligence (BI) system is a complex undertaking requiring considerable resources. Yet, so far, there are few defined critical success factors (CSFs) to which management can refer. Drawing on the CSFs framework derived from a previous Delphi study, a multiple-case design was used to examine how these CSFs could be implemented by five EAMOs. The case studies substantiate the construct and applicability of the CSFs framework. These CSFs are: committed management support and sponsorship, a clear vision and well-established business case, business-centric championship and balanced team composition, a business-driven and iterative development approach, user-oriented change management, a business-driven, scalable and flexible technical framework, and sustainable data quality and integrity. More significantly, the study further reveals that those organisations which address the CSFs from a business orientation approach will be more likely to achieve better results.

scholarly journals STRATEGI PENYEMPURNAAN IMPLEMENTASI SHARED SERVICE MULTI TOWER PADA SUBHOLDING COMMERCIAL & TRADING PERTAMINA

2021 ◽  
Vol 5 (2) ◽  
pp. 261
Author(s):  
Fadly Suterisno ◽  
Ningky Sasanti Munir
Keyword(s):  
Human Capital ◽  
Asset Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Shared Services ◽  
Capital Asset ◽  
Energy Company ◽  
Critical Success ◽  
Business Support ◽  
World Class

Shared Services Center (SSC) adalah paradigma baru perusahaan untuk meningkatkan efisiensi dan efektivitas dalam kegiatan pendukung bisnis. Studi menunjukkan perusahaan dengan SSC dapat mengurangi biaya hingga 30% (Richter & Brühl, 2019). Pertamina terus bertransformasi untuk mewujudkan visi menjadi perusahaan energi kelas dunia, dengan misi “Aggressive in Upstream, Profitable in Downstream”. Pertamina berinisiatif membentuk organisasi SSC sejak awal tahun 2018, yang diharapkan menjadi driver untuk mengelola kegiatan pendukung bisnis yang bersifat rutin, repetitif dan bervolume tinggi di seratus lebih anak perusahaan dan afiliasi dalam Pertamina grup. Saat ini, semua tipe pekerjaan, baik yang bersifat strategis, taktikal maupun transaksional dilakukan masing-masing entitas, sehingga banyak potensi inefisiensi dalam proses bisnisnya. Melalui SSC, semua kebutuhan bisnis yang berkaitan dengan Finance, IT, Human Capital, Asset Management serta Procurement, akan dipenuhi terlebih dahulu oleh SSC dan diberlakukan chargeback. Permasalahan strategis perusahaan yang menjadi tujuan penelitian ini adalah bagaimana business parenting opportunities serta critical success factors dari subholding C&T dengan implementasi Pertamina Multi Tower SSC? serta kesesuaiannya dengan karakteristik SSC sendiri. Apa strategi yang sesuai untuk diimplementasikan SSC dalam rangka mendukung visi pertamina menjadi world class energy company? Dengan pendekatan studi kualitatif, semua faktor sukses kritis dari anak perusahaan terkait penunjang bisnis dapat dipenuhi oleh karakteristik SSC. SSC menjadi salah satu solusi bagi anak usaha dalam mengelola fungsi supporting. Shared Services Center (SSC) is a new paradigm for companies to improve efficiency and effectiveness in business support activities. Studies show companies with SSC can reduce costs by up to 30% (Richter & Brühl, 2019). Pertamina continues to transform to realize its vision of becoming a world-class energy company, with the mission of "Aggressive in Upstream, Profitable in Downstream". Pertamina has taken the initiative by forming SSC organization since early 2018, which is expected to become a driver for managing routine, repetitive and high-volume business support activities in more than one hundred subsidiaries and affiliates in the Pertamina group. Currently, all types of work, whether strategic, tactical or transactional, are carried out by each entity, resulting in many potential inefficiencies in business processes. Through SSC, all business needs related to Finance, IT, Human Capital, Asset Management and Procurement, will be met first by SSC and a chargeback will be applied. The company's strategic issues that are the aims of this research are how are business parenting opportunities and critical success factors from subholding C&T with the implementation of Pertamina Multi Tower SSC? As well as its compatibility with the characteristics of the SSC itself. What is the appropriate strategy for SSC to implement in order to support Pertamina's vision of becoming a world class energy company? With a qualitative study approach,all the critical success factors of the subsidiaries related to business support can be fulfilled by SSC characteristics. SSC is one of the solutions for subsidiaries in managing supporting functions. 

scholarly journals Evaluation of Critical Success Factors (CSFs) in Selecting Building Contractors through Pareto and Analytical Hierarchy Process

2020 ◽  
Vol 8 (4) ◽  
Author(s):  
Khalid F Al-Salahi ◽  
◽  
Khalid K. Naji ◽  
Murat Gunduz ◽  
◽  
...  
Keyword(s):  
Systematic Review ◽  
Analytical Hierarchy Process ◽  
Critical Success Factors ◽  
Success Factors ◽  
Current Knowledge ◽  
Local Authorities ◽  
Pareto Analysis ◽  
Critical Success ◽  
Hierarchy Process

The purpose of this paper is to obtain a set of critical success factors (CSFs) for selecting building contractors in Qatar to help investors effectively and efficiently build their houses. First, a systematic review of the previous research was carried out to capture the 20 most frequently occurring CSFs for constructing houses. Then, a survey was distributed to 280 investors to determine their perceptions of the importance of CSFs. The survey was evaluated using Pareto analysis and the analytical hierarchy process (AHP) to determine which CSFs are most relevant to investors when building houses. The contribution of this study to the current knowledge is studying the investor’s behavior by considering frequency, cost, and time components simultaneously to capture the most significant Critical Success Factors (CSFs) in selecting building contractors. The strategy developed by this study provides a ready set of criteria that can be used by investors and local authorities in qualifying building contractors.

Critical Success Factors in Enterprise Resource Planning Implementations

2010 ◽  
pp. 1-17
Keyword(s):  
Statistical Analysis ◽  
Empirical Evidence ◽  
Enterprise Resource Planning ◽  
Critical Success Factors ◽  
Success Factors ◽  
Mail Survey ◽  
Resource Planning ◽  
Cross Sectional ◽  
Future Studies ◽  
Critical Success

Search for Enterprise Resource Planning (ERP) systems and one will find a plethora of information on both successful and unsuccessful systems implementations. The benefits of successful ERP implementations have been verified by numerous studies. However, the critical success factors, those that truly help lead an organization to success, are still being researched.This chapter seeks to further the study of the critical success factors of ERP implementations by using statistical analysis to further delineate the patterns of adoption of the various concepts. Through the use of a cross-sectional mail survey, the authors offer empirical evidence of critical success factors that will enable practitioners to improve their chances of ERP project success. Additionally, this study furthers the academic theory of ERP implementations that can benefit future studies.

Empirical Investigation of Critical Success Factors for Implementing Business Intelligence Systems in Multiple Engineering Asset Management Organisations

2009 ◽  
pp. 247-271 ◽  
Author(s):  
William Yeoh
Keyword(s):  
Business Intelligence ◽  
Asset Management ◽  
Delphi Study ◽  
Critical Success Factors ◽  
Success Factors ◽  
Business Case ◽  
Management Support ◽  
Critical Success ◽  
Compliance Requirements ◽  
Multiple Case

Engineering asset management organisations (EAMOs) are increasingly motivated to implement business intelligence (BI) systems in response to dispersed information environments and compliance requirements. However, the implementation of a business intelligence (BI) system is a complex undertaking requiring considerable resources. Yet, so far, there are few defined critical success factors (CSFs) to which management can refer. Drawing on the CSFs framework derived from a previous Delphi study, a multiple-case design was used to examine how these CSFs could be implemented by five EAMOs. The case studies substantiate the construct and applicability of the CSFs framework. These CSFs are: committed management support and sponsorship, a clear vision and well-established business case, business-centric championship and balanced team composition, a business-driven and iterative develop ment approach, user-oriented change management, a business-driven, scalable and flexible technical framework, and sustainable data quality and integrity. More significantly, the study further reveals that those organisations which address the CSFs from a business orientation approach will be more likely to achieve better results.

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