Section Overview: How to Measure the Strategic Maturity of Your IT Organization

2014 ◽  
pp. 453-464
Keyword(s):  
It Organization

Integrated Framework for Enhancing Software Development Methodologies With Comparative Analysis

2014 ◽  
Vol 14 (3) ◽  
Author(s):  
Vinod Vijayakumaran ◽  
G. Radhamani ◽  
P. Ranjit Jeba Thangaiah
Keyword(s):  
Comparative Analysis ◽  
Software Development ◽  
Six Sigma ◽  
Quality Standards ◽  
Lean Six Sigma ◽  
Quality Models ◽  
Integrated Framework ◽  
Standard Quality ◽  
It Organization ◽  
Software Development Methodologies

The delivery process of any IT organization depends on the effective software development methodologies. Along with conventional software development methodologies, corporates are also found to adopt various quality standards in order to enhance their development methodologies. Although there were substantial researches work carried out in past, majority of the study discusses about the theoretical implementation of quality standards. Due to various intermittent impediments, e.g., requirement volatility, skill gap, schedule slippage, etc., the standard quality models are very often violated in real time environment leading to degradation in development methodologies. Hence, this manuscript discusses an integrated framework using Scrum, Lean Six Sigma, and Agile which has been formulated on the basis on existing flaws in software development methodologies and propose some of the potential features to enhance it.

Examining the influence of mindfulness on organizational role stress (ORS): a monitor acceptance theory perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Uma Warrier ◽  
Cyril Foropon ◽  
Melinda Chehimi
Keyword(s):  
Design Methodology ◽  
Negative Relationship ◽  
Role Stress ◽  
Role Overload ◽  
Cross Sectional ◽  
Content Type ◽  
Organizational Role ◽  
It Organization ◽  
Context Specific ◽  
Personal Inadequacy

PurposeThe purpose of this paper is to examine the influence of mindfulness on organizational role stress (ORS) based on the Monitor Acceptance Theory (MAT) perspective.Design/methodology/approachThis study is based on a cross-sectional data analysis collected from 137 employees working at an Indian IT organization located in Bangalore (India). ORS and MAAS scales have been used for measuring ORS and mindfulness, respectively.FindingsOverall, the study findings have indicated a negative relationship (r = −0.588) between mindfulness (M) and ORS. First, both personal inadequacy (PI) and self-role distance (SRD) are found to be predominantly impacted by M, whereas both role erosion (RE) and role overload (RO) appear to be less affected by mindfulness. Second, SRD appears to be the highest ORS sub-dimension among IT employees. Third, building on the extant literature, it can be inferred that “no one size fits all”, ORS is both organization and context specific.Originality/valueThis study pioneers to establish empirical evidence between M and ORS. Training employees on M can help in effectively handling ORS.

scholarly journals Managing and Delivering Information Technology Value

2011 ◽  
Vol 2 (1) ◽  
pp. 72
Author(s):  
Yuliana Lisanti
Keyword(s):  
Information Technology ◽  
Value Creation ◽  
Business Strategy ◽  
Primary Objective ◽  
Business Value ◽  
It Strategy ◽  
Value Innovation ◽  
Capability Maturity ◽  
It Capability ◽  
It Organization

Investment Information Technology (IT) has always been a primary objective of the business which is expected to provide value to businesses through its role as a competitive advantage and the creation of innovation. However, it is ot easy to measure how much value is successfully created, or determine whether the IT strategy is aligned with business strategy, or find out if the IT organization has a strategy that focuses on creating business value. Innovation Value of Institute (IVI) introduces a new concept known as the IT Capability Maturity Framework (IT-CMF) which can help IT organizations to align the business vision with the IT vision so that IT strategy could focus on value creation . the IT-CMF implementation which begins with the assessment of the maturity of IT organization can provide an overall picture, so that organization can prioritize the development of appropriate IT investments to support the value creation for the overall business. 

scholarly journals The Pros & Cons of Business Innovation at IT Organizations

2019 ◽  
Vol 7 (1) ◽  
pp. 82-85
Author(s):  
Geetha Swaminathan
Keyword(s):  
Artificial Intelligence ◽  
Machine Learning ◽  
Information Technology ◽  
Cloud Computing ◽  
New Technologies ◽  
Global Market ◽  
Innovative Product ◽  
Business Innovation ◽  
It Organization ◽  
Pros And Cons

In the 21st Century, the buzzword is often used in all fields is “Innovation". It is no wonder using Innovation in day to the conversation as well as striving for innovation execution at organisations in Information Technology (IT) sectors. When we need to talk about innovation in IT sectors in the fast-moving technology IT organisations, they are in a position in increasing its capability in its innovative product and services. There is a lot of benefits out of business innovations that are being reaped in IT companies; there are apparent disadvantages are also the outcome of them. It is quite common, despite all benefits and drawbacks, they are in apposition to survive in the global market. That becomes a great challenge to all IT organisations. In IT organisations which consist of departments such as Development, Testing, Consulting, Networking, Infrastructure, Process and having common platforms and legacy languages, Apart from that they are in the way of invading new technologies such as Digital, Mobile, IoT, Artificial Intelligence, Machine learning Cloud computing. In all the fields, as mentioned above and area, they need to do innovation to sustain their business. This paper will provide elaborate results on Pros and Cons of Business Innovation in IT Organization.

scholarly journals Evaluation of Self-Reflection Training to Uncover Tacit Knowledge in a Learning Organization

2019 ◽  
Vol 4 (1) ◽  
Author(s):  
Victoria Hasenstab ◽  
Manuel Pietzonka
Keyword(s):  
Tacit Knowledge ◽  
Learning Organization ◽  
Practical Approach ◽  
Self Reflection ◽  
Face To Face ◽  
The Past ◽  
Tacit Dimension ◽  
It Organization ◽  
Interview Survey

By working in different projects and different teams over years, employees acquire tacit knowledge unconsciously. It is represented through experiences and is intangible. This knowledge is embodied in our routines. Therefore, it is difficult to verbalize tacit knowledge. This paper introduces a practical approach for companies to use their tacit knowledge in order to become a learning organization. The results of a semi-standardized face-to-face-interview survey with participants (n=10) show to what extent a self-reflection can contribute to uncover and share tacit knowledge in an IT-organization. The answers of the participants were recorded, utilized, coded and analyzed qualitatively. The results show that the intervention can encourage the process of uncovering tacit knowledge. It is possible for the employees to see the past project problems from different perspectives via self-reflection. Thereby they are able to uncover the tacit dimension of their experience and gain new insights.

A Step-by-Step Procedural Methodology for Improving an Organization's IT Risk Management System

2018 ◽  
pp. 236-257
Author(s):  
Shanmugapriya Loganathan
Keyword(s):  
Risk Management ◽  
Data Security ◽  
Vital Role ◽  
Transfer System ◽  
Business Systems ◽  
It Risk Management ◽  
It Organization ◽  
Security Network ◽  
Business Cost ◽  
It Risk

Risks in IT are described as a form of threat in context with data security, network transfer, system scheduled processes, critical applications, and business procedures. IT risk management is broadly defined as the process of managing IT risks, and must be executed on a regular basis. It is neither a product nor a purchase, but a policy of an organization implements to protect its business systems. Managing IT risk plays a vital role in administering any business in today's world. Irrespective of the business, deep knowledge of IT risk leads to increased data security, reduced business cost, and greater compliance. This chapter deals with methodologies to improve risk management in an IT organization, their impact, and some examples.

The Emotionally Intelligent IT Organization

2011 ◽  
pp. 251-258
Author(s):  
Eugene Kaluzniacky
Keyword(s):  
Emotional Intelligence ◽  
Data Processing ◽  
North American ◽  
Growth Stages ◽  
It Managers ◽  
It Organization ◽  
Integration Data ◽  
Emotionally Intelligent ◽  
Control Integration

At this point it may be useful to hypothesize how a typical North American IT organization might evolve in psychological awareness/emotional intelligence. Such a vision may be useful in showing IT managers, in encapsulated form, what may indeed be possible. In 1974, Richard Nolan identified six stages of data processing growth within an organization: initiation, contagion, control, integration, data administration, and maturity. Here, a similar attempt is made to identify and describe growth stages in enhanced emotional intelligence within an IT organization.

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