Konstanzer Institut für Prozesssteuerung - KIPS
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Nowadays, information technology (IT) is a strategic asset for organizations. As a result, the IT costs are rising and there is a need for transparency about their root causes. Cost drivers as an instrument in IT cost management enable a better transparency and understanding of costs. However, there is a lack of IT cost driver research with a focus on the strategic position of IT within organizations. The goal of this paper is to develop a comprehensive overview of strategic drivers of IT costs. The Delphi study leads to the identification and validation of 17 strategic drivers. Hence, this paper builds a base for cost driver analysis and contributes to a better understanding of the causes of costs. It facilitates future research regarding cost behavior and the business value of IT. Additionally, practitioners gain awareness of levers to influence IT costs and consequences of managerial decisions on their IT spend.
Market research institutes forecast a growing relevance of Low-Code Development Platforms (LCDPs) for organizations. Moreover, the rising number of scientific publications in recent years shows the increasing interest of the academic community. However, an overview of current research focuses and fruitful future research topics is missing. This paper conducts a first scientific literature review on LCDPs to close this gap. The socio-technical system (STS) model, which categorizes information systems into a social and a technical system, serves to analyze the identified 32 publications. Most of current research focuses on the technical system (technology or task). In contrast, only three publications explicitly target the social system (structure or people). Hence, this paper enables future research to address the identified research gaps. Additionally, practitioners gain awareness of technical and social aspects involved in the development, implementation, and application of LCDPs.
Low-Code Development Platforms (LCDPs) enable non-information technology (IT) personnel to develop applications and workflows independently of the IT department. Consequently, these digital platforms help to overcome the growing need for software development. However, science and practice warn of several barriers that slow down or hinder the usage of LCDPs. This publication scientifically identifies, analyzes, and discusses challenges during implementation and application of LCDPs from both perspectives in a holistic manner. Therefore, we conduct an exploratory study (data from scientific literature, expert interviews, and practical studies) and assign the challenges to the socio-technical system model. The results show that the scientific and practical communities recognize common challenges (especially knowledge transfer) but also perceive differences related to technological (science) and social (practice) aspects. This paper proposes future research directions for academia, such as governance, culture change, and value evaluation of LCDPs. Additionally, practitioners can prepare for possible challenges when using LCPDs.
Location-aware mobile devices are becoming increasingly popular and GPS sensors are built into nearly every portable unit with computational capabilities. At the same time, the emergence of location-aware virtual services and ideas calls for new efficient spatial real-time queries. Communication latency in mobile environments interacting with high decentralization and the need of scalability in high-density systems with immense client counts leads to major challenges. In this paper we describe a decentralized architecture for continuous range queries in settings in which both, the requested and the requesting clients, are mobile. While prior works commonly use a request-response approach we provide a stream-based adaptive grid solution dealing with arbitrary high client counts and improving communication latency that meets given hard real-time constraints.
Durch die zunehmende Vernetzung und den Anstieg von eingesetzter Hard- und Software hat sich die Komplexität der Unternehmensarchitektur von Unternehmen über die Jahre stetig erhöht. Das Aufkommen nutzerfreundlicher Informationstechnologie (IT)-Lösungen befähigt außerdem Fachbereiche, IT innovativ einzusetzen. Dies erhöht die Heterogenität und damit nochmals die Komplexität der Unternehmensarchitektur. Darüber hinaus treibt dieser IT-Einsatz die Digitalisierung in den Unternehmen maßgeblich voran. Dies wirft die Frage auf, ob Unternehmen überhaupt noch eine Relevanz in der Reduktion der Komplexität durch IT-Integration sehen oder ob dies vor dem Hintergrund der Digitalisierung schon ein alter Hut ist. Experteninterviews und eine qualitative Datenanalyse zeigen, dass IT-Integration und Digitalisierung keine disjunkten Phänomene sind, sondern sich gegenseitig beeinflussen. Die Ergebnisse betonen, wie unterschiedlich der Begriff aufgefasst werden kann und dass die einheitliche Nutzung damit essenziell ist. Darüber hinaus zeigen sie, dass Digitalisierung einerseits Treiber der IT-Integration ist, andererseits aber auch die Möglichkeiten zur Umsetzung verändert. Dabei ist die Integrationsentscheidung durch die Vielzahl an Vor- und Nachteile komplex. Fachbereichs-IT ist selten explizites Ziel von IT-Integrationsprojekten. Der Beitrag zeigt den wissenschaftlichen Forschungsbedarf in neuen technologischen Möglichkeiten zur IT-Integration und in der Balance von Flexibilität und IT-Integration in der Unternehmensarchitektur. Er beleuchtet, dass eine gemeinsame Sprache die Basis für IT-Integrationsprojekte ist und dass eine Kultur, in der Fachbereiche aktiv an IT-Integrationsentscheidungen teilhaben, das Ziel eines jeden Unternehmens sein sollte. Insgesamt zeigen die Analysen, dass IT-Integration noch lange kein alter Hut, sondern, im Gegenteil, brandaktuell ist.
Research on Shadow IT is facing a conceptual dilemma in cases where previously “covert” systems developed by business entities are integrated in the organizational IT management. These systems become visible, are thus not “in the shadows” anymore, and subsequently do not fit to existing definitions of Shadow IT. Practice shows that some information systems share characteristics of Shadow IT but are created openly in alignment with the IT organization. This paper proposes the term “Business-managed IT” to describe “overt” information systems developed or managed by business entities and distinguishes it from Shadow IT by illustrating case vignettes. Accordingly, our contribution is to suggest a concept and its delineation against other concepts. In this way, IS researchers interested in IT originated from or maintained by business entities can construct theories with a wider scope of application that are at the same time more specific to practical problems. In addition, the terminology allows to value potentially innovative developments by business entities more adequately.
Research on Shadow IT is facing a conceptual dilemma in cases where previously "covert" systems developed by business entities (individual users, business workgroups, or business units) are integrated in the organizational IT management. These systems become visible, are therefore not "in the shadows" anymore, and subsequently do not fit to existing definitions of Shadow IT. Practice shows that some information systems share characteristics of Shadow IT, but are created openly in alignment with the IT department. This paper therefore proposes the term "Business-managed IT" to describe "overt" information systems developed or managed by business entities. We distinguish Business-managed IT from Shadow IT by illustrating case vignettes. Accordingly, our contribution is to suggest a concept and its delineation against other concepts. In this way, IS researchers interested in IT originated from or maintained by business entities can construct theories with a wider scope of application that are at the same time more specific to practical problems. In addition, value-laden terminology is complemented by a vocabulary that values potentially innovative developments by business entities more adequately. From a practical point of view, the distinction can be used to discuss the distribution of task responsibilities for information systems.
Business units are increasingly able to fuel the transformation that digitalization demands of organizations. Thereby, they can implement Shadow IT (SIT) without involving a central IT department to create flexible and innovative solutions. Self-reinforcing effects lead to an intertwinement of SIT with the organization. As a result, high complexities, redundancies, and sometimes even lock-ins occur. IT Integration suggests itself to meet these challenges. However, it can also eliminate the benefits that SIT presents. To help organizations in this area of conflict, we are conducting a literature review including a systematic search and an analysis from a systemic viewpoint using path dependency and switching costs. Our resulting conceptual framework for SIT integration drawbacks classifies the drawbacks into three dimensions. The first dimension consists of switching costs that account for the financial, procedural, and emotional drawbacks and the drawbacks from a loss of SIT benefits. The second dimension includes organizational, technical, and level-spanning criteria. The third dimension classifies the drawbacks into the global level, the local level, and the interaction between them. We contribute to the scientific discussion by introducing a systemic viewpoint to the research on shadow IT. Practitioners can use the presented criteria to collect evidence to reach an IT integration decision.
Business units are increasingly able to fuel the transformation that digitalization demands of organizations. Thereby, they implement Shadow IT (SIT) to create flexible and innovative solutions. However, the individual implementation of SIT leads to high complexities and redundancies. Integration suggests itself to meet these challenges but can also eliminate the described benefits. In this emergent research, we develop propositions for a conceptual decision framework, that balances the benefits and drawbacks of an integration of SIT using a literature review as well as a multiple-case study. We thereby integrate the perspective of the overall organization as well as the specific business unit. We then pose six propositions regarding SIT integration that will serve to evaluate our conceptual framework in future research.
Mehr als 40 Prozent der Unternehmen nutzen keine operativen Prozessdaten, um die Durchlaufzeiten oder Kosten ihrer Prozesse effektiv zu überwachen. Dennoch geben mehr als 60 Prozent der Unternehmen an, mit Prozessmanagement ihre Effizienz steigern zu wollen. Dies zeigt die Studie «Business Process Management 2015» der ZHAW School of Management and Law (SML). Die Ergebnisse wurden heute am BPM Symposium in Winterthur vorgestellt und mit einem breiten Fachpublikum aus Praxis und Wissenschaft diskutiert.
Grundlage für die digitale Transformation: Die Studie untersucht, wie und in welchem Ausmass Unternehmen das Standardrepertoire des Geschäftsprozessmanagements in Richtung Prozessintelligenz erweitern. Prozessintelligenz schliesst die Lücke zum operativen Geschäft und liefert eine neue Perspektive auf das Management der Geschäftsprozesse. Dabei konzentriert sie sich auf die Informationen, die in den operativen Prozessen entstehen und gebraucht werden und ist somit eine wesentliche Grundlage für die aktuell viel diskutierte digitale Transformation von Unternehmen. Um Prozesse besser verstehen, steuern und optimieren zu können, werden Methoden und Werkzeuge des Geschäftsprozessmanagements (BPM) und der Business Intelligence (BI) kombiniert.
Wertvolle Erfahrungen aus der Praxis: Für die Studie wurden in einer Online-Befragung über 80 Unternehmen zum Status quo ihrer «Prozessintelligenz» befragt. Ein Praxisworkshop diente als Rahmen, um Erfolgsmuster aus fünf Fallstudien bei Roche, AXA Winterthur, der St. Galler Kantonalbank sowie den Städten Lausanne und Konstanz zu identifizieren. Der Softwarehersteller Axon Ivy und SBB Immobilien haben im Rahmen einer Studienpartnerschaft mit dem Institut für Wirtschaftsinformatik der SML und dem Institut für Prozesssteuerung der HTWG Konstanz wertvolle Praxiserfahrungen beigesteuert. Das Resultat ist eine Momentaufnahme der strategischen, analytischen und praktischen Fähigkeiten, Methoden und Werkzeuge, mit denen Organisationen ihre Geschäftsprozesse gestalten, ausführen, überwachen und fortlaufend weiterentwickeln.
