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.
Schatten-IT
(2015)
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.
Low-Code Development Plattformen (LCDPs) fördern die digitale Transformation von Organisationen, indem sie die Applikationsentwicklung durch FachbereichsmitarbeiterInnen ohne tiefgreifende Programmierkenntnisse – sogenannte Citizen Developer – ermöglichen. Marktforschungsinstitute prognostizieren, dass in den nächsten Jahren mehr als die Hälfte aller Applikationen mit LCDPs entwickelt werden. Nichtsdestotrotz stehen Organisationen vor der Herausforderung, sich für die richtigen Implementierungs- und Anwendungsansätze von LCDPs zu entscheiden. Dieser Artikel liefert daher ein umfassendes Bild über das praktische Verständnis und aktuelle Ansätze in verschiedenen Organisationen und leitet daraus Handlungsempfehlungen ab. Dafür wurden 16 Experteninterviews durchgeführt und wissenschaftlich analysiert. Die Ergebnisse zeigen, dass die Praxis grundsätzlich ein ähnliches Verständnis des Begriffs LCDP hat. Die Initiative für die Einführung kommt meist aus den Fachbereichen, die Entscheidung für oder gegen die LCDP-Implementierung wird jedoch meist von der Geschäftsführung in Kooperation mit der IT-Abteilung getroffen. Dabei unterscheiden sich die aktuellen Anwendungsansätze: Unternehmen nutzen entweder einen Self-Service-Ansatz durch die Fachbereiche oder integrieren die Entscheidung über eine potenzielle LCDP-Entwicklung durch die Citizen Developer in das bestehende Demand-Management der IT-Abteilung. Eine etablierte und adaptive Governance ist für beide Ansätze eine wichtige Voraussetzung. Die Erkenntnisse des Beitrags tragen zur wissenschaftlichen Diskussion bei, da dieser Artikel eine der ersten umfassenden und wissenschaftlich fundierten qualitativen Analysen über aktuelle praktische Adoptionsansätze der Praxis liefert. PraktikerInnen erfahren zudem, wie andere Unternehmen mit aktuellen Herausforderungen umgehen und welche Ansätze erfolgversprechend sind.
Die richtige Balance zwischen Flexibilität und Stabilität von Geschäftsprozessen ist ein essenzieller Faktor für Unternehmen, um den Anforderungen zunehmend dynamisch werdender Märkte gerecht zu werden.
Die durch die digitale Revolution stetig steigende IT-Durchdringung fordert eine noch besser abgestimmte Zusammenarbeit zwischen den IT- und Fachabteilungen.
Müssen Organisationen schwergewichtige IT- und Prozessarchitekturen pflegen, können diese Anforderungen in vielen Fällen nicht adäquat erfüllt werden. Zu lange Zeitfenster der Aktualisierungszyklen führen zu signifikanten Differenzen zwischen den modellierten und den gelebten Geschäftsprozessen. Die Autoren dieses Beitrags propagieren eine Lösung durch innovative agile Methoden, mit deren Hilfe es möglich wird schlanke, maßgeschneiderte Architekturen unmittelbar zu implementieren und kontinuierlich zu pflegen.
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.
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.
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.
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.