Modeling Strategy Maps & Balanced Scorecards using i*

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Cωνσtantίnoς Giannoulis

Business Technology

Modeling Strategy Maps & Balanced Scorecards using i* Constantinos Giannoulis Jelena Zdravkovic

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Background: The SMBSC Meta-model (Giannoulis et al., 2011)

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Background: The i* unified Meta-model (Lucena et al., 2008)

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Mappings SMBSC i* Strategy Map SD, SR Group Perspective Group Type Actor Goal Goal Soft-goal Objective Goal Measure - Milestone Goal Target Goal Initiative Task Plan Resource Theme Critical Dependencies

Case Scenario: ABB Industrie, PF Unit (Ahn, 2001)

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Successful Management of IT Projects 1/6 CKIT 554 Successful Management of IT Projects Week 8: Evaluation models for IS/IT project success and user adoption Week 8 introduction In this final week of the module, you will explore the methods used to define and evaluate success in IS/IT projects. In particular, you will examine the scorecard method of estimating the success of an IS/IT project, as well as early user adoption as a measure of success. Measuring success At the beginning of a project, a project manager’s task is to determine what is needed to deliver a successful project. At the end, the task is to determine whether those goals were achieved (Lientz, 2011). However simple it may sound, this kind of evaluation is not always a straightforward task. To evaluate any project, particularly an IS/IT project, two questions must be answered: What is the definition of success for this specific project? How do you measure the success for this specific project? A typical IS/IT project has a plethora of stakeholders, each with a different perception of success. In order to answer these two questions, each group of stakeholders must first answer this critical question: How can all stakeholders work together toward success? Table 1 illustrates typical perspectives of success in different groups of stakeholders in an IS/IT project. Stakeholder groups Perspectives of success Project team Clear project objectives, good communication, monitoring and feedback; adherence to budget, time and scope requirements; project functionality, project efficiency and team competence. Project sponsors and clients Project deliverables on time, budget as planned and quality as desired; acceptance, endorsement and satisfaction of project. Senior management and shareholders Good business and financial sense; technical competence of the team adding to overall competence of the organisation; new products/processes for market; readiness for the future; organisation mission and reputation enhancement. Other stakeholders: customers, local and national governments, local communities User involvement; utility; safety; impact on customer; customer service; increased value to community or government. Table 1 Stakeholders’ success perspectives Evaluating IS/IT project success requires the use of systematic frameworks to judge the outcomes of a project. Many project managers create scorecards to identify indicators of Successful Management of IT Projects 2/6 success for their projects and create metrics that show the areas of success and failure in a project. User adoption is undoubtedly a key measure of success in an IS/IT project. Process-based measurements of IS/IT project success Various models have emerged for the evaluation of IS/IT projects. Each of these models is appropriate for different project deliverables, types, sectors and end users. IS/IT project managers ofte ...

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Today, in the era of digital economy and the need for constant digital business transformation, the relevance of Enterprise Architecture (EA) tools and methods to strategic management tasks increases. According to the latest research, strategic decision‐makers face a significant number of problems, which potentially can be successfully resolved with the help of EA. This paper is a review of potential application of EA methods and technologies to support strategic management process. The main research method for this paper is an exploratory literature review focused on the evolution, classification and functionality of EA methods with subsequent analysis of relevant problems from the field of strategic management. This result is an intermediate point for the further research which may add considerable value to both researchers and practitioners. For citation: Kudryavtsev D., Kubelskiy M. Using enterprise architecture management methods and technologies for knowledge structuring in strategic management. Proceedings of Theory and Applications in the Knowledge Economy (TAKE 2017), July 12-14 2017, Zagreb, Croatia. pp. 589-599.

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