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This paper investigates the complications of designing effective governance for IT risk management (IT-RM). Literature on formal governance suggests that either a coercive (i.e., to force employees' effort and compliance) or an enabling (i.e., to help employees better to master their tasks) design of procedures help to avoid what literature calls '...
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... contrast, enabling processes enable employees to get their work done and encourage improvement and collaboration (Adler and Borys 1996;Heumann et al. 2014). Adler and Borys suggest four generic design principles for coercive and enabling processes (Table 1): repair, internal transparency, global transparency and flexibility. Repair refers to situations in which established processes break down and the strategies required to re-establish them. ...
Citations
... Dennoch ist anzumerken, dass nicht alle Projekte den gleichen Bedarf an Design-Thinking-Aktivitäten aufweisen: Projekte mit definierten Zielen benötigen meist kein vollständiges Design-Thinking-Projekt (Hehn und Uebernickel 2018) -vor allem vor dem Hintergrund, dass die übermäßige Anwendung von Techniken auch zu negativen Ergebnissen führen kann (Wiesche et al. 2013). Da alle Projekte in unserer Stichprobe sehr innovativ waren und das entsprechende Maß an Ambiguität aufwiesen, können nicht alle unsere Erkenntnisse und Empfehlungen auf andere Projekte verallgemeinert werden. ...
Agile Entwicklungsmethoden haben sich in letzter Zeit immer mehr etabliert. Ungeachtet der Verbesserungen, die sie bei der Implementierung mit sich bringen, können sie als wenig hilfreich erachtet werden, um zu entscheiden, welche Funktionen notwendig sind, um die Kernbedürfnisse der Kunden (In diesem Kapitel wird durchgehend die grammatikalisch männliche Bezeichnung verwendet. Damit sind alle Geschlechter gemeint.) zu erfüllen: Sie stützen sich meist auf die Kompetenz und das Fachwissen des Product Owners. Dies ist vor allem bei innovativen Projekten mit hoher Ambiguität, wie beispielsweise bei Digitalisierungsprojekten von größter Bedeutung, da solche Projekte ein detailliertes Verständnis der Kunden und ihrer Bedürfnisse erfordern. Um dieses Wissen sicherzustellen, schlagen wir vor, einen Design-Up-Front-Ansatz zu verfolgen und die Design-Thinking-Methode, die auf human-zentrierte Innovation abzielt, mit agiler Entwicklung zu kombinieren. Basierend auf heterogenen Projekten im akademischen Kontext kommunizieren wir innerhalb dieser Arbeit die wichtigsten Erkenntnisse in Bezug auf menschliche Aspekte, Wissensmanagement und die Herausforderung, gegebene Annahmen infrage zu stellen. Insbesondere gehen wir auf Erkenntnisse aus dem Projekt ARinFLEX ein. Darüber hinaus werden praktische Empfehlungen für die Integration der beiden Methoden gegeben.
... In jedem Schritt können Kombinationen unterschiedlicher Methoden verwendet werden. Hierbei ist zu beachten, dass Methoden an die Situation angepasst verwendet werden sollten, um negative Effekte wie beispielsweise das Entstehen von Formalismen zu vermeiden (Wiesche et al. 2013 (Pruitt und Grundin 2003). Methoden zur Ideenfindung umfassen traditionelles Brainstorming (Rossiter und Lilien 1994) oder Ableitungen wie Brainwriting (VanGundy 1984). ...
Gesundheitsprozesse bieten vielfältiges Verbesserungspotenzial. Kontextspezifische Faktoren begrenzen jedoch die Möglichkeiten von Forschern, Lösungsanbietern und Administratoren, innovative Lösungen zu implementieren. Während Informationssysteme helfen können, die Prozesseffizienz zu optimieren, ist ihr Potenzial noch nicht annähernd ausgeschöpft. Es wurden zwei potenzielle Anwendungsfälle im Bereich stationärer Behandlung basierend auf ihrem Verbesserungspotenzial ausgewählt. Dafür wurde ein gestaltungsorientierter Ansatz mit Elementen des Design-Thinkings erweitert, um innovative Prototypen zu generieren und gleichzeitig die Reliabilität der Forschung zu gewährleisten. Basierend auf qualitativen und quantitativen Auswertungen mit potenziellen Nutzern wurden iterativ Artefakte erzeugt, welche die zugrundeliegenden Prozesse verbessern sollen. Die Prototypen wurden kontinuierlich angepasst. In dieser Studie wird der Forschungsprozess detailliert beschrieben und eine Augmented-Reality-Datenbrillen-Anwendung zur Dokumentation chronischer Wunden und eine Smartphone-Anwendung zur Unterstützung des Dispensierens von Medikamenten vorgeschlagen. Die beispielhaften Fallstudien liefern wichtige Beiträge zu Forschung und Praxis.
... In jedem Schritt können Kombinationen unterschiedlicher Methoden verwendet werden. Hierbei ist zu beachten, dass Methoden an die Situation angepasst verwendet werden sollten, um negative Effekte wie beispielsweise das Entstehen von Formalismen zu vermeiden (Wiesche et al. 2013 (Pruitt und Grundin 2003). Methoden zur Ideenfindung umfassen traditionelles Brainstorming (Rossiter und Lilien 1994) oder Ableitungen wie Brainwriting (VanGundy 1984). ...
Inkubatoren erlangen zunehmend an Bedeutung und spielen eine wichtige Rolle für die Förderung von Start-ups. Sie fungieren dabei als Dienstleistungszentren, die Services für die zu betreuenden Unternehmen erbringen. Trotz des zunehmenden Serviceangebots von Inkubatoren fällt auf, dass die Literatur bisher nicht auf Online-Services von Inkubatoren eingeht. Ziel dieses Beitrags ist es, das digitale Serviceangebot von Inkubatoren zu erkunden. Hierzu wird eine Studie mit deutschen Inkubatoren durchgeführt mit dem Ziel, den aktuellen Stand von Online-Services bei deutschen Inkubatoren aufzuzeigen. Darüber hinaus dient diese Studie dazu, das Potenzial crowdbasierter Services zu ermitteln und zu zeigen, wie diese einen Mehrwert für Inkubatoren stiften können. Basierend auf den Ergebnissen der Studie stellen wir das CrowdServ-Konzept vor, mit dem Ziel, Inkubatoren eine Hilfestellung für die Implementierung crowdbasierter Services zu geben. Dieses Konzept nutzt die Vorteile digitaler Infrastrukturen sowie die kollektive Intelligenz einer Vielzahl von Experten, Investoren und Kunden, um Inkubator-Dienstleistungen digital abzubilden.
... This being said, not all projects need or provide the opportunity for the same level of Design Thinking activities: Projects with defined goals that are not wicked may not need an entire Design Thinking project [HU18]-especially since excessive application of techniques can lead to negative outcomes [WSK13]. Since all projects in our sample were highly innovative and exhibited the corresponding level of ambiguity, not all of our learnings and recommendations may be generalizable to other project settings. ...
This volume contains papers from the conference “Projektmanagement und
Vorgehensmodelle 2018” (PVM 2018) held in Düsseldorf on October 15 - 16,
2018. Digital transformation is a key challenge in industry with impact on
business models and society. The management of digitization projects requires
interdisciplinary and transdisciplinary project management approaches and
tools. The conference papers report on project management methods and agil
and hybrid process models to manage the digital transformation challenges.
New approaches, concepts and tools are proposed in the future track papers.
... This being said, not all projects need or provide the opportunity for the same level of Design Thinking activities: Projects with defined goals that are not wicked may not need an entire Design Thinking project [HU18]-especially since excessive application of techniques can lead to negative outcomes [WSK13]. Since all projects in our sample were highly innovative and exhibited the corresponding level of ambiguity, not all of our learnings and recommendations may be generalizable to other project settings. ...
Agile development methods have become mainstream. Notwithstanding the improvements they bring about in implementation, they are of little help for deciding what exact features are needed to address the core needs of customers: they mostly rely on the competence and domain knowledge of the product owner. This is an issue of paramount importance in innovative projects with high ambiguity such as digitization projects because such projects require a detailed understanding of customers and their needs. In order to address this gap, we propose to follow a Design Up Front approach and to integrate the Design Thinking methodology, which aims at human-centered innovation, with agile development. Drawing on 25 student and research projects, we report key learnings concerning human aspects, knowledge management, and challenging of assumptions. Moreover, we offer practical recommendations for the integration of the two methodologies.
... task complexity [15], and therefore do not come to fruition in every case. As with other methodologies and tools, use thus should be considered carefully [51]. ...
This research explores the influence of the agile practices daily stand-ups and retrospectives on negative effects of subgroups, i.e. of having several smaller groups within a team, on group conflict, satisfaction, and performance. Based on extant literature in agile software development (ASD) and group research, a model of effects of ASD practices and the constructs elaboration, i.e. direct sharing, of information and team reflexivity, i.e. how much teams reflect on processes and outcomes, is developed and assessed using a survey of agile teams. Previous findings on negative effects of subgroups on conflict and satisfaction are corroborated in an agile setting. Retrospectives enhance team reflexivity and elaboration of information. As expected, elaboration of information significantly attenuates effects on conflict. Surprisingly, reflexivity is seen to further exacerbate the negative effects of perceived subgroups on conflict and satisfaction.
... The results demonstrated that IT GRC has not been sufficiently utilized by the executive management of many hospitals, especially the public ones. (Wiesche;Schermann;Krcmar, 2013) This article investigates the complications of effective governance conception for ICT risk management (ITRM). In the analysis of two organizations, however, it implies that both coercive and enabling governance for RTIs can lead to bureaucratic derision. ...
... The results demonstrated that IT GRC has not been sufficiently utilized by the executive management of many hospitals, especially the public ones. (Wiesche;Schermann;Krcmar, 2013) This article investigates the complications of effective governance conception for ICT risk management (ITRM). In the analysis of two organizations, however, it implies that both coercive and enabling governance for RTIs can lead to bureaucratic derision. ...
... The results demonstrated that IT GRC has not been sufficiently utilized by the executive management of many hospitals, especially the public ones. (Wiesche;Schermann;Krcmar, 2013) This article investigates the complications of effective governance conception for ICT risk management (ITRM). In the analysis of two organizations, however, it implies that both coercive and enabling governance for RTIs can lead to bureaucratic derision. ...
... To answer this question, we conduct a qualitative study in the customer service department of an IT company hosting one of Europe's leading online project platforms. Differing from previous studies on business process noncompliance that built on after-the-fact interviews (Outmazgin 2012; Röder et al. 2014a; Röder et al. 2014b; Wiesche et al. 2013), the starting point of our study is direct observations of how employees conduct their work. We found that noncompliant behavior can be classified as intended and unintended business process noncompliance. ...
Many organizations face noncompliance in their business processes. Such noncompliant behavior can range from well-intended actions to the deliberate omission of essential tasks. The current view on noncompliance is mostly negative and many researchers discuss how to avoid it altogether. A gap in the research is a lack of empirical insights on when noncompliance has positive and when it has negative effects. Against this background, we conduct a qualitative study in the customer service department of a company hosting one of Europe's leading online project platforms. Differing from previous studies on business process noncompliance, the starting point of our study is direct observations of how employees conduct their work. We found that noncompliant behavior with a positive intention had a mostly positive effect on business process outcomes. Unintended factors of noncompliance, such as a lack of knowledge or carelessness, caused the most severe negative impact on business process outcomes.
... Getting all stakeholders involved in the IT-RM process is the key challenge facing IT risk managers (Wiesche et al. 2013b). From the employees' perspective, information generated in the IT-RM process is not used for decision making by executives (Teneyuca 2001). ...
... From a managerial perspective, employees are often viewed as ignoring security principles and guidelines (Boss et al. 2009). Thus, management cannot completely rely on the information provided by IT-RM (Ciborra 2006;Wiesche et al. 2013b). ...
... Development of sophisticated IT risk mitigation strategies requires employees to be creative and to freely voice opinions (Adler and Borys 1996;Schermann et al. 2014;Weinstein 2004). For IT-RM, it is essential to use the employee's knowledge and creativity in identifying potential risks to the organization and assessing exposure to these risks (Aron et al. 2005;Rainer et al. 1991;Smith et al. 2001;Tiwana and Keil 2004;Wiesche et al. 2013b). ...
Although managing information technology (IT) risks is widely regarded as a critical in organizations, stakeholders often question the value provided by IT risk management (IT-RM) to an organization. Organizational research suggests the concept of 'enabling formalization' to design highly formalized organizational processes. Processes like IT-RM that are designed in an enabling way support organizational members through flexible guidelines that communicate best practices and empower them in resolving surprises and crises during process execution. It remains unclear, however, how organizations can implement enabling IT-RM processes. We conduct an exploratory study and identify four design decisions for IT-RM. We identify different solutions to these IT-RM design decisions and provide empirical evidence as to how these solutions facilitate enabling process design. Our results suggest that organizations need to balance rewarding and punishment-centered strategies in designing IT-RM to change it from an ineffective, costly, and detrimental endeavor into an enabling organizational process.
This preliminary work aims to formalizes observed recurring bad business-IT alignment scenarios. This observation has been conducted subsequently to a 6-years empirical experience of audits of about thirty companies. It considers two research questions: (1) are there recuring BITA problems independently of the business domains? (2) how to formalize them? 14 BITA anti-patterns have been identified. A visual representation and an identity card are proposed to formalize them and illustrated on the 4 most encountered BITA anti-patterns. A first milestone is thus proposed towards a common base of BITA anti-patterns and open the discussion with BITA experts among researchers and practitioners, to pooling our efforts and identify research tracks. In fact, BITA is steel a crucial challenge for companies to have a good alignment between business and software. Moreover, handling misalignments is becoming much more sensitive for companies to move towards adoption of new digital capabilities in Digital Transformation challenges.KeywordsAntipatternsBusiness-IT alignmentInformation systems governanceDigital transformationReuse
