Antoine Trad

Webster University Geneva, Genève, Geneva, Switzerland

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Publications (16)0 Total impact

  • Antoine Trad
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    ABSTRACT: A fundamental architecture element in transforming a traditional business environment and its business information system into an innovative automated and lean business platform is the role of the information system's building vision; that should be crafted in an applicable framework. This framework should include easy to integrate patterns. The proposed just-in-time framework can change the information system's architecture and its implementation outcomes. The atomic information system architecture's role and applied the patterns are of crucial importance for the implementation phase of the complex business transformation projects; where these patterns can be adapted in a just-in-time manner, using atomic building blocks1,2,26. There is also a need to govern (or control) the atomic information system architecture's patterns for business transformation projects; unfortunately an adaptable atomic information system architecture pattern for such projects is inexistent. An atomic information system architecture pattern can be also used in the enterprise's production activities which comes after the finalization of the implementation phase of business transformation project (business transformation project), to control and govern the resultant business system. The atomic information system architecture's pattern main component is the atomic building block that manages the implementation of autonomous business service transactions. In this article the author presents a set of atomic information system architecture recommendations in the form of reusable patterns to promote an optimal information system's architecture.
    No preview · Article · Dec 2015 · Procedia Computer Science
  • Antoine Trad
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    ABSTRACT: Today's dynamic global economy forces business companies to struggle for survival; where such companies must be competitive and loosely interconnected in a wide networked business market. It is not a secret that a solid business environment that wants to insure its sustainable business future must adapt itself to frequent business transformation processes, to adapt to such a situation a building block based solution is proposed to support the business transformation project. Such a building block strategy for frequent business transformation changes is translated in a set of recommendations that support the company's business resources in order to optimize the companies’ various business and information technology resources. Unfortunately, most of business transformation projects fail, because of the very difficult business transformation project's “decoupled and technical” implementation or re-engineering phase. The author recommend a re-engineering phase that is based on atomic building blocks architecture; where the business transformation manager must have the right skills to model and prototype the most important Atomic Business Blocks, in order to insure the successes of business transformation projects. It is recommended to apply the adequate atomic business architecture and the needed modeling concepts. Such concepts are based on a one to one mapping pattern that is in turn based on enterprise architecture standards. Business transformation projects should apply an Atomic Business Blocks driven implementation phase that will help the implementation capability of the business transformation project; such an approach needs a specific a set of integration, modeling and prototyping skills1,2,3.
    No preview · Article · Dec 2015 · Procedia Computer Science
  • Antoine Trad · Damir Kalpić
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    ABSTRACT: A decisive economical factor in the business transformation project (BTP) of a traditional business environment (BE) into an automated business environment, is the profle of the business transformation manager (BTM), who should be supported by a framework (Trad, & Kalpić, 2001; Trad & Kalpić, 2014a). The BTM's profle and its relation to enterprise business architecture skills, have an ultimate impact on the concrete implementation phase of business transformation and related enterprise architecture projects. The basic profle and managerial aspects of BTM profles and its support, have not been suffciently researched, to hammer an optimal profle and a corresponding supporting framework that is why this research article proposes the related BTP's managerial recommendations and conclusions. This research paper and the related research publications series deals with the BTP's support for the BTM's selection, architecture support, decision making and training requirements; where the BTM, has to manage the complex technical implementation phase of the BTPs; knowing that this phase of a BTP is the major cause of very high failure rates.
    No preview · Article · Oct 2015 · International Journal of Human Capital and Information Technology Professionals
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    Antoine Trad · Damir Kalpić

    Preview · Article · Mar 2015
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    Antoine Trad · Damir Kalpić
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    ABSTRACT: An important factor in the business transformation process of a traditional business environment (BE) into an electronic lean and automated (ELBE) one [1] is the role of the profile and educational background of the business and (e-)business transformation managers (BTM) [32]. The profile of a BTM and its relation to business enterprise architecture integration skills that have an enormous impact on the concrete implementation phase of business transformation projects (BTP). The basic profile and managerial aspects of such a business transformation manager has not been sufficiently researched in a holistic manner in order to hammer the BTM's profile and to propose the related business enterprise architecture integration recommendations, as a conclusion to this research phase; and that is the main goal of the authors’ research topic [3], [4] and [5]. In fact, currently there is no business enterprise architecture integration set of recommendations and educational curriculum for such BTM profiles [6]. This research paper deals with the business enterprise architecture integration for the BTM selection, training and evaluation; the BTM who has to manage the technical implementation phase of complex business transformation projects; knowing that the BTP's implementation phase is the major cause of very high failure rates [9] and [10]. The implementation of such business transformation projects require a specific knowledge of enterprise business architecture. The authors have based their research on the main fact that only around 12% of business organizations successfully terminate innovation-related business transformations projects [7]. There is evidence that that those organizations that are consistently successful at managing innovation-related changes, outperform their peers in terms of growth and financial performance [8]. Therefore, there is an essential need for more research on the BTMs’ profiles and a necessity to propose the related concept of business enterprise architecture integration. Increasingly competitive business environments; like mechanistic organisations [11] are the main driving forces for investment in the transformation of flexible and efficient business environments. The success of such transformations, implementation and maintenance of business environments influences the way business-oriented processes are managed and integrated, that consequently forces business enterprise to continuously innovate. Many BTM selection factors directly or indirectly affect the business environments’ transformation, into a mechanistic organisations; they especially affect their implementation phase. These factors are based on the business transformation manager's skills. In this research project the authors introduce a complex methodology for selecting a business transformation manager in order to finalize the implementation phase which should fully support the company's strategic and business needs. The Selection and Training Framework (STF) uses different components of the business environment to promote an iterative process of selection and training. The framework promotes the needed BTM's skills to insure the high level of reusability of existing artefacts, components and enterprise architecture paradigms. Components of this methodology have been successfully applied in the authors’ consultant careers, and results are implemented in various mechanistic business environments. The optimum choice among suitable BTM profiles is the main goal of the authors’ selection and training framework (STF) research project.
    Full-text · Article · Dec 2014
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    Antoine Trad · Damir Kalpić
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    ABSTRACT: The riskiest factor the in business transformation process of a traditional business environment (BE) into an electronic lean and automated (ELBE) one [1] is the role of the profile and educational background of the business and (e-)business transformation managers (BTM); the influence they have on the concrete implementation phase of business transformation projects (BTP). The basic profile and managerial aspects of such a business transformation manager has not been sufficiently researched in a holistic manner in order to hammer the BTM's profile and to propose the related managerial recommendations, as a conclusion to this research project; and that is the main goal of the authors’ research topic [2], [27], [28] and [29]. In fact, currently there are no managerial recommendations and educational curriculum for such BTM profiles at hand [42]. This research paper deals with the managerial recommendations for the BTM selection and education. The BTM who has to manage the technical implementation phase of complex business transformation projects; knowing that the BTP's implementation phase is the major cause of very high failure rates [17] and [18]. The implementation of such business transformation projects require a specific knowledge of enterprise business architecture. The authors have based their research on the main fact that only around 12% of business organizations successfully terminate innovation-related business transformations projects [7]. “We know that those organizations that are consistently successful at managing innovation-related changes, outperform their peers in terms of growth and financial performance” [6] and [7]. Therefore, there is an essential need for more research on the BTMs’ profiles and a necessity to propose the related set of managerial recommendations.
    Full-text · Article · Dec 2014
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    Antoine Trad · Damir Kalpi
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    ABSTRACT: In this article, as one in a planned series of articles related to the research of failure rates in business transformation projects, the authors present the literature review. This research deals with one of the riskiest factors in transforming a traditional business environment (BE) into an innovative and automated BE: the role of the business and (e-)business transformation manager (BTM). The current literature has not sufficiently investigated the BTM's capacities to carry out such projects and especially his or her capacities to finalize the implementation phase. There is a lack of a holistic approach to the topic. This research phase concentrates on the resources related to the optimal BTM profile, one who would be capable of successfully completing the implementation. Therefore, this literature review verifies the resources related to the preferred BTM characteristics that make it possible to cope with complex e-business automation projects; projects which mainly fail because of the BTM's lack of concrete knowledge required for the implementation. It is important to understand that these projects need a set of specific skills. This set of skills must also encompass the knowledge of real-time integrated business environments, knowledge of organizational behaviour-change and implementation know-how. The researchers recommend the profile of a polyvalent technocrat as the base profile for the BTM of such projects that require cross- functional skills.
    Preview · Article · Dec 2013
  • A. Trad · D. Kalpic · H. Trad
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    ABSTRACT: Although a lot has been already written and developed on the theme of business and e-business transformations failures, there still is a very high rate of failures. These failures are very high because of the problems encountered in the implementation phase of a business transformation project. Traditional business managers often lack the skills necessary for the implementation of innovation and technology; these skills are needed to complete successfully the strategically important innovation and technologies related projects. One of the most risky factors in transforming a traditional Business Environment (BE) into an innovative and dynamic BE is the role of the business and e-business Transformation Manager (BTM). The role of such managers has not been sufficiently investigated in a holistic and educational manner. The current authors' research main goal is to define the business transformation managers' optimal profiles. The focus is on the influence of BTM's hands-on capacities, experiences, background, knowledge management and education. The BTM has to intervene in the complex process of integrating innovation in a business transformation project. The research outcomes can be applied to select and/or train BTMs in e-business environments. This industry is living highly turbulent times and transformations happen frequently, more than in any other traditional industry. In this first article of a planned series, the research background is presented.
    No preview · Conference Paper · Jan 2013
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    A. Trad · D. Kalpic
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    ABSTRACT: One of the riskiest factors in transforming a traditional Business Environment (BE) into an innovative and dynamic BE is the role of the business and (e-)business Transformation Manager (BTM). The basic profile of such a manager has not been sufficiently investigated in a holistic and educational manner. The specification of the optimal BTM profile is the main goal of the authors' research. This paper deals with the profile of a preferred BTM that has to cope with complex automation projects. These projects need specific skills for the difficult implementation phase; these skills must encompass the knowledge of real-time business environments, organizational behaviour knowledge and implementation phase know-how. The researchers recommend technocrats as a base profile for such projects that need cross-functional skills.
    Full-text · Conference Paper · Jan 2013
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    A. Trad · D. Kalpic
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    ABSTRACT: One of the most risky factors in transforming a traditional Business Environment (BE) will be the Management of the Human Factor. Once the transformation ends, the control and evaluation of the human factor starts. This paper defines the future framework's factors that influences the success of the adaptation of the Human Factor to change. The proposed Select, Train, Follow and Evaluate Framework (STFEF) assists managers in managing the human factor. It also establishes the relationship between the transformation, the implementation of Business Process Technologies and the Human Factor.
    Full-text · Conference Paper · Jul 2011
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    Antoine Trad · Damir Kalpic
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    ABSTRACT: One of the most complex factors in transforming a traditional Business Environment (BE) lifecycle will be the transformation manager's background. Once such a BE transformation process ends, the control and evaluation of the environment starts. This paper defines a future framework of factors that influences the success of the BE transformation; that uses the Business Process Modelling and related innovative technologies trends. The proposed Select, Train, Follow and Evaluate Framework for Strategic Business Transformation Projects (STFEF) assists managers in such business transformation and evaluation processes. It also establishes the relationship between the transformation, the implementation of Business Process Technologies and their control.
    Full-text · Article · Jan 2011
  • A. Trad · J.-D. Dessimoz
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    ABSTRACT: This paper proposes an architectural design pattern (ADP) for building autonomous mobile robot systems (MRS). This pattern is also applicable to other autonomous complex systems (ACS). This paper results in a proposal to help MRS project managers and engineers estimate the probability if an MRS will succeed or fail. Furthermore, this proposal offers the possibility to detect in advance the potential MRS problems with the help of monitoring and controlling components, adjust the project management pathways, and define the problem sources as well as their possible solutions, in order to deliver a robust autonomous system
    No preview · Conference Paper · Jul 2004
  • A. Trad · D. Kalpic
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    ABSTRACT: This paper proposes an architectural pattern for building proactive control, monitoring and maintenance modules (PCMM) for autonomous systems (AS). The most popular autonomous systems are mobile robot systems (MRS). This pattern is also applicable to other intelligent control systems (ICS). This paper results in a proposal which would help ICS project managers and engineers to estimate the probability that an ICS would succeed or fail. Furthermore, this proposal offers the possibility to forecast ICS problems, adjust the project management pathways and define the problem sources, as well as possible solutions, in order to deliver a robust autonomous system
    No preview · Conference Paper · Jul 2004
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    Antoine Trad · D. Kalpic · Catherine Trad
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    ABSTRACT: The most important factor in maintaining Web Engineering Information Systems (WEIS) lifecycle is the reengineering process that in most cases is due to serious problems and hence high maintenance costs; this process must be closely monitored by audit procedures. Once the WEIS was put into production, the maintenance and reengineering considerations started, and the Information System Risk and Quality Check Coefficient (ISRQCC) method was periodically used to audit it. It also established the relationship between the (re)design and the reengineering process. This paper presents the application of the ISRQCC method in the SWI's Web Engineering (WE) project, where the audit operations resulted in a major reengineering process.
    Full-text · Conference Paper · Feb 2002
  • A. Trad · D. Kalpic · K. Fertalj
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    ABSTRACT: Proactive system monitoring is the search for potential problems in the Information Systems (IS) before they occur. With reference to IS, monitoring is always proactive. Watching for evidence of emerging or potential problems and identifying their source (factor), checking available disk space, the health of essential processes, probing systems to ensure that they are reachable, business requirement fulfilment; these are all examples of detecting problems before they disrupt the work/flow of an IS. Monitoring is not something that should be cavalierly put off until there's nothing else on the development team's schedule to be done. As soon as the IS is put in production, it is time to start to protect it against all possible types of problems.
    No preview · Conference Paper · Feb 2002
  • A. Trad · D. Kalpic
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    ABSTRACT: Client/server computing has created a deep paradigmatic shift in the information technology (IT) industry. It is replacing colossal monolithic mainframe systems with applications split across different computation units (clients and servers). Stateless business objects in the form of XML strings are a paradigm shift within a paradigm shift; this is a new client server revolution within the client server revolution. Stateless business objects in XML format break-up the client and server sides of an application into independent components that can interact together and roam across networks, with a unique and flexible interface definition. This paper proposes using the OMS (Object Mapping System) architecture template, to help system designers in building modern generic XML.
    No preview · Conference Paper · Jul 2001