This study aims to establish whether software companies learn effectively from past implementation projects to enhance future project outcomes. Key themes of project success from existing literature, together with analysis from our deductive and inductive survey, produce a thematic framework which is subsequently used to generate recommendations for improvement of organisational learning in software projects. We conclude that inherent technological and organisational complexity in these projects results in learning outcomes that fail to address core issues sufficiently. This is mainly caused by a lack of commitment to organisational learning from projects, the difficulty in extracting meaningful lessons from complex projects and the organisations' short‐term business models focused on sales generation at the expense of improving project outcomes. Recommendations are made for reshaping organisational strategy by introducing cross‐functional responsibility for project outcomes, committing to project learning and knowledge management across business units, and targeted competency development for project managers. Copyright © 2016 John Wiley & Sons, Ltd.

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The aim of this exploratory study is to understand the key issues associated with integrating Information Technology (IT) in banking mergers and acquisitions (M&A). The study is undertaken by reviewing a number of high-profile cases and interviewing the IT practitioners who managed the corresponding processes. The result is a comprehensive review of a poorly understood and researched area providing insights into the significance of the IT-related elements in the M&A integration and specifics of the M&A IT integration process. The study concludes by formulating a blueprint layout and integration model describing the timescale, stages, and principles of efficient IT integration. The layout and model can be used by organisations to guide and facilitate the execution of their future banking M&A transactions. Keywords: banking, mergers & acquisitions, IT integration Aims and ObjectivesThe aim of the study is to contribute to the knowledge base on best practice for IT integration within Mergers and Acquisitions (M&A) in banking. A number of large banking M&A cases were investigated through interviews with high-ranking officers who were directly involved in realisation of the corresponding transactions. Eight cases spanning fifteen years to the present time and involving major international institutions like Citigroup, Nomura, UBS, Deutsche Bank, Lloyds, and Royal Bank of Scotland were studied. The objective of the project was to study the IT integration process, its drivers, dynamics, and associated problem areas, and identify theoretical models and frameworks, as well as empirical principles in use. The outcome would be the creation of a summative profile of the IT integration process in banking M&A. Literature Review Why Focus on the IT Integration in M&A in Banking?The rationale behind the study's focus on IT integration in M&A in the banking industry is two-fold. Firstly, M&A in the financial services sector have accounted for almost 40% of the M&A worldwide in the past two decades (circa $7.1 trillion in 88.3 thousand instances between 1985 and 2002 according to Thomson Securities Financial Data, as cited in Walter (2004)), a significant part of those transactions being attributed to the banking industry. Secondly, the M&A failure rates are generally far above 50%, including high profile cases such as recent Santander's takeover of Alliance and Leicester (Williams, 2010). Yet despite IT being an essential element and major enabler in modern banking, there is no appropriate common reference framework for efficient banking IT integration available in the public domain. This makes a persuasive case for investigation of approaches for improving the efficiency of IT integration in banking M&A, particularly through the development of new structured models and frameworks. To achieve this, a full understanding of the M&A IT integration process is required. Is IT Integration Really That Important?In 2004, Walter (2004) noted a long period of dramatic restructuring for the financial services industry during which a...

This study aims to identify key issues in the information technology (IT) integration in mergers and acquisitions (M&A) in banking and propose an approach to increase the efficiency of such integration. The study produces a first cut IT integration framework based on the literature review into the key factors in IT integration in banking and selected popular IT governance models, such as Control Objectives for Information and related Technology (COBIT), and then refines it with the help of IT practitioners based on their involvement in a number of high-profile banking M&A cases. The proposed framework is thus underpinned by the latest theoretical thinking in the relevant subject field and builds on relevant practical experience. Senior level IT practitioners in banking organisations can employ the framework to inform and guide the execution and post-mortem review of their M&A integration projects.Keywords: banking, mergers & acquisitions, IT Integration, IT governance, cobit, framework Aims and ObjectivesThe study aims to expand the knowledge base on the IT integration best practices as applied to the M&A practice in banking. To achieve that, a number of large-scale high-profile banking M&A cases were investigated by interviewing key senior level technology officers directly involved in the delivery of those projects. Some of the results of the study were published in another work, Kovela and Skok (2012), which among other things confirmed that IT is a critical resource and enabler in the business model of modern banking and therefore a clear link between the business strategy driving the merger and the priority of the IT integration tasks which are key for the efficiency of M&A transactions. The current paper builds on and complements these findings by proposing a framework for those embarking on the process. The objectives here are: To establish whether the adoption of an IT integration framework is necessary for efficient integration in M&A in banking. To survey the landscape of existing IT governance frameworks and identify those that could potentially be used as a basis for the above M&A IT integration framework. To create a M&A IT integration framework and then benchmark and adjust it against the practice-based summative profile of the banking M&A IT integration process.As a result, a generic optimal M&A IT integration framework, henceforth referred to as the "IT integration framework", would be formulated. The final deliverable of this work will be a theory-based and informed-by

The method of multicriterial parametric synthesis of two-circuit systems with discrete controllers in the space of parameters of their adjustment, including periods of discreteness of system contours is offered. The example that proves the effectiveness of this method was shown. The developed control system was applied to the simulation model of arm manipulator