A paradigm for engineering business process and its information system

Luo, Shaowu; Zhang, Xiping; Ren, Shiquan

doi:10.1109/icsmc.1996.565536

Cited by 1 publication

(2 citation statements)

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“…In order to understand the concept of lean thinking, we need to first develop our understanding of the differences and similarities between "Leanness" and "Agility". Agility is the ability to thrive in an environment of continuous and unpredictable change (Luo, Zhang, & Ren, 1996). According to Harrison (1997), the aim of agility is to minimize the time taken from developing the concept to collecting the cash.…”

Section: Leanness Agility and Lean Thinking Principlesmentioning

confidence: 99%

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The Tetrad Influences

Durrani

Pita

Richardson

2014

International Journal of Strategic Decision Sciences

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The Software Configuration Management (SCM) process with its origin in hardware development was first applied to the software development environment in the 1950's. Since then many IT dynamics associated with this process have evolved, such as, software development methodologies, software process improvement standards, computing environments, and organizational needs. Through the observation of these IT dynamics, which the researchers called “the tetrad influences”, it is now apparent that there is a need to look into new adaptable approaches to apply the SCM process for traceability and governance. In this paper, we will present a conceptual framework highlighting the tetrad influences on the SCM process and will propose a Software configuration Adaptable Lean Agile Management “SALAM” model as a solution. We contribute a case study of a large Australian IT project where hybrid project teams delivered a consolidated software product in a hybrid cloud computing environment.

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Section: Leanness Agility and Lean Thinking Principlesmentioning

confidence: 99%

“…Leanness on the other hand, minimizes the time taken from placing the order to collecting the cash (Ohno, 1988). The emphasis of leanness should be to minimize the risks and side-effects in reengineering business processes to adapt change in any direction (Luo et al, 1996).…”

Section: Leanness Agility and Lean Thinking Principlesmentioning

confidence: 99%