Business-oriented process improvement: practices and experiences at Thales Naval The Netherlands (TNNL)

Systematic review of organizational motivations for adopting CMM-based SPI

“…The importance of the connection between business goals and SPI has been increasingly recognised by SPI researchers [7,8,24], and we encourage this trend. SPI researchers should also accumulate evidence that organizations who adopt SPI approach for specific reasons do in fact achieve the benefits they originally sought.…”

Effort based performance measurement in business process management

“…The most widely used techniques and theories used for BPR performance measurement are based on the Analytical Hierarchy Process (Yen, 2009), contingency theory (Trkman, 2010), micro and macro process analysis (Han et al ., 2009), quantitative methods based on time series intervention (Lam et al ., 2009), Quality Function Deployment (Jagdev et al ., 1997), activity based costing and activity based management (Tan et al ., 2007; Grahovac and Devedzic, 2010), queuing theory (Cheng et al ., 2009), structural equation modelling (Reijers and van der Aalst, 2005; Škerlavaj et al ., 2007; Trkman et al ., 2010) strategic analysis based on goal, business objective and critical success factors linking with processes with the use of strategy maps (Trienekens et al ., 2005; Nudurupati et al ., 2007; Trkman, 2010), collaborative supply chain techniques (Reijers and van der Aalst, 2005; Gruat La Forme et al ., 2007), employee performance measurement (Gregoriades and Sutcliffe, 2008a), human performance shaping factors (Gregoriades and Sutcliffe, 2008a, b), Bayesian Belief Networks (Gregoriades and Sutcliffe, 2008a), process cycle time analysis (Gregoriades and Sutcliffe, 2008a), systems theory (Van Der Merwe, 2002; Ng, 2004), risk theory in Business Process Outsourcing (Gewald and Dibbern, 2009) and audit risk assessment (Carnaghan, 2006; Dunn, 2006; Durigon, 2006), business rules (Muehlen and Indulska, 2010; Lee et al ., 2007; Gašević et al ., 2010).…”

“…We have expanded the number of these four perspectives to include issues like strategic alignment, change management, customer requirements, performance measurement, organizational drivers, etc. in our effort to classify tools and techniques used in business analysis in the literature (Neely et al ., 1996; Jagdev et al ., 1997; Rolstadas, 1998; Valiris and Glykas, 1999; Tonchia, 2000; Van Der Merwe, 2002; Xirogiannis et al ., 2004; Reijers and van der Aalst, 2005; Trienekens et al ., 2005; Gruat La Forme et al ., 2007; Nudurupati et al ., 2007; Škerlavaj et al ., 2007; Tan et al ., 2007; Turetken and Schuff, 2007; Elbashir et al ., 2008; Footen and Faust, 2008; Gregoriades and Sutcliffe, 2008a; Jazayeri and Scapens, 2008; Vergidis et al ., 2008; Cheng et al ., 2009; Han and Park, 2009; Han et al ., 2009; Herzog et al ., 2009; Jeston and Nelis, 2009; Lam et al ., 2009; Li et al ., 2009; Yen, 2009; Trkman et al ., 2010; Trkman, 2010). Each of these 10 perspectives is described briefly below: Opportunity assessment : the processes for methodically identifying, focusing, prioritizing and resolving issues and opportunities related to implementing change within an organization.…”

Measurement practices in financial software industry

“…Measurement Practiced in Software Industry successfully combined (Trienekens et al 2005). This is what has been happening at Fidenta.…”

“…The objectives for the measurement programs are wide and highly dependable on the state and the capability of the company's software processes (Trienekens et al 2005). Measurement activities are considered successful if they help project stakeholders first to understand what is happening during their processes and second, to control what is happening on their projects.…”