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Co-ordination of Business and IT Development Processes - Managing Stovepiped Organisations
Mid Sweden University, Faculty of Science, Technology and Media, Department of Information Technology and Media.
Mid Sweden University, Faculty of Science, Technology and Media, Department of Information Technology and Media.
Responsible organisation
2005 (English)In: International Journal of Public Information Systems, ISSN 1653-4360, Vol. 1, no 1, p. 53-69Article in journal (Refereed) Published
Abstract [en]

The background to the present study is supplied by two studies of a large Swedish public organisation. A strong hierarchy, which maintains a traditional view of functional departments as being the owners of IT products, creates stovepipes and silos, not only within the systems but also within the organisation, which tends to obstruct crossfunctional projects and the ability to ascertain general needs and requirements. The present study considers the integration of business and IT processes, focusing on the development process and the purchaser-contractor relations. The purpose is to find success factors, good examples and areas of improvement from private companies relating to the problems from the studied public organisation. Sixteen interviews with five Swedish banks and one insurance company appeared to suggest that the problems highlighted in previous studies, e.g. stovepipe systems and departments, were not recognised as significant problems within any of the interviewed organisations. In general, the development processes were considered well-oiled with little friction between departments, system owners, purchasers and contractors. In almost all interviews, it was considered that the integration of customer, information and IT was more cohesive than previously. The findings from the interviews have been categorised into nine factors or areas. Three general business environment factors - the history of organisational change and mergers, the overall economic situation and the strong customer focus - seem to have broken the functional mind-sets and sharpened and focused the organisations into a collaborative culture. Furthermore, a great deal of hard work appears to have been centered upon three factors relating to processes and the management of projects: the development processes are generally very well defined and well known internally, projects are smaller with modules and releases, and there is an open discussion about stovepiped departments and general requirements. Lastly, there are three areas of improvement: The role and competencies of the purchaser, the infrastructure and the need for an enterprise architecture, and the document interface including the use of RUP and UML.

Place, publisher, year, edition, pages
2005. Vol. 1, no 1, p. 53-69
Keywords [en]
system development, information management, processes
National Category
Computer Sciences
Identifiers
URN: urn:nbn:se:miun:diva-5009Local ID: 3894OAI: oai:DiVA.org:miun-5009DiVA, id: diva2:30041
Projects
PI - Publika InformationssystemAvailable from: 2008-09-30 Created: 2009-07-30 Last updated: 2018-01-12Bibliographically approved
In thesis
1. Problems in public e-service development
Open this publication in new window or tab >>Problems in public e-service development
2006 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

This thesis focuses on the general problem of integration and co-operation between business and IT organisations, and on the specific problem of co-ordinating the development process across stovepiped departments that do not collaborate cross-functionally. The purpose is to increase knowledge and understanding about public organisations’ difficulties in meeting their customers’ and the organisation’s needs for electronic services. The thesis also presents a model showing the relationships between factors of importance for understanding public organisations’ difficulties in implementing cross-functional or inter-departmental electronic services. The research is based on case studies of public and private organisations, and results show that public organisations attempting e-government will face large problems if they are unable to solve their internal stovepipe problems. On the other hand, they cannot expect the stovepipe problems to be solved without increasing customer orientation. Many private organisations have increased their speed in e-services, customer orientation and organisational changes, and have faced economic pressure early, while the public organisations are impeded by the role of law, complex goal structures, lack of collaboration and culture. But at the same time the public organisations are following a similar path to that of the private, and areas have been found where there are little differences (e.g. development processes and purchaser-contractor relationships). Furthermore, the thesis has identified a large potential in the use of enterprise architecture for improving co-operation between business and IT organisations and in the purchaser-contractor relations. An architecture is an important prerequisite for dealing with the growing complexity in describing an enterprise and its business, information, applications and technology.

Place, publisher, year, edition, pages
Sundsvall: Mittuniversitetet, 2006. p. 62
Series
Mid Sweden University doctoral thesis, ISSN 1652-893X ; 11
Keywords
E-government, e-services, business processes, development processes, stovepipe organisations, case study
National Category
Computer Sciences
Identifiers
urn:nbn:se:miun:diva-8879 (URN)91-85317-24-1 (ISBN)
Public defence
2006-06-08, Sundsvall, 00:00 (English)
Opponent
Supervisors
Available from: 2009-05-06 Created: 2009-05-06 Last updated: 2018-01-13Bibliographically approved

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Sundberg, HåkanWallin, Patrik

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