Strategic Information System Agility:From Theory to Practices

Half Title Page
Title Page
Copyright Page
Dedication Page
Contents
List of Figures
List of Tables
List of Acronyms
Preface
Chapter 1-Introduction
1.1 Context
1.2 Why Agility Now?
1.3 The Agility Role
1.4 IT as a Business Agility Obstacle
1.5 IT at the Service of Business Agility
1.6 Research Objective
1.7 Research Design
1.8 Contributions and Relevance
1.9 Book Organization
Chapter 2-Understanding Agility Concept
2.1 Introduction
2.2 Background of Significant Changes Underlying Agility
2.3 Production Method Trends
2.3.1 Lean Manufacturing
2.3.2 Total Quality Management
2.4 Agile Management Paradigm Evolution
2.4.1 Change Management
2.4.2 Change and Uncertainty Mastering in the Entrepreneurial Organization
2.4.3 Work on Agility
2.4.4 Agile Continuous Delivery Methods
2.4.4.2 Agile Manifesto. In 2001, the Agile Manifesto was created by 17 of the world’s leading software development thinkers. Their vision was to establish a set of values and principles lightweight against cumbersome software development processes such a
2.4.4.3 DevOps. In 2009, at the O’Reilly Velocity Conference, two Flickr employees, John Allspaw, Senior Vice President of Technical Operations, and Paul Hammond, Director of Engineering, delivered a now-famous presentation entitled “10+ Deploys per Day:
2.4.4.4 Toyota Kata. In 2009, Mike Rother authored “Toyota Kata”: Managing People for Improvement, Adaptiveness and Superior Results book, which summarizes his 20 years of experience to understand and codify the Toyota production system (Rother, 2009). Ro
Summary
Chapter 3-Information System Evolution
3.1 Introduction
3.2 Information System Definition and Objective
3.3 Information System Concept
3.4 Concepts of Enterprise Application
3.5 Features of Enterprise Applications
3.6 Autonomy
3.7 Distribution
3.8 Heterogeneity
3.9 Dynamism
3.10 EIS and Company Strategy
3.11 Enterprise Information Systems’ Complexity
3.12 Complexity Factors
3.13 Evolution of EISs
3.14 EIS Governance
3.14.1 COBIT
3.14.2 LIBRARY (ITIL)
3.14.3 Structure of ITIL v4
3.14.4 CMMI
Level 1: Initial. Every organization defaults to level 1. Project management is not defined within the organization. Effectiveness relies on the skills and motivation of individuals. No control is carried out.
Level 2: Managed. Project management is defined at the organization level and is applied by default to all projects. All projects meet the CMMI level 2 model’s objectives with the processes proposed by the organization, or by default with processes define
Level 3: Defined. Project management processes are extended to the entire organization through standards, procedures, tools, and methods also defined at the organizational level. The entire organization has a discipline that is applied consistently. The o
Level 4: Quantitatively Managed. The success of projects is quantified. The causes of deviations can be analyzed. Process performance is predictable in terms of quantity and quality.
Level 5: Optimizing. It is referred to as the stage of continuous process improvement incrementally and innovatively. Developments are anticipated. Processes are constantly challenged in order to stay in line with the objectives.
3.14.5 Committee of Sponsoring Organizations of the Treadway Commission (COSO)
3.15 Urbanization
3.15.1 The Metaphor of the City
3.15.2 The Urbanization of Information System
3.16 Flexibility
3.17 Agility
3.17.1 IS Organizational Design
3.17.2 Competencies and Skills of IS Professionals
3.17.3 IS Development
3.17.4 Design of IT Infrastructure
Summary
Chapter 4-The Conceptual Model for IS Agility
4.1 Introduction
4.2 Literature Review
4.3 Literature Methodology
4.4 IS Agility Frameworks
4.4.2 Gunasekaran and Yusuf (2002)
4.4.3 Crocitto and Youssef (2003)
4.4.4 Lin, Chiu, and Tseng (2006)
4.4.5 Swafford, Ghosh, and Murthy (2008)
4.4.6 Ramesh, Mohan, and Cao (2012)
4.4.7 Atapattu and Sedera (2014)
4.4.8 Park, El Sawy, and Fiss (2017)
4.4.9 Morton, Stacey, and Mohn (2018)
4.4.10 Wu (2019)
4.5 Discussion and Critics
4.5.2 Critics
4.6 Agility Components
4.7 Agility Drivers
4.8 Capability
4.9 The Proposed Conceptual Model to Achieve Strategic Agility
4.9.1 Sensing
4.9.2 DBPA
4.9.3 The Level of Agility Need
4.9.4 Security Policy
4.9.5 The Proposed Model Contribution
Summary
Chapter 5-Strategic Agility for IT Service Management: A Case Study
5.1 Introduction
5.2 IT Service Management ITSM
5.2.1 Agility in ITSM
5.3 The Proposed ITSM Framework
5.3.2 Framework Maturity Profile
5.3.3 The Attainment Model
5.3.4 Agility Management
5.4 Use Case
Summary
Chapter 6-Cloud Computing as a Drive for Strategic Agility in Organizations
6.1 Introduction
6.2 Goals and Objectives of the Research Study
6.3 Literature Review
6.4 The Theoretical Foundation
6.4.1 Combining DOI and TOE
6.5 Research Model and Hypotheses
6.5.1 The Innovation Characteristics
6.5.2 Technological Readiness
6.5.3 The Organization Context
6.5.4 The Environmental Context
6.6 Research Methods
6.7 Quantitative Methodology
6.7.2 Data Collect
6.7.3 Results
6.7.4 Finding
6.7.5 Technology Readiness
6.7.6 Organizational Context
6.7.7 Environmental Context
6.7.8 Discussion and Interpretations
6.7.9 Qualitative Study
6.7.10 Hypobook
6.7.11 Results
6.7.12 Result Discussion
Summary
Appendix 1
Appendix 2
References
Index