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Author = Crowley, Catherine;
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Displaying Results 1 - 12 of 12 on page 1 of 1
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A DevOps Capability - The IVI DevOps Effectiveness Assessment
(2018)
Crowley, Catherine; Veling, Louise; Beckett, Linda; Clarke, Graeme; Kelleher, Eamon; Mc...
A DevOps Capability - The IVI DevOps Effectiveness Assessment
(2018)
Crowley, Catherine; Veling, Louise; Beckett, Linda; Clarke, Graeme; Kelleher, Eamon; McHale, John; McQuillan, Laura; Percival, Shaun
Abstract:
The DevOps Effectiveness Assessment (DEA) is a new IVI assessment drawing on the IT Capability Maturity Framework (IT-CMF). The assessment provides a holistic analysis of an organization’s DevOps maturity, and identifies the key relevant IT-CMF Critical Capabilities (CCs) to aid improvement. DevOps refers to a set of technical, architectural, and cultural practices aimed at increasing the efficiency and effectiveness of delivering business needs into production, through improved communication and collaboration between business, development, and IT operations. The DEA is based on rigorous academic research and collaboration with experts from leading organizations. This paper outlines the key insights from this research, which have informed the development of the DEA.
http://eprints.maynoothuniversity.ie/9413/
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Benefits Assessment and Realization - in the digital business context
(2018)
Crowley, Catherine; Thornley, Clare
Benefits Assessment and Realization - in the digital business context
(2018)
Crowley, Catherine; Thornley, Clare
Abstract:
In the ever-changing digital business environment, organizations need to be able to adapt quickly and become more agile. The IT Capability Maturity Framework (IT-CMF) is an IT management framework comprised of 36 key areas or Critical Capabilities (CCs) [2], one of which is Benefits Assessment and Realization (BAR). This position paper presents an overview of key insights, to provide context and understanding of the value of organizations having an effective benefits assessment and realization capability in the digital business context, as derived from academic and practitioner literature.
http://eprints.maynoothuniversity.ie/9415/
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Building the Capability for Benefits Realisation: Leading with Benefits
(2016)
Ashurst, Colin; Crowley, Catherine; Thornley, Clare
Building the Capability for Benefits Realisation: Leading with Benefits
(2016)
Ashurst, Colin; Crowley, Catherine; Thornley, Clare
Abstract:
It is now 20 years since the publication of the paper that launched Benefits Management (BM), by Prof. John Ward and colleagues, and the launch of an open course on BM at Cranfield. This paper draws on recent work reflecting on the translation of BM into practice as well as a 10+ year programme of research seeking to understand how to develop the Benefits Realisation Capability of an organisation. In particular it draws on two longitudinal studies exploring the adoption of benefits-driven approaches. An important lesson is that BM needs to reflect a new mindset and is not simply another technique to add to our project management toolbox. Without a shift in mindset, BM becomes another technical, rational, approach that brings a new bureaucracy to the management of Information Technology (IT) investments when the need is speed to benefit. BM is primarily about people – about vision, engagement and motivation. It can contribute to the craft of leading change and help build an organisat...
http://eprints.maynoothuniversity.ie/9528/
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Developing the capability to terminate IT projects when they can no longer deliver business value: A discussion of key insights from practitioners
(2018)
Thornley, Clare; Crowley, Catherine
Developing the capability to terminate IT projects when they can no longer deliver business value: A discussion of key insights from practitioners
(2018)
Thornley, Clare; Crowley, Catherine
Abstract:
Purpose: This paper addresses the problem of ensuring that the capabilities are in place to identify when a project can no longer deliver value and to take appropriate action to terminate the project. Design/methodology/approach: Focus groups with project management practitioners were used to collect in depth qualitative data. This was then supplemented with a questionnaire, which included both closed questions and the opportunity for free text answers. Findings: The problem of getting better at stopping projects is both common and difficult to solve. It has many facets, which include complex people and cultural issues, processes and procedures as well as financial reporting and project governance. In order to improve, therefore, it is useful to address these different facets in a coordinated way using a capability approach with a focus on business value. Research limitations/implications: The data from practitioners is retrospective, as their actions were not actually observed by t...
http://eprints.maynoothuniversity.ie/9527/
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Enterprise Cloud Adoption - Cloud Maturity Assessment Model
(2017)
Conway, Gerry; Doherty, Eileen; Carcary, Marian; Crowley, Catherine
Enterprise Cloud Adoption - Cloud Maturity Assessment Model
(2017)
Conway, Gerry; Doherty, Eileen; Carcary, Marian; Crowley, Catherine
Abstract:
The introduction and use of cloud computing by an organization has the promise of significant benefits that include reduced costs, improved services, and a pay-per-use model. Organizations that successfully harness these benefits will potentially have a distinct competitive edge, due to their increased agility and flexibility to rapidly respond to an ever changing and complex business environment. However, as cloud technology is a relatively new phenomenon, there is still a lot to learn about the adoption and use of cloud, including issues such as security, data protection, interoperability, service maturity, and return on investment. These issues need to be considered,and if possible remediated,toenablean organization to effectivelymanage itscloud adoption journey. This paper describesan assessmentmodelthat was developed by the Innovation Value Institute (IVI) using a multi method, two-phasedapproach. The first ph...
http://eprints.maynoothuniversity.ie/8910/
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Executive Briefing: IT Capability Improvement - Key Lessons Learned from Executive Assessments
(2016)
Ashurst, C.; Crowley, Catherine; Thornley, Clare
Executive Briefing: IT Capability Improvement - Key Lessons Learned from Executive Assessments
(2016)
Ashurst, C.; Crowley, Catherine; Thornley, Clare
Abstract:
Organizations are increasingly looking for ways to derive more business value from their IT investments. A popular approach is to achieve this value through building an organization’s IT capability. In the current fast-changing business environment organizations need to anticipate and respond to shifting opportunities. A well-developed IT capability provides a stable platform on which to enhance competitive advantage or, within the public or voluntary sector, to facilitate the delivery of cost effective and high quality services. In this briefing we explore the lessons learned by 10 large organizations through undertaking one or more IT maturity assessments between 2010 and 2015 using the IT Capability Maturity Framework’s (IT-CMF) Executive Assessment (EA) tool. We further examine their experience and their success in building their organizational capabilities.
http://eprints.maynoothuniversity.ie/7561/
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How can I know when it’s time to stop an IT project?
(2014)
Crowley, Catherine; Thornley, Clare
How can I know when it’s time to stop an IT project?
(2014)
Crowley, Catherine; Thornley, Clare
Abstract:
IT projects should deliver value to organizations but there are cases when, however well planned a project may have been, change s in the environment and/or in the strategic priorities of the organization mean it can never deliver value. Value is a subjective term and simply means, in this context, something that is important to the organization which would generally result in profi t in a commercial entity or improved service in a public entity. This white paper addresses the problem of how to ensure that you will have the capabilities in place to know when your project can no longer deliver value and to take appropriate action . It d oes not discuss in detail the technical issues of project management execution, as a well - executed project can still fail to deliver value. R ather, it looks at the specific question of knowing when projects can no longer deliver value and putting measures in place to both prevent and address project escalation . We show how a capability - based app...
http://eprints.maynoothuniversity.ie/4882/
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Organizational Change Management (OCM): Preliminary position paper
(2018)
Veling, Louise; Crowley, Catherine; Russell, Alistair; Cullen, John G.; McQuillan, Laur...
Organizational Change Management (OCM): Preliminary position paper
(2018)
Veling, Louise; Crowley, Catherine; Russell, Alistair; Cullen, John G.; McQuillan, Laura; Gorman, Philip; McNieve, Angelo; MacHale, John
Abstract:
This paper describes the initial steps in the development of Organizational Change Management (OCM), a new Critical Capability (CC) of the IT Capability Maturity Framework (IT-CMF). OCM consists of a maturity assessment and an accompanying Body of Knowledge to support an organization’s improvement efforts. An initial overview of the literature related to managing organizational change is described, based on a review of 30+ academic and practitioner publications. Core themes are identified and used to define an initial taxonomy for OCM. This initial structure was further refined and developed in collaboration with industry and academic experts to ensure it both reflects and supports contemporary organizational realities and best practices in organizational change management.
http://eprints.maynoothuniversity.ie/10129/
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Rethinking IT Sourcing and Supplier Management for the Digital Age
(2017)
Crowley, Catherine; Carcary, Marian; Doherty, Eileen; Conway, Gerry
Rethinking IT Sourcing and Supplier Management for the Digital Age
(2017)
Crowley, Catherine; Carcary, Marian; Doherty, Eileen; Conway, Gerry
Abstract:
In the new era of digital transformation, the role of IT sourcing is becoming more strategic. A recent global outsourcing survey showed 53% of respondents outsource elements of their IT function and that continued growth in outsourcing is expected for the foreseeable future. Due to dependency on external partners, there is an increase in both the potential opportunities and the risks involved. Organizations can benefit from integrating third party capabilities, and accommodating ‘outside in’ innovation that leverages the considerable knowledge base of supply partners and creates synergies among other business ecosystem participants. Despite these opportunities, sourcing organizations have many challenges to contend with, such as sustainable supply chain governance, end-to-end traceability, legal and regulatory global compliance, data privacy, and tolerance for risk in service level agreements and contracts. New outsourcing models such as cloudsourcing, microsourcing, crowdsourcing, ...
http://eprints.maynoothuniversity.ie/8911/
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Solutions Delivery (SD) - Delivering solutions in the digital age
(2018)
Veling, Louise; Crowley, Catherine; Beckett, Linda; Clarke, Graeme; Kelleher, Eamon; Mc...
Solutions Delivery (SD) - Delivering solutions in the digital age
(2018)
Veling, Louise; Crowley, Catherine; Beckett, Linda; Clarke, Graeme; Kelleher, Eamon; McHale, John; McQuillan, Laura; Percival, Shaun
Abstract:
Solutions Delivery (SD) is a critical capability of the IT Capability Maturity Framework (IT-CMF). IT-CMF is a continually evolving framework and has been updated to ensure its ongoing relevance in supporting the delivery of business value from IT in the digital era. SD covers all aspects of delivering an IT solution to meet the organization’s business requirements, including design, development, integration, validation, and deployment. It is a core differentiator in digital transformation, with the potential to transform both internal processes and the organization’s external market presence. The SD content is based on rigorous academic research and has been further developed in collaboration with experts from leading organizations to ensure it reflects both state-of-the-art organizational practice and academic research. This paper outlines the key insights from this research and how it has informed the ongoing development of SD.
http://eprints.maynoothuniversity.ie/9416/
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Understanding DevOps: Exploring the origins, composition, merits, and perils of a DevOps Capability
(2018)
Crowley, Catherine; McQuillan, Laura; O'Brien, Conor
Understanding DevOps: Exploring the origins, composition, merits, and perils of a DevOps Capability
(2018)
Crowley, Catherine; McQuillan, Laura; O'Brien, Conor
Abstract:
DevOps is a relatively new domain addressing the challenge of how to deploy service updates quickly and frequently, without undermining the reliability and stability of the operating environment. This paper explores the origins and composition of a DevOps IT capability. Our motivation is to understand what DevOps is, and the benefits and challenges that developing a DevOps capability presents. DevOps encompasses key elements of processes, technology, and people. These same inter-related elements are reflected in the composition of a capability. The authors therefore consider DevOps through the lens of an enterprise capability as an enabler of DevOps deployment.
http://eprints.maynoothuniversity.ie/10033/
Marked
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When is it time to stop an IT project?
(2014)
Crowley, Catherine; Thornley, Clare
When is it time to stop an IT project?
(2014)
Crowley, Catherine; Thornley, Clare
Abstract:
IT projects should deliver value to organizations but there are cases when, however well planned a project may have been, changes in the environment and/or in the strategic priorities of the organization mean it can never deliver value. Value is a subjective term and simply means, in this context, something that is important to the organization which would generally result in profit, in a commercial entity, or improved service, in a public entity. This paper addresses the problem of how to ensure that you will have the capabilities in place to know when your project can no longer deliver value and to take appropriate action. It does not discuss in detail the technical issues of project management execution, as a well-executed project can still fail to deliver value. Rather, it looks at the specific question of knowing when projects can no longer deliver value and putting measures in place to both prevent and address project escalation. We show how a capability based approach support...
http://eprints.maynoothuniversity.ie/7560/
Displaying Results 1 - 12 of 12 on page 1 of 1
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Journal article (4)
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Non-peer-reviewed (7)
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2018 (6)
2017 (2)
2016 (2)
2014 (2)
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