Cloud computing brings widely recognized benefits as well as new challenges and risks resulting mainly from the fact that cloud service provider is an external third party that provides public cloud services in multi-tenancy model. At present, widely accepted IT governance frameworks lack focus on cloud computing governance and do not fully address the requirements of cloud computing from cloud consumer viewpoint. Given the absence of any comprehensive cloud computing governance and management framework, this doctoral dissertation thesis focuses on specific aspects of cloud service governance and management from consumer perspective. The main aim of doctoral dissertation thesis is the design of methodological framework for cloud service governance and management (Cloud computing governance and management) from consumer point of view. Cloud consumer is considered as a medium or large-sized enterprise that uses services in public cloud computing model, which are offered and delivered by cloud service provider. Theoretical part of this doctoral dissertation thesis identifies the main theoretical concepts of IT governance, IT management and cloud computing (chapter 2). Analytical part of this doctoral dissertation thesis reviews the literature dealing with specifics of cloud services utilization and their impact on IT governance and IT management, cloud computing governance and cloud computing management (chapter 3). Further, existing IT governance and IT management frameworks (SOA Governance, COBIT, ITIL and MBI) were analysed and evaluated in terms of the use of cloud services from cloud consumer perspective (chapter 4). Scientific research was based on Design Science Research Methodology with intention to design and evaluate artifact methodological framework. The main part of this doctoral dissertation thesis proposes methodical framework Cloud computing governance and management based on SOA Governance, COBIT 5 and ITIL 2011 (chapter 5, 6 and 7). Verification of proposed methodical framework Cloud computing governance and management from cloud consumer perspective was based on scientific method of case study (chapter 8). The main objective of the case study was to evaluate and verify proposed methodical framework Cloud computing governance and management in a real business environment. The main contribution of this doctoral dissertation thesis is both the use of existing knowledge, approaches and methodologies in area of IT governance and IT management to design methodical framework Cloud computing governance and management and the extension of Management of Business Informatics (MBI) framework by a set of new tasks containing procedures and recommendations relating to adoption and utilization of cloud computing services.

This thesis focuses in production business and its management. Theses propose and describe a manufacturing process for particular product. Production process is based on an analysis of final product. Production is scheduled in process form, so it includes process maps of production stages. Simultaneously with the planning, it also determines human needs for production, and calculation of its economics. Thesis also deals with the issue of product quality and suggests way to ensure quality in production.

This master thesis focuses on the analysis and design of accounting, tax and legal methods of research and development projects. In the first part of this thesis are mention a theoretical background of research and development projects. Another part deals with the management of research and development projects. The following part is a financial and strategic analysis and analysis of the current status of research and development projects in the community. The design part is determined by the accounting, tax and legal methodology for managing research and development projects and is designed to control process research and development project under the previous methodology and using SAP. In conclusion, the benefits of this methodology defined for the selected company.

The development of gender mainstreaming programs and proactive work aimed at addressing the historical imbalances of women in all sectors of society have become the staple of most international meetings with a concern for human rights. From a sport perspective, a number of organizations are keeping this critical issue alive at global, regional, international and national levels through policy documents, declarations and calls for action since 1948 to 2008 with the Dead Sea call for action. The Brighton Declaration on Women and Sport signed in 1994 by 250 signatories is universally regarded as the ground-breaking work on Women and Sport. Yet, despite years of campaigning and numerous policy documents, legislation and world conferences on women and sport, a marked gender imbalance in sport still persists. Little or no qualitative evidence could be found of clear process strategies to be followed by signatories of the Brighton Declaration on how to translate strategic intent into quality management processes to attain the envisioned result of the Declaration. Successful implementation of the principles of the Brighton Declaration depends on quality internal organizational processes and standards. The research question for the study was hence formulated as: “Do signatories of the Brighton Declaration have appropriate management processes and standards in place to translate the principles of the Declaration into sustainable practice?” The study was approached from a qualitative perspective as the perceptions of signatories relative to the quality of management processes have been evaluated. A questionnaire (Cronbach’s Alpha Coefficient ∞=0.978) based on ISO 9001-2000 management standards was used as a research instrument and administered to 246 currently existing signatories of the Brighton Declaration. A response rate of 51% (n=125) was attained. Several international and regional organizations emerged as role players in women and sport. The United Nations provided leadership through conventions on human rights, Millennium Development Goals and declaring 2005 as International Year of Sport and Physical Education. The International Olympic Committee took initiative through quadrennial world conferences on women and sport since 1994. From the seminal “Women, Sport and the Challenge of Change” conference in Brighton, England in 1994, flowed three culminating results: the Brighton Declaration on Women and Sport, the International Working Group on Women and Sport and the International Strategy on Women and Sport. The Brighton Declaration signed by 250 signatories, enlarged and coordinated the global debate on women and sport as the first declaration to provide a worldwide ethical frame of reference and paradigm shift in social change for the construct of women in sport and women and sport. The issue of women and sport continuously remains on the agenda of global social change. The convening power of sport makes it a compelling tool for social change provided its potential is harnessed through sustainable management and processes. Social change necessitates an understanding of social change theories, stages of change management, the role of change agents as well as change management models. The major challenge facing women and sport groups is to translate strategic intent into measurable and replicable business process standards. Designing and institutionalizing processes and standards can be the mechanism to realize strategic intent and progress signatories through the stages of change management. Dawson’s (1994) processual model is used as a theoretical framework to conceptualize process management and to build a case for mapping business processes, managing quality of the processes, and continuously auditing processes through replicable standards. ISO 9001-2000 standards were selected as the instrument to audit quality management processes of signatories. Overall results obtained from the research questionnaire indicated an alarming ignorance of the Brighton Declaration as a benchmark of efforts to improve the position of women in sport and second an absence of management processes and standards to guide the process within signatories of the declaration. Only 2.8% of respondents indicated a process management system. Signatories have not institutionalized gender mainstreaming in a sport context. Results confirmed unequivocally H1 set for the study: the quality of management processes followed by signatories of the Brighton Declaration on Women and Sport (1994) to achieve the principles of the stated declaration is unsatisfactory. It was concluded that, in essence, the Brighton Declaration is an initiative to affect social change in the context of sport. Efforts to achieve the desired social change have to be managed and benchmarked according to change management models and processes to retain credibility and attain replicable and repeatable results. The ISO 9001-2000 is deemed a reliable instrument and framework to guide management process design, mapping, documenting, implementing, supporting, monitoring and controlling management processes. The alarming lack of management processes resulted in a significant gap between strategic intent and reality and suggests that the notion of gender mainstreaming feeds on emotion rather than replicable management processes. The Brighton Declaration as a seminal document will not impact substantially on achieving gender mainstreaming in sport as signatories have not succeeded in creating a critical mass necessary to tip the scale. Results also indicated that signatories are locked into the introductory stages of change management because of the lack of organized change. Low levels of competent leadership responsible for managing the change process results in loss of corporate memory regarding the Brighton Declaration. The study is concluded with recommendations and managerial guidelines focusing on building a critical mass, revisiting the significance of the seminal Brighton Declaration. A universal declaration on women and sport is recommended to serve as the nexus for global efforts to improve the position of women in sport. Signatories should adopt a managerial approach to the implementation of the Brighton Declaration rather than a social philanthropic awareness approach to move forward. Implications for further study center around investigating possible performance management systems in order to refine or supplement the recommended ISO 9001-2000 standards for quality management processes, longitudinally audit quality management processes at international and regional levels, and probing the possibility of formulating a universal declaration on women and sport to accelerate critical mass building in the context of women and sport. / Thesis (DPhil)--University of Pretoria, 2009. / Biokinetics, Sport and Leisure Sciences / unrestricted

The aim of this thesis is to map how the most common process-oriented methodologies and standards govern the issue of process ownership, define the role of a process owner and a comparison of these with a current practice in the corporate environment. The first part describes the theoretical concepts related to process management, including a description of selected methodologies. The following part is a questionnaire and its description followed by the expected responses based on previous theories. The last, third, part of the thesis contains an analysis based on the data obtained from the questionnaire respondents compared with the stated hypotheses and its evaluation.

Title: Humanitarian Supply Chain: Improvement of lead time effectiveness and cost-efficiency. A multiple case study on the preparedness stage of humanitarian organizations with their partners. Authors: Ester Lisnati Jayadi, Hugo Richit, Najmus Sadat. Background: 315 natural disasters events were reported, causing 11,804 deaths, affecting 68 million people, and costing US$131.7 billion in economic losses worldwide. This fact emerges the importance of humanitarian organizations (HOs) to act in reducing suffering and improving peoples’ life. However, the greater donations and support to HOs still do not solve this enormous issue at all which forces HOs to pursue greater accountability by improving their effectiveness and efficiency in terms of time and cost in disaster activities, especially in preparedness activities. No single actors like HOs have sufficient resources to solve the disaster problem alone; thus, they need partners to work hand in hand to relieve the suffering. Performance measurement through integration called performance management process is the key to enabling HOs and their partners to achieve the lead time effectiveness and cost-efficiency. Purpose: The purposes of the study are to explore which performance measurements are needed between humanitarian organizations with their partners and to explore how to integrate their relationship to improve lead time effectiveness and cost-efficiency. Then, the suggestions can be made by fulfilling the purposes. Method: A multiple case study by utilizing qualitative data through semi-structured interviews. Findings and Conclusions: RQ 1. What HSC (humanitarian supply chain) performance measurements are needed in the HSC’s preparedness stage in order to achieve the lead time effectiveness and cost efficiency? The performance required measurements in HSC’s preparedness stage to achieve lead-time effectiveness, and cost-efficiency are organizational procedures, learning and evaluation, HO’s mission, feedback, budgeting, fund management, sourcing, human and resource management, IT utilization, infrastructure utilization, human resources utilization, delivery time, knowledge management, information sharing, and employee management. RQ 2. How to integrate the HSC performance management process in the HSC’s preparedness stage to improve the lead time effectiveness and cost efficiency? By implementing a proposed performance management process, aligning vision and mission, trusting each other, utilizing IT technologies, improving the language, and applying standardization in HSC. Keywords: Humanitarian Supply Chain Management. Humanitarian Supply Chain. Preparedness Stage. Natural Disasters. Humanitarian Organizations. Partners. Dyads. Multiple Case Studies. Performance Measurements. Performance Management Process. Supply Chain Process Integration

Mit der Entwicklung der Logistik von einer Dienstleistungsfunktion zu einem Führungskonzept besteht die Notwendigkeit, im Rahmen des Logistikmanagements komplexeren Anforderungen aus einem dynamischen Unternehmensumfeld zu begegnen. Dazu gehören veränderte Kundenanforderungen und Wettbewerbsbedingungen, oder auch der Umweltschutz. Logistische Prozesse, deren Umweltleistung sich bisher eher im Hintergrund der öffentlichen Wahrnehmung befand, sind umfassenderen umweltbezogenen Anforderungen ausgesetzt. Bestehende Zeit-, Raum- und Flexibilitätsanforderungen können jedoch unter den gegebenen Rahmenbedingungen durch alternative, ökologisch gestaltete Logistikprozesse nicht erfüllt werden. Um diesem dynamischen Umfeld gerecht zu werden, ist der ständige Wandel selbst ein Merkmal erfolgreicher Unternehmen und - insofern die Logistik einen elementaren Bestandteil des Unternehmens verkörpert - ihrer Logistikkompetenz. Methoden und Instrumente des Logistikmanagements, die bisher zur Verfolgung logistischer Erfolgsfaktoren dienten und den Erfolg der Logistik bestimmten, werden in dieser Arbeit auf ihre Eignung zur Unterstützung des Umweltschutzes betrachtet. Es wird am Beispiel von Entsorgungsunternehmen untersucht, wie die Logistikkompetenz durch die Anwendung logistischer Erfolgsfaktoren verbessert und das Logistikmanagement ökologisch ausgestaltet werden kann. Erprobte Denkweisen und Gestaltungsprinzipien des Logistikmanagements sowie Erfolgsfaktoren der Logistik werden auf Unternehmen der Abfallwirtschaft übertragen. Die Entwicklung eines Modells für die prozessorientierte Gestaltung der Entsorgungslogistik manifestiert eine neue Sichtweise, die Entsorgungsunternehmen als Logistikdienstleister in der Abfallwirtschaft in den Mittelpunkt stellt. Mit diesem Prozessmodell wird eine systematische Situationsanalyse der Durchführung der Entsorgungsaufgaben vorgenommen. Die Ergebnisse der empirischen Untersuchung ermöglichen die Leistungstransparenz und die Leistungsbewertung der Entsorgungslogistik sowie ein Vergleich der Logistikkompetenz mit Unternehmen anderer Branchen.

This thesis deals with the general analysis and value stream improvement. The theoretical part describes the difference between functional and procedural model of company management, mutual benefits and disadvantages of these systems. The thesis deals with the mapping process, subdivision maps and methodology of process maps creation. The work also includes software analysis for process mapping. Next section contains search of selected optimization tools and methods to improve production flow and description of the principles of controlled documentation. In the practical part is realized mapping process of bachelor studies at FEKT and map of production process at ABB switchgear.

Die externe Unternehmenskommunikation über das Medium Corporate Blog stellt einen relevanten, aber zu Teilen noch recht unerforschten Bereich der Social Media Kommunikation dar. Um eine gelingende Unternehmenskommunikation über Corporate Blogs zu fördern und eine Reflexionsbasis für die Kommunikationsverantwortlichen bereitzustellen, wird in der Arbeit die Forschungsfrage gestellt: „Wie gestaltet sich der Managementprozess externer Unternehmenskommunikation über Corporate Blogs, aus der Sicht der beteiligten Unternehmensakteure?“. Das Forschungsziel liegt in einer qualitativen, facettenreichen Rekonstruktion des Managementprozesses, aus Sicht der beteiligten Unternehmensakteure. Die Beschreibung der sozialen Praxis soll es ermöglichen, den Prozess in seiner Funktionsweise und seinen interdependenten Beziehungen zwischen Struktur und Handlung zu verstehen. Im Rahmen von 22 Fallstudien konnte der Prozess rekonstruiert und durch die Ausführungen der Unternehmensakteure erklärt werden. Die Ergebnisse zeigen, dass die Prozessphasen variabel und situationsspezifisch ablaufen und gestaltet werden müssen. Insbesondere die Gestaltung der Faktoren Aufmerksamkeit, Veröffentlichungsintervall und die Kommunikationskultur des Unternehmens sind elementar, um den Prozess zum Gelingen zu führen.

Risk can be viewed as a state where there is a possibility of a loss but also a hope of gain. To realise the existence of a risk, one must be aware of both the gains and losses incurred.Increased number of natural disasters and companies having global supply chains to a higher extent, are both factors which have increased the number of risks that can affect anorganisation’s supply chain negatively. This fact has made it even more important to focus on risk prevention. In the beverage industry market, characterized by fast-moving products,manufacturing companies like Coca-Cola Enterprises Sweden (CCES) can be highly affected if disturbances occur in their supply chain. Risk management is, according to ISO 31000, “coordinated activities to direct and control an organization with regard to risk “. A risk management processes therefore aims at mitigatingnegative impact of external and internal disturbances in order to avoid interruptions in production, product quality issues and financial losses. CCES’s control over internal processes and its disturbances is mostly based on reactive approaches rather than a proactive strategy and there exist no guidelines of how to identify and handle occurring disturbances. The main purpose of the project has therefore been to identify the most critical risks the company is facing within their “Source” and “Make” processes, and find both proactive and reactive mitigation actions. Another significant part of the project delivery is to present a model for how the company should organize and maintain a sustainable risk picture. The model aims to present a dynamic risk management process that can be used by CCES as well as other companies in the future. The project consists of three major phases; Risk Identification, Risk Avoidance Mapping and Implementation of a Risk Management Process. In the first phase, the brainstorming tool Hazard and Operability (HAZOP) has been used during workshop events for risk identification and assessment. Some of the most critical risks identified are; Sabotage during  transport from supplier to CCES, Lack of spare parts for maintenance, Lost production time due to long beverage change overs and Filling bottles with too much beverage. In order to find feasible preventive and reactive mitigation actions for the critical risks, both employee interviews and the Supply Chain Operations Reference (SCOR) model has been applied. Some of the actions recommended to perform are concluded to be; Let suppliers own transports, Standardize the product change process and the shift hand overs and Implement routines of having locked transports from supplier to CCES. The structure of the project has acted as a basis for the recommended way of continuing the risk management work at CCES. The authors have identified the importance of keeping the risk management process dynamic, and therefore a Risk Register have been introduced for documentation and follow-up. Another way of following up the risk management work, is to perform Risk Audits after the event of a disturbance. This will help the organisation to realize the impact a certain disturbance brings, but it will also measure of the recovery work’s effectiveness. The authors highlight the importance of having a dedicated owner of the risk management process in order to keep it dynamic. A complete risk management process has finally been created, adaptable to different kind of organisations. By making this process a part of SCOR, the authors believes that the process can be used to identify individual risks within the management processes Plan, Source, Make, Deliver and Return for all SCOR member companies. Thereafter, a general risk mapping can be created from the individual risks that can be used to share information and experiences among the member companies. / En risk kan förklaras som ett tillstånd där det finns en chans att vinna, men också en sannolikhet för förlust. För att vara medveten om en risks existens måste man därför förstå både vad det finns att förlora och vinna. Under de senaste årtiondena har antalet naturkatastrofer och annan extern påverkan ökat. Detta i kombination med att företag idag har globala värdekedjor i allt större utsträckning, har gjort att organisationer utsätter sig för risker till en större grad idag. Därför har betydelsen av att fokusera på riskförmildrande åtgärder ökat. I dryckesindustrin, karaktäriserat av snabbrörliga produkter, kan företag såsom Coca-Cola Enterprises Sweden (CCES) påverkas hårt om störningar sker i deras värdekedja. Risk Management är, enligt ISO 31000, ”koordinerade aktiviteter för att styra och kontrollera riskhantering i en organisation”. En riskhanteringsprocess ämnar därför förmildra negativ påverkan av interna och externa störningar för att undvika till exempel avvikelser i produktion, försämrad produktkvalitet och finansiella förluster. CCES’s kontroll över interna processer och dess störningar baseras främst på reaktiva åtgärder, och företaget har inga riktlinjer för hur de ska identifiera och hantera uppkommande störningar. Syftet med detta projekt har därför varit att identifiera kritiska risker inom företagets leverantörs- och produktionsprocesser och att hitta proaktiva och reaktiva lösningar för att förmildra och undvika störningar. Ytterligare en stor del av projektets syfte har varit att presentera en dynamisk process för hur CCES, samt andra företag, ska organisera en hållbar riskbild. Projektet består av tre huvudsakliga delar; riskidentifiering, riskförmildrande åtgärder och implementering av en riskhanteringsprocess. I den första fasen har verktyget Hazard and Operability (HAZOP) används under workshops för att identifiera och värdera risker. Några av de mest kritiska riskerna som identifierats är; Sabotage under transport från leverantör till CCES, Brist på reservdelar för underhållsarbete, Förlorad produktionstid på grund av för långa dryckesbytartider och Fyller flaskor med för mycket dryck. För att hitta passande reaktiva och proaktiva lösningar för de kritiska riskerna har både intervjuer med anställda genomförts och referensmodellen Supply Chain Reference Model (SCOR) använts. Några av de åtgärder rekommenderade att göra har identifierats till att vara; Låta leverantörerna själva sköta transporter, Standardisera produktbytesprocessen samt skiftöverlämningar och Implementera rutiner för att ha låsta transporter från leverantör till CCES. Strukturen av projektet har använts som en bas för den rekommenderade strukturen på CCE’s fortskridande arbete inom riskhantering. Författarna vill bestryka vikten av att hålla den framtida riskhanteringsprocessen dynamisk och i detta syfte har därför ett riskregister tagits fram för dokumentation och uppföljning. Ett annat sätt att följa upp riskprocessarbetet är att genomföra så kallade audits efter en störning har inträffat. Detta hjälper organisationen både att förstår en störnings påverkan på verksamheten, men fungerar också som ett verktyg för att mäta hur effektivt återhämtningsarbetet efter en störning har varit. Författarna menar också att en dedikerad ägare till riskprocessen är av stor betydelse för ett dynamiskt, framgångsrikt och effektivt riskarbete. En fullständig riskhanteringsprocess har slutligen sammanställts, användbar för många olika typer av organisationer. Genom att göra processen till en del av SCOR-modellen, kan processen i framtiden användas till att identifiera individuella risker inom de fem managementprocesserna Planering, Inköp, Tillverkning, Leverans och Retur för alla SCOR’s medlemsföretag. Därefter menar författarna att en generell kartläggning över de mest kritiska riskerna inom varje managementprocess kan skapas för att dela information och utbyta erfarenheter mellan medlemsföretagen.