Thesis (M.S.) -- Central Connecticut State University, 2007. / Title from electronic t.p. Special project advisor: Marianne D'Onofrio. Special project submitted for approval in partial fulfillment of the requirements for the degree of Master of Science, Computer Information Technology. Includes bibliographical references.

Thesis (doctoral)--University of Oulu, 2008. / Includes bibliographical references. Also available on the World Wide Web.

Banking through insufficiently coordinated and non-integrated channels (Multi-Channel) is slowly being discarded. With Omni-Channel banking, where channels are integrated and data and information are shared across cross channels, customers are in control of the channels they wish to use. Factors influencing the organisational decision to transition from Multi-Channel to Omni-Channel hasn't been fully explored. Is this decision responding to internal factors like efficiency improvements, or is it driven by external factors like customer demands, trying to enhance customer experience, gaining competitive advantage over the competitors, expanding the business by introducing new business models, or trying to gain access to smart technologies for financial benefit? This dissertation presents research findings into the investigation of factors that influence the organisational decision to transition from Multi-Channel to Omni-Channel banking. A positivist case study with inductive reasoning was adopted. Qualitative data was collected from a single organisation through interviews together with observations of the strategy documents between January 2019 and April 2019. An initial conceptual model was derived from the literature review to guide data collection, after which thematic analysis was used to analyse the data and develop an emergent theory. The key findings from the research study are that a customer centric approach informs the decision to transition. The customer is at the centre of the omni-channel strategy: that is through an enhanced customer experience or timeously responding to customer demands. Other factors are either enabling this strategy, like technological innovations, and efficiency improvements or are the outcome of the strategy like customer satisfaction, revenue or cost optimisation, and competitive advantage. The key implications are that organisations must pay more attention to the customer journey and ensure that they advance in the Customer Experience Capability Maturity Model. Most successful business transitions to the Omni-Channel strategy require a transformation in organizational culture, operations and processes, and the underlying technologies.

No description available.

One of the problem that plagues Human-Computer Interaction (HCI) software is its development cost. Many software companies forego the usability engineering aspect of their projects due to the time required to design and test user interfaces. Unfortunately, there is no "silver bullet" for user interface design and implementation because they are inherently difficult tasks. As computers are moving off the desktop, the greatest challenge for designers will be integrating these systems seamlessly into our everyday lives. The potential for reuse in user interfaces lies in reducing the time and effort required for this task, without sacrificing design quality. In this work we begin with an iterative development cycle for a claims library based on prominent literature within the HCI and software engineering fields. We constructed the Claims Library to be a repository of potentially reusable notification system claims. We examine the library through theoretical and practical perspectives. The theoretical perspective reveals tradeoffs in the initial implementation that relate to Krueger's taxonomy of reuse. The practical perspective stems from experience in designing and conducting usability testing for an in-vehicle input device using the Claims Library. While valuable, these examinations did not provide a distinct method of improving the library. Expecting to uncover a specific diagnosis for the problems in the library, it was unclear how they should be approached with further development efforts. With this realization, we saw that a more important and immediate contribution would not be another iteration of the Claims Library design. Rather, a clarification of the underlying theory that would better inform future systems development seemed a more urgent and worthy use of our experience. This clarification would need to have several characteristics to include: composed of a staged or prioritized architecture, represents an ideal model grounded in literature, and possesses intermediate development objectives and assessment points. As a solution, we propose the Claims Library Capability Maturity Model (CL-CMM), based on the theoretical deficiencies that should guide development of a claims library, as noted in the two evaluations. This thesis delivers a five-stage model to include process areas, goals, and practices that address larger threads of concern. Our capability maturity model is patterned after models in software engineering and human resource management. We include a full description of each stage, a gap analysis method of appraisal, and an example of its use. Several directions for future work are noted that are necessary to continue development and validation of the model. / Master of Science

The aim of this thesis "Analysis of the project management in practice using project maturity models is to assess the project maturity level of a Czech company providing management consulting, technology and outsourcing services for telecommunication, banking and insurance sector across Central Europe region. Theoretical part is focused on selection and analysis of proper methodology. Practical part applies the chosen methodology Portfolio, Programme and Project Management Maturity Model to Cleverlance Enterprise Solutions Inc. Company. Based on results received during project management maturity evaluation, a set of recommendation is proposed in order to increase the project maturity level.

Business Process Management, the object of this thesis, has still growing importance in the functioning of the organization, and has a positive impact on its success. In the view of a dynamic market environment, Business Process Management has an inherent importance in the strategic business development. When an organization decides to implement process control and manage its activities, it should be also able to measure its processes and evaluate them. This ability gives the organization the possibility to efficiently and effectively manage processes and identify shortcomings for creation of business strategy on a competitive market. This dissertation presents a new evaluation model of a process control in the production systems, which organizations can use as a guide for further development. This work brings a new perspective in the field of process control and its evaluation of the production systems. The main objective of this dissertation is to design the assessment of the process control levels in the production systems on the basis of theoretical research and practical experience. The proposed solution was then verified by field research in selected organizations.

ITC/USA 2007 Conference Proceedings / The Forty-Third Annual International Telemetering Conference and Technical Exhibition / October 22-25, 2007 / Riviera Hotel & Convention Center, Las Vegas, Nevada / High speed digital recorders have revolutionized the way Major Range and Test Facility Bases collect instrumentation data. One challenge facing these organizations is the need for a validated process for the separation of specific data channels and/or data from multiplexed recordings. Several organizations within Eglin Air Force Base have joined forces to establish the requirements and validate a software process compliant with the IRIG-106 Chapter 10 Digital Recording Standard (which defines allowable media access, data packetization, and error controls mechanics). This paper describes a roadmap to standardizing the process to produce this software process, Data Overwriting and Filtering Application (DOFA).

International Telemetering Conference Proceedings / October 23-26, 2000 / Town & Country Hotel and Conference Center, San Diego, California / The Capability Maturity Model (CMM) developed by the Software Engineering Institute is widely promoted as a method to help decrease the volume of error riddled and late software projects. Because of the projected benefits, the 96th Communications Group/SC (SC) at Eglin Air Force Base began an intensive software process improvement effort in late 1997. This effort was rewarded in September 1999 when the group achieved a CMM Level 2 software rating on its first attempt. As of December 1999, 68% of assessed organizations remained at Level 1 on their first or second assessment. The SC success was not only obtained on its first attempt, but also 11 months ahead of the industry standard. The Level 2 rating was accomplished in the volatile environment needed to support the test and evaluation mission. This environment includes frequent requirement changes, short notice modifications, and externally driven schedules. One reason this milestone was possible is close and direct involvement by management. This paper will present additional factors to implementing a successful software process improvement effort.

Le croisement de concepts issus de la gestion des processus métier, des normes et standards qualité et de l'interopérabilité nous a permis de nous intéresser à l'organisation et l'intégration des processus métier d'entreprise, pour proposer une démarche de mise en place d'un référentiel qualité multi-vues.<br />Le but de notre travail est de montrer comment intégrer les processus métier d'une entreprise à l'aide d'un référentiel commun offrant différents points de vue. Cette démarche généralisable est appliquée à l'intégration de deux standards de qualité, ISO 9001v2000 et Capability Maturity Model Integration (CMMI), afin de générer un référentiel qualité multi\--vues permettant une certification relative aux deux normes. Ce référentiel prend en compte les chapitres imposés par ISO et les recommandations de CMMI. Dans le cadre de l'implémentation du référentiel, nous nous sommes intéressés à la définition d'une méthodologie d'estimation des délais et charges des projets informatiques afin de rationaliser ce processus critique pour l'entreprise. La mise en place de ce référentiel qualité s'accompagne de la définition d'une démarche assurant l'interopérabilité des processus définis avec ceux des clients et/ou partenaires.<br />Une méthodologie d'audit projet, un référentiel documentaire et un référentiel des compétences viennent compléter le travail déjà réalisé afin d'assurer l'implémentation et le respect du référentiel qualité.