Information and Knowledge Management using ArcGIS ModelBuilder

Hallur Leivsgarð Joensen and Torben Tambo
Operator (MVNO). The software was named MVNOSoft and the company name was MVNOCo
(MVNO 2010). The engagement was unique in the sense that MVNOCo hadn’t work with electricity
before and PowerCo hadn’t worked with B2C and the MVNO concept before; furthermore were the
most B2C utilities software industry-dedicated, legacy and in no way inciting consumers to costconsciousness
and green consumption.
With MVNO, a market actor in the telecom industry can establish itself without having or operating a
network. MVNOCo markets this as “start your own telecom company” (MVNO 2010, Utilibil 2010). The
threshold to enter and penetrate the market is significantly lowered for new actors including small
companies, and traditional actors of complete different businesses, such as retailers of coffee,
clothes, home electronics, or industry-dedicated actors of e.g. construction, agriculture.
MVNOCo offered PowerCo implementation on fixed time and price based on a feasibility study, a
requirement specification process and an integration requirement analysis. The feasibility study was
based on the lenses of Total Quality Management (TQM), Business Process Re-Design &
Reengineering (BPR) and Business Process Management (BPM) (Hanafizadeh et. al, 2009; Hammer
et. al, 1993; Kettinger et. al, 1997; Valiris et. al, 1999).
TQM is claimed to be less relevant for this project, as it emphasises an incremental and continuous
level of change. These TQM terms are difficult to claim valid in a project of replicating core aspects in
one industry to another, which furthermore are expected to gain substantial competitive advantage.
However, TQM forms a bearing point in the discussion of Joensen (2010).
The BPR initiatives face two challenges; technical and socio-cultural challenges where technical is the
development and design of the business process, while socio-cultural is the organisational effects on
involved individuals (Reijers and Goverde 2005). Socio-cultural challenges, such as management of
change, project management and strategic management (Cummings and Worley 2008) are limited in
this project, as focus will be more on techno-structural changes in terms of activities conducted in key
business processes.
The MVNO project can be additionally specified on Re-Design and Re-engineering by using the
process type definitions on selected implication degrees (Macdonald, 1995):
Figure 3: Positioning of MVNO within MacDonald’s (1995) process type definitions
The MVNO-project is expected to have a medium degree of executive involvement and a medium
time and cost to improvement while all the other factors are fairly high. The project can both be
defined as a Re-Design and Re-Engineering project as PowerCoSales currently is a company without
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