Information and Knowledge Management using ArcGIS ModelBuilder

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Luigi Lavazza Basili, V., Lindvall, M., Regardie, M., Seaman, C., Heidrich, J., Munch, J., Rombach, D. and Trendowicz, A. (2010) “Linking Software Development and Business Strategy Through Measurement” Computer, vol. 43, no. 4, pp. 57-65. Becker, S.A. and Bostelman, M.L. (1999) “Aligning Strategic and Project Measurement Systems” IEEE Software, vol. 16, no. 3, pp. 46-51. Bianchi, A.J. (2001) “Management Indicators Model to Evaluate Performance of IT Organizations” International Conference on Management of Engineering and Technology, vol. 2, IEEE Press, pp. 217-229. Buglione, L. and Abran, (2000) A. “Balanced Scorecards and GQM: What Are the Differences?” 3rd European Software Measurement Conference, Federation of European Software Measurement Association, pp. 18- 20. Card, D. (2003) “Integrating Practical Software Measurement and the Balanced Scorecard” 27th Annual International Computer Software and Applications Conference, IEEE CS Press, p. 362-363. Fuggetta, A., Lavazza, L., Morasca, S., Cinti, S., Oldano, G. Orazi, E. (1998) “Applying G/Q/M in an Industrial Software Factory”, ACM Transactions on Software Engineering and Methodology, vol. 7, no. 4. Kaplan, R. and Norton, D. (1992) “The Balanced Scorecard - Measures that Drive Performance”, Harvard Business Review, vol. 70, no. 1. Lavazza, L. and Barresi, G. (2005) “Automated Support for Process-aware Definition and Execution of Measurement Plans”, International Conference on Software Engineering – ICSE 2005, St. Louis, Missouri, May. Lavazza, L. and Mauri, M. (2006) “Software Process Measurement in the Real World: Dealing with Operating Constraints”. Software Process Workshop – SPW/Prosim 2006, Shanghai, May. Lecture Notes in Computer Science Volume 3966. 302
eBusiness Model Design and Evaluation: The Pieces Make the Puzzle Monika Magnusson Karlstad University, Sweden Monika.Magnusson@kau.se Abstract: SMEs (Small and Medium-sized Enterprises) nowadays have to deal with the highly complex situation of global competition, fast technology development and extensive business networking. Because of their importance for the economy, it is essential that SMEs embrace new technology and adapt to societal changes such as the increasing use of eCommerce. Few innovations in history offer as much benefits as eCommerce, at least theoretically. However, many SMEs are poor at managing technology as a strategic weapon since their human and financial resources are limited. There is a need in SMEs for elementary conceptual tools for designing and evaluating their eCommerce model. While there are frameworks and methods for business model design and evaluation, earlier research on eCommerce (or eBusiness) models often focus on business model categories rather than how to design a specific company's plan for eCommerce. Further knowledge of these matters would facilitate for SMEs to gain benefits from eCommerce. The purpose of this theoretical study is to suggest a conceptual framework for the evaluation and design of eBusiness models in SMEs. The framework integrates eBusiness model elements from earlier research with a model of organizational change levels. Additionally, a number of variants or ‘values’ for the eBusiness model elements are proposed as a tool for design or evaluation together with a set of ‘guiding questions’. The importance of IT in an eBusiness model is acknowledged as technology factors are integrated in the framework. Furthermore, it is proposed that it is valuable to conceptually separate the business model from the eBusiness model as some companies chose to offer a different value proposition or target other customer segment in the eCommerce endeavor than in their traditional sales and marketing channels. Keywords: eBusiness model, eCommerce, SME, eBusiness model design and evaluation 1. Introduction Few innovations in history offer as much benefits as eCommerce, at least theoretically. For SMEs eCommerce present a cost efficient way of marketing and selling their products and services to a world-wide market, at a twenty-four seven basis. Small and medium-sized enterprises (SMEs) are sometimes called the backbone of a country because of their importance for generating employment, engendering competition and creating economic wealth (Hay & Kamshad 1994). Because of their importance for the economy, it is essential that SMEs embrace new technology and adapt to societal changes such as the increasing use of eCommerce even if this is not always an easy task. Today’s SMEs must deal with the highly complex situation of global competition, fast technology development and extensive business networking. Although the ideal is that all companies with prominent business ideas will survive and prosper, the reality is different. A finely attuned interplay between several business elements is also necessary. This interplay can best be described as a business model. A business model is ‘a conceptual tool that contains a set of elements and their relationships and allows expressing the business logic of a specific firm’ (Osterwalder et al., 2005:10). Accordingly, an eBusiness model is a ‘blue print’ of how a company creates revenue by their use of eCommerce. SMEs are sometimes claimed to be poor at managing technology as a strategic weapon due to limited human and financial resources (Buratti & Penco 2001). There is a need in SMEs for elementary, but yet powerful, conceptual tools for designing and evaluating their eCommerce model. However, the relatively few frameworks and methods that exist (see for example Morris et al. 2005 and Osterwalder et al. 2005) give limited support for designing the IT part of the (e-)business model. This is unfortunate as the SMEs in the study of Kim et al. (2008) found the matching of technology with business needs to be one of the major challenges and obstacles in forming an eBusiness strategy. The design or evaluation of an eBusiness model in a structured and systematic way could assist SMEs in these matters. The purpose of this study is therefore to propose a conceptual framework for the design and evaluation of eBusiness models in SMEs. The study is theoretical in nature like most other studies of business model elements. 2. Business models vs eBusiness models There is still no consensus in academic literature regarding the definition of the concept ‘business model’ (Morris et al, 2005, Yunus et al., 2010). In this study we will use the definition of Osterwalder et al. (2005:10) that builds on a substantial literature review: 303
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Proceedings of the 5th European Con
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Contents Paper Title Author(s) Page
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Paper Title Author(s) Page No. Cont
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Preface The 5th European Conference
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Dr Jorge Ricardo da Costa Ferreira
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LSE while working at the British St
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Minna Isomursu, PhD, is a research
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Elmarie Papageorgiou is a Senior Le
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Information and Knowledge Managemen
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João Agrela et al. So modeling bec
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João Agrela et al. ETRS 89 project
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João Agrela et al. (accidents) tha
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Figure 8: Final model João Agrela
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João Agrela et al. outputs and res
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System Integration Model Based on O
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Kamsuriah Ahmad, Azwan Mohamed and
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Kamsuriah Ahmad, Azwan Mohamed and
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Building Virtual Communities on top
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Cuneyt Gurcan Akcora, Barbara Carmi
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References Cuneyt Gurcan Akcora, Ba
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Karen Anderson, Göran Samuelsson a
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Developing a Model for Assessing IT
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Mohammad Abooyee Ardakan et al. Fig
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Mohammad Abooyee Ardakan et al. cor
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Investigating the Relationship of M
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Mohammad Abooyee Ardakan, Babak Soh
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Table 3: Goodness of fit indices Mo
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Evaluation of ICT Investment in Hea
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Figure 1: Search strategy for syste
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A. Arviansyah, Egon Berghout and Ch
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Managerial A. Arviansyah, Egon Berg
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The Uses of Business Outcomes for I
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Dawit Asmelash Measurability of th
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Dawit Asmelash affected business pr
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Business Units HR Sales Step 2 Iden
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Dawit Asmelash In this case, at thi
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Data Governance in Practice: The SM
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Carolyn Begg and Tom Caira Our rese
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Carolyn Begg and Tom Caira In the f
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Carolyn Begg and Tom Caira Decision
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Carolyn Begg and Tom Caira SMEs nee
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Fergal Carton et al. The language u
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Fergal Carton et al. 2008) to abstr
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Payment integration (payment produc
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Fergal Carton et al. Kim,C., Mirsob
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Walter Castelnovo devised for, have
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Walter Castelnovo the potential ris
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Walter Castelnovo allow the informa
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Walter Castelnovo Risk assessment,
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Embedding Human Values Into Informa
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Sunil Choenni, Peter van Waart and
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Evaluating the Role and Potential o
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Renata Paola Dameri For these reaso
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Final assessment and evaluation. Re
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Renata Paola Dameri STRATEGIC GOALS
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Renata Paola Dameri To clearly com
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ICT and PA: A Marriage Made in Heav
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Maria Concetta De Vivo, Alberto Pol
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Jan Devos, Hendrik Van Landeghem an
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References Jan Devos, Hendrik Van L
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Luciana Duranti and Adam Jansen Dig
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Luciana Duranti and Adam Jansen A
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References Luciana Duranti and Adam
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Kate Dymoke-Bradshaw and Ann Brown
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Graham Fletcher and Marie Cahillane
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How Open Source Software Products:
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Chiara Friso, Valentina Lenarduzzi,
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Il giornale elettronico (Trivella,
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Yuwanuch Gulatee and Barbara Combes
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Table 1: Wholly online participants
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Florian Hamel, Thomas Ph. Herz, Fal
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Martin Hill, John Salt and Graham F
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Transforming Information to Knowled
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Vered Holzmann and Ben Holzmann Tot
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Vered Holzmann and Ben Holzmann kno
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Vered Holzmann and Ben Holzmann Prz
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Grant Howard and Sam Lubbe High-lev
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3. Theoretical discussion 3.1 Green
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Grant Howard and Sam Lubbe 3.6 Envi
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Grant Howard and Sam Lubbe Easterbr
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Evaluating ICT Based Services for O
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Minna Isomursu and Marja Harjumaa t
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4.2 Challenges with research method
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Minna Isomursu and Marja Harjumaa b
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The Geography of Criminality - Info
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Intelligence Paulo João, Jorge Fer
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4.1 Crime hot-spots Paulo João, Jo
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Paulo João, Jorge Ferreira and Jos
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Mobile Virtual Network Operator Inf
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Hallur Leivsgarð Joensen and Torbe
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Björn Johansson and Linda Bergkvis
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A Fair Partnership Model by Sharing
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Ghassan Kbar 2. Partnership and VC
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Ghassan Kbar Entering state of the
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Ghassan Kbar Saudi-chamber, (2011)
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Page 311 and 312: Luigi Lavazza In conclusion, when a
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Page 321 and 322: Monika Magnusson categories of busi
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Page 325 and 326: 5.2 Guiding questions Monika Magnus
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Page 343 and 344: 3.4 Infological alignment Thanos Ma
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Nor Laila Md Noor and Ariza Nordin
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Nor Laila Md Noor and Ariza Nordin
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Isolated Strategies Nor Laila Md No
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HOT-fit Evaluation Framework: Valid
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Maryati Mohd Yusof In order to vali
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Maryati Mohd Yusof Further framewor
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Maryati Mohd Yusof Kaplan, B., and
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Gunilla Myreteg social context (Orl
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Gunilla Myreteg needed routine. Ano
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Gunilla Myreteg used, which in turn
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Environmental Scanning Practice of
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Roslina Othman and Siti Rohimi Hame
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5. Conclusion Roslina Othman and Si
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Understanding Financial and non-Fin
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Elmarie Papageorgiou and Herman de
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Type of non-financial information a
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Shabnam Pasandide, Abbas Toloie Esh
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Can eGovernment Systems Bridge the
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Higher quality of services Elias Pi
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Elias Pimenidis, Lazaros Iliadis, a
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Elias Pimenidis, Lazaros Iliadis, a
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Contributions to the Measurement an
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Rui Alexandre Pires and Maria do C
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assessment Rui Alexandre Pires and
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Rozilawati Razali and Mahamsiatus K
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Figure 1: Research design 3.2 Phase
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David Sammon, Tadhg Nagle and John
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Teresa Santos, Ségio Freire and Jo
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Reflections on the Role of the Lect
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3. Reflective practice Elsje Scott,
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Elsje Scott, Peter Weimann and Nata
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Elena Serova traditional ERP manage
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Elena Serova Increase in percentag
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9. Conclusion Elena Serova At prese
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Sharina Tajul Urus, Alemayehu Molla
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4.2 Description of feral systems Sh
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Sharina Tajul Urus, Alemayehu Molla
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Type Sharina Tajul Urus, Alemayehu
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Open Source Disease Control Softwar
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Jose Teixeira and Reima Suomi do no
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Jose Teixeira and Reima Suomi from
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Jose Teixeira and Reima Suomi Futur
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Value of Knowledge Management Syste
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Nelly Todorova Human capital repres
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Nelly Todorova IT value from pure f
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Nelly Todorova unique and inimitabl
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Accountability and the Reconstructi
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Geert-Jan van Bussel cluding the pr
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Geert-Jan van Bussel (e.g., Wijnhov
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Geert-Jan van Bussel complementary,
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The Question of Selecting Appropria
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Bartosz Wachnik We can discern two
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Bartosz Wachnik Table 1: Criteria o
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Tasks in an ERP implementation proj
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Bartosz Wachnik Tests’ recapitul
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PhD Research Papers 501
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Information Systems for Production
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Denisa Ferenčíková 3. Correctly
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Denisa Ferenčíková method requir
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Denisa Ferenčíková mentioned typ
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1.2 Service oriented architecture A
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Antonio Hidalgo Landa, Ian Owens an
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Hesbon Nyagowa, Dennis Ocholla and
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The Specification of Competency Que
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Yadary Ortega-González et al. Figu
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Yadary Ortega-González et al. merg
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Yadary Ortega-González et al. Comp
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Yadary Ortega-González et al. Lysa
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Michal Pivnička to (Collis 2008),
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Figure 2: List of scorecards window
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Michal Pivnička A Custom view (fig
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Michal Pivnička necessary calculat
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Michal Pivnička combines two or mo
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Michal Pivnička When any informati
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Challenges in Business Case Develop
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Bart-Jan van Putten, Franziska Brec
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Bart-Jan van Putten and Markus Schi
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Mohamad Norzamani Sahroni and Marya
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Table 1: Type of medical error Moha
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Non Academic Papers 577
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Management of Waiting List for Surg
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Rita Cristóvão and Pedro Gomes In
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Figure 4: Circuit of the patient in
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Rita Cristóvão and Pedro Gomes Fi
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Rita Cristóvão and Pedro Gomes ne
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Rita Cristóvão and Pedro Gomes Fi
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Rita Cristóvão and Pedro Gomes T
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Work in Progress Papers with Poster
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Information Management Enabling Col
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Maria Bergenstjerna Data will be co
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2. Methodology Giovanni Camponovo R
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Giovanni Camponovo separate concept
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Giovanni Camponovo A graphical summ
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Giovanni Camponovo 3.5 Motivations
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Giovanni Camponovo Butler, B., Spro
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An Enterprise Ontology Approach for
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Bernardo Gomes, André Vasconcelos
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Soudabeh Khodambashi and Maryati Mo
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National ICT Strategy and its Imple
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Ermelinda Kordha and As. Kozeta Sev
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João Soares, José Tribolet and An
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João Soares, José Tribolet and An
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