Parking facilities are vital for most organization that encourages business grown. Though this industry is undergoing a revolution, applying new technologies such as Service Science Management and Engineering (SSME) to achieving better performance and customer satisfaction, is still lagging especially in Malaysia. Based on this concern, this study was undertaken with the purpose to unfold and understand the need for a better and efficient system for parking management. The focus of this research is incorporating the SSME concept by integrating important components of business, management and technologies, in order to provide quality parking services for customers and thereby improve the management of parking systems.
Organizations worldwide invest in enterprise system software to gain access to integration of transactions-oriented data and business process throughout the organization. From the vendor perspective Enterprise Resource Planning software is the enabler of the current dynamic business environment. It must be noted that this is the expectation of implementers. For this reason researchers have focus attention on the effective implementation of the ERP. The core researches have been on ERP implementation i.e. factors affecting ERP implementation i.e. critical success factor, risks and failures.
Companies are always trying to enhance their functioning to achieve a competitive advantage in a given market. Some of the tools that are used to improve organizational functioning include ERP systems. In fact, ERP systems are becoming very popular among firms, to the point where they are considered by some as an ailing business savior. Nevertheless, despite the attractive functions that an ERP system may display to an interested company, implementing such a system successfully is a task that is far from being easy. Several problems may arise in the implementation phase, and a failure to address them correctly can have terrible consequences on the general functioning of a firm. Two of the main factors that contribute to a failed ERP system implementation are training and resistance to change.
Government organizations are complex with employees of all kinds of occupations. To support the employees and make their daily processes efficient and satisfying, government organizations implements IT. Örebro municipality uses an internal e-Service; called Personec P Self-service, for their employees where they can register/request leave of absence, vacation, change of turns within their department and many other features.
Indian IT companies have garnered a good market share in the global IT services market. Research has been emerging on the competitiveness of the Indian IT industry and the opportunities which led to the success of the Indian IT industry. However,considering the current challenges posed to the Indian IT industry, Indian IT companies have to move up in the value chain and achieve technology led catch-up with the incumbents to maintain the market share in a highly competitive market.
The critical success factors of ERP systems mainly include proper implementation and usage. Beside this there are several other factors that decide the regular functioning of ERP in organizations. While many organizations have not incurred the necessary benefit in terms of money and other measures there are lots who have witnessed multiple profits. Studying them will help in understanding the critical success factors for ERP implementation. They will help in deciding ERP success.
This study presents a model for calculating the total cost of ownership (TCO) of relatively small ERP implementations, including two years of running the system. The main factors affecting the cost items in the model are also analyzed, based in part on four case projects that the consultancy company Acando has carried out recently and in part on literature. The case projects were investigated through interviews with key actors in the projects from Acando and the customer, and through invoicing and project documentation in Acando’s databases. It is important to note that it is the cost side of the projects that is in focus in this thesis. Realized value at the customer is thus not included in the TCO model or further analysis./p>
Organizations are currently facing increasingly dynamic environments that require fast action in high-velocity settings. Recent research on dynamic capabilities purports that organizations need to build these capabilities to successfully confront increasing uncertainty. Among these capabilities, authors suggest that flexibility may be a key ingredient needed to adapt to uncertainty and change. Yet, a review of the literature reveals that there is a gap that neglects subunit level activities at the lower levels of the firm, and thus it is difficult to determine how to build flexibility at this level. In this study, I examined key factors related to operational flexibility, defined as the ability of subunits to change day-to-day or within a day with the operational problems and changes.
The newspaper industry has clearly been affected thoroughly by digitalization, and as a result has adapted its traditional practices to accommodate for the numerous possibilities this change presents. The printed paper is becoming less viable each day, while its online counterpart continues to gain recognition. In this thesis, we conduct a case study in order to examine a large-scale local newspaper company which has gone from analog to digital and beyond over the course of what is only a fraction of its lifetime. Qualitative interviews are conducted as part of the case study, providing us with valuable insight into both how the organization works and makes decisions as well as the perspectives of individuals.
During the last decade offshore sourcing has emerged as a rapidly growing trend, making offshore-based consultants rule rather than exception in IT consulting projects. This offshore context introduces challenges in knowledge management; something of particular interest in IT consulting, being a knowledge intensive industry where a firm’s ability to leverage knowledge determines its ability to gain competitive advantage. This study adds to the understanding of how these challenges to knowledge management in an offshore context are managed, as well as how project-specific knowledge is managed in such a context. Eight semi-structured interviews have been conducted in two different consulting projects at Accenture.
B. E (Computer Science)
B. E (Electronics and Communication)
B. E (Electrical and Electronics Eng.)
B. E (Information Technology)
B. E (Instrumentation Control and Eng.)
M. E (Computer Science)
M. E (Power Electronics)
M. E (Control System)
M. E (Software Engg)
M. E (Applied Electronics)
M. SC (IT , IT&M , CS&M, CS)
B.Sc. (IT , CS)