Abstract: Technology is a recent prodigy in people’s everyday life that has taken off. It infiltrated almost every aspect of one’s lives, changing how people work, how people learn and how people perceive things. Academic Institutions, just like other organizations, have deeply modified its strategies to integrate technology into the institutional vision and corporate strategy that has never been greater. Information and Communications Technology (ICT) continues to be recognized as a major factor in organizations realizing its aims and objectives. Consequently, ICT has an important role in the mobilization of an academic institution’s strategy to support the delivery of operational, strategic or transformational objectives. This ICT strategy should align the institution with the radical changes of the ICT world through the use of Enterprise Architecture (EA). Hence, EA’s objective is to optimize the islands of legacy processes to be integrated that is receptive to change and supportive of the delivery of the strategy. In this paper, the focus is to explore the motivational antecedents during the adoption of EA in a Higher Education Institution in the Philippines for its ICT strategic plan. The seven antecedents (viewpoint, stakeholders, human traits, vision, revolutionary innovation, techniques and change components) provide understanding into EA adoption and the antecedents that influences the process of EA adoption.
Abstract: The rapid progress of technology in today's competitive conditions has also accelerated companies' technology development activities. As a result, companies are paying more attention to R&D studies and are beginning to allocate a larger share to R&D projects. A more systematic, comprehensive, target-oriented implementation of R&D studies is crucial for the company to achieve successful results. As a consequence, Technology Roadmap (TRM) is gaining importance as a management tool. It has critical prospects for achieving medium and long term success as it contains decisions about past business, future plans, technological infrastructure. When studies on TRM are examined, projects to be placed on the roadmap are selected by many different methods. Generally preferred methods are based on multi-criteria decision making methods. Management of selected projects becomes an important point after the selection phase of the projects. At this stage, TRM are used. TRM can be created in many different ways so that each institution can prepare its own Technology Roadmap according to their strategic plan. Depending on the intended use, there can be TRM with different layers at different sizes. In the evaluation phase of the R&D projects and in the creation of the TRM, HAVELSAN, Turkey's largest defense company in the software field, carries out this process with great care and diligence. At the beginning, suggested R&D projects are evaluated by the Technology Management Board (TMB) of HAVELSAN in accordance with the company's resources, objectives, and targets. These projects are presented to the TMB periodically for evaluation within the framework of certain criteria by board members. After the necessary steps have been passed, the approved projects are added to the time-based TRM, which is composed of four layers as market, product, project and technology. The use of a four-layered roadmap provides a clearer understanding and visualization of company strategy and objectives. This study demonstrates the benefits of using TRM, four-layered Technology Roadmapping and the possibilities for the institutions in the defense industry.
Abstract: We review a knowledge extractor model in
constructing 3G Killer Applications. The success of 3G is essential
for Government as it became part of Telecommunications National
Strategy. The 3G wireless technologies may reach larger area and
increase country-s ICT penetration. In order to understand future
customers needs, the operators require proper information
(knowledge) lying inside. Our work approached future customers as
complex system where the complex knowledge may expose regular
behavior. The hidden information from 3G future customers is
revealed by using fractal-based questionnaires. Afterward, further
statistical analysis is used to match the results with operator-s
strategic plan. The developments of 3G applications also consider its
saturation time and further improvement of the application.
Abstract: The objective of this research is to develop the
performance indicators (PIs) in operational level for the Pre-hospital Emergency Medical Service (EMS) system employing in Thailand. This research started with ascertaining the current pre-hospital care
system. The team analyzed the strategies of Narerthorn, a government unit under the ministry of public health, and the existing PIs of the pre-hospital care. Afterwards, the current National Strategic Plan of EMS development (2008-2012) of the Emergency
Medical Institute of Thailand (EMIT) was considered using strategic
analysis to developed Strategy Map (SM) and identified the Success
Factors (SFs). The analysis results from strategy map and SFs were used to develop the Performance Indicators (PIs). To verify the set of
PIs, the team has interviewed with the relevant practitioners for the possibilities to implement the PIs. To this paper, it was to ascertain
that all the developed PIs support the objectives of the strategic plan. Nevertheless, the results showed that the operational level PIs suited
only with the first dimension of National Strategic Plan
(infrastructure and information technology development). Besides,
the SF was the infrastructure development (to contribute the EMS system to people throughout with standard and efficiency both in normally and disaster conditions). Finally, twenty-nine indicators
were developed from the analysis results of SM and SFs.
Abstract: This study examines the structural and systematic processes of the Human Resources Division at The University of the West Indies, St. Augustine, Trinidad and Tobago for evidence of incorporation of the University's 2012- 2017 Strategic Plan. In conducting the study the structure of the Human Resources Management Division and its functions were carefully reviewed and measured against the strategic direction of the organisation. Findings indicate disconnect between these areas as there is apparent failure of the Human Resources Division to totally align its mandate with that of the organisation-s strategic direction. This action serves to threaten the viability of the organisation and its efficiency and effectiveness as an institution. The recommendations being put forward are for the realignment of the Human Resources Management Division and for its focus to mirror that of the organisation and the organisation-s goals and objectives. This may entail a restructuring of the Division.