Refactoring teamwork processes through user interface design.

Mark Anderson, Max Gilbert

Research output: Contribution to journalArticle

Abstract

In this paper, the link between the actions undertaken my teams of co-workers and the relationship with the environment provided by IT systems is considered. As an organization evolves over an extended period of time, both the IT systems and also the working practices employed to complete the day to day tasks essential to meet the needs of an organisation’s customers, particularly in the service sector, rapidly become unfit for purpose. This soon becomes an issue both in meeting the needs of customers and also in meeting regulatory requirements. The case study considered in this paper reviews the requisite practices adopted by a service provider in the wetstock management industry, and the positive impact that the company realized through the re-engineering of both IT systems and business workflows. The central driver for the changes implemented was a need identified in the business to implement improved visualization of data relating to working practices in the organization and it’s clients.
Original languageEnglish
Pages (from-to)2094-2100
JournalInternational Journal Of Management & Information Technology
Volume10
Issue number4
Publication statusPublished - 30 Nov 2014

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Working practices
Interface design
Team work
User interface
Industry
Service provider
Reengineering
Workers
Service sector
Visualization

Cite this

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title = "Refactoring teamwork processes through user interface design.",
abstract = "In this paper, the link between the actions undertaken my teams of co-workers and the relationship with the environment provided by IT systems is considered. As an organization evolves over an extended period of time, both the IT systems and also the working practices employed to complete the day to day tasks essential to meet the needs of an organisation’s customers, particularly in the service sector, rapidly become unfit for purpose. This soon becomes an issue both in meeting the needs of customers and also in meeting regulatory requirements. The case study considered in this paper reviews the requisite practices adopted by a service provider in the wetstock management industry, and the positive impact that the company realized through the re-engineering of both IT systems and business workflows. The central driver for the changes implemented was a need identified in the business to implement improved visualization of data relating to working practices in the organization and it’s clients.",
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note = "[1] Huczynski, A.A. & Buchanan, D.A. (2007). Organisational Behaviour (6th edition). Harlow, England: Prentice-Hall. [2] Shin, Y. (2005). Conflict resolution in virtual teams. Organisational Dynamics, 34(4), 331-345. [3] Duart, D.L. and Snyder, N.T. (2001). Mastering Virtual Teams: strategies, tools and techniques that succeed (2nd edition). San Francisco, CA: Jossey-Bass [4] Ali, A., & Kohun, F. (2007). 'Dealing with some isolation to minimize doctoral attrition - A four stage framework'. International Journal of Doctoral Studies, 2, 33-49. Available online http://www.ijds.org/Volume2/IJDSv2p033- 049Ali28.pdf [Accessed 05/09/2014]. [5] Tajfel, H. & Turner, J.C. (1986). The social identity theory of inter-group behaviour. In S. Worchel and W.G. Austin (eds), Psychology of inter-group relations (2nd edition, pp7-24). Chicago: Nelson-Hall. [6] Warner, M. & Witzel, M. (2004). Managing in virtual organisations. London: International Thomson Business Press. [7] N. Worren, Organisation Design: Re-defining complex systems, Pearson, Harlow: England, 2012. [8] S.D. Eppinger, “Innovation at the speed of information”, Harvard Business Review, January, pp.149-158, 2001. [9] The Agile Alliance. (2011, February 13). History: The Agile Manifesto. Retrieved October 2014 from Manifesto for Agile Software Development: http://agilemanifesto.org/history.html [10] M.W. Salisbury, “Putting theory into practice to build knowledge management systems”, Journal of Knowledge Management, vol. 7(2), pp. 128-141, 2003 [11] J. Plass and M. Salisbury, “A living system approach to the development of knowledge management systems”, Educational Technology Research and Development, vol. 50(1), pp. 35-57, 2002 [12] Haughey, D. (2010, December 23). Waterfall v Agile: How Should I Approach My Software Development Project? (Unilever) Retrieved July 31, 2014 from Project Smart: http://www.projectsmart.co.uk/waterfall-v-agile-how-should-iapproach-my-software-development-project.html [13] I. Kang, Y. Park and Y. Ki, “A framework for design-ing a workflow based knowledge map”, Business Process Management Journal, vol. 9(3), pp 281-294, 2003 [14] M.A. Balzarova, C.J. Bamber, S. McCambridge and J.M Sharp, “Key success factors in implementation of process based management: a UK housing association experience”, Business Process Management Journal, vol. 10(4), pp. 387-399, 2004 [15] P.S. Chan and C.Land, “Implementing reengineering using information technology”, Business Process Management Journal, vol. 5(4), pp. 311-324, 1999.",
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Refactoring teamwork processes through user interface design. / Anderson, Mark; Gilbert, Max.

In: International Journal Of Management & Information Technology, Vol. 10, No. 4, 30.11.2014, p. 2094-2100.

Research output: Contribution to journalArticle

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