ABOUT

Most problems in ICT development and maintenance are of human nature, not technological obstacles. The co-operation in teams and projects is key to success. Basis for it is a common understanding of the governing values and policies of the organisation and of the processes tailored to their spirit and fostering the achievement of the business goals. The agile approach makes the role of the humans in the process even more crucial. Especially it requires a common attitudes of the players as a prerequisite for the success of the process. 

Process engineering facilitates co-operation by providing the chance to establish a common view on how the work should be done. ICT organisations face the challenge to have enforced processes to reduce cost but keep the processes flexible so that the teams can quickly adapt their approach to the rapidly changing requirements. Besides process capability the attitude of continuous improvement is of paramount importance: nothing is constant, to master changes is key. Only fast learning and adapting organisations are competitive and likely to survive. 

TOPICS

Suggested topics of interest include, but are not restricted to:

• Principles governing definition of processes

• Volume and reaction time of process improvement steps

• Continuous process improvement, process reengineering, innovation: 

• Criteria and mechanism taking decision for and implementation of process changes

• Governance of process improvement initiatives or measures

• Intertwining of operational (process) and organisational structures: Challenges and solutions

• Balancing process and product orientation in organisations

• Organisation and governance of digitalisation initiatives

• Challenges small and medium companies face setting up and carrying out digitalisation initiatives

• Process models for organisations developing artificial intelligence including machine learning 

• Process models for projects providing big data applications

• Commonalities between developing artificial intelligence with and differences to traditional developments

• Hybrid – traditional and agile – approaches in an organisation structure or in a project

• Process improvement in the “trenches” (aka case studies)

• Metrics for process control in ICT

• Measurement frameworks for process assessment and improvement

• Maturity models: where are we, where are we going, going we somewhere?

• Which promises did agile approaches fulfil and which ones not?

• Process improvement approaches and techniques in agile enterprises

TRACK COMMITTEE

Chair: 

Karol Frühauf,INFOGEM AG, Switzerland

Andreia Malucelli, PUC-PR, Brazil

Moises Rodríguez, AQCLab, Spain 

Miguel Ehécatl Morales Trujillo, University of Canterbury, New Zealand 

João Faria, FEUP, INESC TEC, Portugal 

Gerhard Fessler, Steinbeis Beratungszentrum Prozesse, Exzellenz und CMMI (PEC),  

Ferdinand Gramsamer, Infogem AG, Switzerland 

Isabel Lopes Margarido, University of Porto, Portugal 

Patricia Mcquaid, California Polytechnic State University, United States 

Andreas Nehfort, Nehfort IT-Consulting KG, Austria 

Ricardo Pérez-Castillo, Alarcos Research Group, University of Castilla-La Mancha,