A Systematic Approach for Analysis Workshops in Enterprise 2.0 Projects

Research output: Chapter in Book/Report/Conference proceedingsConference contributionpeer-review

Abstract

Enterprise 2.0 projects are recently gaining increasing interest among organizations of all sizes and across industries. Especially for organizations with multifaceted business processes and the necessity of intra- and inter-organizational information and knowledge exchange, it offers great opportunities to step up efficiency and effectiveness of communication as well as optimize and simplify collaboration. Therefore, Enterprise 2.0 projects have a significant impact on corporate culture and the organizational processes. Hence, it is crucial to adopt an appropriate approach taking all aspects, especially socio-cultural issues, into account. This paper presents a methodology for a participative as-is analysis comprising a combination of semi-structured interviews and moderated process modelling in the context of Enterprise 2.0 projects. The methodology was applied in five different industry projects. Results are provided from one industry project in more detail.
Original languageEnglish
Title of host publicationProcedia Technology
PublisherElsevier B.V.
Pages897-905
DOIs
Publication statusPublished - 2014
EventCENTERIS 2014 - Conference on ENTERprise Information Systems / ProjMAN 2014 – International Conference on Project MANagement - Troia, Portugal
Duration: 15 Oct 201417 Oct 2014
http://centeris.scika.org/

Conference

ConferenceCENTERIS 2014 - Conference on ENTERprise Information Systems / ProjMAN 2014 – International Conference on Project MANagement
CountryPortugal
CityTroia
Period15.10.201417.10.2014
Internet address

Keywords

  • Enterprise 2.0
  • Enterprise 2.0 projects
  • Web 2.0 in organizations
  • workshops
  • process management
  • as-is analysis
  • interviews

Fingerprint Dive into the research topics of 'A Systematic Approach for Analysis Workshops in Enterprise 2.0 Projects'. Together they form a unique fingerprint.

Cite this