From the article: Many organizations are striving for a structural and professional approach toward business information management (BIM). With help of BiSL they can shape the BIM responsibilities and processes, but they struggle with the required capacity for the BIM activities necessary for their particular situation. Therefore, research was started to develop an instrument to determine the required capacity of the BIM activities in an organization. In this paper the construction of the instrument will be described. A limited set of factors may be of importance to identify the required capacity of BIM activities that is needed: complexity of business processes, complexity of IS/IT, dynamics of the organization and its environment and the size of the organization are examples of relevant factors. However, factors that appear relevant may prove useless in practice due to the fact that organizations have no data on these indicators available. Furthermore, the relationships between the present and desired quality of information and information services are part of the instrument. The instrument was tested in practice to determine the usefulness. The results show that the instrument has the potential to determine the required capacity of BIM.
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Metastructuration actions (overarching activities from management that shape and align users’ activities of IS/IT use) are often advocated to improve the success of IS/IT implementation. But how can management support enhance the success of IS/IT by metastructuration actions, when they are dealing with multiple stakeholders? This key question is addressed in this paper. Building on Orlikowski et al. (1995), we explore the contextual conditions of metastructuration actions of management concerning three other key stakeholders: users, the IT department, and external service providers or consultants. The empirical case context is a Dutch public healthcare organisation that deployed three (different) departmental information systems . Based on 26 interviews with all stakeholders that were involved in the deployment of the three departmental information systems, we find that three types of metastructuration actions were critical in a particular relationship with two types of stakeholders. We conclude that this demonstrates that stakeholder context is indeed conditional to metastructuration actions, and hence the success of an IS/IT implementation in terms of perceived system quality and acceptance
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Sportaccommodaties en sportevenementen zijn niet meer weg te denken in ons (sport- en bewegings) landschap. Ze creëren mogelijkheden om te sporten en te bewegen, trekken fans, toeschouwers en in die zin ook sponsors aan, en vormen een interessant communicatie-instrument voor steden en regios. Bovendien komen sportaccommodaties en sportevenementen met private dan wel publieke middelen tot stand. Met sporters, supporters, sponsors, commerciële partners en overheden als belangrijke stakeholders dringt ook een specifieke management- en marketingbenadering van sportaccommodaties en sportevenementen zich op. In het boek Geen sportcultuur zonder sportinfrastructuur wordt uitvoerig aandacht besteed aan het beleid, het management en de marketing van sportaccommodaties en sportevenementen. Het boek onderscheidt zich van andere boeken met betrekking tot sportaccommodaties en sportevenementen, enerzijds door de focus op de Lage Landen en anderzijds door de multidisciplinaire benadering. Onder redactie van Jeroen Scheerder en Steven Vos geven meer dan dertig experts uit Nederland en Vlaanderen wetenschappelijk onderbouwde en/of beleidsrelevante inzichten in diverse beheers- en beleidsaspecten van sportaccommodaties en sportevenementen. Geen sportcultuur zonder sportinfrastructuur is geschreven voor studenten, beleidsmakers en professionals die actief zijn en/of interesse hebben in het management en de marketing van sportaccommodaties en sportevenementen.
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The main question in this PhD thesis is: How can Business Rules Management be configured and valued in organizations? A BRM problem space framework is proposed, existing of service systems, as a solution to the BRM problems. In total 94 vendor documents and approximately 32 hours of semi-structured interviews were analyzed. This analysis revealed nine individual service systems, in casu elicitation, design, verification, validation, deployment, execution, monitor, audit, and version. In the second part of this dissertation, BRM is positioned in relation to BPM (Business Process Management) by means of a literature study. An extension study was conducted: a qualitative study on a list of business rules formulated by a consulting organization based on the Committee of Sponsoring Organizations of the Treadway Commission risk framework. (from the summary of the Thesis p. 165)
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Vanuit Fontys Hogescholen wordt veel onderzoek gedaan, met name door onderzoekers van de verschillende lectoraten. Vanzelfsprekend worden er binnen deze onderzoeken veel data verzameld en verwerkt. Fontys onderschrijft het belang van zorgvuldige omgang met onderzoeksdata en vraagt daarom van onderzoekers dat zij hun Research Data Management (RDM) op orde hebben. Denk hierbij aan veilige opslag en duurzame toegankelijkheid van data. Maar ook (open access) publiceren en archiveren van onderzoeksdata maken onderdeel uit van RDM. Hoe je hier als onderzoeker invulling aan geeft kan soms best een zoektocht zijn, mede doordat nog niet iedereen even bekend is met het onderwerp RDM. Met dit boek hopen we onderzoekers binnen Fontys de belangrijkste informatie te bieden die nodig is om goed invulling te geven aan Research Data Management en daarbij ook te wijzen op de ondersteuning die op dit gebied voorhanden is.
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During the timespan of the implementation of a system, the why and what against the actual state of the system can change. This difference is referred to as the design problem. Currently, no design problems are identified in Business Rules Management (BRM) and Business Rules Management System (BRMS) literature. To solve problems with a BRMS implementation it is important that the problems solved by this implementation are known, which is not the case. A case study approach is utilized containing two phases of data collection. Phase one consisted of multiple expert interviews focused on creating a set of design problems utilizing existing literature on BRMS design problems. Then, in phase two, the set of design problems were proposed to a selection of thirteen organizations, which indicated if the design problems occurred in a BRMS implementation. This resulted in a set of 24 design problems. The identification of design problems contributes to future research in evaluating BRMS’s. Furthermore, the identification of design problems is a contribution towards situational artifact construction in the field of BRM.
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Introduction: Self-management is considered a potential answer to the increasing demand for family medicine by people suffering from a chronic condition or multi-morbidity. A key element of self-management is goal setting. Goal setting is often defined as a moment of agreement between a professional and a patient. In the self-management literature, however, goal setting is regarded as a circular process. Still, it is unclear how professionals working in family medicine can put it into practice. This background paper aims to contribute to the understanding of goal setting within self-management and to identify elements that need further development for practical use. Debate: Four questions for debate emerge in this article: (1) What are self-management goals? (2) What is necessary to accomplish the process of goal setting within self-management? (3) How can professionals decide on the degree of support needed for goal setting within self-management? (4) How can patients set their goals and how can they be supported? Implications: Self-management goals can be set for different (life) domains. Using a holistic framework will help in creating an overview of patients’ goals that do not merely focus on medical issues. It is a challenge for professionals to coach their patients to think about and set their goals themselves. More insight in patients’ willingness and ability to set self-management goals is desirable. Moreover, as goal setting is a circular process, professionals need to be supported to go through this process with their patients.
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Patients diagnosed with esophageal cancer have to deal with the consequences, such as major impact on their physical status and quality of life. A digital self-management tool could be a solution to support these patients in their self-management during the peri-operative period. This dissertation resulted in a better understanding of patients' needs and desires for (digital) self-management support during pre- (and post-operative) care. In addition, a core set consisting of the most relevant topics for self-management was developed. Differences were found between esophageal cancer patients in their expectations and needs regarding self-management and eHealth for self-management support. It is important to apply a diversity of forms of support given the increased desire to provide person-centered care and the fact that no single approach will meet the needs of all patients at all times. The development of a new (digital) self-management intervention to support these patients can be based on the results of the various studies in this dissertation.
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From the article: "The object of this paper is to explore the actual practice in project management education in the Netherlands and compare it to reference institutions and recent literature. A little over 40% of the Higher Education institutions in the Netherlands mentions PM education in programs and/or courses. A total of 264 courses, minors and programs in the Netherlands found. In reference institutions 33 courses and programs are found and 36 publications deal with actual teaching of project management in Higher Education. Comparing these sources finds traditional methods of teaching and testing, a roughly comparable focus on subjects and an unsupported high claim of learning level, while the number of credits assigned to project management is relatively small. There is a strong focus on planning without execution, which is critiqued as is the promoted Project Based Learning."
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