Lean-driven Legacy Enterprise Systems Transformation Roadmap for the Saudi Public Sectors Using a Case Study of the Saudi Arabian Monetary Agency (SAMA)
| المؤلف الرئيسي: | Al Dahami, Abd Allah (Author) |
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| مؤلفين آخرين: | Chan, Taizan (Advisor) |
| التاريخ الميلادي: |
2011
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| موقع: | بريزبن |
| الصفحات: | 1 - 92 |
| رقم MD: | 752906 |
| نوع المحتوى: | رسائل جامعية |
| اللغة: | الإنجليزية |
| الدرجة العلمية: | رسالة ماجستير |
| الجامعة: | Queensland University of Technology |
| الكلية: | Faculty of Science and Technology |
| الدولة: | أستراليا |
| قواعد المعلومات: | +Dissertations |
| مواضيع: | |
| رابط المحتوى: |
الناشر لهذه المادة لم يسمح بإتاحتها. |
| المستخلص: |
Rapid developments in information technology have made it necessary to transform existing legacy systems in a process that must preserve two fundamental facts: 1. Preserve as much as possible of the current organisation investments: organisations have spent tens of millions every year since establishing their legacy systems. Therefore, organisations do not want to disregard their investments. 2. Preserve the current organisation maturity: maintaining legacy systems for a number of years grants them a maturity that must at least exist in the target systems. Consequently, the aim of this research project is to formulate a rigorous, agile, adaptive, and executable roadmap of legacy system transformation in the public sector of the Kingdom of Saudi Arabia (KSA). The transformation of legacy enterprise systems (LES) is a stumbling block impeding the advancement and execution of efficient enterprise strategies in the Saudi public sector. This barrier was mainly triggered by the fact that legacy transformation has been addressed via narrow technology-oriented constraints and values. As such, most efforts in the modernization of the enterprise systems (ES) ultimately have failed when measured in terms of cost, time, efficiency, durability, benefits, ES maturity, quality, customer satisfaction, interoperability, strategy execution, ergonomics, organizational knowledge, and other organizational performance measurements. The purpose of this project is to create an easy-to-use transformation model based on a tailored model of a Lean enterprise framework that would enable the KSA public sector to tackle the problems encountered in the transformation of their legacy systems. In this research project, we use a case study of LES transformation in the Saudi Arabian Monetary Agency (SAMA), which is the central bank of Saudi Arabia. |
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عناصر مشابهة
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The Islamisation of Saudi Arabian Monetary Agency (SAMA) and the Finacial System in the Kingdom of Saudi Arabia Experience from Selected Muslim Countries
بواسطة: Al Hozaimy, Yousef منشور: (2009) -
IT Management in Adoption of Highly Critical Payment Systems: Case Study - Saudi Arabian Monetary Agency
بواسطة: Al Rabiah, Aiman M. منشور: (2003) -
User-Initiated Transformations of Public Housing in Kingdom of Saudi Arabia : A Case Study of King Fahd Housing Project in Makkah
بواسطة: Qaffas, Yasser Asim منشور: (2011) -
Unveiling the Relationship between Total Quality Management and Project Success : Case Study in Saudi Arabian Monetary Agency
بواسطة: Al Eissa, Mesaed Saud منشور: (2011) -
THE ECONOMIC AND ADMINISTRATIVE IMPACTS OF GOVERNMENT OWNERSHIP ON TWO PUBLIC ENTERPRISES IN SAUDI ARABIA: CASE STUDIES OF THE SAUDI ARABIAN PUBLIC TRANSPORTATION COMPANY AND SAUDI ARABIAN FERTILIZER COMPANY
بواسطة: AI Ateeq, Abd Alrahman منشور: (1992)
