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Düsseldorf, Germany

Van Der Raadt B.,Ernst And Young | Bonnet M.,Accenture | Schouten S.,Capgemini | Van Vliet H.,VU University Amsterdam
Journal of Systems and Software | Year: 2010

Enterprise Architecture (EA) is increasingly being used by large organizations to get a grip on the complexity of their business processes, information systems and technical infrastructure. Although seen as an important instrument to help solve major organizational problems, effectively applying EA seems no easy task. Active participation of EA stakeholders is one of the main critical success factors for EA. This participation depends on the degree in which EA helps stakeholders achieve their individual goals. A highly related topic is effectiveness of EA, the degree in which EA helps to achieve the collective goals of the organization. In this article we present our work regarding EA stakeholder satisfaction and EA effectiveness, and compare these two topics. We found that, regarding EA, the individual goals of stakeholders map quite well onto the collective goals of the organization. In a case study we conducted, we found that the organization is primarily concerned with the final results of EA, while individual stakeholders also worry about the way the architects operate. © 2010 Elsevier Inc. All rights reserved.

Ribeiro-Justo G.R.,Capgemini
Proceedings of the IADIS International Conference Information Systems 2010 | Year: 2010

Innovation is an intrinsic part of modern society and natural goal of any successful organisation. However, promoting and developing innovation is not an easy task. Both innovators and managers responsible for promoting innovation have a difficult task in communicating and assessing their ideas. This paper presents a framework for presenting and assessing innovations in technology service organisations. The foundation of the framework is to apply computational thinking, more specific architectural framework abstractions, to organise and classify innovations. The paper defines a number of innovation attributes relevant to the technology service sector and also presents a tool to store and classify innovations. © 2010 IADIS.

Muller R.M.,University of Twente | Linders S.,Capgemini | Pires L.F.,University of Twente
Information Systems Management | Year: 2010

Although service-oriented architecture (SOA) is becoming increasingly popular in enterprise application architectures, little is known about how SOA could support and influence the use and implementation of business intelligence (BI). We applied the Delphi method in order to identify opportunities and limitations of SOA concepts and technologies when applied to BI applications. This paper draws recommendations for BI vendors and for organizations that use or intend to use SOA to support BI. © Taylor & Francis Group, LLC.

Kurz T.,Salzburg Research | Schaffert S.,Salzburg Research | Burger T.,Capgemini
Proceedings - 2011 Workshop on Multimedia on the Web, MMWeb 2011 | Year: 2011

Multimedia is currently underrepresented in the Web of Data. This is due to the lack of integrated means to describe, publish, and interlink multimedia content. This paper presents a framework for the publication of media content and its metadata as Linked Data, the Linked Media Framework (LMF). The LMF enables to store and retrieve content and metadata for media resources and resource fragments in a unified way. © 2011 IEEE.

Jampens B.T.,Capgemini
Proceedings of the European Conference on e-Government, ECEG | Year: 2010

In the late '90s, the Flemish government put a transparent and easily accessible government for all citizens high on the political agenda. Citizens needed an easier and faster way to know what the impact of new policies and regulations would be on their lives. They had increasingly high expectations of the government with regards to information provision. The government decided to set up a Single Point of Contact for public information, to help and to serve citizens in a professional and user friendly way with all their questions regarding Flemish government. Next to high-quality telephone support, citizens also had to be served via other communication channels. The green light for the realization of a multi-channel contact center for the Flemish government was given mid 1998. The contact center was baptized as the Vlaamse Infolijn (= Flemish Info line) and expressed from the very beginning clear ambitions regarding quality, growth, and innovation. Strategic decisions were made to set up the contact center as a Public Private Collaboration, to consider knowledge management as one of the main drivers for success, to maintain excellent relations with the different administrations of the Flemish government, to become a pioneer in the use of leading-edge contact center technology and to focus on delivering a high-quality public information service. The Vlaamse Infolijn went live in 1999 with 8 front-office agents and a core support team of 4 employees. In the first year the Vlaamse Infolijn registered 55.000 citizen contacts, handled via the (+32) 0800 30201 green number. After more than 10 years of intensive operations and growth, the Vlaamse Infolijn-renamed into Contactpunt VlaamseInfolijn - evolved to a world class multi-channel contact center in the public sector, with more than 1.7 million citizen contacts ayear through a diversity of channels: telephone, email, web chat, sms and digital TV. The organization evolved to 105 call agents and a core support team of 18 employees and has been awarded several times for contact center excellence. During the last few years, astrategic shift has taken place from providing just first line information towards offering transactional services. The launch of the short telephone number '1700' in the year 2007 was a crucial breakthrough to facilitate communication and easy access for citizensand to pursue the concept of a single point of contact for all citizen interactions with the Flemish government. This paper describes the objectives of the multi-channel contact center and the evolution during the last 10 years in relation to the number of contacts,the supported services, the supported channels, the technology used and the organisation model. The paper aims to prove-by means of this real-life testimonial-that within the constraints of the public sector, a multi-channel contact center can be set-up andmanagedsuccessfuly in a spirit of growth, leadership and innovation.

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