Romão Mário - Academia.edu (original) (raw)
Papers by Romão Mário
New Perspectives in Information Systems and Technologies, Volume 1, Advances in Intelligent Systems and Computing 275., Apr 16, 2014
To gain competitive advantage organizations need to have something that the competitors do not ha... more To gain competitive advantage organizations need to have something that the competitors do not have and cannot achieve in the short-term. In the past organizations invested large amounts of financial resources to the finest equipment to increase competitiveness. Today, the paradigm has changed and so the quest is more knowledge and innovation driven, where the answer relies on the people’s capacity to create and modify processes and generate business value. The investments in information systems and technology (IS/IT) have not always generated the business value or the financial revenue that should be expected. Benefits management focuses on how business areas will improve from business changes and provides a framework for identifying, planning, monitoring, evaluating and actively managing these benefits. In this paper, the authors show how benefits management reinforces firms to identify more clearly the path to obtain the strategic objectives and the related benefits promoting the organizational competitive advantage.
TMS 2014 Management Studies International Conference - Algarve
Nowadays investments made by companies to improve their organizational performances are crucial a... more Nowadays investments made by companies to improve their organizational performances are crucial and difficult to carry out. Therefore it is increasingly more important that business-cases stress not only the shortterm objectives, but also those long-term benefits that promote good levels of service for organizations and their users. The main objective of our research is to study how organizational maturity, enhanced by information system and technology (IS/IT) investments and making use of best practices for project management, leads to successful projects in organizations. The rationale of our model is that organizational maturity has a positive effect on project success, and that this success is also positively affected by the use of project management practices. We emphasize that the combination of a maturity model and a project management approach can increase the effectiveness of projects. Furthermore, it can also improve confidence in the organization, in that the return of investments meet stakeholders' expectations, by resulting in benefits and by transmitting a perceived value for the organizations.
8th IADIS International Conference in Informations Systems 2015, Mar 15, 2015
Most of the projects reported in worldwide revealed failures on the accomplishment of the budgets... more Most of the projects reported in worldwide revealed failures on the accomplishment of the budgets, schedules or technical requirements. The organizations spent an increase amount of financial resources in systems and technology without getting all the potential of their investments or collecting the promise business benefits.
Organizations success is widely defined as winning in the marketplace, and firms tend to measure this with financial and economic indicators. There is also a general agreement that although schedule and budget performance alone are considered inadequate as measures of project success, they are still important components of the overall construct. Success is perceived differently by different stakeholders. There are certain major factors whose influences are considerable to project success such that they during basic planning will enhance the successful completion of projects. An early identification of the Critical Success Factors (CSFs) and Project Success Criteria (PSCs) during the initial project assessment is a vital start for ensuring successful project completions.
This paper combines Project Management (PM) and Benefits Management (BM) practices with Balanced Scorecard (BSC) approach in order to align the projects with the organizational strategy. The usage of this mix of different management tools led to more effectiveness in projects success.
Sistemas e Tecnologias da Informação, 10ª Conferência Ibérica de Sistemas e Tecnologias de Informação, vol. II, pp. 304-310, ISBN 978-989-98434-5-5, Jun 20, 2015
Healthcare organisations must improve their business practices and internal procedures in order t... more Healthcare organisations must improve their business practices and internal procedures in order to answer the increasing demanding of health professionals and the general public for better information. Hospitals adopt a patient-centred care approach and invest massively in information systems and technology (IS/IT), in the hope that these investments will improve medical care and patient demands. From the point of view of public service, the focus of healthcare system is the patient, therefore any interventions should be based on their needs and expectations. It becomes more and more important that IS/IT investments support, not only short-term objectives, but also long-term benefits, in order to provide a proper service for organisations, professionals and end-users. The main objective of our research is to study how organisational maturity, enhanced by investments in IS/IT, project management and best practices, leads to successful projects in health system organisations. The Healthcare Data Platform is designed to be a health data sharing system, which facilitates the distribution of clinical information to the different agents that provide healthcare in the country. The rational of our model is that organisational maturity has a positive effect on project success, and that this success is also positively enhanced by the use of project management practices. We emphasise that this combination of approaches can increase the effectiveness of projects. Furthermore, it can also improve confidence that the results of investments will meet stakeholders’ expectations, by realising benefits and by adding a perceived value to organisations.
New Perspectives in Information Systems and Technologies, Volume 1, Advances in Intelligent Systems and Computing 275., Apr 16, 2014
To gain competitive advantage organizations need to have something that the competitors do not ha... more To gain competitive advantage organizations need to have something that the competitors do not have and cannot achieve in the short-term. In the past organizations invested large amounts of financial resources to the finest equipment to increase competitiveness. Today, the paradigm has changed and so the quest is more knowledge and innovation driven, where the answer relies on the people’s capacity to create and modify processes and generate business value. The investments in information systems and technology (IS/IT) have not always generated the business value or the financial revenue that should be expected. Benefits management focuses on how business areas will improve from business changes and provides a framework for identifying, planning, monitoring, evaluating and actively managing these benefits. In this paper, the authors show how benefits management reinforces firms to identify more clearly the path to obtain the strategic objectives and the related benefits promoting the organizational competitive advantage.
TMS 2014 Management Studies International Conference - Algarve
Nowadays investments made by companies to improve their organizational performances are crucial a... more Nowadays investments made by companies to improve their organizational performances are crucial and difficult to carry out. Therefore it is increasingly more important that business-cases stress not only the shortterm objectives, but also those long-term benefits that promote good levels of service for organizations and their users. The main objective of our research is to study how organizational maturity, enhanced by information system and technology (IS/IT) investments and making use of best practices for project management, leads to successful projects in organizations. The rationale of our model is that organizational maturity has a positive effect on project success, and that this success is also positively affected by the use of project management practices. We emphasize that the combination of a maturity model and a project management approach can increase the effectiveness of projects. Furthermore, it can also improve confidence in the organization, in that the return of investments meet stakeholders' expectations, by resulting in benefits and by transmitting a perceived value for the organizations.
8th IADIS International Conference in Informations Systems 2015, Mar 15, 2015
Most of the projects reported in worldwide revealed failures on the accomplishment of the budgets... more Most of the projects reported in worldwide revealed failures on the accomplishment of the budgets, schedules or technical requirements. The organizations spent an increase amount of financial resources in systems and technology without getting all the potential of their investments or collecting the promise business benefits.
Organizations success is widely defined as winning in the marketplace, and firms tend to measure this with financial and economic indicators. There is also a general agreement that although schedule and budget performance alone are considered inadequate as measures of project success, they are still important components of the overall construct. Success is perceived differently by different stakeholders. There are certain major factors whose influences are considerable to project success such that they during basic planning will enhance the successful completion of projects. An early identification of the Critical Success Factors (CSFs) and Project Success Criteria (PSCs) during the initial project assessment is a vital start for ensuring successful project completions.
This paper combines Project Management (PM) and Benefits Management (BM) practices with Balanced Scorecard (BSC) approach in order to align the projects with the organizational strategy. The usage of this mix of different management tools led to more effectiveness in projects success.
Sistemas e Tecnologias da Informação, 10ª Conferência Ibérica de Sistemas e Tecnologias de Informação, vol. II, pp. 304-310, ISBN 978-989-98434-5-5, Jun 20, 2015
Healthcare organisations must improve their business practices and internal procedures in order t... more Healthcare organisations must improve their business practices and internal procedures in order to answer the increasing demanding of health professionals and the general public for better information. Hospitals adopt a patient-centred care approach and invest massively in information systems and technology (IS/IT), in the hope that these investments will improve medical care and patient demands. From the point of view of public service, the focus of healthcare system is the patient, therefore any interventions should be based on their needs and expectations. It becomes more and more important that IS/IT investments support, not only short-term objectives, but also long-term benefits, in order to provide a proper service for organisations, professionals and end-users. The main objective of our research is to study how organisational maturity, enhanced by investments in IS/IT, project management and best practices, leads to successful projects in health system organisations. The Healthcare Data Platform is designed to be a health data sharing system, which facilitates the distribution of clinical information to the different agents that provide healthcare in the country. The rational of our model is that organisational maturity has a positive effect on project success, and that this success is also positively enhanced by the use of project management practices. We emphasise that this combination of approaches can increase the effectiveness of projects. Furthermore, it can also improve confidence that the results of investments will meet stakeholders’ expectations, by realising benefits and by adding a perceived value to organisations.