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Why should anybody outside the USA care about the attempt to reorganize the Disability Determination Service (DDS) of the Social Security Administration (SSA)? Part of the answer to this question has to do with the assumptions and approaches which were used. In fact, the attempt to reorganize DDS is one of the first well‐documented attempts to re‐engineer a major agency in the public sector. Given the excitement in the private sector about re‐engineering and its potential and possible cost, public managers everywhere should develop a better understanding of what re‐engineering is all about. The use of a case study seems to be a promising way for framing and illustrating some of the important questions about the use of re‐engineering in the public sector.

The purpose of this paper is to shed light on understanding how value creation can be improved by developing dynamic capabilities in product development, in the case of a software engineering process.

The methodology involves a single‐case, longitudinal empirical study by progression of cycles of action research and data collection during a seven‐year period (1 January 2004‐31 November 2010), comprising 55 corporate projects.

This study will provide significant new information about value creation in multi‐disciplined product development. The study integrates value considerations into the principles and practices of software engineering, implements the aspect of dynamic capabilities in a software engineering process in order to create and sustain competitive advantage. As a result of the study, a model of value creation for software engineering process is created and guidelines are established.

The contextual features were strongly present during the research process, which means that the model created needs to be tested in other settings by other researchers.

The results of the study provide management with guidelines for developing and maintaining the importance of value creation in the software engineering process.

The paper presents a new model of value creation for the software engineering process in product development, through which competitive advantage is created and sustained.

Creation of new products from existing solutions (product re‐design) shortens new product introduction phases and reduces costs. The product re‐engineering process is a new approach to the realisation of substitute components without the benefit of original design process documentation or any other documentation relating to the component. Re‐engineering comprises stages which are potentially applicable to many industries. This research applies an enterprise modelling architecture to modelling the re‐engineering process, producing descriptions of the process from several different descriptive views, namely function, information, resource and organisation. This results in a more complete description of the process, in which the model itself may be used as a reference for the implementation of a re‐design process in a particular company. This research also shows how the information modelling constructs of CIMOSA can be used to meet the particular unique requirements of the process of re‐design.

In this paper we investigate the exploratory nature of knowledge creation and sharing practice in high‐technology industry. Traditional approaches in knowledge management focus on the storage and retrieval of knowledge, but they do not address the tacit dimension of knowledge process. Using data gathered at three semiconductor manufacturers in Japan and Korea, we examine the social processes by which expert teams cooperate across team boundaries despite differing points of view resulting from increasing team specialization. Three engineering teams are studied: design, process, and process integration. They are responsible for trouble management in the production of dynamic random access memory (DRAM), a class of integrated circuit semiconductor devices. Trouble management is the handling of problems that require exploratory, yet routine problem‐solving practice. The findings suggest that the crucial challenge in achieving effective control of the knowledge management process rests not in strategies for collecting and classifying relevant problem/solution information. Rather, it is in the management of “problematization”, a political process involving the articulation behaviors of different teams of engineers.

The purpose of this mapping study has been performed to identify, critically analyze and synthesize research performed in the area of software engineering teams. Teams, in a general sense, have been studied extensively. But the distinctive processes that need to be executed effectively and efficiently in software engineering require a better understanding of current software engineering team research.

In this work, software engineering team publications were analyzed and the key findings of each paper that met our search inclusion criteria were synthesized. In addition, a keyword content analysis was performed to create a taxonomy to categorize each paper and evaluate the state of software engineering team research.

In software engineering team research, the resulting areas that are the most active are teamwork/collaboration, process/design and coordination. Clear themes of analysis have been determined to help understand how team members collaborate, factors affecting their success and interactions among all project stakeholders. In addition, themes related to tools to support team collaboration, improve the effectiveness of software engineering processes and support team coordination have been found. However, the research gaps determined from the content analysis point toward a need for more research in the area of communication and tools.

The goal of this work is to define the span of previous research in this area, create a taxonomy to categorize such research and identify open research areas to provide a clear road map for future research in the area of software engineering teams. These results, along with the key finding themes presented, will help guide future research in an area that touches all parts of the software engineering and development processes.

The purpose of the work presented here is to assess the cost management practices of civil engineering organisations in Nigeria, with an overall aim of developing a generic cost management process map. The first objective is to compare existing frameworks theoretically to highlight their strengths and weaknesses. The second objective is to use the findings of the first objective to assess or benchmark the developed process map obtained from the multiple cases. The third objective is to compare the generic process map with the traditional building cost management process map to evaluate the strengths and shortcomings of the generic process map, which resulted in conclusions and recommendations made at the end of the research.

Data for the work was collected via semi-structured interviews, review of literature and official documents of the civil engineering organisations visited. To achieve the stated objectives, comparative analysis technique was used to compare existing frameworks on cost management to obtain the basis to benchmark the generic process map. The single case narrative technique was used to present each case; and the cross-case synthesis technique was used to present the multiple cases on each cost management process examined. Then, process maps were deployed to represent the homogeneous sets of civil engineering organisations, out of which the generic process map was developed. Comparative analysis was again deployed to compare the generic process map with the traditional building process map of cost management practice to evaluate the findings.

It was found out that the generic civil engineering process map is not as detailed and effective as the building process map in providing best value for money, accurate early cost estimates, accurate cost certainty and post-contract cost control.

This research study provides an industrial impetus to push for the involvement of more quantity surveyors (QS) as cost management process owners in the procurement of civil engineering projects in Nigeria, hence encouraging government’s efforts in the enforcement of more accurate project cost estimates and promoting the QS’s project-specific advice on capital, operational, maintenance and life cycle costs.

There are three distinct functions in the product realisation chain (product design, process design, and process execution) and thus there are two interfaces (product design – process design; process design – process execution) rather than one (product – manufacturing). This fact supports a need to shift from dyadic relationships to triadic relationships and from the traditionally single interface concept of design for manufacture (DFM) to multiple “design for” elements. This study seeks to discuss this issue.

Through an in – depth case study in an electronics plant and qualitative data analysis, we reveal the existence and functions of these “design for” elements are revealed, and also the link between the implementation of these elements to the levels of process engineering capability.

Proactive and capable process engineering allows improvement of technical coordination among functions. This enables the “design for” mechanisms for both upstream elements (product design) and downstream elements (process execution); this has a positive impact on the performance of product realisation (especially time to market) and thus operational competitiveness.

Since this is a single case study, future empirical research with larger sample sizes should provide further validation of these findings and demonstrate better generalisability of developed concepts.

This paper highlights several initiatives, conceptually linked to the appropriate “design for” elements, which may be applied in manufacturing settings to support product realisation objectives. Process design, as a significant and proactive intermediate component, should be given sufficient attention and investment.

The study expands the existing DFM concept to several new “design for” concepts and discusses some implementation‐related issues.

Business process re‐engineering is a hot topic around management and information systems areas. However, the verdict of the new idea is not clear and reports of successful cases are not numerous. Analyses the definitions and characteristics of business process re‐engineering (BPR). Reports on a literature survey on the critical failure reasons and success factors. Recognizes that the lack of clear concepts and understanding of BPR definitions creates many problems and, therefore, compares the BPR effort with other improvement programmes such as automation, downsizing, total quality management (TQM) for a better understanding of BPR. Suggests a methodology which can be used as general guidelines for management and re‐engineers in performing BPR to enhance success for BPR efforts.

Business process re‐engineering (BPR), a management tool that initially advocated a revolution in the way businesses are driven, now carries the stigma of being a major cause of job elimination. This study reveals the depth of involvement of BPR practitioners in what, advocates claim, are the fundamental ingredients of BPR – business processes. The data alert the reader to the different understandings and practices related to business process analysis held by several UK and Brazilian companies. Possible reasons are given, accounting for why some of the companies investigated seemed to lose a BPR focus in favour of more urgent restructuring matters. The authors conclude that companies often lack a basic awareness of the business process concept, and that misconceptions about these issues can lead to unrealised expectations at various levels in the organization.

The purpose of this paper is to develop a model for improving health services provided by the pre‐employment medical fitness check‐up system affiliated to Egypt's Health Insurance Organization (HIO).

Operations research, notably system re‐engineering, is used in six randomly selected centers and findings before and after re‐engineering are compared. The re‐engineering model follows a systems approach, focusing on three areas: structure, process and outcome. The model is based on six main components: electronic booking, standardized check‐up processes, protected medical documents, advanced archiving through an electronic content management (ECM) system, infrastructure development, and capacity building. The model originates mainly from customer needs and expectations.

The centers' monthly customer flow increased significantly after re‐engineering. The mean time spent per customer cycle improved after re‐engineering – 18.3±5.5 minutes as compared to 48.8±14.5 minutes before. Appointment delay was also significantly decreased from an average 18 to 6.2 days. Both beneficiaries and service providers were significantly more satisfied with the services after re‐engineering. The model proves that re‐engineering program costs are exceeded by increased revenue.

Re‐engineering in this study involved multiple structure and process elements. The literature review did not reveal similar re‐engineering healthcare packages. Therefore, each element was compared separately.

This model is highly recommended for improving service effectiveness and efficiency.

This research is the first in Egypt to apply the re‐engineering approach to public health systems. Developing user‐friendly models for service improvement is an added value.