The mission of the IJISPM - International Journal of Information Systems and Project Management - is the dissemination of new scientific knowledge on information systems management and project management, encouraging further progress in theory and practice.

It is our great pleasure to bring you the third number of the sixth volume of IJISPM. In this issue, readers will find important contributions on digital transformation and enterprise architecture management, decision to switch ERP systems, inter-team coordination in large-scale agile software development, and impact of business intelligence to organizational performance.​ 

1. Editorial

2. How digital transformation affects enterprise architecture management; case study

3. Decision-making to switch your ERP system: empirical Japanese evidence

4. To schedule or not to schedule? An investigation of meetings as an inter-team coordination mechanism in large scale agile software development

5. Understanding impact of business intelligence to organizational performance using cluster analysis: does culture matter?​ 

As Kaidalova Julia, Sandkuhl Kurt and Seigerroth Ulf state in the first article “How Digital Transformation affects Enterprise Architecture Management – a case study”, Internet of Things (IoT), machine learning, cyber-physical systems and other recent technological innovations offer new opportunities for enterprises in the context of Digital Transformation but also cause new challenges for Enterprise Architecture Management (EAM), which traditionally deals with enterprise - Information Technology (IT) planning and coordination. Based on an industrial case of a power garden products manufacturer that is exploring potentials and facing challenges in Digital Transformation, this article investigates the integration of product-IT into EAM. Product-IT includes the embedded IT-systems in physical products and services, components for operations, maintenance or evaluation purposes. In this article the authors discuss product-IT and enterprise-IT integration in the context of EAM observed in the industrial practice.

The second article, “Decision-making to switch your ERP system: empirical Japanese evidence”, is authored by Tingting Huang. A considerable research gap in the ERP (Enterprise Resource Planning) decline stage remains. Not only limited empirical evidence is found to support the decline stage, but also, the existence of this stage is not acknowledged by the majority. On the other hand, because that the decline stage is short of theory and data support, organizations which are or will be at this stage might have little help to deal with might happen. This research aims at presenting a practical decision model for organizations facing ERP switching/reversion. The process model of Rasmussen’s Cognitive Control of Decision Processes was adopted as the theory lens to construct the decision model. Based on the survey results from eighteen organizations, a descriptive model - the A2O model - is proposed. This research fulfils the blank in the ERP life cycle, provides the empirical supports on exploring the critical issues, and enlightens vendors and consultants on product development and customer service.

Coordination of teams is critical when managing large programmes that involve multiple teams. In large-scale software development, work is carried out simultaneously by many developers and development teams. Results are delivered frequently and iteratively, which requires coordination on different levels, e.g., the programme, project, and team levels. Prior studies of knowledge work indicate that such work relies heavily on coordination through "personal" modes such as mutual adjustment between individuals or through scheduled or unscheduled meetings. In agile software development processes, principles and work structures emerge during the project and are not  predetermined. The third article “To schedule or not to schedule? An investigation of meetings as an inter-team coordination mechanism in largescale agile software development”, authored by Nils Brede Moe, Torgeir Dingsøyr and Knut Rolland, studies how coordination through scheduled and unscheduled meetings changes over time in two large software development programmes relying on agile methods. The findings include transitions from scheduled to unscheduled meetings and from unscheduled to scheduled meetings. The transitions have been initiated both bottom-up and top-down in the programme organizations. The main implication is that programme management needs to be sensitive to the vital importance of coordination and the coordination needs as they change over time. 

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