Developing Business Operating System: A Comprehensive Report

This report delves into the development of a business operating system, detailing the various stages and components involved. It begins by examining organizational profiles and reviews existing enterprise systems, followed by an evaluation of system alternatives. The report then outlines the business case for a revised system and presents a system implementation plan. It also incorporates summaries of stakeholder feedback, system testing results, and performance data analysis. Furthermore, it highlights the importance of continuous improvement plans. The report concludes by emphasizing the coordination of activities within a business organization through policies, equipment, personnel, and computer facilities. The report also provides a thorough review of the references utilized.

Running head: DEVELOPING BUSINESS OPERATING SYSTEM
Developing Business Operating System
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Executive summary
The business operating system refers to various standards and enterprise-wide collections of several
types of business methods. The study is useful to understand the implementation of different results
and examine performance goals. Additionally, there is an evaluation of enterprise system alternatives
along with system deployment plans.

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Table of Contents
1. Introduction:......................................................................................................................................3
2. Understanding organizational profiles:..............................................................................................3
3. Review of existing enterprise systems of the organization:..............................................................3
4. Evaluating alternatives of enterprise system:....................................................................................4
5. Business case for the revised system:................................................................................................4
6. System implementation plan:............................................................................................................4
7. Summary of stakeholder feedback:...................................................................................................5
8. Deployed system testing and results:.................................................................................................5
9. Understanding performance data:......................................................................................................5
10. Continuous improvement plan:........................................................................................................5
11. Conclusion:......................................................................................................................................6
12. References:......................................................................................................................................7

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1. Introduction:
The Business operating system indicates standard and enterprise-wide collections of different
types of business processes. The study highlights how to carry various practices, principles and
common structures needed to drive the company.
2. Understanding organizational profiles:
The organizations have intended to review, monitor, implement and develop enterprise
systems that are implemented currently under the organization. Then they have needed to understand
the performance of current enterprise systems done against performance objectives and goals. Next,
it has required in order to identify specifications for the required operations. The policies must
include an in-depth business case for introducing revised and new enterprise systems and negotiate
and develop plans for revised and new enterprise systems (Chen, Youssef and Zacharewicz 2015).
Next, it has needed to settle and create a plan of implementation for improved and new enterprise
systems. Then change management processes to be deployed for the latest operations and
stakeholders are to be consulted. Lastly, for further development continuous developments of
enterprise systems are to be developed.
3. Review of existing enterprise systems of the organization:
The current enterprise system includes various underdeveloped work processes. It consists of
conflict resolution, decision-making and communication. The methods include operations,
marketing, financial and technology. The efficient enterprise systems assure the best and highest use
of talents. The leaders have also designed various BOS components prior to designing the
organizational structure (Dudin et al. 2015).

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4. Evaluating alternatives of enterprise system:
It has been vital to use lower risk options and lower costs like organizational change
management and process re-engineering developments for current scenario. Further, different clients
have gone for focusing on business process re-engineering prior beginning technical configurations
(Youssef et al. 2018). Besides, irrespective of activities done, it is vital to treat processes as a kind of
business implementation. This must be done instead of technical projects that have concentrated too
much on that software.
5. Business case for the revised system:
The organizational change management would bring changes to culture and organizational
structure within the enterprise. They must also address the individual side of effective change
management. Moreover, business process re-engineering must include envisioning of new processes,
initiate changes, process diagnosis, process redesigns, process monitoring and reconstructions
(Zacharewicz et al. 2018). Organizations must be working to develop the process prior to
implementing ERP systems. Hence as it begins for proper ERP systems, it becomes possible to seek
ERP systems working well with the established business process.
6. System implementation plan:
This primary function must demonstrate the fundamental question regarding how, where and
when the objectives are to be understood and serve the guiding framework. The planning should also
involve careful analysis of various available resources. This must also include issues that the team
should encounter while reaching the goals and objectives of a business.

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7. Summary of stakeholder feedback:
At first, proper context should be set. Various reasons why stakeholder comments and
feedbacks are not useful for designers is that their comments are not appropriate at the present age of
design process. The organizations should be ex0licit to a specific point. Providing stakeholders with
open-ended instructions is an efficient way to decrease the bias in a solicitation of the feedback.
Further, as a part of the overall process of feedback, a separate mechanism is to be provided.
Additionally, the organization must obtain answers to primary questions. This is for stakeholders to
deliver comments that might be helpful; for the design (Weichhart et al. 2016).
8. Deployed system testing and results:
The system testing must be done after the integration testing is done. The retesting and
regression are done at various times in system testing. The user should be performing different kinds
of tests within system testing. As a result, customer needs are written in specifications of software
requirements. This has been meeting functional and non-functional design perquisites of the system.
9. Understanding performance data:
The individual performance must be appraised with formal and feedback documentations.
Further compensations should be provided on the basis of performances. Moreover, a performance
development plan can be developed to address various gaps.
10. Continuous improvement plan:
A constant development process must include the efforts to develop products, process and
services. Here, improving business strategy, results of business, supplier relationship s are subjected
to constant development (Brady 2017).

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11. Conclusion:
The above study has reviewed existing enterprise systems, evaluation of enterprise system
alternatives and system implementation plans. Further, it is also helpful to understand deployments
of various results and to analyze performance data against similar goals and performance criteria for
deployed systems. It has demonstrated how different policies, equipment, personnel and computer
facilities are able to coordinate activities of a business organization.

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12. References:
Brady, R., 2017. Business as a System of Power. Routledge.
Chen, D., Youssef, J.R. and Zacharewicz, G., 2015, May. Towards an Enterprise Operating System-
Requirements for Standardisation. In IWEI Workshops.
Dudin, M., Kucuri, G., Fedorova, I., Dzusova, S. and Namitulina, A., 2015. The innovative business
model canvas in the system of effective budgeting.
Weichhart, G., Molina, A., Chen, D., Whitman, L.E. and Vernadat, F., 2016. Challenges and current
developments for sensing, smart and sustainable enterprise systems. Computers in Industry, 79,
pp.34-46.
Youssef, J.R., Zacharewicz, G., Chen, D. and Tu, Z., 2018. Enterprise operating system framework:
federated interoperability based on HLA. International Journal of Simulation and Process
Modelling, 13(4), pp.337-354.
Zacharewicz, G., Youssef, J.R., Chen, D. and Tu, Z., 2018. Enterprise operating system framework:
federated interoperability based on HLA. International Journal of Simulation and Process
Modelling.

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