The Importance of Enterprise Collaboration Systems During А Pandemic
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Organizational Culture and Knowledge Management Success at Project and Organizational Levels in Contracting Firms
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by PolyU Institutional Repository This is the Pre-Published Version. Organizational Culture and Knowledge Management Success at Project and Organizational Levels in Contracting Firms Patrick S.W. Fong1 and Cecilia W.C. Kwok2 ABSTRACT This research focuses on contracting firms within the construction sector. It characterizes and evaluates the composition of organizational culture using four culture types (Clan, Adhocracy, Market, and Hierarchy), the strategic approach for knowledge flow, and the success of KM systems at different hierarchical levels of contracting organizations (project and parent organization level). Responses from managers of local or overseas contracting firms operating in Hong Kong were collected using a carefully constructed questionnaire survey that was distributed through electronic mail. The organizational value is analyzed in terms of the four cultural models. Clan culture is found to be the most popular at both project and organization levels, which means that the culture of contracting firms very much depends on honest communication, respect for people, trust, and cohesive relationships. On the other hand, Hierarchy 1 Associate Professor, Department of Building & Real Estate, The Hong Kong Polytechnic University, Hung Hom, Kowloon, Hong Kong (corresponding author). T: +(852) 2766 5801 F: +(852) 2764 5131 E-mail: [email protected] 2 Department of Building & Real Estate, The Hong Kong Polytechnic University, Hung Hom, Kowloon, Hong Kong. 1 culture, which focuses on stability and continuity, and analysis and control, seems to be the least favored at both levels. Another significant finding was that the two main KM strategies for knowledge flow, Codification and Personalization, were employed at both project and organization levels in equal proportion. -
Project Management © Adrienne Watt
Project Management © Adrienne Watt This work is licensed under a Creative Commons-ShareAlike 4.0 International License Original source: The Saylor Foundation http://open.bccampus.ca/find-open-textbooks/?uuid=8678fbae-6724-454c-a796-3c666 7d826be&contributor=&keyword=&subject= Contents Introduction ...................................................................................................................1 Preface ............................................................................................................................2 About the Book ..............................................................................................................3 Chapter 1 Project Management: Past and Present ....................................................5 1.1 Careers Using Project Management Skills ......................................................................5 1.2 Business Owners ...............................................................................................................5 Example: Restaurant Owner/Manager ..........................................................................6 1.2.1 Outsourcing Services ..............................................................................................7 Example: Construction Managers ..........................................................................8 1.3 Creative Services ................................................................................................................9 Example: Graphic Artists ...............................................................................................10 -
Designing, Developing and Implementing a Management System: an Overview (April 2010)
Designing, Developing and Implementing a Management System: An Overview (April 2010) Host: Emily Smorol, Corporate Environmental Affairs Speakers: Patrick Aurrichio, Program Manager, Corporate Environmental Affairs Emily: Welcome to our IBM Podcast titled, “Designing, Developing, and Implementing a Management System: An Overview.” My name is Emily Smorol and I work in IBM’s Corporate Environmental Affairs and Product Safety organization. There is an accompanying presentation available to download for this Podcast. For those following along with the presentation slides, please go to slide 2. The purpose of this Podcast is to discuss what a management system is and to provide an overview of its basic components. This Podcast is not meant to be all-inclusive but rather provide an approach to designing, developing, and implementing a management system in a sustained manner that has been successful for us – and which also may prove to be helpful to others setting out to do similarly. Today, we are going to be speaking with IBM’s Corporate Environmental Affairs Program Manager, Patrick Aurrichio. Patrick was instrumental in developing and implementing IBM’s global Environmental Management System. Recognizing that our audience comes from a diverse background – those with experience or familiarity with management systems and those for whom this may be a new concept – Patrick, how would you describe what a management system is? Patrick: Thank you Emily – and welcome to those joining the podcast. If you’re following along with the slide presentation, please turn to slide 3. First I’d like to mention and want you to understand that there is nothing overwhelmingly special or difficult with designing or developing a management system. -
Project Information Management PROJECT MANAGEMENT for DEVELOPMENT ORGANIZATIONS Project Information Management
pm4dev, 2016 –management for development series © Project Information Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS Project Information Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology to manage development projects for international humanitarian assistance and relief organizations © PM4DEV 2016 Our eBook is provided free of charge on the condition that it is not copied, modified, published, sold, re-branded, hired out or otherwise distributed for commercial purposes. Please give appropriate citation credit to the authors and to PM4DEV. Feel free to distribute this eBook to any one you like, including peers, managers, and organizations to assist in their project management activities. www.pm4dev.com Project Information Management INTRODUCTION “If you fail to plan, you plan to fail.” “.. A major weakness is the ability of project staff to utilize their logframe for designing a coherent and integrated, overall information system, where a manageable and limited number of feasible information activities are planned, which together will ensure that effective effect and impact level monitoring will occur. It is typical for projects to end up collecting too much rather than too little information. Frequently though, much of this information is not relevant to monitoring the results and impacts for which the project is accountable, and that which is, is not collected sufficiently reliably or regularly. By restricting the number, but improving the quality and reliability of their major information gathering activities, projects will much improve their information systems.” CARE International EDIAIS Case Study Project Information Management Plan Detailed planning is critical to the development of usable, high quality information deliverables that meet the needs of internal and external information users. -
A Survey of Collaborative Tools in Software Development
1 INTRODUCTION A Survey of Collaborative Tools in Software Development Anita Sarma Institute for Software Research Donald Bren School of Information and Computer Sciences University of California, Irvine [email protected] ISR Technical Report # UCI-ISR-05-3 March 22, 2005 1 Introduction Collaboration is at the heart of software development. Virtually all software devel- opment requires collaboration among developers within and outside their project teams, to achieve a common objective. It has in fact been shown that about 70% of a software engineer’s time is spent on collaborative activities [219]. Indeed, col- laboration in software development has been studied by researchers in the fields of Software Engineering and Computer Supported Cooperative Work (CSCW) since the 1980s and has produced a wide range of collaborative tools. Enabling software developers to collaborate effectively and effortlessly is a difficult task. The collaboration needs of the team depend to a large extent on environmental factors such as, the organizational structure of the team, the domain for which the software is produced, the product structure, and individual team members. Accordingly, research in collaborative development has produced a host of tools, each typically focussing on a different aspect of collaboration. Most teams have their favorite repertoire of tools that has been built from historical use. These tools may not always be the best suited for the team, but the team still uses them nevertheless as the inertia and cost of trying out new tools surpasses the benefits. A number of classification frameworks exist that can be used to classify collaborative tools. In addition to placing the various tools in context, developers can use these frameworks to select the right mix of tools fit for their needs. -
Collaborative Education in a Virtual Learning Environment Hani Bani
Collaborative Education in a Virtual Learning Environment Hani Bani-Salameh Department of Software Engineering, The Hashemite University, Zarqa 13115, Jordan E-mail: [email protected] Jafar Al-Gharaibeh Architecture Technology Corporation, Eden Prairie, MN 55344, United States E-mail: [email protected] Clinton Jeffery Department of Computer Science, University of Idaho, Moscow, ID 83843, USA E-mail: [email protected] Ziad A. Al-Sharif Department of Software Engineering, Jordan University of Sci. & Tech, Irbid, Jordan E-mail: [email protected] Abstract: For the last few decades, there was tremendous interest in harnessing 3D virtual environments for education and training. Multi-user game-like environments make use of non-player characters and quest activities in tutoring and training. This approach incorporates successful active learning and incremental progress. This article presents issues encountered while adapting the multi-user online game genre for educational virtual environments. In this endeavour, non-player characters play a central role in organizing and delivering educational content. Educational virtual environments call for additional kinds of extension beyond generic user content creation as delivered in some virtual worlds like SecondLife. Support for these environments will emphasize the creation of new activities. A set of libraries and techniques named Portable Non-player character tutors and Quests reduces the effort needed to develop and integrate educational non-player characters. These non-player characters are introduced in CVE, a platform for rapidly developing educational virtual environments. The Portable Non-player character tutors and Quests framework enables formatted web-based exercises, quizzes, and educational content to be incorporated into Copyright © 2016 Inderscience Enterprises Ltd. -
LFS – Logistics Focused Solutions Integrated Total Solutions
LFS – Logistics Focused Solutions Integrated total solutions EPS – Ehrhardt + Partner Solutions DWC-LLC | Software Systems for Warehouse Logistics P.O.Box 644 300 | Dubai, UAE | Phone (+971) 4-870 1000 | Fax (+971) 4-870 1050 [email protected] | www.ehrhardt-partner.ae Warehouse-Management by E+P The internationally leading expert for warehouse logistics Ehrhardt + Partner GmbH & Co. KG | Software Systems for Warehouse Logistics Alte Römerstraße 3 | D-56154 Boppard-Buchholz | Germany | Phone (+49) 67 42-87 27 0 | Fax (+49) 67 42-87 27 50 [email protected] | www.ehrhardt-partner.com Contents LFS – Logistics Focused Solutions ................................................................................... 3 A system for all requirements The warehouse management system for all platforms Open system solution for your IT architecture LFS as a central solution for your warehouse logistics .................................................... 6 The total solution for your individual task definitions Central software installation for different countries and warehouses LFS as a hosting and cloud solution Setting standards with innovations ................................................................................... 8 Pick-by-Voice Voice service and support RFID Multi-order picking LFS – a system solution all types of work ...................................................................... 10 Professional connection of automatic warehouse units Systematic warehouse modernisation Sound advice and scheduled implementation -
LNCS 8407, Pp
Knowledge Management: Organization Culture in Healthcare Indonesia Dana Indra Sensuse1, Yudho Giri Sucahyo1, Siti Rohajawati2, Haya Rizqi1, and Pinkie Anggia1 1 Computer Science Faculty, University of Indonesia, Depok, Indonesia {dana,yudho}@cs.ui.ac.id, {pinkie.anggia.id,cold.ryz}@gmail.com 2 Dept. of Information System, Bakrie University, Jakarta, Indonesia [email protected] Abstract. Nowadays organizations realize that knowledge is an important asset to achieve a competitive advantage. In the favor of that, it is necessary for or- ganizations to manage and utilize the knowledge as much as possible through knowledge management (KM). KM concept is not only used in large compa- nies, but also has begun to be adopted by healthcare organization in an effort to improve the quality of services. Managing knowledge is not easy, a lot of factors to consider, one of which is the culture of the organization. Organiza- tional culture is defined as a set of practices, values, and assumptions held by members of the organization and are able to influence the behavior of the organization [12, 13]. According to Kim Cameron and Robert Quinn (2006), organizational culture can be examined using ‘Organizational Culture Assess- ment Instrument’ (OCAI) which has a framework, called the competing value framework (CVF). This framework consists of four culture types i.e. clan, adhocracy, market, and hierarchy. In this research, we found that healthcare organization in Indonesia have developed a dominant culture-style. It is a mix of the market and hierarchy. In addition, we also discuss the relationship of four culture types with KM, and six dimensions of organizational culture. -
Invisible Crowds in Cyberspace
Invisible Crowds in Cyberspace: Mapping the Social Structure of the Usenet1 Marc A. Smith University of California, Los Angeles Published in: Smith, Marc. “Invisible Crowds in Cyberspace: Measuring and Mapping the Social Structure of USENET” in Communities in Cyberspace: Perspectives on New Forms of Social Organization.. London, Routledge Press, 1999 SURVEYING SOCIAL CYBERSPACES The Usenet is a quintessential Internet social phenomenon: it is huge, global, anarchic and rapidly growing. It is also mostly invisible. Although, it is the largest example of a conferencing or discussion group system,2 the tools generally available to access it only display leaves and branches - chains of messages and responses. None present the trees and forest. With hundreds of thousands of new messages every day, it is impossible to try to read them all to get a sense of the entire place. As a result, an overview of activity in the Usenet has been difficult to assemble and many basic questions about its size, shape, structure and dynamics have gone unanswered. How big is the Usenet? How many people post? Where are they from? When and where do they post? How do groups vary from one another and over time? How many different kinds of groups are there? How many groups successfully thrive and how many die? What do the survivors have that the others lack? How do different social cyberspaces connect and fit together and form a larger ecology? There is no shortage of questions. But we lack a historical record of the transformations of social cyberspaces3 just at the point when network interaction media are being widely adopted. -
Adopting a Collaborative Software Development Process in the Scientific Community
Adopting a Collaborative Software Development Process in the Scientific Community NOAA's 32nd Climate Diagnostics and Prediction Workshop (CDPW) Mike Charles DOC/NOAA/NWS/NCEP/CPC Motivation To advocate improved software development and project management techniques, including collaborative software development and the use of project management software. Who does this apply to? • Universities • Government • Private sector • Any software developers From now on, for the sake of brevity, "collaborative work" will include use of project management software. Disadvantages of Non- Collaborative Work Non-Collaborative Work A developer works alone • Work goes unchecked by others • If the owner leaves, nobody knows how the software works • There are no ideas contributed by others during development Non-Collaborative Work A developer doesn't log changes • Hard to revert to a previous version of the code • Can't remember what they did last week • Can't tell why a specific change was made Non-Collaborative Work A developer doesn't create documentation • Hard for others to adopt code • Hard for backup code owners to fix bugs and/or run code • Hard to share code with others Advantages of Collaborative Work Collaborative Work How should developers be working? • Collaboration - Working with others leads to more ideas and creativity, and more QCing of code • Tracking Changes - Using revision control software, tracking changes to code and keeping a log makes it easier to revert to older versions of the code, and keep track of work • Documentation - Creating -
The Intelligent Management System: an Overview
The Intelligent Management System: An Overview Mark S. Fox The Robotics Institute Carnegie-melt on University Pittsburgh, Pennsylvania 15213 . 7 becember 1982 Abstract: This paper describes the Intelligent Management System (IMS) project, which is part of the Factory of the Future project in the Robotics Institute of Carnegie-Mellon University. IMS is a long term project concerned with applying artificial intelligence techniques in aiding professionals and managers in their day to day tasks. This report discusses both the long term goals of IMS, and current research. It describes research in the modeling of organizations, constraint- based job-shop scheduling, organization simulation, user interfaces, and system architecture. Examples of working systems are provided. Copyright @ 1982 Intelligent Systems Lab., CMU Robotics Inst. This research was supported by the Robotics Institute, Carnegie-Mellon University, and, in part, by the Westinghouse Corporation. To appear in: "Processes and Tools For Decision Support", [H.Sol- Editor] Netherlands: North-HollandCompany, 1982. Revised Version. -. .. .- .. Intelligent Management System Table of Contents 1 1. Introduction 2. Functional Goals 2 3. Architectural Goals 5 7 c 4. Organization Modelling 4.1. Introduction 7 4.2. Basic Modetling System 10 4.3. Model Accessibility and Extensibility 14 4.4. Flow-Shop Modelling 17 4.5. Job-Shop Modelling 19 4.6. Machine Modelling 20 5. Organization Analysis 20 5.1. Introduction 20 5.2. Simulation 21 5.3. Structure Analysis 23 6. Organization Operation and Management 24 6.1. Introduction 24 6.2. Job-Shop Scheduling 24 6.3. Factory Monitoring 28 6.4. Process Diagnosis 28 7. User Interfaces 28 7.1. -
WHY USE a WIKI? an Introduction to the Latest Online Publishing Format
WHY USE A WIKI? An Introduction to the Latest Online Publishing Format A WebWorks.com White Paper Author: Alan J. Porter VP-Operations WebWorks.com a brand of Quadralay Corporation [email protected] WW_WP0309_WIKIpub © 2009 – Quadralay Corporation. All rights reserved. NOTE: Please feel free to redistribute this white paper to anyone you feel may benefit. If you would like an electronic copy for distribution, just send an e-mail to [email protected] CONTENTS Overview................................................................................................................................ 2 What is a Wiki? ...................................................................................................................... 2 Open Editing = Collaborative Authoring .................................................................................. 3 Wikis in More Detail................................................................................................................ 3 Wikis Are Everywhere ............................................................................................................ 4 Why Use a Wiki...................................................................................................................... 5 Getting People to Use Wikis ................................................................................................... 8 Populating the Wiki................................................................................................................. 9 WebWorks ePublisher and Wikis