高校办公系统中工作流管理系统的设计与实现

在工作流管理联盟的参考模型基础上，设计了一种适用于高校办公系统的工作流管理系统模型，该模型利用统一的公共平台将办公系统与各业务系统相集成，实现了跨系统的流程整合。并参考国内外权限管理模型，提出并实现了一个通用的高校办公系统权限管理模型，通过引入以部门和职务为基础的层次角色关系，解决了权限管理实际操作中角色定义不方便、授权过程难理解且烦琐的问题，更加适合高校管理需要和应用系统开发需求。     

面向混合虚拟化环境的开发运维一体化服务设计

为了保障在混合架构下的调控云应用服务发布质量和效率,设计了开发运维一体化服务,主要包括用户管理、基础数据管理、部署管理和系统状态监视等部分.用户管理基于角色权限模型实现权限控制;基础数据管理实现应用项目资源配置;部署管理实现应用上线流程,支持一键上线,快速回滚;状态监视实现定期系统健康巡检功能.开发运维一体化服务通过调...     

MIS用户权限管理技术

作者建立了自己的权限管理模型，针对该模型阐述了数据库设计的核心技术及具体实现的路线、算法，设计出了具有权限管理的应用系统的安全把握流程。     

基于AutoCAD的小型PDM系统模型的研究

本文通过分析中小企业的工程图档的设计和管理流程，以项目结构树和用户权限结构树为核心，提出了一种开发基于AutoCAD的小型PDM系统模型的结构和实现过程。     

基于工作流的高校教材征订管理系统设计与实现

高校教材征订管理是教学管理工作中的重要环节之一。通过对教材征订的流程实施信息化管理，设计学生、教师、审核负责人、库房管理员以及财务多方角色在教材管理方面的工作流，对接教务系统实现全流程信息化管理，并从功能设计、工作流设计、角色权限定义方面介绍了系统的设计与实现。     

基于模板的科研项目预算系统的研究与实现

加强预算管理已越来越成为科研项目管理的重要发展趋势。开发科研项目预算管理系统的难点在于不同经费来源单位项目预算科目不尽相同,同时项目预算科目与财务会计科目的核算维度不相同。系统通过模板技术,建立项目预算科目与会计核算科目的映射关系,很好地实现了预算归集,从而实现了课题经费的实时管理与控制。系统已在某大型科研机构的信息系统中予以应用,并且与其ERP财务系统、网上报销系统、科研项目系统实现了很好的集成,为规范科研机构的项目经费管理提供很好的信息化支撑。     

基于业务流程的访问控制模型研究开发

在分析研究RBAC基本模型的基础上，根据网上申报、审批系统的实际需求，提出了一种基于业务流程的访问控制模型，将业务流程和基于角色的权限控制相结合，在业务流程和角色之间建立有效的联系，使有关业务流程的信息能够直接指导角色的设置。该模型克服了RBAC基本模型需要修改角色权限来适应不同业务流程的缺点，真正实现了权限的按需、按流程分配，角色只有在执行特定子任务时才具有权限，权限的分配和回收由系统动态实现。该模型已在网上申报、审批系统项目中应用。     

基于B/S模式的企业管理系统的设计与实现

根据企业中物流、资金流的运转流程，讨论了基于B／S模式的企业进销存管理系统的设计与实现，重点讨论了Web服务器的设计与实现。系统使用分布式开发技术，主要应用Ddphi 7．0的htemet Express和WebBroker技术，实现四个模块的功能：普通员工模块、会计模块、供销人员模块和管理人员模块，各个模块根据权限的不同具有不同的功能。     

WWW与数据库集成系统的用户权限管理

在WWW上的应用,越来越多的体现为多人合作应用形式,这些应用系统大多都需要通过WWW与数据库的集成来实现。但是由于WWW与数据库系统都有自己的用户权限管理,因此集成后在用户管理、权限设定及系统完整性方面就产生了一些问题。文章针对WWW与数据库集成系统,提出用户权限管理结构和机制,并设计了实际系统模型,它将服务器对用户的认证,转变成基于用户角色的对数据库的访问控制,不但能保护WWW与数据库的数据,而且能确保系统结合的完整性,同时更可以大量简化用户管理与权限管制的工作,提高权限管理的效率。     

通用自适应权限管理系统的研究与实现

在分析现有权限管理系统缺陷的基础上，提出了运用XML来描述系统的功能、实体类和操作等相关信息，并以此作为权限管理系统的基础设计和实现了通用自适应的权限管理系统，以应对系统在开发、应用和升级过程中出现的各种变化。     

A model of the software development process

This paper presents a model of the programming process. The model has four parts. A resources model specifies how many useful man-months of design effort are available from project team members after subtracting the time required for learning and team communications. A system design model specifies how many man-months of effort are required to derive program module specifications, as a function of the number of team members, program size, and number of modules. A coding model specifies how many man-months of effort are required for coding, as a function of team, module, and program size. Finally, a checkout model specifies how many man-months are required for checkout as a function of program size, error detection and correction rates, and a design-complete factor. The model as a whole predicts that programmer productivity will decrease as project team size is increased and that project duration will first decrease and then increase as team size is increased. It also shows that productivity and project duration vary enormously as a function of project management factors, even when project complexity and programming staff competence are held constant.     

Identity ambiguity and the promises and practices of hybrid e-HRM project teams

The role of IS project team identity work in the enactment of day-to-day relationships with their internal clients is under-researched. We address this gap by examining the identity work undertaken by an electronic human resource management (e-HRM) ‘hybrid’ project team engaged in an enterprise-wide IS implementation for their multi-national organisation. Utilising social identity theory, we identify three distinctive, interrelated dimensions of project team identity work (project team management, team ‘value propositions’ (promises) and the team’s ‘knowledge practice’). We reveal how dissonance between two perspectives of e-HRM project identity work (clients’ expected norms of project team’s service and project team’s expected norms of themselves) results in identity ambiguity. Our research contributions are to identity studies in the IS project management, HR and hybrid literatures and to managerial practice by challenging the assumption that hybrid experts are the panacea for problems associated with IS projects.     

PROJECT TEAM SELECTION USING FUZZY OPTIMIZATION APPROACH

With their high potential, high motivation, great problem-solving ability and flexibility, project teams are important work structures for the business life. The success of these teams is highly dependent upon the people involved in the project team. This makes the project team selection an important factor for project success. The project team selection can be defined as selecting the right team members, which will together perform a particular project/task within a given deadline. In this article, an analytical model for the project team selection problem is proposed by considering several human and nonhuman factors. Because of the imprecise nature of the problem, fuzzy concepts like triangular fuzzy numbers and linguistic variables are used. The proposed model is a fuzzy multiple objective optimization model with fuzzy objectives and crisp constraints. The skill suitability of each team candidate is reflected to the model by suitability values. These values are obtained by using the fuzzy ratings method. The suitability values of the candidates and the size of the each project team are modeled as fuzzy objectives. The proposed algorithm takes into account the time and the budget limitations of each project and interpersonal relations between the team candidates. These issues are modeled as hard-crisp constraints. The proposed model uses fuzzy objectives and crisp constraints to select the most suitable team members to form the best possible team for a given project. A simulated annealing algorithm is developed to solve the proposed fuzzy optimization model. Software based on C + + computer programming language is also developed to experiment on the proposed model in forming project teams.     

A model of information systems development project performance

abstract. Performance in information systems development (ISD) projects can be critical to business success. But, while project performance has been the subject of much debate, there has been little empirical research into its determinants. A survey of IS projects in the UK and New Zealand is analysed to test hypotheses concerning performance in terms of both project completion and budget (time-cost) variances. Subsequently, a secondary analysis of the findings is used to build a more complete empirical model of project performance. The paper helps to develop the theory of IS development project performance and also has significant implications for practice. Discussion of the findings highlights the importance of project team dynamics, risk management, senior management support for strategic projects and user participation in ensuring successful IS project performance.     

IT infrastructure capabilities and IT project success: a development team perspective

In this research we investigate how IT infrastructure capabilities are related to IT project success from a development team perspective. We first conduct an extensive literature review and summarize the insights to suggest an IT infrastructure base model. Drawing upon several other bodies of literature, particularly the psychology literature, we then build upon the base model to propose an integrative research model for IT project success that considers both actual and perceived effects of IT infrastructure capabilities. This research model argues that (1) teamwork quality mediates the effect of technical and human IT infrastructure capabilities on IT project success, and (2) team perceptions of both IT infrastructure and team capabilities shape team perceived likelihood of project success, which subsequently affects team commitment that is crucial to IT project success. We also propose a direct-effect model that directly links all constructs to IT project success so that we can test the efficacy of our proposed research model by comparing all three models. We then collect empirical data (n = 91) through an online survey of CIO/CTOs and team leaders. All three models are evaluated and compared using the partial least squares method. The results show strong support for the proposed research model except for two IT infrastructure components. We discuss the practical and theoretical implications of the findings, and suggest several ways this research can be extended.     

The impact of legitimacy-based motives on IS adoption success: An institutional theory perspective

Firms frequently adopt new information systems (IS). To better understand IS adoption, research has been focused on motives for an IS adoption. In this study, three legitimacy-based motives (coercive, mimetic, and normative pressure) are examined for their impact on two success determinants (i.e., project management approach and team competence) and the subsequent impact of the success determinants on IS adoption success. In a quantitative study of Australian firms, we found that coercive pressure and normative pressure influence the project management approach, whereas mimetic pressure influences team competence. Both the project management approach and team competence in turn influence IS adoption success.     

A change management framework for macroergonomic field research

With the proliferation of macroergonomic field research, it is time to carefully examine how such research should be managed and implemented. We argue that the importance of attending to high-quality implementation of field research is equal to that of methodological rigor. One way to systematically manage the implementation process is to adopt a change management framework, wherein the research project is conceptualized as an instance of organization-level change. Consequently, principles for successful organization-level change from the literature on change management can be used to guide successful field research implementation. This paper briefly reviews that literature, deriving 30 principles of successful change management, covering topics such as political awareness, assembling the change team, generating buy-in, and management support. For each principle, corresponding suggestions for macroergonomic field research practice are presented. We urge other researchers to further develop and adopt frameworks that guide the implementation of field research.     

Do organizational citizenship behaviors lead to information system success?: Testing the mediation effects of integration climate and project management

We adapted a model in organizational theory to determine whether organizational citizenship behaviors (OCBs) of system implementation teams influenced that organization's integration climate and improved their project management, resulting in successful system implementation. Surveys were elicited from 254 system users in various business organizations that had implemented large-scale IS in the previous year; the analysis of their responses provided support for our model, suggesting that the OCB of the implementation team created a higher level of integration climate and more effective project management, and that these in turn influenced information system success. Implications for researchers and managers are discussed and limitations are identified.     

Team leader strategies for enabling collaboration technology adaptation: team technology knowledge to improve globally distributed systems development work

Active management of team adaptation of collaboration technologies offers an important lever for influencing success rates in distributed project work, particularly in settings characterized by high task interdependence, such as information systems development (ISD). Substantial uncertainty exists as to how a leader might influence such technology adaptation during project work. Prior research indicates that a major leader resource to accomplish technology adaptation in these settings would be team technology knowledge (TTK). This empirical field study develops a five-factor model of strategies regarding awareness of TTK that team leaders take in intervening to affect technology adaptation in distributed ISD projects. The analysis indicates insights into when and why these strategies are effective and how they relate to each other as well as the leader's awareness of TTK. The study provides a way for ISD team leaders to approach improving team collaboration from a socio-technical perspective as well as insights into potential levers for improving team technology adaptation and the efficacy of ISD projects.     

A team building model for software engineering courses term projects

This paper proposes a new model for team building, which enables teachers to build coherent teams rapidly and fairly for the term projects of software engineering courses. Moreover, the model can also be used to build teams for any type of project, if the team member candidates are students, or if they are inexperienced on a certain subject. The proposed model takes students’ preferences and the teacher’s considerations into account when a team building process is required for any type of course. In addition, this paper investigates how team building models (RandomM: teams are built with randomly selected students; TeacherM: teacher selects the members for each team; StudentsM: students build their own teams and the proposed model) affect team performance and how gender differences affect project activities and team performance. A three-year (five semesters) teaching experiment was performed with the participation of 248 male and 79 female university students and a total of 67 software project teams. Two different One-way ANOVA tests were applied on the experimental data, and the results indicated that the proposed model was better than RandomM, TeacherM and StudentsM models in terms of project grades, and the effect of gender differences on the teams’ performance and project activities was negligible.