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...     

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。     

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。     

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。     

基于扩展角色权限控制实现简短工作流的应用研究

在实际的信息系统开发工作中,存在大量短流程业务。如果采用专门的工作流实现,存在着流程过短,开发效率低下等问题。为此,笔者结合工作流技术和基于角色的访问控制技术,应用扩展角色权限控制实现了对简短工作流程的控制。本文先简要介绍工作流技术和基于角色的访问控制(RBAC)技术,然后详细阐述基于扩展角色权限控制实现简短工作流的设计思想、功能概念定义、具体用例以及部分主控数据表设计等相关问题。     

基于局域网下C语言考试系统的设计与实现

本文介绍了基于局域网下的C语言考试系统的设计与实现,详细阐述了系统采用C/S结构的原由,展示了考试系统的出卷、答卷、批卷的基本流程,深入分析了上机考试系统的题库设计、用户安全与权限设置、随机抽题、二次登陆等关键技术及实现方法。系统安全性好,执行效率高。     

基于角色访问控制的协同办公系统设计与实现

介绍了基于角色访问控制模型（RBAC）,给出了RBAC96中用户、权限、角色、会话集及角色的层次、授权等之间的关系。基于RBAC96设计并实现了协同办公系统,给出了该系统的功能模块、技术路线和实现方法。重点论述了本系统实现过程中的权限列表和角色列表的创建方法、协同办公中的访问控制特点及实现方法、权限控制子系统应用层开发流程等关键问题,提出了权限控制子系统服务器端三层B／S结构设计方法,解决了协同办公中的访问控制问题。实现协同办公系统所采用的方法和技术路线具有通用性。     

基于角色访问控制的协同办公系统设计与实现

介绍了基于角色访问控制模型（RBAC）,给出了RBAC96中用户、权限、角色、会话集及角色的层次、授权等之间的关系。基于RBAC96设计并实现了协同办公系统,给出了该系统的功能模块、技术路线和实现方法。重点论述了本系统实现过程中的权限列表和角色列表的创建方法、协同办公中的访问控制特点及实现方法、权限控制子系统应用层开发流程等关键问题,提出了权限控制子系统服务器端三层B／S结构设计方法,解决了协同办公中的访问控制问题。实现协同办公系统所采用的方法和技术路线具有通用性。     

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。     

基于工作流的同集热电报表管理系统设计与实现

为实现报表信息管理流程自动化和对生产数据进行实时有效的监控,以同集热电实际科研项目为背景,在对企业报表生成流程分析的基础上,充分利用生产控制与信息网络系统,设计并初步实现了基于工作流的同集热电生产实时状况再现的报表管理系统。实际应用表明:该系统有助于生产与管理一体化、提高企业生产管理水平,是一个比较实用的且能与生产数据集成的报表管理系统。     

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.     

Individual profiles and team classes of the climate for creativity: A multilevel latent profile analysis

Understanding the team climate to enhance creativity is important in academia and industry given the need for organizations to respond to the changing environment. Research on team creativity is a relatively recent trend, but most studies have been conducted from a variable‐centered perspective. Despite the contributions of this type of research, there are limitations in understanding subgroups based on individuals' perceptions. To address the limitations, the purposes of this person‐centered study are firstly to identify individual‐level latent profiles and team‐level latent classes based on the climate for creativity, and secondly to examine the differences in individual‐ and team‐level outcomes between the identified profiles and classes. This study used multilevel latent profile analysis (MLPA) with 238 individuals in 26 project teams. We identified two individual profiles, high impediments and high stimulants, and two team classes, low impediments teams and mixed impediments teams. Low impediments teams included mostly high stimulants, and mixed impediments teams included half high stimulants and half low impediments. We further determined that high stimulants and low impediments teams showed higher individual‐ and team‐level outcomes than the other profile and class. This study theoretically and practically contributes to team creativity management from a person‐centered perspective.