非部分嵌套信息结构的LQG动态队决策问题的可解性（II）*

本文讨论非嵌套信息结构的递阶队决策问题和控制均享信息结构的LQG分散控制问题,文中首先证明这两类问题的信息结构都是“部分控制嵌入”的,进而给出最优策略(或控制)存在的充要条件和当此条件成立时最优策略(或控制)的表达式。     

Performance on agile teams: Relating iteration objectives and critical decisions to project management success factors

ContextWhile project management success factors have long been established via the golden triangle, little is known about how project iteration objectives and critical decisions relate to these success factors. It seems logical that teams’ iteration objectives would reflect project management success factors, but this may not always be the case. If not, how are teams’ objectives for iterations differing from the golden triangle of project management success factors?ObjectiveThis study identifies iteration objectives and the critical decisions that relate to the golden triangle of project management success factors in agile software development teams working in two-week iterations.MethodThe author conducted semi-structured interviews with members across three different agile software development teams using a hybrid of XP and Scrum agile methodologies. Iteration Planning and Retrospective meetings were also observed. Interview data was transcribed, coded and reviewed by the researcher and two independently trained research assistants. Data analysis involved organizing the data to identify iteration objectives and critical decisions to identify whether they relate to project management success factors.ResultsAgile teams discussed four categories of iteration objectives: Functionality, Schedule, Quality and Team Satisfaction. Two of these objectives map directly to two aspects of the golden triangle: schedule and quality. The agile teams’ critical decisions were also examined to understand the types of decisions the teams would have made differently to ensure success, which resulted in four categories of such decisions: Quality, Dividing Work, Iteration Amendments and Team Satisfaction.ConclusionThis research has contributed to the software development and project management literature by examining iteration objectives on agile teams and how they relate to the golden triangle of project management success factors to see whether these teams incorporate the golden triangle factors in their objectives and whether they include additional objectives in their iterations. What’s more, this research identified four critical decisions related to the golden triangle. These findings provide important insight to the continuing effort to better assess project management success, particularly for agile teams.     

网络与信息安全事件应急响应体系层次结构与联动思路漫谈

目前,网络安全问题频发,因此为了应对该问题,人们研究了一种基于联动策略的综合安全保障措施,也就是网络信息安全事件应急响应（NISIER）。笔者从网络信息安全事件的特点出发,对NISIER体系的关键进行分析,在此基础上提出了“8641”层次结构。     

Sharing your view: A distributed user interface approach for reviewing emergency plans

Emergency planning is an ongoing activity in which a multidisciplinary group of experts intermittently collaborate to define the most appropriate response to risks. One of the most important tasks of emergency planning is the review of plans as a way of maintaining, refining, and improving them. This review of plans is based on exchanging knowledge and experiences in order to take into account different perspectives and generate alternative solutions. An exploratory case study carried out within municipal organizations has disclosed how the application of rigid plan reviewing practices hinders team creativity and, consequently, effective decision-making. This paper presents a computer-based collaborative environment aimed at supporting unstructured team discussion during the post-hoc review of emergency plan. This collaborative environment allows emergency planning team members to share their view in a free manner by interacting with user interface components distributed across several input and output dimensions. The usage of the environment has proved how the application of new interactive technologies can create more dynamic work settings, fostering team creativity.     

浅谈企业政工干部匮乏的原因及对策

在市场经济大潮中冲击下,企业政工干部队伍出现了后继乏人的尴尬局面。针对这种情况,要着手做要以下四个方面的工作:一是"造势",造有利于推进政工队伍建设的社会舆论;二是"补缺",搞好政工干部队伍的梯队建设;三是"外派",将政工干部放到改革的前沿阵地和艰苦环境中锻炼;四是"解忧",为政工干部解决后顾之忧。只有这样,才能保证企业政工干部队伍迅速健康成长。     

如何加强高技能人才队伍建设

中石化石油工程地球物理有限公司江汉分公司要建立一支优秀高技能人才队伍,必须健全高技能人才培养保障机制,要把高技能人才队伍建设作为"一把手"工程,建立健全技能人才开发的组织原则、培训教育管理机制和人才开发资金保障机制;必须加大高技能人才培训力度,要强化培训工作中的思想建设,强化快速人才培训机制,搭建系列学习平台,注重发挥高技能人才的示范引导和传帮带作用;必须拓展高技能人才成长通道,要建立高技能人才任免管理,提供更多的学习和锻炼的机会,强化主业工种的培训和鉴定工作,切实实施岗位调整和复合型技能人才培养计划;必须完善高技能人才评价体系,要完善评价标准、优化评价方式、规范评价流程、实行结果考评。     

New product development team intelligence: Antecedents and consequences

Our study investigated the effect of team knowledge on new product development (NPD). By investigating 207 NPD projects, we found that the declarative and procedural knowledge of the team and their use of IT had a positive influence on the team's knowledge base; and that the higher the functional diversity of the project team, the greater their overall knowledge. We also found that team knowledge positively impacted new product creativity and success in the market place.     

Open Innovation and Team Leaders’ Innovation Traits

Open innovation has transformed internal novel resource allocation and facilitated diverse interorganizational cooperation models. Previous studies have investigated open innovation archetypes and their formation. However, most researchers have neglected the crucial role that team leaders play in integrating internal and external resources and connecting creative ideas in open innovation. This study investigated the influence of open innovation archetypes and team leaders’ innovation traits on team performance. On the basis of the literature review, the analytical hierarchy process was applied to construct a framework for assessing and selecting team leaders in open innovation. The analysis was completed based on samples from 45 valid respondents (88% return rate) in Taiwan’s high-tech industry. The study results suggested that innovation knowledge is the most crucial innovation criterion for a leader, particularly core knowledge and advanced knowledge. Among the various sub-criteria, extrinsic motivation was the second most important sub-criterion. Leaders with strong innovation motivations are suitable to lead inbound open innovation projects.     

What affects information systems development team performance? An exploratory study from the perspective of combined socio-technical theory and coordination theory

Quality is an important factor in information systems development (ISD), and ISD team performance closely relates to quality. To better understand ISD teams, we empirically tested a model on ISD team performance by combining socio-technical theory and coordination theory. Using existing empirical studies and data collected from three well-known ISD companies in China, our research results identified influential characteristics of ISD team performance, and revealed similarities and differences between China’s ISD team performance and those in other countries. By the results, we find that knowledge sharing and major do not affect team performance. The compensation satisfaction to job performance is not significant in China, either. Our research provides suggestions for building and supporting ISD teams that could lead to performance improvements.     

Should I e-collaborate with this group? A multilevel model of usage intentions

The use of online collaboration tools for virtual teamwork has been studied extensively, but mainly at the individual-level. We decided to examine the effect of macro-level factors (i.e., team attributes) and applied hierarchical linear modeling analysis to a sample of data collected from 96 individuals nested in 34 virtual teams. Our results suggested that the development of behavioral e-collaboration intentions by individual virtual team members was affected by their perceptions about the system, as described by individual-level IT use theories, and macro-level factors pertaining to the team. The collaboration technology was perceived to be less useful when employed to communicate with social loafers; and collective social loafing negatively influenced the teams’ potency assessments. After controlling for individual-level perceptions of system usefulness, team potency augmented team members’ intentions to use the online collaboration technology with similar teams. It also improved team performance.