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项目管理沟通技术在信息系统开发中的应用 总被引：1，自引：0，他引：1
如何进行项目沟通是项目成功的重要因素之一.良好的沟通有利于建立和改善人际关系,沟通作为项目经理在项目管理中必须具备的最基本和最重要的技能,为项目经理的成功提供重要手段,项目沟通管理在项目实施过程中的重要性显而易见.信息系统是一个以计算机为基础,接收输入数据、处理数据并产生用户所需信息的系统.因此,在信息系统开发项目中,良好的信息沟通更是关乎项目是否成功的决定性因素.本文结合信息系统开发项目,探讨如何应用沟通技术来保证项目的成功. 相似文献
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随着计算机及网络技术的飞速发展,Internet/Intranet应用在全球范围内日益普及,当今社会正快速向信息化社会前进,信息系统的作用也越来越大。那么,中小企业应如何建设办公自动化信息系统?本文以采用一种结合C/S和Web的方式开发的中小企业办公自动化系统为例讨论办公自动化系统的设计与实现。 相似文献
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知识管理需要一定的技术支持,知识管理的各种功能及服务要依靠信息系统技术来实现。项目团队知识管理现有的软件主要有:IBM的Lotus Notes/Domino,微软知识管理系统。基于社会网分析的视角和IBM知识管理设计的思路,论文提出了项目团队知识管理的信息系统支持框架,该框架包括信息协作平台、共享数据库和"know-who"系统。 相似文献
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随着计算机及网络技术的飞速发展，Internet/Intranet应用在全球范围内日益普及，当今社会正快速向信息化社会前进，信息系统的作用也越来越大。那么，中小企业应如何建设办公自动化信息系统？本文以采用一种结合C／S和Web的方式开发的中小企业办公自动化系统为例讨论办公自动化系统的设计与实现。 相似文献
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阐述了基于流程的证券监控稽核信息系统的技术架构与技术实现，包括基于流程的系统构架、系统开发平台以及开发语言的选择。 相似文献
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基于期权理论的IS项目投资决策分析 总被引：1，自引：0，他引：1
本文分析了传统投资决策方法中NPV法的不足，重点讨论了信息系统项目的期权性特征，并在此基础上提出了基于期权理论的IS项目投资决策思路。通过具体算例分析可知，这种投资决策方法能够充分考虑IS项目灵活性的价值，从而避免了对项目价值的低估，增加了IS类项目投资决策的科学性。 相似文献
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We propose a conceptual framework to analyze technology adoption in mega infrastructure projects, and assess their potential to innovating large socio-technical systems. Drawing on an in-depth empirical analysis of Heathrow airport's Terminal 5 project, we find that innovation hinges on technology adoption decisions that are governed systematically by two intertwined determinants - assessment of expected profitability and development of absorptive capacity, both of which are distributed across various interdependent actors. On an ad hoc basis, technological decisions are also affected by other factors, namely attitudes toward risk, politics, and (lack of) established standards. We reveal how a schedule-driven project framing creates an underlying boundary condition that constrains the longitudinal process of building a ‘whole collective’ with capacity to absorb new technologies. The innovation potential of mega projects is thus subjected to a fundamental, unifying tension: on the one hand, they offer a one-off opportunity to invest in cutting-edge technologies and innovate socio-technical systems; on the other hand, project stakeholders have limited time to develop capacity to absorb novel technologies and negotiate differences on assessments of profitability and risk. Stakeholders may therefore be compelled to agree to adopt proven technologies upfront to reduce uncertainty and mitigate risks, thus limiting the innovation potential of new infrastructure development. 相似文献
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This study examined the views of information systems (IS) designers from the United States, Japan and Korea on the importance of IS development factors in terms of how they contribute to both the success and failure of IS projects. IS designers from the US viewed Communication of the Project Goals and Characteristics of the IS Designers as more important than did the IS designers from Japan and Korea, but rated Characteristics of the Project Leader as less important. The results also indicated that the IS designers did not view the relative importance of the IS development factors, the same in terms of contributing to the success and failure of IS projects. Results obtained from the US sample were consistent with a self-serving bias, while the results obtained from IS designers from Japan were consistent with a self-effacing bias. No significant differences between the success and failure factors were observed for the Korean sample. It was noted that a self-serving bias may prevent IS designers from learning based on past experiences with IS failure. 相似文献
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Joe Nandhakumar 《The Information Society》2002,18(4):251-262
This article reports an ethnographic study that investigates the ways in which time was experienced and managed in an information systems (IS) development project. The study is based on 6 months of intensive overt participant observation of the development of Executive Information Systems in a large multinational company. Drawing on time geography, this article discusses a social perspective of time and social dynamics of time management in IS development project teams and outlines its implications for formal approaches to time management. 相似文献
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工程类科技项目可以划分为基础研究项目、应用研究项目、技术开发项目、软科学项目4种,构建4种项目的指标评价体系,对其绩效情况进行评估。引入适合于"少数据、贫信息"情形的灰色系统理论,提出基于中心点混合正弦可能度函数的灰色聚类评估模型,采用较为光滑的正弦可能度函数,克服原有基于三角可能度函数的部分缺点。以某工程类科技基础研究项目中某天然气开发关键技术研究项目为例,运用该评估模型进行实证研究,结果表明该方法切实可行,所评估项目属于中绩效灰类的概率为51.88%。 相似文献
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《The Journal of High Technology Management Research》2014,25(1):21-35
With a large scope and high degree of complexity, managing large-scale projects is a challenge to project managers. The challenge is even greater when it comes to public sector projects due to the involvement of many stakeholders and the need to manage various relationships. For these reasons, many projects ended up with poor performance. Research has shown that success in managing large-scale projects requires a great deal of coordination and collaboration which can be done through established processes, strong teams, and involvement of stakeholders. Even though these processes and approaches are known, effectively implementing them is very difficult. The objective of this study is to investigate the management of selected large-scale IS/IT projects in the public sector in order to identify common problems and causes leading to poor performance. Fourteen projects from the US, UK, and Australia were studied, making this research among the few studies to investigate large-scale IS/IT projects in the public sector from different countries. The research results indicate common problems related to system design and implementation, project management and governance, and contract management. Theoretical contributions and implications for practitioners are also discussed. 相似文献
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为了获得持续的竞争优势,企业研发项目管理必须能够获得、保留和整合知识,而且要推动知识的创造。文章在分析企业研发项目管理知识分类的基础上,探讨了企业研发项目知识流失的原因,最后从研发项目管理知识信息体系、研发项目全过程知识管理体系、企业内部研发组织网络体系等方面构建了基于知识管理的企业研发项目管理体系,以期能提升企业研发项目管理水平。 相似文献
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信息系统工程项目经理的素质分析 总被引：1，自引：0，他引：1
项目经理是信息系统工程建设的关键。本文基于信息系统项目管理的职责以及项目管理的组织类型对项目经理的影响，分析了作为信息系统项目经理应该具备的素质，并提出了信息系统项目经理素质培养的方法。 相似文献
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信息系统项目的成功要求必须进行风险管理。风险管理的第一步工作是风险识别，这也是风险管理的基础。本文基于信息系统项目实践以及软件工程原理分析了信息系统项目风险的来源，在此基础上进一步分析了信息系统项目开发中存在的7大类、36项风险因素。最后还分析了影响信息系统项目风险大小的因素。 相似文献