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Store and evaluate the configuration information required to effectively manage products and information. Determine and verify product configurations. Review and approve requested changes. Education City IT Channel Information Systems Project Manager Question Bank 25. In addition to being the output of the project closeout the administrative closeout process is also: an input to monitor the project work process an input to monitor the project work process an input to overall change control an input to direct and manage project execution

Identify that the performance and functional requirements identified in the configuration file have been met.

Management concept and management model to a new level 23.3 overall project performance assessment methods 1 the overall project assessment methodology 1) the main features of the project assessment system: ① holistic (integrated and integrated economic technical operational environmental risk) ② target ③ relevance (time knowledge logical three-dimensional structure) ④ dynamic (project life cycle)

Built an information platform that meets the requirements of the long-term development of the enterprise

(1) integrity; (2) security; (3) scalability; (4) availability; (5) manageability; (6) interoperability; (7) adaptability; (8) ease of development; (9) economy; (10) fast response time; (11) distribution of data; (12) ease of use; application effect assessment: 1) expected economic benefits 2) management benefits optimised management processes realised electronic processes reduced redundant links in work

Principles of Information Systems Performance Assessment Information Technology Assessment

Post-completion assessment of the project (contractual conformity relevance of objectives and economic soundness). 2) Project performance audit Performance audit (Triple E audit) is a collective term for economic audit efficiency audit and effectiveness audit. Performance audits can be categorised by time into pre-performance audits mid-performance audits and post-performance audits. 3) Overall project performance assessment Overall project performance assessment focuses on the mid-term of the project.

Project performance is the extent to which the various elements of the project plan are met and the various changes that occur in the project as it progresses. Overall project performance refers to information on the time cost quality and scope of the project and in some cases also includes risk and procurement information. What is overall project performance assessment: 1) Project performance assessment Project performance assessment generally refers to the assessment of a project through an organisation or individual outside the project team.

The concept of overall project performance assessment Performance is used to indicate the progress of a project that is project performance.

There are three types of patent rights: patents for inventions utility models and designs. The "triple" characteristics of intellectual property: exclusivity territoriality and temporality. overall performance assessment

Three important aspects: patent rights trademark rights and copyright patent rights

Construction of a knowledge warehouse for information system projects 3. Strengthening intellectual property management in information system projects 22.5 Intellectual property management in information system projects Two major categories of intellectual property rights: 1) Creative achievements (including patent rights integrated circuit rights copyright copyright) 2) Identification mark rights (trademark rights trade name rights)

Forgetting one-sided assumptions and concepts 2) Evaluating the necessity and feasibility of tacit knowledge sharing in projects 3) Formulating a plan for tacit knowledge sharing in projects 4) Small-scale trials 5) Promotion of tacit knowledge sharing methods 6) Evaluation and feedback of learning effects 7) Accumulation and promotion of experience in tacit knowledge sharing in projects 22.4 Institutional construction of knowledge management in design and development projects

Establishing an index of explicit knowledgeDesigning and developing the combination of participation and support from the top management of the organization and the performance evaluation system22.3 Management of tacit knowledge in information system projectsCharacteristics of tacit knowledge: difficult to subdivide difficult to understand difficult to replicate difficult to disseminate exclusive exclusive tacit and shareable Methods of sharing tacit knowledge: codification face-to-face communication staff rotation networking.

Build an institutional platform for project knowledge management to create more opportunities for communication between employees

Top-down monitoring and facilitating knowledge-related activities; creating and maintaining knowledge infrastructure; updating the organisation and transforming knowledge assets; and using knowledge to enhance its value. 22.2 Management of explicit knowledge in information systems projects Steps of explicit knowledge management: capture filter organise disseminate apply Measures of knowledge management in information systems projects