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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.

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

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

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

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

Functions of Knowledge Management: Externalisation: acquiring knowledge from outside and organising it according to certain classifications Internalisation: refers to the transfer of knowledge and extracting knowledge from outside Mediation: finding the best source of knowledge Cognition: the following three functions acquire knowledge to be applied Concepts and connotations of Knowledge Management: 1) Knowledge management refers to the process of creating acquiring and using knowledge in order to enhance organisational performance.

Framework and basic principles of process restructuring KBSI's BPR implementation framework 2) Multi-layer BPR implementation framework 4. Steps for BPR implementation 1) Initiation of BPR project 2) Development of change plan 3) Establishment of project team 4) Analysis of target processes 5) Redesign of target processes 6) Implementation of new design 7) Continuous improvement 8) Restart Chapter 22 Knowledge Management 22.1 Knowledge Management Overview Explicit knowledge

Benchmarking targeting method 21.3 Business Process Reengineering 1. Definition of Business Process Reengineering Generally speaking business processes are divided into three categories: management processes operational processes and support processes. Management process: refers to the process generated by the overall objectives and business strategies of the enterprise; operation process: directly related to meeting the needs of external customers; support process: to ensure the smooth implementation of the operation process in terms of capital manpower equipment management information and information system support of various activities.

The critical chain focuses attention on managing the buffer activity durations and the resources available for the planned activities. To ensure that activities are planned for duration the critical chain schedules planned activities according to the earliest possible start and completion dates.59 What information does the project manager initially need when preparing the initial cost estimate for the project: verification of the estimating process. Cost management plan. Available historical data from the Education City IT Channel Information Systems Project Manager Question Bank. Bottom-up estimating.

Activity definition Activity sequencing. Estimation of activity resources. Estimation of time required for activities. 58. All of the following statements about critical chaining are correct except: The critical chain method is a schedule network analysis technique that allows the project schedule to be adjusted according to limited resources The critical chain method adds duration buffers which are non-work plan activities.

Milestones are both mandatory and optional.56. All of the following statements are correct except: Dummy activities are not actually planned activities and have no work contentDuration of dummy activities is given a value of 0 when performing progress network analysis. Dummy activities are used in ON because they have only FS dependencies.

Control points for senior management can be located at selected management points above the level of the work package. Control points for control accounts can be used as a basis for planning when the relevant work packages have not yet been planned The planning portfolio is used to plan known work elements for which specific planned activities already exist. The planning portfolio is a component of the work breakdown structure below the control account in the work breakdown structure but above the work package.55. The following statements about milestones are all correct The planning milestone list lists all milestones The milestone list is used in the schedule model

In activity definition work packages are systematically broken down into smaller components called: control accounts (ontrolount) resource breakdown structures (RS) planning portfolios (PlnningPkge) planning activities (Sheuletivity) 53. All of the following statements about rolling planning are true except: rolling planning is a progressive refinement of planning Expressions Project planning activities should be at the same level of detail over the life of the project During early strategic planning activities are only detailed to milestone levels Work to be undertaken in the last one or two reporting periods should be planned in detail as the work in the current period nears completion