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ples of Information Systems Performance Assessment Information Technology Assessment 12 principles: (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 pro

This includes a pre-project assessment (feasibility 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 effectiv

23.1 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 proj

Identification mark rights (trademark rights, trade name rights) Three important aspects: patent rights, trademark rights and copyright patent rights There are three types of patent rights: patents for inventions, utility models and designs. The "triple" characteristics of intellectual property: exclusivity, terri

1、Change of qualification structure - establishing a learning organization 2. 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

1) 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

blishing 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, s

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.

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

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 suppo

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 Ques

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 mandatory both according to project requirements and contractual requirements. 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 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 contro

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

In general, balancing resources will: extend duration ensure quality increase a small number of items decrease items 50. one planning process has been completed in developing the project management plan before implementing the six processes of project time management is: milestone list overall project time schedule management plan schedule baseline 51. tools for schedule control in addition to progress reports

There is no change to the project scope and the cost must not exceed the budget. In this case, the most effective way to compress the schedule is to: catch up on work and follow up quickly with overtime to reduce task estimates 47. The process of revising the schedule based on the actual resources available is called resource: allocation. Adding. Scheduling. 48. The total float time for an activity on the critical path is

44. The requested changes and recommended corrective actions are: scope verified inputs scope controlled inputs scope controlled outputs overall change controlled outputs Education City IT Channel Information Systems Project Manager Question Bank 45. The approved change requests are: scope verified inputs scope controlled inputs scope controlled outputs scope verified outputs