Preparing for Knowledge Management: Part 2, Constructing a KM Platform (Englisch)
- Neue Suche nach: Kesner, R. M.
- Neue Suche nach: Kesner, R. M.
In:
INFORMATION STRATEGY -PENNSAUKEN-
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18
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18-29
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2001
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ISSN:
- Aufsatz (Zeitschrift) / Print
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Titel:Preparing for Knowledge Management: Part 2, Constructing a KM Platform
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Beteiligte:Kesner, R. M. ( Autor:in )
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Erschienen in:INFORMATION STRATEGY -PENNSAUKEN- ; 18 ; 18-29
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Verlag:
- Neue Suche nach: AUERBACH PUBLISHERS INC
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Erscheinungsdatum:01.01.2001
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Format / Umfang:12 pages
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ISSN:
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Medientyp:Aufsatz (Zeitschrift)
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Format:Print
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Sprache:Englisch
- Neue Suche nach: 658.4038
- Weitere Informationen zu Dewey Decimal Classification
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Klassifikation:
DDC: 658.4038 -
Datenquelle:
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Inhaltsverzeichnis – Band 18
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Departments - Notes - Supply Chain Management: The Next Great Hope?DeJarnett, L.R. et al. | 2002
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Departments - Notes - Forward to Basics ... It Is Neither Back to Basics nor Advancing to the Rear!DeJarnett, L.R. et al. | 2002
- 3
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Departments - Notes - IT Spending: It's the Really Big Issue, Again!DeJarnett, L.R. et al. | 2002
- 3
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Forward to Basics... It Is Neither Back to Basics nor Advancing to the Rear!DeJarnett, L. R. et al. | 2002
- 3
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Departments - Notes - Tough Times Reprised -- But Where or When Is the End?DeJarnett, L.R. et al. | 2001
- 3
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IT Spending: It's the Really Big Issue, Again!DeJarnett, L. R. et al. | 2002
- 6
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Cost-Benefit Analysis: It's Back in Fashion, Now Let's Make It WorkClermont, P. et al. | 2002
- 6
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Managing Telecommunications-ExpensesYarberry, W. A. et al. | 2002
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Features - Managing Telecommunications-Expenses - Telecommunications is the second-highest nonoperating expense for the average Fortune 1000 firm. Most organizations can reduce these expenses by 3 to 15 percent; some can cut costs by 30 to 40 percent. The key to achieving and maintaining lower telecom expenses is to understand industry drivers, technical alternatives, and effective telecom procurement and processing techniques.Yarberry Jr, William A. et al. | 2002
- 6
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Features - Cost-Benefit Analysis: It's Back in Fashion, Now Let's Make It Work - Although it has gone in and out of style, quantitatively justifying IT investment has always been a good idea. However, the typical methods of making these cost-benefit analyses have been flawed. This article describes a better way and presents two case studies to illustrate it.Clermont, Paul et al. | 2002
- 7
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Preparing for Knowledge Management: Part 1, Process MappingKesner, R. M. et al. | 2001
- 7
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Features - Linux: A Cost-Effective Alternative to Windows - This article compares the pros and cons of moving to Windows XP with those of installing Linux. The costs, availability of software, quality of vendor support, and various adoption issues are all considered.Dallas, Dennis A. et al. | 2002
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Features - Preparing for Knowledge Management: Part 1, Process MappingKesner, Richard M. et al. | 2001
- 7
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Linux: A Cost-Effective Alternative to WindowsDallas, D. A. et al. | 2002
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Features - Teamwork Puts a Troubled Project Back on Track: A Case Study in Relationship Building - This article tells the story of a project team that began with energy and enthusiasm. Midway through this critical project, however, the customer turned over most of its IT operations to a third party. A new project manager was appointed, who ended the communications activities that had been so important to the early success of the project. Lack of communications soon bred distrust, fear, suspicion, and doubt. The project that began with such promise a few months ago suddenly skidded off the tracks....Partlow, Jim et al. | 2002
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Teamwork Puts a Troubled Project Back on Track: A Case Study in Relationship BuildingPartlow, J. / Wynes, D. et al. | 2002
- 13
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Offshore Development, Building Relationships across International Boundaries: A Case StudyDavey, H. / Allgood, B. et al. | 2002
- 13
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Features - Offshore Development, Building Relationships across International Boundaries: A Case Study - Organizations contemplating offshore outsourcing might be interested in the experiences of a U.K.-based company outsourcing system development work to India. This article describes the company's experiences and answers key questions such as: "What factors led them to make the decision to outsource systems development work to India?" "How was a relationship built and maintained across international borders?" "What cross-cultural issues were evident?"Davey, Hamdah et al. | 2002
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Running Information Services as a Business: Managing IS Commitments within the EnterpriseKesner, R. M. et al. | 2002
- 16
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Features - Running Information Services as a Business: Managing IS Commitments within the Enterprise - All IS organizations pursue the same goal: The consistent and economical delivery of day-to-day services and project work. How can this be achieved? The purpose of this article is to provide a partial answer by offering a practical and proven methodology for managing IS commitments within the enterprise. The author advocates effective communications and shaping customer expectations by actually delivering positive results. In the end, customer satisfaction may be realized, at least in part, through the rigorous application of these practices, combined with the internal and external partnering to deliver on time and within budget.Kesner, Richard M. et al. | 2002
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Features - Is Your Software Bigger Than a Breadbox? The Hows and Whys of Software Estimation Tools - Although project managers can use many best practices to ensure project success, one practice stands out. It is software estimation based on a complete set of system requirements. With this, projects can be estimated to within 5 to 10 percent before any design or development starts. And automated estimation tools only improve the process.Lanza, Richard B. et al. | 2002
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Is Your Software Bigger Than a Breadbox? The Hows and Whys of Software Estimation ToolsLanza, R. B. et al. | 2002
- 18
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Preparing for Knowledge Management: Part 2, Constructing a KM PlatformKesner, R. M. et al. | 2001
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Features - Preparing for Knowledge Management: Part 2, Constructing a KM PlatformKesner, Richard M. et al. | 2001
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Features - A Step-by-Step Plan to Vendor Negotiations - As Charles L. Karrass said, "In business you don't get what you deserve, you get what you negotiate." This article presents a step-by-step plan for negotiating with a vendor. It also includes a set of workflows (e.g., assessing negotiation power, using negotiation tactics) to use throughout the negotiating process.Lanza, Richard B. et al. | 2002
- 23
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A Step-by-Step Plan to Vendor NegotiationsLanza, R. B. et al. | 2002
- 26
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Enabling Knowledge Exchanges for E-Business CommunitiesMalhotra, Y. et al. | 2002
- 26
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Features - Enabling Knowledge Exchanges for E-Business Communities - Unsuccessful attempts of E-commerce models have increased interest in online communities as critical enablers of E-business success. This article advances current understanding about global applications of collaborative technologies to address important issues relevant to such new E-business models.Malhotra, Yogesh et al. | 2002
- 30
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Features - The Seven Deadly Sins of Project EstimatingFeldman, Jeffery I. et al. | 2001
- 30
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The Seven Deadly Sins of Project EstimatingFeldman, J. I. et al. | 2001
- 32
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Should You Outsource Your CIO?...Maybe!Dangelo, N. et al. | 2002
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Departments - Consultant's Corner - Should You Outsource Your CIO?...Maybe!Dangelo, Norman et al. | 2002
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Departments - Lessons Learned - Lessons from Current Adopters of Transactional Web SitesYoung, Dale et al. | 2002
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Departments - Technology Corner - The Ease of Storage ManagementRodgers, Bruce D. et al. | 2002
- 36
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The Ease of Storage ManagementRodgers, B. D. et al. | 2002
- 37
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Features - Critical Success Factors for Information Requirements Gathering - The IS requirements-gathering process is a critical first step in the IS development or adoption process. However, IS requirements are too frequently incomplete, inconsistent, or incorrect. And often, the reasons for this failure have less to do with technologies than with people and management. This article presents the results of a study of the critical success factors (CSFs) associated with information systems requirements gathering. The results are based on a survey given to IS development personnel and to IS users who have participated in a requirements-gathering effort.Havelka, Douglas et al. | 2002
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IS StaffingSears, D. / Garretson, L. et al. | 2001
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Critical Success Factors for Information Requirements GatheringHavelka, D. / Lee, S. et al. | 2002
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Features - IS StaffingSears, David et al. | 2001
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The Modern Day Paladins: The White Hat HackersYarberry, W. A. et al. | 2002
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Departments - Security - The Modern Day Paladins: The White Hat HackersYarberry, William A. et al. | 2002
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Departments - Window on the World - The Borderless WorldRaval, Vasant et al. | 2001