Submitted by Marcia Silva (marcia@latec.uff.br) on 2016-02-03T20:52:22Z No. of bitstreams: 1 DISSERT MANASSES VICENTE.pdf: 2610789 bytes, checksum: 11b7e25414d7db496b0844456246caf4 (MD5) / Made available in DSpace on 2016-02-03T20:52:22Z (GMT). No. of bitstreams: 1 DISSERT MANASSES VICENTE.pdf: 2610789 bytes, checksum: 11b7e25414d7db496b0844456246caf4 (MD5) Previous issue date: 2015-11-07 / Existem duas abordagens para integração de sistemas de informação: ERP (Enterprise Resource Planning) e EAI (Enterprise Application Integration), sendo a mais conhecida a primeira delas. A integração fornecida pelo ERP não é por si só suficiente visto que falhou em atender a todas as áreas funcionais, deixando uma lacuna preenchida por softwares especialistas ou sistemas legados, principalmente em verticais de mercado não atendidas pelo ERP. É através da integração dos vários tipos de aplicações empresariais – EAI – que se atinge a integração ou inter-relacionamento dos processos de negócios e/ou estruturas de negócios. Portanto, ela é tanto estratégica quanto operacional, pois afeta os resultados das organizações, conferindo-lhes competitividade e sustentabilidade nos negócios. Entretanto, as dificuldades do EAI começam na escolha / seleção das tecnologias existentes ainda no processo de aquisição, tornando a tomada de decisão na aquisição de tecnologias ou soluções de EAI uma tarefa complexa e difícil devido aos critérios não apenas quantitativos, mas também qualitativos. O objetivo desta pesquisa é definir critérios para seleção de tecnologias de EAI. O método de pesquisa consiste na revisão da literatura para mapear os critérios usados na seleção de softwares, principalmente EAI e ERP, e na análise do conteúdo da norma ISO/IEC 25010:2011 sobre os critérios de qualidade de software e do Guia de Aquisições do Modelo de Referência para Melhoria de Processo do Software Brasileiro (MPS-BR) baseado na Norma Internacional ISO/IEC 12207:2008 que descreve o processo de aquisição de software e serviços correlatos. Este estudo apresentou como contribuição, além da quantidade expressiva de critérios identificados na literatura possíveis de serem usados no processo de aquisição de softwares, um conjunto de critérios provenientes da literatura científica e técnica, categorizados em três níveis, que possibilita aos profissionais de EAI poderem atuar de modo proativo desde a escolha da solução de EAI. / There are two approaches for the information systems integration: ERP (Enterprise Resource Planning) which is well-known, and EAI (Enterprise Application Integration). The ERP integration is not totally satisfactory as it has failed in supplying all functional areas, providing space to be filled by specialized softwares or legacy systems, mainly in market verticals where ERP could not meet. By the integration with the several types of business applications – EAI – it is possible to reach an integration or interrelationship of the business processes and/or structures; therefore, it is as strategic as operational since it affects the organizational results, providing the organizations business competitiveness and sustainability. However, the EAI’s difficulties lie in choosing/selecting the existing technologies in the acquisition process, turning the decision-making of technologies or EAI solutions acquisition a hard and complex task due to the criteria not only quantitative but also qualitative. The purpose of this research is to define criteria for EAI technologies selection. The method of research consists of literature revision to map the criteria used in softwares selection, mainly the EAI and ERP, and analysis of ISO/IEC 25010:2011 standard content on the software quality criteria and Guia de Aquisições do Modelo de Referência para Melhoria de Processo do Software Brasileiro (MPS-BR) based on ISO/IEC 12207:2008 International Standard, which describes the acquisition process of software and associated services. This study has presented as contribution, aside from the significant amount of the identified criteria in the literature and their possibility of being used in software acquisition process, a set of criteria derived from scientific and technical literature, categorized in three levels, enabling EAI’s professionals to act proactively from the choice of EAI solution.

Today, with various technology and business standards, organizations face rapid changes in both internal and external environments. To be able to rapidly respond to such changing environments, integration of software systems has entered among the top priorities of many organizations. However, despite extended use of software integration, methods for estimating the business value of implementing such integration are still missing. Besides presenting a conceptual model to define the benefits of systems integration and related causal relationships, this study proposes a method for measuring such benefits in monetary terms. In particular, we  demonstrate how a mathematical programming technique called Data Envelopment Analysis (DEA) can be used to evaluate the business value of software integration. Our method is illustrated using data from 12 organizations. The results indicate significant productivity gains by integrating software systems, which represent the value of software integration in organizations.

<p dir="ltr">This research explores the potential of AR for lunar missions via the xEMU spacesuit. A market analysis of commercial off-the-shelf AR devices identifies technological trends and constraints that inform the architectural decisions for AR integration with the xEMU. User evaluations in simulated work environments ensure lunar informatics align with crew needs. Drawing insights from human-in-the-loop testing of COTS AR devices, qualitative test results underscore the importance of display optimization, occlusion management, and environmental considerations for enhancing the AR experience during lunar EVAs. Grounded in a task analysis from JETT3 analog testing, crew workflows and communication dynamics are baselined, underscoring the vital role of communication and collaboration. Integrating AR into the EVA work environment holds the potential to streamline decision-making, improve navigation, and enhance overall efficiency, but may come with unintended operational consequences. The human-centered approach prioritizes crew involvement, ensuring that technology remains a facilitator rather than an encumbering element in lunar exploration. The study's significance lies in advancing AR technology for lunar EVAs, guiding hardware design, and enabling seamless integration into the EVA work environment. AR holds promise in reshaping the human-technology relationship, empowering crew members, maximizing science output, and contributing to the next chapter in lunar exploration.</p>

Public sector decision makers are confronted by pressures to make faster and better decisions as a result of the competitive environment they operate in. However, there is a trend in the public sector, including the Department of Transport (DoT) in South Africa, to invest in management information systems (MIS) that are highly fragmented and not aiding effective and timely decision-making. As a result, the country witnessed several service delivery protests since 2008 which also affected the public transport sector, such as the widespread burning of Metrorail trains several times by angry commuters. In most instances, poor service delivery emanates from the fact that public servants do not have information at their fingertips to make decisions. This quantitative study utilised Control Objectives for Information and Related Technologies 5 (COBIT 5) as a theoretical framework to investigate the integration of MIS at the DoT with a view to enhancing business intelligence for effective decision-making. Data were collected through a questionnaire directed at middle managers and senior managers that were selected through stratification of business units at the DoT, as well as analysis of documents such as system specifications and strategic plans. The study established that the DoT has several systems such as Alfresco, BAS, GIS, Logis and Persal to name a few, which serve different purposes. However, in most instances, the systems are not integrated as the current infrastructure did not support integration needs and plans to accommodate changing requirements. This is compounded by the system policy implementation constraints, as well as ageing legacy systems that are obsolete. The only component where MIS was found to be integrated, was in the financial business units (Supply Chain Management, Finance and Budgeting). Core business units use off-the-shelf systems and, in some cases, custom-made applications that do not integrate with any other system and thus hinder decision-making. In conclusion, decisions are made based on thumb-sucking, as management does not have access to comprehensive information that is stored in fragmented unintegrated systems. The study recommends that governance structures should be set up to deal with a more holistic business, information and technology architecture for the DoT that enable integration of various systems for effective decision-making. Failure to transform this pattern would lead to service delivery protests persisting. A further study on a framework to integrate MIS in the public sector is recommended. / Information Science / M. Inf.