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  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
1

The Critical Success Factors of software

Chu, Ning-Hsin 31 January 2002 (has links)
Critical Success Factors of Software
2

Towards organisational cultural alignment of strategic information systems planning (SISP) methodologies

Ali, Liaqat January 2000 (has links)
No description available.
3

A Study of the Critical Success Factors in China Television Station (CTS) Reengineering

Chang, Yen-Ching 05 February 2004 (has links)
John Steinbeck, the well-known writer, once wrote, ¡§As one ages, the resistance against changes, especially good changes, comes from the human nature.¡¨ His words not only apply to humans but also corporations, and a media corporation in this case. The structure of media Taiwan, in face of technological advancement, industrial competition, and opening of the media market, is forced to undergo dramatic changes, more specially, reengineering. CTS now faces enormous problems in aspects of operation, cost, and profit making under the advancement of media technology, competition against wireless TV, cable networks, and other media industries, and the opening of media market. In this vein, this study aims to study the reasons behind the implementation of organizational reengineering by CTS, the critical success factors in the reengineering, and evaluates the effects of reengineering with quantitative analysis. This study is a subtopic of the ¡§Study of Critical Success Factors in Media Corporations in Taiwan¡¨ led by Mr. Chih-Hong Yang, the Dean of the School of Communications at Ming Chuan University. The random survey is conducted in three parts upon CTS management, TV media management, and CTS staff. The research findings show that the reason of organizational reengineering recognized by CTS management was ¡§modifying manpower structure and reducing personnel cost.¡¨ However, the reason to the staff was ¡§facing the fierce competition of the competitors¡¨; and ¡§in response to the advancement in digital media technology¡¨ to TV media management. In terms of the critical success factors in CTS reengineering, CTS management and staff all agreed that the factors were ¡§support from the management¡¨ and ¡§clear direction and prospect of reengineering.¡¨ The recognition of critical success factors to TV media management was similar to that of CTS management and staff. In addition to the abovementioned two factors, other factors, such as ¡§explaining to the staff about the tasks and goals,¡¨ ¡§decision power of the leaders,¡¨ and ¡§concern over resource allocation across departments¡¨ were among the critical success factors. The research also found that ¡§support from the management,¡¨ which was ranked number on in reengineering implementation, is the most important critical success factor recognized by CTS management. Additionally, ¡§explaining to the staff about the tasks and goals,¡¨ ¡§the leaders of reengineering have decision power,¡¨ are among the top three most important critical success factors recognized by CTS management. As seen, the critical success factors recognized by CTS management are implemented by CTS reengineering at the same time. According to CTS management, the most important effect of reengineering to CTS is ¡§reducing personnel cost¡¨ followed by ¡§improving service quality (company products).¡¨ The most important effect, ¡§reducing personnel cost,¡¨ evaluated by CTS management is the same as the reason for reengineering as recognized by the CTS management. On a whole, the rating that CTS management gave to CTS reengineering was ¡§5.07¡¨. The study found that the critical success factor in CTS reengineering is ¡§support from the management.¡¨ As seen, support from the management is the key to success in reengineering, followed by clear prospect and direction to recognize the reengineering direction. Also, the information technology of the media corporation and training provided to the staff should be equally valued, effective communication with the staff is facilitated, and cross-department resource allocation should be implemented to win collectively support to and success in reengineering.
4

Critical Success Factors for Fire Departments in Taiwan to Implement Incident Management System

Chen, Chun-Hung 05 September 2006 (has links)
The term incident management system (IMS) denotes a particular approach employed by many fire departments. The IMS aims to manage diverse resources at a wide variety of emergency scenes. Due to the barrier of culture, different task grouping and etc... , Taipei Fire Department Rescue Team is the only fire fighting unit implementing IMS in Taiwan for the time being. This research aims to find out the important factors for fire departments in Taiwan if they want to implement IMS. Our inductive study conducted 23 experts to explore the factors. Based on progressive discussions with the experts group, we summarized and clarified the key points and identify 22 factors of IMS. Furthermore, a five perspectives and 22-factors questionnaire was prepared to conduct a quantitative method. This research applied the Analytical Hierarchy Process (AHP) method to facilitate the decision of CSF. In general, this research suggests ¡§resource management¡¨ should be viewed as the most important factors among the five perspectives. While within the five perspectives, there are five critical success factors, which are ¡§formulate SOP¡¨, ¡§clear group and division¡¨, ¡§set up resource management unit¡¨, ¡§recruit more firefighters¡¨ and ¡§improving incident commander abilities¡¨, for the fire departments in Taiwan as a reference to implement IMS.
5

The impact of critical success factors on government IT projects : a case study of the Defence Information Infrastructure Programme

Maddison, A 06 November 2014 (has links)
Government IT mega-projects often end in costly failure, despite attempts to identify those Critical Success Factors (CSFs) that lead to project success. This raises questions about whether these CSFs are understood, applied and, if so, whether they are having an impact on the management and subsequent performance of government IT mega-projects. The literature review compared CSFs from the generic and IT project management literature to find that they are broadly similar. CSF frameworks were then assessed to find a measure of the impact of CSFs and a measure of ‘performance’ was also defined. CSFs were then identified from fifteen reports on IT and information infrastructure projects and verified against the CSFs identified in the literature to produce a synthesised list of twelve CSFs. The understanding, application and impact of these CSFs were examined through a case study of the MoD’s Defence Information Infrastructure (DII) Programme, a government IT mega-project to provide a more integrated and coherent Defence infrastructure. It was evident that the CSFs were recognised and they appeared to have been understood within the DII Programme. However, the extent to which they have been applied is variable with differing effect. Therefore, the impact that CSFs have had on the management of the DII Programme is debatable. There were areas where the project could have been managed better and, therefore, could be performing better, suggesting that the overall success of the project is potentially at risk. The overarching conclusion of this study is that, in terms of the management of the DII Programme, the impact of the identified CSFs is variable and, where they are not applied, there is an adverse effect on its performance, suggesting a causal relationship. More generally, not applying generic CSFs to project management is likely to lead to failure, but is unlikely to assure success. Unique projects operating in highly specific and complex contexts require more contingent solutions. As a result of these conclusions, further case studies are suggested, along with further study into government and MoD IT project management and the management of trust in contractual relationships.
6

Enterprise resource planning: A taxonomy of critical factors.

Zairi, Mohamed, Al-Mudimigh, A.S., Al-Mashari, M. January 2003 (has links)
No / This paper presents a novel taxonomy of the critical success factors in enterprise resource planning (ERP) implementation process. ERP benefits cannot be fully realised unless a strong alignment and reconciliation mechanism is established between technical and organisational imperatives based on the principles of process orientation. It is suggested in the taxonomy that measurement takes place in a balanced perspective, and for the purpose of providing useful information that can enable the decision making process and, which can help deliver the corporate objectives and therefore lead the business competitively forward. Upon this premise, the taxonomy is based on a comprehensive analysis of ERP literature combining research studies and organisational experiences. The taxonomy reflects the essential features of ERP systems, as being built based on the principles of business process management. Furthermore, it illustrates that ERP benefits are realised when a tight link is established between implementation approach and business process performance measures.
7

An evaluation of partnership development in the construction industry.

Beach, Roger, Campbell, K.M., Webster, Margaret 09 September 2009 (has links)
No / Improving the effectiveness of projects, particularly in construction, is of interest and concern to practitioners and academics alike. To this end, the use of partnering, now commonplace in a variety of industry sectors has been encouraged in the UK construction industry. However, in many respects project environments represent the antithesis of current thinking in partnership development and an unusual and difficult application, particularly at the lower levels in the supply chain. This paper, therefore, is concerned with evaluating the progress the UK construction industry has made in its adoption of partnering, how it is likely to develop in the future and what the implications might be for the industry¿s suppliers. The partnering experiences of Main Contractors with Main Subcontractors for structural steel products are examined and a conceptual framework of the success factors presented and discussed. Critically, clients and not suppliers were found to be major barriers to the industry¿s adoption of partnering.
8

A Research on the Critical Success Factors of Implementing Database Marketing¢wCase Study of Chailease Financing Co., Ltd.

Chang, Chan-Kuo 17 July 2003 (has links)
ABSTRACT The development of information technology and the evolution of micro marketing urged the enterprises to value the effects of implementing database marketing. In the era of emphasizing customer centric, creating niches of differentiation, enhancing effectiveness of marketing, improving customers¡¦ satisfaction, database marketing is the most important basis of the above mentioned marketing development. The distinctions of database marketing are systematic, long-term oriented and emphasizing planning and analysis, which are different from the ways of traditional marketing that most of the companies are using. Developing Database Marketing is a significant change for all marketing related activities. The sales team has to learn new marketing skills, change the present marketing process, to invest in information technology, even to adjust the functions of organization and build up new concepts of marketing in order to improve the effects of database marketing. Practically, implementing database marketing must follow the process of strategic planning, for the purpose of building up competitive advantages, considering the capability and demand of the enterprise, to create the functions that the enterprise needs, then to improve the performance of marketing. The application of information technology is an important strategy of improving operation capability of the financial industry. Many banks had implemented database marketing to enhance their performance. Leasing is an important sector of financial industry, which is very suitable to execute database marketing for the characteristics of its business. Presently, Chailease finance Co., Ltd. is the only leasing company, to implement data marketing. So, this thesis is to study Chailease Financing Co., Ltd. for the following purposes: 1. The objectives of strategy that leasing industry implements database marketing. 2. The appliances and methods of executing database marketing in the case. 3. The critical success factors of implementing database marketing in the case. After illustrating the case and analyzing the theory, we can figure out the critical success factors related to the purpose of the thesis. Then we chose the objectives of strategy, appliances and methods, and critical success factors as 3 dimensions of studying the critical success factors in implementing database marketing of Chailease Financing Co., Ltd. By the way of investigation of questionnaire, we analyze the individual factors and relations among 3 dimensions. After the analysis of questionnaire, the result from the research shows that the objectives of strategy of implementing database marketing have been effective. But some of the important functions are not workable due to the influences of insufficient conditions or requirements and the other prior objectives of organization.
9

The implementation and evaluation of a behaviour based safety intervention at Sishen iron ore mine / G.P. Moller

Möller, George Philippus January 2003 (has links)
World-wide it is estimated that workers suffer 250 million accidents every year, with 330 000 fatalities. In South a c a , the fatality rate is 426 per annum. Sishen mine also experienced safety problems, namely a high injury rate, an average of one fatality per annum, and 85% of injuries being caused by risk behaviour. Furthermore, the safety culture at the mine was moderate. A proper safety management system requires continual attention to three domains, namely the environment (equipment, tools and housekeeping), the person (knowledge, skills, abilities, intelligence and personality), and behaviour. Sishen mine previously concentrated on the domains of environment and person, and virtually ignored safety behaviour. To correct this, Sishen mine adapted a behaviour based safety intervention programme. The aims of this research were to determine drivers that motivate safety and risk behaviour, to identify critical factors for the successful implementation of such a programme, and to determine if the safety culture and performance were affected by the implementation of a behaviour based safety intervention programme. A single-group non-experimental design was used. Questionnaires were used to conduct non-experimental surveys. The questionnaires addressed certain safety culture dimensions. A longitudinal survey was carried out before and after implementation of the behaviour based safety intervention programme. The results showed that the safety culture at the mine improved since implementation of the intervention programme. Management support for safety improved by 6%, peer support for safety by 13%, personal responsibility for safety by 7%, management systems by 6%, and employees actively caring for safety, by 3%. The improvement in safety culture also positively impacted on the injury rate at Sishen mine. Results indicated the following factors as being critical for a successful behaviour based safety implementation (in order of importance): participation, structured implementation, training, readiness for such a programme, communication, observation and feedback, target critical behaviours, flexibility, effective intervention actions, and data management. The study identified issues and challenges which must be dealt with, especially those applicable in developing countries like South Africa, with unique circumstances such as social and political diversity. The conclusion was that safety behaviour is mainly d i e d by activators, and motivated by consequences. The ABC model was identified as an important tool to analyse the drivers for safety behaviour in an effort to develop effective intervention actions. It is recommended that companies shift their focus from traditional safety approaches to the human dimension of safety. Thus, it is recommended that the behaviour based safety model must be applied by companies in order to focus on behaviour. Secondly, it is recommended that factors that are critical for a successful implementation must be identified and ranked in order of importance. The attention which is paid to each critical factor should then be related to its relative importance. It is also recommended that activators and consequences must be regarded as important drivers for safety behaviour when intervention actions are to be developed, and that the ABC technique should be applied in practice to analyse the appropriateness of the intervention actions. By way of conclusion, recommendations for future research are made. / Thesis (Ph.D. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2004.
10

The implementation and evaluation of a behaviour based safety intervention at Sishen iron ore mine / G.P. Moller

Möller, George Philippus January 2003 (has links)
World-wide it is estimated that workers suffer 250 million accidents every year, with 330 000 fatalities. In South a c a , the fatality rate is 426 per annum. Sishen mine also experienced safety problems, namely a high injury rate, an average of one fatality per annum, and 85% of injuries being caused by risk behaviour. Furthermore, the safety culture at the mine was moderate. A proper safety management system requires continual attention to three domains, namely the environment (equipment, tools and housekeeping), the person (knowledge, skills, abilities, intelligence and personality), and behaviour. Sishen mine previously concentrated on the domains of environment and person, and virtually ignored safety behaviour. To correct this, Sishen mine adapted a behaviour based safety intervention programme. The aims of this research were to determine drivers that motivate safety and risk behaviour, to identify critical factors for the successful implementation of such a programme, and to determine if the safety culture and performance were affected by the implementation of a behaviour based safety intervention programme. A single-group non-experimental design was used. Questionnaires were used to conduct non-experimental surveys. The questionnaires addressed certain safety culture dimensions. A longitudinal survey was carried out before and after implementation of the behaviour based safety intervention programme. The results showed that the safety culture at the mine improved since implementation of the intervention programme. Management support for safety improved by 6%, peer support for safety by 13%, personal responsibility for safety by 7%, management systems by 6%, and employees actively caring for safety, by 3%. The improvement in safety culture also positively impacted on the injury rate at Sishen mine. Results indicated the following factors as being critical for a successful behaviour based safety implementation (in order of importance): participation, structured implementation, training, readiness for such a programme, communication, observation and feedback, target critical behaviours, flexibility, effective intervention actions, and data management. The study identified issues and challenges which must be dealt with, especially those applicable in developing countries like South Africa, with unique circumstances such as social and political diversity. The conclusion was that safety behaviour is mainly d i e d by activators, and motivated by consequences. The ABC model was identified as an important tool to analyse the drivers for safety behaviour in an effort to develop effective intervention actions. It is recommended that companies shift their focus from traditional safety approaches to the human dimension of safety. Thus, it is recommended that the behaviour based safety model must be applied by companies in order to focus on behaviour. Secondly, it is recommended that factors that are critical for a successful implementation must be identified and ranked in order of importance. The attention which is paid to each critical factor should then be related to its relative importance. It is also recommended that activators and consequences must be regarded as important drivers for safety behaviour when intervention actions are to be developed, and that the ABC technique should be applied in practice to analyse the appropriateness of the intervention actions. By way of conclusion, recommendations for future research are made. / Thesis (Ph.D. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2004.

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