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Abstract As the Internet and wireless technologies become mature, people may use more than one digital device to manage their personal data. However, the complexities and difficulties in personal information management will arise due to various devices and heterogeneous platforms. To cope with this problem, we design an intelligent architecture for personal information management based on the XML-RPC technology, which allows the software running on disparate operating systems and in different environments to make procedure calls over the Internet. We also implement an information server to manage the whole data and handle the synchronization process. The system provides users a simple and convenient environment to manage and synchronize their personal information. Besides, the group facility in this system makes the people in the same group or community capable of sharing their information more easily.

¡@¡@The twenty-first century is the globalized competition age. In accommodation to rapid change of the competitive industrial environment, the application of information technology becomes the major factor for enterprise to survive. The crucial agenda related to information management which is highly emphasized by enterprises varies. This report collects key subjects about information management in Taiwan and other countries from 1982 to 2007 in order to discuss and discover the changes of crucial agenda for the pass 25 years. With supplemental theoretic documents and practical operation condition, we conclude the major ten critical topics in Taiwan information management based on taking surveys and doing interviews. Those top five are ¡§Information security¡¨, ¡¨Using information systems for operation¡¨, ¡§Using information systems for competitive advantage¡¨, ¡§Integrating information in systems¡¨ ¡§Communication with department of end-user¡¨. This report also reveals differences between the analyses result of crucial agenda from diversity factor. ¡@¡@There are few published documents related to researches on Taiwan crucial agenda for the past 25 years. Some of them are always paid more attention by enterprise, like ¡§Using information systems for competitive advantage¡¨, ¡¨Communication with department of end-user¡¨ and ¡§Promoting effective use of the data resource¡¨ while some of them, ¡§Using information systems for operation of bussiness¡¨, for example, are taken highly of gradually. Furthermore, compared to other countries, US is the most similar country to Taiwan regarding to crucial agenda, but they still have slight differences.

<p>Collaborative engineering assumes a common understanding of the domain. To make joint decisions the engineers must have a common language to start from. Standards such as STEP may be used to communicate engineering data but to speak about information integration and interoperability there must be ways to expose and share concepts as well.</p><p>By defining the concepts in a reference data library it is possible to extend the generic information models with a more precise definition of the content being exchanged. However, since concepts are depending on the context (the business) they have to be identified and defined. Thus, to reach this level of integration we must take a broader approach to information modelling incorporating product realization concepts into our modelling effort.</p><p>This thesis presents a new reference model for manufacturing applications. It shows how the business may be modelled to identify the product realization concepts and how to foster a shared understanding of the information being exchanged using available technology. The reference model has been used and verified when developing the PIL application; a kind of engineering process support system for machine procurement, but may also be used in a wider sense when developing the next generation of model driven solutions.</p>

Thesis (M. Ed.(RGO)--Universiteit van Pretoria, 2001. / Includes bibliographical references (p. 68-71).

Human Resources (HR) is always toted as being an important element in any organisation, yet this contribution is frequently taken for granted. The HR Executive and Division are expected to react to the instructions of senior management, regarding plans for the organisation, by providing the human resources to achieve these strategies. History and literature are proving that this type of relationship is not conducive to the attainment of goals and objectives. HR input must form a part of the strategic planning process and HR Management must be seen as strategic partner rather than its current supportive subservient role. In SANRAL much emphasis is placed on its human resources and how it intends achieving its goals through these resources. This study aimed to test whether these goals are achievable through the systems and processes in place. HR Management is responsible ultimately for these systems and processes. The relationship that exists between HR management and the organisation's strategic management team will determine whether these objectives are attainable or not. The role that HR Management plays in the organisation was reviewed. Literature consulted proposed that when HR management took on a strategic role at the formulation stage of strategies, then these organisations were far successful at achieving their goals than organisations that didn't. This only happened when HR management was at a fully integrated level with the strategic management process. The SANRAL organisation was evaluated next, using questionnaires, interviews and a case study approach to collect the data to build a refectory of information. This was done to identify and to determine the role that HR Management played in this organisation. The third step involved analysing this data collected and considering it against the literature reviewed to determine the type of relationship that existed. Evidence pointed to a one-way level relationship between the HR Management and strategic management. The conclusion reached indicated that the role of HR and the processes in place currently was not conducive to successful execution of the organisation's strategies. As a result the organisation's ability to achieve its goals successfully will be affected negatively. Finally, key areas within the organisation were identified that hampered the progress of SANRAL's HR Management to a strategic role, and recommendations were made to address these areas. This would ensure that the organisation would be much more successful in achieving its objectives had it not adopted this role . / Thesis (MBA)-University of KwaZulu-Natal, Durban, 2004.

Thesis (MA--Art and Design) -- Auckland University of Technology, 2003. / Not all images visible in e-thesis. Also held in print (45 leaves, ill., CD-ROM, 30 cm.) in Wellesley Theses Collection. (T 709.93 CAM)

Thesis (PhD) -- AUT University, 2007. / Includes bibliographical references. Also held in print (xvii, 268 leaves ; 30 cm.) in City Campus Theses Collection (T 005.8 SIR )

Thesis (Ph. D.)--University of Washington, 2007. / Vita. Includes bibliographical references (leaves 322-335).