Enterprise intranets have gained popularity in recent times. The growth in size and complexity of these networks, in conjunction with their importance in maintaining business operations, have led to a greater requirement for network management. In addition, the type and severity of problems occurring in these networks have escalated, and the problems are much more difficult to detect. Much of this is attributed to unusual traffic patterns resulting from activity by network users. In the past, detection of network anomalies has relied upon correlation of alarms generated by network devices. More recently, statistical analysis of raw device level network measurements (e.g. variables from the management information bases maintained by network devices) has been explored. Whilst these approaches have proven valuable, they are most suitable for detecting problems, such as network device failures, that are local to the devices where measurements are collected. To complement these techniques a network-wide (or global) approach is required, whereby the dynamic behaviour of a network, in terms of topology and traffic flow, is measured and used for anomaly detection purposes. This method combines flow information taken throughout a network. Such an approach is capable of modelling the behaviour of traffic generated by network users, and hence can better define the cause of certain network anomalies. / This thesis develops a number of graph-based techniques that are capable of measuring the dynamic behaviour of a network and discusses their application in network management. By representing a computer network as a time series of uniquely labelled graphs, it is possible to measure the degree of change that has occurred between a pair of graphs, and hence the dynamics in a network. Concepts introduced include the median graph, intra- and inter- graph clustering, and hierarchical graph representations. The focus is on producing efficient algorithms and improved measures of network change. It is believed that these graph-based techniques for measuring network dynamics have great potential in network anomaly detection, and thus will improve reliability of enterprise intranets. / Thesis (PhDTelecommunications)--University of South Australia, 2006.

Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 2000. / Field project. Includes bibliographical references.

Thesis (M.S.)--Kutztown University of Pennsylvania, 1998. / Source: Masters Abstracts International, Volume: 45-06, page: 2700. Typescript. Abstract precedes thesis as preliminary leaves [1-2]. Includes bibliographical references (leaves 75-77).

M.Com. (Computer Auditing) / Intranets and related technology, can be used to solve many problems in the local computing environment. But the use of the Intranet and the related technology also raises several control concerns. Because of the increased use of Intranets within the business environment, the internal control related to the Intranet has become an issue that needs to be addressed by management and the auditor. Computerization in the accounting environment has made it virtually impossible to audit around the computer. It is therefore essential that the auditor, and more specifically the computer auditor, should assess the influence of the Intranet on the audit objectives. The objective of this short dissertation is to evaluate the influence of Intranet technology on the audit objectives (within the Intranet's different spheres of application) in terms of the risks posed for the auditor and management. It was also aimed at identifying the security risks in relationship with the audit objectives...

The research recorded in this thesis tells the story of developing and implementing a user-centred intranet in the organisation where I work in a senior management position. My management support of the process led to adopting a networked model in our organisation, and also to my embracing the role of communications management.The organisation in which I work has a high rate of change and an entrepreneurial culture which is sometimes chaotic. This challenging environment was a good testing ground for the project, which sought to explore a number of propositions affirming the value of user-centred intranets.Developing and implementing the intranet encouraged collaboration amongst staff members. The intranet became a new channel of communication, which usefully enhanced the staff's ability to share and find out what was going on, who did what and how to contact them. My interventions as a manager, which occurred in parallel with the technological development of the intranet, led to spin-off organisational improvements such as an improved collaborative reporting system, the restructuring of the organisation manual files, and the establishment of a collaboratively-focussed full monthly staff meeting. Developing and implementing a user-centred intranet was a dynamic way to effect change in the organisation and orient it towards a networked organisational model, one which is communication rich, both collaborative and participative.The project was driven by my belief that a user-centred emphasis in intranet design is necessary in today's knowledge-based global economy, where there is a high rate of change. The networked organisational model should be embraced as a flexible model catering for change by promoting organic and dynamic networking within an organisation. This environment is communication-rich and collaborative, and a user-centred intranet is a communication channel well suited to support this model.A user-centred intranet should not be seen merely as an organisational artefact, but also as the a process of developing and implementing it will open up an organisation's culture, communication, and knowledge management in a participatory way. However, the degree that this will be achieved depends on a number of factors. For instance, the leaders of an organisation need to embrace a networked organisational model, encouraging and resourcing communication management for a culture of participation and collaboration.

Thesis (M.S.)--Naval Postgraduate School, 2002. / Title from title screen (viewed Nov. 18, 2003). "December 2002." Includes bibliographical references (p. 51-55). Also issued in paper format.

Thesis (Ph. D.)--University of Texas at Austin, 2002. / Vita. Includes bibliographical references. Available also from UMI Company.

The research recorded in this thesis tells the story of developing and implementing a user-centred intranet in the organisation where I work in a senior management position. My management support of the process led to adopting a networked model in our organisation, and also to my embracing the role of communications management.The organisation in which I work has a high rate of change and an entrepreneurial culture which is sometimes chaotic. This challenging environment was a good testing ground for the project, which sought to explore a number of propositions affirming the value of user-centred intranets.Developing and implementing the intranet encouraged collaboration amongst staff members. The intranet became a new channel of communication, which usefully enhanced the staff's ability to share and find out what was going on, who did what and how to contact them. My interventions as a manager, which occurred in parallel with the technological development of the intranet, led to spin-off organisational improvements such as an improved collaborative reporting system, the restructuring of the organisation manual files, and the establishment of a collaboratively-focussed full monthly staff meeting. Developing and implementing a user-centred intranet was a dynamic way to effect change in the organisation and orient it towards a networked organisational model, one which is communication rich, both collaborative and participative.The project was driven by my belief that a user-centred emphasis in intranet design is necessary in today's knowledge-based global economy, where there is a high rate of change. The networked organisational model should be embraced as a flexible model catering for change by promoting organic and dynamic networking within an organisation. This environment is communication-rich and collaborative, and a user-centred intranet is a communication channel well suited to support this model.A user-centred intranet should not be seen merely as an organisational artefact, but also as the a process of developing and implementing it will open up an organisation's culture, communication, and knowledge management in a participatory way. However, the degree that this will be achieved depends on a number of factors. For instance, the leaders of an organisation need to embrace a networked organisational model, encouraging and resourcing communication management for a culture of participation and collaboration.

Thesis (M.S.)--Naval Postgraduate School, 2004. / Title from title screen (viewed Dec. 20, 2004). "March 2004." Includes bibliographical references (p. 147-151). Also issued in paper format.

Successful enterprises are those that consistently create new knowledge, disseminate it widely throughout the enterprise and quickly embed it in new technologies and products. These ‘knowledge-creating’ enterprises understand what knowledge is and what they should do to exploit it. In other words, they successfully manage and share their knowledge throughout their enterprise. When launching a knowledge management initiative, it is important to identify which knowledge management processes are most relevant to the enterprise’s environment and systems, and steps should be taken to support these activities and integrate them into daily operations. Broader elements and issues should also be identified and recognised for the influence they have on the knowledge management process. For example that enterprises should encourage individuals to interact, to work together on projects, or to share their ideas on an informal basis and systems are needed to codify the knowledge of individuals so that others can use it. Applying these elements involves: information technology; formal and informal structures; and specific knowledge management tools. Another important factor in the success of a knowledge management project is to ground knowledge management and knowledge sharing within the context of the enterprise’s business strategy seeing that the intranet can assist in the creation of economic value and competitive advantage for the enterprise. The knowledge sharing or knowledge contribution part of the knowledge management process seems to be the most difficult for enterprises. Knowledge sharing often takes place in enterprises via employees’ informal networks. Knowledge management could turn this informal, ad hoc process into a more systematic process. Creating a corporate culture where knowledge is valued and shared effectively is a challenge. Part of the solution could be for an enterprise to be aware of their specific corporate culture and how it influences their behaviour and attitude towards knowledge sharing. Because the employee’s behaviour determines the sharing of knowledge, leadership has an important role to play and they could use various motivational practices to encourage knowledge sharing. Leadership should commit to creating an environment, within which employees are able to share, assess and experiment with new knowledge gained. The corporate intranet could be used as such an environment, but employees need to be trained to use their knowledge management IT tools, making it as easy as possible for employees to contribute to the enterprise knowledge base. Effective intranet usage should be embedded in the enterprise’s general corporate and knowledge sharing culture. The intranet should be seen as an essential part of the enterprise’s knowledge management system and should be designed to suit and enhance the enterprise knowledge sharing activities and culture. It is also important that intranets should be evaluated regularly to determine its current contribution to as well as future potential of the knowledge sharing capability of the enterprise. The importance of evaluating and measuring the enterprise intranet and various measurement tools were discussed in depth, which consequently led to the formulation of an intranet evaluation tool in the form of a questionnaire. The prototype questionnaire was compiled by using measurement tools developed previously. The questionnaire brought together the concepts of knowledge management, knowledge sharing cultures and intranet functionalities. The evaluation tool was then applied to measure the effectiveness of a management consulting business’s intranet in enhancing the enterprise’s knowledge sharing culture. Recommendations were made to enterprises use the questionnaire when using the questionnaire in similar environments. An intranet represents a tool of potentially high value to any enterprise, but in order to realise this value, the intranets should be properly measured and managed and every employee needs to take ownership and buy into the concept of the intranet as a knowledge sharing enabler. This calls for an employee to be motivated to participate in knowledge sharing, so that they can experience the value they could add and receive by using the intranet for knowledge sharing activities. / Prof. P.A. van Brakel Mnr. J.A. Kok