This thesis considers the problem of program correctness within a rich theory of dependent types, the Extended Calculus of Constructions (ECC). This system contains a powerful programming language of higher-order primitive recursion and higher-order intuitionistic logic. It is supported by Pollack's versatile LEGO implementation, which I use extensively to develop the mathematical constructions studied here. I systematically investigate Burstall's notion of deliverable, that is, a program paired with a proof of correctness. This approach separates the concerns of programming and logic, since I want a simple program extraction mechanism. The Sigma-types of the calculus enable us to achieve this. There are many similarities with the subset interpretation of Martin-Löf type theory. I show that deliverables have a rich categorical structure, so that correctness proofs may be decomposed in a principled way. The categorical combinators which I define in the system package up much logical book-keeping, allowing one to concentrate on the essential structure of algorithms. I demonstrate our methodology with a number of small examples, culminating in a machine-checked proof of the Chinese remainder theorem, showing the utility of the deliverables idea. Some drawbacks are also encountered. I consider also semantic aspects of deliverables, examining the definitions in an abstract setting, again firmly based on category theory. The aim is to overcome the clumsiness of the language of categorical combinators, using dependent type theories and their interpretation in fibrations. I elaborate a concrete instance based on the category of sets, which generalises to an arbitrary topos. In the process, I uncover a subsystem of ECC within which one may speak of deliverables defined over the topos. In the presence of enough extra structure, the interpretation extends to the whole of ECC. The wheel turns full circle.

Given that a construction site is both temporary and unique, the outcome of every construction project is dependent upon having all of the proper resources delivered to the site at the appropriate time. Although this is common knowledge in the construction industry, late deliverables to the site continue to be a major impediment to project success. In order to better understand late deliverables and their impacts on performance, the Construction Industry Institute, in collaboration with the Construction Users Roundtable, commissioned Research Team (RT) 300 to investigate how various types of late deliverables affect the cost, schedule, quality, safety, and organizational performance of industrial construction projects. Using case studies, industry surveys and questionnaires, existing literature, and internal team expertise, RT 300 developed two research thrusts: investigate how the industry understands, manages, and is affected by late deliverables, and document and give visibility to the true risks and impacts associated with late deliverables. When examining how late deliverables affect the construction industry, RT 300 found that (1) there is limited understanding of the full range of late deliverables and their far-reaching impacts, (2) the most common late deliverables tend to have the most severe impacts on projects, (3) project teams are typically reactionary when managing late deliverables, (4) project stakeholders have varying perceptions of the risks and impacts associated with late deliverables, and (5) proactively managing late deliverables and impacts is key for improvement in the industry. With these findings and the second research thrust in mind, RT 300 created a database tool, the Late Deliverable Risk Catalog (LDRC), to document common types of late deliverables, give visibility to the full range of impacts, and help project teams recognize risks, improve alignment, and proactively manage late deliverables and mitigate the impacts. RT 300 has also developed implementation recommendations for the LDRC, prevention recommendations for the highest risk deliverables, and lessons learned in managing late deliverables. Altogether, this research can help improve the understanding of late deliverables and resulting impacts and risks in order to improve project delivery, productivity, and predictability as well as enhance safety, quality, and organizational and individual performance. / text

It is a commonly held belief that the integration of user research data into the design process can bring great benefits / and there have been many studies that not only examine these benefits, but have also suggested how these researches may be carried out. However, effective integration relies as much on the way information gathered from user researches is delivered to the designer as the quality of the information gathered. Examples of how user research findings are communicated can be found in literature / but what is lacking is a structured approach to developing deliverables with a framing of discussions about effectiveness, considering the practitioner&rsquo / s needs and expectations. This study aims to investigate how user research findings should be communicated to the designers in order to maintain effectiveness in integration of the findings to the design process. A model and strategies and guidelines to achieve effective communication are proposed as the result. In order to propose them the methodology involves three main stages, including a literature search, an in-depth interview with the practicing designers and a verification questionnaire to confirm the findings of the previous two stages. The results of the study reveal expected outcomes of the user research activity by designers as the dimensions of effective communication of user research findings. Moreover qualities of the delivery mediums and informational content of the deliverables are identified from practitioners&rsquo / perspectives. The outcome of the study is a set of strategies and guidelines that the researches should consider, while designing new deliverables and planning communication activities for delivering user research findings to the design process.

Submitted by JOSIANE SANTOS DE OLIVEIRA (josianeso) on 2017-06-06T13:04:42Z No. of bitstreams: 1 Rafael Tiburi Bettiol_.pdf: 3696012 bytes, checksum: 981a8a497c8c80c028d42c364106eda3 (MD5) / Made available in DSpace on 2017-06-06T13:04:42Z (GMT). No. of bitstreams: 1 Rafael Tiburi Bettiol_.pdf: 3696012 bytes, checksum: 981a8a497c8c80c028d42c364106eda3 (MD5) Previous issue date: 2016-06-27 / Nenhuma / A Gestão de Processos de Negócio (BPM) vem sendo adotada pelas organizações a fim de solucionar problemas latentes nas interações das atividades organizacionais, proporcionando assim, maior eficiência operacional e melhores níveis de serviço, os quais satisfarão e melhorarão a experiência dos clientes para com os produtos e serviços. Para essa adoção, os processos de negócio passam por projetos de BPM, os quais tem o objetivo de entender como uma determinada etapa da organização atua, eliminando desperdícios, e redesenhar o processo aderindo à melhores práticas e à novos conceitos. Após essas fases de projeto, são estabelecidas ações que irão transformar o processo de negócio do estado atual ao futuro. É neste contexto de pós projeto que este estudo de casos busca analisar o “por que” e o “como” os processos de negócio efetivamente transformaram. O “por que” está na análise das variáveis que influenciam a efetiva transformação, sendo que as variáveis estão baseadas em conceitos de Rotinização, Infusão e Mudança Cultural. E o “como” está baseado nos projetos de BPM, suas técnicas, métodos, ferramentas e entregáveis, estabelecendo padrões de condução. Na execução desta pesquisa, foram efetuadas pesquisas bibliográficas para estabelecer os principais conceitos, possibilitando definições claras das variáveis envolvidas. A pesquisa foi baseada em um estudo de múltiplos casos através das técnicas de coleta de dados entrevista e dados secundários. Foram efetuadas validações dos conceitos, das variáveis, das perguntas e do roteiro de entrevista junto a especialistas empregando Focus Group. Após a validação do instrumento de pesquisa, as entrevistas foram realizadas com organizações que haviam executado projetos de BPM e os respectivos processos estivessem em operação no instante da pesquisa. A coleta de dados, junto com os dados secundários, obteve informações suficientes para a segmentação, codificação e análise. Na análise, para medir a efetiva transformação, foram estabelecidos níveis de influência, negativo, neutro e positivo, para cada variável. Sendo assim, a efetiva transformação dos processos de negócio pôde ser analisada através da composição das influências das variáveis, uso prolongado, uso na integração, orçamento, equipe, capacitação, governança corporativa, fornecimento e manutenção, atitudes individuais para com a mudança e compartilhamento de conhecimento. O resultado do estudo demonstra que a variável uso prolongado foi a que mais influenciou negativamente a efetiva transformação dos casos analisados e, por outro lado, a variável governança corporativa foi a que mais influenciou positivamente. Na análise dos padrões de condução através das técnicas, métodos, ferramentas e entregáveis utilizados nos respectivos projetos de BPM, foi utilizada uma análise chamada de Densidade de Código. A partir dessa 5 densidade pôde-se verificar que Brainstorming, BPMN e Entrevistas são as mais utilizadas dentre as técnicas, métodos, ferramentas e entregáveis dos casos analisados. Portanto, essas análises geraram conteúdo para discussões que se estenderam desde os facilitadores e barreiras para a efetiva transformação, passando por um paralelo entre a efetiva transformação conceitual e a observada, até as técnicas, métodos, ferramentas e entregáveis que mais foram utilizadas. / The Business Process Management (BPM) has been adopted by organizations to solve potential problems in the interactions of organizational activities, thus providing greater operational efficiency and improved service levels, which meet and improve the customer experience toward products and services. For this adoption, business processes undergo BPM projects, which aims to understand how a certain stage of organization operates, eliminating waste, and redesigning the process adhering to best practices and new concepts. After these project phases, actions are established that will transform the business process from the current state to the future. It is in this context of post project that this study of cases aims to analyze the "why" and "how" business processes effectively transformed. The "why" is the analysis of the variables that influence the effective transformation, and the variables are based on concepts of Routinization, Infusion and Cultural Change. And the "how" is based on BPM projects, their techniques, methods, tools and deliverables, setting leading standards. In the execution of this research, literature searches were performed to establish the main concepts, enabling clear definitions of the variables involved. The research was based on a multiple case study through interview data collection techniques and secondary data. The concepts, variables, questions and interview guide were validated with experts using Focus Group. After validation of the research instrument, interviews were conducted with organizations that had implemented BPM projects and their processes were in operation at the instant of the research. The data collection, along with the secondary data, obtained enough information for segmentation, coding and analysis. In the analysis, to measure the effective transformation, were established levels of influence, negative, neutral and positive, for each variable. Thus, the effective transformation of business processes could be analyzed through the composition of the influences of variables, extended use, use in integration, budget, staff, training, corporate governance, supply and maintenance, individual attitudes towards change and sharing knowledge. The result of the study shows that extended use variable was the most negatively influenced the effective transformation of the cases and, on the other hand, the variable corporate governance was the most influenced positively. In the analysis of leading patterns through the techniques, methods, tools and deliverables used in their BPM projects, a analysis called code density was used. From this density could be seen that Brainstorming, BPMN and Interviews are the most used among the techniques, methods, tools and deliverables of the cases. Therefore, these analyzes generated content for discussions that extended from the facilitators and barriers to effective transformation, through a parallel 7 between the conceptual and observed effective transformation until the techniques, methods, tools and deliverables that more were used.

Research in risk awareness has been relatively neglected in the health informatics literature, which tends largely to examine project managers’ perspectives of risk awareness; very few studies explicitly address the perspectives held by senior executives such as directors. Another limitation evident in the current risk literature is that studies are often based on American data and/or they are restricted to American culture. Both factors highlight the need to examine how senior executives (i.e., directors) who oversee or direct eHealth projects in Canada perceive risk awareness. This research explores and discusses the perspectives of risk awareness (i.e., identification, analysis, and prioritization) held by directors and project managers who implement Canadian eHealth projects. Semi-structured interviews with nine directors and project managers uncovered six key distinctions in these two groups’ awareness of risk. First, all project managers valued transparency over anonymity, whereas directors believed that an anonymous reporting system for communicating risks had merit. Secondly, most directors emphasized the importance of evidence-based planning and decision making when balancing risks and opportunities, an aspect none of the project managers voiced. Thirdly, while project managers noted that the level of risk tolerance may evolve from being risk-averse to risk-neutral, directors believed that risk tolerance evolved toward risk-seeking. Directors also noted the importance of employing risk officers, a view that was not shared by project managers. Directors also believed the risk of too little end-user engagement and change management was the most important risk, whereas project managers ranked it as the least important. Finally, when directors and project managers were asked to identify and define the root cause(s) of eHealth risks, directors identified the complexity of health care industry, while project managers attributed it to political pressure and a lack of resources where eHealth projects are concerned. This research proposes that the varied perspectives of risk awareness held by directors and project managers must be considered and integrated to properly align expectations and build partnerships for successful eHealth project outcomes. Understanding risk awareness offers a means to systematically identify and analyze the complex nature of eHealth projects by embracing uncertainties, thereby enabling forward thinking (i.e., staying one step ahead of risks) and the ability to prevent avoidable risks and seize opportunities. / Graduate / 0723 / 0489 / 0454 / randbpark@gmail.com