The "Software Factory" reconsidered: An Approach to the Strategic Management of Engineering

"May 1987.

Information resources management, 1984-1989: A bibliography with indexes

This bibliography contains 768 annotated references to reports and journal articles entered into the NASA scientific and technical information database 1984 to 1989

Washington University Magazine, Spring 2008

https://digitalcommons.wustl.edu/ad_wumag/1183/thumbnail.jp

Information technology decision making in South Africa : a framework for company-wide strategic IT management

Includes bibliography.The area of interest in which this Study is set is the linking of a company's business strategies with its strategic planning for IT (information technology). The objectives of the Study are: to investigate how the IT planning environment is changing for business enterprises in South Africa; to establish how successfully South African companies are managing IT strategically; to propose a new approach to strategic IT decision making that will help South African management deal with the major issues; to propose a way of implementing the approach. In Chapter 2, conclusions are drawn from an examination of the key strategic IT planning literature. It appears that fundamental changes are indeed taking place, and are producing significant shifts in the way researchers, consultants and managers think about IT. The survey of South African management opinion is described in Chapter 3. The opinions analyzed range over environmental trends, strategic decision making practices, and what an acceptable strategic IT decision making framework would look like. The need for a new, comprehensive approach to strategic IT decision making in South Africa is clearly established. In Chapter 4, a theoretical Framework is proposed as a new, comprehensive approach to strategic IT decision making. The Framework covers five strategic tasks: analysing the key environmental issues; determining the purposes and uses of IT in competitive strategy and organizational designs; developing the IT infrastructure, human systems, information systems, and human resources to achieve these purposes and uses; implementing the strategic IT decisions; and learning to make better strategic IT decisions. In Chapter 5, ways of implementing the Framework in practice are .identified. A means of evaluating its acceptability in a specific company is also proposed. The general conclusions of the Study are presented in Chapter 6. The Framework developed in this Study is intended for use, not directly by the IT decision makers themselves, but by the persons responsible for designing the IT decision making processes of the company. It is not, however, offered as a theory or a methodology. The aim is· simply to provide a conceptual "filing system", to help designers uncover and classify the IT strategy problems of their own company, to identify the tools their decision makers need, and to put appropriate problem solving processes in place

Redundant disk arrays: Reliable, parallel secondary storage

During the past decade, advances in processor and memory technology have given rise to increases in computational performance that far outstrip increases in the performance of secondary storage technology. Coupled with emerging small-disk technology, disk arrays provide the cost, volume, and capacity of current disk subsystems, by leveraging parallelism, many times their performance. Unfortunately, arrays of small disks may have much higher failure rates than the single large disks they replace. Redundant arrays of inexpensive disks (RAID) use simple redundancy schemes to provide high data reliability. The data encoding, performance, and reliability of redundant disk arrays are investigated. Organizing redundant data into a disk array is treated as a coding problem. Among alternatives examined, codes as simple as parity are shown to effectively correct single, self-identifying disk failures

The office : an analysis of the evolution of a workplace

Thesis (M.Arch.)--Massachusetts Institute of Technology, Dept. of Architecture, 1982.MICROFICHE COPY AVAILABLE IN ARCHIVES AND ROTCH.Includes bibliographies.Much of the historical discussion concerning the office building has operated at the level of image . In this reading architects, faced with specific program requirements and technical possibilities, adopt a language for the expression of the facade which refers to certain ideas considered to be important - whether these relate to structural expression or historical allusion. In the process the assumption is made that the planning of the interior space of the office is the solution of a rational equation whose terms are well understood. While issues like economy and flexibility have been the explicit basis for a rationalized approach to planning, these issues have often been interpreted in ways that produce a homogeneity and rigidity that does not have any real basis in the program of the office . At its most general level, the office presents us with an environment in which individuals work together in concert with a larger group . This relationship - of the individual to the collective - presents a range of conflicts between territory and needs for communication that must be understood if the physical organization of space is to respond to the nature of the institution served. An analysis of the development of the office which evaluates the degree to which this relationship has been considered and its manner of expression allows us to approach the problem of the design of the office with a critical perspective . A discussion of the development of the typical office before and after World War Two is combined with an analysis of two office buildings; Frank Lloyd Wright's Larkin Building of 1904 and Herman Hertzberger's Central Beheer of 1972. While the typical office responded to contemporary assumptions about the important determinants of spatial organization in the workplace, often sacrificing territoriality and variety to perceived needs for order and economy, the two buildings chosen as case studies are exceptional to the degree that their organization was developed, in large part, from a more conscious concern on the part of the architect for the social relationships which characterize the work environment.by Linda Stewart Gatter.M.Arch

In Brief

Table of Contents: Masthead The Dean Reports Peter D. Junger, A Dialog Concerning the Delivery of Gifts Two Bar Presidents The Law School Clinic: A Success Story Jonathan L. Entin, Desegregating the American Law School: The Road to Brown Focus on Pittsburgh Wilbur C. Leatherberry, The Law School\u27s Computer Revolution Commencement 1985 Placement Report: Good News Continues An Addition to the Faculty: William P. Marshall Whatever happened to... William B. Goldfarb 1956 Student of the Year Society of Benchers Admissions Report -- We\u27re Holding Our Own Journals Name Editors Law Review Banquet Sectoral Integration Conference (Canada-U.S. Law Institute) Calvin W. Sharpe, A First-Anniversary Colloquium Development Council Class of 1935 50-Year Reunion Race Judicata The 1986 Alumni Annual Fund Alumni Weekend Board of Governors Adds 9 Class Notes In Memoriam Missing Persons CWRU Law Alumni Association Upcoming CLE Courses Calendar of Eventshttps://scholarlycommons.law.case.edu/in_brief/1033/thumbnail.jp

Washington University Magazine, Fall 2000

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