A model of case implementation and an experience of unsuccessful case adoption

Computer-Aided Software Engineering (CASE) is a revolutionary technology that seeks to automate the software development process. Current literature reports on many successes of CASE adoption Despite of such successes, many organisations are experiencing difficulties in implementing CASE technology . Even many powerful CASE tools have become 'shelfware'. It is argued that the benefits of CASE are unlikely to be realised, unless it is introduced based on a sound implementation plan This article presents a conceptual model to introduce CASE technology within a MIS department Such a plan faciliiaus change in software culture and management practice and enables management to deal with confusion and skepticism prior to its occurrence. Furthermore, a case study is described that focuses on a CASE implementation that failed to achieve its purpose The reasons for the failure are critically examined and explained in the light of the model

Advancing automation and robotics technology for the Space Station Freedom and for the U.S. economy

In April 1985, as required by Public Law 98-371, the NASA Advanced Technology Advisory Committee (ATAC) reported to Congress the results of its studies on advanced automation and robotics technology for use on Space Station Freedom. This material was documented in the initial report (NASA Technical Memorandum 87566). A further requirement of the law was that ATAC follow NASA's progress in this area and report to Congress semiannually. This report is the fifteenth in a series of progress updates and covers the period between 27 Feb. - 17 Sep. 1992. The progress made by Levels 1, 2, and 3 of the Space Station Freedom in developing and applying advanced automation and robotics technology is described. Emphasis was placed upon the Space Station Freedom program responses to specific recommendations made in ATAC Progress Report 14. Assessments are presented for these and other areas as they apply to the advancement of automation and robotics technology for Space Station Freedom

Britain's first computer centre for banking: What did this building do?

At the beginning of the 1960s Barclays became the first British bank to open a computer centre. In this paper I trace the life of this building starting with its official opening on 4 July 1961 and ending with its protracted closure a decade later. From initial status as the most advanced bank bookkeeping system in the world serving as a highly visible symbol of the bank's technological power, to a final repurposing of its grandiose reception as a distribution point for pre- and post-decimalisation output, the building's various meanings are revealed. Making use of written, oral, and visual sources I explore the centre's spatial characteristics, its relation to the distributed structure of the branch, and its place as a first dedicated working home for a newly emerging computing subculture. A blend of multiple perspectives internally from the top down and bottom up, and externally from customer and competitor, offer an analysis that uncovers the part played by the first computer centre place in the banking automation race

Automation and Management Accounting in British Manufacturing and Retail Financial Services, 1945-1968

This article looks at the effects of office mechanisation in greater detail by describing data processing innovations in major building societies during the dawn of the computer era. Reference to similar developments in clearing banks, industrial and computer organisations provides evidence as to the common experience in the computerisation of firms in the post-war years. As a result, research in this article offers a comparison between widespread technological change and changes unique to service sector organisations. Moreover, research in this article ascertains the extent to which the adoption of computer-related innovations in financial services sought to satisfy financial, rather than management accounting, purposes.banks, building societies, manufacturing, computers

Human Resource Information Systems for Competitive Advantage: Interviews with Ten Leaders

[Excerpt] Increasingly, today\u27s organizations use computer technology to manage human resources (HR). Surveys confirm this trend (Richards-Carpenter, 1989; Grossman and Magnus, 1988; Human Resource Systems Professionals 1988; KPMGPeat Marwick, 1988). HR professionals and managers routinely have Personnel Computers (PCs) or computer terminals on their desks or in their departments. HR computer applications, once confined to payroll and benefit domains, now encompass incentive compensation, staffing, succession planning, and training. Five years ago, we had but a handful of PC-based software applications for HR management. Today, we find a burgeoning market of products spanning a broad spectrum of price, sophistication, and quality (Personnel Journal, 1990). Top universities now consider computer literacy a basic requirement for students of HR, and many consulting firms and universities offer classes designed to help seasoned HR professionals use computers in their work (Boudreau, 1990). Changes in computer technology offer expanding potential for HR management (Business Week, 1990; Laudon and Laudon, 1988)

Special Libraries, October 1964

Volume 55, Issue 8https://scholarworks.sjsu.edu/sla_sl_1964/1007/thumbnail.jp

Special Libraries, March 1955

Volume 46, Issue 3https://scholarworks.sjsu.edu/sla_sl_1955/1002/thumbnail.jp

Special Libraries, December 1964

Volume 55, Issue 10https://scholarworks.sjsu.edu/sla_sl_1964/1009/thumbnail.jp

Requirements for building information modeling based lean production management systems for construction

Smooth flow of production in construction is hampered by disparity between individual trade teams' goals and the goals of stable production flow for the project as a whole. This is exacerbated by the difficulty of visualizing the flow of work in a construction project. While the addresses some of the issues in Building information modeling provides a powerful platform for visualizing work flow in control systems that also enable pull flow and deeper collaboration between teams on and off site. The requirements for implementation of a BIM-enabled pull flow construction management software system based on the Last Planner System™, called ‘KanBIM’, have been specified, and a set of functional mock-ups of the proposed system has been implemented and evaluated in a series of three focus group workshops. The requirements cover the areas of maintenance of work flow stability, enabling negotiation and commitment between teams, lean production planning with sophisticated pull flow control, and effective communication and visualization of flow. The evaluation results show that the system holds the potential to improve work flow and reduce waste by providing both process and product visualization at the work face

NASA Space Human Factors Program

This booklet briefly and succinctly treats 23 topics of particular interest to the NASA Space Human Factors Program. Most articles are by different authors who are mainly NASA Johnson or NASA Ames personnel. Representative topics covered include mental workload and performance in space, light effects on Circadian rhythms, human sleep, human reasoning, microgravity effects and automation and crew performance