Each function intended to provide easy access to information from which users could manage schedules, organize data, and manage time better. Administrative staff users were given functions to search listings and assign courses to both lecturing staff and special groups. Such functions included managing lecturing staff research interests, scheduled times, and assigned courses. This project designed functions specifically for the Department of Electrical and Computer Engineering at the University of the West Indies. Universities make use of databases to manage and optimize information flow. The large amounts of data that they manage make them complex entities which demand a rigorous yet flexible approach to its design and implementation. "Databases are powerful data storage and manipulation facilities which can be used to organize and optimize workload. Keywords Project performance framework (PPDF) model Measures Performance criteria Success criteria Project objectives IS projects Design science Three project cases are used to illustrate and assess the model. The project performance framework (PPDF) primarily relies on the principles and advantages of the value focused thinking (VFT) and goal question metric (GQM) to elicit and develop these performance criteria and associated measures based on the values of the stakeholders in the project. Against this background, the paper proposes a formal method to develop a comprehensive set of performance criteria or objectives grounded in the views of the project stakeholders and associated measures aligned to these objectives. Moreover, most of the known solutions in practice are without structured or easily implementable procedures to elicit and develop performance criteria and measures. This is accentuated by growing calls to rethink the traditional measurement paradigm. A critical analysis of current research shows that several key challenges being faced in information systems (IS) projects include the lack of clearly defined objectives, mismatched stakeholders’ expectations and lack of sufficient or formal methods to aid practitioners in developing relevant performance criteria. Performance criteria typically reflect the values of the project stakeholders in how they will be viewing their projects.
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