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This paper describes the creation of an active learning environment within an Internet-based course in the School of Business, Government and Technology at Kean University (New Jersey). The introductory Management Information Systems (MIS) course is an elective that has become increasingly popular with junior and senior business majors. The main objective of this class is to provide an overview of the field of information systems and to strengthen some of the computer skills developed in earlier, required classes. In the spring of 1998, one section of the course was taught as a partially Internet-based class. The challenge was to apply active learning strategies and other effective classroom practices to the virtual classroom. Course materials, posted on the World Wide Web, were designed to be interactive. E-mail was used extensively to promote discussion, participation, and feedback. Students conducted Webquests to facilitate individual assignments and a cooperative group assignment. They then created their own Web pages to present the results of the Webquest to the rest of the class. Students in this experimental section performed slightly better on the first test than students from another section taught in a conventional classroom setting. (Author/AEF)

The role of the State educational agency has shifted from inspections giving and statistics gathering to a new one which finds the agency at the hub of local, State, and Federal information transmittal. This emerging role holds great promise for effective Statewide improvement in education, because relatively new leader-manager expectations of the SEA are beginning to crystallize--especially in the area of information systems. This paper has been prepared to assist State educational agencies that are considering restructuring their operations to better meet the needs for timely information in a cost-effective method. It discusses the alternatives and states a position for the problem areas of forms management and data collection procedures. (Author/WM)

Management Myth-Information Systems (MMIS) are information systems which present information to a decision maker by means of stories. In MMIS a scientific datum by itself is not information, but is information if and only if it is tied to an appropriate story or myth that has meaning to the individual who needs the information, the organization in which he is located, and the type of problem that he faces. Since this defines the key variables underlying MMIS, the study of the critical literature dealing with the nature and function of mythology becomes central to MMIS design. Ways are suggested in which the literature of mythology and the phenomenon of story-telling can be used in the design of MMIS if not for information systems in general. An experiment dealing with some central features of MMIS involved playing a series of games under the twin conditions of uncertainty and dialectical advice. Experimental subjects were exposed to the advice of two radically opposing "experts of the game" who were designed to present opposing views of the game situation. A suggested program of research and a list of references are given. (Author/LS)

Management of information services requires managerial control of information about the service itself. A critical factor for information managers that affects their ability to provide service is their own competence at handling management information, i.e., information concerning and describing the performance, income, and expenses of their services. Successful operation of fee-based information retrieval services in the not-for-profit academic sector places considerable administrative pressure on mid-level managers. Balancing cost-recovery against demands for effective results within traditionally free information services requires that managers gather, collect, and evaluate a variety of information about information services. This paper applies the principles of Management Information Systems to the administration of Information Retrieval Services applicable to both profit and not-for-profit services encompassing cost analysis, inventory control, overhead and capital expenses, staff development and marketing, and evaluation of services. (Author)

Management of information services requires managerial control of information about the service itself. A critical factor for information managers that affects their ability to provide service is their own competence at handling management information, i.e., information concerning and describing the performance, income, and expenses of their services. Successful operation of fee-based information retrieval services in the not-for-profit academic sector places considerable administrative pressure on mid-level managers. Balancing cost-recovery against demands for effective results within traditionally free information services requires that managers gather, collect, and evaluate a variety of information about information services. This paper applies the principles of Management Information Systems to the administration of Information Retrieval Services applicable to both profit and not-for-profit services encompassing cost analysis, inventory control, overhead and capital expenses, staff development and marketing, and evaluation of services. (Author)

Management of information services requires managerial control of information about the service itself. A critical factor for information managers that affects their ability to provide service is their own competence at handling management information, i.e., information concerning and describing the performance, income, and expenses of their services. Successful operation of fee-based information retrieval services in the not-for-profit academic sector places considerable administrative pressure on mid-level managers. Balancing cost-recovery against demands for effective results within traditionally free information services requires that managers gather, collect, and evaluate a variety of information about information services. This paper applies the principles of Management Information Systems to the administration of Information Retrieval Services applicable to both profit and not-for-profit services encompassing cost analysis, inventory control, overhead and capital expenses, staff development and marketing, and evaluation of services. (Author)

Management of information services requires managerial control of information about the service itself. A critical factor for information managers that affects their ability to provide service is their own competence at handling management information, i.e., information concerning and describing the performance, income, and expenses of their services. Successful operation of fee-based information retrieval services in the not-for-profit academic sector places considerable administrative pressure on mid-level managers. Balancing cost-recovery against demands for effective results within traditionally free information services requires that managers gather, collect, and evaluate a variety of information about information services. This paper applies the principles of Management Information Systems to the administration of Information Retrieval Services applicable to both profit and not-for-profit services encompassing cost analysis, inventory control, overhead and capital expenses, staff development and marketing, and evaluation of services. (Author)

ix, 205 p. : 24 cm

Perma.cc archive of https://www.google.com.au/books/edition/Management_Information_Systems/mgywDwAAQBAJ?hl=en&gbpv=1 created on 2021-12-18 05:51:58+00:00.

MIS Quarterly: Management Information Systems 1987: Volume 11 , Issue Index. Digitized from IA1643630-03 . Previous issue: sim_mis-quarterly_1986-12_10_4 . Next issue: sim_mis-quarterly_1987-03_11_1 .

MIS Quarterly: Management Information Systems 1987: Volume 11 , Issue Index. Digitized from IA1643630-03 . Previous issue: sim_mis-quarterly_1986-12_10_4 . Next issue: sim_mis-quarterly_1987-03_11_1 .

The Johnson Space Center Management Information System (JSCMIS) is an interface to computer data bases at the NASA Johnson Space Center which allows an authorized user to browse and retrieve information from a variety of sources with minimum effort. The User's Guide to JSCMIS is the supplement to the JSCMIS Research Report which details the objectives, the architecture, and implementation of the interface. It is a tutorial on how to use the interface and a reference for details about it. The guide is structured like an extended JSCMIS session, describing all of the interface features and how to use them. It also contains an appendix with each of the standard FORMATs currently included in the interface. Users may review them to decide which FORMAT most suits their needs.

The aim of this scoping review is to explore the experience and performance of road safety information management systems in sub-Saharan African countries and their implication for policy and practice in Ethiopia.

This article is from Health Research Policy and Systems , volume 12 . Abstract Background: Ensuring that data collected through national health information systems are of sufficient quality for meaningful interpretation is a challenge in many resource-limited countries. An assessment was conducted to identify strengths and weaknesses of the health data management and reporting systems that capture and transfer routine monitoring and evaluation (M&E) data in Botswana. Methods: This was a descriptive, qualitative assessment. In-depth interviews were conducted at the national (n = 27), district (n = 31), and facility/community (n = 71) levels to assess i) M&E structures, functions, and capabilities; ii) indicator definitions and reporting guidelines; iii) data collection forms and tools; iv) data management processes; and v) links with the national reporting system. A framework analysis was conducted using ATLAS.ti v6.1. Results: Health programs generally had standardized data collection and reporting tools and defined personnel for M&E responsibilities at the national and district levels. Best practices unique to individual health programs were identified and included a variety of relatively low-resource initiatives such as attention to staffing patterns, making health data more accessible for evidence-based decision-making, developing a single source of information related to indicator definitions, data collection tools, and management processes, and utilization of supportive supervision visits to districts and facilities. Weakness included limited ownership of M&E-related duties within facilities, a lack of tertiary training programs to build M&E skills, few standard practices related to confidentiality and document storage, limited dissemination of indicator definitions, and limited functionality of electronic data management systems. Conclusions: Addressing fundamental M&E system issues, further standardization of M&E practices, and increasing health services management responsiveness to time-sensitive information are critical to sustain progress related to health service delivery in Botswana. In addition to high-resource initiatives, such as investments in electronic medical record systems and tertiary training programs, there are a variety of low-resource initiatives, such as regular data quality checks, that can strengthen national health information systems. Applying best practices that are effective within one health program to data management and reporting systems of other programs is a practical approach for strengthening health informatics and improving data quality.

This article is from Health Research Policy and Systems , volume 12 . Abstract Background: Ensuring that data collected through national health information systems are of sufficient quality for meaningful interpretation is a challenge in many resource-limited countries. An assessment was conducted to identify strengths and weaknesses of the health data management and reporting systems that capture and transfer routine monitoring and evaluation (M&E) data in Botswana. Methods: This was a descriptive, qualitative assessment. In-depth interviews were conducted at the national (n = 27), district (n = 31), and facility/community (n = 71) levels to assess i) M&E structures, functions, and capabilities; ii) indicator definitions and reporting guidelines; iii) data collection forms and tools; iv) data management processes; and v) links with the national reporting system. A framework analysis was conducted using ATLAS.ti v6.1. Results: Health programs generally had standardized data collection and reporting tools and defined personnel for M&E responsibilities at the national and district levels. Best practices unique to individual health programs were identified and included a variety of relatively low-resource initiatives such as attention to staffing patterns, making health data more accessible for evidence-based decision-making, developing a single source of information related to indicator definitions, data collection tools, and management processes, and utilization of supportive supervision visits to districts and facilities. Weakness included limited ownership of M&E-related duties within facilities, a lack of tertiary training programs to build M&E skills, few standard practices related to confidentiality and document storage, limited dissemination of indicator definitions, and limited functionality of electronic data management systems. Conclusions: Addressing fundamental M&E system issues, further standardization of M&E practices, and increasing health services management responsiveness to time-sensitive information are critical to sustain progress related to health service delivery in Botswana. In addition to high-resource initiatives, such as investments in electronic medical record systems and tertiary training programs, there are a variety of low-resource initiatives, such as regular data quality checks, that can strengthen national health information systems. Applying best practices that are effective within one health program to data management and reporting systems of other programs is a practical approach for strengthening health informatics and improving data quality.

This article is from Health Research Policy and Systems , volume 12 . Abstract Background: Ensuring that data collected through national health information systems are of sufficient quality for meaningful interpretation is a challenge in many resource-limited countries. An assessment was conducted to identify strengths and weaknesses of the health data management and reporting systems that capture and transfer routine monitoring and evaluation (M&E) data in Botswana. Methods: This was a descriptive, qualitative assessment. In-depth interviews were conducted at the national (n = 27), district (n = 31), and facility/community (n = 71) levels to assess i) M&E structures, functions, and capabilities; ii) indicator definitions and reporting guidelines; iii) data collection forms and tools; iv) data management processes; and v) links with the national reporting system. A framework analysis was conducted using ATLAS.ti v6.1. Results: Health programs generally had standardized data collection and reporting tools and defined personnel for M&E responsibilities at the national and district levels. Best practices unique to individual health programs were identified and included a variety of relatively low-resource initiatives such as attention to staffing patterns, making health data more accessible for evidence-based decision-making, developing a single source of information related to indicator definitions, data collection tools, and management processes, and utilization of supportive supervision visits to districts and facilities. Weakness included limited ownership of M&E-related duties within facilities, a lack of tertiary training programs to build M&E skills, few standard practices related to confidentiality and document storage, limited dissemination of indicator definitions, and limited functionality of electronic data management systems. Conclusions: Addressing fundamental M&E system issues, further standardization of M&E practices, and increasing health services management responsiveness to time-sensitive information are critical to sustain progress related to health service delivery in Botswana. In addition to high-resource initiatives, such as investments in electronic medical record systems and tertiary training programs, there are a variety of low-resource initiatives, such as regular data quality checks, that can strengthen national health information systems. Applying best practices that are effective within one health program to data management and reporting systems of other programs is a practical approach for strengthening health informatics and improving data quality.

This article is from Health Research Policy and Systems , volume 12 . Abstract Background: Ensuring that data collected through national health information systems are of sufficient quality for meaningful interpretation is a challenge in many resource-limited countries. An assessment was conducted to identify strengths and weaknesses of the health data management and reporting systems that capture and transfer routine monitoring and evaluation (M&E) data in Botswana. Methods: This was a descriptive, qualitative assessment. In-depth interviews were conducted at the national (n = 27), district (n = 31), and facility/community (n = 71) levels to assess i) M&E structures, functions, and capabilities; ii) indicator definitions and reporting guidelines; iii) data collection forms and tools; iv) data management processes; and v) links with the national reporting system. A framework analysis was conducted using ATLAS.ti v6.1. Results: Health programs generally had standardized data collection and reporting tools and defined personnel for M&E responsibilities at the national and district levels. Best practices unique to individual health programs were identified and included a variety of relatively low-resource initiatives such as attention to staffing patterns, making health data more accessible for evidence-based decision-making, developing a single source of information related to indicator definitions, data collection tools, and management processes, and utilization of supportive supervision visits to districts and facilities. Weakness included limited ownership of M&E-related duties within facilities, a lack of tertiary training programs to build M&E skills, few standard practices related to confidentiality and document storage, limited dissemination of indicator definitions, and limited functionality of electronic data management systems. Conclusions: Addressing fundamental M&E system issues, further standardization of M&E practices, and increasing health services management responsiveness to time-sensitive information are critical to sustain progress related to health service delivery in Botswana. In addition to high-resource initiatives, such as investments in electronic medical record systems and tertiary training programs, there are a variety of low-resource initiatives, such as regular data quality checks, that can strengthen national health information systems. Applying best practices that are effective within one health program to data management and reporting systems of other programs is a practical approach for strengthening health informatics and improving data quality.

This article is from Health Research Policy and Systems , volume 12 . Abstract Background: Ensuring that data collected through national health information systems are of sufficient quality for meaningful interpretation is a challenge in many resource-limited countries. An assessment was conducted to identify strengths and weaknesses of the health data management and reporting systems that capture and transfer routine monitoring and evaluation (M&E) data in Botswana. Methods: This was a descriptive, qualitative assessment. In-depth interviews were conducted at the national (n = 27), district (n = 31), and facility/community (n = 71) levels to assess i) M&E structures, functions, and capabilities; ii) indicator definitions and reporting guidelines; iii) data collection forms and tools; iv) data management processes; and v) links with the national reporting system. A framework analysis was conducted using ATLAS.ti v6.1. Results: Health programs generally had standardized data collection and reporting tools and defined personnel for M&E responsibilities at the national and district levels. Best practices unique to individual health programs were identified and included a variety of relatively low-resource initiatives such as attention to staffing patterns, making health data more accessible for evidence-based decision-making, developing a single source of information related to indicator definitions, data collection tools, and management processes, and utilization of supportive supervision visits to districts and facilities. Weakness included limited ownership of M&E-related duties within facilities, a lack of tertiary training programs to build M&E skills, few standard practices related to confidentiality and document storage, limited dissemination of indicator definitions, and limited functionality of electronic data management systems. Conclusions: Addressing fundamental M&E system issues, further standardization of M&E practices, and increasing health services management responsiveness to time-sensitive information are critical to sustain progress related to health service delivery in Botswana. In addition to high-resource initiatives, such as investments in electronic medical record systems and tertiary training programs, there are a variety of low-resource initiatives, such as regular data quality checks, that can strengthen national health information systems. Applying best practices that are effective within one health program to data management and reporting systems of other programs is a practical approach for strengthening health informatics and improving data quality.

This article is from Health Research Policy and Systems , volume 12 . Abstract Background: Ensuring that data collected through national health information systems are of sufficient quality for meaningful interpretation is a challenge in many resource-limited countries. An assessment was conducted to identify strengths and weaknesses of the health data management and reporting systems that capture and transfer routine monitoring and evaluation (M&E) data in Botswana. Methods: This was a descriptive, qualitative assessment. In-depth interviews were conducted at the national (n = 27), district (n = 31), and facility/community (n = 71) levels to assess i) M&E structures, functions, and capabilities; ii) indicator definitions and reporting guidelines; iii) data collection forms and tools; iv) data management processes; and v) links with the national reporting system. A framework analysis was conducted using ATLAS.ti v6.1. Results: Health programs generally had standardized data collection and reporting tools and defined personnel for M&E responsibilities at the national and district levels. Best practices unique to individual health programs were identified and included a variety of relatively low-resource initiatives such as attention to staffing patterns, making health data more accessible for evidence-based decision-making, developing a single source of information related to indicator definitions, data collection tools, and management processes, and utilization of supportive supervision visits to districts and facilities. Weakness included limited ownership of M&E-related duties within facilities, a lack of tertiary training programs to build M&E skills, few standard practices related to confidentiality and document storage, limited dissemination of indicator definitions, and limited functionality of electronic data management systems. Conclusions: Addressing fundamental M&E system issues, further standardization of M&E practices, and increasing health services management responsiveness to time-sensitive information are critical to sustain progress related to health service delivery in Botswana. In addition to high-resource initiatives, such as investments in electronic medical record systems and tertiary training programs, there are a variety of low-resource initiatives, such as regular data quality checks, that can strengthen national health information systems. Applying best practices that are effective within one health program to data management and reporting systems of other programs is a practical approach for strengthening health informatics and improving data quality.

This article is from Health Research Policy and Systems , volume 12 . Abstract Background: Ensuring that data collected through national health information systems are of sufficient quality for meaningful interpretation is a challenge in many resource-limited countries. An assessment was conducted to identify strengths and weaknesses of the health data management and reporting systems that capture and transfer routine monitoring and evaluation (M&E) data in Botswana. Methods: This was a descriptive, qualitative assessment. In-depth interviews were conducted at the national (n = 27), district (n = 31), and facility/community (n = 71) levels to assess i) M&E structures, functions, and capabilities; ii) indicator definitions and reporting guidelines; iii) data collection forms and tools; iv) data management processes; and v) links with the national reporting system. A framework analysis was conducted using ATLAS.ti v6.1. Results: Health programs generally had standardized data collection and reporting tools and defined personnel for M&E responsibilities at the national and district levels. Best practices unique to individual health programs were identified and included a variety of relatively low-resource initiatives such as attention to staffing patterns, making health data more accessible for evidence-based decision-making, developing a single source of information related to indicator definitions, data collection tools, and management processes, and utilization of supportive supervision visits to districts and facilities. Weakness included limited ownership of M&E-related duties within facilities, a lack of tertiary training programs to build M&E skills, few standard practices related to confidentiality and document storage, limited dissemination of indicator definitions, and limited functionality of electronic data management systems. Conclusions: Addressing fundamental M&E system issues, further standardization of M&E practices, and increasing health services management responsiveness to time-sensitive information are critical to sustain progress related to health service delivery in Botswana. In addition to high-resource initiatives, such as investments in electronic medical record systems and tertiary training programs, there are a variety of low-resource initiatives, such as regular data quality checks, that can strengthen national health information systems. Applying best practices that are effective within one health program to data management and reporting systems of other programs is a practical approach for strengthening health informatics and improving data quality.

This article is from Health Research Policy and Systems , volume 12 . Abstract Background: Ensuring that data collected through national health information systems are of sufficient quality for meaningful interpretation is a challenge in many resource-limited countries. An assessment was conducted to identify strengths and weaknesses of the health data management and reporting systems that capture and transfer routine monitoring and evaluation (M&E) data in Botswana. Methods: This was a descriptive, qualitative assessment. In-depth interviews were conducted at the national (n = 27), district (n = 31), and facility/community (n = 71) levels to assess i) M&E structures, functions, and capabilities; ii) indicator definitions and reporting guidelines; iii) data collection forms and tools; iv) data management processes; and v) links with the national reporting system. A framework analysis was conducted using ATLAS.ti v6.1. Results: Health programs generally had standardized data collection and reporting tools and defined personnel for M&E responsibilities at the national and district levels. Best practices unique to individual health programs were identified and included a variety of relatively low-resource initiatives such as attention to staffing patterns, making health data more accessible for evidence-based decision-making, developing a single source of information related to indicator definitions, data collection tools, and management processes, and utilization of supportive supervision visits to districts and facilities. Weakness included limited ownership of M&E-related duties within facilities, a lack of tertiary training programs to build M&E skills, few standard practices related to confidentiality and document storage, limited dissemination of indicator definitions, and limited functionality of electronic data management systems. Conclusions: Addressing fundamental M&E system issues, further standardization of M&E practices, and increasing health services management responsiveness to time-sensitive information are critical to sustain progress related to health service delivery in Botswana. In addition to high-resource initiatives, such as investments in electronic medical record systems and tertiary training programs, there are a variety of low-resource initiatives, such as regular data quality checks, that can strengthen national health information systems. Applying best practices that are effective within one health program to data management and reporting systems of other programs is a practical approach for strengthening health informatics and improving data quality.

This article is from Health Research Policy and Systems , volume 12 . Abstract Background: Ensuring that data collected through national health information systems are of sufficient quality for meaningful interpretation is a challenge in many resource-limited countries. An assessment was conducted to identify strengths and weaknesses of the health data management and reporting systems that capture and transfer routine monitoring and evaluation (M&E) data in Botswana. Methods: This was a descriptive, qualitative assessment. In-depth interviews were conducted at the national (n = 27), district (n = 31), and facility/community (n = 71) levels to assess i) M&E structures, functions, and capabilities; ii) indicator definitions and reporting guidelines; iii) data collection forms and tools; iv) data management processes; and v) links with the national reporting system. A framework analysis was conducted using ATLAS.ti v6.1. Results: Health programs generally had standardized data collection and reporting tools and defined personnel for M&E responsibilities at the national and district levels. Best practices unique to individual health programs were identified and included a variety of relatively low-resource initiatives such as attention to staffing patterns, making health data more accessible for evidence-based decision-making, developing a single source of information related to indicator definitions, data collection tools, and management processes, and utilization of supportive supervision visits to districts and facilities. Weakness included limited ownership of M&E-related duties within facilities, a lack of tertiary training programs to build M&E skills, few standard practices related to confidentiality and document storage, limited dissemination of indicator definitions, and limited functionality of electronic data management systems. Conclusions: Addressing fundamental M&E system issues, further standardization of M&E practices, and increasing health services management responsiveness to time-sensitive information are critical to sustain progress related to health service delivery in Botswana. In addition to high-resource initiatives, such as investments in electronic medical record systems and tertiary training programs, there are a variety of low-resource initiatives, such as regular data quality checks, that can strengthen national health information systems. Applying best practices that are effective within one health program to data management and reporting systems of other programs is a practical approach for strengthening health informatics and improving data quality.

Includes index

Includes index

666 pages

666 pages

This book cannot be viewed because it is under review by the Million Books Project

This book cannot be viewed because it is under review by the Million Books Project

This book cannot be viewed because it is under review by the Million Books Project

This book cannot be viewed because it is under review by the Million Books Project

Description based on: Jan. 31, 1984; title from cover

Description based on: Jan. 31, 1984; title from cover

Description based on: Jan. 31, 1984; title from cover

Description based on: Jan. 31, 1984; title from cover

Description based on: Jan. 31, 1984; title from cover

Description based on: Jan. 31, 1984; title from cover

Description based on: Jan. 31, 1984; title from cover

Description based on: Jan. 31, 1984; title from cover

Description based on: Jan. 31, 1984; title from cover

Description based on: Jan. 31, 1984; title from cover

These Guidelines cover the gamut of software-intensive systems acquisition and management activities, from pre-program strategic planning to post-deployment software support. They are divided into three essential areas for program success. Part I, Introduction, lays the groundwork. To be successful in software, you must have a basic understanding of why major software acquisitions fail and succeed, the unique DoD software acquisition environment, and software-intensive life cycles and methodologies. Part II, Engineering, provides the meat. World-class software must be engineered, which involves implementing a series of interrelated, interdependent concepts, disciplines, and activities. These include risk management, Ada, software development maturity, measurement and metrics, reuse, software tools, and software support. Part III, Management, brings it all together. To successfully manage a major software-intensive systems acquisition, you must be an informed buyer. You must understand the software development process, software quality assurance, contract management techniques, and insist on continuous process improvement throughout the system's life. To step up to this challenge, you and your program will benefit by following the comprehensive software acquisition and management guidance found between these pages.

The Naval Aviation Logistics Command Management Information System (NALCOMIS) is the next generation solution to the information assimilation gap faced by Naval Aviation maintenance managers. This thesis examines the scope of the problem at the Organizational and Intermediate levels of maintenance, and the intended effect of NALCOMIS and three peripheral information systems. The underlying concepts of the four systems investigated are used to explore Artificial Intelligence as the logical augmentation or follow-on to the NALCOMIS program. Recommendations regarding the implementation of AI and expert systems are made. Additional keywords: Scenarios; MRMS (Mechanized repairables management system); VAMP (Versatile automated management program); VAST (Versatile avionics shop test); SIDMS (Status, inventory, data management system). (Author).

Copies of the briefings given at the Printing Resources Management Information Systems (PRMIS) Workshop held on May 5 through 7 are presented. Also discussed are findings and conclusions and future actions. (Author)

Copies of the briefings given at the Printing Resources Management Information Systems (PRMIS) Workshop held on May 5 through 7 are presented. Also discussed are findings and conclusions and future actions. (Author)

The U.S. Navy's Shipboard Non-tactical ADP Program (SNAP II) is a proposed shipboard management information system (MIS). By first building a basic MIS framework using a simple organizational information system model and developing certain general measures of an MIS project's impact, the SNAP II project is analyzed. The framework allows the investigation of MIS impact at specific organizational levels. The effect of unevenly distributed impact at specific levels can be significant with regard to the overall value of the MIS. This impact might not be anticipated by analysis of the MIS project through the use of total organizational impact alone. The analysis of the SNAP II project reveals two areas of concern. First, the SNAP II system is not a true independent shipboard MIS. Second, there are potentially detrimental undisplaced impacts, focused at the lower levels of the shipboard organization, which may result from implementation of SNAP II. (Author)

The U.S. Navy's Shipboard Non-tactical ADP Program (SNAP II) is a proposed shipboard management information system (MIS). By first building a basic MIS framework using a simple organizational information system model and developing certain general measures of an MIS project's impact, the SNAP II project is analyzed. The framework allows the investigation of MIS impact at specific organizational levels. The effect of unevenly distributed impact at specific levels can be significant with regard to the overall value of the MIS. This impact might not be anticipated by analysis of the MIS project through the use of total organizational impact alone. The analysis of the SNAP II project reveals two areas of concern. First, the SNAP II system is not a true independent shipboard MIS. Second, there are potentially detrimental undisplaced impacts, focused at the lower levels of the shipboard organization, which may result from implementation of SNAP II. (Author)

This report is a compilation of a summary of the research work and publications produced as a result of information systems management projects. This project attacked two problems of relevance to the Intelligent Integration of Information (I3) program: the classification of semi-structured data to allow ingestion of that data into a data management systems, and the creation of wrapper technology to allow integration of multiple, disparate, information sources into a central query engine.

OBJECTIVE: to improve the access and utility of heterogeneously distributed information. BACKGROUND: DARPA awarded this effort as sister effort to TSIMMIS-IBM. This work develops techniques to access, integrate, and utilize distributed heterogeneous information.

Service-oriented architecture(SOA) middleware has emerged as a powerful and popular distributed computing paradigm due to its high-level abstractions for composing systems and encapsulating plat-form-level details and complexities. Control of some details encapsulated by SOA middleware is necessary, however, to provide managed quality-of-service (QoS) for SOA systems that require predictable performance and behavior. This paper presents a policy-driven approach for managing QoS in SOA systems called QoS Enabled Dissemination (QED). QED includes services for (1) specifying and enforcing the QoS preferences of individual clients, (2) mediating and aggregating QoS management on behalf of competing users, and (3) shaping information exchange to improve real-time performance. We describe QED's QoS services and mechanisms in the context of managing QoS for a set of Publish-Subscribe-Query information management services. These services provide a representative case study in which CPU and network bottlenecks can occur, client QoS preferences can conflict, and system-level QoS requirements are based on higher level, aggregate end-to-end goals. We also discuss the design of several key QoS services and describe how QED's policy-driven approach bridges users to the underlying middleware and enables QoS control based on rich and meaningful context descriptions, including users, data types, client preferences, and information characteristics. In addition, we present experimental results that quantify the improved control, differentiation, and client-level QoS enabled by QED.

It is claimed that, properly organized, management information systems not only can contain all the data within a total organization, but can refine and arrange the information so that it becomes meaningful to the decisionmaker. At present their functions are virtually restricted to middle management, operational control levels. However, the rapid growth of both hardware and software promises very soon to come to the aid of upper management for strategic planning and policymaking as well. The review examines the nature of these new computer-based management information systems and their contribution to educational decisionmaking. It stresses the need for careful definition of problems and for planning before engaging in MIS development, while raising the question of the role of management information systems within the total system. (Author)