数据挖掘技术在企业人力资源管理中的应用

在经济全球化和知识经济主导的趋势下,人力资源管理在提高企业竞争力、建立核心竞争优势中将扮演更为重要的角色。文章在分析目前企业人力资源管理中存在的局限性的基础上,引入了数据挖掘技术,描述并介绍了数据挖掘技术原理和实现数据挖掘的基本过程,选择采用了决策树分类算法,将决策树模型用于人力资源管理中,获得了成功的应用。     

外国投资企业在华面临的文化冲突及管理对策

外国投资企业在中国经营管理当中不可避免的要遇到文化冲突问题，这些问题源于母国文化与中国文化的冲突。外国投资企业要想在经营管理中取得成功，必须科学、合理地处理这些文化冲突，适应中国市场经济的发展环境。本文介绍了外国投资企业在华经营发展的现状，并从语言、价值观和沟通方式这三个方面分析了其在经营管理中面临的文化冲突，提出在本土化企业管理模式的基础上，实行跨文化管理策略，针对不同的文化冲突采取不同的应对措施，有效地提高外国投资企业的文化管理水平，以期能够对外国投资企业管理提供一些帮助和启示。     

数据挖掘分类技术在电信网络风险预警中的应用

决策树和人工神经网络是数据挖掘分类任务中两项重要技术,各具特点,对不同的数据类型应采用不同的算法进行相应的研究应用。为了深入地说明各自的特点,根据决策树C5.0算法以及人工神经网络的BP网络模型的原理,按照数据挖掘的标准过程,应用SPSS Clementine作为工具对电信网络风险进行了预警,并对结果进行了比较研究,验证了两种数据挖掘分类技术的一些性能差异。本文分析了数据挖掘技术中常用的决策树和神经网络两种算法,为以后对电信网络风险预警提供了一种研究角度和方法。     

企业信息化项目中的冲突管理研究

冲突管理作为一种现代管理方法，其应用能够极大地提高企业的管理效率，降低管理成本。本文基于对冲突管理内涵的理解，对企业信息化项目实施过程中的冲突来源进行了深入的剖析与解释，在此基础上，对解决不同冲突的方法进行了探讨。     

数据挖掘技术在物流信息系统中的应用

伴随着信息时代的数据量剧增的显著特征，深化物流信息管理的最有效的方法是在其中引进数据挖掘技术。文中介绍了数据挖掘技术用于物流管理的优势．分析了数据挖掘过程及关键技术。最后，在论述数据挖掘技术在物流管理中的应用的基础上。指出数据挖掘技术将为企业物流管理决策提供越来越强大的支持功能。     

数据挖掘技术在快递品牌选择上的应用

以影响客户选择快递品牌的年龄、收入等七个因素数据为研究对象,以数据挖掘方法中的分类算法中的J48为技术手段建立模型并得到研究对象的决策树,通过对决策树的分析,得到影响客户选择快递品牌的相关条件,并把这些条件提供给各品牌快递公司以供其有针对性的选择和发展客源。     

戋谈数据挖掘技术在现代企业财务分析中的作用

现代市场经济条件下，企业面临着纷繁复杂的竞争，企业的决策者需要借助于财务信息中有用的部分为自己的判断提供依据。对于数据挖掘在财务分析当中的应用，笔者归纳总结了数据挖掘在财务分析当中的各种模型和主要的算法以及流程．为解决企业如何从财务系统中找出潜在的数据．进而通过财务分析帮助决策者作出准确的判断提供依据。     

跨文化企业的文化冲突研究

本文对企业文化冲突及跨文化企业的文化特征进行了简要分析,并对跨文化企业中出现的文化差异与冲突及形成原因进行了讨论。针对跨文化企业的文化冲突,提出了识别不同文化间的差异,发展文化认同,进行跨文化培训,培养跨文化意识以及在企业内部建立共同的价值观和企业文化等应对策略。     

海外工程利益相关者的冲突分析

海外工程相比国内工程而言其复杂程度高,不确定性强,涉及的冲突繁多。冲突管理是海外工程项目管理的重要工作,而工程利益相关者的冲突分析是基础和前提。文章结合利益相关者理论为冲突管理提供给了新的视角。通过分析海外工程利益相关者的利益诉求和特点,认为海外工程利益相关者的冲突主要为目标冲突、政治冲突和文化冲突,并且海外工程中的冲突集中在施工阶段暴露出来。冲突管理不是简单的应对冲突,而是事前、事中、事后的全过程管理,因此,必须在项目前期就进行冲突预测与监控,才能有效地管理冲突。     

基于CHAID方法的中小企业上市公司财务预警研究

本文从数据挖掘技术的角度出发,选取111家沪深中小上市公司,采用CHAID决策树模型方法对所选中小企业进行财务预警分析后把样本企业划分为3个不同的层面,并对其进行了分析,最后还对CHAID决策树模型方法进行了评价分析。     

Impact of nontechnical leadership practices on it project success

This article examines the leadership practices utilized by information technology (IT) project managers that contribute to project success. Specifically, technical and nontechnical leadership practices are contrasted. The importance of nontechnical leadership practices in IT project management has been largely ignored in research until recently. The article identifies key nontechnical leadership practices that are important for the success of IT projects. The article is based on a qualitative study that gathered data from actual IT projects conducted at U.S. companies across several different industry segments. Study results are analyzed to determine the relevance and value of Heifetz's adaptive leadership framework to the area of IT project management. Study findings indicate that nontechnical leadership practices are important to the success of IT projects. Findings also indicate that Heifetz's adaptive leadership framework is consistent with the key nontechnical leadership practices that are important for the success of IT projects. A framework for the development of IT project managers is also proposed.     

时间框架效应对团队知识冲突的影响：案例研究

本文采用案例研究方法,选取ROUTE66项目团队作为研究对象,对时间框架效应影响知识冲突的机理进行了分析。研究发现,团队成员的冲突处理决策中普遍存在时间框架效应,但冲突处理决策组合受时间框架调整的影响却并不明显,时间框架效应通过影响团队知识冲突进而影响团队绩效水平。     

Developing soft skills to manage user expectations in IT projects: Knowledge reuse among IT project managers

This research explores information technology (IT) project managers' reuse of knowledge associated with soft skills when managing user expectations. Through interviews with IT project managers, several themes emerged: novelty of problems, conditions within the organization, types of available knowledge, and methods for reusing knowledge. Within this study, we discovered the need for additional research on how social norms and organizational conditions encourage or inhibit knowledge reuse. Furthermore, we identified a difference in the usefulness of knowledge captured in formal repositories according to levels of project management experience. The findings confirm, extend, and illuminate the current research associated with knowledge reuse in IT project management.     

基于模糊综合评判的企业IT系统集成项目风险评价

在IT系统集成项目风险分析中,由于诸多因素具有很强的模糊性,很难通过有效的数据累计项目风险,实现风险决策的量化分析。本文通过对企业IT系统集成项目的特点分析,构建风险事件发生的层次化结构并在此基础上建立了项目风险评价指标体系,最后通过一个实例说明算法的应用。     

4D技术在工程项目管理中的应用和发展趋势

现代建设工程日趋复杂，传统的工程项目管理思想和手段已经无法满足项目业主越来越高的要求，进度、成本和质量管理彼此独立的传统模式导致许多弊端，主要表现在各专业生成的软件信息不能共享、项目参与各方所拥有的知识和经验不能很好地提供项目决策支持。随着管理思想、管理理论、IT技术的飞速发展，运用产品数据建模、软件集成(3D 成本／进度)的思想和方法，对传统管理工具进行变革成为可能。本文引进工程项目集成化管理思想，分析国内外4D技术研究的情况，提出4D建模技术辅助工程项目管理的发展方向和趋势。     

IT与业务匹配中的信息化冲突探索

信息化冲突是企业信息技术(IT)与业务匹配中普遍存在的重要障碍之一。本文在对现有文献整理基础上,对IT与业务匹配中信息化冲突产生的原因进行了系统的分析,将信息化冲突划分为任务冲突和关系冲突两种类型,并对二者之间的关系进行了分析。从行为整合角度给出了解决信息化冲突的途径。     

An empirical assessment of IT project selection and evaluation methods in state government

This study uses a survey of U.S. state government information technology (IT) project management practitioners to investigate the utilization of IT project selection and evaluation methodologies—financial and qualitative—and to assess the empirical relationship between the chosen methods and several measures of perceived project success. The analysis presents evidence that financial project selection and evaluation methodologies appear to be important in obtaining better control over project costs.     

Integrating development and operations teams: A control approach for DevOps

Information systems (IS) literature has predominantly studied IS project control with a focus on software development projects. However, by virtue of digital transformation, an increasing number of organizations are implementing cross-functional teams, combining software development with software operations tasks. The goal is to react quickly to the ever-changing market requirements.The DevOps concept aims to effectively orchestrate development and operations activities and smoothly manage tensions within teams, resulting from the heterogeneous composition of skills, responsibilities, and working styles.In contrast to the predominant project management view of control of prior research, which focuses on software development, this study investigates a different perspective: focusing on exerting control in DevOps teams and simultaneously navigating tensions between software development and operations. Utilizing an inductive theory-building approach, we first identify the four tensions discussed in prior literature—namely, goal conflict, method discomfort, decision rights, and time rhythm—and then empirically derive corresponding resolutions.Integrating our findings, we present an empirically derived model that can serve as a DevOps control approach for navigating the tensions between development and operations teams. This model extends our theoretical knowledge about control in DevOps teams and serves to inform IT practitioners, helping them successfully implement and manage DevOps teams.     

An Empirical Identification of Project Management Toolsets and a Comparison Among Project Types

This article presents the results of an empirical investigation of project management practice. Practice is investigated through the study of the extent of use of a large number of practices, tools, and techniques specific to project management. A sample of 2,339 practitioners participating in a large‐scale international survey is used for this article. The sample size and the diversity of contexts in which the respondents are working render the analysis feasible and the results reliable. The data is analyzed to identify patterns of practice. More specifically, using principal component analysis, the research identifies patterns that demonstrate that practitioners use project management tools and techniques in groups or “toolsets.” A brief attempt is made to compare results with A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (PMI, 2008 ) Knowledge Areas and Process Groups. The article also shows how practice varies with the management of different types of projects: engineering and construction; business and financial services; information technology (IT) and telecommunications; and software development projects. The identification of these variations has important consequences for practice and for the study of practice.     

The trade-off between the net present cost of a project and the probability to complete it on schedule

In this article we consider the probability of not completing a project on schedule (or the risk of delays) and its effect on the net present cost of the project. We propose an efficient frontier that points out to management the trade-off between low risk, early start schedules and high risk, late start schedules. Early start schedules minimize the risk of delays at the cost of early investment in project activities and material. Late start schedules delay capital outlays while increasing the risk of not completing the project on its due date.The methodology developed in this study is aimed at strategic level decision making. At this level, decisions are based on incomplete information that calls for stochastic analysis and the introduction of uncertainty. Uncertainty in project management is introduced through stochastic activity duration and stochastic lead times of resources required for the project. The commonly used CPM analysis ignores those aspects of uncertainty. PERT analysis does consider the stochastic nature of activity durations but computes only the probability to complete the project on a given date for a single schedule.A crucial decision at the strategic level of project management is when to schedule activities with high value-added. The decision makers have to trade-off the advantages of delaying such activities, thus reducing the net present cost of the project, with the disadvantages associated with increasing the probability of not completing the project on time.The number of feasible schedules in a real project is typically large and exact analysis of all possible schedules is difficult to perform, if not impossible. This article presents a heuristic procedure that generates an efficient frontier representing the risk of delays versus the net present cost of the project. The efficient frontier is a decision aid for the manager who has to choose the appropriate schedule for the project.Most computer packages for project management are based on CPM (especially packages for personal computers). Our heuristic procedure is designed to be used as an extension to CPM analysis. The procedure starts with the early start schedule developed by CPM and, using the computed slacks, tries to delay activities with high value-added one at a time. At each iteration a Monte-Carlo-type simulation is used to approximate the probability of not completing the project on time. This probability is stored along with the net present cost of the project. The result of the analysis is a set of points on the plane representing the probability of not completing the project on time versus the net present cost of the project. Each point corresponds to a specific schedule. Management can choose the most appropriate schedule for implementation based on its attitude towards risk and its financial policy.A simple example is used to illustrate the heuristic procedure. In the example, a project with six activities and two types of resources is analyzed. Five schedules are generated with net present cost ranging from $45,000 to $8,191,000 and the probability of not completing the project on time ranging from 0.0001 to 0.75. Our experience with a real project of 400 activities is reported as well.The heuristic procedure can be implemented easily on advanced “Fourth Generation” packages for project management such as IBM's Application System (AS) or Metier's Artemis system. The heuristic procedure can also be implemented on personal computers by processing the output of any CPM package by the special subroutine that is developed in this study.