Information Systems Department

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CITY OF MOSCOW INFORMATION SYSTEMS DEPARTMENT COMPUTER SYSTEMS TECHNICIAN OR COMPUTER SYSTEMS SPECIALIST

CITY OF MOSCOW INFORMATION SYSTEMS DEPARTMENT COMPUTER SYSTEMS TECHNICIAN OR COMPUTER SYSTEMS SPECIALIST

The Computer Systems Technician job requirements include an Associate degree in computer science, MIS, or related field and one (1) year of progressively responsible related experience. Starting pay is $21.06 per hour. The Computer Systems Specialist job requirements include a Bachelor’s degree in computer science, MIS, or related field and a minimum of four (4) years of experience in implementation, support, and network management. Starting pay is $25.01 per hour.

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Graduation Project Titles Information Systems Department

Graduation Project Titles Information Systems Department

The main goal of the project is to provide electronic means for casting and counting votes by replacing the traditional paper-based ballots with web based forms on which voters can mark and submit their votes. Although some commentators claim that the pencil- and-paper systems used are still the best method of avoiding vote rigging, recent election problems, and the need for faster, better, cheaper vote counting, have stimulated great interest in managing the election process through the use of electronic voting systems. While computer scientists, for the most part, have been warning of the possible perils of such action, vendors have forged ahead with their products, claiming increased security and reliability.
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The performativity of BYOD

The performativity of BYOD

essentially looking at the building of relationships between identified actors (Callon, 1986b). Latour (2005) suggests that social interaction among actors creates ‘social ties’ and ‘association’ which are both different. Social ties are often fragile. ANT looks at the association among actors as ‘a movement’, ‘a displacement’, ‘a transformation’, ‘a translation’ and ‘an enrolment’ which then create a strong ‘network’. Networks of association in BYOD study in the university sector can be examined by first identifying the actors in such networks. Actors comprise humans and non-human actors (Latour, 2005). Human actors in BYOD networks in the university sector particularly can be divided into the students (part-time and full-time), the teaching staff, and the IT managers while the non-human actors are the IT department facilities, the university facilities, personal mobile devices as well as the network. Their relationship and interactions are significant to each other as it will provide the performance of the interactions; the performativity of the BYOD trend in the university sector. A pilot case study will be initiated in the Computer Science and Information Systems Department in a UK University to explore its current systems and support for staff and students, also to elicit some insight on BYOD implementation at the department. Performativity of BYOD at the university sectors is viewed as the ‘enactment’ (Orlikowski & Scott, 2008). This study will also incorporate BYOD with the socio-material approach (Cecez-Kecmanovic et al., 2014; Orlikowski & Scott, 2008) as the relationships between both human and non-human actors are situated in both social and material ontologies.
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DIRECTOR OF INFORMATION SYSTEMS

DIRECTOR OF INFORMATION SYSTEMS

GovHR USA is pleased to announce the recruitment and selection process for the Director of Information Sys- tems for the City of St. Charles, Illinois. This recruitment brochure provides background information on the City of St. Charles, the municipal organization and the Information Systems Department. Additional information about the work to be performed and preferred characteristics and traits of the ideal candidates is also included. It was prepared following interviews where input and feedback was received from various stakeholders including the Mayor, City Administrator, professional staff and members of the St. Charles Information Systems Department.
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An "impressionist" ethnography of risk in the development of corporate information infrastructure

An "impressionist" ethnography of risk in the development of corporate information infrastructure

This work on the trial MS Exchange solution formed the basis of a formal project proposal to upgrade the existing Open Mail solution to MS Exchange. The proposal was presented around April 1999 by Ricky, the head of FP Tech UK, as a part of FP’s UK’s requirements for Y2k compliance. Within a few weeks of its submission, we were surprised to receive the news that our proposal to upgrade Open Mail to MS Exchange had been rejected. This news was shortly followed by the announcement that the FP Open Mail systems would be replaced by CC Mail by transferring all FP users over to GT’s CC Mail. This news was seen at the time as a major political victory for GT over FP Tech. To the members of the FP Tech network support team it represented a major blow to our efforts to maintain what we considered to be a privileged position over our counterparts in GT. I can recall at the time how some GT technicians taunted us on this news. The feelings from within FP Tech was that we maintained higher standards in all areas of technical support, and therefore it should be GT that should have to adopted our systems, standards and working practices. However, the view that seemed to come from some members of GT was that FP, and FP Tech in particular, were spoiled with an abundance of resources, and needed to be brought into line in some way.
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Keeping Information Systems alive: participation, work and maintenance-in-use in a welfare department

Keeping Information Systems alive: participation, work and maintenance-in-use in a welfare department

indeed been modified from the moment of implementation; even expired classifications continue to be shown at the interface, and the main programmers activity has been to fix data entered by mistake 166 . So, the major part of the work of keeping systems alive concern machine’s alignment within different sociomaterial environments. Such a process is almost all about how the multiple system is enacted: to share the meaning of specific categories, to use DSF for non-planned purposes, to work classifications out, to suggest how to record data, to check whether data are updated or not, all these activity do not design the system, but they shape its meaning and enrolment in practice. Pushing the argument a little bit further, maintenance, instead of continuously designing the system, could be rather defined as the activity of designing the use. Consequently, the relevance of technical personnel shifts from being able to use computer language to the ability to translate from different languages (Orr, 1996): from the practitioners to the machine and the other way round, from management to Districts and from place to place among regional territory. That allowed the technician to mobilize and get enrolled in a wider range of networks of action, being a kind of gatekeeper of diverse processes. He acted a central role in maintenance-in-use (being him ‘in the middle’) because of his ability of keeping things together so to make the work smoother. Indeed, the reconstruction of the diverse processes I just finished to account for does not report maintenance in terms of system performativity, but rather of workability. To keep system technically operational does not seem to be a big deal.
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DEPARTMENT OF ACCOUNTING, FINANCE AND INFORMATION SYSTEMS

DEPARTMENT OF ACCOUNTING, FINANCE AND INFORMATION SYSTEMS

Six taught courses and a group development project will be offered in Year One (totalling 14 units). Students will spend six months in a commercial organisation as an intern and will also be required to submit a Business Case Study in Year Two (totalling 10 units). In the event of placement not being secured an unplaced student will undertake project work of an equivalent standard as specified by the Head of the Department. The modules offered on this course are as follows: Electronic Environment; Deploying IT Resources; Introduction to Programming; Applied Development project; Issues in Cost Management; Design of Managerial Accounting Systems; Analysis of Accounting Information; Industrial Internship Report; Placement
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Implementing information systems in local government: A case study of the People's Republic of China

Implementing information systems in local government: A case study of the People's Republic of China

technology can be explained by two extremes. Optimists, such as democratisation/decentralisation theorists, believe that IT can bring socio-economic benefits, while pessimists, such as the dystopian theorists, believe that its use will create information asymmetry and widen inequality. Here, technology is viewed as a factor independent of the social environment, but its use will have impacts on society. Thus, democratisation/decentralisation theorists hold a positive view o f IT’s influences on public administration, based on their belief that the market-driven spread o f IT can provide great socio-economic opportunities. For example, Reschenthaler and Thompson (1996) argue that the information revolution requires a radical reorientation towards governmental restructuring (cutting back to core functions), reinvention through a customer-oriented product-market strategy, devolution to market mechanisms, reengineering (creating new processes rather than incrementally adjusting existing bureaucratic ones), rethinking (creating an adaptive information culture throughout the organisation), and realigning (assuring that organisational structure matches the new information culture). All these can bring positive changes to public administration. Therefore, this school of thought predicts the pluralistic use o f IT, relying more on market mechanisms to perform government functions and democratising government bureaucracies. The organisational implications are the transformations from traditional centralised hierarchies to networked, decentralised structures with fewer layers o f control, which will empower lower level employees, and will embrace interlocking virtual alliances with other organisations (Agres et al., 1998).
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MASTER OF SCIENCE IN INFORMATION TECHNOLOGY MANAGEMENT

MASTER OF SCIENCE IN INFORMATION TECHNOLOGY MANAGEMENT

The Information Technology for the 21 st Century (IT-21) policy endorses the use of a Microsoft Windows NT-based PC in a client-server environment for all Navy computing needs. The rationale given for taking this vendor-based approach towards standards is that it will lower costs and increase fleet-wide interoperability. This thesis takes a critical look at the IT-21 policy from an economic, security, availability, procurement, and practical level, and explores the role of vendor-based standards in the Navy computing architecture. It identifies the concerns or deficiencies of an architecture based on products or vendors, and offers an alternative architecture that attempts to mitigate these concerns. It finds that a vendor-based standard will not necessarily increase interoperability, and the selection of Microsoft as that standard could end up costing the Navy much more than anticipated. On first inspection, vendor-based standards make sense for the reduction of costs and the increase in interoperability. However, this ignores the power that diversity gives the end user and it ignores the pending disaster of single points of failure in Navy information systems. This thesis recommends a web-based, 3/n-tier client/server computing architecture such as one using Common Object Request Broker Architecture middleware and the Extensible Markup Language for data presentation. This architecture should make it easier and cheaper to maintain and deploy applications, allow for the dynamic nature of IT, and permit computer applications to communicate with one another no matter what operating system they are using.
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Technology & Information Management Services Business Plan Appendix C. Baldridge Award Submission

Technology & Information Management Services Business Plan Appendix C. Baldridge Award Submission

The Town ensures the integrity, reliability, accuracy, timeliness, security, and confidentiality of data, information, and knowledge through a well-planned process based on State guidelines for public information access. As a municipality, the Town must comply with the State’s public records statutes relating to records retention and information disclosure. The Town Clerk’s Office assumes overall responsibility for ensuring that records requests from external sources are handled accurately, timely and in accordance with the confidentiality provisions of the state statutes. Similar to the Town Clerk’s role, TIMS assumes overall responsibility for managing data used and stored in information-based systems.
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Information and knowledge in competitive strategizing: Towards an involved perspective

Information and knowledge in competitive strategizing: Towards an involved perspective

As with any hydro power supplier, HPC competes in its market to provide customers with the best possible customized products and services at the lowest total cost. Considering how the competitive environments of the business have changed over the past decades, HPC has been lagging behind its operational capabilities and management styles. Traditionally, offers from customers would flow in. As a leader in sound technologies and ‘engineered reliability’ (a company slogan), business development was not a major challenge as it is today. In response to the North-American hydro demand and the expanding organizational know-how, the HPC-US developed a business strategy to leverage its potential across the full range of hydro power plant businesses to increase efficiency and productivity. A new competitive bidding strategy has been devised to move away from the traditional to an alliance-based approach (see figure 5.7). A new approach to business development was especially needed upon the joint venture the hydro-electric division of another global company. The expanding client base called for new ways to organize internal and external competencies such that they could be exploited more efficiently, as well as new ways to explore new sourcing to accommodate growing and specialized customer needs. The remaining of this section will outline the business strategy and its context in an attempt to identify the information and knowledge diversity that goes into the strategizing processes.
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Essentials of Geographic Information Systems

Essentials of Geographic Information Systems

The file geodatabase similarly allows only single-user editing, but this restriction applies only to unique feature datasets within a geodatabase. The file geodatabase incorporates new tools such as domains (rules applied to attributes), subtypes (groups of objects with a feature class or table), and split/merge policies (rules to control and define the output of split and merge operations). This format stores information as binary files with a size limit of 1 terabyte and has been noted to perform and scale much more efficiently than the personal geodatabase (approximately one-third of the feature geometry storage required by shapefiles and personal geodatabases). File databases are not tied to any specific relational database management system and can be employed on both Windows and UNIX platforms. Finally, file
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DEPARTMENT OF INFORMATION TECHNOLOGY

DEPARTMENT OF INFORMATION TECHNOLOGY

Duties: Performs a variety of network management functions in support of MIS services related to the operation, performance, or availability of data communications networks. Modifies command language programs, network start up files, assigns/re-assigns network device logical, analyzes network performance and recommends adjustments to wide variety of complex network management functions with responsibility for overall performance and availability of networks. LAN/WAN consultant skilled in network analysis, integration and tuning. Experience with cable/LAN meters, protocol analyzers, Simple Network Management Protocol (SNMP) and Remote Monitoring (RMON) based software products. Knowledge of Ethernet, FDDI and high speed WANs, routers, bridges, and switches. Analyze client LANs/WANs, isolate source of problems, and recommend reconfiguration and implementation of new network hardware to increase performance. Working knowledge of network operating systems. Conducts load balancing efforts to achieve optimum device utilization and network performance. Manages network Email functions. Establishes mailboxes and monitors mail performance on the network. Coordinates with communications engineering to resolve hardware problems. Works with customer and operations staff in scheduling preventative and emergency maintenance activities.
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The diffusion of web based shopping systems: A comparative analysis of the key impact factors in the UK and Korea

The diffusion of web based shopping systems: A comparative analysis of the key impact factors in the UK and Korea

It has been argued that there is a need to provide qualitative customer service in Web- based shopping as a prerequisite for succeeding in e-commerce (Kare-Silver, 1998; Elliot and Fowell, 2000; Liu et al., 2000). The major complaint of Web-based shoppers has been reported as being that shopping is troublesome due to lack of customer service (Elliot and Fowell, 2000). According to recent research, Web-based shoppers were dissatisfied because of unfulfilled expectations, malfunctions in the Web site, unsatisfactory responses from site staff and the like (ibid.; 329). In order to improve customer service, new approaches to customers are being attempted (Laudon and Laudon, 2000). For example, technology is being used to generate e-mail messages offering thanks and asking about the shopping experience, following a purchase on WBSS (Korper and Ellis, 2000; 42). Furthermore, collecting feedback from customers and measuring customer satisfaction regarding customer services is apparently more important than with traditional information systems, according to Lindroos (1997) and Kalakota and Robinson (1999). Thus, it is argued that by providing a high quality service to their customers, WBSS loyalty will be cultivated among Web-based shoppers and will lead to competitive advantage through repeated purchases. Thus, we might expect that the degree of customer service quality will positively affect the diffusion of WBSS. Based on this observation, the following hypothesis is proposed:
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PROJECT DELIVERY METHODOLOGY (PDM) Florida Department of Transportation Office of Information Systems. Business Systems Support Office

PROJECT DELIVERY METHODOLOGY (PDM) Florida Department of Transportation Office of Information Systems. Business Systems Support Office

Project Team: Representatives of the Office of Information Systems and the Functional Office that progress the activities within an application development or maintenance release project. Prototype: A preliminary version of a program, screen or report developed to facilitate communication and confirmation efforts between the Functional Office and the BSSO Project Team. No actual work is implemented; work is only progressed to evaluate if the technology will accomplish and compliment the business process.

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Information Technology Department

Information Technology Department

 Reductions in department IT funding will impact our ability to provide technology solutions that benefit the employees and constituents of Alameda County.[r]

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Department of Information Management

Department of Information Management

The success story of the Department already spans for more than thirteen years. The department provides a strong foundation in the managerial issues related to information technologies. We aim to help students to manage Information Technology successfully.

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Information Technology

Information Technology

DoIT’s Proposed CIP budget for 2015-2020 includes $31.7 million in appropriations for 2015 with funding coming from various sources, including rate allocations to City departments and external partners, Cable Franchise Fees, accumulated reserve funds, bonds and grants. The Proposed CIP focuses on ensuring the continued reliability and operation of the City’s technology tools and systems,

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Department of Information Technology

Department of Information Technology

An  increase of $430,620  is included for  ongoing software  maintenance costs related to the County’s  Talent Management System which includes five distinct modules: Applicant Management (Insight/E‐ Recruit), the Learning Management System (LMS), Onboarding, Performance Management, and the  Employee  Management  System  (EMS).  These  integrated  modules  are  designed  to  maximize  operational  efficiencies  by  consolidating  independent  talent  management  business  processes,  streamline  work  functions  by  increasing  self  service  capabilities,  eliminate  work‐around  systems  used  to  provide  functionality,  increase  capabilities  for  real‐time  data  analysis  and  provide  greater  flexibility  in  transparency  and  reporting capabilities.  This  is  being  wholly  charged  through  to  DIT  from Fund 60030, Technology Infrastructure Services. 
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DEPARTMENT OF VETERANS AFFAIRS ASSISTANT SECRETARY FOR MANAGEMENT WASHINGTON DC APR 1 5 '2011

DEPARTMENT OF VETERANS AFFAIRS ASSISTANT SECRETARY FOR MANAGEMENT WASHINGTON DC APR 1 5 '2011

CPEM regularly submits information to government-wide accounting systems maintained by the Department of the Treasury once payment and financial statement information is created vi[r]

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