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Fu Xiang-ling, Song Mao-qiang, Yu Ya-nan, Chen Mian, 2010 , Integration

Management View of Information Systems in An Enterprise, IEEE

Computer

Name: Hajra JavedMakhdoomReg No: 329-FMS/BBAIT/S07Class: BBA (Hons). ITM11Allotted Area: Project

Integration Management

Literature

Review

The development

of an integrated

management

system (IMS) by

linking quantitative

and qualitative

decision

parameters to rank

and optimise

capital projects.

Roles and impactsof the non-financial

criteria have been

combined with

traditional financial

criteria for

decision-making

and management

processes in

dynamic project

environment.

Author,

Year

Hemanta

Kumar

Doloi,

2007

Factors/

Variables

Architecture,Communication protocols,ConceptualModelingframework

Project

Example

Investment

Companies

Findings

The capability and

functionality of the

system can be

achieved through a

common database

and appropriate

user's interfaces in

an enterprise.

SME integrated

management

system- the

development of a

new concept

especially suitable

Dirk

Mackau,

2003

Managementsystemacceptance,Employeeparticipation

Constructio

n company

Several measures

to stimulate

employee

participation are

described and

evaluated, e.g.

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for small- and

medium-sized

enterprises that

integrates different

kinds of

managementsystems.

Enterprise

knowledge

integration

initiatives can

create socio-

technical and

cultural tensions aswell as possible

straitjacketing of

business process

architectures thus

suppressing

responsive

business re-

engineering and

causing loss of

competitive

advantage for

some companies.

Atta Badii,

Amir

Sharif,

(2003)

Cost-effectiveness, flexibleknowledgeintegration,work-flow-embeddedevaluation

Small and

Medium

Enterprises

vision workshop, CI-

circle, use of

project groups to

identify, visualize

and revise work

processes.

A framework should

be designed for

optimizing

knowledge

integration, impact

analysis andevaluation to

support innovation

throughout the

various interacting

enterprise

lifecycles.

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M

ethodology Research

Type

Qualitative

Industry

IT based

companies

Instrument

Training,

Questionnai

re,

Interviews

Responde

nts

Employees

and

Managers

Factors/

Variable

s

Integratio

n in:

Technolog

y layer

Business

&

Organizati

on layer

Service

layer

Findings/

Suggestions

Integration management of an enterprise is influenced by

technology, business, organization and services and may

restrict the progress of any company if correct decisions are

not taken.

The framework of integration management system comprises

of three layers i.e. Technology Layer, Business and

Organization Layer and Service Layer. It establishes the

foundation of informationization.

References:

1. http://www.emeraldinsight.com/journals.htm?articleid=1616170

2. http://www.emeraldinsight.com/journals.htm?articleid=842054&show=html

3. http://www.emeraldinsight.com/journals.htm?articleid=852227&show=html

http://www.emeraldinsight.com/journals.htm?articleid=1616170http://www.emeraldinsight.com/journals.htm?articleid=842054&show=htmlhttp://www.emeraldinsight.com/journals.htm?articleid=842054&show=htmlhttp://www.emeraldinsight.com/journals.htm?articleid=852227&show=htmlhttp://www.emeraldinsight.com/journals.htm?articleid=852227&show=htmlhttp://www.emeraldinsight.com/journals.htm?articleid=1616170http://www.emeraldinsight.com/journals.htm?articleid=842054&show=htmlhttp://www.emeraldinsight.com/journals.htm?articleid=852227&show=html