Pages 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135 136 137 138 139 140 141 142 143 144 145 146 147 148 149 150 151 152 153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168 169 170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186 187 188 189 190 191 192 193 194 195 196 197 198 199 200 201 202 203 204 205 206 207 208 209 210 211 212 213 214 215 216 217 218 219 220 221 222 223 224 225 226 227 228 229 230 231 232 233 234 235 236 237 238 239 240 241 242 243 244 245 246 247 248 249 250 251 252 253 254 255 256 257 258 259 260 261 262 263 264 265 266 267 268 269 270 271 272 273 274 275 276 277 278 279 280 281 282 283 284 285 286 287 288 289 290 291 292 293 294 295 296 297 298 299 300 301 302 303 304 305 306 307 308 309 310 311 312 313 314 315 316 317 318 319 320 321 322 323 324 325 326 327 328 329 330 331 332 333 334 335 336 337 338 339 340 341 342 343 344 345 346 347 348 349 350 351 352 353 354 355 356 357 358 359 360 361 362 363 364 365 366 367 368 369 370 371 372 373 374 375 376 377 378 379 380 381 382 383 384 385 386 387 388 389 390 391 392 393 394 395 396 397 398 399 400 401 402 403 404 405 406 407 408 409 410 411 412 413 414 415 416 417 418 419 420 421 422 423 424 8471 result(s) returned

4.3 Managing projects and project teams
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
Author(s): The Open University

License information
Related content

Except for third party materials and otherwise stated (see http://www.open.ac.uk/conditions terms and conditions), this content is made available under a http://creativecommons.org/licenses/by-nc-sa/2

4.1 Types of projects
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
Author(s): The Open University

License information
Related content

Except for third party materials and otherwise stated (see http://www.open.ac.uk/conditions terms and conditions), this content is made available under a http://creativecommons.org/licenses/by-nc-sa/2

3.3 Conclusions
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
Author(s): The Open University

License information
Related content

Except for third party materials and otherwise stated (see http://www.open.ac.uk/conditions terms and conditions), this content is made available under a http://creativecommons.org/licenses/by-nc-sa/2

3.2.7 Ways that groups go wrong
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
Author(s): The Open University

License information
Related content

Except for third party materials and otherwise stated (see http://www.open.ac.uk/conditions terms and conditions), this content is made available under a http://creativecommons.org/licenses/by-nc-sa/2

3.2.6 The creative cycle
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
Author(s): The Open University

License information
Related content

Except for third party materials and otherwise stated (see http://www.open.ac.uk/conditions terms and conditions), this content is made available under a http://creativecommons.org/licenses/by-nc-sa/2

3.2.5 Group development
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
Author(s): The Open University

License information
Related content

Except for third party materials and otherwise stated (see http://www.open.ac.uk/conditions terms and conditions), this content is made available under a http://creativecommons.org/licenses/by-nc-sa/2

3.2.4 Functional and team roles
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
Author(s): The Open University

License information
Related content

Except for third party materials and otherwise stated (see http://www.open.ac.uk/conditions terms and conditions), this content is made available under a http://creativecommons.org/licenses/by-nc-sa/2

3.1 Belonging to a group
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
Author(s): The Open University

License information
Related content

Except for third party materials and otherwise stated (see http://www.open.ac.uk/conditions terms and conditions), this content is made available under a http://creativecommons.org/licenses/by-nc-sa/2

2.9 Conclusions
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
Author(s): The Open University

License information
Related content

Except for third party materials and otherwise stated (see http://www.open.ac.uk/conditions terms and conditions), this content is made available under a http://creativecommons.org/licenses/by-nc-sa/2

2.8 Why do (only some) teams succeed?
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
Author(s): The Open University

License information
Related content

Except for third party materials and otherwise stated (see http://www.open.ac.uk/conditions terms and conditions), this content is made available under a http://creativecommons.org/licenses/by-nc-sa/2

2.3.5 Mixed structures
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
Author(s): The Open University

License information
Related content

Except for third party materials and otherwise stated (see http://www.open.ac.uk/conditions terms and conditions), this content is made available under a http://creativecommons.org/licenses/by-nc-sa/2

2.3.4 The contract team
Are you always the quiet one when it comes to group discussion? This unit will help you improve your working relationships with other people in groups of three or more. This unit also deals with project life cycles, project management and the role of the leader.
Author(s): The Open University

License information
Related content

Except for third party materials and otherwise stated (see http://www.open.ac.uk/conditions terms and conditions), this content is made available under a http://creativecommons.org/licenses/by-nc-sa/2

5.2 The aims and principles of system engineering

The aims of systems engineering can be divided into those to do with its outputs and those associated with the process itself. As far as its outputs are concerned, systems engineering aims to ensure that:

  • the requirements of all the stakeholders are taken into account in engineering the system

  • the system, as engineered and realised, meets the requirements of stakeholders

  • the system, while meeting the req
    Author(s): No creator set

    License information
    Related content

    Licensed under a Creative Commons Attribution - NonCommercial-ShareAlike 2.0 Licence - see http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ - Original copyright The Open University

Acknowledgements

Acknowledgements

Prepared for the Course Team by Simon Buckingham Shum

Except for third party materials and otherwise stated (see terms and conditions), this content is made available under a Creative Commons Attribution-NonCommercial-ShareAlike 2.0 Licence


Author(s): No creator set

License information
Related content

Licensed under a Creative Commons Attribution - NonCommercial-ShareAlike 2.0 Licence - see http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ - Original copyright The Open University

4.18.2 Information visualisation

We read increasingly of the problem of information overload. Earlier, we emphasised the importance of designing appropriate information representations to assist human interpretation in order to create actionable knowledge. Information visualisation is concerned explicitly with designing representations using intuitive visual metaphors and graphics to highlight the most important aspects of information structures and processes. Information visualisation is a rapidly emerg
Author(s): No creator set

License information
Related content

Licensed under a Creative Commons Attribution - NonCommercial-ShareAlike 2.0 Licence - see http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ - Original copyright The Open University

4.4.1 The map isn't the territory

The expression ‘the map isn't the territory’ draws attention to the difference between complex reality and simplified models of it. Normally, the territory is relatively stable and different maps are produced for different purposes; the territory shapes the maps, not vice versa. However, when the ‘territory’ comprises people who know that they – or their work activities – are being mapped, we find ourselves in a reflexive loop: the people can see how they and thei
Author(s): No creator set

License information
Related content

Licensed under a Creative Commons Attribution - NonCommercial-ShareAlike 2.0 Licence - see http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ - Original copyright The Open University

3.5.1 Planning a group memory system: a framework

Nothing can be stored in a computer-supported organisational memory unless it is encoded in some form. Who is going to invest the effort to encode information within an organisation?

Creating a dedicated team of information librarians and knowledge managers is certainly one route, perhaps necessary for long-term maintenance of a large repository, just as librarians are needed to manage traditional libraries. But such a team cannot be experts in all aspects of the organisation's activiti
Author(s): No creator set

License information
Related content

Licensed under a Creative Commons Attribution - NonCommercial-ShareAlike 2.0 Licence - see http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ - Original copyright The Open University

2.5 Design implications

The difficulties just described have very practical implications when it comes to designing technologies. Consider the following quotations:

in selecting any representation we are in the very same act unavoidably making a set of decisions about how and what to see in the world …

a knowledge representation is a set of ontological commitments. It is unavoidably so because of the inevitable imperfectio
Author(s): No creator set

License information
Related content

Licensed under a Creative Commons Attribution - NonCommercial-ShareAlike 2.0 Licence - see http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ - Original copyright The Open University

1 Knowledge technologies in context

There are many non-technological dimensions to understanding what it might mean to ‘manage knowledge’. However, technology is a thread weaving throughout, and seems now to be a fixture in knowledge management conferences and publications. ‘Knowledge’ can be managed as an objectified asset is a core idea in knowledge management. This unit will encourage you to question what this means in different contexts. ‘Context’ allows us to considere what value is added by view
Author(s): No creator set

License information
Related content

Licensed under a Creative Commons Attribution - NonCommercial-ShareAlike 2.0 Licence - see http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ - Original copyright The Open University

2.2 Researching ourselves

Psychology aims to provide understandings of us, as humans. At a personal level this closeness to our private concerns draws us in and excites us. However, since psychologists are humans, and hence are researching issues just as relevant to themselves as to their research participants, they can be attracted towards researching certain topics and maybe away from others. This is perhaps more evident for psychological research that is most clearly of social relevance. At a societal level all kin
Author(s): No creator set

License information
Related content

Licensed under a Creative Commons Attribution - NonCommercial-ShareAlike 2.0 Licence - see http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ - Original copyright The Open University

Pages 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135 136 137 138 139 140 141 142 143 144 145 146 147 148 149 150 151 152 153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168 169 170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186 187 188 189 190 191 192 193 194 195 196 197 198 199 200 201 202 203 204 205 206 207 208 209 210 211 212 213 214 215 216 217 218 219 220 221 222 223 224 225 226 227 228 229 230 231 232 233 234 235 236 237 238 239 240 241 242 243 244 245 246 247 248 249 250 251 252 253 254 255 256 257 258 259 260 261 262 263 264 265 266 267 268 269 270 271 272 273 274 275 276 277 278 279 280 281 282 283 284 285 286 287 288 289 290 291 292 293 294 295 296 297 298 299 300 301 302 303 304 305 306 307 308 309 310 311 312 313 314 315 316 317 318 319 320 321 322 323 324 325 326 327 328 329 330 331 332 333 334 335 336 337 338 339 340 341 342 343 344 345 346 347 348 349 350 351 352 353 354 355 356 357 358 359 360 361 362 363 364 365 366 367 368 369 370 371 372 373 374 375 376 377 378 379 380 381 382 383 384 385 386 387 388 389 390 391 392 393 394 395 396 397 398 399 400 401 402 403 404 405 406 407 408 409 410 411 412 413 414 415 416 417 418 419 420 421 422 423 424