Encyclopedia of Portal Technologies and Applications最新文献

{"title":"Project Management Web Portals and Accreditation","authors":"Vicky Triantafillidis","doi":"10.4018/978-1-59140-989-2.CH140","DOIUrl":"https://doi.org/10.4018/978-1-59140-989-2.CH140","url":null,"abstract":"Project management skills and professional certification are quickly developing into required core practice (Hammond et al., 2006). Peter Shears, CEO of the Australian Institute of Project Management (AIPM), stated at a April, 2006, conference, that there was increased demand for skilled project managers within all organizations across all industry sectors (Hammond et al., 2006). AIPM is an Australian Project Management Web portal offering certifications of AIPM’s Registered Project Management (RegPM). As a supporter of the project management profession, the Project Management Institute (PMI) also plays an enormous role. The PMI Web portal encourages a standard with the Project Management Body of Knowledge (PMBOK) Guide describing what should be done to manage a project. PMI’s Project Management Professional (PMP®) credential program is also available from the PMI Web portal recognizing and approving skills (Project Management Institute, Inc., 2006).","PeriodicalId":349521,"journal":{"name":"Encyclopedia of Portal Technologies and Applications","volume":"60 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127236298","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"E-Government Portals Personalization","authors":"G. Laskaridis, Konstantinos Markellos","doi":"10.4018/978-1-59140-989-2.CH052","DOIUrl":"https://doi.org/10.4018/978-1-59140-989-2.CH052","url":null,"abstract":"Several governments across the world enhance their attempt to provide efficient, advanced, and modern services to their users (citizens and businesses) based on information and computer technologies (ICT) and especially the Web. The remarkable acceptance of this powerful tool has changed the way of conducting various transactions and offers citizens, businesses, and public authorities’ limitless options and opportunities. Besides citizens’ awareness and expectations of Web-based, public services have also increased in recent times. E-governments’ Web portals serve as integrated gateways through which millions of users can access information, services, and other available applications. The complexity and functionality of these Web portals vary significantly from information publishing, linking of existing Web sites, or single agency transactions, to transactions requiring integration of multiple agencies operating as fully one-stop shops for citizens (Gant & Burley Gant, 2002). The problem arises when e-government portals turn out to large collections of sources and the users suffer from this information overload. To alleviate this problem, personalization becomes a popular remedy to customise the Web environment for users. Web personalization can be described as any action that makes the Web experience of a user personalized to his or her needs and wishes. This article presents the way an e-government portal can deploy personalization techniques in order to support intelligent interactions with e-citizens. Specifically, it defines Web personalization, describes the tasks that typically comprise the personalization process, and demonstrates the close relation between personalization and Web mining. Finally, it illustrates the future trends and discusses the open issues in the field.","PeriodicalId":349521,"journal":{"name":"Encyclopedia of Portal Technologies and Applications","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128980123","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"WSRP Specification and Alignment","authors":"J. Polgar, T. Polgar","doi":"10.4018/978-1-59140-989-2.CH198","DOIUrl":"https://doi.org/10.4018/978-1-59140-989-2.CH198","url":null,"abstract":"1. Service Description Interface (Required): This interface allows a WSRP producer to advertise services and its capabilities to consumers. A WSRP consumer can use this interface to query a producer to discover what user-facing services the producer offers. Furthermore, the description also contains additional metadata and technical capabilities of the producer. The producer’s metadata might include information about whether the producer requires registration or cookie initialization before a consumer can interact with any of the remote portlets. For the consumer, this interface can be used as a discovery means to determine and localize the set of offered remote portlets. 2. Markup Interface (Required): This interface allows a consumer to interact with a remotely running portlet supplied by the producer. For example, a consumer would use this interface to perform some interaction when an end-user submits a form from the portal page. Since this interface supports the notion of the state, the portal might obtain the latest markup based on the current state of the portlet (for example, when the user clicks refresh button or interaction with another portlet on the same page takes place). 3. Registration Interface (Optional): This interface serves as a mechanism for opening a dialogue between the producer and consumer so that they can exchange information about each others’ technical capabilities. The registration interface allows a producer to ask consumers to provide additional information before they start interaction with the service through the service description interface and markup interfaces. This mechanism enables a producer to customize its interaction with a specific type of consumer. For example, a producer may use a filter and reduce the number of offered portlets for a particular consumer. 4. Portlet Management Interface (Optional): This interface gives the consumer control over the life-cycle methods of the remote portlet. A consumer acquires the ability to customize a portlet’s behavior, or destroy an instance of a remote portlet using this interface.","PeriodicalId":349521,"journal":{"name":"Encyclopedia of Portal Technologies and Applications","volume":"25 1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130638498","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Web Museums and the French Population","authors":"R. Bernier","doi":"10.4018/978-1-59140-989-2.CH182","DOIUrl":"https://doi.org/10.4018/978-1-59140-989-2.CH182","url":null,"abstract":"","PeriodicalId":349521,"journal":{"name":"Encyclopedia of Portal Technologies and Applications","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130801568","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"WSRP Relationship to UDDI","authors":"J. Polgar, T. Polgar","doi":"10.4018/978-1-59140-989-2.CH197","DOIUrl":"https://doi.org/10.4018/978-1-59140-989-2.CH197","url":null,"abstract":"In most cases, portlets are built to be deployed by local portals. This is not practical if the organisation wishes to publish their Web services and expects other business partners to use these services in their portals. UDDI extension for WSRP enables the discovery and access to user facing Web services provided by business partners while eliminating the need to design local user facing portlets. Most importantly, the remote portlets can be updated by the Web service providers from their own servers. Remote portlet consumers are not required to make any changes in their portals to accommodate updated remote portlets. This results in easier team development, upgrades, administration, low cost development, and usage of shared resources. In this chapter, we deal with the technical underpinning of the UDDI extensions for WSRP (user facing remote Web services) and their role in service sharing among business partners. We outline the WSDL extensions relevant to the remote portlets and WSRP (WSRP specification version 1, 2003). publishing and binding process in UDDI.","PeriodicalId":349521,"journal":{"name":"Encyclopedia of Portal Technologies and Applications","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125422204","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Modifying the News Industry with the Internet","authors":"Christian Serarols-Tarrés","doi":"10.4018/978-1-59140-989-2.CH104","DOIUrl":"https://doi.org/10.4018/978-1-59140-989-2.CH104","url":null,"abstract":"The advent of the digitalization of pure information products has created new opportunities and changes in the information goods markets. The increasing acceptance and usage of the Internet and the decrease of access costs provide a new broad scope of economic activities and business models. These business models are based on the production, distribution, and sale of information goods (Clemons & Lang, 2003), and they have been developed either by traditional incumbents or by new players such as internet intermediaries. Nowadays in the news industry, writers and journalists can distribute their content directly to the end user. Moreover, new intermediaries, named infomediaries, have emerged providing informational services to their customers (Sawhney, Prandelli, & Verona, 2003). These infomediaries provide customized aggregated news Web content to the market and add value by essentially being cheaper, quicker, more specialized, easier to manage, and with a broader supply than the traditional businesses. As a result, the traditional news industry is changing and it is becoming digital and online. Despite the fact of the importance of these changes for the news and other industries, there is little research about this phenomenon. Based on empirical data collected from 15 case studies in the online news industry, this article focuses on the two major changes that are occurring in this industry. First, the activities of the value chain that are being modified and integrated. Second, the emergence of new players with Internet-based business models and the portal technology they use to exploit their business models.","PeriodicalId":349521,"journal":{"name":"Encyclopedia of Portal Technologies and Applications","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126796551","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Mouse Tracking to Assess Enterprise Portal Efficiency","authors":"Robert S. Owen","doi":"10.4018/978-1-59140-989-2.CH105","DOIUrl":"https://doi.org/10.4018/978-1-59140-989-2.CH105","url":null,"abstract":"This article advocates mouse tracking as an emerging method to include in corporate enterprise portal usability assessment. Issues of Web site usability testing are discussed, with mouse tracking as one method that should be given consideration in assessing enterprise portals. Usability testing is part of the process of assessing how well a machine or application does its job. Efficiency is in turn one component of usability, but is perhaps one of the most important components with regard to Web sites that are designed to serve as corporate enterprise portals. An enterprise portal is an organization’s Website that functions to deliver internal employees or external partners or customers to organizational information, applications, or services. If a portal functions as a gateway that delivers the user to something of specific interest, then efficiency of delivery is naturally an important factor in assessing that gateway. An efficient or inefficient internal corporate enterprise portal, or intranet, could result in worker productivity gains or losses, with a substantial collective impact on an organization’s labor costs alone. An external corporate enterprise portal, or extranet, that services important organizational suppliers and customers could either build or erode multi-million dollar relationships through its efficiency and ease of use. A portal associated with retail sales could gain or lose substantial revenues, depending on its effectiveness in shuttling prospective buyers to appropriate products. In this article’s discussion of mouse tracking as a way to test the efficiency of an enterprise portal, the perspective is on a portal that is being used as a gateway that guides users to their own objectives. In some cases, a portal might be used to guide users to a target action that benefits the enterprise, as in the case of a retailer’s Web site that is used by final consumers. A retail portal might be considered effective if it guides a user’s interest toward high-profit products and holds the user on the Web site longer in the hopes that more revenue will be generated. In this article, however, the perspective is on an enterprise portal that assists users such as employees and business partners in finding information, applications, or services with a minimum investment of the user’s time and effort. From this latter perspective on the non-commercial, utilitarian objectives of an enterprise portal, interest is in cost-cutting efficiencies, not in revenue generation. bacKground","PeriodicalId":349521,"journal":{"name":"Encyclopedia of Portal Technologies and Applications","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126914575","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Web Usability for Not-for-Profit Organisations","authors":"H. Ryu","doi":"10.4018/978-1-59140-989-2.CH192","DOIUrl":"https://doi.org/10.4018/978-1-59140-989-2.CH192","url":null,"abstract":"One of the common aspects of software design is to focus on building systems that are easier for people to learn and use, so as to improve their performance at work. The term “usability” has become so popular that it has been applied to many aspects of life (e.g., the usability of customer services or organisational usability (Kling & Elliott, 1994). This paradigmatic design approach appears to be increasingly important as complex technology allows us to connect more and more devices with people, so the essential aspects of usability—ease of learning, ease of use, useful, and pleasant to use—have been widely used as a basis for design. Indeed, the four usability dimensions proposed by Gould and Lewis (1985) have been applied to many design practices, and Web portal design is similarly an application area where usability is important. Hence, portal developers for commercial organisations should be aware of usability issues in order to obtain and retain visitors to their Web site. It is very obvious that a well-designed Web site helps to generate revenue for commercial organisations via online sales or advertising. Although much progress has been made in developing usable Web portals for corporate Web sites, less attention has been paid to the design of non-corporate Web sites such as governmental or not-for-profit Web portals. Contemplating the contextual difference between these organisations, we reviewed the extensive media coverage of the Tsunami Disaster in 2005. In fact, the Web portals of many charity organisations had an important role in the extensive charitable donations made online. Clearly, more not-for-profit organisations have been attracted to this relatively effective and cheap method of interacting with their supporters. So a simple but meaningful question is raised as to whether Web users of portals for profit organisations interact in the same way as they do with portals of not-for-profit organisations. If not, what differences are there between usability for notfor-profit and for commercial organisations? This article briefly reviews this issue and examines a possible account of usability for the not-for-profit organisation that Web portal practitioners should take into account.","PeriodicalId":349521,"journal":{"name":"Encyclopedia of Portal Technologies and Applications","volume":"201 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123027828","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Strategic Planning Portals","authors":"J. Osorio","doi":"10.4018/978-1-59140-989-2.CH160","DOIUrl":"https://doi.org/10.4018/978-1-59140-989-2.CH160","url":null,"abstract":"The history of strategic planning begins in the military. According to Webster’s New World Dictionary, strategy is the science of planning and directing large-scale military operations, of maneuvering forces into the most advantageous position prior to actual engagement with the enemy (Guralnic, 1986). Although the way we conceive strategy has changed when applied to management, one element remains key: the aim to achieve competitive advantage. Strategic planning in organizations originated in the 1950s and was very popular and widespread from the mid 1960s to mid 1970s, when people believed it was the answer to all problems and corporate America was “obsessed” with strategic planning. Following that “boom,” strategic planning was cast aside and abandoned for over a decade. The 1990s brought the revival of strategic planning as a process with particular benefits in particular contexts (Mintzberg, 1994). Here is a brief account of several generations of strategic planning. Strengths, weaknesses, opportunities, and threats (SWOT) analysis model dominated strategic planning of the 1950s. The 1960s brought qualitative and quantitative models of strategy. During the early 1980s, the shareholder value model and the Porter model became the standard. The rest of the 1980s was dictated by strategic intent and core competencies, and market-focused organizations. Finally, business transformation became de rigueur in the 1990s (Gouillart, 1995). Deregulation and internationalization have increased competitive intensity. Together with accelerated technological change, shortening market life cycles and increasingly dynamic markets, the risk of committing strategic errors has increased considerably. Companies that neglect conscious strategic planning can expect to drift into a hopeless position. A systematic approach to strategic planning, which is firmly grounded in reality, is seen by many company leaders and management researchers as an essential requirement for long-term corporate success (Grunig & Kuhn, 2002). If one wishes to accomplish something, the chances of achieving that goal will be greatest if one uses one’s available resources and leverage to maximum effectiveness. That means having a strategic plan, which is designed to move from the present (in which the goal is not achieved) to the future (in which it is achieved). Strategy pertains to charting the course of action which makes it most likely to get from the present to the desired situation in the future. Subsequent newer models of strategic planning were focused on adaptability to change, flexibility, and importance of strategic thinking and organizational learning. “Strategic agility” is becoming more important than the strategy itself, because the organization’s ability to succeed has more to do with its ability to transform itself continuously, than whether it has the right strategy. Being strategically agile enables organizations to transform their strategy depending on the changes in thei","PeriodicalId":349521,"journal":{"name":"Encyclopedia of Portal Technologies and Applications","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122232054","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A Supplier Portal in the Automotive Industry","authors":"M. Gerst","doi":"10.4018/978-1-59140-989-2.CH163","DOIUrl":"https://doi.org/10.4018/978-1-59140-989-2.CH163","url":null,"abstract":"The use of Internet technologies and particularly portal technologies facilitate the creation of networks of relationships within the supply chain that provide organizations with access to key strategic resources that could not have been otherwise obtained (Venkatraman, 2000). As a result, portals appear to play a significant role in the business-to-business (B2B) arena. Even before the advent of the Internet, the use of information technology (IT) has been claimed to lead to a tighter coupling between buyer and supplier organizations (Malone, Yates, & Benjamin, 1987), allowing business partners to integrate their various business processes and enabling the formation of vast networks of intraand inter-organisational relationships (Venkatraman, 1991). Nevertheless, such claimed integration effects require interoperability between IT systems, which can not be achieved in the absence of common IT standards or at least common IT infrastructure. This article focuses on the development and implementation of a standardised Internet technology project—a supplier portal—in the automotive industry. The aim of the study is to unveil the factors that have led the decision to adopt the standardised technology, and have shaped the development and implementation process. The case explores the standardisation process in its social context and identifies and discusses the factors that shape the development and implementation of the standards.","PeriodicalId":349521,"journal":{"name":"Encyclopedia of Portal Technologies and Applications","volume":"38 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115956384","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}