Metodologia de Suporte à Utilização de Sistemas Interativos

Interactive systems users still face several challenge. Besides current improvements in usability and intuitiveness users have to adapt to the systems proposed to satisfy their needs. For instance, they must learn how to achieve tasks, how to interact with the system, etc. This paper proposes a methodology to improve this situation supporting the use of interactive systems by users. To achieve this goal the approach is based on enriched task models and picture-driven computing. An example based on a text editor illustrates the approach.

A Methodology for GUI Layer Redefinition Through Virtualization and Computer Vision

Nowadays despite improvements in usability and intuitiveness users have to adapt to the proposed systems to satisfy their needs. For instance, they must learn how to achieve tasks, how to interact with the system, and fulfill system's specifications. This paper proposes an approach to improve this situation enabling graphical user interface redefinition through virtualization and computer vision with the aim of increasing the system's usability. To achieve this goal the approach is based on enriched task models, virtualization and picture-driven computing.

“Nova” lei da concorrência de 2012 é mais justiça?

Quando foi publicado o “novo” Regime Jurídico da Concorrência (RJC) no D.R. de 8/5/12, logo se falou de “grande reforma no sector da concorrência” por “iluminados”. Acontece que de acordo com o art. 101º do RJC, a lei só entraria em vigor passados 60 dias. Até aqui tudo normal. É preciso uma “vacatio legis” para a adaptação dos destinatários, incluindo a Autoridade da Concorrência (AdC). Abstract: When published the "new" Legal Framework for Competition (RJC) in DR 05.08.12, soon spoke of "major reform in the competitive sector" by "enlightened". It turns out that according to art. 101 of the RJC, the law would only enter into force after 60 days. So far so normal. It takes a "vacatio legis" to adapt the recipients, including the Competition Authority (CA).

Relationships between NPM, the use of PM practices and the organizational performance: empirical evidence from government agencies

Purpose – this paper has two main purposes: (1)explore if government agencies more oriented to NPM postulates are more willing to use PM practices and to improve their performance; and (2) investigate whether the fit between the use of PM practices and the organizationa performance is dependent upon from the capacity of agencies to adapt its structures to changes introduced by NPM reforms. Design/methodology/approach - this paper is based on the survey method and provides empirical evidence from Portuguese government agencies.Findings (mandatory) - Our findings suggest that government agencies that made structural arrangements under the NPM reforms are more willing to use PM practices and will perform better than other agencies. In addition, this paper show that therelationship between the use of PM practices and the organizational performance is dependent upon from the agencies capacity to adopt new structural arrangements under the NPM reforms.Practical implications – this paper has three main contributions: (1) contribute to knowledge about the relationship between the introduction of NPM changes in the use of PM practices; (2) contribute to clarify whether agencies more oriented to NPM postulates are improving performance; and (3) help to clarify the way the organizations should adapt their structures for to be more effective in the use of PM practices. Originality/value - The quantitative empirical research, based on the unique survey applied to Portuguese government agencies on this field, allow us to add to prior research mainly based on case studies and oriented to local governments (Budding, 2004).

The internationally standardized process of public accounting: the perspective of different stakeholders in Portugal

New Public Management (NPM) led to great pressures for to introduce and adapt businesslike accounting in the public sector (Hood, 1995; Lapsley, 2008; Lapsley et al., 2009), specially the transition from cash basis to accrual-based accounting. In consequence, since the last 20 years we assist to a movement towards internationally standardized of public sector accounting that led to the publication of 32 International Public Sector Accounting Standards (IPSAS) for all public sector entities from national central governments to local governments (IFAC, 2008). These standards are accrual-basis and they emphasize the balance sheet approach, the fair value measurement and the revenue-expense approach (Hints, 2007). The main innovations are associated with the use of the balance sheet approach and the fair value measurement because, traditionally, public accounting systems are mainly focused on the revenue-expense approach and on historical cost valuation (Oulasvirta, 2014).