15 resultados para service development process
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Dissertation submitted to Faculdade de Ciências e Tecnologia of Universidade Nova de Lisboa for the achievement of Integrated Master´s degree in Industrial Management Engineering
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Requirements Engineering has been acknowledged an essential discipline for Software Quality. Poorly-defined processes for eliciting, analyzing, specifying and validating requirements can lead to unclear issues or misunderstandings on business needs and project’s scope. These typically result in customers’ non-satisfaction with either the products’ quality or the increase of the project’s budget and duration. Maturity models allow an organization to measure the quality of its processes and improve them according to an evolutionary path based on levels. The Capability Maturity Model Integration (CMMI) addresses the aforementioned Requirements Engineering issues. CMMI defines a set of best practices for process improvement that are divided into several process areas. Requirements Management and Requirements Development are the process areas concerned with Requirements Engineering maturity. Altran Portugal is a consulting company concerned with the quality of its software. In 2012, the Solution Center department has developed and applied successfully a set of processes aligned with CMMI-DEV v1.3, what granted them a Level 2 maturity certification. For 2015, they defined an organizational goal of addressing CMMI-DEV maturity level 3. This MSc dissertation is part of this organization effort. In particular, it is concerned with the required process areas that address the activities of Requirements Engineering. Our main goal is to contribute for the development of Altran’s internal engineering processes to conform to the guidelines of the Requirements Development process area. Throughout this dissertation, we started with an evaluation method based on CMMI and conducted a compliance assessment of Altran’s current processes. This allowed demonstrating their alignment with the CMMI Requirements Management process area and to highlight the improvements needed to conform to the Requirements Development process area. Based on the study of alternative solutions for the gaps found, we proposed a new Requirements Management and Development process that was later validated using three different approaches. The main contribution of this dissertation is the new process developed for Altran Portugal. However, given that studies on these topics are not abundant in the literature, we also expect to contribute with useful evidences to the existing body of knowledge with a survey on CMMI and requirements engineering trends. Most importantly, we hope that the implementation of the proposed processes’ improvements will minimize the risks of mishandled requirements, increasing Altran’s performance and taking them one step further to the desired maturity level.
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Dissertação para obtenção do Grau de Doutor em Bioengenharia
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The present article is based on the report for the Doctoral Conference of the PhD programme in Technology Assessment, held at FCT-UNL Campus, Monte de Caparica, June 9th, 2011. The PhD thesis has the supervision of Prof. António Moniz (FCT-UNL and ITAS-KIT), and co-supervision of Prof. Manuel Seabra Pereira and Prof. Rosário Macário (both from IST-UTL).
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Dissertação apresentada para a obtenção do Grau de Doutor em Informática pela Universidade Nova de Lisboa, Faculdade de Ciências e Tecnologia.
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European Master's Degree in Human Rights and Democatisation Academic Year 2008/2009
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Dissertation submitted in partial fulfillment of the requirements for the Degree of Master of Science in Geospatial Technologies.
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Dissertação para obtenção do Grau de Mestre em Engenharia Informática
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Dissertation presented to obtain the Ph.D degree in Biochemisry, Biotechnology
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Dissertation presented to Faculdade de Ciências e Tecnologia, Universidade Nova de Lisboa for obtaining the master degree in Membrane Engineering
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RESUMO - Este estudo analisa a forma como os cuidados de saúde não hospitalares e a enfermagem comunitária, se desenvolveram e se influenciaram mutuamente, no período 1926-2002. Trata-se de um estudo histórico que recorre a fontes escritas, imagéticas e orais, e utiliza conceções do novo institucionalismo e os conceitos de poder e biopoder de Foucault, para investigar este processo. Apresenta e analisa as origens destes cuidados e da enfermagem comunitária, o modo como se institucionalizaram e como evoluíram. A criação e desenvolvimento dos cuidados de saúde não hospitalares foram acompanhados pela individualização da enfermagem comunitária. As políticas e práticas dos cuidados de saúde primários e da enfermagem comunitária apresentam uma clara dependência do percurso já realizado. A sua génese está ligada a práticas de caridade cristã de assistência aos mais pobres liderada pelas Misericórdias e ordens religiosas. O novo entendimento sobre o papel do Estado relativamente à saúde conduziu à criação de instituições não hospitalares e à diferenciação da enfermagem comunitária. Assinale-se como momentos positivos para enfermeiros e instituições a formação das visitadoras sanitárias, apoio à formação em saúde pública pela Fundação Rockefeller, a criação de instituições corporativas, privadas e públicas de cuidados não hospitalares, a reforma de 1971 e o movimento dos CSP. As políticas institucionais condicionaram o próprio desenvolvimento e o da enfermagem comunitária, devido aos estereótipos associados ao papel da mulher, à multiplicidade e disparidade de formações e às visões divergentes sobre o que era a enfermagem comunitária. Este processo de desenvolvimento entretecido entre enfermagem comunitária e CSP apresenta influências e contributos mútuos. Os cuidados de saúde não hospitalares proporcionaram aos enfermeiros formação, desenvolvimento profissional, oportunidade de uma intervenção diversificada e com elevado grau de autonomia. Já estes trouxeram aproximação à comunidade, atenção especial aos mais vulneráveis, criatividade, capacidade de adaptação perante condições adversas, contribuindo para a visibilidade e relevância afetiva dos CSP.
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Dissertação para obtenção do Grau de Mestre em Engenharia Informática
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Companies are increasingly more and more dependent on distributed web-based software systems to support their businesses. This increases the need to maintain and extend software systems with up-to-date new features. Thus, the development process to introduce new features usually needs to be swift and agile, and the supporting software evolution process needs to be safe, fast, and efficient. However, this is usually a difficult and challenging task for a developer due to the lack of support offered by programming environments, frameworks, and database management systems. Changes needed at the code level, database model, and the actual data contained in the database must be planned and developed together and executed in a synchronized way. Even under a careful development discipline, the impact of changing an application data model is hard to predict. The lifetime of an application comprises changes and updates designed and tested using data, which is usually far from the real, production, data. So, coding DDL and DML SQL scripts to update database schema and data, is the usual (and hard) approach taken by developers. Such manual approach is error prone and disconnected from the real data in production, because developers may not know the exact impact of their changes. This work aims to improve the maintenance process in the context of Agile Platform by Outsystems. Our goal is to design and implement new data-model evolution features that ensure a safe support for change and a sound migration process. Our solution includes impact analysis mechanisms targeting the data model and the data itself. This provides, to developers, a safe, simple, and guided evolution process.
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This marketing plan project is a culmination of extensive strategies with the use of experiential marketing to address issues confronting the Kenyan tourism industry in order to have a sustainable tourism sector. Following the terrorist attack carried out by Islamist militants’ belonging to al-Shabaab terrorist organization on Nairobi’s Westgate shopping mall in September 2013, tourist forecast has gone down sharply with an average of 20% fall in tourists’ arrivals which is likely to have an impact on the tourism sector in Kenya. Even before the deadly attack on Westgate, the most lethal attack by Islamist terrorists in 15 years in Kenya, the government through the Kenya tourist board had announced that in 2013 tourist arrivals were down by 12%, at 495,978, according to an October 2013 report by Bloomberg. Tourism revenues were also down by 7.4%, over FY12/13 (July-June) to reach KES96.24bn, according to a September 2013 report on the local Capital FM website. Beyond 2013, much will depend on how quickly the Kenya tourist board can regain control of the situation. The Kenyan government believes that the Westgate mall attack was a 'one-off' incident, with a low probability of a similar event happening again over the short term period. Germany, United States, United Kingdom, Australia, Italy, France and Canada continue to be the key source market however; the Kenya tourist board can make continued growth stronger from new emerging markets in order to increase new arrivals into the country. The marketing plan outlines the objectives to be implemented and provides the implementation strategy, activity plans, monitoring and evaluation plans, financial requirements projections and proposes a new structure of experiential marketing. A number of regional forces are identified that will impact tourism into the country including global, social and economic forces, emerging trends in visitor motivations and behavior, emerging forces in experiential marketing. A major component of the strategy identifies target markets for Kenya to commensurate with the level of resources that will be available for marketing and promotion, in keeping with the forces and trends identified and the nature of the Kenya tourism environment. The agreed upon target market segments are: generic/mass travel, experiential travel, creative travel, adventure seeking travel, senior/extended/long stay travel, and business related travel. The strategy phases the development of the target markets over the years of the marketing strategies in order to yield the best opportunity for results. A core activity in developing a marketing strategy is determining the nature of experiences Kenya offers in tourism. The strategy’s experience development process will continue to develop within the context of the products identified which will be promoted regionally: culture/heritage, nature, community-based. Each county in the country has a significant number of attractions and experiences and the challenge of the country is to bring these together in a creative and innovative way in order to encourage tourists to visit more than one county in Kenya.
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RESUMO - A evolução dos cuidados de saúde primários em Portugal nos últimos trinta anos conheceu várias fases. A partir de 1971 foram criados os primeiros centros de saúde — os centros de saúde de primeira geração, associados ao que então se entendia por saúde pública —, incluindo actividades como a vacinação, vigilância de saúde da mulher, da grávida e da criança, saúde escolar e ambiental, entre outras. Em 1983 os primeiros centros de saúde foram integrados com os numerosos postos dos ex-Serviços Médico- -Sociais («caixas»). Este processo de fusão conduziu a uma maior racionalidade formal, mas não resultou numa melhoria naquilo que eram as principais virtudes dos componentes integrados — acessibilidade a consultas e a visitas domiciliárias, por um lado, e, por outro, a programação de actividades com objectivos de saúde. Em 1999 foi publicada a legislação sobre os «centros de saúde de terceira geração». Esta aparece na sequência de experiências sobre o terreno — «projectos Alfa» e outras iniciativas semelhantes, baseados numa filosofia de «prática de grupo» — e do início de um regime remuneratório experimental para a clínica geral. As unidades operativas dos novos centros de saúde pressupõem um processo de mudança organizacional que não pode ser implementada pela via normativa clássica tipo top down. Embora necessite de um enquadramento «de cima», a sua realização dependerá essencialmente da capacidade de despoletar uma dinâmica de mudança em cada centro de saúde e de proporcionar acompanhamento e apoio técnico a esses processos de mudança locais.