Audit report on the Iowa Department of Human Services – Case Management Unit for the year ended June 30, 2007

Audit report on the Iowa Department of Human Services – Case Management Unit for the year ended June 30, 2007

Audit report on the Iowa Department of Human Services – Case Management Unit for the year ended June 30, 2010

Audit report on the Iowa Department of Human Services – Case Management Unit for the year ended June 30, 2010

Report on a review of selected general and application controls over the Iowa Department of Administrative Service’s (DAS) Human Resource Information System (HRIS), Payroll, Integrated Information for Iowa (I/3) and E-Payment Engine Systems for the periods April 13, 2009 through May 15, 2009 and April 5, 2010 through May 7, 2010

Report on a review of selected general and application controls over the Iowa Department of Administrative Service’s (DAS) Human Resource Information System (HRIS), Payroll, Integrated Information for Iowa (I/3) and E-Payment Engine Systems for the periods April 13, 2009 through May 15, 2009 and April 5, 2010 through May 7, 2010

Report on a review of selected general and application controls over the Iowa Department of Human Services’ Medicaid Management Information System for the period April 4, 2011 through April 29, 2011

Report on a review of selected general and application controls over the Iowa Department of Human Services’ Medicaid Management Information System for the period April 4, 2011 through April 29, 2011

Review of the Iowa Department of Human Services Drug Testing Process for Drug Testing of a Person Responsible for the Care of a Child in Child Abuse Cases, December 1, 2008

This report outlines the current drug testing practices, guidelines, programs and initiatives as currently implemented by the Department regarding the process for drug testing of a person responsible for the care of a child in child abuse cases.

Audit report on the Iowa Department of Human Services – Targeted Case Management Unit for the year ended June 30, 2011

Audit report on the Iowa Department of Human Services – Targeted Case Management Unit for the year ended June 30, 2011

Audit report on the Iowa Department of Human Services – Targeted Case Management Unit for the year ended June 30, 2012

Audit report on the Iowa Department of Human Services – Targeted Case Management Unit for the year ended June 30, 2012

Report on a review of selected general and application controls over the Iowa Department of Administrative Service’s Human Resource Information System (HRIS), Payroll System and Integrated Information for Iowa System (I/3) for the period March 26, 2012 through April 27, 2012

Report on a review of selected general and application controls over the Iowa Department of Administrative Service’s Human Resource Information System (HRIS), Payroll System and Integrated Information for Iowa System (I/3) for the period March 26, 2012 through April 27, 2012

Review of Iowa Department of Human Services Drug Testing Process, December 2008

This report outlines the current drugs testing practices and using these practices for testing requirements.

Department of Human Rights Division of Central Administration Performance Plan, FY2005

This report provides valuable information about Central Administration’s coordination and provision of quality administrative, personnel, and financial services for all DHR divisions. Information is being provided in accordance with the Accountable Government Act to improve decision-making and increase accountability to stakeholders and citizens of Iowa. This report includes performance information for the division’s core function - resource management. The two services, products, and activities provided by the division – financial services and human resources services - also are reviewed. The division is comprised of seven full-time employees. The division’s FY2005 operating budget was $ 604,888 of which $292,660 was from the State General Fund. The additional $ 312,228 was received via intra-state transfers from the non-state funded programs administered by the Department of Human Rights. Central Administration oversaw expenditures of $ 66,868,806 for the entire department, and coordinated the personnel and payroll transactions of 56 FTEs. As we review the results from this year’s report we will continue to refine how we measure our successes and modify plans to improve results.

Audit report on the Iowa Department of Human Services – Targeted Case Management Unit for the year ended June 30, 2013

Audit report on the Iowa Department of Human Services – Targeted Case Management Unit for the year ended June 30, 2013

Report on a review of selected general and application controls over the Iowa Department of Human Services’ Targeted Case Management System (TCM) for the period March 31, 2014 through April 18, 2014

Report on a review of selected general and application controls over the Iowa Department of Human Services’ Targeted Case Management System (TCM) for the period March 31, 2014 through April 18, 2014

Release Process Effectiveness - Case of Operating Room Management Software

Työn päätavoitteena oli tuoda esiin tärkeimmät julkistamisprosessin tehokkuuteen vaikuttavat tekijät. Tutkimuksessa tarkasteltiin aihetta julkistamisprojektien vetäjän näkökulmasta. Kirjallinen selvitys kattaa keskeisimmät ohjelmistoprosessin, palvelun laadun sekä projektihallinnan teoriat. Kokeellisena aineistona käytettiin asiakkailta ja myynnin sekä käyttöönoton organisaatioilta tullutta palautetta ja asiantuntijahaastatteluita. Case-tuotteena tarkasteltiin suuren kansainvälisen yrityksen jälleenmyymää leikkaussalihallinnan ohjelmistoa. Tärkeimpiä julkistamisprosessin tehokkuuteen vaikuttavia tekijöitä ovat tiekartan ja julkistamispakettien sisällön hallinta, projektin aikataulujen pitäminen, rehellinen ja nopea kommunikaatio myyntikanavaan ja asiakkaille, sekä hyvin toteutettu testaus. Työssä käydään läpi esimerkkistrategioita kehittymiseen näillä alueilla.

Competence needs of global middle management

Tutkielman tavoitteena oli tarkastella henkilöstöjohdon ja linjajohdon näkemyksiä kansainvälisissä tehtävissä toimivan keskijohdon osaamistarpeista suurissa suomalaisissa vientiyrityksissä. Teemahaastatteluja tehtiin 12:ssa Suomen tärkeimpien vientialojen suurimmista yrityksistä. Kansainvälisissä tehtävissä toimivan keskijohdon osaamistarpeiden, kategorioihin jaoteltuna, nähtiin olevan: - - Tieto ja ymmärtäminen: asiakkaan liiketoiminta ja tarpeet, oma tuote ja prosessit, globaali toimintaympäristö, alaisten osaamistarpeet- - Asioiden ja ihmisten johtaminen: muutoksen johtaminen, asiakkuuksien hallinta, ajan hallinta, motivointi, monikulttuurisen tiimin johtaminen- - Vuorovaikutus: kielitaito, suhteiden luominen, viestin kohdentaminen- - Henkilökohtaiset ominaisuudet ja motivaatio: joustavuus, kulttuurinen herkkyys, epävarmuuden sietokyky, oppimishalu, erilaisuuden kunnioitus- - Tehtäväkohtainen osaaminen: kansainvälinen markkinointi, talous, myyntitaidot, tekninen asiantuntemus.

Design and evaluation of learning algorithms for dynamic resource management in virtual networks

Network virtualisation is considerably gaining attentionas a solution to ossification of the Internet. However, thesuccess of network virtualisation will depend in part on how efficientlythe virtual networks utilise substrate network resources.In this paper, we propose a machine learning-based approachto virtual network resource management. We propose to modelthe substrate network as a decentralised system and introducea learning algorithm in each substrate node and substrate link,providing self-organization capabilities. We propose a multiagentlearning algorithm that carries out the substrate network resourcemanagement in a coordinated and decentralised way. The taskof these agents is to use evaluative feedback to learn an optimalpolicy so as to dynamically allocate network resources to virtualnodes and links. The agents ensure that while the virtual networkshave the resources they need at any given time, only the requiredresources are reserved for this purpose. Simulations show thatour dynamic approach significantly improves the virtual networkacceptance ratio and the maximum number of accepted virtualnetwork requests at any time while ensuring that virtual networkquality of service requirements such as packet drop rate andvirtual link delay are not affected.