Information Professional
Volume 1, Issue 5, December 2004
Volume 1, Issue 5
December 2004
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- Source: Information Professional, Volume 1, Issue 5, page: 2 –2
- DOI: 10.1049/inp:20040508
- Type: Article
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- Source: Information Professional, Volume 1, Issue 5, p. 3 –7
- DOI: 10.1049/inp:20040509
- Type: Article
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- Source: Information Professional, Volume 1, Issue 5, p. 8 –9
- DOI: 10.1049/inp:20040510
- Type: Article
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Vital statistics and directions for the IT industry. - Author(s): P. Dempsey
- Source: Information Professional, Volume 1, Issue 5, p. 10 –14
- DOI: 10.1049/inp:20040501
- Type: Article
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The IT revolution at the NHS [National Health Service] has run into problems. The new IT plan for the NHS is not in good shape. The Department of Health's National Programme for IT (NPfIT) was the subject of not simply local, but international praise when it was first launched and, in British terms, it was portrayed as totemic in meeting Labour's pledge to restore the NHS to its former glory. NPfIT has four fundamental initial goals: electronic appointment booking, the electronic care records service, electronic transmission of prescriptions, and the installation of the IT infrastructure across. However, within this apparently straightforward 'to do list', many medical professionals say they remain confused because of a lack of consultation, standards and training. - Author(s): R. Pharro
- Source: Information Professional, Volume 1, Issue 5, p. 16 –19
- DOI: 10.1049/inp:20040502
- Type: Article
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Many IT projects are used to help drive change in businesses in the hope that the IT will play a major role in streamlining processes and cutting down on unnecessary work. Projects that involve major changes in the way organisations work need to make sure that the users are able to adapt. It means that 80% of the effort and resources required for successful IT-related change should be deployed on the `soft' aspects of business change, such as changing behaviours and providing training at the right time. The growing adoption of MSP [Managing successful programmes] principles, which can be measured by the number of people taking the qualification, shows how organisations can get to grips with the soft aspects of business change that so often trip up the technology implementers. - Author(s): N. Flaherty
- Source: Information Professional, Volume 1, Issue 5, p. 20 –23
- DOI: 10.1049/inp:20040503
- Type: Article
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Developers of both media servers and clients have to deal with an explosion in the number of audio and video codecs designed to eke out precious Internet bandwidth. Bandwidth is not free. It's not even cheap. Despite the industry being awash with spare fibre optic cables, it still costs to send bits. That is why compression is so important in networks, and the latest compression technologies are aiming to reduce the bandwidth needed for video, audio and voice as these networks have increasingly to handle multimedia traffic With more and more services running over IP networks, both for video with TV-over-IP (IPTV) and for audio with Voice-Over-IP (VOIP) running telephone calls over IP networks, being able to compress data as much as possible while still having the end result being 'good enough' is becoming vital. - Author(s): C. Edwards
- Source: Information Professional, Volume 1, Issue 5, p. 24 –31
- DOI: 10.1049/inp:20040504
- Type: Article
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Wimax is the chameleon of the wireless networking contenders: it is whatever the vendors want it to be. Wimax looks to be the only wireless technology of the future that anyone would want. Wimax has a potential reach of 50km. A cell can support aggregrate bandwidths of up to 70Mbit/s with per-user bandwidths of up to 1 Mbit/s. And users are able to move around and still get access at those high speeds. - Author(s): D. Haywood
- Source: Information Professional, Volume 1, Issue 5, p. 32 –37
- DOI: 10.1049/inp:20040505
- Type: Article
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Why do IT departments insist on having written requirements from users before they start a project when their needs are often poorly defined? There are several key problems with the waterfall development method. This led to the reanalysis of this method. In the last five years or so there has been a growing contingent with IT - the so called agile community that argue that this is the wrong way of going about things. Agile processes say that the three things that are always fixed are time, resource and quality. Only now is the IT profession starting to understand the true nature of building computer systems. And that means we all have some unlearning to do. - Author(s): D. Storey
- Source: Information Professional, Volume 1, Issue 5, p. 38 –39
- DOI: 10.1049/inp:20040511
- Type: Article
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When dealing with corporate security, you are caught between a rock and a hard place. Your networks are under attack at an ever-increasing rate, from viruses, worms and people. The consequences of successful intrusion or infection continue to rise. And in the arms race, the dark side seems to have the upper hand: instrusion detection and prevention systems have not delivered the goods. - Author(s): B.P. Douglass
- Source: Information Professional, Volume 1, Issue 5, p. 40 –44
- DOI: 10.1049/inp:20040506
- Type: Article
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The definition of the second major release of the Unified Modelling Language, or UML 2.0, has been a long process. The large number of changes between UML 1.x and UML 2.0 has raised concerns from users: what is new in UML 2.0? In 2000, the OMG issued four related Requests For Proposals (RFPs) for UML 2.0 - Infrastructure, OCL XMI and Superstructure. Of these, most users $the ones who construct real models and build systems that work in the real world - care almost exclusively about the last: Superstructure. Still, the concepts are distinct The changes in UML 2.0 for architecture are primarily in the structural - class - model while the changes for scalability are best seen in the improved sequence diagrams. - Author(s): K. Packham
- Source: Information Professional, Volume 1, Issue 5, p. 45 –47
- DOI: 10.1049/inp:20040507
- Type: Article
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Trade unions are not renowned for being at the cutting edge: instead, their public image is often one of entrenched, old-fashioned idealism, led by militants who refuse to embrace modern technology and accept its implications for the 21st century workforce. And if we're fighting such a battle for our members, how much harder is it to implement a similar setup internally? The author recognised when he took over the reins at the Transport and General Workers' Union (T&G) a year ago. It's been recognised that ifs fairly ineffective having eight regions processing 850,000 to 900,000 members' income and all their activities. The T&G has long been organised on a regional basis, with each member being handled by their local region, right from the minute they submit their application form. The union for workers in the transport industry does not demand leading-edge technology, which means that it is easier to identify and adopt models of IT adoption from other areas. - Source: Information Professional, Volume 1, Issue 5, p. 48 –49
- DOI: 10.1049/inp:20040512
- Type: Article
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Editorial
News
Watchpoint
Not what the doctor ordered [health care]
Going soft on change [programme management]
Codec confusion [digital media]
The future of wireless [wireless networks]
Some unlearning to do [agile development]
The failure of intrusion prevention
Models in motion: the new UML Models in motion: the new UML
Pull to the centre [trade unions]
Diary
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