Customization of Enterprise Content Management Systems An Exploratory Case Study
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国内外最先进的管理理念和实战经验词汇营销篇4C营销理论(The Marketing Theory of 4Cs)4R营销理论(The Marketing Theory of 4Rs)4P营销理论(The Marketing Theory of 4Ps)感性营销(Sensibility Marketing)利基营销(Niche Marketing)交叉营销(Cross Marketing)知识营销(Knowledge Marketing)文化营销(Cultural Marketing)服务营销(Services Marketing)体验营销(Experience Marketing)定制营销(Customization Marketing)色彩营销(Color Marketing)绿色营销(Green Marketing)关系营销(Relationship Marketing)合作营销(The Co Marketing Solution) 伙伴营销(Partnership Marketing)一对一营销(One-to-One Marketing)差异化营销(Difference Marketing)大市场营销(Big Marketing)个性化营销(Personalization Marketing)堡垒式营销(Formalization Marketing)数据库营销(Data base Marketing)服务分销策略(Services Distribution Strategy)服务促销策略(Services Sales Promotion Strategy)整合营销传播(Integrated Marketing Communications, IMC)水坝式经营(Dam Operation)战略营销联盟(Strategic Marketing Union)网络数据库营销(Internet Data base Marketing)“整时营销”与“晚盈利”(Profit by Timing Marketing and Lag Profit Marketing)管理篇目标管理(Management by Objectives, MBO),现在这个缩写也常用于代称“管理层收购”(Management Buy Out)标杆瞄准(Benchmarking)开明管理(Open Management)宽容管理(Allowance Management)危机管理(Crisis Management)标杆管理(Benchmarking Management)人格管理(Character Management)品牌管理(Brand Management)变革管理(Change Management)沟通管理(Communication Management)走动管理(Management by Walking Around,MBW A)价值管理(Value Management)钩稽管理(Innovation and Practice Management)能本管理(Capacity Core Management)绩效管理(Managing For Performance)赋权管理(Delegation Management)灵捷管理(Celerity Management)物流管理(Logistics Management/Physical Distribution ) (Physical Distribution为传统意义上的物流)知识管理(Knowledge Management)时间管理(Time-Management)互动管理(Interactive Management)T型管理(T Management)预算管理(Budget Management)末日管理(End Management)柔性管理(Soft Management)例外管理(Exception Management)K型管理(K Management)EV A管理(Economic Value Added, EV A)5S管理法(5S :Seiri、Seiten、Seigo、Seiketsu、Shitsuke)零缺陷管理(Zero Defects)一分钟管理(One Minute Management)供应链管理(Supply Chain Management, SCM)客户关系管理(Customer Relationship Management,CRM)产品数据管理(Product Data Management, PDM)过程质量管理法(Process of Quality Management)管理驾驶舱(Cockpit of Management)OEC管理法(Over All Every Control and Clear)数字化管理(Digital Management)海豚式管理(Management as Porpoise)丰田式管理(Toyota- Management)跨文化管理(Span-Culture Management)蚂蚁式管理(Style of Ant Management)购销比价管理(Purchase by Grade Management)企业内容管理(Enterprise Content Management)企业健康管理(Health of Enterprise Management)薪酬外包管理(Salary Episodic Management)戴明的质量管理(William Edwards Dem’s Quality Management)六西格玛管理法(Six Sigma)倒金字塔管理(Handstand Pyramidal Management)变形虫式管理(Amoeba Management)精益管理(Lean Management)法商管理(Law and Business Management)定律篇木桶定律(Cannikin Law)墨菲定律(Moffe's Law)羊群效应(Sheep-Flock Effect)帕金森定律(Parkinson's Law)华盛顿合作定律(Washington Company Law) 手表定律(Watch Law)蘑菇定律(Mushroom Law)鲇鱼效应(Weever Effect)飞轮效应(Flywheel Effect)光环效应(Halo Effect)马太效应(Matthew Effect)蝴蝶效应(Butterfly Effect)多米诺效应(Domicile Effect)皮格马利翁效应(Pygmalion Effect)彼德原理(The Peter Principle)破窗理论(Break Pane Law)路径依赖(Path Dependence)奥卡姆剃刀(Occam's Razor)博弈论(Game Theory)定位法则(Orientation Law)80/20原理(80/20 Law)X理论-Y理论(Theory X- Theory Y)超Y理论(Exceed theory Y)人本管理(Humanistic Management)综合篇7S模型(Principle of 7S)ABC分析法(ABC-Analysis)SWOT分析(SWOT Analysis)波士顿矩阵法(Boston Matrix Analysis)新7S原则(Principle of New 7S)PDCA循环(PDCA Cyc)平衡记分卡(Balanced Score Card)品管圈(Quality Control Circle,QCC)零库存(In-Time Inventory)顾客份额(Constituency Share)业务流程重组(Business Process Reengineer) 动态薪酬(Dynamic Salary)管理审计(Managed Audit)管理层收购(Management Buy-out)逆向供应链(Reverse Supply Chain)宽带薪酬设计(Broad Band Salary Design)员工持股计划(Employee Stock Ownership Plan,ESOP)人力资源外包(Epiboly HR)360度绩效反馈(360-Degree Performance Feedback)人力资源价值链(Human Resource Value Chain)柯氏模式(Kirkpatrick Model)归因模型(Attribution Model)期望模型(Expectancy Model)五力模型(The Five-force Model)安东尼模型(Anthony Model)CS经营战略(Customer Satisfaction)532绩效考核模型(532 Performance Appraisal Model)101℃理论(101℃Theory)双因素激励理论(Dual Stimulant Theory)注意力经济(The Economy of Attention)灵捷竞争(Adroitly Compete)德尔菲法(Delphi Technique)执行力(Execution)领导力(Leadership)学习力(Learning Capacity)企业教练(Corporate Coach)首席知识官(Chief Knowledge Officer)第五级领导者(Fifth Rank Leader)智力资本(Intellect Capital)智能资本(Intellectual Capital)高情商团队(High EQ Team)学习型组织(Learning Organization)知识型企业(Knowledge Enterprise)高智商企业(Knowledge-Intensive Enterprise)灵捷组织(Adroitly Organization)虚拟企业(Virtual Enterprise,VE)。
Allegro模块镜像详细操作教程Allegro支持模块镜像,以下面这个模块为例1.Placement edit模式下,创建一个mdd文件2.复用这个模块3.复用后先别放下来,右击mirror4.再放下来,模块内的孔,铜皮,线,器件都被镜像好了This section is describe what the function allegro have ,helpfully could let user know more about allegroAllegro Design and Analysis includes design authoringPCB layout and Library and Design Data ManagementWith. It can ensure the end-to-end design of PCB with high quality and efficiencyRealize smooth data transfer between tools, shorten PCB design cycle, and shorten productMarket time1. Design authoringProvide a flexible logic constraint driven flow, management design rules, network hierarchy,Bus and differential pair.1.1.1 Main features and functionsThrough hierarchical and design "derivation" function, improve the original of complex designMap editing efficiency.Powerful CIS helps users quickly determine part selection and accelerate design flowAnd reduce project cost.1.2.1 Main featuresSchematic designers and PCB design engineers can work in parallel. Advanced design efficiency improves functions, such as copying the previous schematic design Select multiplexing with or by page. Seamless integration into pre simulation and signal analysis.1.2.2 Main FunctionsProvide schematic diagram and HDL/Verilog design input.Assign and manage high-speed design rules.Support netclasses, buses, extension networks and differential pairs. Powerful library creation and management functions.Allows synchronization of logical and physical designs.Realize multi-user parallel development and version control.Pre integration simulation and signal analysis.Support customizable user interface and enterprise customization development.1.3 o Allegro n Design Publisher1.3.1 Main Features and FunctionsAllows you to share designs with others using PDF files.The entire design is represented in a single, compact PDF format. Improve design readability.Provide content control - users can select the content to be published.1.4 Allegro A FPGA m System Planner1 1.4.1 Main features and functionsComplete and scalable FPGA/PCB collaborative design technology forideal "Design and correct "pin assignment.Scalable FPGA/PCB protocol from OrCAD Capture to Allegro GXLSame as the design solution.Shorten the optimization pin allocation time and accelerate the PCB design cycle.2. B PCB layoutIt provides expandable and easy to use PCB design (including RFPCB) Then drive PCB design solution. It also includes innovative new automatic deliveryMutual technology can effectively improve the wiring of high-speed interfaces; Apply EDMD (IDX) mode, which makes ECAD/MCAD work smoothly; Execute modern industry standard IPC-2581,Ensure that the design data is simply and high-quality transferred to the downstream link.2.1.1 Main featuresSpeed up the design process from layout, wiring to manufacturing. Including powerful functions, such as design zoning, RF design functions and global design rules Stroke.It can improve productivity and help engineers to quickly move up to mass production* g- M4 G8 |6 }9 k7 G2.1.2 Main FunctionsProvide scalable full function PCB design solutions.Enable constraint driven design processes to reduce design iterations. Integrated DesignTrueDFM technology provides real-time DFM inspection. Provide a single, consistent context for management.Minimize design iterations and reduce overall Flex and rigid flexible designCost, and has advanced rigid and flexible design functions.Realize dynamic concurrent team design capability, shorten design cycle, and greatly reduceTime spent in routing, winding and optimization.Provide integrated RF/analog design and mixed signal design environment. Provides interactive layout and component placement.Provide design partitions for large distributed development teams. Realize real-time, interactive push editing of routing.It is allowed to use dynamic copper sheet technology to edit and update in real time.Manage netscheduling, timing, crosstalk, routing by designated layer and area Bundle.Provide proven PCB routing technology for automatic routing.Realize hierarchical route planning and accelerate the completion of design.Shorten interconnect planning and cabling time for high-speed interfaceintensive design.Provide a comprehensive, powerful and easy-to-use tool suite to help designersEfficient and successful manufacturing switch: DFM Checker is aimed at the company/manufacturerReview the specific rules of manufacturing partners; Used to reduce manufacturing and assembly documentsThe document editing time of the file can reach 70%; The panel editor will assemble the panel designThe intention is communicated to the manufacturing partners; Output design data in various manufacturing formats.3. y Library d and n Design a Data ManagementFor cost-effective projects that need to be delivered on time, it is easy to obtainCurrent component information and design data are critical. library and designData management is a collaborative control of the company's internal cooperation and design processAdvanced functions are provided. As the design cycle shortens and the complexity increases, youThere must be a design approach that increases predictability and accelerates design turnaround.3.1.1 Main featuresReduce time and optimize library development related resources. Improve the precision in the process of parts manufacturing. Q9 b3.1.2 Main functionsReduce time and optimize library development and validation through integrated creation and validation processes Certification related resources.A simple method to develop devices with large pin count can shorten the time from a few days to A few minutes.Powerful graphic editor supports custom shape and spreadsheet import forSchematic symbols are created to ensure the reliability and integrity of data.Supports the import of part information from general industry formats, allowing rapid creation and Update part information.Common library development environment supporting schematic tools from different suppliers, including Mentor Graphics Design Architect and Mentor Graphics Viewdraw。
Allegro给各种形式的板框导弧操作指导Allegro可以给板框导弧,让加工出来的板框更加圆滑,具体操作步骤如下1.板框是line形式的2.选择Manufacture-Drafting-Fillet命令3.在Options里面Radius输出导弧的半径,比如78.744.框选两个线段的部分5.完成后的效果如下图6.框选4个角落,形成圆弧的板框7.如果板框是shape形式的,这个命令就不起作用了8.按照下面的步骤进行,shape-decompose shape9.Option里面还是选择到outline层,并选择delete shape afterdecompose10.Find处的勾选shapes11.框选整个板框12.可以看到板框就变成line形式的了13.然后重复上面的步骤,Manufacture-Drafting-Fillet命令得到一个圆弧的板框但是要注意由于已经变成了分离的线段,需要逐段点击才行14.然后把板框变回shape形式,操作如下,选择outline层,选择lines15.框选整个板框16.删除line形式的板框。
按删除命令,find只选择lines,框选整个板框17.留下一个shape形式并且弧形的板框This section is describe what the function allegro have ,helpfully could let user know more about allegroAllegro Design and Analysis includes design authoringPCB layout and Library and Design Data ManagementWith. It can ensure the end-to-end design of PCB with high quality and efficiencyRealize smooth data transfer between tools, shorten PCB design cycle, and shorten productMarket time1. Design authoringProvide a flexible logic constraint driven flow, management design rules, network hierarchy,Bus and differential pair.1.1.1 Main features and functionsThrough hierarchical and design "derivation" function, improve the original of complex designMap editing efficiency.Powerful CIS helps users quickly determine part selection and accelerate design flowAnd reduce project cost.1.2.1 Main featuresSchematic designers and PCB design engineers can work in parallel. Advanced design efficiency improves functions, such as copying the previous schematic design Select multiplexing with or by page. Seamless integration into pre simulation and signal analysis.1.2.2 Main FunctionsProvide schematic diagram and HDL/Verilog design input.Assign and manage high-speed design rules.Support netclasses, buses, extension networks and differential pairs. Powerful library creation and management functions.Allows synchronization of logical and physical designs.Realize multi-user parallel development and version control.Pre integration simulation and signal analysis.Support customizable user interface and enterprise customization development.1.3 o Allegro n Design Publisher1.3.1 Main Features and FunctionsAllows you to share designs with others using PDF files.The entire design is represented in a single, compact PDF format. Improve design readability.Provide content control - users can select the content to be published.1.4 Allegro A FPGA m System Planner1 1.4.1 Main features and functionsComplete and scalable FPGA/PCB collaborative design technology for ideal "Design and correct "pin assignment.Scalable FPGA/PCB protocol from OrCAD Capture to Allegro GXLSame as the design solution.Shorten the optimization pin allocation time and accelerate the PCB design cycle.2. B PCB layoutIt provides expandable and easy to use PCB design (including RFPCB)Then drive PCB design solution. It also includes innovative new automatic deliveryMutual technology can effectively improve the wiring of high-speed interfaces; Apply EDMD (IDX) mode, which makes ECAD/MCAD work smoothly; Execute modern industry standard IPC-2581,Ensure that the design data is simply and high-quality transferred to the downstream link.2.1.1 Main featuresSpeed up the design process from layout, wiring to manufacturing. Including powerful functions, such as design zoning, RF design functions and global design rules Stroke.It can improve productivity and help engineers to quickly move up to mass production* g- M4 G8 |6 }9 k7 G2.1.2 Main FunctionsProvide scalable full function PCB design solutions.Enable constraint driven design processes to reduce design iterations. Integrated DesignTrueDFM technology provides real-time DFM inspection. Provide a single, consistent context for management.Minimize design iterations and reduce overall Flex and rigid flexible designCost, and has advanced rigid and flexible design functions.Realize dynamic concurrent team design capability, shorten design cycle, and greatly reduceTime spent in routing, winding and optimization.Provide integrated RF/analog design and mixed signal design environment. Provides interactive layout and component placement.Provide design partitions for large distributed development teams. Realize real-time, interactive push editing of routing.It is allowed to use dynamic copper sheet technology to edit and update in real time.Manage netscheduling, timing, crosstalk, routing by designated layer and area Bundle.Provide proven PCB routing technology for automatic routing.Realize hierarchical route planning and accelerate the completion of design.Shorten interconnect planning and cabling time for high-speed interface intensive design.Provide a comprehensive, powerful and easy-to-use tool suite to help designersEfficient and successful manufacturing switch: DFM Checker is aimed at the company/manufacturerReview the specific rules of manufacturing partners; Used to reduce manufacturing and assembly documentsThe document editing time of the file can reach 70%; The panel editorwill assemble the panel designThe intention is communicated to the manufacturing partners; Output design data in various manufacturing formats.3. y Library d and n Design a Data ManagementFor cost-effective projects that need to be delivered on time, it is easy to obtainCurrent component information and design data are critical. library and designData management is a collaborative control of the company's internal cooperation and design processAdvanced functions are provided. As the design cycle shortens and the complexity increases, youThere must be a design approach that increases predictability and accelerates design turnaround.3.1.1 Main featuresReduce time and optimize library development related resources. Improve the precision in the process of parts manufacturing. Q9 b3.1.2 Main functionsReduce time and optimize library development and validation through integrated creation and validation processes Certification related resources.A simple method to develop devices with large pin count can shorten the time from a few days to A few minutes.Powerful graphic editor supports custom shape and spreadsheet import forSchematic symbols are created to ensure the reliability and integrity of data.Supports the import of part information from general industry formats, allowing rapid creation and Update part information.Common library development environment supporting schematic tools from different suppliers, including Mentor Graphics Design Architect and Mentor Graphics Viewdraw。
A、安慰剂效应、阿尔巴德定理、暗箱模式、阿尔布莱特法则、阿姆斯特朗法则、阿什法则、艾奇布恩定理、阿罗的不可能定理、艾德华定理、艾科卡用人法则、阿伦森效应、暗示效应、安泰效应、氨基酸组合效应、B、彼得原理、不值得定律、贝尔效应、保龄球效应、布里特定理、比伦定律、柏林定律、巴菲特定律、彼得斯定律、白德巴定理、布利丹效应、波特定律、布利斯定理、波特法则、布朗定律、伯恩斯定律、布利斯原则、、拜伦法则、冰淇淋哲学、比林定律、邦尼人力定律、玻璃天花板效应、巴纳姆效应、半途效应、贝尔纳效应、贝勃规律、边际效应、菠菜法则、标签效应、杯子理论、弼马瘟效应、搬铁块试验、C、长尾理论、刺猬法则、长鞭效应、磁石法则、磁力法则、蔡戈尼效应、从众效应、权威效应、蔡格尼克记忆效应、超限效应、全球化链条定律、传染效应、参与定律、成事定理、拆屋效应、出丑效应、、D、多米诺骨牌效应、达维多定律、倒金字塔管理法、定位法则、大荣法则、杜利奥定理、杜根定律、迪斯忠告、灯塔效应|锐化效应、达维多夫定律、德尼摩定律、杜嘉法则、杜邦定律、登门槛效应、叠补丁效应、等待效应、德西效应、狄伦多定律、多看效应、E、250定律、恶魔效应、F、反暗示效应、弗洛斯特法则、辐射效应、适才适所法则、飞轮效应、弗里施法则、肥皂水效应、凡勃伦效应、法约尔原则、费斯诺定理、费斯法则、复壮效应、反馈效应、反木桶原理、弗洛伊德口误、峰终定律、G、光环效应、格雷欣法则、身体语言、古狄逊定理、沟通的位差效应、管理沟通论、沟通无限论、古德曼定理、古德定律、格利定理、孤峰原理、果子效应、过度理由效应、过度学习效应、功能固着心理、感觉剥夺实验、、态度改变—糖果实验、感情效应、共生效应、箍桶理论、乌兹纳泽定律、、H、花盆效应、花生试验、环境蓄势、黑洞效应、蝴蝶效应、霍桑效应、华盛顿合作定律、猴子理论、互惠关系定律、杰亨利法则、海潮效应、横山法则、海恩法则、猴子大象法则、赫勒法则、信心获得、怀特定律、哈默定律、坏苹果法则、霍布森选择效应、海因里希法则、和谐定理、哈罗效应、、I、空J、酒与污水定律、激励倍增法则、金鱼缸效应、吉格勒定理、吉尔伯特定律、吉格定理、吉德林法则、竞争优势效应、监狱角色模拟实验、棘轮效应、近因效应、经验的逻辑推理效应、金属切削试验、K、苛希纳定律、快鱼法则、、、、坎特法则、卡贝定律、克里奇定理、柯维定理、卡尔岑定理、刻板效应、L、雷尼尔效应、零和博弈、柯维定理、卡尔岑定理、雷尼尔效应、卢维斯定理、蓝斯登定律、蓝斯登原则、垃圾桶理论、蓝柏格定理、雷鲍夫法则、懒蚂蚁效应、牢骚效应、洛克忠告、拉图尔定律、鲁尼恩定律、拉锯效应、M、木桶原理、墨菲定律、蘑菇管理定律、马太效应、名片效应、米格—25效应、马蝇效应、末位淘汰法则、麦克莱兰定律、目标置换效应、梅考克法则、摩斯科定理、美即好效应、马斯洛理论、曼狄诺定律、冒进现象、毛毛虫效应、摩尔定律、木桶歪论、名人效应、N、鲶鱼效应、南风法则、尼伦伯格原则、凝聚效应、纳尔逊原则、希尔十七项、成功原则、鸟笼效应、O、奥卡姆剃刀定律、奥格威法则、奥狄思法则、奥美原则、欧弗斯托原则、P、螃蟹效应、帕累托法则、帕金森定律、皮格马利翁效应、破窗效应、皮尔斯定律、皮京顿定理、皮尔·卡丹定理、披头士法则、攀比效应、Q、群体压力、乔布斯法则、犬獒效应、青蛙法则、乔治定理、秋尾法则、强手法则、齐加尼克效应、情绪效应、R、热炉法则、柔性管理法则、儒佛尔定律、洛克定律、人性定理、、S、三强鼎立法则、手表定律、水坝式经营法、首因效应、生态位法则、、、、、生鱼片理论、隧道视野效应、、500强企业经典管理法则、、双木桶理论、失真效应、、史坦普定理、史华兹论断、舍恩定理、史提尔定律、斯坦纳定理、矢泽定律、“4+2”法则、思维的定势效应、社会惰化效应、苏东坡效应、森林效应、、圣人理论、声誉磁场、T、同仁法则、、跳蚤效应、特雷默定律、踢猫效应、托利得定理、特里法则、铁钉效应、蜕皮效应、汤水效应、托伊论断、投射效应、同群效应、头鱼理论、鸵鸟政策、铁锹试验、U、空V、空W、王永庆法则、韦特莱法则、威尔逊法则、、威尔德定理、翁格玛丽效应、、、、沃尔森法则、沃尔顿法则、沃森定律、王安论断、韦尔奇原则、温德定律、无折扣法则、沃特曼定律、武器效应、X、新木桶定律、咸鸭蛋理论、斜坡球体定律、夏皮罗法则、西点军校的经典法则、希望效应、虚荣效应、Y、羊群效应理论、亚佛斯德原则、“100-1=0”定律、鱼缸理论、影响世界的100个定律、蚁群效应、雅格布斯定理、印刻效应、150定律、Yerkes-Dodson法则、约翰逊效应、野鸭精神、邮票效应、优先效应、优势富集效应、延迟满足实验、因果定律、异性心理、雁阵效应、异性效应、酝酿效应、拥有效应、Z、智猪博弈理论、坠机理论、自来水哲学、煮蛙效应、自吃幼崽效应、自我参照效应、自我选择效应、帐篷理论、最高气温效应、詹森效应、责任分散效应、蟑螂效应、座椅舒适感、、营销篇1.2.3.4.5.6.7.8.9.10.11.12.13.14.15.16.17.18.19.20.21.22.23.24.25.26.27.28.29. “整时营销” 与“晚盈利” (Profit by Timing Marketing and LagProfit Marketing)[编辑]管理篇25. 柔性管理 (Soft Management)26. 例外管理 (Exception Management)27. K型管理 (K Management)28. EVA管理 (Economic Value Added, EVA)29. 5S管理法 (5S :Seiri、Seiten、Seigo、Seiketsu、Shitsuke)30. 零缺陷管理(Zero Defects)31. 一分钟管理(One Minute Management)32. 供应链管理 (Supply Chain Management, SCM)33. 客户关系管理 (Customer Relationship Management,CRM)34. 产品数据管理 (Product Data Management, PDM)35. 过程质量管理法 (Process of Quality Management)36. 管理驾驶舱(Cockpit of Management)37. OEC管理法 (Over All Every Control and Clear)38. 数字化管理 (Digital Management)39. 海豚式管理 (Management as Porpoise)40. 丰田式管理 (Toyota- Management)41. 跨文化管理 (Span-Culture Management)42. 蚂蚁式管理 (Style of Ant Management)43. 购销比价管理 (Purchase by Grade Management)44. 企业内容管理 (Enterprise Content Management)45. 企业健康管理 (Health of Enterprise Management)46. 薪酬外包管理 (Salary Episodic Management)47. 戴明的质量管理 (William Edwards Dem’s Quality Management)48. 六西格玛管理法 (Six Sigma)49. 倒金字塔管理 (Handstand Pyramidal Management)50. 变形虫式管理 (Amoeba Management)51. 精益管理 (Lean Management)52. 法商管理 (Law and Business Management)[编辑]定律篇1. 木桶定律(Cannikin Law)2. 墨菲定律 (Moffe's Law)3. 羊群效应(Sheep-Flock Effect)4. 帕金森定律(Parkinson's Law)5. 华盛顿合作定律 (Washington Company Law)6. 手表定律(Watch Law)7. 蘑菇定律(Mushroom Law)8. 鲇鱼效应(Weever Effect)9. 飞轮效应(Flywheel Effect)10. 光环效应(Halo Effect)11. 马太效应(Matthew Effect)12. 蝴蝶效应(Butterfly Effect)13. 多米诺效应(Domicile Effect)14. 皮格马利翁效应(Pygmalion Effect)15. 彼德原理 (The Peter Principle)16. 破窗理论(Break Pane Law)17. 路径依赖(Path Dependence)18. 奥卡姆剃刀(Occam's Razor)19. 博弈论 (Game Theory)20. 定位法则(Orientation Law)21. 80/20原理(80/20 Law)22. X理论-Y理论(Theory X- Theory Y)23. 超Y理论(Exceed theory Y)24. 人本管理(Humanistic Management)[编辑]综合篇5. 新7S原则 (Principle of New 7S)6. PDCA循环(PDCA Cyc)7. 平衡记分卡 (Balanced Score Card)8. 品管圈(Quality Control Circle,QCC)9. 零库存(In-Time Inventory)10. 顾客份额(Constituency Share)11. 业务流程重组 (Business Process Reengineer)12. 动态薪酬(Dynamic Salary)13. 管理审计(Managed Audit)14. 管理层收购(Management Buy-out)15. 逆向供应链 (Reverse Supply Chain)16. 宽带薪酬设计(Broad Band Salary Design)17. 员工持股计划(Employee Stock Ownership Plan,ESOP)18. 人力资源外包(Epiboly HR)19. 360度绩效反馈 (360-Degree Performance Feedback)20. 人力资源价值链(Human Resource Value Chain)21. 柯氏模式(Kirkpatrick Model)22. 归因模型 (Attribution Model)23. 期望模型(Expectancy Model)24. 五力模型 (The Five-force Model)25. 安东尼模型(Anthony Model)26. CS经营战略(Customer Satisfaction)27. 532绩效考核模型(532 Performance Appraisal Model)28. 101℃理论(101℃ Theory)29. 双因素激励理论(Dual Stimulant Theory)30. 注意力经济(The Economy of Attention)31. 灵捷竞争(Adroitly Compete)32. 德尔菲法(Delphi Technique)33. 执行力 (Execution)34. 领导力 (Leadership)35. 学习力(Learning Capacity)36. 企业教练(Corporate Coach)37. 首席知识官(Chief Knowledge Officer)38. 第五级领导者(Fifth Rank Leader)39. 智力资本(Intellect Capital)40. 智能资本 (Intellectual Capital)41. 高情商团队(High EQ Team)42. 学习型组织(Learning Organization)43. 知识型企业(Knowledge Enterprise)44. 高智商企业(Knowledge-Intensive Enterprise)45. 灵捷组织(Adroitly Organization)46. 虚拟企业(Virtual Enterprise,VE)。
4C营销理论(The Marketing Theory of 4Cs)4R营销理论(The Marketing Theory of 4Rs)4P营销理论(The Marketing Theory of 4Ps)感性营销(Sensibility Marketing)利基营销(Niche Marketing)交叉营销(Cross Marketing)知识营销(Knowledge Marketing)文化营销(Cultural Marketing)服务营销 (Services Marketing)体验营销 (Experience Marketing)定制营销 (Customization Marketing)色彩营销(Color Marketing)绿色营销 (Green Marketing)关系营销 (Relationship Marketing)合作营销 (The Co Marketing Solution)伙伴营销 (Partnership Marketing)一对一营销 (One-to-One Marketing)差异化营销 (Difference Marketing)大市场营销(Big Marketing)个性化营销 (Personalization Marketing)堡垒式营销(Formalization Marketing)数据库营销(Data base Marketing)服务分销策略(Services Distribution Strategy)服务促销策略(Services Sales Promotion Strategy)整合营销传播(Integrated Marketing Communications, IMC)水坝式经营(Dam Operation)战略营销联盟 (Strategic Marketing Union)网络数据库营销(Internet Data base Marketing)“整时营销”与“晚盈利”(Profit by Timing Marketing and Lag Profit Marketing)管理篇目标管理(Management by Objectives, MBO),现在这个缩写也常用于代称“管理层收购”(Management Buy Out)标杆瞄准(Benchmarking)开明管理(Open Management)宽容管理(Allowance Management)危机管理(Crisis Management)标杆管理(Benchmarking Management)人格管理(Character Management)品牌管理(Brand Management)变革管理(Change Management)沟通管理(Communication Management)走动管理(Management by Walking Around,MBWA)价值管理(Value Management)钩稽管理(Innovation and Practice Management)能本管理 (Capacity Core Management)绩效管理(Managing For Performance)赋权管理(Delegation Management)灵捷管理(Celerity Management)物流管理 (Logistics Management/Physical Distribution ) (Physical Distribution为传统意义上的物流)知识管理(Knowledge Management)时间管理(Time-Management)互动管理(Interactive Management)T型管理 (T Management)预算管理(Budget Management)末日管理(End Management)柔性管理 (Soft Management)例外管理(Exception Management)K型管理 (K Management)EVA管理 (Economic Value Added, EVA)5S管理法(5S :Seiri、Seiten、Seigo、Seiketsu、Shitsuke)零缺陷管理(Zero Defects)一分钟管理(One Minute Management)供应链管理(Supply Chain Management, SCM)客户关系管理(Customer Relationship Management,CRM)产品数据管理 (Product Data Management, PDM)过程质量管理法(Process of Quality Management)管理驾驶舱(Cockpit of Management)OEC管理法 (Over All Every Control and Clear)数字化管理 (Digital Management)海豚式管理 (Management as Porpoise)丰田式管理(Toyota- Management)跨文化管理(Span-Culture Management)蚂蚁式管理(Style of Ant Management)购销比价管理(Purchase by Grade Management)企业内容管理(Enterprise Content Management)企业健康管理(Health of Enterprise Management)薪酬外包管理(Salary Episodic Management)戴明的质量管理 (William Edwards Dem’s Quality Management)六西格玛管理法 (Six Sigma)倒金字塔管理(Handstand Pyramidal Management)变形虫式管理 (Amoeba Management)</P< p>定律篇木桶定律(Cannikin Law)墨菲定律 (Moffe’s Law)羊群效应(Sheep-Flock Effect)帕金森定律(Parkinson’s Law)华盛顿合作定律 (Washington Company Law)手表定律(Watch Law)蘑菇定律(Mushroom Law)鲇鱼效应(Weever Effect)飞轮效应(Flywheel Effect)光环效应(Halo Effect)马太效应(Matthew Effect)蝴蝶效应(Butterfly Effect)多米诺效应(Domicile Effect)皮格马利翁效应(Pygmalion Effect)彼德原理 (The Peter Principle)破窗理论(Break Pane Law)路径依赖(Path Dependence)奥卡姆剃刀(Occam’s Razor)博弈论 (Game Theory)定位法则(Orientation Law)80/20原理(80/20 Law)X理论-Y理论(Theory X- Theory Y)超Y理论(Exceed theory Y)综合篇7S模型(Principle of 7S)ABC分析法(ABC-Analysis)SWOT分析 (SWOT Analysis)波士顿矩阵法(Boston Matrix Analysis)新7S原则 (Principle of New 7S)PDCA循环(PDCA Cyc)平衡记分卡 (Balanced Score Card)品管圈(Quality Control Circle,QCC)零库存(In-Time Inventory)顾客份额(Constituency Share)业务流程重组 (Business Process Reengineer)动态薪酬(Dynamic Salary)管理审计(Managed Audit)管理层收购(Management Buy-out)逆向供应链 (Reverse Supply Chain)宽带薪酬设计(Broad Band Salary Design)员工持股计划(Employee Stock Ownership Plan,ESOP)人力资源外包(Epiboly HR)360度绩效反馈 (360-Degree Performance Feedback)人力资源价值链(Human Resource Value Chain柯氏模式(Kirkpatrick Model)归因模型(Attribution Model)期望模型(Expectancy Model)五力模型(The Five-force Model)安东尼模型(Anthony Model)CS经营战略(Customer Satisfaction)532绩效考核模型(532 Performance Appraisal Model)101℃理论(101℃Theory)双因素激励理论(Dual Stimulant Theory)注意力经济(The Economy of Attention)灵捷竞争(Adroitly Compete)德尔菲法(Delphi Technique)执行力(Execution)领导力(Leadership)学习力(Learning Capacity)企业教练(Corporate Coach)首席知识官(Chief Knowledge Officer)第五级领导者(Fifth Rank Leader)智力资本(Intellect Capital)智能资本(Intellectual Capital)高情商团队(High EQ Team)学习型组织(Learning Organization)知识型企业(Knowledge Enterprise)高智商企业(Knowledge-Intensive Enterprise)灵捷组织(Adroitly Organization)虚拟企业(Virtual Enterprise,VE)</P< p>。
Allegro DFM Ravel Rule检查工具介绍Allegro任何一个版本都支持DFM Ravel Rule检查,即便是166的版本打开后的界面如下所示可以检查项目测试点,阻焊,走线,丝印,过孔,milling,装配,outline相关的DFM检查可以让违反规则的设计处以DRC的形式报出来避免加工问题首先介绍如何打开这个工具1.软件在默认的情况下是无法打开这个工具,需要添加一个用户环境变量如下图DFM_RAV_PATHD:\Cadence\SPB_16.6\share\pcb\dfm_ravel这是软件安装路径2.切换was performance editor3.打开DFM RAVEL界面工具就启动成功了工具同时支持调入一个设置好的规则,点击Rule调入规则Clear CM可以清除已经设置好的规则This section is describe what the function allegro have ,helpfully could let user know more about allegroAllegro Design and Analysis includes design authoringPCB layout and Library and Design Data ManagementWith. It can ensure the end-to-end design of PCB with high quality and efficiencyRealize smooth data transfer between tools, shorten PCB design cycle, and shorten productMarket time1. Design authoringProvide a flexible logic constraint driven flow, management design rules, network hierarchy,Bus and differential pair.1.1.1 Main features and functionsThrough hierarchical and design "derivation" function, improve the original of complex designMap editing efficiency.Powerful CIS helps users quickly determine part selection and accelerate design flowAnd reduce project cost.1.2.1 Main featuresSchematic designers and PCB design engineers can work in parallel. Advanced design efficiency improves functions, such as copying the previous schematic design Select multiplexing with or by page. Seamless integration into pre simulation and signal analysis.1.2.2 Main FunctionsProvide schematic diagram and HDL/Verilog design input.Assign and manage high-speed design rules.Support netclasses, buses, extension networks and differential pairs. Powerful library creation and management functions.Allows synchronization of logical and physical designs.Realize multi-user parallel development and version control.Pre integration simulation and signal analysis.Support customizable user interface and enterprise customization development.1.3 o Allegro n Design Publisher1.3.1 Main Features and FunctionsAllows you to share designs with others using PDF files.The entire design is represented in a single, compact PDF format. Improve design readability.Provide content control - users can select the content to be published.1.4 Allegro A FPGA m System Planner1 1.4.1 Main features and functionsComplete and scalable FPGA/PCB collaborative design technology for ideal "Design and correct "pin assignment.Scalable FPGA/PCB protocol from OrCAD Capture to Allegro GXLSame as the design solution.Shorten the optimization pin allocation time and accelerate the PCB design cycle.2. B PCB layoutIt provides expandable and easy to use PCB design (including RFPCB) Then drive PCB design solution. It also includes innovative new automatic deliveryMutual technology can effectively improve the wiring of high-speed interfaces; Apply EDMD (IDX) mode, which makes ECAD/MCAD work smoothly; Execute modern industry standard IPC-2581,Ensure that the design data is simply and high-quality transferred to the downstream link.2.1.1 Main featuresSpeed up the design process from layout, wiring to manufacturing. Including powerful functions, such as design zoning, RF design functions and global design rules Stroke.It can improve productivity and help engineers to quickly move up to mass production* g- M4 G8 |6 }9 k7 G2.1.2 Main FunctionsProvide scalable full function PCB design solutions.Enable constraint driven design processes to reduce design iterations. Integrated DesignTrueDFM technology provides real-time DFM inspection. Provide a single, consistent context for management.Minimize design iterations and reduce overall Flex and rigid flexible designCost, and has advanced rigid and flexible design functions.Realize dynamic concurrent team design capability, shorten design cycle, and greatly reduceTime spent in routing, winding and optimization.Provide integrated RF/analog design and mixed signal design environment. Provides interactive layout and component placement.Provide design partitions for large distributed development teams. Realize real-time, interactive push editing of routing.It is allowed to use dynamic copper sheet technology to edit and update in real time.Manage netscheduling, timing, crosstalk, routing by designated layer and area Bundle.Provide proven PCB routing technology for automatic routing.Realize hierarchical route planning and accelerate the completion of design.Shorten interconnect planning and cabling time for high-speed interface intensive design.Provide a comprehensive, powerful and easy-to-use tool suite to help designersEfficient and successful manufacturing switch: DFM Checker is aimed at the company/manufacturerReview the specific rules of manufacturing partners; Used to reduce manufacturing and assembly documentsThe document editing time of the file can reach 70%; The panel editor will assemble the panel designThe intention is communicated to the manufacturing partners; Output design data in various manufacturing formats.3. y Library d and n Design a Data ManagementFor cost-effective projects that need to be delivered on time, it is easy to obtainCurrent component information and design data are critical. library and designData management is a collaborative control of the company's internal cooperation and design processAdvanced functions are provided. As the design cycle shortens and the complexity increases, youThere must be a design approach that increases predictability andaccelerates design turnaround.3.1.1 Main featuresReduce time and optimize library development related resources. Improve the precision in the process of parts manufacturing. Q9 b3.1.2 Main functionsReduce time and optimize library development and validation through integrated creation and validation processes Certification related resources.A simple method to develop devices with large pin count can shorten the time from a few days to A few minutes.Powerful graphic editor supports custom shape and spreadsheet import forSchematic symbols are created to ensure the reliability and integrity of data.Supports the import of part information from general industry formats, allowing rapid creation and Update part information.Common library development environment supporting schematic tools from different suppliers, including Mentor Graphics Design Architect and Mentor Graphics Viewdraw。
企业资源计划原理与实践第3版课后答案Enterprise Resource Planning (ERP) is an integrated software system that helps organizations manage and automate various business activities. 企业资源计划(ERP)是一种集成软件系统,帮助组织管理和自动化各种业务活动。
ERP systems are designed to streamline processes, improve efficiency, and provide real-time information for decision making. ERP系统旨在简化流程,提高效率,并为决策提供实时信息。
The third edition of "Enterprise Resource Planning: Principles and Practice" provides a comprehensive overview of ERP concepts and their practical application in modern organizations. 企业资源计划原理与实践第3版全面概述了ERP概念及其在现代组织中的实际应用。
This textbook covers topics such as ERP implementation, customization, data migration, and the role of ERP in digital transformation. 该教科书涵盖了ERP实施、定制、数据迁移以及ERP在数字化转型中的作用。
It also addresses the challenges and opportunities associated with ERP adoption and offers insights into best practices for successful ERP deployment. 它还探讨了与ERP采用相关的挑战和机遇,并提供了成功部署ERP的最佳实践。
零缺陷管理(zero defect management)(零缺陷管理(零缺陷管理))零缺陷管理(零缺陷管理)、零缺陷(零缺陷,ZD)、无缺点、缺点预防、零缺陷品质管理什么是零缺陷管理零缺陷概念的产生:被誉为”全球质量管理大师”、”零缺陷之父”和”伟大的管理思想家”的菲利浦·克劳斯比(crosbyism)在20世纪60年代初提出”零缺陷”思想,并在美国推行零缺陷运动。
后来,零缺陷的思想传至日本,在日本制造业中得到了全面推广,使日本制造业的产品质量得到迅速提高,并且领先于世界水平,继而进一步扩大到工商业所有领域。
零缺陷管理最早应用于美国马丁马里塔公司(玛丽埃塔材料公司)的奥兰多事业部,又称零缺点。
1962年该公司为提高产品的可靠性,解决”确保质量”与”按期交货”的矛盾,首先在制造部门实施零缺点计划,获得了成功。
第二年,美国通用电气公司在全公司范围内实施零缺点计划,并增加了消除错误原因建议这一重要内容,从而使无缺点计划更加完善。
1964年初,美国国防部正式要求军工系统的企业普遍采用零缺点计划,许多民用工业企业也相继实施零缺点计划。
1965年5月,日本电气股份公司首先在日本开展了零缺陷管理,称为零缺陷运动。
日本一协会还专门向美国派遣了”零缺点计划”考察团,并组织了推进零缺点计划研究会。
仅一年多的时间在日本开展零缺点运动的公司就有100多家。
零缺陷管理简称ZD。
亦称”缺点预防”,零缺陷管理的思想主张企业发挥人的主观能动性来进行经营管理,生产者、工作者要努力使自己的产品、业务没有缺点,并向着高质量标准的目标而奋斗。
是以抛弃”缺点难免论”,树立”无缺点”的哲学观念为指导,要求全体工作人员”从开始就正确地进行工作”,以完全消除工作缺点为目标的质量管理活动。
零缺点并不是说绝对没有缺点,或缺点绝对要等于零,而是指要以”缺点等于零为最终目标,每个人都要在自己工作职责范围内努力做到无缺点它要求生产工作者从一开始就本着严肃认真的态度把工作做得准确。
100个最流行的管理词汇国内外最先进的管理理念和实战经验词汇营销篇∙4C营销理论(The Marketing Theory of 4Cs)∙4R营销理论(The Marketing Theory of 4Rs)∙4P营销理论(The Marketing Theory of 4Ps)∙感性营销(Sensibility Marketing)∙利基营销(Niche Marketing)∙交叉营销(Cross Marketing)∙知识营销(Knowledge Marketing)∙文化营销(Cultural Marketing)∙服务营销(Services Marketing)∙体验营销(Experience Marketing)∙定制营销(Customization Marketing)∙色彩营销(Color Marketing)∙绿色营销(Green Marketing)∙关系营销(Relationship Marketing)∙合作营销(The Co Marketing Solution)∙伙伴营销(Partnership Marketing)∙一对一营销(One-to-One Marketing)∙差异化营销(Difference Marketing)∙大市场营销(Big Marketing)∙个性化营销(Personalization Marketing)∙堡垒式营销(Formalization Marketing)∙数据库营销(Data base Marketing)∙服务分销策略(Services Distribution Strategy)∙服务促销策略(Services Sales Promotion Strategy)∙整合营销传播(Integrated Marketing Communications, IMC)∙水坝式经营(Dam Operation)∙战略营销联盟(Strategic Marketing Union)∙网络数据库营销(Internet Data base Marketing)∙“整时营销” 与“晚盈利” (Profit by Timing Marketing and Lag Profit Marketing)管理篇∙目标管理(Management by Objectives, MBO),现在这个缩写也常用于代称“管∙收购”(Management Buy Out)∙标杆瞄准(Benchmarking)∙开明管理(Open Management)∙宽容管理(Allowance Management)∙危机管理(Crisis Management)∙标杆管理(Benchmarking Management)∙人格管理(Character Management)∙品牌管理(Brand Management)∙变革管理(Change Management)∙沟通管理(Communication Management)∙走动管理(Management by Walking Around,MBWA)∙价值管理(Value Management)∙钩稽管理(Innovation and Practice Management)∙能本管理(Capacity Core Management)∙绩效管理(Managing For Performance)∙赋权管理(Delegation Management)∙灵捷管理(Celerity Management)∙物流管理(Logistics Management/Physical Distribution ) (Physical Distribution为传统意义上的物流)∙知识管理(Knowledge Management)∙时间管理(Time-Management)∙互动管理(Interactive Management)∙T型管理(T Management)∙预算管理(Budget Management)∙末日管理(End Management)∙柔性管理(Soft Management)∙例外管理(Exception Management)∙K型管理(K Management)∙EVA管理(Economic Value Added, EVA)∙5S管理法(5S :Seiri、Seiten、Seigo、Seiketsu、Shitsuke)∙零缺陷管理(Zero Defects)∙一分钟管理(One Minute Management)∙供应链管理(Supply Chain Management, SCM)∙客户关系管理(Customer Relationship Management,CRM)∙产品数据管理(Product Data Management, PDM)∙过程质量管理法(Process of Quality Management)∙管理驾驶舱(Cockpit of Management)∙OEC管理法(Over All Every Control and Clear)∙数字化管理(Digital Management)∙海豚式管理(Management as Porpoise)∙丰田式管理(Toyota- Management)∙跨文化管理(Span-Culture Management)∙蚂蚁式管理(Style of Ant Management)∙购销比价管理(Purchase by Grade Management)∙企业内容管理(Enterprise Content Management)∙企业健康管理(Health of Enterprise Management)∙薪酬外包管理(Salary Episodic Management)∙戴明的质量管理(William Edwards Dem’s Quality Management) ∙六西格玛管理法(Six Sigma)∙倒金字塔管理(Handstand Pyramidal Management)∙变形虫式管理(Amoeba Management)∙精益管理(Lean Management)∙法商管理(Law and Business Management)[编辑]定律篇∙木桶定律(Cannikin Law)∙墨菲定律(Moffe's Law)∙羊群效应(Sheep-Flock Effect)∙帕金森定律(Parkinson's Law)∙华盛顿合作定律(Washington Company Law)∙手表定律(Watch Law)∙蘑菇定律(Mushroom Law)∙鲇鱼效应(Weever Effect)∙飞轮效应(Flywheel Effect)∙光环效应(Halo Effect)∙马太效应(Matthew Effect)∙蝴蝶效应(Butterfly Effect)∙多米诺效应(Domicile Effect)∙皮格马利翁效应(Pygmalion Effect)∙彼德原理(The Peter Principle)∙破窗理论(Break Pane Law)∙路径依赖(Path Dependence)∙奥卡姆剃刀(Occam's Razor)∙博弈论(Game Theory)∙定位法则(Orientation Law)∙80/20原理(80/20 Law)∙X理论-Y理论(Theory X- Theory Y)∙超Y理论(Exceed theory Y)∙人本管理(Humanistic Management)[编辑]综合篇∙7S模型(Principle of 7S)∙ABC分析法(ABC-Analysis)∙SWOT分析(SWOT Analysis)∙波士顿矩阵法(Boston Matrix Analysis)∙新7S原则(Principle of New 7S)∙PDCA循环(PDCA Cyc)∙平衡记分卡(Balanced Score Card)∙品管圈(Quality Control Circle,QCC)∙零库存(In-Time Inventory)∙顾客份额(Constituency Share)∙业务流程重组(Business Process Reengineer)∙动态薪酬(Dynamic Salary)∙管理审计(Managed Audit)∙管理层收购(Management Buy-out)∙逆向供应链(Reverse Supply Chain)∙宽带薪酬设计(Broad Band Salary Design)∙员工持股计划(Employee Stock Ownership Plan,ESOP)∙人力资源外包(Epiboly HR)∙360度绩效反馈(360-Degree Performance Feedback)∙人力资源价值链(Human Resource Value Chain)∙柯氏模式(Kirkpatrick Model)∙归因模型(Attribution Model)∙期望模型(Expectancy Model)∙五力模型(The Five-force Model)∙安东尼模型(Anthony Model)∙CS经营战略(Customer Satisfaction)∙532绩效考核模型(532 Performance Appraisal Model)∙101℃理论(101℃Theory)∙双因素激励理论(Dual Stimulant Theory)∙注意力经济(The Economy of Attention)∙灵捷竞争(Adroitly Compete)∙德尔菲法(Delphi Technique)∙执行力(Execution)∙领导力(Leadership)∙学习力(Learning Capacity)∙企业教练(Corporate Coach)∙首席知识官(Chief Knowledge Officer)∙第五级领导者(Fifth Rank Leader)∙智力资本(Intellect Capital)∙智能资本(Intellectual Capital)∙高情商团队(High EQ Team)∙学习型组织(Learning Organization)∙知识型企业(Knowledge Enterprise)∙高智商企业(Knowledge-Intensive Enterprise)∙灵捷组织(Adroitly Organization)∙虚拟企业(Virtual Enterprise,VE)。
AS197840The à la Carte Menu: Design Your Own CUIVolker CoccoAutodesk, IncDescriptionThe ability to tailor or customize AutoCAD software has always been the product's strength. Customization can be as easy as creating a personal workspace. Workspaces provide consistency in the workflow, which can make the user more productive. But what about those frequently used commands or functions that aren’t always readily available? Wouldn't it be nice to be able to execute a command macro, which then would execute a series of commands to avoid that repetition? Wouldn’t it be great to have a custom Ribbon panel where one can easily group all of these custom macros? It's easy to do this without programming knowledge by customizing the CUI (customize user interface)—and you can then share that customization with the entire CAD department to improve productivity and enforce CAD standards for all users. In addition to learning how to add commands to AutoCAD and create new tabs and panels for your workspace, you will learn how to add a custom partial menu to the main customization file and add that to an enterprise CUIx.SpeakerEmployed at Autodesk, Inc., as a Technical Support Specialist and AutoCAD KDE (Knowledge Domain Expert) Since 2011, Volker Cocco has been working with AutoCAD software since 1991. He has worked for various Autodesk Resellers since 1997 and has had extensive experience troubleshooting and supporting Autodesk products. With a background in CAD drafting and management, Volker has instructed basic to advanced AutoCAD technical classes including sessions at Autodesk User Group International (AUGI) CAD Camp and Autodesk University.IntroductionAutoCAD has always had a very customizable interface which allowed users to modify their workspace through customization; this could be done through coding or tailoring the toolbars and menus or a combination of both to have the most commonly used tools readily available. Prior to AutoCAD 2006 one would customize the menu system using a text editor which meant that one had to type the code, then compile the menu. If a mistake was made, the user would need to modify the menu and recompile it again. This process changed with the introduction of the CUI (Customized User Interface) in AutoCAD 2006. Autodesk changed the menu format from a text format to an XML (Extensible Markup Language) format which provided a GUI (Graphical User Interface) which let users modify the menu system within AutoCAD and immediately apply and see the changes. With AutoCAD 2010, Autodesk introduced the CUIX in AutoCAD. The CUIX is still the CUI; the difference is that the CUIX was designed for faster loading of the menu system by splitting the content of the CUI and the Ribbon components introduced in AutoCAD 2009 into several files yet containing them all in one compressed container.All that being said; many users will argue that it was simpler to modify the menu system using a text editor. There a pros and cons for both systems; the intent of this lecture is to give you a glossy overview of how easy it can be to customize the user interface for both the workgroup as well as the individual AutoCAD user. To be blunt, one could spend a day talking about all the nuances, components, tweaks and troubleshooting techniques; since this is only an hour long lecture, the handout is designed to give you step by step guides for creating and adding partial menus, creating your own custom commands for your menu, applying those commands to the Ribbon and finally creating a read-only Enterprise menu which cannot be modified.Be sure to download the PowerPoint of the presentation which will have additional content.Getting started – Profiles and SettingsIt’s a good idea to backup settings before beginning any customization as well as afterwards. The following quick topics cover some of the ways you can do this by exporting the AutoCAD profile as well as all other settings such as custom support paths and files. Additionally; when working with profiles you may wish to create Startup switches which will allow you to easily launch AutoCAD with a specific profile among other settings.To Create or Copy the ProfileIn AutoCAD change to an alternate user profile, you can do this as follows:1. At the Command Line, type Options2. In the Options dialog, select the Profiles tab3. In the Profiles tab, select the current profile (there may only be one)4. Click "Add to List" (This allows you to make a copy)5. Give the copy a unique name and click Apply and Close6. Select the newly created profile, Click Set Current7. Click Reset8. Click Apply9. Click OK.To Export a profileIn AutoCAD Export the user profile, you can do this as follows:1. At the Command Line, type Options2. In the Options dialog, select the Profiles tab3. In the Profiles tab, select the current profile (there may only be one)4. Select "Export"5. Give the file a unique name and browse to a preferred location (such as a backup drive)6. Select Save7. Select OK to exit OptionsTo Import a profileIn AutoCAD Export the user profile, you can do this as follows:1. At the Command Line, type Options2. In the Options dialog, select the Profiles tab3. In the Profiles tab, select Import4. Browse to the saved registry file (profilename.arg)5. Select Open6. Select the newly imported profile, Select Set Current7. Click Apply8. Click OK.Exporting and importing custom settingsExport your settings to a file in case you need to reinstall in the future. This export does not back up the application only your settings, but it can be a time saver.Export your settings:Windows 7 Start Menu ->> All Programs ->> Autodesk ->> AutoCAD 2019 ->> Migrate Custom Settings ->> Export AutoCAD 2019 Settings.Importing your settings:Windows 7 Start Menu ->> All Programs ->> Autodesk ->> AutoCAD 2019 ->> Migrate Custom Settings ->> Import AutoCAD 2019 Settings.Windows 10 Operating System: Depending on the build of Windows 10, the programgroups may vary. In most cases selecting the Start button will list the software alphabetically.How to Add a Startup switchTo add switch settings to the shortcut properties, you need to change the command line text associated with the icon or shortcut.To start the program with a command line switch:1. Right-click the program icon on the Windows desktop. Click Properties.2. In the AutoCAD Properties dialog box, on the Shortcut tab, in the Target box, edit theparameters for the switch using the following syntax:"drive:\path\acad.exe" /product ACAD /language "en-US" ["drawing name"] [/switch "name"] [/switch "name"]”For complete information, see the AutoCAD in-product documentation, About Customizing StartupAdding AutoCAD ProfilesA profile is a collection of user settings for AutoCAD or another Autodesk product. Profiles are not used by all products. When you specify a profile on the Specify User Preferences page during the deployment process, it ensures a standard configuration for all computers that use that deployment to install the product.Profiles can contain configuration settings for almost anything that is not a drawing-based system variable. For example, a profile can contain support paths, grip settings, and print settings. Profiles are created on the Profiles tab of the product's Options dialog box. (Excerpt from the CAD Management Guide)1. Type OPTIONS at the command line2. In the Options dialog set the Profiles tab current3. In the Profiles tab select the current profile, then select “Add to List…”4. Name the profile “AU2018E”5. Add description: “Enterprise Profile”6. Select “Set Current”7. Select “Add to List…”8. Name the profile “AU2018M”9. Add description: “Main Profile”10. Set the AU2018M profile current.11. Select “Apply” and “Close” to exit the Options dialogWorking with partial menusAbout Creating and Loading a Partial Customization (CUIX) FileLoading and using a partial CUIX file allows you to create and modify most user interface elements in a separate CUIX file without changing the customization in the main CUIX file.You can create a partial CUIX file to store your user interface customization with the Transfer tab of the Customize User Interface (CUI) Editor. After a CUIX file is created, it can be loaded or unloaded from the Customize tab in the Customize User Interface (CUI) Editor. You can also load and unload CUIX files with the CUILOAD and CUIUNLOAD commands from the Command prompt. The order in which partial CUIX files appear under the Partial Customization Files node in the Customize User Interface (CUI) Editor determines the order they are loaded in to the program. You can rearrange the hierarchy of the items to change the load order.Commands and user interface elements can be added to the main CUIX file or a partial CUIX file that is loaded with the main CUIX file, but not the enterprise CUIX file. Before adding commands to a partial CUIX file, the partial CUIX file must be set as the working CUIX from the Customization Files drop-down list on the Customize tab of the Customize User Interface (CUI) Editor.When a partial CUIX file is loaded, any workspaces defined in the file cannot be used. However, you could transfer a workspace defined in a partial CUIX file to the main CUIX file and then set it current. (AutoCAD Help Documentation)Creating a new partial menu1. Open the CUI (Customize User Interface) Editor2. If necessary, expand the dialog selecting the button on the lower right corner.3. Switch to "Transfer" tab4. Under "Customizations in New File", select, "Create new customization file".5. Save the file to your desired location and name it "AU2018". The CUIX extension isadded automatically.6. In the left pane select the newly created AU2018.CUIX from the drop-down list.7. Expand some of the branches by clicking on the + symbol. The CUIX is empty except forplaceholders.8. The CUIX has been created but it has not been loaded.Loading the partial menu1. In the CUI editor switch to the "Customize" tab2. In the top left pane, under "Customizations in All Files", scroll down and expand "PartialCustomization Files" to view the partially loaded CUIX files.3. Select and Right-Mouse click "Partial Customization Files", then select "Load partialcustomization file".4. Browse to the folder where AU2018.CUIX is located, select the file and select "Open".5. The partial menu will now appear in the Tree View pane.6. Select "Apply" in the CUI editor to save your work.Working with custom commandsThere are numerous way to create custom commands. In this lecture I’m using simple macros. When using macros (as well as more complex coding), syntax is everything. This lecture is not about working with macros although they are being introduced; therefore, I would encourage you to check out the AutoCAD Help documentation for additional information. The section About Command Macros will give you an overview of macro basics.Adding custom commands to the partial menu1. In the "Customize" tab select the "All Customization Files" drop down list and set theAU2018.CUIX current.2. The "Command List:" pane in the lower left corner of the CUI editor is now empty.3. Next to the "All Commands Only" drop down select "Create a New Command".4. In the "Properties" pane on the right, populate the fields as follows:• Name: Z9x• Description: Zoom Extents, Zoom .9x then Save• Extended Help File: <blank>• Command Display Name: Zoom Extents Save• Macro: ^C^C^C_Zoom;E;;.9x;_QSAVE;• Tags: zoom, extents, 9x, save• Images (Small and Large): Z9x.BMP• Select "Apply"5. In the "Command List:" select "Custom Commands" from the drop down list to view thenew command.6. Note: The new command and that it resides in the "AU2018.cuix7. Repeat the procedure for the following command (verify that AU2018.cuix is current):a. ENDPOINT MIDPOINT QUADRANT NODE• Name: OSNAP27• Description: ENDpoint, MIDpoint, QUAdrant and NODe = OSMODE 27• Extended Help File: <blank>• Command Display Name: OSnap EMQN• Macro: 'Osmode;27• Tags: OSMODE,OSNAP• Images (Small and Large): OS27.BMP• Select "Apply"• In the "Command List:" select "Custom Commands" from the drop downlist to view the new command.b. ENDPOINT MIDPOINT CENTER NODE• Name: OSnap15• Description: ENDpoint, MIDpoint, CENter and NODe = OSMODE 15• Extended Help File: <blank>• Command Display Name: OSNAP EMCN• Macro: 'Osmode;15• Tags: OSMODE,OSNAP• Images (Small and Large): OS15.BMP• Select "Apply"• In the "Command List:" select "Custom Commands" from the drop downlist to view the new command.c. Drawing Cleanup• Name: DWGClean• Description: Purge all objects, purge registered applications, run Audit• Extended Help File: <blank>• Command Display Name: Drawing Cleanup• Macro: ^C^C^C_-PURGE;A;;N;;R;;N;_AUDIT;Y;• Tags: Clean, Repair• Images (Small and Large): dwgclean.bmp• Select "Apply"• In the "Command List:" select "Custom Commands" from the drop downlist to view the new command.Working with the RibbonThe Ribbon has a nested structure. The process for adding a command to a panel includes several steps regardless of whether you are using a custom or internal AutoCAD command. First one must create a Tab, then create a panel. Commands need to be added to the panel and the panel needs to be added to the Ribbon tab.Adding Ribbon tabs and panels1. In the "Customize" tab select the "All Customization Files" drop down list and set theAU2018.cuix current.2. Expand the "Ribbon" branch3. Select the "Tabs" branch4. Right-Mouse Click and select "New Tab"5. Name the tab "AU2018 Custom"6. Select the "Panels" branch7. Right-Mouse Click and select "New Panel"8. Name the panel "Utilities”9. Repeat the process to create a panel named “OSNAPS"10. Select "Apply" in the CUI editor to save changesAdding commands to the new panels1. If necessary, set the "AU2018.cuix" current2. Select a command and drag it to the appropriate panel, dropping it in "Row 1"a. Add "Z9x" and “DWGClean” to the "Utilities" panelb. Add "OSNAP27" and "OSNAP15" to the "OSNAP" panel3. Select "Z9x" and in the "Properties" pane change "Button Style" to "SmallWithText"4. Repeat for the remaining custom commands5. Select "Apply" in the CUI editor to save changes6. Add a second row to the "OSNAP" panel7. From the Command List Drag one of the AutoCAD commands such as DSETTINGS anddrop it on the new row8. Note the panel preview9. Drag and drop both panels to the "AU2018 Custom" tab10. Select "Apply" in the CUI editor to save changesAdding the partial menu to your Workspace1. In the "Customize" tab select the "AllCustomization Files" drop down list and set theACAD.cuix current.2. Select the "Workspaces" branch and select"Drafting & Annotation"3. Right-Mouse click and select "Duplicate"4. Rename the Workspace "AU2018 Drafting &Annotation" (Click to edit)5. Right-Mouse click "AU2018 Drafting & Annotation"and select "Set Current"6. Right-Mouse click "AU2018 Drafting & Annotation"and select "Set Default"7. Select "Apply" in the CUI editor to save changes8. Verify that ACAD.cuix is the current customizationfile in the "Customize" tab9. Select the Workspace "AU2018 Drafting &Annotation"10. Note the top right pane in the CUI editor,"Workspace Contents"11. Select "Customize Workspace"12. In the "Customizations in All Files" pane expandthe "Partial Customization Files" branch13. Expand the "AU2018" branch14. Expand the "Ribbon" branch15. Expand the "Tabs" branch16. Select the checkbox next to "AU 2018 Custom"17. Select "Apply" in the CUI editor to save changes18. Close the CUI editor to update the Workspace settings19. Note that the custom tab has been added to the Ribbon20. Select "AU2018" and set the tab current, note the two panels.21. Note that only one command appears on the "AU2018 OSNAP" panel, this is todemonstrate the second row which was added. Select the down arrow next to the paneltitle. Note the location of second command.Modifying the WorkspaceSome settings are easier to change through the User Interface (UI), for example I prefer to have the Properties palette docked to the left and open. Additionally, I like to see what is happening on my Command Line. I’ll make those changes and save them the UI using the WSSAVE command.1. Type WSSAVE at the command line.2. Select "AU2018 Drafting & Annotation" from the "Save Workspace” dialog dropdown tosave the workspace.3. Once the workspace is saved type WSSETTINGS to open the "Workspace Settings"dialog.4. In the dropdown list you can set "My Workspace = "AU2018 Drafting & Annotation" tomake it the default. This is an alternative to the same function which was used in the CUI editor.5. Verify that "Do not save changes to workspace" is selected.6. Select OK7. Test the workspace by switching back and forth between "AU2018 Drafting &Annotation" Workspace and one of the others.Working with the Enterprise CUIXThe Enterprise CUI is intended for a workgroup environment. The intent is for a CAD manager to customize the CUI according to the organizations standards, once customized the cui as an Enterprise file is read only. Any CUI can be made into an Enterprise CUI.Adding an Enterprise CUIX1. Use the CUI Editor to create a new CUI file called AU_User20182. Close the CUI Editor without loading the newly created file.3. Type OPTIONS at the command line4. In the Profiles tab set the AU2018E profile current.5. Switch to the Files tab6. In the tree view pane scroll to and expand “Customization Files” by selecting the (+)plus symbol to the left, then expand “Main Customization File” and “EnterpriseCustomization File”.7. Expand “Main Customization File”8. Select and “Left Mouse click (or press F2 Key) to edit.9. Copy the existing path pointing to the acad.cuix to the Windows Clipboard.10. Browse to the location of your AU_User2018.cuix and select it.11. Select “Open”.12. AU_User2018 will now appear as the Main Customization File.13. Select and “Left Mouse click (or press F2 Key) to edit the pointer (.) for theEnterprise CUI. The “.” Indicates “None”.14. Paste the previously copied path pointing to the acad.cuix. (or browse to its locationand select it)15. Select Apply16. Select CloseTailoring the User workspace with an Enterprise CUIBecause the Enterprise and its partial menus are read-only we will copy the Enterprise workspace to the AU_USER2018.cuix which can then be modified.1. Open the CUI editor2. In the "Customization in All Files" panel3. Locate "ACAD (Enterprise - read-only)4. Select the workspace "AU2018 Drafting & Annotation"5. Right-Mouse click and select Copy6. Scroll up to AU_USER20187. Select "Workspaces"8. Right-Mouse click and select Paste9. The Workspace is added to the AU_USER2018 cui10. Rename the Workspace to differentiate it from the original11. Right-Mouse click the workspace to set it current12. Right-Mouse click the workspace to set it as default13. Select Apply to update the CUI.14. Now that this workspace has been added; in addition to the Enterprise tools the useris able to customize items of their choosing.ConclusionAutoCAD is most powerful when customized for the end-user as well as the organizations standards. As you have seen this was a straight forward process. Keep in mind that when applying this to your organization or if you are customizing a single seat of AutoCAD, that there are many external factors to account for. Always backup configurations and test in a non-production environment.Resources•About Workspace Customization•AutoCAD Classic workspace is not available in AutoCAD 2015 and later - Contains a script which recreates the Classic AutoCAD Workspace •Customization Guide Reference•AutoCAD Customization – Autodesk Discussion GroupIn the “AS197840 - Cocco -AU 2018.zip” you will find the dataset for this session. I’ve also added a supplement from a previous AU sessionwhich I presented. That supplement addresses macros and includesthat sessions dataset as well.。
Customization of Enterprise Content Management Systems:An Exploratory Case StudyStig Nordheim, Tero PäivärintaAgder University College, Dept. of Information SystemsPO Box 422, 4604 Kristiansand, NorwayPhone +47 3814 1610, +47 3814 1662Stig.Nordheim@hia.no, Tero.Paivarinta@hia.noAbstractEnterprise Content Management (ECM) systems are mostly implemented in organizations by acquiring commercial software packages and customizing themto meet the organizational requirements. The customization aspect of ECM systems lacks empirical research. This paper explores the concepts of ECM customization and issues identified with ECM customization. The data are based on an in-depth case study from the oil industry and complemented with a secondary analysis of 60 vendor-reported cases of ECM implementations. The results show considerable customization challenges related to ECM, especially concerning integration, usability and functional adaptation. A resulting framework of customization concepts in ECM is suggested and discussed, along with issues for further research.1. IntroductionEnterprise Content Management (ECM) is an integrated approach to managing all of an organization’s information: including strategies, processes, skills, and tools [1]. ECM “integrates the management of structured, semi-structured, and unstructured information – and embedded pieces of software code – throughout the entire content life-cyclein the organizational contexts of content production and utilization” [2]. The ECM market consists of a plethora of vendors, including IBM, Microsoft, Documentum, Hummingbird and Vignette. They all provide software products with varying functionality under the concept of content management [3, 4]. In addition to the software vendors, a larger practitioner-oriented community focusing on ECM has emerged. There exists professional associations and communities, such as AIIM (), a clusterof consultancy companies, and several practitioner-targeted books summing up the authors’ consulting experiences [5-7]. Consulting institutions such as METAGroup, expect “the content management market” to exceed $10 billion per year in 2004 [8].Beyond the hype facilitated by the consultancies and vendors, ECM represents a significant challenge from the viewpoint of organizations truly aiming at implementations of corporate-wide and integrated content resources. Problem areas include knowledge management, document management, web content management, and structured databases [2]. However, as noted by Munkvold et al. [2], research has so far nearly ignored the organizational viewpoint of content management, focusing on either constructive studies promoting and analyzing particular technical functionalities in software related to ECM [9-13] or purely conceptual ideas and frameworks to think about the issue in organizations [14, 15].After the era of the “web content management pioneers” and in-house solutions of the mid-1990s [6, 16], commercial software packages nowadays play the central role in most ECM implementations. This “market-based perspective” [17] on developing information systems based on commercial software, may quite often require customization of the original products for the information processing needs of the customer organization.The issue of software customization is at least as old as the EMACS editor [18]. More recently, it has been an issue in the field of enterprise resource planning (ERP) systems, where minimal customization has been considered a critical success factor for organizational implementations [19]. As with the ERP efforts, we have indications that customization of ECM software may involve considerable costs. For example, a market study among manufacturing enterprises Daratech [20] reports that for each $1 of expenditure on software licenses, the customization expenditure can range from an additional $1 to $10. However, adearth of empirical studies on customization in the field of ECM systems remains.This paper explores the concept of customization related to ECM systems. It is based on a case study of a customer organization that has run a corporation-wide development program for 18 months. The viewpoint of this in-depth case study resides in the customization needs of ECM software anticipated by the ECM champions and IT experts of the target organization. The data are complemented by a secondary analysis of 60 case texts of ECM implementations provided by “the ECM association”, AIIM ().The paper contributes by grounding the concept of customization in ECM systems and its role in the requirements definition phase of such development initiatives. After declaring the general-level working concepts of customization reviewed from the literature in the next section, section three describes an exploratory case study [21] about anticipated customization needs in a large-scale ECM initiative. Section four complements the results of that in-depth study with a secondary analysis of 60 vendor stories of ECM implementations. Section five discusses the resulting observations of the concept of customization in ECM systems and its role in the requirements definition process. Section six concludes with suggestions for further research.2. CustomizationSince definitions of customization vary, this section builds up our working definition. According to Merriam-Webster’s dictionary [22], to customize generally means: “to build, fit, or alter according to individual specifications”. In this context we do not mean “to build” from scratch, nor to “alter” an artefact. Rather, the concept refers to ”fit” an existing software package into a customer’s environment. We propose the following working definition:Customization is a socio-technical activity of modifying the properties of packaged software, so that the resulting information system converges with the requirements of the target organization.A number of candidate concepts to describe the customization of software exist. Modification and adaptation could be used. Configuration is another term that carries a more technical or architectural meaning, and we understand configuration as a subset of customization. We also regard the integration of software to the customer organization’s existing infrastructure as a subset of customization.We use customization in the sense of largely non-users modifying software before use. A rival concept for customization could be tailoring, which we have chosen to avoid here as some connotations of tailoring imply a modification of the software while it is alreadyin use [23]. By including “socio-technical activity” in our definition, we also emphasize the interaction of the individual and the group in the process of planning for and implementing customized systems. Finally we limit our definition to packaged software, as opposedto software made-to-order.The following options to modify software, which are here included in our concept of customization, have been identified in the tailoring literature [24]:• Choosing between alternative anticipatedbehaviors• Constructing new behaviors from existing piecesand components• Altering the packaged software artifactCustomization does not necessarily imply total adaptation of software to organizational needs. In some cases, the target organization may need to adapt itselfto software. In ERP implementations, this is a well-known phenomenon [25], referred to as “mutual adaptation” [26]. To take this phenomenon into account, our definition states that the resulting information system, as a result of customization, “converges with the requirements of the target organization”. Let us next examine the concept furtherin relation to ECM.3. A case of anticipated customization needs for ECMStatoil is a Norwegian oil corporation, having approximately 16,600 employees (all potential users of ECM) in 25 countries. Statoil IT (Information Technology) employs 700 people at all major sites, and carries the central responsibility for IT services in the company. This includes the maintenance of a large portfolio of applications. The total ambition of Statoil’s planned ECM-initiatives goes beyond alleviating single problems and limitations, to also provide a corporate-wide foundation for IT-supported collaborative work practices. However, this vision implies several challenges. Statoil has therefore chosena step-wise approach comprising more than 50 preliminary development initiatives spanning a two-year period (2002-04). Since 2001, several persons in Statoil IT have focused on gaining ECM competence and scrutinizing the potential solution scenarios in relation to the enterprise’s contemporary objectives and challenges. To scrutinize customization needs for ECM, Statoil thus represents an interesting case of a competent customer, unlike several companies whoneed to rely on the vendors and external consultants in their requirements definition phase for ECM.The ECM planning process in Statoil has so far consisted of the following phases:• Strategy development (Q[uarter]1-Q2, 2002)• Feasibility study (Q3-Q4, 2002)• Solution scenarios (Q1, 2003)A possible decision to purchase a commercial ECM package will lead to specification and acquisition in Q3, 2003.This paper draws on experiences from the feasibility study, elicited by open interviews with four key project personnel – hereafter referred to as informant one, two, three, and four – after their completion of the solution scenarios. The research was conducted as an interpretive case study. The informants have been involved in the feasibility study, and each was interviewed for about 40 minutes, at the company site. Two of the interviews were conducted through telephone. The interviews were tape-recorded and transcribed. The interviews were carried out towards the end of the project planning phase in May 2003. ECM-related project documents were also analyzed. Data analysis has been following a grounded approach.Statoil’s feasibility study was based on a case which they presented to two major ECM vendors, who spent a week each providing their solutions according to the Statoil case. The vendors offered solutions based on two ECM packages characterized as “two extreme points”: a comprehensive “all-in-one package” solution versus a component-based framework enabling context-specific configurations of modular ECM technology components. Statoil’s customization needs anticipated by the informants are largely based on the enlightenment provided by these thoroughly scrutinized and demonstrated solution scenarios. Turning to the data, Statoil’s use of different concepts related to customization are presented in the next section. Then the challenges of customization are presented.3.1. The concept of ECM customization in StatoilECM in Statoil is understood as “management of content through the entire collaboration process, and through the entire life cycle of the content object”. Commenting on customization needs and challenges in Statoil, informant one referred to the following strategic statement: “What is good enough for others, will be good enough for Statoil”. (The quotes from the informants are translated from Norwegian to English by the authors). This implies the generic tendency to avoid extensive customization efforts, whenever possible.Customization was related to three organizational levels in Statoil:• Organizational level• Group level• Individual levelThe levels were prioritized in that order, and customization was anticipated to occur in that order. Customization at the organizational level emerged as a comprehensive technical issue, group level customization was somewhat less explicitly articulated,and individual customization was barely mentioned. Hence, the current focus of customization in ECM systems in this case seemed to be on the organizationaland infrastructural level, rather than focusing on group-level, let alone individually customized, ECM solutions.‘Customization’ was hardly used as a concept bythe informants inside Statoil. They perceived it as a commercial concept, describing the vendors’ actions to develop their products according to their experiencefrom the previous customers. Since the informants were inside the company, they used mainly the following concepts instead of customization:• Adaptation• Integration• Configuration• Migration3.1.1. Functional customization. In general the customization of ECM functionality was referred to as adaptation of the package in connection to its organizational implementation, including three main areas:• Content model management (functionality forstructuring of content, metadata model,taxonomy, templates).• Content storage and delivery management(functionality for managing user roles, access andsecurity, versioning, transformation, classification, distribution, retention, tracking).• Process support and automation (workflows).The functionality customization of ECM was considered extensive: ”I consider that there is a needfor adaptation of most of the functions, indeed, that [the “all-in-one” solution] offers” (Informant four).Speaking of the limits of functionality customization, informant four continued: ”For example, when a vendor offers templates … or content models, we can rarely use them as-is. Usually we haveto carry out that … customization ourselves then.”A few supplementary functions to the future ECM package then may be needed. However, the main objective of functional customization in Statoilappeared to be simplification. A lot of functionality had been included in the two ECM packages under scrutiny, coinciding with Statoil’s needs. ”What often is a problem, at least in my experience with products, is that they can be functionally quite good, that is, comprehensive, rich… So what we have a need for is merely to simplify… So the purpose of adaptation to a large extent becomes simplification, simply, because these products are often too complex and functionally too comprehensive, so one has to simplify it quite drastically” (Informant four). Speaking of the existing functionality of the two packages in question, informant two said: ”As I perceive such a system, it implies a fairly rigid structure, which makes it [customization] a type of simplification that most will bid welcome. In a way, that will perhaps overshadow slightly more individual characteristics.” The last mention indicates that Statoil might also need to adapt to the software, instead of plainly adapting the software to Statoil. However, this approach was not mentioned by the other informants.In addition to the simplifications due to the seemingly rigid structures of the software products, workflows customized for different user groups are expected to imply considerable costs.3.1.2. Non-functional customization.Three non-functional aspects of customization were referred to with the concepts of integration, configuration, and migration. Integration is largely used in a technological sense, and integration of an ECM solution with the existing applications and infrastructure, e.g. for enabling remote offices and mobile users, is expected to be one of the major efforts ahead. In Statoil, ECM software will have to be integrated with:• Web publication tools• MS Office• Collaboration suite• Search and content classification / taxonomy toolsof the futureOther architectural-level integration challenges were also mentioned, such as global network topology, enterprise portal, enterprise application integration, role based access, public key infrastructure, external access and offline access. These represent more generic challenges which an ECM solution will have to deal with. Integration is sometimes also used by informants to describe the customization of work processes, or workflow integration between applications.Configuration was another term used for the non-functional customization of the ECM software. The focus here resides especially in the customization of user interfaces to achieve required usability. Users’ positive experiences with the new system rely on skilful configurations, e.g. ECM transparency when the user is working with E-mail or MS Office connected to ECM.Migration from old to new system for ECM can be regarded as an area tangential to customization, especially adaptation. Migration is an important activity to preserve the existing information resources. Preparation for migration can include some customization.Table 1 summarizes the concepts related to the customization observed in the Statoil data. These concepts are partially overlapping, e.g. integration may be achieved by some adaptation of interfaces, and some adaptation may be achieved by configuration. Table 1 thus reflects tendencies in the understanding of concepts, rather than disjoint categories.3.2. Expected customization challengesCustomization was seen as a tremendous challengein Statoil. All customization efforts of ECM will be implemented by Statoil’s internal IT service, which makes this case a bit exceptional if compared to casesTable 1. ECM customization concepts used in StatoilTime Before delivery Early preparation Before roll-outLevel OrganizationOrganizationGroup Focus LargelytechnicalTechnical BusinessAspects changed Non-functional andfunctional Non-functional andfunctionalFunctionalConcepts used Customization Migration (preparation)ConfigurationIntegrationAdaptation Adaptation Who Vendor (and partner) Statoil IT Statoil ITExpected effort Limited Large Largein which external consultants and vendors would play a major role in the organizational implementation. The major reasons for this approach reside in the cost efficiency over time and strategic competence development. An ECM solution is expected to last for many years, with an increasing functionality evolving over the years. In the long run, the in-house customizations and the competence gained to do those are considered to represent a profitable approach over time. Rather than a long term relationships with a consulting company, they want to develop the internal service provider’s customization competence. This will probably be done in cooperation with selected implementation / integration partners.The greatest uncertainty is expressed over the possibilities of integration with other tools and systems. ”The main uncertainty is after all in relation to what we can achieve related to surrounding tools. The other tools, such as e-mail, the search and classification tools and other functional modules … uncertainty because the vendor does not deliver finished products. They supply components, but these need to be adapted, in the solution” (Informant four).Another important aspect resides in the customization challenge of user interfaces. Commenting on the two candidate solutions presented during the feasibility study, informant one stated: “none of this can be presented to our users … [A] total collaboration solution should be as transparent for the user as possible, with a lot of automated processes, running in the background”. Hence, a considerable configuration and adaptation effort is expected, to achieve the required usability.In conclusion, the anticipated customization needs greatly exceed what was contemporarily offered as standard software by the vendors and implementation partners. The gap will have to be mapped by a comprehensive requirements analysis, expressed in this way by informant one: “as we now are about to begin specifying requirements for this solution, it will be a formidable task”.4. Customization issues in 60 texts of ECM implementationsTo complement the study of Statoil, we conducted a secondary analysis of AIIM’s 60 case descriptions of ECM solutions (/all_cs.asp) in May 2003. The reason for choosing this data source was AIIM’s espoused independence of any particular kind of ECM product or vendor. The cases thus represent already implemented ECM solutions for a variety of organizations from a variety of vendors.60% (n=36) of the cases mentioned customization-related issues. Only 8% (n=5) explicitly stated that no customization was needed. The remaining 32% texts (n=19) made no reference to customization, leaving the status of customization in these cases unclear. The few cases highlighting no needs for customization concerned content management solutions for a focused, rather than an enterprise-wide scope.Of the 60% texts describing some form of customization, the following types of customization challenges were found:• Integration 38% (n=23)• User interface 13% (n=8), simplification in onecase• Functionality 10% (n=6)• Organizational adaptation to the system 7% (n=4)• Customization of the software product conductedby the vendor according to the requirements ofthe customer 7% (n=4)Looking more closely at integration, we found that in 25% of the cases mentioning integration (n=6) the vendor provided predefined solutions included in the ECM package for integrating ECM software with other packages such as application programming interfaces (APIs). In almost 50% of the integration cases (n=10) integration was provided by other software components to be purchased in addition to the core ECM package. Integration issues of ECM were mentioned e.g. in relation to ERP, database APIs, other off-the-shelf components, scanning systems, PDM (product data management), GIS (Geographical Information Systems), XML (eXtensible Markup Language) applications, portal integration, and (in-house developed) legacy systems.User interface customization was related to issues such as customized applications, user-friendliness of front-ends, support for browsing and printing large drawings, forms processing for handheld devices, manufacturing process mimicking, and simplification of scanning solutions. Functionality customization was related to the functionality of billing systems, new applications built on the ECM core, producing ERP output through ECM, and real-time collaboration solutions connected to content management.Although four cases mentioned organizational adaptation to the ECM system, organizational adaptation did not emerge as a big issue in general.The major focus on integration in these cases fits well with our observations from Statoil. So does the mention of user interfaces, although Statoil appeared to emphasize usability more than what was reflected in the AIIM cases. Of course one must be careful not to jump to conclusions based on silence in these case descriptions, as there is a lot of unknown material behind them. Our observations are based on what isexplicitly stated and mentioned in the texts describing these cases.Only four cases highlighted the vendor’s capability and readiness to update the ECM software as an artifact based on the customer’s needs. In the majority of the AIIM cases, the customization challenge thus rarely concerned the software package as such.5. DiscussionOur working definition of customization appeared to fit rather well with the anticipated challenges in the Statoil ECM case. The anticipated technical activities in Statoil’s case were mainly related to fitting the ECM software with the existing infrastructure, described with such subconcepts as integration, migration, and configuration. The socio-technical activities in Statoil’s case were mainly related to defining and implementing work processes utilizing ECM at corporate and group levels. They were described in Statoil by the term adaptation. The adaptation of ECM requires both social and technical understanding to fit the organization and technology with each other. Hence, the customization of ECM systems highlights the socio-technical nature of the issue perhaps more than the previous literature. Especially, the ECM customization seems to highlight the issues of integration, configuration, and functional adaptation of the systems, whereas the customization of the software product as such by the vendor was not often mentioned as a significant issue. Together with the small number of organizational adaptations to ECM packages, this implies that ECM software by nature is mostly meant to provide a flexible platform for further customizing by the implementing organization.The customization of ECM software was perceived mainly from two perspectives. Let us call them the technical/architectural and the business perspectives. From both perspectives, the main focus resides in the challenges of adaptation. In addition, integration represents another major challenge from the technical/ architectural perspective. Configuration and migration need as well to be considered from the technical viewpoint.Figure 1 summarizes the customization issues observed from the case study data. The solid arrows describe the issues mentioned in the data which relate directly to the customization: the technically implemented ECM system might need adaptation to the needs of specific user groups and business processes (from the business perspective). The technical implementation of the ECM system may require adaptation, configuration, migration, and integration; and sometimes (although rarely) the vendor may customize the actual software artifactFig 1. A framework for customization concepts related to ECM (F=Functional, N=non-functional)based on the feedback from a particular customer. The dashed arrows describe issues which may affect the customization issues as they were mentioned in the data: the organization may still need to adapt to the existing ECM system from the business viewpoint, the pre-defined technical interfaces may significantly help the integration of the ECM software with the others, and in some cases feedback from a particular customer organization affects the product (and its further customizability) through the vendor’s customization efforts.The Statoil case, however, highlighted that the customization needs may significantly exceed the standard offers from the vendor and implementation partners. Statoil strives for filling this gap by its internal IT services, after initial collaboration with carefully selected implementation partners. In fact, this issue was seen as a central area of developing strategic competence. In this respect Statoil may be different from many companies, who would rely on implementation partners and vendors for organizational implementation.The user interface represented an important area of non-functional customization, to accomplish integration between ECM and e-mail and search & classification tools. These issues require considerable configuration and adaptation efforts to reach the required usability. On the other hand, ECM should be maximally transparent and simplified for its users, allowing requirements for functional customization as well. A generic ECM software package may be so comprehensive that even a sophisticated customer typically needs only a subset of its functionality in a particular context. Whereas these issues were strongly highlighted in Statoil, simplification was mentioned only in one of the AIIM cases, and only 5% (n=3) of those vendor cases mentioned addition of functionality. Hence, our data highlights the need for vendor-independent research on the customization: the vendor reports seem not to highlight the challenges related to the organizational implementations of particular products after their acquisition.At this early stage our informants in Statoil could only anticipate how customization will be performed. Following Henderson and K yng’s [24] levels of modification, we may after Statoil’s feasibility study anticipate the following:•Choosing between alternative anticipatedbehaviors will constitute the major effort in ECM.This seems to represent the main problem area ofcustomization.•Constructing new behaviors from existing piecesappears to be the main area of concern forachieving technical integration with ECM and theexisting solutions.•Altering the artefact by the software vendor is notan expected activity in general.Unlike in the majority of current ERP systems, organizational adaptation to fit plainly into the capabilities provided by the software package in question did not emerge as an extremely visible issue, neither in Statoil nor in the AIIM cases. Hence, we assert that ECM and ERP systems clearly represent two different approaches to such issues as workflow and data management. ECM products provide platforms for flexible organizational implementations of content management and workflow. This includes rich possibilities to customize the organization-specific solutions for heterogeneous contexts of knowledge work and business processes with heterogeneous content. ERP products, on the other hand, rely mainly on the benchmarked and readily built-in process models for highly standardizable business processes and general solutions for their transaction processing and data management.6. Conclusion and future researchThis paper has explored the concept of customization related to ECM systems and software, resulting in a framework for the related issues. Our framework highlights a few important issues to be considered in the customers’ requirements analysis processes for ECM systems.Firstly, the Statoil case highlights the need for scrutinizing the customization issues carefully before a selection of a complex ECM product – and the need for preparing oneself for customization efforts for functionality simplification and user interface customization in this area.Secondly, the major vendors seldom conduct the customization of ECM packages as such. ECM customization consists mainly of adaptation, configuration, integration, and migration. These efforts are typically conducted by the customer organization or their selected technical implementation consultants to fit the product onto the existing infrastructure.Organizational implementation and cultivation of ECM may appear as a continual challenge, requiring the customer organizations to acquire such competence inside the organization instead of relying too much on external vendors and consultants in the long run. This applies especially to the more challenging and integrated ECM solution scenarios. These issues are rarely highlighted by the vendor or consulting-oriented literature, and the need for empirical and neutral research efforts on organizational implementations can。