=Paper=
{{Paper
|id=Vol-1420/ilog-paper7
|storemode=property
|title=Development and Validation of an Information Demand Pattern for a Team in Project Management
|pdfUrl=https://ceur-ws.org/Vol-1420/ilog-paper7.pdf
|volume=Vol-1420
|dblpUrl=https://dblp.org/rec/conf/bis/StamerZS15
}}
==Development and Validation of an Information Demand Pattern for a Team in Project Management==
https://ceur-ws.org/Vol-1420/ilog-paper7.pdf
Development and Validation of an Information Demand
Pattern for a Team in Project Management
Dirk Stamer, Veronika Zeiner and Kurt Sandkuhl
Rostock University, Institute of Computer Science, Albert-Einstein-Str. 22,
18059 Rostock, Germany
{Dirk.Stamer, Vereonika.Zeiner, Kurt.Sandkuhl}@uni-rostock.de
Abstract. Organizations are faced today with an increasing amount of information.
This information overload leads more and more to wrong decisions and has
therefore economic consequences. Especially decision-makers and knowledge
intensive workers are affected. This work introduces information demand pattern
for teams in order to improve the information flow in the knowledge intensive field
of project management. The contributions of this work are (1) the methodological
description how to develop information demand pattern for teams, (2) the
presentation of an information demand pattern for a steering committee in the
context of project management and (3) general advises on information demand
pattern and information demand analysis.
Keywords: Information Logistics, Information Demand Analysis, Information
Demand Pattern, Project Management
1 Introduction
Every day a lot of information is produced. This volume has greatly increased in
recent years. Society has changed to an information society, where the availability of
information cannot be viewed anymore as an obstacle for a demand-oriented information
supply, but finding the information by the person who needs them. This development
does not stop in front of organizations, so that they are faced with an ever-growing
amount of information as studies have shown [1]. Information overload has
demonstrated a high topicality as current studies showed [2].
Contrary to previous assumptions, as information was a rare good that more
information is equivalent to an improvement of problem solving and decision-making,
today the opposite effects can be observed. Thus, the amount of information is an
increasing problem in today's information society [3]. Locating relevant information
turns out to be difficult and consequently the requirements grow for a suitable
structuring and a tailored access [4].
Information logistics as an application field of business information systems deals
with this problem and has the goal to achieve an improvement of the information flow in
organizations by providing a demand-oriented information supply. Information logistics
offers methods, concepts and tools to achieve an improvement. Under the concept of
demand-oriented information supply the right information at the right time, in the right
quality, in the right form and at the right place for the seeking person is understood [5].
Copyright © 2015 by the authors. Copying permitted for private and academic purposes.
This volume is published and copyrighted by its editors.
86
In order to improve the information flow inside companies information demand
patterns (IDPs) were developed [6]. These cover the information demands of a single
role represented by a person within an organization to identify repeatedly required
information for this role. As with patterns in other disciplines of computer science, these
patterns have the purpose to detect a proven solution to a problem in order to reuse it in
other application scenarios. With information demand patterns, the identified
organizational knowledge is collected in a structured and reusable way that enables to
support the targeted role and counteract a flood of information. Overall, the efficiency of
information provision should be improved, thus work processes can be effectively
designed and carried out. Furthermore the time required for finding the relevant
information can be reduced. For the same role in different application contexts it should
be possible, to provide the needed information on time, in quality and in the accuracy
required as proposed by the definition of information logistics [6].
In the corporate environment works are often characterized by teamwork in projects
involving several participating roles. In the course of projects, which are characterized
by new tasks and routine procedures, there may be problems related to information
supply for each role in many ways. Thus, the already mentioned problem of information
overload is a problem, since much time is used for finding relevant information. On the
other hand, a shortage of information is not a solution, since it obviously leads to
absence of the required information, which in turn affects the work in a negative way
[4].
Concerning teamwork the same questions apply with regard to the collection of
information demands and the development of a generic solution for detection. A pattern,
which now describes the information demands of a whole team can help to improve
structures and processes within the team and to generally increase the efficiency in the
team, as it is developed on an aggregate level and has a holistic perspective on the team.
In the context of this paper, such a pattern is presented.
The contributions of this work are: (1) the development and validation of an
information demand pattern for a team (2) a methodological approach to develop this
kind of pattern and (3) general advises on information demand patterns and information
demand analysis.
The work is structured as follows: section 2 describes useful background information
concerning information demand analysis, information demand patterns and project
management. Then, the development of the pattern is shown in section 3. The following
section 4 presents the validation of the pattern. Conclusions and an outlook are given in
section 5.
2 Background
Information demand analysis is a precondition for constructing an information
demand pattern. Although the approach of Sandkuhl to develop an information demand
pattern [6] strongly relates to the information demand analysis method by Lundqvist [7],
we examined different methods of information demand analysis as well as areas of
research in this field. Strauch and Winter describe a detailed approach on information
demand analysis concerning data warehouses. Starting with a target group analysis the
analysis leads to an information map, which will be transformed into a cube-structure
87
model regarding several self-selected dimensions [8]. Cappiello and Comuzzi focused on
an approach to define the optimal quality of information provided from an IT Service. In
order to completely satisfy users demand as well as the provider’s organizational
requirements [9]. Further approaches optimize the process of finding the information
need with aggregating heterogeneous information sources and presenting the results to a
user in a personalized manner [10].
Due to a better understanding of the following work, this section introduces briefly
some key principles concerning information demand analysis, information demand
pattern and project management.
2.1 Information Demand Analysis
Information demand analysis addresses the systematic collection of information
demand [4]. The information demand is identified and analyzed according to a method
introduced by Lundqvist by using interconnected phases, which are performed
sequentially. The phases are listed below and their contents are briefly described [11].
• Scoping: In the first phase, the area of analysis is set. Here, the part of an
organization with regard to the information demands is selected and people who
provide the necessary information during further analysis activities are
identified. The customers’ problems are considered as well, so that they are
motivated to carry out the analysis. In this context, responding to intentions,
goals and expectations of customers are considered as well.
• Information Demand Context Modeling: Then the basic information demands,
recognized within a defined range, were identified. For this purpose, the
relationships between roles, tasks, resources and information have to be
considered. It is assumed that all people with the same role have the same
information demand for a specific task. This correlates to the role-centric
perspective.
• ID-Context Analysis and Evaluation: In the third phase, the collected
information for the context will be analyzed and presented in a suitable format
for further work, this information will be further classified and refined and
linked to maybe already existing information demand patterns in the company.
• Representation and Documentation: Finally, the previously created models
and documents, which are in different notations, are summarized and transferred
into a consistent and coherent presentation form. This involves a continuous and
iterative process until the goal of the analysis is achieved.
Lundqvist has shown in a study in companies that the information demand of an
employee depends on the role in the organization that he or she fulfills. The
structured collection of this information, which is necessary for the processing of
work tasks, was underpinned by the development of a methodology for information
demand analysis and validated [7].
88
2.2 Information Demand Pattern
After detecting the information demands of a role in a company, Sandkuhl presented
the concept of information demand pattern. As with patterns in other disciplines of
computer science, these patterns have the purpose to detect a proven solution to a
problem in order to reuse it in other application scenarios. With information demand
patterns, the identified organizational knowledge is collected in a structured and reusable
way. The term information demand pattern is defined as follows according to [6]:
An information demand pattern addresses a recurring information flow problem that
arises for specific roles and work situations in an enterprise, and presents a conceptual
solution to it.
Information demand pattern consist of five integral components: Name of the pattern,
Organizational context, Problems, Conceptual solution and Effects.
The name is used to identify the pattern. This is usually the name of the role, which
the pattern describes.
The organizational context explains the application context in which the pattern can
be used. This can be departments, functions or domains.
Problems represent the difficulties and challenges that the person is facing in filling
their role in the company. Also duties and responsibilities of the role are subsumed under
this point.
How the described problems of the role can be solved is shown in conceptual
solution. It is divided into three areas, information demand, quality criteria and timeline.
Information demand describes the information that is necessary to fulfill the duties and
responsibilities of the role. The quality criteria describe the quality in which the
information must be available such as the general importance of the accuracy, the time
and the completeness of the information. The timeline represents the time at which the
required information must be available at the latest.
The effects part describes effects that may occur if the information is not available or
not in time. The possible effects occurring may be associated with the following
dimensions: economic effects, time and efficiency, quality of work, motivation, learning
and experience and customer [6].
The concept of information demand pattern has been studied in several other works
and its applicability has been validated [12-14].
2.3 Project Management
According to DIN 69901, a project is characterized by uniqueness of the conditions,
such as targets, temporal, financial, personal or other limitations and the project-specific
organization [15, 16]. According to this definition, a project is characterized by a
different approach from the daily work, which is structured and performed separately
from the actual organizational structure. Other features here are the time limitation and
the limited resources.
Furthermore, the project management is defined as "the totality of leadership,
organization, techniques and agents for the initiation, definition, control and completion
of projects " [15, 16].
Similarly, the project management is defined in several standards for project
management. Standards for project management include the previously presented
89
concepts and structures and try to create a unified understanding of the concept beyond
so that further aspects, such as roles, processes and methods can be described [17].
Some standards have gained international importance and are used in many
companies. These include in particular the Project Management Body of Knowledge
(PMBOK), Projects in a controlled environment (PRINCE2) and the IPMA Competence
Baseline (ICB) of the International Project Management Association [18].
These are also for the further course of particular importance, as they form the basis
for the development of the information demand pattern for teams.
For the project management dividing the project into phases is a way of planning and
control in order to reduce complexity.
Project phases are sections in a project where additional control is needed to
effectively manage the completion. Project phases are typically completed sequentially,
but can in some project situations overlap [19].
The DIN differs between project management phases and project phases. In this
sense, the project phases are special sections that are adapted to the activities in an
organization. The project management phases are based on the segmentation of the
general activities in project management. For this, a classification into five phases is
done: initialization, definition, planning, management and completion [15, 16].
3 From Single Pattern to Team Pattern
In this section the development of the proposed information demand pattern for a
team is described. The resulting identified information demands should lead to better
information supply to the team. The base of the information demand pattern for a team,
hereinafter called team pattern, form the information demand patterns for each role on
this team. These patterns for single roles are further in called single pattern.
3.1 Methodical Approach
For the development of information demand pattern in general and for specific
organizational roles Sandkuhl presented a method [6]. The method describes an iterative
multi-step process, which is used to develop our team pattern and shown in figure 1.
Fig. 1. Iterative process of elaboration and validation of information demand patterns [6].
90
The first steps (1-4) represent the first iteration of the method, which is characterized
by the participation of the research team in the development only. In the first step the
initial structure of the pattern is noted. In the second step suitability is checked for the
description of information demands an organizational role. The structure is checked for
internal consistency and correctness also. The third step involves the selection of a
simple, but sufficiently complex organizational role and develops the content for the
selected role. Then these in the fourth step are validated by the internal consistency and
completeness is checked.
The second iteration includes the development and validation of an engage with
actors beyond the research team and the science into consideration. It begins with the
fifth step in a further elaboration of structure based from experience regarding the
development and validation of the initial pattern (step 3 and 4). Improvements
concerning the structure and the pattern are described in the following sixth step. The
validation of the improved version involves now more actors as well.
The following iteration steps after the eighth step contain further elaboration and
validation activities that involve participation of stakeholders outside of the research
team and the science [6].
Due to a literature analysis of the standard project management literature described in
section 2.3 there were four roles identified, which form the body of a steering committee
according to PMBOK, PRINCE2 and ICB. These are: project manager, project sponsor,
customer representatives and supplier representatives. For each role, then a single
information demand pattern is developed. For this purpose, the standard literature for
project management is searched for duties and responsibilities of these roles.
After this first substantive elaboration, a check is investigated whether the
information demand patterns are consistent and complete. For this purpose, the
information from the literature is further researched, and the pattern with the experience
gained on consistency and completeness are checked. The identified improvements are
hereby incorporated into the information demand pattern.
Based on the improved information demand patterns, a validation is performed in the
form of semi-structured interviews with representatives of the considered roles. This
includes representatives from the governing body of a university project for system
development.
During the interviews, respondents are first asked openly to their duties,
responsibilities and the resulting information demands. This was done without given
predefined response options to recognize and include new aspects. After the open survey
it was explicitly asked for answers to specifically examine the data in the literature on
their practical relevance and to check the further investigation of information demands
with respect to the meaning of the individual information and the impact of not or not
timely received information.
From the validated information demand patterns for every single role of the steering
committee, a generally applicable information demand pattern for teams is developed,
covering the team as a whole. From the information demand patterns for the team, all
components of the individual roles can be derived. In addition, the team contains pattern
elements that are relevant for the team as a whole. The information demand patterns of
each role are validated through the semi-structured interviews.
91
3.2 Information Demand Pattern for a Team
In the following the team pattern will be presented briefly due to space limitations.
The team pattern is structured according to the structure of single information demand
pattern shown in section 2.
The context of this IDP is a team pattern for the steering committee of a project in an
organization. The scope is the field of project management and refers to large and
medium organizations although it can also be applied to small enterprises as well.
The project management deals with the planning, delegation, monitoring and control
of all aspects of a project, as well as the motivation of all those involved, with the
objective of achieving the project outcome within the expected performance targets in
terms of time, cost, quality, scope, benefits and risks [20]. The steering committee is
responsible for the success of the project and it takes on the direction and control of the
project within its area of responsibility [20]. It consists of an executive (i.e. the chairman
of the project board), a project manager, a user, and a supplier representative [20].
The steering committee serves as a spokesperson for higher levels of management
and represents the interests of the project to get support for the project and to sponsor the
project. In addition, the project board is responsible for the communication with the
stakeholders outside the team. Within the scope of the provisions of the corporate
management or program management, the steering committee takes over the overall
responsibility and authority for the project. Furthermore, it is responsible for the
provision of the financial resources and payments in kind [19].
The problems and the fields of activity with which the steering committee is
confronted are versatile and have their causes in both project internals and externals and
can affect all project aspects, because the steering committee takes the responsibility for
the result of the project. Moreover, it is dependent on information about the current
progress of the project, as well as problems and risks, which both have appeared during
the project. Information about the project progress contains further information so that it
should be exactly determined which information is provided to the steering committee
and under what prerequisites, so that decisions can be taken contemporarily and the
frequency of the meetings, so that the coordination efforts remain in an acceptable
frame.
If any of the required information is not available to the steering committee, there is a
risk that it cannot decide in an appropriate manner how the project will continue. Thus,
related measures may not be planned and implemented appropriately.
In addition, if the steering committee does not receive information about all essential
project aspects or not on time, problems with the coordination and regulation in the
project can occur. The consequences of the mentioned problems and risks can have
serious effects on the organization, which can lead to economic consequences and image
damage [6].
Next, the conceptual solution of the pattern with the information demand, which is
based on the tasks, and responsibilities of the team, follows. The steering committee
takes the responsibility for the success of the project. It consequently takes over many
different tasks and responsibilities. In principle, the steering committee is responsible for
the project in its entirety and takes over its leadership. The project board is not only
supposed to represent the project, but also the stakeholders and promote the whole
project [19]. In addition, it shall guarantee a uniform and effective decision-making [18].
92
Furthermore, it is responsible for providing the required resources for the project [21].
To sum up, it takes over planning, control, coordination, monitoring, and support tasks.
The general areas of the information demand of the steering committee cover legal,
organizational and technical frame conditions, as well as information about changes in
these frame conditions.
Besides that, some fundamental information about the project is needed. This
information regards the aim and size of the project and is needed in order to let the
project board decide on the approval or rejection of the project. At the end of every
project phase, once again the steering committee checks whether the project will be
continued or stopped if it is economically no longer profitable.
Generally, the information demand of the steering committee can be categorized into
the following four areas: Business environment, Project specification, Project progress
and Project close-out.
Quality criteria are summarized in figure 2 with the information demands (left
column), the general importance of the information, its accuracy, time aspects as well as
completeness. In the following, a part of the table is represented as an example. The
structure of the table is part of the representation of an information demand pattern
proposed by Sandkuhl [6].
Fig. 2. Quality criteria for the information demand of the steering committee.
Effects arise when the required information is not available or not available in time.
The effects are described in a short text and a table. The following examples analyze
economic effects:
The economic consequences arise from missing or incomplete information and lead
to additional costs to the project. This can be the case if contractual agreements with the
customer are not observed. Furthermore, risks and changes can lead to additional costs,
because more time and more resources are needed for the project. Besides that deviations
of project and phase tolerances accumulate to additional cost factors. A lot of harm can
result from breaking off the project for the enterprise. On the one hand, this harm can
93
arise from a decline in sales volume and reduced income, particularly if the project result
should be commercialized. On the other hand, the relation to the customer can be
negatively influenced and it can come to an image damage [19]. Altogether these
damages can lead to an existential threat for the enterprise.
4 Validation
The investigation in the course of validation aimed at checking the created sample
information demands of the individual roles of the steering committee. For this,
interviewees were asked about their duties and responsibilities. Then the information
about the project are determined, which require the respondents for their roles and
responsibilities, so that a subsequent assessment of the importance of information and
assessment of the impact of not or not timely available information can be made by the
interviewees.
The interviewees were representatives of the following roles: client, project manager,
users representative and suppliers representative of an internal university project. The
project is a technical and functional integrated web-based university management system
for all processes and structures within universities regarding any type of organization
and size.
4.1 Setting
The interviews were conducted with members of the steering committee in a joint
interview. Through the interviews, expectations, opinions, and reviews the general
position that the members roles should be identified and analyzed in the project.
In this context, the interviews were conducted to identify information demands, so that
the interviews consisted of two parts. To the members of the steering committee an
interview request by e- mail was sent followed by telephone inquiries. For the full
interview on objectives, success factors and information demands for about one hour
was scheduled.
A total of five interviews with a project manager, a customer and supplier
representatives, and two user representatives were conducted. These were individual
interviews. The interviews were designed by using guided questions, so that they were
easy to understand and to answer. In average the interviews last thirty-minute, the
interviewees were asked about the following points: tasks, responsibilities, information
demands, estimated meaning of the information and estimated impact of missing
information.
These points followed the outline of the information demand analysis user guide
[11]. The questions were initially formulated widely open, so that the respondents could
answer free. This allowed us to work out new aspects, featuring the exploratory nature of
the interviews. To verify the contents developed from the literature, the subjects were
asked about their opinion concerning possible other listed answers.
94
4.2 Results
The results obtained from the interviews are relevant in two respects for the
validation of the original single patterns. Firstly, the individual patterns were validated
on the basis of the interviews. The individual patterns were revised to the results from
the interviews. This applies for the team pattern, since the contents of the individual
samples are summarized in team patterns, so that large parts of the team pattern are
validated, too. However, the team pattern contains other content that relates to the entire
team, this could not be verified in the present study and will be the subject of future
investigations.
The question of whether a team pattern is more than the sum of its individual pattern
can be answered affirmatively. In particular, responsibilities and duties of the Steering
Committee are quite different from the responsibilities and tasks of each role within the
Steering Committee. This suggests that the information demands of a Steering
Committee goes beyond the information needs of each role.
Furthermore, it has been shown that there are information demands within the group
pattern, which are created by the interaction of the roles involved.
With regard to the structure of a group pattern there is the need for action in order to
reflect this additional information demands.
In this way the information from the standards to roles and responsibilities could be
supplemented and revised. The information derived from these requirements could also
be checked. In particular, the questions about the assessments at the time of deployment,
the importance and the impact of information are an important part of the interviews.
With the help of these interviews the pattern could be verified by experts and re-
evaluated on this basis.
For this purpose, the original classification of the author has been compared with
those of the experts from the interviews. As the experts expressed their thoughts on the
classification during the interview, additional experiences and impressions were gained.
This is particularly important for the development of the team pattern, since this is
based on the individual patterns. It should be noted that only the parts of the team pattern
could be examined, which results from the sum of the individual patterns.
5 Conclusion
The work presented in this paper extended work done concerning information demand
pattern by adopting the structure of information demand pattern for single roles and
extending the principles for a team.
The use case to develop the team pattern was a steering committee of a large project.
Therefore the detection of roles and teams in project management was required. For this
purpose three standards of project management were investigated in literature to identify
recurring roles in steering committees. On this basis four single patterns were developed
and validated. Then one team pattern was derived out of the single pattern.
As a part of validation an empirical study using semi-structured interviews were
conducted with representatives of all the roles of the selected steering committee. From
this process a team pattern, which is composed of the contributions of individual roles
and cross-team issues arose. These aspects relate to the function of the team, in this case,
95
control tasks and decision-making components. These team aspects cannot be expressed
by the individual pattern.
New perspectives in the development and application of information demand patterns
resulted from the development of the team pattern and by the qualitative research
approach. In this context, opportunities for improvements regarding the structure,
content and the survey were identified so that future studies could build on it:
Rating scale: a suggestion for improvement relates to the different rating scales in the
quality criteria and effects. A new uniform scale is proposed, where the distinction
between the individual evaluation items was revised to facilitate the evaluation.
Quality criteria: Another way to improve is aimed at the quality characteristic
‘general importance’. Since this is an abstract criterion and the classification is
accordingly difficult, it is suggested that the classification of the other three criteria is
derived. This could be implemented for example by calculating the median, where the
median hired a weighting of individual classifications is conceivable, for example, to
form the weighted arithmetic mean of it.
Information demand pattern for teams: As already mentioned a further validation of
the pattern is needed. This might be done by a quantitative study.
Interview: Due to the fact that the information demand analysis was investigated and
validated several times, there is still room for improvements [14]. These are e.g. the lack
of more concrete guidelines.
Furthermore it might be interesting to evaluate other approaches to develop such a
team pattern. Conceivable here are interviews with the entire team or other forms of
investigation, such as the observation of teamwork.
One useful application scenario could be the implementation of team pattern in
current works, which aims at reducing the information overload in e-mail
communication of teams by information demand oriented filtering of e-mails using
single pattern and recommendation systems [22-24].
References
1. Edmunds, A., Morris, A.: The problem of information overload in business organisations:
a review of the literature. International Journal of Information Management: The Journal
for Information Professionals. 20, 17–28 (2000).
2. Melinat, P., Kreuzkam, T., Stamer, D.: Information Overload: A Systematic Literature
Review. Presented at the 13th International Conference on Perspectives in Business
Informatics Research, Lund, Sweden January 24 (2014).
3. Krcmar, H.: Informationsmanagement. Springer (2010).
4. Heinrich, L.J., Stelzer, D.: Informationsmanagement. Oldenbourg (2011).
5. Sandkuhl, K.: Information Logistics in Networked Organizations: Selected Concepts and
Applications. Presented at the 9th International Conference on Enterprise Information
Systems, Madeira (2009).
6. Sandkuhl, K.: Information Demand Patterns. Presented at the PATTERNS 2011, The
Third International Conferences on Pervasive Patterns and Applications, Rome (2011).
7. Lundqvist, M., Holmquist, E., Sandkuhl, K., Seigerroth, U., Strandesjo, J.: Information
Demand Context Modelling for Improved Information Flow: Experiences and Practices.
Presented at the The Practice of Enterprise Modeling, Stockholm (2009).
8. Winter, R., Strauch, B.: Information requirements engineering for data warehouse
systems. ACM, New York, New York, USA (2004).
96
9. Cappiello, C., Comuzzi, M.: A utility-based model to define the optimal data quality level
in IT service offerings. Presented at the ECIS (2009).
10. Alhenshiri, A., Watters, C., Shepherd, M., Duffy, J.: Building Support for Web
Information Gathering Tasks. 2012 45th Hawaii International Conference on System
Sciences (HICSS). 1687–1696 (2012).
11. Lundqvist, M., Sandkuhl, K., Seigerroth, U., Holmquist, E.: Infoflow. IDA User Guide.
Handbook for Information Demand Analysis. Jönköping (2011).
12. Sandkuhl, K., Stamer, D.: Towards Improving Structure and Content of Information
Demand Patterns. Presented at the Perspectives in Business Informatics Research - 11th
International Conference, BIR 2012, Nizhny Novgorod, Russia, September 24-26, 2012.
13. Sandkuhl, K.: Improving Engineering Change Management with Information Demand
Patterns. Presented at the 8th International Conference on Poduct Lifecycle Management
(2011).
14. Heinermann, L., Stamer, D., Sandkuhl, K.: Usability Evaluation of Method Handbook.
Presented at the 6th International Workshop on Information Logistics, Knowledge Supply
and Ontologies in Information Systems (ILOG), Warsaw September 23 (2013).
15. Deutsches Institut für Normung: DIN 69901-2:2009-01. (2009).
16. Deutsches Institut für Normung: DIN 69901-5:2009-01. (2009).
17. Ladwig, D., Kunze, J., Hartmann, M., Lang, P.: Exit matters - auf dem Weg in die
Projektgesellschaft. Lang, Frankfurt (2011).
18. Ebel, N.: PRINCE2:2009 - für Projektmanagement mit Methode. Addison-Wesley
(2011).
19. Project Management Institute: A Guide to the Project Management Body of Knowledge
(PMBOK). (2013).
20. The Stationery Office Ltd: Managing Successful Projects with PRINCE2. (2009).
21. International Project Management Association: IPMA Certification Yearbook 2008.
(2009).
22. Stamer, D.: Reduktion der Informationsüberflutung durch Informationsbedarfsmuster in
der E-Mail-Kommunikation. Presented at the Multikonferenz Wirtschaftsinformatik 2014,
Paderborn (2014).
23. Stamer, D., Ponomarev, A., Sandkuhl, K., Shilov, N., Smirnov, A.: Collaborative
Recommendation System for Improved Information Logistics: Adaption of Information
Demand Pattern in E-Mail Communication. Presented at the Proceedings of the 7th
International Workshop on Information Logistics and Knowledge Supply co-located with
the International Conference on Perspectives in Business Informatics Research BIR,
Lund, Sweden (2014).
24. Stamer, D., Ponomarev, A., Shilov, N., Smirnov, A.: Technical Perspective on Using
Information Demand Pattern in a Collaborative Recommendation System for Improving
E-Mail Communication. CSIMQ. 31–45 (2015).
97