White Paper on Manage Their Work To Meet The Requirements
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Wikipedia
A white paper is a report or guide that informs readers concisely about a complex issue and presents the issuing body’s philosophy on the matter. It is meant to help readers understand an issue, solve a problem, or make a decision. A white paper is the first document researchers should read to better understand a core concept or idea.
The term originated in the 1920s to mean a type of position paper or industry report published by some department of the UK government.
Since the 1990s, this type of document has proliferated in business. Today, a business-to-business (B2B) white paper is closer to a marketing presentation, a form of content meant to persuade customers and partners and promote a certain product or viewpoint. That makes B2B white papers a type of grey literature.
The term white paper originated with the British government and many point to the Churchill White Paper of 1922 as the earliest well-known example under this name. Gertrude Bell, the British explorer and diplomat, was possibly the first woman to write a white paper. Her 149-page report was entitled “Review of the Civil Administration of Mesopotamia” and was presented to Parliament in 1920. In the British government, a white paper is usually the less extensive version of the so-called blue book, both terms being derived from the colour of the document’s cover.
White papers are a “tool of participatory democracy … not [an] unalterable policy commitment”. “White papers have tried to perform the dual role of presenting firm government policies while at the same time inviting opinions upon them.
In Canada, a white paper is “a policy document, approved by Cabinet, tabled in the House of Commons and made available to the general public”. The “provision of policy information through the use of white and green papers can help to create an awareness of policy issues among parliamentarians and the public and to encourage an exchange of information and analysis. They can also serve as educational techniques.”
White papers are a way the government can present policy preferences before it introduces legislation. Publishing a white paper tests public opinion on controversial policy issues and helps the government gauge its probable impact.
By contrast, green papers, which are issued much more frequently, are more open-ended. Also known as consultation documents, green papers may merely propose a strategy to implement in the details of other legislation, or they may set out proposals on which the government wishes to obtain public views and opinion.
Information management (IM) concerns a cycle of organizational activity: the acquisition of information from one or more sources, the custodianship and the distribution of that information to those who need it, and its ultimate disposal through archiving or deletion.
This cycle of information organisation involves a variety of stakeholders, including those who are responsible for assuring the quality, accessibility and utility of acquired information; those who are responsible for its safe storage and disposal; and those who need it for decision making. Stakeholders might have rights to originate, change, distribute or delete information according to organisational information management policies.
Information management embraces all the generic concepts of management, including the planning, organizing, structuring, processing, controlling, evaluation and reporting of information activities, all of which is needed in order to meet the needs of those with organisational roles or functions that depend on information. These generic concepts allow the information to be presented to the audience or the correct group of people. After individuals are able to put that information to use, it then gains more value.
Information management is closely related to, and overlaps with, the management of data, systems, technology, processes and – where the availability of information is critical to organisational success – strategy. This broad view of the realm of information management contrasts with the earlier, more traditional view, that the life cycle of managing information is an operational matter that requires specific procedures, organisational capabilities and standards that deal with information as a product or a service.
In the 1970s, the management of information largely concerned matters closer to what would now be called data management: punched cards, magnetic tapes and other record-keeping media, involving a life cycle of such formats requiring origination, distribution, backup, maintenance and disposal. At this time the huge potential of information technology began to be recognised: for example a single chip storing a whole book, or electronic mail moving messages instantly around the world, remarkable ideas at the time. With the proliferation of information technology and the extending reach of information systems in the 1980s and 1990s, information management took on a new form. Progressive businesses such as British Petroleum transformed the vocabulary of what was then “IT management”, so that “systems analysts” became “business analysts”, “monopoly supply” became a mixture of “insourcing” and “outsourcing”, and the large IT function was transformed into “lean teams” that began to allow some agility in the processes that harness information for business benefit. The scope of senior management interest in information at British Petroleum extended from the creation of value through improved business processes, based upon the effective management of information, permitting the implementation of appropriate information systems (or “applications”) that were operated on IT infrastructure that was outsourced. In this way, information management was no longer a simple job that could be performed by anyone who had nothing else to do, it became highly strategic and a matter for senior management attention. An understanding of the technologies involved, an ability to manage information systems projects and business change well, and a willingness to align technology and business strategies all became necessary.
Requirements management is the process of documenting, analyzing, tracing, prioritizing and agreeing on requirements and then controlling change and communicating to relevant stakeholders. It is a continuous process throughout a project. A requirement is a capability to which a project outcome (product or service) should conform.
The purpose of requirements management is to ensure that an organization documents, verifies, and meets the needs and expectations of its customers and internal or external stakeholders. Requirements management begins with the analysis and elicitation of the objectives and constraints of the organization. Requirements management further includes supporting planning for requirements, integrating requirements and the organization for working with them (attributes for requirements), as well as relationships with other information delivering against requirements, and changes for these.
The traceability thus established is used in managing requirements to report back ful fil ment of company and stakeholder interests in terms of compliance, completeness, coverage, and consistency. Trace abilities also support change management as part of requirements management in understanding the impacts of changes through requirements or other related elements (e.g., functional impacts through relations to functional architecture), and facilitating introducing these changes.
Requirements management involves communication between the project team members and stakeholders, and adjustment to requirements changes throughout the course of the project. To prevent one class of requirements from overriding another, constant communication among members of the development team is critical. For example, in software development for internal applications, the business has such strong needs that it may ignore user requirements, or believe that in creating use cases, the user requirements are being taken care of.
Requirements traceability is concerned with documenting the life of a requirement. It should be possible to trace back to the origin of each requirement and every change made to the requirement should therefore be documented in order to achieve traceability. Even the use of the requirement after the implemented features have been deployed and used should be traceable.
Requirements come from different sources, like the business person ordering the product, the marketing manager and the actual user. These people all have different requirements for the product. Using requirements traceability, an implemented feature can be traced back to the person or group that wanted it during the requirements elicitation. This can, for example, be used during the development process to prioritize the requirement, determining how valuable the requirement is to a specific user. It can also be used after the deployment when user studies show that a feature is not used, to see why it was required in the first place.
An office is a space where an organization’s employees perform administrative work in order to support and realize objects and goals of the organization. The word “office” may also denote a position within an organization with specific duties attached to it (see officer, office-holder, official); the latter is in fact an earlier usage, office as place originally referring to the location of one’s duty. When used as an adjective, the term “office” may refer to business-related tasks. In law, a company or organization has offices in any place where it has an official presence, even if that presence consists of (for example) a storage silo rather than an establishment with desk-and-chair. An office is also an architectural and design phenomenon: ranging from a small office such as a bench in the corner of a small business of extremely small size (see small office/home office), through entire floors of buildings, up to and including massive buildings dedicated entirely to one company. In modern terms an office is usually the location where white-collar workers carry out their functions. According to James Stephenson, “Office is that part of business enterprise which is devoted to the direction and co-ordination of its various activities.”
Offices in classical antiquity were often part of a palace complex or a large temple. The High Middle Ages (1000–1300) saw the rise of the medieval chancery, which was usually the place where most government letters were written and where laws were copied in the administration of a kingdom. With the growth of large, complex organizations in the 18th century, the first purpose-built office spaces were constructed. As the Industrial Revolution intensified in the 18th and 19th centuries, the industries of banking, rail, insurance, retail, petroleum, and telegraphy grew dramatically, requiring many clerks, and as a result more office space was assigned to house their activities. The time-and-motion study, pioneered in manufacturing by F. W. Taylor (1856-1915) led to the “Modern Efficiency Desk” of 1915 with a flat top and drawers below, designed to allow managers an easy view of the workers. However, by the middle of the 20th century, it became apparent that an efficient office required discretion in the control of privacy, and gradually the cubicle system evolved.
The main purpose of an office environment is to support its occupants in performing their jobs. Work spaces in an office are typically used for conventional office activities such as reading, writing, and computer work. There are nine generic types of work space, each supporting different activities. In addition to individual cubicles, one can find meeting rooms, lounges, and spaces for support activities, such as photocopying and filing. Some offices also have a kitchen area where workers can make their lunches. There are many different ways of arranging the space in an office and whilst these vary according to function, managerial fashions and the culture of specific companies can be even more important. While offices can be built in almost any location and in almost any building, some modern requirements for offices make this more difficult, such as requirements for light, networking, and security. The major purpose of an office building is to provide a workplace and working environment – primarily for administrative and managerial workers. These workers usually occupy set areas within the office building, and usually are provided with desks, PCs and other equipment they may need within these areas. The chief operating officer (COO) is responsible for handling administration and maintenance of an office building.
The structure and shape of the office are impacted by both management thought as well as construction materials and may or may not have walls or barriers. The word stems from the Latin officium, and its equivalents in various, mainly romance, languages. An officium was not necessarily a place, but rather an often mobile ‘bureau’ in the sense of a human staff or even the abstract notion of a formal position, such as a magi strature. The relatively elaborate Roman bureaucracy would not be equaled for centuries in the West after the fall of Rome, even partially reverting to illiteracy, while the East preserved a more sophisticated administrative culture, both under Byzantium and under Islam.
Offices in classical antiquity were often part of a palace complex or a large temple. There was usually a room where scrolls were kept and scribes did their work. Ancient texts mentioning the work of scribes allude to the existence of such “offices”. These rooms are sometimes called “libraries” by some archaeologists and the general press because one often associates scrolls with literature. In fact, they were true offices since the scrolls were meant for record-keeping and other management functions such as treaties and edicts, and not for writing or keeping poetry or other works of fiction.