Proceedings of the 8th International Conference on Intellectual ...

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Pornpen Lertthasanawong and Nopasit Chakpitak S<strong>of</strong>tware developers Side Lack <strong>of</strong> methodology for developed information systems for staff to follow. No method for eliciting and transferring requirements. Communication gaps exist between customers, engineers and project managers. Lack <strong>of</strong> Knowledge in <strong>the</strong> project domain. The development team doesn't understand <strong>the</strong> politics <strong>of</strong> <strong>the</strong> customer's organization. Many S<strong>of</strong>tware developers want to jump right in before <strong>the</strong>y have a clear understanding <strong>of</strong> what is needed. Lack <strong>of</strong> cooperation from users. The users did not have enough spare time to assist <strong>the</strong> system analyst, <strong>the</strong>refore <strong>the</strong>y only provided <strong>the</strong> system analyst with requirement and necessary documents only <strong>the</strong> system analyst asks <strong>the</strong>m. Most <strong>of</strong> Thai local s<strong>of</strong>tware is very small enterprise (VSE) which has character which may causes <strong>the</strong> problem also 338
Pornpen Lertthasanawong and Nopasit Chakpitak Figure 2: Very small entity s<strong>of</strong>tware house characteristic (Henry Caballero 2009) Customers Side Uncertainty and fear <strong>of</strong> failure and responsibility. The users felt <strong>the</strong> statement <strong>the</strong>y gave could be as evidence if <strong>the</strong> systems did not come out right. Conflict between users. In <strong>the</strong> Thai context, <strong>the</strong> superior will make decision and every one must accept <strong>the</strong>m without question. Constant change <strong>of</strong> requirements. If <strong>the</strong> change were not significant <strong>the</strong>n system analyst <strong>of</strong>ten allows <strong>the</strong> clients to change, because <strong>the</strong>y needed to build good relationship with <strong>the</strong> clients. Some customer said that “it is hard to explain all detail and <strong>the</strong> expected need because <strong>the</strong>y don’t know how <strong>the</strong> s<strong>of</strong>tware is going to work and look like. When see <strong>the</strong> blue print (ER Diagram and o<strong>the</strong>r documentation) <strong>the</strong>y seem to be right. But when test <strong>the</strong> s<strong>of</strong>tware, <strong>the</strong>re will be some little add on that both side never talk and it will bring many problem to <strong>the</strong> project. The key point <strong>of</strong> this research is how to capture, share <strong>the</strong> domain knowledge by using ontology for identifying <strong>the</strong> right concepts and specifying relation <strong>the</strong>n qualify <strong>the</strong> s<strong>of</strong>tware requirement by s<strong>of</strong>tware product quality requirement and evaluation model. At this point requirement quality model will be develop for VSE. 3. Methodology Requirements engineering is an important aspect <strong>of</strong> any s<strong>of</strong>tware project, and is a general term used to encompass all <strong>the</strong> activities related to requirements. The four specific steps in s<strong>of</strong>tware requirements engineering are: The research aims to implement new tool such as social media at <strong>the</strong> beginning <strong>of</strong> <strong>the</strong> step which is Requirement Elicitation by using <strong>of</strong> communication tool in s<strong>of</strong>tware elicitation experience .At this stage ontology <strong>of</strong> domain knowledge driven user for requirements elicitation. If <strong>the</strong>re are no existing domain knowledge, <strong>the</strong>n construction by extracting <strong>the</strong> concepts and relations <strong>of</strong> familiar to domain user into domain requirement model. This is called Ontology-based Knowledge Management reused. The reusability exists in three ways: Reuse <strong>of</strong> domain ontology knowledge (Domain Analysis) 339
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Proceedings <stron
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Contents Paper Title Author(s) Page
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Paper Title Author(s) Page No. Main
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Paper Title Author(s) Page No. Know
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Preface These proceedings represent
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TU Dortmund, Germany, ); Wing Bun L
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William Halal is Prof</stro
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Evgeny Blagov has obtained a specia
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science and mathem
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George Majdalany is a PhD candidate
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Joyce Nesamani Simson is a PhD cand
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Manpower Discipline Based on Knowle
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Peyman Akhavan et al. brains, knowl
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Peyman Akhavan et al. showed that o
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Peyman Akhavan et al. appropriate l
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Peyman Akhavan et al. sources for c
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Attitudes Towards Changes and Organ
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Ruth Alas et al. During the
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Professional inter
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Ruth Alas et al. Table 4: Correlati
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Research was supported by ETF Grant
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Rivadávia Correa Drummond de Alvar
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5. Conclusions Rivadávia Correa Dr
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Toward a Meta-Synthe</stron
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Xiaomi An et al 2.3 Reasons for dev
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Xiaomi An et al PTC works closely w
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Xiaomi An et al The first is an adm
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Xiaomi An et al policy reflections
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Figure 1: Transmission gear Marko A
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Marko Anzelak et al. knowledge basi
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Marko Anzelak et al. 72% recognise
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Marko Anzelak et al. virtually all
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Gabriel Prananingrum Aryanindita an
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Rita Babiliūtė and Kęstutis Kri
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Knowledge Management, Cultural Know
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Leonard Barnett and Edward Carter 2
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Leonard Barnett and Edward Carter p
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Leonard Barnett and Edward Carter p
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Leonard Barnett and Edward Carter d
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Impact of Knowledg
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Bob Barrett shorter product life-cy
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Bob Barrett 6. Concept of</
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Bob Barrett Brown, J.S. and Duguid
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Aurilla Aurelie Bechina and Eli Hus
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Lorne Booker et al. Knowledge is us
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Figure 1: Business Valuation Knowle
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3.4 Practitioner knowledge market L
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4. Implications Lorne Booker et al.
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Strategic Thinking Dimensions in Em
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Constantin Bratianu et al. shows <s
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Constantin Bratianu et al. Academy
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Constantin Bratianu et al. cases wi
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Constantin Bratianu et al. Pinker,
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Delio Ignacio Castañeda and Sandra
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Quality in Teacher Education: A Sys
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Rajendra Chetty The mechanism <stro
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Academic leadership Rajendra Chetty
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Rajendra Chetty There must be a re-
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Developing Personal Knowledge Manag
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Thirathep Chonmait
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Thirathep Chonmait
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The Relationship Between Knowledge
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Samuel Kai Wah Chu et al. A knowled
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Samuel Kai Wah Chu et al. negative
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Samuel Kai Wah Chu et al. Questionn
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Samuel Kai Wah Chu et al. few done
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Value Creation Through Collaborativ
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Ridha Derrouiche et al. level for e
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Ridha Derrouiche et al. best, <stro
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Ridha Derrouiche et al. experience
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Ridha Derrouiche et al. Of course,
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Organizational Learning and Transfo
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Irra Chrisyanti Dewi was carried ou
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Irra Chrisyanti Dewi Table 2: Valid
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Irra Chrisyanti Dewi Library is exp
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Knowledge Acquisition and Sharing:
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Ikechukwu Diugwu articulated and st
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Ikechukwu Diugwu establishing setti
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Ikechukwu Diugwu Mentzer, J. T., Mi
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Eva Eckenhofer cou
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Eva Eckenhofer The
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Eva Eckenhofer The
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Eva Eckenhofer Bur
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1.2 Intellectual capital and innova
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3.2.2 Reliability Irene Y.H. Fan an
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Figure 4: latent variable coefficie
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Irene Y.H. Fan and Rongbin W.B. Lee
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Irene Y.H. Fan and Rongbin W.B. Lee
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2.1 Appropriation Ronny Gey From a
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Ronny Gey Table 1: Characterization
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Ronny Gey The developers feel that
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Ronny Gey A first limitation we wer
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Kenneth Grant part of</stro
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Kenneth Grant The diffusion was stu
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Kenneth Grant A detailed computer-s
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Kenneth Grant did not come to <stro
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Kenneth Grant of m
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Michel Grundstein although hundred
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Michel Grundstein Figure 1: DITEK p
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Michel Grundstein 4.1.1 Knowledge i
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Michel Grundstein share. However <s
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6. Conclusions and perspectives Mic
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Intellectual Property Valuation Dec
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Hezlin Harris et al. (Burrone and S
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Hezlin Harris et al. The need for s
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Acknowledgements Hezlin Harris et a
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Managing an Assessment Process <str
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Table 1: List of N
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Shaheed Hartley Table 3: OEQ respon
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Shaheed Hartley It is very difficul
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A Community Framework for Knowledge
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Igor Hawryszkiewycz between communi
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Figure 4: Modeling knowledge subsys
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Igor Hawryszkiewycz Prahalad, C.K.,
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Eli Hustad and Aurilla Aurelie Bech
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Does Knowledge Stickiness Affect a
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Nurul Indarti knowledge (Nelson and
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3. Research methods 3.1 Research in
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Coded knowledge Nurul Indarti The f
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Nurul Indarti Arrow, K. J. (1969).
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Organizational Learning in Pr<stron
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Brigita Janiunaite et al. learn and
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Brigita Janiunaite et al. given dif
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Brigita Janiunaite et al. empowered
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Brigita Janiunaite et al. A statist
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Brigita Janiunaite et al. learning
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Balancing the Ince
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Giedrius Jucevičius safeguard and
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Giedrius Jucevičius nature <strong
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Giedrius Jucevičius motivating fac
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Giedrius Jucevičius Ghosh, T. (200
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Palmira Juceviciene and Vyda Mozuri
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Robertas Jucevicius relations shoul
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Page 323 and 324: Managing Information Overload - Tea
Page 325 and 326: Harri Ketamo conceptual structure a
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Page 341 and 342: Developing Human Capital through Ne
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Page 349 and 350: Sophie Le Bellu and Benoit Le Blanc
Page 353 and 354: Results Sophie Le Bellu and Benoit
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Page 367 and 368: 2. Literature review Ya-Hui Ling 2.
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Page 375 and 376: Maksim Maksimovic et al paper prese
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Page 389 and 390: Helen Mitchell and Dennis Viehland
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Page 403 and 404: Mohd Zali Mohd Nor et al. KQ8 provi
Page 405 and 406: Maria Cristina Morariu economy and
Page 407 and 408: Table 1: Literature review summary
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4.2 Correlation analysis Maria Cris
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4.3 Regression analysis Maria Crist
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Table 13: Regression analysis_M6 Mo
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The Arrival of <st
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Bertrand Pauget and Ahmed Dammak Mo
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Bertrand Pauget and Ahmed Dammak no
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Bertrand Pauget and Ahmed Dammak th
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Bertrand Pauget and Ahmed Dammak Sa
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Wannapa Pipattanawong et al. cannot
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Wannapa Pipattanawong et al. 3.2 Do
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Wannapa Pipattanawong et al. Moreov
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The Dark Side of S
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Siwarit Pongsakornrungsilp vans, ro
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Siwarit Pongsakornrungsilp Kreng Ja
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Siwarit Pongsakornrungsilp Lave, J.
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