146 10 3494 https://omeka.ibu.edu.ba/files/original/837ee7ba8524552cc47c30a81ccd37ff.pdf fd1278d02233437664771934e94dee9c Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Journal of Natural Sciences and Engineering Identifier An unambiguous reference to the resource within a given context 2637-2835 DOI Digital object identifier 10.14706 Publisher An entity responsible for making the resource available International Burch University Description An account of the resource Journal of Natural Sciences and Engineering (JONSAE) is a peer-reviewed, biannually published international journal focusing on empirical and theoretical research in all branches of Engineering and Natural Sciences. It is published on the behalf of Faculty of Engineering and Natural Sciences of International Burch University and aims to provide the best content regarding by publishing original research papers, review articles, special issues, feature articles, and book reviews. All manuscript submissions are subject to initial appraisal by the Editor, and, if found suitable for further consideration, to peer review by independent, anonymous referees. All peer review is double-blind and submission is online. The journal welcomes theoretical, applied, interdisciplinary and methodological work, with preference on empirical research, critical approach and problem-solving methods in manuscripts. Language A language of the resource English Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource INFLUENCE OF THE DISTRIBUTED GENERATION ON THE POWER QUALITY IN DISTRIBUTION NETWORK Author Author Alma Halilović, Lejla Mujanović, Jasna Hivziefendić Abstract A summary of the resource. The aim of this paper is to present and discuss the influence of distributed generation on power quality. Nowadays, interest in power quality has increased since it has become a very important issue in power system delivery. One of the major problems of ensuring a certain level of power quality are harmonics. The aim of this project is to investigate an impact of photovoltaic (PV) on harmonic voltage distortion (HD) in real MV distribution network. Different scenarios will be implemented where solar power plant is going to be modelled with high variability of load and generation to see their effects on the systems power quality (PQ). Those scenarios are when PV is disconnected from the grid and PVs are connected with 2 different powers. Results presented below showed that PV improves power quality of the system, because their inverters are source of harmonics and they increase HD. However, that impact is not very significant and harmonic limits are not violated. A load flow analysis is done for the model of test system 110/35/10kV in which a distributed generator is added, that is on-grid or off-grid. The network modelling and simulation is done in DIgSILENT PowerFactory software. Keywords Keywords. DIgSILENT, power system harmonics, PVs, power quality, harmonic distortion. Identifier An unambiguous reference to the resource within a given context 2637-2835 DOI Digital object identifier 10.14706/JONSAE2021322 https://omeka.ibu.edu.ba/files/original/0f1b471d8c4c70e40cc78f7ca2b5ee17.docx 2c2fcc0a9cdc5ea9ba52d185e40bb09c https://omeka.ibu.edu.ba/files/original/ade54869ce737378686302a69b602b6f.pdf 3efdbda41bfb56817afeb0a814a75cc6 PDF Text Text Informal Economy in Albania RexhepDokja Epoka University Albania rdokja@epoka.edu.al Abstract:There have been made many studies about informal economy, and different reasons and causes have been related with it. Many activities are considered as shadow or informal, but for some of them have been excluded by some researcher. A clear definition of informal economy is not found. This paper studies what is informal economy, what is included and excluded from it, reasons and causes that make it happen, its effects in the economy in general and to the society. Then the informal economy in Albania is studied. What have been the factors of a so developed informal economy in Albania, what are its effects to the Albanian economy and society, estimates of shadow economy are given in relation to the GDP for Albania and some other Balkan countries. Recommendations of what must be done in Albania to decrease the informal economy are given. Keywords:Informal economy, Albania, corruption, taxes. 103 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 2561 Title A name given to the resource Informal Economy in Albania Author Author DOKJA, Rexhep Abstract A summary of the resource. There have been made many studies about informal economy, and different reasons and causes have been related with it. Many activities are considered as shadow or informal, but for some of them have been excluded by some researcher. A clear definition of informal economy is not found. This paper studies what is informal economy, what is included and excluded from it, reasons and causes that make it happen, its effects in the economy in general and to the society. Then the informal economy in Albania is studied. What have been the factors of a so developed informal economy in Albania, what are its effects to the Albanian economy and society, estimates of shadow economy are given in relation to the GDP for Albania and some other Balkan countries. Recommendations of what must be done in Albania to decrease the informal economy are given. Keywords:Informal economy, Albania, corruption, taxes. Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2014-04-24 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 2303-4564 H Social Sciences (General) https://omeka.ibu.edu.ba/files/original/94e40d09081c5c993c3a6d470c86baa4.pdf a2cafbba34fe7e7c76bafc933bb28d48 PDF Text Text ����������          �            �   ��               ����������         �                  �   � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 3297 Title A name given to the resource Information overload effect in housing loans to consumers Author Author Vilašević, Mujo Abstract A summary of the resource. This paper analyses one of the basic consumer's rights in the Union – the right to be informed, and in the context of the new regulation on housing loans – Directive 2014/17. With its content, Directive 2014/17 regulates key issues of housing (mortgage) lending, and in particular: the consumer's right to be informed, credit risk management, foreign currency lending and uniform rules of calculating the effective interest rate. As a light motive of the Directive, the consumer's right to be informed is pointed out in different stages of the credit relations. At the same time, critics of the Directive are in particular focused on the so-called information overload effect. To that extent, this paper seeks to examine the consequences of the „too-informed“ consumers, and risk in decision-making in credit relations based on the quantity of information provided. Using normative method, the author tries to show the consumer the right to be informed in a broader sense: analyzing the contribution to the consumers protection - as users of housing loans, as well as the possibility of negative impact of extremely broad spectrum of information that is presented to the consumers in terms of Directive 2014/17. The final part of the work shows the possible parallels with the regulations on the protection of consumers of financial services in the B&H entities. Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2016-04-15 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 2303-5706 K Law (General) https://omeka.ibu.edu.ba/files/original/1468f9b7017909888a8c16b289e986a9.docx 5d7699c6d97497e71e4e8b6dc758cadc https://omeka.ibu.edu.ba/files/original/4ed41de58529b1fc1eb497119f9263b6.pdf 38d075a19b048bd6a4017152b2c00e35 PDF Text Text Information Passing in Polycode Advertising Texts Elena Kulikova Lobachevsky State University of Nizhni Novgorod/ Russia Key words: polycode advertising text, precedential phenomena ABSTRACT The perception of a text, as a coherent unit made up of elements of different semiotic systems, is influenced by verbal and non-verbal elements. Linguists use different terms to name such a combination: creolized text, polycode text etc. A polycode text is interpreted as a complex textual formation in which verbal and nonverbal elements constitute a single whole in visual, structural, semantic and functional aspects, and which is aimed at a complex influence on recipients. The paper’s objective is to examine precedential phenomena functioning in polycode advertising texts and to show that the organic interaction between precedential phenomena and visual components is used in advertizing texts as a means of enhancing a pragmatic effect on an audience. Precedential phenomena are phenomena that are important to an individual in cognitive and emotional aspects, have an over individual character, i.e. also well-known to a broad circle of this individual, repeatedly used in this individual discourse. The range of precedential phenomena used in print advertisements is wide. They are precedential phrases (quotations, set expressions, lines from well-known songs etc.) and names that are verbal phenomena, and also precedential texts and situations that belong to phenomena which can be verbalized by means of symbols presented by precedential names and phrases. We examined two transformation types of precedential phenomena: semantic (double actualization) and structuralsemantic (insert, component substitution, contamination, role inversion). Under the study of these types, semantic transformations proved to be more powerful than structural-semantic in accordance with their emotional, cognitive and pragmatic aspects. Non-verbal components are especially important when recipients are not able to form a clear picture of goods in their minds on the basis of verbal components. Thus, through a combination of verbal and nonverbal codes during information passing a key advertising idea begins to "work", contributing to the promotion of goods and services in the market, expanding audiences. � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 2065 Title A name given to the resource Information Passing in Polycode Advertising Texts Author Author KULIKOVA, Elena Abstract A summary of the resource. Key words: polycode advertising text, precedential phenomena ABSTRACT The perception of a text, as a coherent unit made up of elements of different semiotic systems, is influenced by verbal and non-verbal elements. Linguists use different terms to name such a combination: creolized text, polycode text etc. A polycode text is interpreted as a complex textual formation in which verbal and nonverbal elements constitute a single whole in visual, structural, semantic and functional aspects, and which is aimed at a complex influence on recipients. The paper’s objective is to examine precedential phenomena functioning in polycode advertising texts and to show that the organic interaction between precedential phenomena and visual components is used in advertizing texts as a means of enhancing a pragmatic effect on an audience. Precedential phenomena are phenomena that are important to an individual in cognitive and emotional aspects, have an over individual character, i.e. also well-known to a broad circle of this individual, repeatedly used in this individual discourse. The range of precedential phenomena used in print advertisements is wide. They are precedential phrases (quotations, set expressions, lines from well-known songs etc.) and names that are verbal phenomena, and also precedential texts and situations that belong to phenomena which can be verbalized by means of symbols presented by precedential names and phrases. We examined two transformation types of precedential phenomena: semantic (double actualization) and structural-semantic (insert, component substitution, contamination, role inversion). Under the study of these types, semantic transformations proved to be more powerful than structural-semantic in accordance with their emotional, cognitive and pragmatic aspects. Non-verbal components are especially important when recipients are not able to form a clear picture of goods in their minds on the basis of verbal components. Thus, through a combination of verbal and nonverbal codes during information passing a key advertising idea begins to "work", contributing to the promotion of goods and services in the market, expanding audiences. Publisher An entity responsible for making the resource available IBU Publishing Date A point or period of time associated with an event in the lifecycle of the resource 2013-05-03 Keywords Keywords. Article PeerReviewed https://omeka.ibu.edu.ba/files/original/f2fe7df16b0f712028c92185916866d1.pdf c5e512bce096a28bf1a64eba286ac3f2 PDF Text Text �����������������������������������        �            �            �       � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 3291 Title A name given to the resource Information Requirements as a Mechanism of Protection of Financial Services Users - Advantages and Limitations Author Author Petrović, Anita Abstract A summary of the resource. This paper analyzes the information obligations as one of the instruments of consumer protection created in European consumer law. As a result of the fulfullment obligation of approximation of laws with ascquis, this instrument takes a important place in the new Act on the Protection of Financial Services Users in Fedaration Bosnia and Herzegovina. Directive 2008/48/EC on cosumer credit agreements is based on the information approach, which assumes that only the informed consumer can make an informed choice and make responsible financial decisions. This approach follows the domestic legislature in terms of a comprehensive, standardized and highly detailed regulation of obligations to inform users at the pre-contractual stage and once the contract has been concluded. The purpose of this instrument is to empower financial services user, to fill the information gap and make him more equl to counterparty, because of intangibile nature of financial service everithing that consumer has is information. But other than that this instrument has a broader role and that is to preserve stability of financial sector as it enables the implementation of the principles of responsible borrowing and preventing over-indebtedness. The aim of this paper is to critically examine the provisions of the Act on the Protection of Financial Services Users, which regulates the obligation to inform, and consequently point to the advantages and disadvantages of new solutions in view of the financial literacy problem faced by a large number of users. Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2016-04-15 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 2303-5706 K Law (General) https://omeka.ibu.edu.ba/files/original/9dc28d4344e910882b65781aaa222425.pdf 74f3c726ee4fc27378ca55a6a7f16ec8 PDF Text Text 1st International Syposium on Sustainable Development, June 9-10 2009, Sarajevo Information Security for Sustainable Development Halit Vural International Burch University Faculty of Engineering and Information Technologies Sarajevo, Bosnia and Herzegovina hvural@ibu.edu.ba Nejdet Dogru International Burch University Faculty of Engineering and Information Technologies Sarajevo, Bosnia and Herzegovina ndogru@ibu.edu.ba Abdulhamit Subasi International University of Sarajevo Sarajevo, Bosnia and Herzegovina asubasi@ius.edu.ba Abstract: With the advent of electronic commerce (e-commerce), business became dependent on information systems in a new manner. Consequently information security turned out to be more and more important for data-protection. In opposed to previous systems, the changing requirements for security must be solely filled by new policies and risk analysis. Security requirements can be defined with the help of investigations in the business environment. Mobile commerce (m-commerce) is a rising discipline which includes applications, mobile devices and wireless networks. Besides the majority of existing ecommerce applications can be adapted to run in a wireless environment. M-commerce also involves many more new applications such as, mobile financial services, user and location specific mobile advertising, mobile inventory management. Therefore, most of the mcommerce research should focus on applications, and security issues. To supply these demands, we need to understand the necessary security requirements for every kind of implementation. The aim of this work is to describe an approach for the importance of the information security for sustainable development. Keywords: Information Security, e-commerce, m-commerce, e-government, wireless networks, Sustainable Development, survivability. 1. Introduction In recent years, lots of organizations have become deeply dependent on information processing systems. The concluding stage of dependence was reached with the development of e-commerce (Zuccato 2004). This dependency has generated a need for protecting computer systems by means of information systems security. Security requirements ought to be used to describe what kind of security level an information system needs (Gerber 2000).Integrating sustainabilityinto development of business,investmentisthe main strategy of current governmental issues. New government guidelines require that the regions combine the advancing together strategy into a single integrated regional framework. That requires information systems to be used widely. Organizations have been benefiting from information processing systems becoming more and more dependent on it with the introduction of e-commerce in last few years. The use of information technologies has raised the demand for protection of organization's data and business. Therefore,information system security has become an essential part of electronic environmentlike e-education, e-government,e-commerce etc. The aim of advances in Information technologiesisto improve life standards, share information, make socialrelationships stronger, and help organizations remain competitive inthe electronic environment (Zuccato 2004). E-government is one of areas which information system security has an enormous importance. E-government uses information technologies in public administration to help citizens access to governmentalinformation, citizen services, businesses and government agencies. It always need to be improved to provide better services and easier ways for participating in democratic institutions and processes like voting. Therefore, information security becomes main responsibility for e-government where security properties of 360 �1st International Syposium on Sustainable Development, June 9-10 2009, Sarajevo availability, confidentiality,integrity, accountability and information assurance must be fulfilled (Joshi 2001). A successful and secure e- government will earn confidence and trust of all users (citizens, businesses, organizations, government). Although it is getting easier to develop online government implementations, security issues are getting bigger with the increasing citizen mobility. By enabling government services to be accessible anytime anywhere is also another challenge to avoid intrudersto damage or exploitthe system (Dridi 2001). E-com merce is another area where financial information is exchanged and should be protected. There are notable advances on development of e-commerce applications. Most of the e-comm erce applications have being modified to be used in mobile environment. Mobile-commerce (m-commerce) also initiated new researches on mobile applications, devices, and middleware and wireless networks. New applications have been created to be used only in mobile environment (Varshney 2002). Some of mobile commerce applications are mobile advertising, mobile inventory management, product locating, mobile shopping, mobile auction, and wireless data center (Varshney 2002). The aim of this work is to describe an approach for the importance of the information security for sustainable development. Our main approach is to emphasize security requirements for e-commerce, mcommerce, e-government and e-banking (Mallov 2002). 2. The Need for a Secure Information System An important issue in information systems is dependability and security. Organizations need secure transmission of a document between two parties over network. For wide area networks,such as Internet,flow of private data has a considerable risk to be stolen. That risk affects the trust on information systems. Business organizations need a secure framework to enlargetheirinvestments. And governmentlay itsapplications on trust of the security of citizens’information. Development of every organization is dependent on information security. Security of system for businessis not onlyto enablethem to take advantage of new market opportunities but also to protect their assets. They need to develop confidence and trust in the electronic world to continue their activities worldwide. Security concerns can be divided into concerns about access control, and concerns about information and transaction security. These schemes arethe basis of several electronic payment and procurement systems, as presented in the following sections. 2.1. E-Com merce Applications E-com merce server provides sell-side (auction, catalogue), buy-side (catalogue, bid), customer service (customer management, collaboration, and so on), security (access control and authorization), and integration (application middleware) functionality components. Various types of applications and technological devices were developed to support those activities. One of the devices to store digital signatures, fingerprints etc. is smartcards. Smartcards can be programmed to work on multiple applications. They have additional built-in computing capability. Besides, there are supporting systems for transmission of data between two parties. Secured Socket Layer (SSL) is a protocol that handles authentication and encryption for Internet message transmission. The protocol is built into web browsers and operating systems that enables the use of Internet shopping, Internet banking and vice versa. For credit card payments over the Internet, another protocol as Secured Electronic Transaction (SET) is widely used. That protocol uses digital certificates to authenticate transactions. Cybercash is another scheme that ties customer to a particular machine containing wallet and proprietary software. The payment method can be creditcard, digitalcoins or direct debit. Creditcards are useful with secure communications technologies such as SSL. And the smart card readers will accelerate their use on the Internet. For business-to-business (B2B) e-commerce electronic coins and electronic cheques need to be promoted. Another key issue to consideris how to maintain financialtransaction records for all partiesinvolved in electronic payments. The issues related to present and future payment methods are complex and itis stilltoo early to know how business willaccept and adaptto new electronic payment methods (Greenfield 2000). 2.2. M-com merce Applications M-com merce is a rising discipline involving applications, mobile devices, middleware, and wireless networks. Most of existing e-commerce applications can be adapted to run in wireless environment. Contrary to e-commerce applications that generally run on fixed network infrastructure, m-commerce applications may not getsuch dependabilityfrom the existing wirelessinfrastructure. The m-com merce applications consist of mobile financial applications, mobile inventory management, shopping, mobile auction, and wireless data centre (Varshney 2002). If we look into a basic m-com merce transaction and discuss how different m-com merce 361 �1st International Syposium on Sustainable Development, June 9-10 2009, Sarajevo transactions may be affected by different security vulnerabilities. In addition to security issues related to ecommerce,there are more security concerns related to m-com merce applications (Alisha 2002). 2.3. E-Government Applications A rapid technological evolution is seen in governmental applications. Therefore thatrapid change is not a problem free. E-government is the use of IT in public administration and services for citizens, business companies, and governmental agencies. Security of information systems used is the main concern of that applications. The system has to fulfil the fundamental security properties such as availability, confidentiality, integrity, and accountability and information assurance (Joshi 2001). Thus, a new framework foridentifying and organizing the security requirementsthose are common to allinformation systems that have been utilized forthe development of an integrated on-line e-government platform, are required (Lambrinoudakis 2003). 2.4. E-Learning Applications In addition to the development, management and offering of on-line courses, the system supports administrative tasks like registration, payments, certification, etc. During the system setup phase,itis expected to ensure that the system must specify the access privileges for all types of users. During the authentication phase, the suitable mechanisms must be engaged for authenticating the identification of all registered users. During the offering the service phase,the integrity and confidentiality ofthe material provided to and submitted by the students must be ensured. In addition, the proof of origin, submission, delivery and receipt, whenever transactions between students and trainers occur, must be maintained. Moreover,alogging mechanism should be utilized (Lambrinoudakis 2003). 2.5. E-Voting Applications E-voting supportsthetransmission of a number oftypes of election proceduresthrough the Internet. All eligible voters can thus participate in the election. The authentication of voter and election organiser identification is a requirement prior to any type of relations of the user with the system. Even though state officials, will generally be trusted,they must be authenticated before accessing the system and alltheir actions must be logged. During offering the service phasein which eligible voter can select a ballot and cast her/his vote, there are plentiful essential security requirements (Ikonomopoulos 2002). Some indicative ones are anonymity, confidentiality, integrity, no one can vote twice, etc. The last system phase which refers to the storage of the ballots cast and the calculation of the election tally should be available only after the election process has finished and its aim is to validate votes and determine the total number of votes each candidate has received. Throughout tallying the integrity must be ensured such that the participation and active involvement of party representatives, while logging of all actions is necessary. Afterthe tallying process the votes and other relevant evidence must be stored in a secure way. As a result security issue is also important for e-voting applications (Lambrinoudakis 2003). 3. Security technology for Sustainable Development As we discussed inthe previous section, security must be considered carefully when designing Internetbased systems. Any application must have a security policy, appropriate security mechanisms forits application area and monitoring and auditing mechanisms to examine the system in a secure functionality. Security concerns can be divided into two categories: concerns about access control, and concerns about information and transaction security. Access control mechanisms such as passwords, encrypted smart cards, biometrics and firewalls certify that only legitimate users and applications get access to information resources such as user accounts, files and databases. Information and transaction security schemes such as secret key encryption and public key encryption are used to ensure the privacy, integrity and confidentiality of business transactions and messages. This design isthe foundation of numerous electronic payment systems. Different number of practical measures improves security concerns. Firewalls and proxy servers can block undesirable attempt to access the internal systems. Strong authentication mechanisms supply system access only to legitimate users. Access control mechanisms grant users rights to access only the resources and applications they need to do their work. Careful planning and administration of a secure network can diminish the risks of attacks.Defending againstthe unfamiliar attacks is not possible, butthe risk can be mitigated with good system design (Greenfield 2000). Cryptography isthe mostimportanttechnique which transforms digitalinformation from one format to another based on the value of a number, known as the encryption key. The encryption process is a scrambled 362 �1st International Syposium on Sustainable Development, June 9-10 2009, Sarajevo version of the message that the recipient can then decrypt, by using either the original key (symmetric encryption) or a different, but related, key (asymmetric encryption). The latter one is known as public key cryptography,relating a pair of keys, one private and one public.Information encrypted using the public key can only be retrieved using the corresponding private key. Furthermore, public and private keys can be used to create and verify “digital signatures”. Digital signature is appended to messages to authenticate the message and the sender. In an internet application, a robust public key infrastructure (PKI) is needed to make possible secured and trusted transactions. As a result, this will provide information security framework for sustainable development to generate, store and manage keys and digital certificates, security policies for cryptographic systems used (Greenfield 2000). 4. Conclusions It has turn out to be obvious that security on the Internet is indeed inadequate for sustainable development.Inthis paper, we presented variousinformation security requirementsfor sustainable development. In particular, we discussed the dependability of infrastructure for different e-applications. Due to the open and unconstrained nature of the Internet, staying ahead of hackers is becoming harder if not impossible. If the Internetisto actually be successful as a medium for e-applications,the security-relatedissues must be addressed. Even if variety oftechniques have been discussed to present protection and increase security on the Internet,the techniques are ad hoc fixes and resolve only a small portion of a wide spectrum of Internetsecurity problems. In addition, many ofthese fixes can be subvertedthrough security holesin other system programs. A solution to the security problem may liein a result of currenttechniques, butthis may lead to downgrading of quality of service. Conceivably a change in the approaches -applications are written- and in the structure of the Internet are required. References Dridi, F. & Pernul, G. & Unger, V. (2001). Security for the electronic government. Proceedings of the European Conference on E-Government, Trinity College, Dublin, Ireland September. Gerber M & von Solms R. (2000). From risk analysis to security requirements. Comput Secur;20(7):577e84. Greenfield, Paul & Maheshwari, Piyush & Brebner, Paul & Gorton, Ian. (2000). E-commerce security. Australian National Electronic Authentication Council (NEAC) report. August 2000. Ikonomopoulos, S. & Lambrinoudakis, C. & Gritzalis, D. & Kokolakis, S. & Vassiliou, K.. (2002) Functional requirements for a secure electronic voting system. Proceedings of the IFIP TC11 17th International Conference on Information Security, Egypt, Cairo (2002) 507–520. http://www.sciencedirect.com/science?_ob=MImg&_imagekey=B6TYP-483442H-3-C&_cdi=5... Joshi, J. & Ghafoor, A. & Aref, W.G. & Spafford, E.H. (2001)., Digital Government Security Infrastructure Design Challenges. IEEEComputer34(2). Lambrinoudakis, C. & Gritzalis, S. & Dridi, F. & Pernul, G. (2003). Security Requirements For e-Government Services: A Methodological Approach For Developing A Common PKI-Based Security Policy. Computer Communications, Vol. 26, No. 16, pp. 1873-1883, Elsevier Malloy, Alisha D. & Varshney, Upkar & Snow, Andrew P. (2002). Supporting mobile commerce applications using dependable wireless networks, Mobile Networks and Applications. v.7 n.3, p.225-234, June 2002 Varshney, U. & Vetter, R.. (2002). Mobile commerce: Framework, applications and networking support. Mobile Networks and Applications 7 185–198. Zuccato, Albin. (2004). Holistic Security Requirement Engineering For Electronic Commerce. Computers & Security 23(1): 63-76. 363 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 506 Title A name given to the resource Information Security for Sustainable Development Author Author Vural, Halit Dogru, Nejdet Subasi, Abdulhamit Abstract A summary of the resource. With the advent of electronic commerce (e-commerce), business became dependent on information systems in a new manner. Consequently information security turned out to be more and more important for data-protection. In opposed to previous systems, the changing requirements for security must be solely filled by new policies and risk analysis. Security requirements can be defined with the help of investigations in the business environment. Mobile commerce (m-commerce) is a rising discipline which includes applications, mobile devices and wireless networks. Besides the majority of existing ecommerce applications can be adapted to run in a wireless environment. M-commerce also involves many more new applications such as, mobile financial services, user and location specific mobile advertising, mobile inventory management. Therefore, most of the mcommerce research should focus on applications, and security issues. To supply these demands, we need to understand the necessary security requirements for every kind of implementation. The aim of this work is to describe an approach for the importance of the information security for sustainable development. Date A point or period of time associated with an event in the lifecycle of the resource 2009-06 Keywords Keywords. Conference or Workshop Item PeerReviewed Q Science (General) https://omeka.ibu.edu.ba/files/original/c416346805aa8912c169eb35ebba6aeb.pdf 9e5455efb95dff2251b42ca87959c0e4 PDF Text Text 1st International Syposium on Sustainable Development, June 9-10 2009, Sarajevo Information Sources for Farmers Growing Pulses in Turkey Oral Düzdemir Faculty of Agriculture, Department of Field Crops Gaziosmanpasa University Tokat, TURKEY orald@gop.edu.tr M urat Sayılı Faculty of Agriculture, Department of Agricultural Economics, Gaziosmanpasa University Tokat, TURKEY muratsayili@yahoo.com Hasan Akca Faculty of Agriculture, Department of Agricultural Economics Gaziosmanpasa University Tokat, TURKEY akcahasan@yahoo.com Abstract: Literature review shows that articles focusing on information sources used by farmers growing pulses are limited. Although farmers lack technical knowledge related to cultivation of pulses, they do not benefit from extension staff at enough level. Therefore, they face difficulties while growing pulses. The aim of this study is to determine information sources (printed & unprinted material, universities, extension staff, media, private input sellers, chamber of agriculture, neighbour farms, etc) used by farmers growing pulses in Tokat province of Turkey. Data were collected from 142 farms via survey. Research findings showed that farmers growing pulses contact with agents selling seed for green bean, private agrochemical sellers and other farmers in the region. On the other hand, they get information at weal level from research institute, agricultural faculty, agro-based industry, printed material, and media. Keywords: Pulses, information sources, Turkey Introduction Pulses are one of the most important crop groups that have been cultivated by human beings since the firstages of history. Turkey is a homeland for many varieties of pulses. They have been cultivated and consumed in large quantities in Turkey for many years. The major varieties of pulses grown in Turkey are lentils, chickpeas, white beans, red beans and broad beans which are used for human nutrition, and vetches (Akova, 2006). Turkey is one of the main pulses producers in the world. In 2007, production area, production amount and yield of chick pea in Turkey were 503 675 ha, 505 366 tons, and 1 010 kg ha-1,respectively. The figures for dry bean were 109 250 ha, 154 243 tons, 1 410 kg ha-1, respectively. In the same year, production amount was 519 968 tons for fresh bean, and 58 710 tons for kidney bean (FAO 2009). Material and Methods Primary data were used in the study. Data were collected from 72 farms growing bean and 70 farms growing chickpea via survey in Tokat province of Turkey. The method of simple random sampling was used to determine farms to be surveyed (Dixon & Massey 1969): 114 �1st International Syposium on Sustainable Development, June 9-10 2009, Sarajevo n= N .S 2 .t 2 (N − 1).E 2 + S 2 .t 2 W here, n is sample size, N is number of farm in the population, S is standard deviation,tistable value (1.86) at 95% significance level and 10% error, E is error. Questionnaire was carried outin October 2006. Research and Findings Agricultural information covers all published or unpublished knowledge in all aspects of agriculture (Agbamu 2006).Information is basicingredientforincreased agricultural production and productivity. Access to the rightinformation atthe righttime inthe rightformat and from the right source may shiftthe balance between success and failure of the farmer (Opara, 2008). Access to adequate information is very essential to increased agricultural productivity (Mgbada 2006, Ofuoku et al. 2008). Benefiting from information sources can be changed depending on educationallevel of farmers.In developed countries,farmers contact with university and research institute actively. On the other hand, in developing and less developed countries farmers have not understood importance ofthese organisations at desired level. This situation can be changed in different parts of the same country. Information sources used by pulse growers in Tokat province of Turkey are shown in Fig.1. In order to understand the subject,information sources were classified in three levels because benefiting level of farmers from information sources is different. In the research area, farmers growing pulses get information generally from private agents selling agrochemicals, other farmers (friends, neighbours, etc)in the region, and seed agents for green bean. There is a knowledge share between farmers and four actors (governmental extension staff, chamber of agriculture,export-import unions, and chickpea seed sellers) at medium level.It was determined that growers of pulses do not contact with research institute, agricultural faculty, agro-based industry, printed material (books, journals,leaflets) and media (TV, Radio, etc). This situation reflects only the idea of farmers growing pulses in the research area. Different results can be derived from other parts of Turkey. Medium Level-Information Source * Governmental Extension Staff * Chamber of Agriculture * Export-Import Unions * Seed Agents (chickpea) W eak Level-Information Source * Research Institute * Faculty of Agriculture-University * TV, Radio, Newspaper * Agro-based Industry * Books, Journals, Leaflets Strong Level-Information Source * Private Agrochemical Agents * Friends, Relatives, Neighbour * Seed Agents (green bean) FAR MERS 115 �1st International Syposium on Sustainable Development, June 9-10 2009, Sarajevo Figure 1: Information sources which pulses growers use Research findings showed that farmers growing pulses get information about agrochemical usage especially from private sellers (bean growers: 69.45%, chickpea growers: 78.57%) while buying pesticides. At the same time, farmers believe that they have enough experience in the subject of fertiliser use in both bean (76.39%) and chickpea (77.14%) growing. In the subject of pesticide usage, they always contact with private agrochemical agents while buying pesticides (Tab. 1). Yes, always No, I have enough experience Sometimes, when I need Total Pesticides Bean (irrigated) 69.45 8.33 22.22 100.00 Chickpea (non-irrigated) 78.57 12.86 8.57 100.00 Fertilizer Bean (irrigated) 4.17 76.39 19.44 100.00 Chickpea (non-irrigated) 18.57 77.14 4.29 100.00 Table 1: Whether farmers getinformation how to use agrochemicals or not while buying them from agents? (%) Conclusion and Recommendation To produce more quality, quantity and profitable pulses following recommendations can be advice to farmers: • Growers should getinformation from extension staffinstead of advice of neighbour farmers. • Farmers growing pulses should benefitfrom academic staff working at agricultural faculty established inthe region more than today. • Education level of farmers should be increased viatheoreticaland applied agriculturaltraining activity. • Farmers should contact with different actors at desired level. References Agbamu, J.U. (2006). Essentials of agricultural communication in Nigeria, Lagos: Malthouse Press Ltd. Akova, Y. (2006). Pulses (www.ctacc.org/new/images/files/pulses.pdf). Dixon, W.J., & Massey, F.J. (1969). Introduction to Statistical Analysis. Kogakasha: McGraw-Hill Book Company. FAO (2009). Statistical database (www.fao.org). Jones, D.E. (1990). Sources of agricultural information. Library Trends, 38 (3), 498-516. Ofuoku, A.U., Emah, G.N, & Itedjere, B.E. (2008). Information utilisation among rural fish farmers in central agricultural zone of Delta State, Nigeria. World Journal of Agricultural Sciences, 4 (5), 558-564. Opara, U.N. (2008). Agricultural information sources used by farmers in Imo State, Nigeria. Information Development, 24 (4), 289-295. 116 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 490 Title A name given to the resource Information Sources for Farmers Growing Pulses in Turkey Author Author Düzdemir, Oral Sayılı, Murat Akca, Hasan Abstract A summary of the resource. Literature review shows that articles focusing on information sources used by farmers growing pulses are limited. Although farmers lack technical knowledge related to cultivation of pulses, they do not benefit from extension staff at enough level. Therefore, they face difficulties while growing pulses. The aim of this study is to determine information sources (printed & unprinted material, universities, extension staff, media, private input sellers, chamber of agriculture, neighbour farms, etc) used by farmers growing pulses in Tokat province of Turkey. Data were collected from 142 farms via survey. Research findings showed that farmers growing pulses contact with agents selling seed for green bean, private agrochemical sellers and other farmers in the region. On the other hand, they get information at weal level from research institute, agricultural faculty, agro-based industry, printed material, and media. Date A point or period of time associated with an event in the lifecycle of the resource 2009-06 Keywords Keywords. Conference or Workshop Item PeerReviewed Q Science (General) https://omeka.ibu.edu.ba/files/original/b348c1097f3d13fb70cb60570faf7298.pdf d17440350b9bc2be19b8bd938372aa90 PDF Text Text 8 International Conference on Econmic and Social Studies - ICESoS’15 Information Systems at the Airport Amila Jašari Department of Information Technology Faculty of Engineering and Information Technologies Sarajevo, Bosnia and Herzegovina j.amilla@hotmail.com ABSTRACT Air traffic is a dynamic activity which trends partly depend on the general economy of the society. A phenomenon that is being researched as part of master’s thesis are information systems. The research problem (which is always wider than the object of research) are information systems in business in general, while the subject of research are information systems at airports in Sarajevo and Mostar. The established subject of research involves the processing of information systems, with a particular aspect of information systems at the airport. The research results will show the development of information systems at the airport in Sarajevo and Mostar. The research results will also show how the information systems at the airport in Sarajevo and Mostar are aligned with modern technology development. Keywords: RAD, information system, EDS, information technology 1. Introduction The organizational structure of the traditional airline has for decades been functional. The functional model will continue to be a good solution for those airlines that for most functions use outsourcing (catering, maintenance, etc.). Generally they do not use modern information systems, they provide a limited number of customer service and so on. Usually these are minor or so called low cost airline. The impact of information technology, the focus on passengers, increased competition, require more flexible business processes, faster response to requests from passengers, service differentiation over the competition, faster business decisions at all levels of management and so on. In order to meet these changes, airlines are adopting new organizational models in which there are separate business units that have more authority in decision-making and responsibility for their own profitability, but with a strong link between them. 2. Information Technology and Information Systems The information system in the simplest way could be defined as a system that handles information in order to meet the information needs of the organization. By similar reasoning we get one of the classic definition of an information system: „The information system is a set of interrelated components that work together on collecting, processing, storing and distributing information to support decision making and control in an organization“. Although today’s computer-based information systems is almost the rule, we must understand that the information system is not necessarily computerized. Organizations have a need and ways to handle information and before they invented machines to automate the processing of data and information. And today, the term information system almost automatically is associated with computers and other (mostly electronic) machines for the processing and transmission of data. However, we will not and may not equate information systems of organization and information technology on which it is based largely. Information system is a socio-technical system consisting of mutually coupled technological and sociological components that serve a common purpose. This setting is very important. It essentially determines the approach which should be in the areas and the development and use of information systems. People who use an information system called are called users: users of IS are individuals or groups who have the task of providing input or receiving output from the information system (Laudon and Laudon, 1984). �Reginal Economic Development - Business Perspectives 9 Generally speaking, the three activities of the IS organization is to produce the information needed for decision making, control activities, analyze problems and create new products and services. These activities are: input, processing and output.Input collects raw data from inside the organization or environment. Processing converts the raw inputs into form with meaning. Output data is presented and thus transmit certain information to users of the information system.Information systems also require feedback, output that returns the appropriate members of the organization to help them evaluate or correct certain phase inputs. Computer-based information systems rely on computer hardware, software and technology for the processing and dissemination of information.Computer programs or software are sets of operational instructions that direct and control the computer processing. Knowledge of computers and computer programs is important in designing solutions to organizational problems, but computers are only one part of the IS. 2.1. The development of information systems Standardization of models on which to build an information system is an important issue. Use of standardized development methods, techniques and tools is introduced in the development process, structuring it and thus makes it more susceptible to control and more efficient. But standardization on the other hand can produce too “harsh” understanding of the methodology by which the parts of the system being developed. Structured, traditional methods and models for the development of information systems often suffer from these ills. This is one of the important issues for managers who lead the development process. To find the answer to it, successful managers are finding a good balance between these two extremes. In connection with the use of traditional, structured methods of information system development, there are several essential problems, of which the most important are poor treatment of uncertainty and complexity. Although it is only in the last ten years it felt an urgent need for change in this field, the awareness of the existence of these problems existed since the seventies of the 20th century. Just because a long time ago there are approaches that are different from traditional structured approach. These are serious attempts to resolve the evident problems of a structured approach. In addition to various audits waterfall development model, appeared in various more or less serious and comprehensive approaches, among which are the following: prototyping, iterative development, RAD (Rapid Application Development). In addition, it is possible to identify many more or less different approaches. All alternative approaches are, more or less, focused on improving the development process in terms of getting a better final product and optimize the effort and cost invested in development. 2.2. Electronic air traffic Air traffic is a dynamic activity which trends partly depend on the general economy of the society. The impact of information technology, the focus on passengers, increased competition, require more flexible business processes, faster response to requests from passengers, service differentiation over the competition, faster business decisions at all levels of management and so on. In order to meet these changes, airlines are adopting new organizational models in which there are separate business units that have more authority in decision-making and responsibility for their own profitability, but with a strong link between them. 2.3. The organizational structure and business processes in air traffic The organizational structure of the traditional airline has for decades been functional. The functional model will continue to be a good solution for those airlines that for most functions use outsourcing (catering, maintenance, etc.). Generally they do not use modern information systems, they provide a limited number of customer service and so on. Usually these are minor or so called low cost airline. The main sectors in air traffic are airports, air Freight, airlines, air traffic control, Aerospace, travel and distribution, ground operations and department of government regulations in air traffic. Airports are faced with the problems of managing large numbers of passengers, cargo and plane. Some of the business processes within this sectors are: • Management operations at the airport (Airport Operations) - includes information flight, integrated data management, management planning, resources and others. • Operation luggage (Baggage Operations) - includes check-in baggage handling, sorting, tracking, control, baggage and others. • Operation of passengers (Passenger Operations) - includes check-in loading, scanning and checking passengers and others. �International Conference on Econmic and Social Studies - ICESoS’15 10 • Transportation • Communication and Infrastructure (Communication & Infrastructure) – includes infrastructure management, mobile communications, messaging, hybrid networks and others. Security (Transportation Security) - scanning of passengers, baggage. 2.4. The role of information technology in the evolution of business strategies in air traffic One of the first investors in information technology was American Airlines, which in 1962 introduced the SABRE computer reservation system. Computer reservation system (CRS) is a computerized system used for the collection, storage and processing of information, as well as management of transactions related to travel. CRS systems are controlled by by individual airlines, where agents accessing a single CRS system and make reservations for tickets. Online CRS systems are systems where clients themselves, via the web, access CRS system for searching services and the booking. The aim of the development of CRS system is to connect with travel agencies that represent MPs traditional airlines. In the mid 80s, CRS develops in comprehensive global distribution system (Global Distribution Systems, GDS), which offers a wide range of tourism products and services (transparency of air lines, reservation of accommodation, renting the car, etc.) and provides mechanisms for communication between airlines and travel agencies. Global Distribution Systems (GDS) in specific types of information system for distribution of tourism products. The global distribution system (Global Distribution System GDS) integrates all tourist services, linking service providers and end users, providing information from all segments of travel, provides booking and sale of required services and thus provides value-added services. GDS provides services to clients at departure and the respective destinations. 2.5. Technological solutions for air traffic Information systems for air traffic can generally be classified into four groups: • • • • Airline Management Solutions – includes solutions that help in the planning and control of resources such as airplanes, crew and others. Passenger Airline Solutions – includes processes sales of electronic tickets, check-in, etc. Airline Operations Solutions – includes operations pertaining to all aspects of flight planning, operations and others. Supplementary Airline Solutions - includes solutions for maintenance and repair of aircraft, cargo and others. Key issues facing the air transportation are optimization, cost savings, improvement of existing capacity, faster response to changes and others. Some of the solutions that help airlines in achieving these goals are management systems crew and operations control systems for planning and scheduling, management systems revenue, marketing solutions and others. The planning process needs to optimize performance taking into account both technical and operational characteristics of the equipment, availability of human resources, government regulations and operational constraints such as rules air traffic control and others. 3. Information Systems at Airports in Sarajevo and Mostar 3.1. Sectors 3.1.1. Sector for Air Traffic Operations and Aviation Services A very important link in the organization diagram of any Airport, including the Sarajevo and Mostar International Airport, is the Sector of Traffic Operations and Aviation Services. The complete structural organization of the service sector represents the symbiosis of sectors within it, whereas the formulation of “Team Work” gets into its full meaning. The Air Traffic Sector at Sarajevo and Mostar International Airport consists of the following services: (1) Department for Operational Activities, (2) Department for Passenger Ground Handling, (3) Ramp Handling Service,(4) Center for Training of Professional Staff, (5) The Winter Service Department. 3.1.2. Department for Passenger Ground Handling This service has several Units. A part of the service that performs registration of passengers is responsible for checking identity documents and documents for each flight passenger who intends to travel, as well as to register the �Reginal Economic Development - Business Perspectives 11 tickets and baggage to the final destination of travel. The staff in this service is trained to operate the system EDS (Automatic Passengers Registration, Instructions for loading the Aircraft).At the information desk, the traveller can get accurate information about the landing, takeoff, delays, information about the cancellation of flights, and all the information related to travel and the necessary instructions about other available services. The Personnel responsible for performing the processing of passengers are tasked to carry out the transfer of passengers from the building to the Aircraft and vice versa. This part of the work is currently being done by two Air Bridges in the most modern way and bus transfer if Aircrafts are parked on open positions. It is important to mention the assistance provided to poor mobile or immobile passengers, mothers with children, children travelling alone, as well as all other special categories of passengers. High officials from the public and political life are offered to enjoy the discretion of the VIP lounge. A stylish lounge serves to welcome and farewell high officials, but it is also suitable for organization of business meetings and press conferences. Within the Department of lost and found baggage the search for lost luggage and its storage is carried out including its delivery to the passenger who reported lost or missing luggage. The Department of lost and found baggage, employees professionally trained and friendly staff who operate at a highly sophisticated computer systems fortracing lost luggage (WORLD TRACER). 3.1.3. The Sector for the Airport Development ln the Organizational Scheme of the Airport this Sector has been existing since 2005. in the previous period, from August 1994 until 1996 under the Public Enterprise Airports of B&H the tasks of rebuilding and reconstruction were led by the Deputy Director of Reconstruction, who also prepared the projects and renovation plans.In the initial phase of works on the reconstruction of the Airport, staff was formed into a Team to implement the project. The PIU team (Project Implementation Unit), as it was called, had the task to monitor the stages of individual projects, to monitor daily dynamics and quality of work, to develop undefined situations by the project, procure Airport equipment and organize training for the use of high-quality equipment. The reconstruction of the technical facilities and Passenger Terminal has been successfully implemented and today the Airport has the most beautiful Airport Passenger Terminal in the region, equipped with modern systems and devices. In the period from 1997 to 2001 the reconstruction of the Headquarter buildings finished as well. The necessary equipment was purchased and installed according to the dynamic which was conditional in order to gain funding.As a logical resposne to all ongoing activities carried out during the reconstruction of the Airport, the Development Sector was formed.The constant development of Air Transport requires adequate responses of the Airport. The Development Sector monitors all developments in terms of new technologies, standards, regulations, requirements of Airlines, passengers. Experienced and professional staff employed in the Sector is able to independently produce and design solutions, technical specifications, project tasks, long-term spatial planning documents, investment programs, annual investment plans and to supervise the execution of works. 3.1.4. Sector for Information and Communication Technologies Aware of the fact that the information and communication technologies (ICT) are an important activity of each company in contemporary world, the Sarajevo and Mostar International Airport, in 1999, established a new Sector with the task of planning, development and maintenance of Airports ICT Systems. Today it is unthinkable that an authorized person in an extremely short period of time manually processes, prepares, and presents large volumes of data in demanding jobs, such as registering passenger/baggage, cargo, mail, balancing the weight of the Aircraft, generating reports, and creating a packet of information for travellers, Airlines, agencies and other participants in Airline Traffic.The Sarajevo and Mostar International Airports Sector for Information and Communication Technologies (ICT) provides tools and services for automated, continuous and accurate monitoring at the complete aerodrome complex, processes, human resources and installed ICT systems. As a confirmation of this statement, we will take into account the work of the Transport Sector, whose business processes are largely automated and supported by ICT systems, and security services, where the ICT systems are used at most benefits: CCTV, Access control, KD control, Alarm Systems, fire alarm, video analytics and others. Sarajevo and Mostar International Airport currently owns and exploits all ICT systems possessed by all other modern world Airports. In the Sector for Information and Communication Technologies engineers and technicians are employed who are trained and certified by the world-renowned companies (Siemens, Solari, Atraxis, Avex, Panduit, Cisco, Motorola, HP, Dell, SITA, DLink, Cerberus and others) in the field of self-maintenance of Airport ICT systems. It is important to note that all the training is completed according to International Standards and Programs. The scope �12 International Conference on Econmic and Social Studies - ICESoS’15 of responsibility and accountability of the Sector, and the need of possessing different knowledge and skills in the profession, impose an obligation to the employeesof the Sector to carry out the daily work activities together, and to develop and implement new projects, which form a compact and harmonious team. Thus, the individual’s awareness of the necessity of teamwork has been developed, which affects positive working atmosphere, professional staff response to work duties, strengthens creativity free of competition, with the aim of improving its business in our Sector and society as a whole. Most of the Airports ICT Systems that are currently used were developed by System users and employees in this Sector. 3.2. Information systems 3.2.1. FIDS – Flight Information Display System A flight information display system (FIDS) is a computer system used in airports to display flight information to passengers, in which a computer system controls mechanical or electronic display boards or TV screens in order to display arrivals and departures flight information in real-time. The displays are located inside or around an airport terminal. A virtual version of a FIDS can also be found on most airport websites and teletext systems. In large airports, there are different sets of FIDS for each terminal or even each major airline. FIDS are used to assist passengers during air travel and people who want to pick up passengers after the flight. Due to code sharing, one single flight may be represented by a series of different flight numbers, thus lines (for example, LH474 and AC9099), although one single aircraft operates that route at that given time. Lines may be sorted by time, airline name, or city. 3.2.2. HP – DSC – Departure Control System HP Departure Control Services Baggage Reconciliation is offered for flights handled fully in this departure control system (DCS) or a different one. In the HP system, baggage details are created automatically by bag tag printing, read-in, or manual claim tag input. These tags are read in the baggage room, and the system matches it with the existing baggage tag in the passenger record of the respective flight. The baggage reconciliation response then shows either an “ok to load” with the container number in green or “not ok to load” in red, depending on the passenger status—checked-in, boarded, or not checked-in. 3.2.3. World Tracer - System for Handling Lost Baggage World Tracer is a SITA / IATA service provided for the tracking of lost or delayed baggage. It has been in operation for many years and used by many airlines, such as Qantas, Lufthansa and Emirates. The system also allows for the rapid determination of mishandled baggage.The WorldTracer service operates globally and can exchange information with each of the current 2200+ member airports. It tracks and follows luggage for up to 100 days and it collaborates with other similar services. The WorldTracer internet interface allows passengers to track the bags by entering a transaction number. Whenever a baggage is found without an owner, it can be registered as an on-hand baggage. It is then automatically matched with various missing-baggage files (called AHLs) all over the world. Whenever an on-hand gets a likely match, the station that has registered the missing baggage receives an alert. The bag is matched based on the baggage’s routing number, tag number, passenger’s surname, type of baggage, and content. When a handling agent finds an on-hand which matches one of their AHLs, he/she can request the on-hand by sending a message to the station that registered the onhand baggage. The format of the tracking number is AAABBNNNNN, where AAA is the airport’s IATA-Code, BB is the airline’s IATA-Code, and NNNNN is a 5 digit tracking number. For example, PHLDL19676 is from Philadelphia International Airport, flew on Delta Airlines, and has the tracking number of 19676. 3.2.4. PAS – Public Announcement System A public address system (PA system) is an electronic sound amplification and distribution system with a microphone, amplifier and loudspeakers, used to allow a person to address a large public, for example for announcements of movements at large and noisy air and rail terminals or at a sports stadium. The term is also used for systems which �Reginal Economic Development - Business Perspectives 13 may additionally have a mixing console, and amplifiers and loudspeakers suitable for music as well as speech, used to reinforce a sound source, such as recorded music or a person giving a speech or distributing the sound throughout a venue or building. Simple PA systems are often used in small venues such as school auditoriums, churches, and small bars. PA systems with many speakers are widely used to make announcements in public, institutional and commercial buildings and locations. Intercom systems, installed in many buildings, have microphones in many rooms allowing the occupants to respond to announcements. 4. Conclusion Information systems are based on information and communication technologies. These technologies fall into the key generic technologies as they are penetrating all spheres of economy, science, social and private life and bring radical changes. As short term often is used as an ICT, in everyday speech involves the use of a wide range of technologies, from computer, which manipulate and manage data and information across the industrial robot developed in industries, communications technologies, such as the computer network, Internet, to radio and television. For this reason, often in everyday speech it can be heard in different contexts. The information system in the simplest way could be defined as a system that handles information in order to meet the information needs of the organization. By similar reasoning we get one of the classic definition of an information system: „The information system is a set of interrelated components that work together on collecting, processing, storing and distributing information to support decision making and control in an organization“. Generally speaking, the three activities of the IS organization is to produce the information needed for decision making, control activities, analyze problems and create new products and services. These activities are: input, processing and output. Air traffic is a dynamic activity which trends partly depend on the general economy of the society. The impact of information technology, the focus on passengers, increased competition, require more flexible business processes, faster response to requests from passengers, service differentiation over the competition, faster business decisions at all levels of management and so on. In order to meet these changes, airlines are adopting new organizational models in which there are separate business units that have more authority in decision-making and responsibility for their own profitability, but with a strong link between them. 5. References Bajgorić, N. (2012). Menadžment informacijskih tehnologija. Sarajevo: Ekonomski fakultet. Bocij, Chaffey, Greasley and Hicke (2003). Business Information Systems, 2nd edition. New Jersey: Prentice Hall. Čačić, K. (2013). Poslovanje hotelskih preduzeća. Beograd: Univerzitet Singidunum. Kaiser, C. and Helber, L.E. (1978). Tourism - Planning and Development. London: Heinemann, Ltd. Lagumdžija, Z., Zaimović, T., Šabić, Z., Kačapor, K., Grabovica, E. (2008). Menadžment informacioni sistemi: Kompetitivnost i informacione tehnologije. Sarajevo: Ekonomski fakultet. Laudon, K. C. and Laudon, J. R, (1984). Management Information Systems: Organization and Technology (3rd Edition). New York: McMillan Publishing, Inc. Njeguš, A. (2009). Poslovni informacioni sistemi. Beograd: Univerzitet Singidunum. Načinović, I. (2012). Informacijski sustavi i potpora u odlučivanju u logistici Rockwool Adriatica d.o.o. Rijeka: Ekonomski fakultet. Sarajevo International Airport, link: http://www.sarajevo-airport.ba/ Mostar International Airport, link: http://www.mostar-airport.ba/ � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 3569 Title A name given to the resource Information Systems at the Airport Author Author Jasari, Amila Abstract A summary of the resource. Air traffic is a dynamic activity which trends partly depend on the general economy of the society. A phenomenon that is being researched as part of master’s thesis are information systems. The research problem (which is always wider than the object of research) are information systems in business in general, while the subject of research are information systems at airports in Sarajevo and Mostar. The established subject of research involves the processing of information systems, with a particular aspect of information systems at the airport. The research results will show the development of information systems at the airport in Sarajevo and Mostar. The research results will also show how the information systems at the airport in Sarajevo and Mostar are aligned with modern technology development. Keywords: RAD, information system, EDS, information technology Date A point or period of time associated with an event in the lifecycle of the resource 2015 Keywords Keywords. Conference or Workshop Item PeerReviewed H Social Sciences (General) https://omeka.ibu.edu.ba/files/original/cfd4bd924f50f430b9b77d3de65bb630.pdf 5df4ce187d54a38721f94c977d44e30a PDF Text Text Journal of Natural Sciences and Engineering, Vol. 2, (2020) DOI number: 10.14706/JONSAE2020218 Information Systems Project Success Factors: Literature Review Nermina Durmic International Burch University, Sarajevo, Bosnia and Herzegovina nermina.durmic@ibu.edu.ba Abstract – The purpose of this paper is to identify and collect most commonly discussed project success factors in the context of information systems (IS) projects. Through the process of review of 88 books, relevant studies and scientific works 72 success factors were detected, with a total of 689 appearances, which are then classified into six factor groups: Planning, Project team, Project management, Development, Customer, Project facilitation. The paper reveals that factors that were recognized as the most critical ones for the success of information systems projects by majority of authors belong first to Planning, and then to Project team and Project management groups of factors. Findings in this paper are expected to serve as a valuable theoretical basis for future empirical research of success and failure of projects in modern information technologies (IT) organizations, and development of related IS project success models. Keywords – Project success, project success factors, information systems, literature review. 1. Introduction Despite efforts IT organizations are making today to survive and take a lead in the high competitive market, reports show that project success rates haven’t changed significantly over the past 15 years. Back in 2003, King [1] reported that in one IT organization three out of ten projects fail on average. In the same year, Lewis [2] reported that around 70% of all IS projects fail to fulfill the objectives set, where all failed and defectively completed projects were included. According to Arcidiacono [3], International Data Corporation published in 2009 that 25% of observed projects failed completely, and 50% of projects required rework. Eight years later, in 2017, PMI [4] performs a study observing “underperforming” organizations with less than 60% of project completed successfully, meeting their fundamental goals and business purpose. It is reported that 24% of projects in these organizations were completed within set timeframes, 25% within budget, 33% met original goals/business intent, 68% experienced scope creep, 24% were a complete failure and 46% of the budget was lost in case of project failures [4]. Considering the project definition adopted from Pinto and Slevin [5], explaining a project as an organization of people committed to common goals, involving valuable, high risk tasks of different sizes that have to be completed by previously set deadlines for a certain budget with high quality, and must have a very well defined objectives and sufficient resources necessary for task execution undertakings, it becomes clear that project success depends on many different factors. It’s very important to recognize and understand these factors because they serve as a guidance for definition of project management processes [6]. While investigation of �Journal of Natural Sciences and Engineering, Vol. 2, (2020) DOI number: 10.14706/JONSAE2020218 project success factors has been a topic of interest for many researchers and authors, there is still a lack of literature that summarizes findings in this context. This paper is intended to fill in this gap by collecting success factors in a broad range of relevant material in order to determine which aspects of project development process should be given the biggest attention to ensure the project success. After this introduction, a short background of the topic is presented, followed by explanation of the literature review methodology. Then, outcomes of the literature review process are presented in several segments, with short conclusion that gives suggestions for future research directions. 2. Background A. IS projects Most of the authors who contributed to the theory of project management by formulating a concrete definition of a „project“ agree that the definition is always based around five aspects, regardless of the field the project belongs to. Those are: people, project goals and requirements, project tasks, resources and various conditions. More specifically, a „project“ is generally defined as a complex organizational system of coordinated activities being performed in predefined order to achieve desired outcomes, in accordance with time and resource constraints ([7], [8], [9], [10], [11]). Information System (IS) projects on the other hand, which are objects of examination in this review, have more concrete characteristics. IS projects can be described as IT projects designed to answer the information processing needs of a certain organization. Attributes that make them different from any other non-IS project are three-fold: (1) they depend heavily on human resources and significant capital that is usually a constraint; (2) they are people oriented projects and their stakeholder teams are composed of three groups: development team members, managers, end users; (3) they are conceptual, meaning that IS projects can often be subjects to risks that come from stakeholder teams, their lack of knowledge or project type [12]. B. Project success criteria When it comes to defining the project success, the majority of researchers agree about the general success criteria: a successful project is a project completed on time, within scope and budget constraints ([13], [14], [15]). However, the application of this definition in real project environments is usually not that simple. The empirical research, conducted by Hussein [16], reveals that inadequate definition of the project success criteria is commonly a result of incomplete understanding of the project itself and setting unrealistic expectations about the benefits provided by project outcomes. Better understanding of project stakeholders' inputs, who have the impact on project context and who define the final outcome expectations, is recognized as the right approach to solving this challenge [16]. �Journal of Natural Sciences and Engineering, Vol. 2, (2020) DOI number: 10.14706/JONSAE2020218 According to Frerer et al. [17] review of project success criteria literature, authors like Pinto and Slevin [18], Freeman and Beale [19], Khosravi and Afshari [20], Bryde and Robinson [21] define even five to nine criteria for measuring the project success. Collins and Baccarini [22] and Munns and Bjeirmi [7] find that there is a direct effect of project success towards project management success. Baccarini [13] concludes that there is no unique definition of project success that could be applied on any project, and that criteria specific for a given project needs to be defined at its inception point to ensure that all team members and stakeholders work in the same direction. 3. Methodology In order to respond to the research goal, it was necessary to review larger amount of literature, thus semisystematic review approach was selected as the most suitable. It helps discover theoretical aspects and teams, or common issues within a certain research discipline [23]. Books and journals suitable for review were collected from journal databases and online libraries. To shorten the material collection process search keywords like “information systems project success”, “project success factors”, “project success criteria” were used. 88 books, scientific works and articles were collected. Materials with repeating content adopted from previous literature were not taken in consideration. The review process was executed through three steps: (1) in the first literature walkthrough list of unique project success factors was created, 72 of them in total; (2) frequency of appearance of every factor was registered; (3) factors were grouped into 6 groups for easier interpretation: Planning, Project team, Project management, Development, Customer, Project facilitation. 4. Literature Review A. Project success seminal works According to Pinto and Prescott [24] critical success factors represent factors that lead to significant improvement of project implementation chances, if appropriately addressed. Therefore, many researchers have tried to recognize critical success factors that can be significant for all IS project in general. Leidecker and Bruno [25] explain these factors as variables or conditions that, if properly maintained, managed or sustained, can have a crucial impact on the organization success or failure. Definition of critical success factors may also depend on development of country, type of organization and business [26]. An overview of project success factors that have been discussed by the authors in previous studies on this topic is presented in the next sections. First studies in this field have started in early seventies, and in the next 20 years seven seminal works related to this topic have been created, written by seven different groups of authors. All other works that followed have considered these seven works as a starting point of their research. Seven seminal works and project success factors they define as critical ones for project success are listed below: �Journal of Natural Sciences and Engineering, Vol. 2, (2020) DOI number: 10.14706/JONSAE2020218 - Sayles and Chandler [27]: Capability and knowledge of a project manager, continuing involvement in execution of project activities, control subsystems, scheduling and time frames, monitoring activities and feedback provision. - Martin [28]: Project and organizational philosophy, project planning, definition of project goals, control and monitoring mechanisms, top management support, authority delegation and organization, project team, resource allocation. - Cleland and King [29]: Project schedule, project scope, process of task execution, financial support, logistic requirements, facility support, market intelligence (who is the client), executive development and training, manpower and organization, acquisition, information and communication channels, project review. - Baker et al. [30]: Project manager, skills and knowledge of the project team, team commitment, project goals, project planning, budget and cost estimates, monitoring and control techniques, project inception difficulties, inadequate hierarchy. - Lock [31]: Team commitment to project activities, top management support, communication procedures, progress review meetings, control mechanisms, project manager - Morris and Hough [32]: Technical complexity, project goals, project scheduling, budgeting, legal issues, implementation issues, project idea and innovation. - Pinto and Slevin [33]: Client involvement, human resources, monitoring and control, project team lead, communication, issue handling, technical difficulties, urgency, project politics, environmental impact. B. Project success factors In this section 72 project success factors collected through literature review process and their groupings are presented. Graph on Figure 1 shows the comparison of number of different success factors contained in every one of the six factor groups, while graph on Figure 2 shows the frequency of appearance of success factors in each group in the reviewed literature. Figure 1. Number of success factors in each group of factors �Journal of Natural Sciences and Engineering, Vol. 2, (2020) DOI number: 10.14706/JONSAE2020218 Figure 2. Frequency of appearance of success factors in literature Charette [34] claims that IS projects almost never fail for only one or two reasons. According to him the reason of projects failing is a combination of few factors from the following list: bad estimation of necessary resources, poorly defined project requirements, unrealistic expectations and project goals, absence of communication between customers, poor management of users and developers, inadequate technology, lack of a good reporting of the project status, poor risk management, low quality of project management and development practices, project complexity. Ewusi-Mensah [12] agrees with him, indicating that the cancelation of IS development projects is usually caused by few combined factors, such as: project objectives, knowledge and skills of a project team, monitoring and control, lack of involvement of the top management, project costs and deadlines. Both authors consider definition of project goals and management as the most significant factors. Moohebat et al. [26] did an investigation about the country difference impact on project success factors, considering developed and developing countries. According to their research, the only project success factor, which is of equal importance for both groups of countries, is the top management support. Procaccino et al. [35] focus on the project success factors strictly from developers' point of view. They find that successful project for a developer means a project that is managed the way that ensures that development team has enough of necessary resources and the least possible amount of distractions when executing their daily jobs. For them, involvement of the customer in the project execution who is available to give feedback for the work done, and well defined project scope lead to successful project outcomes [35]. Egorova et al. [36] focus on stakeholders' point of view, dividing them into three groups: strategic-view stakeholders, operational-view stakeholders and tactic stakeholders. In their work, Egorova et al. [36] state that both operational and strategic stakeholders place „understanding the customer's problems“ to the first place. Operational respondents give a special attention to good programming, and strategic respondents see „customer involvement“ and „completed and accurate requirements“ as more important factors. Tactic stakeholders choose „very good project management“ as the most important factor for the project success. For both operational and tactic respondents, „team experience“ plays the essential role. Frese and Sauter [37] divided reviewed projects into failed, challenged and successful projects groups, aiming to see if there are common factors affecting project outcomes in all three groups. The conclusion they draw is that the quality of customer involvement and requirements definition affect the project's final status in all three groups. �Journal of Natural Sciences and Engineering, Vol. 2, (2020) DOI number: 10.14706/JONSAE2020218 Planning factors In 95% of reviewed literature the Planning group of factors is discussed as the essential one for the project success. Project planning, scheduling and control, project requirements and scope, project goal, mission and vision are recognized as leading success factors in this group by majority of authors. All Planning success factors are listed in Table 1. Table 1. Planning group of project success factors Planning success factors Project planning, scheduling and control Requirement specification and scope Definition and understanding of project goals, mission and vision Budgeting – cost estimates Project/technical complexity Process and working procedures Time estimations Project organizational philosophy/ organization structure Realistic expectations Project itself/ project idea Project strategic fit Project size Project pace TOTAL (max = 88) Source [5], [18], [27], [28], [29], [30], [31], [32], [33], [35], [36], [37], [38], [39], [40], [41], [42], [43], [44], [45], [46], [47], [48], [49], [50], [51], [52], [53], [54], [55], [56], [57], [58], [59], [60], [61], [62], [63], [64], [65], [66], [67], [68], [69], [70], [71], [72], [73], [74] [11], [12], [18], [20], [26], [34], [35], [36], [37], [38], [39], [40], [43], [45], [47], [49], [50], [52], [53], [55], [56], [58], [60], [62], [67], [68], [69], [70], [71], [74], [75], [76], [77], [78], [79], [80], [81], [82], [83], [84] [5], [11], [12], [18], [26], [28], [30], [32], [33], [34], [37], [43], [45], [47], [48], [50], [52], [58], [60], [61], [63], [66], [67], [68], [69], [72], [74], [75], [76], [77], [81], [83], [85], [86], [87], [88], [89], [90], [91] [12], [29], [30], [36], [39], [45], [50], [51], [53], [59], [60], [62], [64], [67], [68], [69], [71], [73], [74], [78], [81], [89] [12], [34], [47], [48], [63], [69], [70], [74], [78], [79], [81], [82], [87], [90], [92] [6], [34], [35], [49], [64], [66], [67], [68], [69], [70], [74], [75], [81], [87], [93] [12], [22], [35], [36], [50], [53], [71], [83], [94] [6], [12], [28], [29], [38], [57], [59], [73], [95] [36], [37], [58], [71], [75], [81], [96], [97] [6], [29], [49], [70], [76], [95] [6], [26], [38], [60], [75] [78], [87] [59], [92] Freq. 49 % 56% 41 47% 39 44% 22 25% 15 17% 15 17% 10 9 11% 10% 8 6 5 2 1 84 9% 7% 6% 2% 1% 95% Morisio et al. [45] write that definition of requirements before projects starts or, if not possible, their completion in the initial phases is a factor of success, which supports the “Glass law” which says that insufficiently defined requirements are the major reason for project failures. Zouaghi and Laghouag [11] find that clear definition of needs through requirements is one of three factors that present a high risk for the final result of a project. According to Kappelman et al. [52], not documenting the functional performance and reliability of requirements and scope is an early warning sign of IS project failure, which shouldn't be ignored. Definition of requirements is also stated by Frese and Sauter [37] as a common factor for successful, challenged and failed projects. Nasir and Sahibuddin [74] rated the clear requirements and specifications factors as the most important ones among all project success factors. �Journal of Natural Sciences and Engineering, Vol. 2, (2020) DOI number: 10.14706/JONSAE2020218 Reel [75] sees project complexity as the basic problem of computing in the context of project development. Handerson [78] agrees with him, saying that complexity, together with the project size, is the main reason why large IT projects fail. On the other hand, Nguyen [87] does agree that complexity, from technical perspective, makes a strong negative effect on project success, but unlike Handerson [78], he rates project size as a factor that almost doesn't affect the project success. Ogden [76] finds that the project idea is a success factor, but not a very important one for the project success. Hirshfield and Lee [96] say that successful projects are ones with realistic expectations and timeframes, and suggests „planning in advance“ as an activity that should ensure meeting schedule related conditions [96]. Project team factors As presented in Table 2, 89% of reviewed literature detected Project Team related factors as the most common success factors in an IS project creation. Role of a project manager, team commitment and communication are recognized as leading success factors in this group. Morisio et al. [45] asserts that human factors play a key role in software development. Zouaghi and Laghouag [11] and Ogden [76] also put the accent on productivity and motivation of the project team and their crossfunctionality. According to the research study of Wong et al. [54], poor project manager's effectiveness serves as a critical project failure factor. Manager's capability and skills are recognized by Nguyen [87] and Nasir and Sahibuddin [74] as a strong positive effect on a project's success. Perkins [98] states that the major cause of project failure is project manager not having the required knowledge, or not being able to apply it appropriately. While many researchers share opinion that project manager's field experience is also very important, Kaya et al. [70] disagree with that. Surprisingly, researchers in only 2% of reviewed literature found that working environment is a factor that affects the success of an IS project. Unlike Nguyen [87] and Pinto and Slevin [33], Nasir and Sabihuddin [74] even find environmental influences as completely unsubstantial factor. Hong et al. [73] suggest that it's important to have a good communication among all related parties including planners, consumers and developers for establishment of a good project model. Table 2. Project team group of project success factors Project team success factors Project manager Team commitment Source [12], [26], [29], [30], [31], [35], [36], [37], [38], [39], [42], [43], [47], [49], [50], [52], [54], [55], [57], [70], [71], [74], [76], [77], [78], [80], [83], [85], [87], [88], [90], [91], [92], [94], [98], [99] [6], [11], [26], [27], [28], [30], [32], [31], [33], [35], [37], [38], [39], [40], [41], [44], [48], [52], [55], [58], [59], [61], [66], [70], [71], [72], [74], [75], [76], [93], [100] Freq. 36 % 41% 31 35% �Journal of Natural Sciences and Engineering, Vol. 2, (2020) DOI number: 10.14706/JONSAE2020218 Communication Knowledge and skills of development team Capability, skills and experience of a project manager Team composition and assembly Personal Recruitment/ Ambition Education and training availability Team motivation and productivity Losing skilled team members Experience of development team External consultant Knowledge sharing Teamwork and collaboration Team building Personal interests Knowledge application Working environment Adding new team members Access to talented people Best practices and lessons learned TOTAL (max = 88) 31 35% 21 24% 21 24% 11 13% 5 6% 5 6% 4 5% [45], [52], [54], [75] 4 5% [12], [36], [47] 3 3% [49], [69], [76] [38], [54], [101] [41], [78] [12], [47] [44], [98] [98], [56] [33], [87] [45] [47] [75] 3 3 2 2 2 2 2 1 1 1 3% 3% 2% 2% 2% 2% 2% 1% 1% 1% 78 89% [5], [12], [26], [29], [31], [33], [34], [36], [37], [38], [39], [43], [47], [48], [52], [53], [56], [60], [61], [63], [66], [67], [69], [70], [72], [73], [74], [76], [79], [90], [93] [12], [30], [37], [41], [42], [49], [52], [53], [62], [66], [67], [68], [69], [70], [72], [74], [78], [81], [82], [87], [98] [27], [33], [36], [37], [45], [49], [50], [55], [61], [63], [66], [67], [68], [69], [70], [72], [74], [81], [82], [95], [98] [5], [12], [36], [38], [66], [69], [74], [82], [86], [90], [91] [12], [30], [41], [60], [77] [29], [47], [70], [88], [98] [11], [59], [74], [81] Project management factors Project management activities are defined as success factors in 85% of the reviewed literature (Table 3). In this group, top management support and effective monitoring and reporting are recognized as leading success factors. Whittaker [50] avers that inadequate risk management is among biggest IS project failure reasons. As the organization gets bigger, risk management becomes more significant factor of success. Taylor [51] states that inability to manage the risk and project related uncertainties has been frequently recognized as a critical segment of IS project management. Kappelman et al. [52] find the lack of support of top managers as an extremely important early warning sign of IS project failure, even the most important among other factors. Nguyen [87] emphasizes that good management in general is essential for a project to succeed, especially human resources management, quality management and time management. �Journal of Natural Sciences and Engineering, Vol. 2, (2020) DOI number: 10.14706/JONSAE2020218 Table 3. Project management group of project success factors Project management success factors Top management support Monitoring and reporting Change management Project risk management Effective leadership Executive management support Quality management Time pressure Measurement systems Authority delegation Time management Late failure warning signals Success criteria Definition Overtime handling TOTAL (max = 88) Source Freq. % [5], [11], [12], [26], [28], [33], [34], [35], [36], [47], [48], [50], [52], [54], [55], [57], [60], [61], [66], [67], [68], [69], [70], [72], [73], [74], [78], [81], [91], [92], [94] [12], [26], [27], [28], [29], [33], [34], [47], [48], [50], [55], [56], [59], [60], [63], [64], [65], [67], [68], [69], [70], [71], [72], [74], [79], [81], [93], [98] [26], [37], [41], [42], [44], [46], [47], [50], [52], [55], [56], [61], [64], [67], [69], [71], [74], [75], [79], [89], [90], [91] [6], [11], [14], [34], [38], [41], [45], [47], [50], [51], [55], [59], [67], [74], [78], [80], [92], [101], [102] [12], [38], [41], [47], [63], [67], [69], [71], [74], [90], [99], [100], [103] [12], [37], [44], [58], [71], [83], [97], [100] 31 35% 28 32% [41], [62], [64], [65], [70], [74] [33], [34], [75], [76] [12], [31], [76] [28], [31] [39], [78] [53] [52] [45] 22 19 21% 13 15% 8 9% 6 4 3 2 2 1 1 1 75 7% 5% 3% 2% 2% 1% 1% 1% 85% Development factors Development related factors are recognized as ones critical for project success in 46% of the reviewed literature. Technology and tools, together with the availability of adequate resources are recognized as leading success factors in this group. Yet, many authors agree that success of technical development depends on the proper project planning phase. May [53] concludes that projects with inflexible technical architecture and undefined guidelines for managing the project technical requirements have high risk of failures. According to him the key of success lays in correct handling of technical aspects of the project. White and Fortune [47] underline that quality of planning must be taken into account peculiarly to have a successful development phase, and that it's extremely important that schedule of development activities is realistic. All detected Development group success factors are listed in Table 4. Table 4. Development group of project success factors Development success factors Source Technology, tools [12], [32], [34], [49], [50], [57], [59], [61], [67], [68], [69], [71], [74], [75], [81], [82], [88], [91], [92] [28], [34], [37], [47], [49], [53], [65], [66], [67], [71], [72], [74], [76], [81], [82], [94] Adequate resources availability Freq. % 19 22% 16 18% �Journal of Natural Sciences and Engineering, Vol. 2, (2020) DOI number: 10.14706/JONSAE2020218 Development approach IT infrastructure Testing, verification and validation Programming Data quality and integrity Architecture and design Technical tasks Interface with other projects Facility support TOTAL (max = 88) [18], [74], [83], [91] [54], [64], [74], [83] [26], [54], [79], [80] 4 4 4 5% 5% 5% [26], [36], [80] [26], [91] [53], [80] [30], [33], [60] [57] [29] 3 2 2 2 1 1 40 3% 2% 2% 2% 1% 1% 46% Customer factors Customer related group of factors is recognized as an important one for IS project success in 42% of reviewed literature, having the overall customer involvement as the most critical factor. Frese and Sauter [37] find that certain level of user involvement is a prevalent factor of project success and failure. According to Hirshfield and Lee [96] project team with their project manager can be sure their project meets its goals only if end users are involved in the process. On the contrary, Nasir and Sahibuddin [74] claim that project champion is not important in project development process at all. All detected success factors in the Customer group are presented in Table 5. Table 5. Customer group of project success factors Customer success factors Customer involvement Customer approval Involvement of project champion Inflexible customer TOTAL (max = 88) Source [5], [11], [33], [35], [36], [37], [42], [45], [47], [48], [49], [52], [54], [59], [60], [61], [66], [67], [68], [69], [71], [72], [73], [74], [82], [83], [84], [85], [88], [94], [96], [97], [100] [5], [33], [36], [72] [26], [49], [58] [54] Freq. 33 % 38% 4 3 4% 3% 1 37 1% 42% Project facilitation factors Project facilitation factors are recognized as project success factors in 17% of reviewed literature. Although the most significant literature about project management and project success doesn’t write about troubleshooting, conflict handling or external influences as project success factors a lot, the 10-factor model of the project development process defined by Pinto and Slevin [33] lists troubleshooting as its tenth component. Human error factor is recognized as the success factor by White and Fortune [47] and Levenson [79], but Attarzadeh and Ow [13] who also discuss human error factors as significant ones for the project success, claim that the reason for the human error is the cause of bad project management and inability of responsible roles to convert the theory of project management into practice. �Journal of Natural Sciences and Engineering, Vol. 2, (2020) DOI number: 10.14706/JONSAE2020218 All detected success factors in the Project facilitation group are listed in Table 6. Table 6. Project facilitation group of projects success factors Project facilitation success factors Troubleshooting Conflict handling External influences Human error factor Tolerance of bad news Technical difficulties Start-up difficulties TOTAL (max = 88) Source [5], [26], [33], [48], [70], [72] [39], [47], [53] [47], [95], [98] [47], [79] [90] [89] [30] Freq. % 6 3 3 2 1 1 1 15 7% 3% 3% 2% 1% 1% 1% 17% 5. Conclusion The paper summarizes findings of the review of 88 works that discuss factors that affect the success of IS projects. While each of 72 detected success factors can play a major role for the outcome of an IS project, the majority of authors agree that project planning, scheduling and control; requirements and defined project scope; definition and understanding of project goals, mission and vision; role of a project manager; team commitment; communication and involvement of customers belong to the most significant ones. On the other hand, technical difficulties; overtime work; project size and strategy; development team dynamics; overtime handling; project architecture and design are the least frequent success factors in reviewed literature. Detected factors are classified into 6 groups, according to the segment of IS project development process these factors may have an impact on. The outcome shows that Project team group of factors is found to be the most diverse and highly significant, while Planning group of factors is recognized to be the most significant one for the IS project success. During the review process, it is noticed that not a lot of empirical research was conducted on this topic in the last 10 years, which results in the lack of literature with fresh findings and conclusions published in this period. This paper provides a foundation for conducting such empirical research as a future research direction, with two-fold goal: (1) to discover if recent trends in the process of IS project development – like Agile methodologies, and unpredictable dynamic of software market today, resulted in significant changes in the list of key project success factors and definition of “project success” overall; (2) to establish a project success model that can be used as a guidance in the process of IS project development. REFERENCES [1] J. King, Survey shows common IT woes persist [Online]. Available: http://www.computerworld.com/s/article/82404/Survey_shows_common_IT_woes_persist?taxonomyId=014 �Journal of Natural Sciences and Engineering, Vol. 2, (2020) DOI number: 10.14706/JONSAE2020218 [2] B. Lewis, The 70-percent failure [Online]. Available: http://archive.infoworld.com/articles/op/xml/01/10/29/011029/opsurvival.xml [3] G. Arcidiacono, „Comparative research about high failure rate of IT projects and opportunities to improve,“ PM World Journal, vol. 6, no. 2, February, 2017, pp. 1-10. [4] PMI „Success Rates Rise. Transforming the high cost of low performance,“ PMI's Pulse of the Profession. 9th Global Project Management Survey, Project Management Institute, 2017. [5] J. K. Pinto, D. P. Slevin, “Critical Factors in Successful Project Implementation,” IEEE Transactions on Engineering Management, vol. 34, no. 1, February, 1987, pp. 22-27. [6] X. Pu, X. Li, H. Zhu, A cross-national study of success factors in innovation project: China and western developed countries [Online]. Available: https://pdfs.semanticscholar.org/a0dc/23e82971036e84e49392495f3b0f2138f028.pdf [7] A. K. Munns, B. F. Bjeirmi, “The role of project management in achieving project success,” International Journal of Project Management, vol. 14, no. 2, April, 1996, pp. 81-87. [8] G. Lowery, Managing Projects With Microsoft Project 4.0: For Windows and MacIntosh, 1 st ed. New York: John Wiley & Sons, Inc., 1997. [9] C. Morley, Management d'un projet système d'information : Principes, techniques, mise en oeuvre et outils, 7th ed. Dunod, 2012. [10] A. Diallo, D. Thuillier, “The success of international development projects, trust and communication: an African perspective,” International Journal of Project Management, vol. 23, no. 3, April, 2005, pp. 237– 252. [11] I. Zouaghi, A. Laghouag, Empirical Study of Key Success Factors in IS Projects [Online]. Available: https://halshs.archives-ouvertes.fr/halshs-00662037/document [12] K. Ewusi-Mensah, „Critical Issues in Abandoned Information Systems Development Projects,“ Communications of the ACM, vol. 40, no. 9, September, 1997, pp. 74-80. [13] I. Attarzadeh, S. H. Ow, “Project Management Practices: The Criteria for Success or Failure,” Communications of the IBIMA, vol. 1, 2008, pp. 234-241. [14] K. Bakker, A. Boonstra, H. Wortmann, “Does risk management contribute to IT project success? A meta-analysis of empirical evidence,” International Journal of Project Management, vol. 28, no. 5, July, 2010, pp. 493-503. [15] J. A. Hoffer, J. F. George, J. S. Valacich, Modern Systems Analysis and Design, 7 th ed., Pearson Education Inc., 2013 [16] B. A. Hussein, (2013) “Factors Influencing Project Success Criteria,” in The 7 th IEEE International Conference on Intelligent Data Acquisition and Advanced Computing Systems: Technology and Applications, Berlin, Germany, 2013. [17] A. A. Frerer, M. Mahmoud, H. Haleema, R. Aalmamlook, “Overview success criteria and critical success factors in project management,” Journal of Industrial Engineering and Management, vol. 7, no. 1, April, 2018, pp. 1-6. [18] J. K. Pinto, D. P. Slevin, “Project success: definitions and measurement techniques,” Project management journal 2, January, 1988, pp. 67-72. �Journal of Natural Sciences and Engineering, Vol. 2, (2020) DOI number: 10.14706/JONSAE2020218 [19] M. A. Freeman, P. Beale, “Measuring project success,” Project management journal, vol. 23, no. 1, March, 1992, pp. 8-17. [20] S. Khosravi, H. Afshari, “A success measurement model for construction projects,” in International conference on financial management and economics, Singapore, Singapore, 2011, pp. 186-190. [21] D. J. Bryde, L. Robinson, “Client versus contractor perspectives on project success criteria,” International journal of project management, vol. 23, no. 8, November, 2005, pp. 622-629. [22] A. Collins, D. Baccarini, “Project success – a survey,” Journal of construction research, vol. 5, no. 2, September, 2004, pp. 211-231. [23] H. Snyder, “Literature review as a research methodology: An overview and guidelines”, Journal of Business Research, vol. 104, November, 2019, pp. 333 – 339. [24] J. Pinto, J. Prescott, “Variations in Critical Success Factors over the Stages in the Project Lifecycle,” Journal of Management, vol. 14, no. 1, March, 1988, pp. 5-18. [25] J. K. Leidecker, A. V. Bruno, “Identifying and using critical success factors,” Long Range Planning vol. 17, no. 1, February, 1984, pp. 23-32. [26] M. R. Moohebat, A. Asemi, M. D. Jazi, (2010) „A Comparative Study of Critical Success Factors (CSFs) in Implementation of ERP in Developed and Developing Countries,“ International Journal of Advancements in Computing Technology, vol. 2, no. 5, December, 2010, pp. 99-110. [27] L. R. Syles, M. K. Chandler, Managing large systems: organizations for the future, 1 st ed. New York: Harper & Row, 1971 [28] C. C. Martin, (1976) Project Management, Hilghlighting ed. New York: Amacom Books, 1976. [29] D. I. Cleland, W. R. King, System Analysis and Project Management, 3 rd ed. New York: McGraw- Hill, 1983. [30] B. N. Baker, D. C. Murphy, D. Fisher, “Factors Affecting Project Success,” in Project Management Handbook, D. I. Cleland, W. R. King, 2nd ed. Chichester, United Kingdom, 1997, ch. 35, pp. 902-919. [31] D. Lock, Project Management, 3rd ed. New York: St Martin’s press, 1984. [32] P. W. G. Morris, G. H. Hough, Preconditions of success and failure in major projects, Technical Paper/Major Projects Association, no. 3, Oxford: Templeton College, the Oxford Centre for Management Studies, 1987. [33] J. K. Pinto, D. P. Slevin, “Critical success factors in R&D projects,” Research Technology Management, vol. 32, no. 1, January, 1989, pp. 31-35. [34] R. N. Charette, “Why Software Fails,” IEEE Spectrum, vol. 42, no. 9, September, 2005, pp. 42-49. [35] J. D. Procaccino, J. M. Verner, S. P. Overmyer, “Case Study: Factors for Early Prediction of Software Development Success,” Information and Software Technology, vol. 44, no. 1, January, 2002, pp. 53-62. [36] E. Egorova, M. Torchiano, M. Morisio, C. Wohlin, A. Aurum, R. B. Svesson, “Stakeholders Perception of Success: an Empirical Investigation,” in 35th Euromicro Conference on Software Engineering and Advanced Applications, Patras, Greece, 2009. [37] R. Frese, V. Sauter, „Project success and failure: What is success, what is failure, and how can you improve your odds for success?“ [Online]. Available: http://www.umsl.edu/~sauterv/analysis/6840_f03_papers/frese/ [38] E. Camilleri, Project Success – Critical Factors and Behaviours, 1st ed. New York: Routledge, 2011. �Journal of Natural Sciences and Engineering, Vol. 2, (2020) DOI number: 10.14706/JONSAE2020218 [39] J. Gido, J. P. Clements, Successful Project Management, 6th ed. Cengage Learning, 2014 [40] C. M. Padgett, The Project Success Method: A Proven Approach for Achieving Superior Project Performance in as Little as 5 Days, 1st ed. Wiley, 2009. [41] J. R. Turner, Handbook of Project Management, 4th ed. Hampshire, England: Gower Publishing Limited, 2007. [42] A. Hashim, B. Allan, Treasury Reference Model, World Bank Technical Paper, no. 505, Washington, DC: World Bank, 2001. [43] E. Verzuh, The Fast Forward MBA in Project Management, 4th ed. Hoboken, New Jersey: John Wiley & Sons, 2012. [44] H. Kerzner, Advanced Project Management: Best Practices on Implementation, 2nd ed. Wiley, 2008. [45] M. Morisio, E. Egorova, M. Torchiano, (2007) “Why software projects fail? Empirical evidence and relevant metrics,” Proceedings of the IWSM – Mensura, Palma de Mallorca, Spain, 2007, pp. 299 – 308 [46] D. Dvir, T. Lechler, “Plans are nothing, changing plans is everything: the impact of changes on project success,” Research Policy, vol. 33, no. 1, January, 2004, pp. 1-15. [47] D. White, J. Fortune, “Current practice in project management – an empirical study,” Internal Journal of Project Management, vol. 20, no. 1, January, 2002, pp. 1-11. [48] J. K. Pinto, D. P. Slevin, “Critical Success Factors in Effective Project Implementation,” in Project Management Handbook, D. I. Cleland, W. R. King 2 nd ed. John Willey & Sons, Inc., 2008. [49] C. H. Loch, H. J. Kayser, Do general project success drivers in product development exist? An Empirical Study of a European Technology Manufacturer, 1998. [50] B. Whittaker, “What went wrong? Unsuccessful information technology projects,” Information Management & Computer Security, vol. 7, no. 1, March, 1999, pp. 23-30. [51] H. Taylor, “Project Management and Problem Resolution Strategies for IT Projects: Prescription and Practice,” Project Management Institute, vol. 37, no. 5, December, 2006, pp. 49-63. [52] L. A. Kappelman, R. McKeeman, L. Zhang, “Early Warning Signs of IT Project Failure: The Dominant Dozen,” Information Systems Management, vol. 23, no. 4, Fall, 2006, pp. 31-36. [53] L. J. May, “Major Causes of Software Project Failures,” Crosstalk: The Journal of Defense Software Engineering, July, 1998, pp. 9-12. [54] A. Wong, H. Scarbroug, P. Y. K. Chau, R. Davison, “Critical Failure Factors in ERP Implementation” in Pacific Asia Conference on Information Systems, Bangkok, Thailand, 2005. [55] M. Boadle, „Project Failure and Success Factors“ [Online]. Available: http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.199.5692&rep=rep1&type=pdf [56] J. Kanter, J. J. Walsh, “Toward more successful project management,” Information System Management, vol. 21, no. 2, 2004, pp. 16-21. [57] W. J. Mengesha, (2004) “Performances for Public Construction Projects in Developing Countries: Federal Road & Educational Building Projects in Ethiopia,” PhD. Dissertation, Norwegian University of Science and Technology, Trondheim, Norway, 2004 [58] inc.com/ J. Sturdivant, The CNSI Requirements Analysis Process [Online]. Available: https://www.cns- �Journal of Natural Sciences and Engineering, Vol. 2, (2020) DOI number: 10.14706/JONSAE2020218 [59] P. W. G. Morris, “Project management: a view from Oxford,” International Journal of Construction Management and Technology, vol. 1, 1986, pp. 36-52. [60] O. Zwikael, S. Globerson, “From critical success factors to critical success processes,” International Journal of Production Research, vol. 44, no. 17, September, 2006, pp. 3433 – 3449. [61] C. Dong, K. B. Chuah, L. Zhai, “A Study of Critical Success Factors of Information System Projects in China,” Proceedings of the PMI Research Conference, London, July, 2004. [62] B. W. Boehm, “Software Risk Management Principles and Practices,” IEEE Software, vol. 8, no. 1, January, 1991, pp. 32-41. [63] W. S. Humphrey, (2005) “Why Big Software Projects Fail: The 12 Key Questions,” CrossTalk: The Journal of Defense Software Engineering, vol. 18, no. 3, March, 2005, pp. 25-29. [64] C. Jones, “Patterns of Large Software Systems: Failure and Success,“ Computer, vol. 28, no. 3, March, 1995, pp. 86-87. [65] C. Jones, “Our Worst Current Development Practices,“ IEEE Software, vol. 13, no. 2, April 1996, pp. 102-104. [66] K. Milis, R. Mercken, “Success Factors Regarding the Implementations of ICT Investment Projects,“ International Journal of Production Economics, vol. 80, no. 1, November, 2002, pp. 105-117. [67] E. Oz, J. J. Sosik, (2000) “Why Information Systems Projects are Abandoned: A Leadership and Communication Theory and Exploratory Study,” Journal of Computer Information Systems, vol. 41, no. 1, February, 2016, pp. 66-78. [68] C. Sauer, C. Cuthbertson, “The State of IT Project Management in the UK 2002-2003,” Computer Weekly, pp. 1-82, 2003. [69] R. Schmidt, K. Lyytinen, M. Keil, P. Cule, “Identifying Project Software Risks: An International Delphi Study,“ Journal of Management Information Systems, vol. 17, no. 4, March, 2001, pp. 5-36. [70] I. Kaya, M. A. Oner, A. N. Basoglu, Critical Success Factors in R&D Project Management in Military Systems Acquisition and a Suggested R&D Project Selection Methodology for Turkish Armed Forces [Online]. Available: http://www.maoner.com/2003_16_08CSFsR%26D.PDF [71] G. Lally, Understanding Information Technology System Project Failure. Dublin Institute of Technology, School of Computing Research Paper (ITSM) [Online]. Available: https://pdfs.semanticscholar.org/c39e/c6deeeaf3baa63854c1df090ffddae960a4c.pdf?_ga=2.59108462.278003 638.1564064101-1773118598.1562166338 [72] J. Jiang, G. Klein, J. Balloun, „Ranking of system implementation success factors,“ Project Management Journal, vol. 27, no. 4, December, 1996, pp. 49-54. [73] S. H. Hong, L. S. Eun, H. R. Choi, K. Lee, M. J. Cho, “A Study on Critical Success Factors of Korean Government-led RFID/USN Projects,” International Journal of Advancements in Computing Technology (IJACT), vol. 4, no. 3, February, 2012, pp. 279-284. [74] M. H. N. Nasir, S. Sahibuddin, „Critical Success Factors for Software Projects: A Comparative Study,“ Scientific Research and Essays, vol. 6, no. 10, April, 2011, pp. 2174-2186. [75] J. S. Reel, “Critical Success Factors in Software Projects,” IEEE Software, vol. 16, no. 3, May-June, 1999, pp. 18-23. �Journal of Natural Sciences and Engineering, Vol. 2, (2020) DOI number: 10.14706/JONSAE2020218 [76] J. A. Ogden, “Supply base reduction: an empirical study of critical success factors,“ The Journal of Supply Chain Management, vol. 42, no. 4, October, 2006, pp. 29-39. [77] H. Drummond, “Riding a tiger: some lessons of Taurus,” Management Decision, vol. 36, no. 3, April, 1998, pp. 141-146. [78] P. Handerson, Why Large IT Projects Fail [Online]. Available: http://www.ecs.soton.ac.uk/˜ph/LargeIT.pdf [79] N. G. Levenson, “The Role of Software in Spacecraft Accidents,“ AIAA Journal of Spacecraft and Rockets, vol. 41, no. 4, July, 2004, pp. 564-575. [80] B. Nuseibeh, “Ariane 5: Who Dunnit?,“ IEEE Software, vol. 14, no. 3, pp. 15-16, May-June, 1997. [81] P. Beynon-Davies, „Human Error and Information System Failure: The Case of the London Ambulance Service Computer-Aided Despatch System Project,“ Interacting with Computers, vol. 11, no. 6, June 1999, pp. 699-720. [82] J. Jiang, G. Klein, “Software Development Risks to Project Effectiveness,” Journal of Systems and Software, vol. 52, no. 1, May, 2000, pp. 3-10. [83] S. Hastie, What Makes Information Systems Projects Successful?, Software Education Associates Ltd, May, 2006. [84] R. R. Young, “Twelve Requirements Basics for Project Success,” CrossTalk: The Journal of Defense Software Engineering, vol. 19, no. 12, December, 2006, pp. 4-8. [85] S. Snedaker, R. Rogers, IT Security Project Management Handbook, 1st ed. Syngress Publishing, Inc., 2006. [86] R. S. Frey, Successful Proposal Strategies for Small Business: Using Knowledge Management to Win Government, Private-Sector, and International Contracts, illustrated ed. Artech House, 2002. [87] Q. M. Nguyen, “Planning in Software Project Management, An Empirical Research Software Companies in Vietnam,” PhD. Dissertation, Faculty of Economics and Social Sciences, University of Fribourg, Fribourg, Switzerland, 2006. [88] J. Wan, R. Wang, “Empirical Research on Critical Success Factors of Agile Software Process Improvement,” J. Software Engineering & Applications, vol. 3, no. 12, January, 2010, pp. 1131-1140. [89] E. Oz, “When Professional Standards are Lax: The CONFIRM Failure and its Lessons,“ Communications of the ACM , vol. 37, no. 10, October, 1994, pp. 29-36. [90] J. Glaser, (2004) “Management’s Role in IT Project Failures,” Healthcare Financial Management, vol. 58, no. 10, November, 2004, pp. 90-92. [91] N. Gorijan, L. Ma, M. Mittinty, P. Yarlagadda, Y. Sun, „A review on degradation models in reliability analysis,“ Proceedings of the Fourth Word Congress on Engineering Asset Management, Athens, September, 2009, pp. 28-30. [92] O. Zwikael, J. Smyrk, Project Management for the Creation of Organizational Value, 2011 ed. London, England: Springer, 2011. [93] R. C. Mahaney, A. L. Lederer, “Information System Project Management: An Agency Theory Interpretation,” Journal of Systems and Software, vol. 68, no. 1, pp. 1-9, October, 2003. [94] O. I. Tukel, W. O. Rom, “Analysis of the Characteristics of Projects in Diverse Industries,” Journal of Operations Management, vol. 16, no. 1, January, 1998, pp. 43-61. �Journal of Natural Sciences and Engineering, Vol. 2, (2020) DOI number: 10.14706/JONSAE2020218 [95] W. Belassi, O. I. Tukel, „A new framework for determining critical success/failure factors in projects,“ International Journal of Project Management, vol. 14, no. 3, June, 1996, pp. 141-151. [96] M. Hirshfield, P. D. Lee, Critical Success Factors for Healthcare Software Implementations, Vitalize Consulting Solutions, inc., 2006. [97] S. Appelbaum, A. Steed, “The critical success factors in the client-consulting relationship,” Journal of Management Development, vol. 24, no. 1, January, 2005, pp. 68-93. [98] T. K. Perkins, “Knowledge: The Core Problem of Project Failure,“ Crosstalk: The Journal of Defense Software Engineering, vol. 19, no. 6, June, 2006, pp. 13-15. [99] V. Kuo, A Study on the Types of Managerial Behaviors, Styles and Practices that Lead to Project Success, Massachusetts Institute of Technology, 2006. [100] R. J. Turner, The handbook of project-based management, 3rd ed. McGraw-Hill Professional, 2008. [101] D. Tesch, T. J. Kloppenbourg, M. N. Frolick, “IT Project Risk Factors: The Project Management Professionals Perspective,” Journal of Computer Information Systems, vol. 47, no. 4, June, 2007, pp. 61-69. [102] S. C. Misra, V. Kumar, U. Kumar, “Different Techniques for Risk Management in Software Engineering: A Review,” in ASAC Conference in Banff, Alberta, Canada, 2006, pp. 196 – 205. [103] T. Julli, Leadership Princpiles for Project Success, 1st ed. Boca Raton, Florida: CRC Press, 2010 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Journal of Natural Sciences and Engineering Identifier An unambiguous reference to the resource within a given context 2637-2835 DOI Digital object identifier 10.14706 Publisher An entity responsible for making the resource available International Burch University Description An account of the resource Journal of Natural Sciences and Engineering (JONSAE) is a peer-reviewed, biannually published international journal focusing on empirical and theoretical research in all branches of Engineering and Natural Sciences. It is published on the behalf of Faculty of Engineering and Natural Sciences of International Burch University and aims to provide the best content regarding by publishing original research papers, review articles, special issues, feature articles, and book reviews. All manuscript submissions are subject to initial appraisal by the Editor, and, if found suitable for further consideration, to peer review by independent, anonymous referees. All peer review is double-blind and submission is online. The journal welcomes theoretical, applied, interdisciplinary and methodological work, with preference on empirical research, critical approach and problem-solving methods in manuscripts. Language A language of the resource English Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Information Systems Project Success Factors: Literature Review Author Author Nermina Durmic Abstract A summary of the resource. The purpose of this paper is to identify and collect most commonly discussed project success factors in the context of information systems (IS) projects. Through the process of review of 88 books, relevant studies and scientific works 72 success factors were detected, with a total of 689 appearances, which are then classified into six factor groups: Planning, Project team, Project management, Development, Customer, Project facilitation. The paper reveals that factors that were recognized as the most critical ones for the success of information systems projects by majority of authors belong first to Planning, and then to Project team and Project management groups of factors. Findings in this paper are expected to serve as a valuable theoretical basis for future empirical research of success and failure of projects in modern information technologies (IT) organizations, and development of related IS project success models. Keywords Keywords. Project success, project success factors, information systems, literature review. Identifier An unambiguous reference to the resource within a given context 2637-2835 Publisher An entity responsible for making the resource available International Burch University, Sarajevo, Bosnia and Herzegovina Source A related resource from which the described resource is derived Journal of Natural Sciences and Engineering Date A point or period of time associated with an event in the lifecycle of the resource January, 2020 https://omeka.ibu.edu.ba/files/original/89f5e8aebe674a060b94846833f67016.docx 3820bc6181614254215cad0578338148 https://omeka.ibu.edu.ba/files/original/997025463da29e5ba5d9793be1733538.pdf 56bf8837b76e3e606dcddeae96d89457 PDF Text Text Information Technologies and Education of Economists Dražena Gašpar University of Mostar Bosnia and Herzegovina drazena.gaspar@sve-mo.ba Mirela Mabić University of Mostar Bosnia and Herzegovina mirela.mabic@sve-mo.ba Abstract: The aim of the paper is to present how usage of different software tools in solving business problems could help students of economy to better integrate theoretical knowledge from different economics subjects and to enhance their technological skills. Namely, IT plays crucial role during the problem-based learning process, serving as a critical tool for information searching, organizing and analyzing data, and presenting solutions. The paper presents the way of use of information technology in education of economists, particularly at Faculty of Economics Mostar and course named Business Intelligence (BI). It is obliged course for students of Management and Business Informatics majors. At the beginning of BI course we interviewed students and discussed their expectations related to proposed learning methods. At the end of the BI course we also interviewed students and discussed fulfilment of their expectations. Namely, BI course implements problem-based learning process through combination of the theoretical knowledge and practical problem solving by using different IT tools. Students focus attention on theoretical knowledge as well as peculiarities of solving problems. They are concentrating on operational context of the practical problem, trying to conceptualize it and deduce solutions acceptable in the project. Every student creates her/his knowledge and structure, makes sense of theories and parts of their reality in her/his own way. Applying information technology as a tool for learning in curriculum areas enables students to develop the knowledge, skills and capacity to use IT in specific field and to be more successful in achieving curriculum outcomes. Through analysis of students expectations/fulfilment related to course learning methods, paper presents how IT could reshape the educational landscape by transforming the content and modes of acquisition of learning as well as how the implementation of IT is inseparable from the process of curriculum development and implementation of problem-based learning. Keywords: Information technology, Higher education, Problem-based learning, Curriculum development, Knowledge acquisition. 140 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Extent The size or duration of the resource. 2602 Title A name given to the resource Information Technologies and Education of Economists Author Author GAŠPAR, Dražena MABIĆ, Mirela Abstract A summary of the resource. The aim of the paper is to present how usage of different software tools in solving business problems could help students of economy to better integrate theoretical knowledge from different economics subjects and to enhance their technological skills. Namely, IT plays crucial role during the problem-based learning process, serving as a critical tool for information searching, organizing and analyzing data, and presenting solutions. The paper presents the way of use of information technology in education of economists, particularly at Faculty of Economics Mostar and course named Business Intelligence (BI). It is obliged course for students of Management and Business Informatics majors. At the beginning of BI course we interviewed students and discussed their expectations related to proposed learning methods. At the end of the BI course we also interviewed students and discussed fulfilment of their expectations. Namely, BI course implements problem-based learning process through combination of the theoretical knowledge and practical problem solving by using different IT tools. Students focus attention on theoretical knowledge as well as peculiarities of solving problems. They are concentrating on operational context of the practical problem, trying to conceptualize it and deduce solutions acceptable in the project. Every student creates her/his knowledge and structure, makes sense of theories and parts of their reality in her/his own way. Applying information technology as a tool for learning in curriculum areas enables students to develop the knowledge, skills and capacity to use IT in specific field and to be more successful in achieving curriculum outcomes. Through analysis of students expectations/fulfilment related to course learning methods, paper presents how IT could reshape the educational landscape by transforming the content and modes of acquisition of learning as well as how the implementation of IT is inseparable from the process of curriculum development and implementation of problem-based learning. Keywords: Information technology, Higher education, Problem-based learning, Curriculum development, Knowledge acquisition. Publisher An entity responsible for making the resource available International Burch University Date A point or period of time associated with an event in the lifecycle of the resource 2014-04 Keywords Keywords. Article PeerReviewed Identifier An unambiguous reference to the resource within a given context ISSN 2303-4564 H Social Sciences (General)