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As an ex ante planning tool, Theory of Change can make research design and implementation more realistic and relevant by facilitating critical reflection on the role of research in a change process. It can also make research more participatory, by identifying and engaging key stakeholders of the research, and enabling co-ownership of the ...
Unlike role-based access control (RBAC), which defines roles that carry a specific set of privileges associated with them and to which subjects are assigned, ABAC can express complex rule sets that can evaluate many different attributes. Through defining consistent subject and object attributes into security policies, ABAC eliminates the need ...
This model of change, developed by Lewin, was a simplistic view of the process to change. This original model "developed in the 1920s and fully articulated in Lewin's (1936a) book Principles of Topological Psychology" [8] paved the way for other change models to be developed in the future.
Role-based access control is a policy-neutral access control mechanism defined around roles and privileges. The components of RBAC such as role-permissions, user-role and role-role relationships make it simple to perform user assignments. A study by NIST has demonstrated that RBAC addresses many needs of commercial and government organizations. [4]
The formula for change (or "the change formula") provides a model to assess the relative strengths affecting the likely success of organisational change programs. The formula was created by David Gleicher while he was working at management consultants Arthur D. Little in the early 1960s, [1] refined by Kathie Dannemiller in the 1980s, [2] and further developed by Steve Cady.
The transtheoretical model is also known by the abbreviation "TTM" [2] and sometimes by the term "stages of change", [3] although this latter term is a synecdoche since the stages of change are only one part of the model along with processes of change, levels of change, etc. [1] [4] Several self-help books—Changing for Good (1994), [5 ...
In business and project management, a responsibility assignment matrix [1] (RAM), also known as RACI matrix [2] (/ ˈ r eɪ s i /; responsible, accountable, consulted, and informed) [3] [4] or linear responsibility chart [5] (LRC), is a model that describes the participation by various roles in completing tasks or deliverables [4] for a project or business process.
The model is based on the theory that, for an organization to perform well, these seven elements need to be aligned and mutually reinforcing. So, the model can be used to help identify what needs to be realigned to improve performance, or to maintain alignment (and performance) during other types of change.