The short history of the International Working Conference on Educating Professionals for Network Centric Organizations is a good illustration of the tremendous rate of development of global networking, its impact and of its deep penetration into management of business, industty and administration. In 1996, when the theme and name of the conference had been set, there was yet no heavy use of networks in the fields just mentioned. However, it has been already established well enough to enable those with a visionary sense to feel that it will be an important subject and it could be an interesting theme for a conference to be held within two years. It seemed a risky decision at the time but it turned out to be very successful when conducted in 1998. It has been stated that "it took until 1997 for the business world to discover the Internet." In less than two years, the Internet and the Intranets are a vital component for running major parts of the business world. This fast pace puts some pressure on writing papers and holding a conferenc- effort has to be made to have meaningful contents despite the changes. A time span of 9 months between writing a paper and having it published, seemed once to be very short, but it is not so any more when referring to a dynamic issue like global networking.

The power of modern information systems and information technology (lSIIT) offers new opportunities to rethink, at the broadest levels, existing business strategies, approaches and practices. Over the past decade, IT has opened up new business opportunities, led to the development of new strategic IS and challenged all managers and users of ISIIT to devise new ways to make better use of information. Yet this era which began with much confidence and optimism is now suffering under a legacy of systems that are increasingly failing to meet business needs, and lasting fixes are proving costly and difficult to implement. General management is experiencing a crisis of confidence in their IS functions and in the chiefinformation systems officers who lead them (Earl and Feeney, 1994:11). The concern for chief executive officers is that they are confronting a situation that is seemingly out of control. They are asking, 'What is the best way to rein in these problems and effectively assess IS performance? Further, how can we be certain that IS is adequately adding value to the organisational bottom line?' On the other hand, IS executives and professionals who are responsible for creating, managing and maintaining the organisation's systems are worried about the preparedness of general managers to cope with the growth in new technologies and systems. They see IT having a polarising effect on general managers; it either bedazzles or frightens them (Davenport, 1994: 119).

As the world becomes increasingly dependent on the use of computers, the need for quality software which can be produced at reasonable cost increases. This IFIP proceedings brings together the work of leading researchers and practitioners who are concerned with the efficient production of quality software.

The power of modern information systems and information technology (lSIIT) offers new opportunities to rethink, at the broadest levels, existing business strategies, approaches and practices. Over the past decade, IT has opened up new business opportunities, led to the development of new strategic IS and challenged all managers and users of ISIIT to devise new ways to make better use of information. Yet this era which began with much confidence and optimism is now suffering under a legacy of systems that are increasingly failing to meet business needs, and lasting fixes are proving costly and difficult to implement. General management is experiencing a crisis of confidence in their IS functions and in the chiefinformation systems officers who lead them (Earl and Feeney, 1994:11). The concern for chief executive officers is that they are confronting a situation that is seemingly out of control. They are asking, 'What is the best way to rein in these problems and effectively assess IS performance? Further, how can we be certain that IS is adequately adding value to the organisational bottom line?' On the other hand, IS executives and professionals who are responsible for creating, managing and maintaining the organisation's systems are worried about the preparedness of general managers to cope with the growth in new technologies and systems. They see IT having a polarising effect on general managers; it either bedazzles or frightens them (Davenport, 1994: 119).

As the world becomes increasingly dependent on the use of computers, the need for quality software which can be produced at reasonable cost increases. This IFIP proceedings brings together the work of leading researchers and practitioners who are concerned with the efficient production of quality software.

The short history of the International Working Conference on Educating Professionals for Network Centric Organizations is a good illustration of the tremendous rate of development of global networking, its impact and of its deep penetration into management of business, industty and administration. In 1996, when the theme and name of the conference had been set, there was yet no heavy use of networks in the fields just mentioned. However, it has been already established well enough to enable those with a visionary sense to feel that it will be an important subject and it could be an interesting theme for a conference to be held within two years. It seemed a risky decision at the time but it turned out to be very successful when conducted in 1998. It has been stated that "it took until 1997 for the business world to discover the Internet". In less than two years, the Internet and the Intranets are a vital component for running major parts of the business world. This fast pace puts some pressure on writing papers and holding a conferenc- effort has to be made to have meaningful contents despite the changes. A time span of 9 months between writing a paper and having it published, seemed once to be very short, but it is not so any more when referring to a dynamic issue like global networking.