Towards the realisation of an integratated decision support environment for organisational decision making

Traditional decision support systems are based on the paradigm of a single decision maker working at a stand‐alone computer or terminal who has a specific decision to make with a specific goal in mind. Organizational decision support systems aim to support decision makers at all levels of an organization (from executive, middle management managers to operators), who have a variety of decisions to make, with different priorities, often in a distributed and dynamic environment. Such systems need to be designed and developed with extra functionality to meet the challenges such as collaborative working. This paper proposes an Integrated Decision Support Environment (IDSE) for organizational decision making. The IDSE distinguishes itself from traditional decision support systems in that it can flexibly configure and re‐configure its functions to support various decision applications. IDSE is an open software platform which allows its users to define their own decision processes and choose their own exiting decision tools to be integrated into the platform. The IDSE is designed and developed based on distributed client/server networking, with a multi‐tier integration framework for consistent information exchange and sharing, seamless process co‐ordination and synchronisation, and quick access to packaged and legacy systems. The prototype of the IDSE demonstrates good performance in agile response to fast changing decision situations

A business model perspective for ICTs in public engagement

This is the post-print version of the Article. The official published article can be accessed from the link below - Copyright @ 2012 ElsevierPublic institutions, in their efforts to promote meaningful citizen engagement, are increasingly looking at the democratic potential of Information and Communication Technologies (ICTs). Previous studies suggest that such initiatives seem to be impeded by socio-technical integration barriers such as low sustainability, poor citizen acceptance, coordination difficulties, lack of understanding and failure to assess their impact. Motivated by these shortcomings, the paper develops and applies a business model perspective as an interceding framework for analysis and evaluation. The underlying principle behind this approach is that it is not technology per se which determines success, but rather the way in which the businessmodel of the technological artifact is configured and employed to achieve the strategic goals. The business model perspective is empirically demonstrated with the case of an online petitioning system implemented by a UK local authority. The case illustrates the importance of considering ICTs in public engagement from a holistic view to make them more manageable and assessable

Deliverable JRA1.1: Evaluation of current network control and management planes for multi-domain network infrastructure

This deliverable includes a compilation and evaluation of available control and management architectures and protocols applicable to a multilayer infrastructure in a multi-domain Virtual Network environment.The scope of this deliverable is mainly focused on the virtualisation of the resources within a network and at processing nodes. The virtualization of the FEDERICA infrastructure allows the provisioning of its available resources to users by means of FEDERICA slices. A slice is seen by the user as a real physical network under his/her domain, however it maps to a logical partition (a virtual instance) of the physical FEDERICA resources. A slice is built to exhibit to the highest degree all the principles applicable to a physical network (isolation, reproducibility, manageability, ...). Currently, there are no standard definitions available for network virtualization or its associated architectures. Therefore, this deliverable proposes the Virtual Network layer architecture and evaluates a set of Management- and Control Planes that can be used for the partitioning and virtualization of the FEDERICA network resources. This evaluation has been performed taking into account an initial set of FEDERICA requirements; a possible extension of the selected tools will be evaluated in future deliverables. The studies described in this deliverable define the virtual architecture of the FEDERICA infrastructure. During this activity, the need has been recognised to establish a new set of basic definitions (taxonomy) for the building blocks that compose the so-called slice, i.e. the virtual network instantiation (which is virtual with regard to the abstracted view made of the building blocks of the FEDERICA infrastructure) and its architectural plane representation. These definitions will be established as a common nomenclature for the FEDERICA project. Other important aspects when defining a new architecture are the user requirements. It is crucial that the resulting architecture fits the demands that users may have. Since this deliverable has been produced at the same time as the contact process with users, made by the project activities related to the Use Case definitions, JRA1 has proposed a set of basic Use Cases to be considered as starting point for its internal studies. When researchers want to experiment with their developments, they need not only network resources on their slices, but also a slice of the processing resources. These processing slice resources are understood as virtual machine instances that users can use to make them behave as software routers or end nodes, on which to download the software protocols or applications they have produced and want to assess in a realistic environment. Hence, this deliverable also studies the APIs of several virtual machine management software products in order to identify which best suits FEDERICA’s needs.Postprint (published version

Business process management tools as a measure of customer-centric maturity

In application of business process management (BPM) tools in European commercial sectors, this paper examines current maturity of customer centricity construct (CC) as an emerging dimension of competition and as a potential strategic management direction for the future of business. Processes are one of the key components of transformation in the CC roadmap. Particular departments are more customer orientated than others, and processes, customer-centric expertise, and approach can be built and utilized starting from them. Positive items within a current business process that only involve minor modification could be the basis for that. The evidence of movement on the customer-centric roadmap is found. BPM in European telecommunications, banking, utility and retail sector supports roadmap towards customer-centricity in process view, process alignment and process optimization. However, the movement is partial and not flawless, as BPM hasn’t been inquired for supporting many of customer-centric dimensions

Autonomic computing meets SCADA security

© 2017 IEEE. National assets such as transportation networks, large manufacturing, business and health facilities, power generation, and distribution networks are critical infrastructures. The cyber threats to these infrastructures have increasingly become more sophisticated, extensive and numerous. Cyber security conventional measures have proved useful in the past but increasing sophistication of attacks dictates the need for newer measures. The autonomic computing paradigm mimics the autonomic nervous system and is promising to meet the latest challenges in the cyber threat landscape. This paper provides a brief review of autonomic computing applications for SCADA systems and proposes architecture for cyber security

The rise and fall of self-service in Amsterdam trams: User technology relations in a case of service innovation

The stabilisation of innovative technology depends on reconciling technological requirements and user behaviour. This can be achieved by adjusting the technology to the users, by configuring the user, or by a combination thereof. This paper evaluates different strategies in a case of service innovation: the substitution of conductors with self-service machines in the Amsterdam tramways around 1970 and the various forms of fare-dodging that came along. To counteract fare-dodging, the transport company unsuccessfully relied on a strategy to configure users. Alternative strategies, notably configuring users through technological adjustment, are suggested to increase the chance of stabilisation. These observations and suggestions are related to the actual characteristics of services: given that transport services are immediately and collectively used, their misuse, if not corrected by fellow passengers, soon tends to threaten the aspect of stability. Emphasising service characteristics thus contributes to a better understanding of strategies to reconcile services and users.