CloudHealth: A Model-Driven Approach to Watch the Health of Cloud Services

Cloud systems are complex and large systems where services provided by different operators must coexist and eventually cooperate. In such a complex environment, controlling the health of both the whole environment and the individual services is extremely important to timely and effectively react to misbehaviours, unexpected events, and failures. Although there are solutions to monitor cloud systems at different granularity levels, how to relate the many KPIs that can be collected about the health of the system and how health information can be properly reported to operators are open questions. This paper reports the early results we achieved in the challenge of monitoring the health of cloud systems. In particular we present CloudHealth, a model-based health monitoring approach that can be used by operators to watch specific quality attributes. The CloudHealth Monitoring Model describes how to operationalize high level monitoring goals by dividing them into subgoals, deriving metrics for the subgoals, and using probes to collect the metrics. We use the CloudHealth Monitoring Model to control the probes that must be deployed on the target system, the KPIs that are dynamically collected, and the visualization of the data in dashboards.Comment: 8 pages, 2 figures, 1 tabl

Post-bureaucracy and reanimating public governance: A discourse and practice of continuity?

Purpose 'Seeks to examine changes in the environment in which public policy and public management operate and the claim that bureaucracy has been replaced by post-bureaucracy as a result of these changes. Design/methodology/approach – It proposes reanimated public governance as a concept that occupies the space between public administration and restructured public governance (including reinvented government and New Public Management (NPM). Rather than accepting the existence of post-bureaucracy, per se, the paper argues that there has been a process of extending bureaucracy that cuts across public and non-public boundaries rather than the development of post-bureaucracy per se. Findings – In examining the claims for post-bureaucracy, we are witnessing a discourse and practice of continuity rather than difference. The need for economies of scale and scope, standardisation and the existence of indivisibilities in public services suggest that public sector reforms and proposals for new governance models establish extended or flexible forms of bureaucracy rather than post-bureaucratic organisational forms. Attempts to introduce ICT-based services and the need for regulatory agencies to oversee the contracts with private and non-profit service providers reinforce these findings. Research limitations/implications – The arguments in this paper are based on marshalling the literature and debates surrounding public sector reform to advance a central thesis. It draws on real world examples but does not advance direct empirical evidence. There is scope for internationally comparative case-studies of different public service functions and discourses and practices in different countries Practical implications – Policy makers and managers should treat the clarion call of post-bureaucracy as a way of liberating public services from a lack of creativity, innovation and accountability with healthy scepticism. In particular, the view that public sector reforms through post-bureaucratic re-organisation will lead to efficiencies is one to be challenged. Reforms in any service driven organisations are not zero-cost and any implied operational cost saving should be considered against increased transaction costs. Originality/value – There have been heroic claims made for post-bureaucracy in many organisations enabled by developments associated with the concepts of information society and knowledge society. By locating public sector reforms under the rubric of 'restructured public governance' a deeper investigation of the implications for the discourses and practices associated with public sector reform is advanced

Can processes make relationships work? The Triple Helix between structure and action

This contribution seeks to explore how complex adaptive theory can be applied at the conceptual level to unpack Triple Helix models. We use two cases to examine this issue – the Finnish Strategic Centres for Science, Technology & Innovation (SHOKs) and the Canadian Business-led Networks of Centres of Excellence (BL-NCE). Both types of centres are organisational structures that aspire to be business-led, with a considerable portion of their activities driven by (industrial) users’ interests and requirements. Reflecting on the centres’ activities along three dimensions – knowledge generation, consensus building and innovation – we contend that conceptualising the Triple Helix from a process perspective will improve the dialogue between stakeholders and shareholders

Target value design: using collaboration and a lean approach to reduce construction cost

Target Costing is an effective management technique that has been used in manufacturing for decades to achieve cost predictability during new products development. Adoption of this technique promises benefits for the construction industry as it struggles to raise the number of successful outcomes and certainty of project delivery in terms of cost, quality and time. Target Value Design is a management approach that takes the best features of Target Costing and adapts them to the peculiarities of construction. In this paper the concept of Target Value Design is introduced based on the results of action research carried out on 12 construction projects in the USA. It has been shown that systemic application of Target Value Design leads to significant improvement of project performance – the final cost of projects was on average 15% less than market cost. The construction industry already has approaches that have similarities with elements of the Target Value Design process or uses the same terminology, e.g. Partnering and Target Cost Contracts, Cost planning, etc. Following an exploration of the similarities and differences Target Value Design is positioned as a form of Target Costing for construction that offers a more reliable route to successful projects outcomes

Parameterization, Analysis, and Risk Management in a Comprehensive Management System with Emphasis on Energy and Performance (ISO 50001: 2018)

[EN] The future of business development relies on the effective management of risks, opportunities, and energy and water resources. Here, we evaluate the application of best practices to identify, analyze, address, monitor, and control risks and opportunities (R/O) according to ISO 31000 and 50000. Furthermore, we shed light on tools, templates, ISO guides, and international documents that contribute to classifying, identifying, formulating control, and managing R/O parameterization in a comprehensive management system model, namely CMS QHSE3+, which consists of quality (Q), health and safety (HS), environmental management (E), energy efficiency (E2), and other risk components (+) that include comprehensive biosecurity and biosafety. By focusing on the deployment of R/O-based thinking (ROBT) at strategic and operational levels, we show vulnerability reduction in CMS QHSE3+ by managing energy, efficiency, and sustainability.We express our gratitude for the support from Cajacopi Atlantico, QUARA Technology, ASTEQ Technology, Universidad Simon Bolivar, Universitat Politecnica de Valencia and to all the personnel and companies who offered us their contributions and their valuable points of view.Poveda-Orjuela, PP.; García-Díaz, JC.; Pulido-Rojano, A.; Cañón-Zabala, G. (2020). Parameterization, Analysis, and Risk Management in a Comprehensive Management System with Emphasis on Energy and Performance (ISO 50001: 2018). Energies. 13(21):1-44. https://doi.org/10.3390/en13215579S1441321SDBS Business Demography Indicatorshttps://stats.oecd.org/index.aspx?queryid=70734The World Economy on a Tightrope. OECD Economic Outlook, June 2020http://www.oecd.org/economic-outlook/Strategic Plan 2016–2020www.https://trade.ec.europa.eu/doclib/docs/2016/august/tradoc_154919.pdfSMEs, and Their Business Problems. Case Analysishttps://www.redalyc.org/pdf/206/20605209.pdfMuñoz, P. (2013). The Distinctive Importance of Sustainable Entrepreneurship. Current Opinion in Creativity, Innovation and Entrepreneurship, 2(1). doi:10.11565/cuocient.v2i1.26Parrish, B. D. (2010). Sustainability-driven entrepreneurship: Principles of organization design. Journal of Business Venturing, 25(5), 510-523. doi:10.1016/j.jbusvent.2009.05.005Chaos Report 2015http://www.laboratorioti.com/2016/05/16/informe-del-caos-2015-chaos-report-2015/Dirección de Marketing. Ciudad de México: Pearson and Prentice Hall, 12a Ediciónhttp://biblio.econ.uba.ar/opac-tmpl/bootstrap/tc/148262_TC.pdfPoveda-Orjuela, P. P., García-Díaz, J. C., Pulido-Rojano, A., & Cañón-Zabala, G. (2019). ISO 50001: 2018 and Its Application in a Comprehensive Management System with an Energy-Performance Focus. Energies, 12(24), 4700. doi:10.3390/en12244700Continuity Planning for Your Businesshttps://www.westpac.com.au/content/dam/public/wbc/documents/pdf/help/disaster/WBC_business_continuity_planning_covid-19_checklist.pdfCOVID-19: Five Ways to Maintain Continuity and Reshape for Resiliencehttps://www.ey.com/en_be/transactions/companies-can-reshape-results-and-plan-forcovid-19-recoveryAven, T. (2012). The risk concept—historical and recent development trends. Reliability Engineering & System Safety, 99, 33-44. doi:10.1016/j.ress.2011.11.006Oliva, F. L. (2016). A maturity model for enterprise risk management. International Journal of Production Economics, 173, 66-79. doi:10.1016/j.ijpe.2015.12.007Aven, T., & Zio, E. (2011). Some considerations on the treatment of uncertainties in risk assessment for practical decision making. Reliability Engineering & System Safety, 96(1), 64-74. doi:10.1016/j.ress.2010.06.001The ISO 27k Forumhttps://www.iso27001security.com/html/iso27000.htmlKaya, İ. (2017). Perspectives on Internal Control and Enterprise Risk Management. Eurasian Studies in Business and Economics, 379-389. doi:10.1007/978-3-319-67913-6_26Barafort, B., Mesquida, A.-L., & Mas, A. (2017). Integrating risk management in IT settings from ISO standards and management systems perspectives. Computer Standards & Interfaces, 54, 176-185. doi:10.1016/j.csi.2016.11.010Aven, T. (2016). Risk assessment and risk management: Review of recent advances on their foundation. European Journal of Operational Research, 253(1), 1-13. doi:10.1016/j.ejor.2015.12.023Thekdi, S., & Aven, T. (2016). An enhanced data-analytic framework for integrating risk management and performance management. Reliability Engineering & System Safety, 156, 277-287. doi:10.1016/j.ress.2016.07.010Aven, T., & Zio, E. (2013). Foundational Issues in Risk Assessment and Risk Management. Risk Analysis, 34(7), 1164-1172. doi:10.1111/risa.12132Labodová, A. (2004). Implementing integrated management systems using a risk analysis based approach. Journal of Cleaner Production, 12(6), 571-580. doi:10.1016/j.jclepro.2003.08.008World trends and the future of Latin America; ECLAC UNIDO, 2016–Public Management Series, No 85. ISSN 1680-8827, LC/L.4246 LC/IP/L.348https://repositorio.cepal.org/bitstream/handle/11362/40788/S1600740_es.pdf?sequence=1&isAllowed=yBudhi, M. K. S., Lestari, N. P. N. E., Suasih, N. N. R., & Wijaya, P. Y. (2020). Strategies and policies for developing SMEs based on creative economy. Management Science Letters, 2301-2310. doi:10.5267/j.msl.2020.3.005Melly, D., & Hanrahan, J. (2020). Tourism biosecurity risk management and planning: an international comparative analysis and implications for Ireland. Tourism Review, 76(1), 88-102. doi:10.1108/tr-07-2019-0312Guide for Business Continuity during COVID-19http://www.andi.com.co/Uploads.pdfLa Danse, 1910. Musee de l’Hermitage, Saint-Pétersbourg, Russie. Consulté le 28 Juillet 2020https://www.hermitagemuseum.org/wps/portal/hermitage/Uriarte-Romero, R., Gil-Samaniego, M., Valenzuela-Mondaca, E., & Ceballos-Corral, J. (2017). Methodology for the Successful Integration of an Energy Management System to an Operational Environmental System. Sustainability, 9(8), 1304. doi:10.3390/su9081304Cosgrove, J., Littlewood, J., & Wilgeroth, P. (2017). Development of a framework of key performance indicators to identify reductions in energy consumption in a medical devices production facility. International Journal of Ambient Energy, 39(2), 202-210. doi:10.1080/01430750.2017.1278718Wu, J., Cheng, B., Wang, M., & Chen, J. (2017). Quality-Aware Energy Optimization in Wireless Video Communication With Multipath TCP. IEEE/ACM Transactions on Networking, 25(5), 2701-2718. doi:10.1109/tnet.2017.2701153Biosecurity. Madridhttps://www.insst.es/-/bioseguridadArvanitis, S., Loukis, E., & Diamantopoulou, V. (2013). The effect of soft ICT capital on innovation performance of Greek firms. Journal of Enterprise Information Management, 26(6), 679-701. doi:10.1108/jeim-07-2013-0048ICT in small firms: Factors affecting the adoption and use of ICT in Southeast England SMEshttps://aisel.aisnet.org/ecis2008/167Legg, S. J., Olsen, K. B., Laird, I. S., & Hasle, P. (2015). Managing safety in small and medium enterprises. Safety Science, 71, 189-196. doi:10.1016/j.ssci.2014.11.007Podgórski, D. (2015). Measuring operational performance of OSH management system – A demonstration of AHP-based selection of leading key performance indicators. Safety Science, 73, 146-166. doi:10.1016/j.ssci.2014.11.018Cagno, E., Micheli, G. J. L., Masi, D., & Jacinto, C. (2013). 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Food security, risk management and climate change

This report identifies major constraints to the adaptive capacity of food organisations operating in Australia. This report is about food security, climate change and risk management. Australia has enjoyed an unprecedented level of food security for more than half a century, but there are new uncertainties emerging and it would be unrealistic – if not complacent – to assume the same level of food security will persist simply because of recent history. The project collected data from more than 36 case study organisations (both foreign and local) operating in the Australian food-supply chain, and found that for many businesses,  risk management practices require substantial improvement to cope with and exploit the uncertainties that lie ahead. Three risks were identified as major constraints to adaptive capacity of food organisations operating in Australia:  risk management practices; an uncertain regulatory environment – itself a result of gaps in risk management; climate change uncertainty and projections about climate change impacts, also related to risk management

Generic Continuity of Operations/Continuity of Government Plan for State-Level Transportation Agencies, Research Report 11-01

The Homeland Security Presidential Directive 20 (HSPD-20) requires all local, state, tribal and territorial government agencies, and private sector owners of critical infrastructure and key resources (CI/KR) to create a Continuity of Operations/Continuity of Government Plan (COOP/COG). There is planning and training guidance for generic transportation agency COOP/COG work, and the Transportation Research Board has offered guidance for transportation organizations. However, the special concerns of the state-level transportation agency’s (State DOT’s) plan development are not included, notably the responsibilities for the entire State Highway System and the responsibility to support specific essential functions related to the State DOT Director’s role in the Governor’s cabinet. There is also no guidance on where the COOP/COG planning and organizing fits into the National Incident Management System (NIMS) at the local or state-level department or agency. This report covers the research conducted to determine how to integrate COOP/COG into the overall NIMS approach to emergency management, including a connection between the emergency operations center (EOC) and the COOP/COG activity. The first section is a presentation of the research and its findings and analysis. The second section provides training for the EOC staff of a state-level transportation agency, using a hybrid model of FEMA’s ICS and ESF approaches, including a complete set of EOC position checklists, and other training support material. The third section provides training for the COOP/COG Branch staff of a state-level transportation agency, including a set of personnel position descriptions for the COOP/COG Branch members

On the role of Prognostics and Health Management in advanced maintenance systems

The advanced use of the Information and Communication Technologies is evolving the way that systems are managed and maintained. A great number of techniques and methods have emerged in the light of these advances allowing to have an accurate and knowledge about the systems’ condition evolution and remaining useful life. The advances are recognized as outcomes of an innovative discipline, nowadays discussed under the term of Prognostics and Health Management (PHM). In order to analyze how maintenance will change by using PHM, a conceptual model is proposed built upon three views. The model highlights: (i) how PHM may impact the definition of maintenance policies; (ii) how PHM fits within the Condition Based Maintenance (CBM) and (iii) how PHM can be integrated into Reliability Centered Maintenance (RCM) programs. The conceptual model is the research finding of this review note and helps to discuss the role of PHM in advanced maintenance systems.EU Framework Programme Horizon 2020, 645733 - Sustain-Owner - H2020-MSCA-RISE-201