Industry survey of space system cost benefits from New Ways Of Doing Business

The cost of designing, building and operating space system hardware has always been expensive. Small quantities of specialty parts escalate engineering design, production and operations cost. Funding cutbacks and shrinking revenues dictate aggressive cost saving programs. NASA's highest priority is providing economical transportation to and from space. Over the past three decades NASA has seen technological advances that provide grater efficiencies in designing, building, and operating of space system hardware. As future programs such as NLS, LUTE and SEI begin, these greater efficiencies and cost savings should be reflected in the cost models. There are several New Ways Of Doing Business (NWODB) which, when fully implemented will reduce space system costs. These philosophies and/or culture changes are integrated in five areas: (1) More Extensive Pre-Phase C/D & E, (2) Multi Year Funding Stability, (3) Improved Quality, Management and Procurement Processes, (4) Advanced Design Methods, and (5) Advanced Production Methods. Following is an overview of NWODB and the Cost Quantification Analysis results using an industry survey, one of the four quantification techniques used in the study. The NWODB Cost Quantification Analysis is a study performed at Marshall Space Flight Center by the Engineering Cost Group, Applied Research Incorporated and Pittsburg State University. This study took place over a period of four months in mid 1992. The purpose of the study was to identify potential NWODB which could lead to improved cost effectiveness within NASA and to quantify potential cost benefits that might accrue if these NWODB were implemented

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). Economic evaluation of OSH and its way to SMEs: A constructive review. Safety Science, 53, 134-152. doi:10.1016/j.ssci.2012.08.016Badri, A., Gbodossou, A., & Nadeau, S. (2012). Occupational health and safety risks: Towards the integration into project management. Safety Science, 50(2), 190-198. doi:10.1016/j.ssci.2011.08.008Carlson, R., Erixon, M., Forsberg, P., & Pålsson, A.-C. (2001). System for integrated business environmental information management. Advances in Environmental Research, 5(4), 369-375. doi:10.1016/s1093-0191(01)00088-0Florio, C., & Leoni, G. (2017). Enterprise risk management and firm performance: The Italian case. The British Accounting Review, 49(1), 56-74. doi:10.1016/j.bar.2016.08.003Aven, T., & Ylönen, M. (2018). A risk interpretation of sociotechnical safety perspectives. Reliability Engineering & System Safety, 175, 13-18. doi:10.1016/j.ress.2018.03.004Skorupinska, A., & Torrent-Sellens, J. (2017). ICT, Innovation and Productivity: Evidence Based on Eastern European Manufacturing Companies. Journal of the Knowledge Economy, 8(2), 768-788. doi:10.1007/s13132-016-0441-1Benitez‐Amado, J., Llorens‐Montes, F. J., & Nieves Perez‐Arostegui, M. (2010). Information technology‐enabled intrapreneurship culture and firm performance. Industrial Management & Data Systems, 110(4), 550-566. doi:10.1108/02635571011039025González-Posada, D. M., & Reyes-Bedoya, N. (2019). Herramientas de gestión al alcance: caso red de hostales de la ciudad de Medellín. Revista CEA, 5(9), 113-129. doi:10.22430/24223182.1261Hernandis Ortuño, B., & Briede Westermeyer, J. C. (2009). AN EDUCATIONAL APPLICATION FOR A PRODUCT DESIGN AND ENGINEERING SYSTEMS USING INTEGRATED CONCEPTUAL MODELS. Ingeniare. Revista chilena de ingeniería, 17(3). doi:10.4067/s0718-3305200900030001

An enterprise engineering approach for the alignment of business and information technology strategy

Information systems and information technology (IS/IT, hereafter just IT) strategies usually depend on a business strategy. The alignment of both strategies improves their strategic plans. From an external perspective, business and IT alignment is the extent to which the IT strategy enables and drives the business strategy. This article reviews strategic alignment between business and IT, and proposes the use of enterprise engineering (EE) to achieve this alignment. The EE approach facilitates the definition of a formal dialog in the alignment design. In relation to this, new building blocks and life-cycle phases have been defined for their use in an enterprise architecture context. This proposal has been adopted in a critical process of a ceramic tile company for the purpose of aligning a strategic business plan and IT strategy, which are essential to support this process. © 2011 Taylor & Francis.Cuenca, L.; Boza, A.; Ortiz, A. (2011). An enterprise engineering approach for the alignment of business and information technology strategy. International Journal of Computer Integrated Manufacturing. 24(11):974-992. https://doi.org/10.1080/0951192X.2011.579172S9749922411(1993). CIMOSA: Open System Architecture for CIM. doi:10.1007/978-3-642-58064-2Ang, J., Shaw, N., & Pavri, F. (1995). Identifying strategic management information systems planning parameters using case studies. International Journal of Information Management, 15(6), 463-474. doi:10.1016/0268-4012(95)00049-dAvison, D., Jones, J., Powell, P., & Wilson, D. (2004). Using and validating the strategic alignment model. The Journal of Strategic Information Systems, 13(3), 223-246. doi:10.1016/j.jsis.2004.08.002Avgerou, & McGrath. (2007). Power, Rationality, and the Art of Living through Socio-Technical Change. MIS Quarterly, 31(2), 295. doi:10.2307/25148792Bergeron, F., Raymond, L., & Rivard, S. (2004). Ideal patterns of strategic alignment and business performance. Information & Management, 41(8), 1003-1020. doi:10.1016/j.im.2003.10.004Bernus, P., Nemes, L., & Schmidt, G. (Eds.). (2003). Handbook on Enterprise Architecture. doi:10.1007/978-3-540-24744-9Bleistein, S. J., Cox, K., Verner, J., & Phalp, K. T. (2006). B-SCP: A requirements analysis framework for validating strategic alignment of organizational IT based on strategy, context, and process. Information and Software Technology, 48(9), 846-868. doi:10.1016/j.infsof.2005.12.001Buchanan, S., & Gibb, F. (1998). The information audit: An integrated strategic approach. International Journal of Information Management, 18(1), 29-47. doi:10.1016/s0268-4012(97)00038-8Buchanan, S., & Gibb, F. (2007). The information audit: Role and scope. International Journal of Information Management, 27(3), 159-172. doi:10.1016/j.ijinfomgt.2007.01.002Chen, D., & Vernadat, F. (2004). Standards on enterprise integration and engineering—state of the art. International Journal of Computer Integrated Manufacturing, 17(3), 235-253. doi:10.1080/09511920310001607087Chen, D., Doumeingts, G., & Vernadat, F. (2008). Architectures for enterprise integration and interoperability: Past, present and future. Computers in Industry, 59(7), 647-659. doi:10.1016/j.compind.2007.12.016Chen, H.-M., Kazman, R., & Garg, A. (2005). BITAM: An engineering-principled method for managing misalignments between business and IT architectures. Science of Computer Programming, 57(1), 5-26. doi:10.1016/j.scico.2004.10.002Cuenca, L., Ortiz, A., & Vernadat, F. (2006). From UML or DFD models to CIMOSA partial models and enterprise components. International Journal of Computer Integrated Manufacturing, 19(3), 248-263. doi:10.1080/03081070500065841Davis, G. B. (2000). Information Systems Conceptual Foundations: Looking Backward and Forward. IFIP Advances in Information and Communication Technology, 61-82. doi:10.1007/978-0-387-35505-4_5Gindy, N., Morcos, M., Cerit, B., & Hodgson, A. (2008). Strategic technology alignment roadmapping STAR® aligning R&D investments with business needs. International Journal of Computer Integrated Manufacturing, 21(8), 957-970. doi:10.1080/09511920801927148Goethals, F. G., Lemahieu, W., Snoeck, M., & Vandenbulcke, J. A. (2007). The data building blocks of the enterprise architect. Future Generation Computer Systems, 23(2), 269-274. doi:10.1016/j.future.2006.05.004Greefhorst, D., Koning, H., & Vliet, H. van. (2006). The many faces of architectural descriptions. Information Systems Frontiers, 8(2), 103-113. doi:10.1007/s10796-006-7975-xGregor, S., Hart, D., & Martin, N. (2007). Enterprise architectures: enablers of business strategy and IS/IT alignment in government. Information Technology & People, 20(2), 96-120. doi:10.1108/09593840710758031Hartono, E., Lederer, A. L., Sethi, V., & Zhuang, Y. (2003). Key predictors of the implementation of strategic information systems plans. ACM SIGMIS Database, 34(3), 41-53. doi:10.1145/937742.937747Henderson, J. C., & Venkatraman, H. (1993). Strategic alignment: Leveraging information technology for transforming organizations. IBM Systems Journal, 32(1), 472-484. doi:10.1147/sj.382.0472Hirschheim, R., & Sabherwal, R. (2001). Detours in the Path toward Strategic Information Systems Alignment. California Management Review, 44(1), 87-108. doi:10.2307/41166112Hoogervorst, J. A. P. (2009). Enterprise Governance and Enterprise Engineering. doi:10.1007/978-3-540-92671-9Johnson, A. M., & Lederer, A. L. (2010). CEO/CIO mutual understanding, strategic alignment, and the contribution of IS to the organization. Information & Management, 47(3), 138-149. doi:10.1016/j.im.2010.01.002JONKERS, H., LANKHORST, M., VAN BUUREN, R., HOPPENBROUWERS, S., BONSANGUE, M., & VAN DER TORRE, L. (2004). CONCEPTS FOR MODELING ENTERPRISE ARCHITECTURES. International Journal of Cooperative Information Systems, 13(03), 257-287. doi:10.1142/s0218843004000985King, W. R. (1978). Strategic Planning for Management Information Systems. MIS Quarterly, 2(1), 27. doi:10.2307/249104Leonard, J. (2007). Sharing a Vision: comparing business and IS managers’ perceptions of strategic alignment issues. Australasian Journal of Information Systems, 15(1). doi:10.3127/ajis.v15i1.299Luftman, J. N., Lewis, P. R., & Oldach, S. H. (1993). Transforming the enterprise: The alignment of business and information technology strategies. IBM Systems Journal, 32(1), 198-221. doi:10.1147/sj.321.0198Luftman, J., Ben-Zvi, T., Dwivedi, R., & Rigoni, E. H. (2010). IT Governance. International Journal of IT/Business Alignment and Governance, 1(2), 13-25. doi:10.4018/jitbag.2010040102Melville, Kraemer, & Gurbaxani. (2004). Review: Information Technology and Organizational Performance: An Integrative Model of IT Business Value. MIS Quarterly, 28(2), 283. doi:10.2307/25148636Newkirk, H. E., & Lederer, A. L. (2006). Incremental and Comprehensive Strategic Information Systems Planning in an Uncertain Environment. IEEE Transactions on Engineering Management, 53(3), 380-394. doi:10.1109/tem.2006.877446Noran, O. (2003). An analysis of the Zachman framework for enterprise architecture from the GERAM perspective. Annual Reviews in Control, 27(2), 163-183. doi:10.1016/j.arcontrol.2003.09.002Noran, O. (2005). A systematic evaluation of the C4ISR AF using ISO15704 Annex A (GERAM). Computers in Industry, 56(5), 407-427. doi:10.1016/j.compind.2004.12.005Ortiz, A., Lario, F., & Ros, L. (1999). Enterprise Integration—Business Processes Integrated Management: a proposal for a methodology to develop Enterprise Integration Programs. Computers in Industry, 40(2-3), 155-171. doi:10.1016/s0166-3615(99)00021-4Panetto, H., Baïna, S., & Morel, G. (2007). Mapping the IEC 62264 models onto the Zachman framework for analysing products information traceability: a case study. Journal of Intelligent Manufacturing, 18(6), 679-698. doi:10.1007/s10845-007-0040-xPapp, R. (Ed.). (2001). Strategic Information Technology. doi:10.4018/978-1-87828-987-2Peñaranda, N., Mejía, R., Romero, D., & Molina, A. (2010). Implementation of product lifecycle management tools using enterprise integration engineering and action-research. International Journal of Computer Integrated Manufacturing, 23(10), 853-875. doi:10.1080/0951192x.2010.495136Reich, B. H., & Benbasat, I. (2000). Factors That Influence the Social Dimension of Alignment between Business and Information Technology Objectives. MIS Quarterly, 24(1), 81. doi:10.2307/3250980Sledgianowski, D., & Luftman, J. (2005). IT-Business Strategic Alignment Maturity. Journal of Cases on Information Technology, 7(2), 102-120. doi:10.4018/jcit.2005040107Sowa, J. F., & Zachman, J. A. (1992). Extending and formalizing the framework for information systems architecture. IBM Systems Journal, 31(3), 590-616. doi:10.1147/sj.313.0590Van Grembergen, W., & De Haes, S. (2010). A Research Journey into Enterprise Governance of IT, Business/IT Alignment and Value Creation. International Journal of IT/Business Alignment and Governance, 1(1), 1-13. doi:10.4018/jitbag.2010120401Xueying Wang, Xiongwei Zhou, & Longbin Jiang. (2008). A method of business and IT alignment based on Enterprise Architecture. 2008 IEEE International Conference on Service Operations and Logistics, and Informatics. doi:10.1109/soli.2008.468649

The quality of accident and health data in the construction industry: interviews with senior managers

Despite recent changes in legislation and advances towards an integrated project-wide approach, health and safety management in the construction industry is still a major problem, involving a substantial cost to business, society and individuals. A prerequisite to improving the situation and developing an effective management strategy is monitoring, providing a detailed understanding of the effectiveness of different approaches to intervention. This paper describes a feasibility study using in-depth interviews with senior managers to explore the quality of accident and health data of nine large, high profile companies from the engineering construction sector. The interview dialogue comprised a series of questions and issues to be explored on the organization's accident reporting systems (e.g. what is reported, analysis performed, computerization), unsafe act and near miss auditing (e.g. definition, validity), failure type indicators (e.g. auditing, quantification) and safety culture indicators (e.g. commitment, health). Although safety was a priority for companies, health (i.e. medicals and monitoring systems) had not been given the same consideration, especially with regard to subcontracted labour. This study shows that the validity of accident statistics as a measure of safety remains a limitation, and that there is a requirement for a consistent and integrated approach to the measurement of health and safety performance. © 1999 E & FN Spon

A framework to facilitate effective e-learning in engineering development environments: executive summary

The demands of the continually changing and developing workplace require individuals to be adaptable, multi-disciplined and with the ability to work collaboratively, often in virtual environments. Professional engineers of today must meet these demands and have appropriate business and communication skills to operate in today's competitive, fast-moving, global environment. Yet these engineers still need to remain productive and routinely keep abreast of technological advances for their day-to-day working requirements. Thus, a range of continually renewable competencies is essential, which in turn puts pressure on both industry and academia to consider alternative ways to inform and educate their engineers and students. To help address these requirements, electronic learning (e-leaming) has been researched as a possible solution to facilitate a more flexible, distributed, collaborative, self-directed, virtual learning environment for both work-based professional engineers and engineering students. This research revealed gaps in both the existing literature and working practices regarding the elearning needs of engineers and in current approaches to meet these needs. Consequently, the main objective of the research was to develop a mechanism to assist providers of e-leaming to construct effective e-leaming activities in engineering development environments. In this context, 'development' environments refer to the engineer's product-development environment and the engineering student's study environment, with the increasing responsibility for selfdevelopment in an engineering career. The research identified and investigated factors that affect learning in these engineering environments, and examined current Web-based technologies to support and enhance learning experiences. A framework was developed as the mechanism to group the different and non-comparable learning factors together into philosophy, delivery, management and technology categories. These learning factors can be connected and sequenced differently in the categories, depending on the learning requirements. Hence, the main research innovation has been the creation of this framework to structure, link and order key learning factors, which offers guidance to e-leaming providers developing e-leaming environments. A predominant action research methodology was adopted for the research, as the author was involved with engineering environments and their e-leaming practices, decisions, developments and implementations in varying degrees. The main areas investigated for the research were: 1) Exploring learning methods & preferred learning styles in the engineering environment. Important findings here identified that engineers have a strong visual learning style preference and practise experiential learning in their engineering environments. 2) Examining technologies to support and enhance learning. This provided an understanding of 'hard' computer and Web capabilities, and 'soft' non-tangible technologies. Web technologies were of particular interest to this research due to their wide reach and interactive impact on the modem working and learning environments. 3) Investigating marketing considerations from the Web-based learning (WBL) providers' viewpoint. Marketing issues, products and services of WBL providers were investigated. This compared what and how the market offered and identified the business aspects of WBL. 4) Developing an e-learning framework. The research was consolidated to create a novel framework that grouped disparate learning factors for effective e-leaming development. 5) Studying practical engineering e-learning applications. Areas of the proposed framework were validated and refined from the case study data and experiences. Critical success factors (CSF) were derived to provide a business perspective for e-leaming developments, and these complemented the framework's learning factors. The above areas have been addressed in detail and documented in separate Engineering Doctorate submissions. This Executive Summary outlines and consolidates these areas, and describes, exemplifies and verifies the various factors within the e-leaming framework and the CSFs. The rationale, applications and guidelines for the e-leaming framework are also discussed. The framework provides a toolkit for building effective e-leaming activities in engineering development environments. Thus, the research shows that e-leaming can provide the solution to facilitate a flexible, continuous learning environment for engineers

Aligning Organizational Pathologies and Organizational Resilience Indicators

[EN] Developing resilient individuals, organizations and communities is a hot topic in the research agenda in Management, Ecology, Psychology or Engineering. Despite the number of works that focus on resilience is increasing, there is not completely agreed definition of resilience, neither an entirely formal and accepted framework. The cause may be the spread of research among different fields. In this paper, we focus on the study of organizational resilience with the aim of improving the level of resilience in organizations. We review the relation between viable and resilient organizations and their common properties. Based on these common properties, we defend the application of the Viable System Model (VSM) to design resilient organizations. We also identify the organizational pathologies defined applying the VSM through resilience indicators. We conclude that an organization with any organizational pathology is not likely to be resilient because it does not fulfill the requirements of viable organizations.This research has been partially supported by Banco Santander and Universidad de Valladolid.Morales Allende, M.; Ruiz-Martin, C.; Lopez-Paredes, A.; Perez Ríos, JM. (2017). Aligning Organizational Pathologies and Organizational Resilience Indicators. International Journal of Production Management and Engineering. 5(2):107-116. doi:10.4995/ijpme.2017.7423SWORD10711652Annarelli, A., & Nonino, F. (2016). Strategic and operational management of organizational resilience: Current state of research and future directions. Omega, 62, 1-18. doi:10.1016/j.omega.2015.08.004Beer, S. (1981). Brain of the firm: the managerial cybernetics of organization, J. Wiley New York.Bhamidipaty, A., Lotlikar, R., & Banavar, G. (2007). RMI: A Framework for Modeling and Evaluating the Resiliency Maturity of IT Service Organizations. 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Ensuring the visibility and traceability of items through logistics chain of automotive industry based on AutoEPCNet Usage

Traceability in logistics is the capability of the participants to trace the products throughout the supply chain by means of either the product and/or container identifiers in a forward and/or backward direction. In today's competitive economic environment, traceability is a key concept related to all products and all types of supply chains. The goal of this paper is to describe development of application that enables to create and share information about the physical movement and status of products as they travel throughout the supply chain. The main purpose of this paper is to describe the development of RFID based track and trace system for ensuring the visibility and traceability of items in logistics chain especially in automotive industry. The proposed solution is based on EPCglobal Network Architecture

New Zealand Building Project Cost and Its Influential Factors: A Structural Equation Modelling Approach

Construction industry significantly contributes to New Zealand's economic development. However, the delivery of construction projects is usually plagued by cost overruns, which turn potentially successful projects into money-losing ventures, resulting in various other unexpected negative impacts. The objectives of the study were to identify, classify, and assess the impacts of the factors affecting project cost in New Zealand. The proposed research model was examined with structural equation modelling. Recognising the lack of a systematic approach for assessing the influencing factors associated with project cost, this study identified 30 influencing factors from various sources and quantified their relative impacts. The research data were gathered through a questionnaire survey circulated across New Zealand construction industry. A total of 283 responses were received, with a 37% response rate. A model was developed for testing the relationship between project cost and the influential factors. The proposed research model was examined with structural equation modelling (SEM). According to the results of the analysis, market and industry conditions factor has the most significant effect on project cost, while regulatory regime is the second-most significant influencing factor, followed by key stakeholders' perspectives. The findings can improve project cost performance through the identification and evaluation of the cost-influencing factors. The results of such analysis enable industry professionals to better understand cost-related risks in the complex environment

Model Based Development of Quality-Aware Software Services

Modelling languages and development frameworks give support for functional and structural description of software architectures. But quality-aware applications require languages which allow expressing QoS as a first-class concept during architecture design and service composition, and to extend existing tools and infrastructures adding support for modelling, evaluating, managing and monitoring QoS aspects. In addition to its functional behaviour and internal structure, the developer of each service must consider the fulfilment of its quality requirements. If the service is flexible, the output quality depends both on input quality and available resources (e.g., amounts of CPU execution time and memory). From the software engineering point of view, modelling of quality-aware requirements and architectures require modelling support for the description of quality concepts, support for the analysis of quality properties (e.g. model checking and consistencies of quality constraints, assembly of quality), tool support for the transition from quality requirements to quality-aware architectures, and from quality-aware architecture to service run-time infrastructures. Quality management in run-time service infrastructures must give support for handling quality concepts dynamically. QoS-aware modeling frameworks and QoS-aware runtime management infrastructures require a common evolution to get their integration

Power-by-the-hour: the role of technology in reshaping business strategy at Rolls-Royce

There is a recognised trend of manufacturing companies offering not only products, but services and even complete solutions to business problems. Research has highlighted economic, market demand and competitiveness factors as responsible for the re-shaping of business strategies that this has involved. This study analyses the extent to which another factor, technology, has been a significant factor in the switch from product oriented to service oriented strategies. A case study of the aero engine manufacturer Rolls-Royce is used to analyse the impact of technology, which is found to have led manufacturers to re-shape their business strategies. The study finds that developments in one technology in particular, namely digital electronics, have been a powerful enabling factor facilitating the implementation of service strategies. This provided original equipment manufacturers (OEMs) like Rolls-Royce with a competitive advantage relative to conventional service providers, by enabling them to acquire new knowledge management capabilities