Traffic incident management: A common operational picture to support situational awareness of sustainable mobility

Successful traffic incident management presupposes a multi-disciplinary approach. To meet appropriately the safety and mobility needs of all affected parties, traffic incidents call for a high level of collaboration and coordination of involved agencies. Effective traffic incident management activities rely in particular on flexible communications and information systems. Based on experiences from the military domain it is possible to develop strategic concepts that are related to the improvement of information sharing and collaboration. Such concepts can also be applied to enhanced traffic incident management information systems. The present paper aims to offer a review of the state of the art in this field and to illustrate the empirical usefulness and benefits of traffic incident management

A survey of simulation techniques in commerce and defence

Despite the developments in Modelling and Simulation (M&S) tools and techniques over the past years, there has been a gap in the M&S research and practice in healthcare on developing a toolkit to assist the modellers and simulation practitioners with selecting an appropriate set of techniques. This study is a preliminary step towards this goal. This paper presents some results from a systematic literature survey on applications of M&S in the commerce and defence domains that could inspire some improvements in the healthcare. Interim results show that in the commercial sector Discrete-Event Simulation (DES) has been the most widely used technique with System Dynamics (SD) in second place. However in the defence sector, SD has gained relatively more attention. SD has been found quite useful for qualitative and soft factors analysis. From both the surveys it becomes clear that there is a growing trend towards using hybrid M&S approaches

The Brigade Combat Team (BCT): A Revolution in Organizational Structure

This paper explores the U.S. Army’s force reorganization around the Brigade Combat Team (BCT), which began in 2002. The BCT shifted how various army units interacted by changing the echelon at which different types of units report to a single commander, essentially creating self-sufficient units of about 2,500 soldiers instead of the previous self-sufficient units of about 15,000 soldiers. This paper utilizes existing organizational theories and research to better understand the implications for such a dramatic change in organizational structure. It contextualizes the army’s reorganization by applying the Rational Actor, Political, and Bureaucratic Models outlined in Essence of Decision by Graham Allison and Philip Zelikow. These models help explain why the army found the restructuring necessary. In changing the organizational structure of the U.S. Army, some processes that existed prior to the BCT became less effective and arguably outdated, such as the army’s decision-making process and personnel management system. At the same time, the army instituted a new communications system which was designed to better integrate disparate units, but was also stymied by the outdated decision-making processes. After understanding these factors, this paper asserts that various new technologies have failed to meet their full potential within the BCT due to ongoing implications related to not satisfactorily adjusting decision-making, communications systems, and personnel management based on the BCT reorganization. These technologies include unmanned aerial vehicles, integrated communications networks, and a particular armored vehicle (known as the Mine Resistant Ambush Protected Vehicle). This paper has implications for non-military organizations which have undergone or are examining the effects of structural reorganization

21st Century Simulation: Exploiting High Performance Computing and Data Analysis

This paper identifies, defines, and analyzes the limitations imposed on Modeling and Simulation by outmoded paradigms in computer utilization and data analysis. The authors then discuss two emerging capabilities to overcome these limitations: High Performance Parallel Computing and Advanced Data Analysis. First, parallel computing, in supercomputers and Linux clusters, has proven effective by providing users an advantage in computing power. This has been characterized as a ten-year lead over the use of single-processor computers. Second, advanced data analysis techniques are both necessitated and enabled by this leap in computing power. JFCOM's JESPP project is one of the few simulation initiatives to effectively embrace these concepts. The challenges facing the defense analyst today have grown to include the need to consider operations among non-combatant populations, to focus on impacts to civilian infrastructure, to differentiate combatants from non-combatants, and to understand non-linear, asymmetric warfare. These requirements stretch both current computational techniques and data analysis methodologies. In this paper, documented examples and potential solutions will be advanced. The authors discuss the paths to successful implementation based on their experience. Reviewed technologies include parallel computing, cluster computing, grid computing, data logging, OpsResearch, database advances, data mining, evolutionary computing, genetic algorithms, and Monte Carlo sensitivity analyses. The modeling and simulation community has significant potential to provide more opportunities for training and analysis. Simulations must include increasingly sophisticated environments, better emulations of foes, and more realistic civilian populations. Overcoming the implementation challenges will produce dramatically better insights, for trainees and analysts. High Performance Parallel Computing and Advanced Data Analysis promise increased understanding of future vulnerabilities to help avoid unneeded mission failures and unacceptable personnel losses. The authors set forth road maps for rapid prototyping and adoption of advanced capabilities. They discuss the beneficial impact of embracing these technologies, as well as risk mitigation required to ensure success

The Sensible Organization: A New Agenda for IS Research

IS research and practice does not adequately address modern organizational forms of flatter hierarchies; decentralized decision-making, greater capacity for tolerance of ambiguity, permeable internal and external boundaries, capacity for renewal, self-organizing units, self-integrating coordination mechanisms and continual change. The important challenge for IS is to determine what sort of organizational forms, structures and systems are most appropriate to meet the demands of the current and foreseeable environment. We argue that this challenge can be met through a new agenda for IS based on the concept of the ‘sensible organization’. Our argument is grounded in evidence drawn from the findings of a number of our empirical studies. We conclude that the new agenda for IS needs to targets the agile, social and networked organization, in the context of its chaotic, complex environment, in order to support knowledge work practices that integrate thinking and doing

Proceedings of the 2004 ONR Decision-Support Workshop Series: Interoperability

In August of 1998 the Collaborative Agent Design Research Center (CADRC) of the California Polytechnic State University in San Luis Obispo (Cal Poly), approached Dr. Phillip Abraham of the Office of Naval Research (ONR) with the proposal for an annual workshop focusing on emerging concepts in decision-support systems for military applications. The proposal was considered timely by the ONR Logistics Program Office for at least two reasons. First, rapid advances in information systems technology over the past decade had produced distributed collaborative computer-assistance capabilities with profound potential for providing meaningful support to military decision makers. Indeed, some systems based on these new capabilities such as the Integrated Marine Multi-Agent Command and Control System (IMMACCS) and the Integrated Computerized Deployment System (ICODES) had already reached the field-testing and final product stages, respectively. Second, over the past two decades the US Navy and Marine Corps had been increasingly challenged by missions demanding the rapid deployment of forces into hostile or devastate dterritories with minimum or non-existent indigenous support capabilities. Under these conditions Marine Corps forces had to rely mostly, if not entirely, on sea-based support and sustainment operations. Particularly today, operational strategies such as Operational Maneuver From The Sea (OMFTS) and Sea To Objective Maneuver (STOM) are very much in need of intelligent, near real-time and adaptive decision-support tools to assist military commanders and their staff under conditions of rapid change and overwhelming data loads. In the light of these developments the Logistics Program Office of ONR considered it timely to provide an annual forum for the interchange of ideas, needs and concepts that would address the decision-support requirements and opportunities in combined Navy and Marine Corps sea-based warfare and humanitarian relief operations. The first ONR Workshop was held April 20-22, 1999 at the Embassy Suites Hotel in San Luis Obispo, California. It focused on advances in technology with particular emphasis on an emerging family of powerful computer-based tools, and concluded that the most able members of this family of tools appear to be computer-based agents that are capable of communicating within a virtual environment of the real world. From 2001 onward the venue of the Workshop moved from the West Coast to Washington, and in 2003 the sponsorship was taken over by ONR’s Littoral Combat/Power Projection (FNC) Program Office (Program Manager: Mr. Barry Blumenthal). Themes and keynote speakers of past Workshops have included: 1999: ‘Collaborative Decision Making Tools’ Vadm Jerry Tuttle (USN Ret.); LtGen Paul Van Riper (USMC Ret.);Radm Leland Kollmorgen (USN Ret.); and, Dr. Gary Klein (KleinAssociates) 2000: ‘The Human-Computer Partnership in Decision-Support’ Dr. Ronald DeMarco (Associate Technical Director, ONR); Radm CharlesMunns; Col Robert Schmidle; and, Col Ray Cole (USMC Ret.) 2001: ‘Continuing the Revolution in Military Affairs’ Mr. Andrew Marshall (Director, Office of Net Assessment, OSD); and,Radm Jay M. Cohen (Chief of Naval Research, ONR) 2002: ‘Transformation ... ’ Vadm Jerry Tuttle (USN Ret.); and, Steve Cooper (CIO, Office ofHomeland Security) 2003: ‘Developing the New Infostructure’ Richard P. Lee (Assistant Deputy Under Secretary, OSD); and, MichaelO’Neil (Boeing) 2004: ‘Interoperability’ MajGen Bradley M. Lott (USMC), Deputy Commanding General, Marine Corps Combat Development Command; Donald Diggs, Director, C2 Policy, OASD (NII