14 research outputs found

    BPM Adoption at Bilfinger

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    Big size corporate companies that opt for Business ProcessManagement (BPM) adoption invest a lot in BPM initiatives with theprimary focus on the identification and standardization of best practicesin the different phases of the BPM lifecycle. The business processes de-signed are usually seen as the standard way of executing the processesand tend not be adapted to specific customers' need or changing condi-tions. Furthermore, the acceptance of a paradigm shift by the end usersis an added challenge. This case introduces a success story on BPMadoption in complex environments where different organizational unitswith different needs are involved. The projects executed in different unitsrespond to specific customers’ requirements, which affects the set of pro-cesses to be designed and executed within them. We developed a novelapproach inspired by the Cynefin framework and used it to define processarchitectures and the respective business process models for a subset ofthe units. To ensure the applicability and acceptance of the new paradigmwe followed a number of well-known methodologies and practices (e.g.SCRUM and gamification). As a result, we managed to move from thetraditional function orientation to BPM orientation taking into consid-eration the flexibility needs, and we received very positive feedback fromour end users

    BS News May/June

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    Conceptual Design Report of the CompactLight X-ray FEL

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    The report presents, as the main result of the CompactLight project, the conceptual design of the CompactLight hard X-ray FEL. It is devided in the following chapters: 1. Executive Summary 2. Introduction 3. Science Goals and Photon Output Requirements 4. Systems Design and Performance 5. Accelerator 6. Light Production 7. Civil Engineering 8. Strategy and Implementation 9. Examples of CompactLight Facilities 10. Alternative Technology Solutions A. Appendice

    La Sociedad Anónima Europea

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    The present Master's dissertation deals with the Societas Europaea , also known as a European public company. This new corporate structure has been a real breakthrough for the consolidation of the European internal market, making the European Union (hereinafter referred as EU) a stronger organisation with regard to trading, not only within Europe but also with other countries, increasing the competitiveness of the EU as a whole. Since the entry into force of the Council Regulation (EC) nº 2157/2001 of 8 October 2001 (hereinafter referred as SE Regulation or The Regulation), many European Companies have been converted into a Societas Europaea (hereinafter referred as SE or European Public Company). However, the success has been substantially higher in northern countries, being currently Germany as well as Czech Republic the countries with higher amount of SE already set up.Máster Universitario en Acceso a la Profesión de Abogado (M155

    European Strategy for Particle Physics -- Accelerator R&D Roadmap

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    The 2020 update of the European Strategy for Particle Physics emphasised the importance of an intensified and well-coordinated programme of accelerator R&D, supporting the design and delivery of future particle accelerators in a timely, affordable and sustainable way. This report sets out a roadmap for European accelerator R&D for the next five to ten years, covering five topical areas identified in the Strategy update. The R&D objectives include: improvement of the performance and cost-performance of magnet and radio-frequency acceleration systems; investigations of the potential of laser / plasma acceleration and energy-recovery linac techniques; and development of new concepts for muon beams and muon colliders. The goal of the roadmap is to document the collective view of the field on the next steps for the R&D programme, and to provide the evidence base to support subsequent decisions on prioritisation, resourcing and implementation.Comment: 270 pages, 58 figures. Editor: N. Mounet. LDG chair: D. Newbold. Panel chairs: P. V\'edrine (HFM), S. Bousson (RF), R. Assmann (plasma), D. Schulte (muon), M. Klein (ERL). Panel editors: B. Baudouy (HFM), L. Bottura (HFM), S. Bousson (RF), G. Burt (RF), R. Assmann (plasma), E. Gschwendtner (plasma), R. Ischebeck (plasma), C. Rogers (muon), D. Schulte (muon), M. Klein (ERL

    Managing sociotechnical risks in infrastructure projects : Sociotechnical Systems (STS) perspectives on systems

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    As systems become larger, more complex and integrated, the cost of failure increases rapidly, leading to a need for effective risk management tools. However, conventional risk management tools such as the ones based on hazard analysis or accident causation analysis have a narrow focus on either human or technical actors and on single causal chains at one organisational level. This led researchers to introduce the concept of Sociotechnical Systems (STS), involving the interaction of human and non-human technical components. The present study was conducted with the aim of developing ways of applying STS principles and STS-based methods to improve the risk management in large infrastructure projects. Initially, the sets of STS principles for the system design, which had been developed so far, were identified and then integrated and synthesised to produce a list of 20 core STS principles for applying them further in the current study. A comprehensive literature review of the work done in this field since its inception in the 1950s was then conducted, producing a unified list of 103 STS-based methods. These methods were then evaluated for their validity and visibility (occurrence). To identify and analyse major risks in complex infrastructure projects from an STS perspective, an observational case study of a large-scale collaborative design project at Heriot-Watt University was conducted, including running the surveys and interviews with the project participants. The aim was to find out if the presence or absence of the 20 STS principles and 18 associated risk factors affected the performance of the teams. It was found that the team performance was strongly related to the presence or absence of STS principles that was supported by statistically meaningful results of a quantitative analysis. The same STS principles were then applied retrospectively to a second case study, which was the construction of the Edinburgh Tram Network, based on documentary sources and employing the AcciMap and Abstraction Hierarchy (AH) methods. It was concluded that failure to apply these principles and the resulting risks could play a major role in the failure to deliver the project on time and within budget. Finally, a five-phase framework was constructed for STS-based risk management framework of infrastructure projects, with the guideline principles aligning the existing risk management framework with STS theory

    Takeover and merger regulation in the United Kingdom and Germany : a comparative analysis.

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    Available from British Library Document Supply Centre-DSC:DXN049790 / BLDSC - British Library Document Supply CentreSIGLEGBUnited Kingdo
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