An information assistant system for the prevention of tunnel vision in crisis management

In the crisis management environment, tunnel vision is a set of bias in decision makers’ cognitive process which often leads to incorrect understanding of the real crisis situation, biased perception of information, and improper decisions. The tunnel vision phenomenon is a consequence of both the challenges in the task and the natural limitation in a human being’s cognitive process. An information assistant system is proposed with the purpose of preventing tunnel vision. The system serves as a platform for monitoring the on-going crisis event. All information goes through the system before arrives at the user. The system enhances the data quality, reduces the data quantity and presents the crisis information in a manner that prevents or repairs the user’s cognitive overload. While working with such a system, the users (crisis managers) are expected to be more likely to stay aware of the actual situation, stay open minded to possibilities, and make proper decisions

Risk management standards for project management

The purpose of this paper is to present and compare the main standards for project risk management that are currently available today. Four international standards recognized world- wide were selected for comparison: PMI, PRINCE2, IPMA, ISO 31000 and IEC 62198. Project management has evolved over recent years into a mature professional discipline characterized by a formalized body of knowledge and the definition of systematic processes for the execution of a project. All these and possibly other factors as well, have resulted in growing numbers of books, articles and conferences being devoted to project risk management. This level of activity has also led to the development of a number of standards that prescribe for and advise organizations on the best way to manage their risks. Every meaningful standard for project management contains project risk management as its important part.Web of Science4613

IMPLEMENTING CONDITION-BASED MAINTENANCE PLUS AS A GROUND MAINTENANCE STRATEGY IN THE MARINE CORPS

In 2020, Marine Corps Order 4151.22 and Commandant White Letter 2–20 was published to implement Condition-Based Maintenance Plus (CBM+) as a ground maintenance strategy to improve operational availability and reduce life-cycle costs. The Fleet Marine Force is still operating under preventative and corrective maintenance strategies instead of CBM+ strategies. Organizational inertia, such as competing priorities, legacy processes, and inspections, has slowed the integration of CBM+ strategies. We reviewed key policy documents and interviewed fifteen subject-matter experts relevant to Marine Corps ground transport maintenance policies and practices. Based on this information, we conducted a thematic analysis using an organizational change approach to identify barriers and opportunities that impact CBM+ implementation. We found that immediate gains from CBM+ implementation in the Marine Corps can be achieved through a focus on people and process improvements while technology integration continues. The CBM+ strategy supports Force Design 2030 and Talent Management 2030 objectives and emphasizing this alignment can build momentum for CBM+. In this paper, we make six specific recommendations that apply organizational change concepts to enable effective CBM+ implementation as a ground maintenance strategy in the Marine Corps.NPS Naval Research ProgramThis project was funded in part by the NPS Naval Research Program.Major, United States Marine CorpsMajor, United States Marine CorpsApproved for public release. Distribution is unlimited

Risk management standards for P5M

Risk can be managed, minimized, shared, transferred or accepted but it cannot be ignored. An effective and efficient risk management approach requires a proper and systematic methodology and, more importantly, knowledge and experience. Risk management are coordinated activities to direct and control an organization with regard to risk. Based on this definition, project risk management can be derivatively defined as coordinate activities to direct and control a project with regard to risk. In this way, it becomes an integral part of every aspect of managing the project. The goal of this paper is to present and compare the main standards for project risk management that are currently available today. Five international standards recognized world-wide were selected for comparison PMI, PRINCE2, IPMA, ISO 31000 and IEC 62198.Web of Science131341

Condition-Based Maintenance Implementation and Potential in USMC Ground Transport

NPS NRP Technical ReportCondition-Based Maintenance (CBM) has been successfully implemented in private-sector operations to reduce maintenance costs and asset downtime. USMC is currently transitioning to a CBM+ approach to maintenance, addressing its unique organizational and operating environment. This project identifies private-sector best practices and lessons learned most applicable to USMC as well as important hurdles for USMC adoption. It identifies maintenance and readiness metrics changes that may be relevant in future USMC and joint sustainment operations, taking into account both CBM and maintenance in an expeditionary environment.HQMC Installations and Logistics (I&L)This research is supported by funding from the Naval Postgraduate School, Naval Research Program (PE 0605853N/2098). https://nps.edu/nrpChief of Naval Operations (CNO)Approved for public release. Distribution is unlimited.

Continuous Process Auditing (CPA): an Audit Rule Ontology Approach to Compliance and Operational Audits

Continuous Auditing (CA) has been investigated over time and it is, somewhat, in practice within nancial and transactional auditing as a part of continuous assurance and monitoring. Enterprise Information Systems (EIS) that run their activities in the form of processes require continuous auditing of a process that invokes the action(s) speci ed in the policies and rules in a continuous manner and/or sometimes in real-time. This leads to the question: How much could continuous auditing mimic the actual auditing procedures performed by auditing professionals? We investigate some of these questions through Continuous Process Auditing (CPA) relying on heterogeneous activities of processes in the EIS, as well as detecting exceptions and evidence in current and historic databases to provide audit assurance

Recalling the Lawyers: The NHTSA, GM, and the Chevrolet Cobalt

This Article summarizes product safety and vehicle safety law and recounts General Motors Company’s (GM) response to the Cobalt ignition switch defect, paying particular attention to the actions of GM’s in-house and outside counsel. This Article then considers the legality and prudence of a regulatory agency’s imposition of gatekeeping responsibilities on such counsel

Reconceptualising adaptation to climate change as part of pathways of change and response

The need to adapt to climate change is now widely recognised as evidence of its impacts on social and natural systems grows and greenhouse gas emissions continue unabated. Yet efforts to adapt to climate change, as reported in the literature over the last decade and in selected case studies, have not led to substantial rates of implementation of adaptation actions despite substantial investments in adaptation science. Moreover, implemented actions have been mostly incremental and focused on proximate causes; there are far fewer reports of more systemic or transformative actions. We found that the nature and effectiveness of responses was strongly influenced by framing. Recent decision-oriented approaches that aim to overcome this situation are framed within a "pathways" metaphor to emphasise the need for robust decision making within adaptive processes in the face of uncertainty and inter-temporal complexity. However, to date, such "adaptation pathways" approaches have mostly focused on contexts with clearly identified decision-makers and unambiguous goals; as a result, they generally assume prevailing governance regimes are conducive for adaptation and hence constrain responses to proximate causes of vulnerability. In this paper, we explore a broader conceptualisation of "adaptation pathways" that draws on 'pathways thinking' in the sustainable development domain to consider the implications of path dependency, interactions between adaptation plans, vested interests and global change, and situations where values, interests, or institutions constrain societal responses to change. This re-conceptualisation of adaptation pathways aims to inform decision makers about integrating incremental actions on proximate causes with the transformative aspects of societal change. Case studies illustrate what this might entail. The paper ends with a call for further exploration of theory, methods and procedures to operationalise this broader conceptualisation of adaptation

The Revolution Lean Six Sigma 4.0

Industry 4.0 makes a factory smart by applying advanced information systems and future-oriented technologies. Today, thanks to the application of the most innovative digital technologies offered by the new Industry 4.0 paradigm, in this Fourth Industrial Revolution, there is a significant “evolution” of many methodologies of Continuous Improvement, such as, e.g., Lean Six Sigma (LSS). Most of the tools of Lean Six Sigma relies on data to know in depth problems: data is necessary to drive any process improvement. The key issue is based on data integrity and on real time data. The aim of this paper consists of proving the efficiency of the so called “Lean Six Sigma 4.0”. This paper deals with engineering approaches, here applied in HealthCare environment, in order to optimise the services supply process and to reduce the waste of resources (human and/or material), while improving the Quality of Experience (QoE) of the patients. Indeed, it has been proved that the huge growth in the HealthCare costs is due to inefficient use of available resources and not-optimised service processes. Applying Lean Six Sigma 4.0 it is possible to reduce HealthCare costs, improving at the same time the QoE perceived by the patient