The African Telecommunications Union: A Pan-African Approach to Telecommunications Reform

This article examines the organisational structure and strategic plans of the African Telecommunica- tions Union (ATU). Although the ATU has been restructured to include private telecommunications entities as asso- ciate members, it remains essentially an inter-governmental agency. The article assesses the benefits of a regional approach to telecommunications reform and proposes that regional economic organisations replace the nation states as members of the ATU. Although the goals of the ATU, as articulated in its strategic plans are laudable, clearly de- fined benchmarks and specific strategies to achieve them are needed to make the organisation more effective

White Paper: promoting Design for All and e-Accessibility in Europe.

This White Paper results from the collaboration of Design for All (DfA) and e-Accessibility expert bodies representing the European Union member states [ref: the coordination centres of the national European Design for All e-Accessibility network (EDeAN) in 23 European Union Member States, in this document referred to as NCCs]. The objectives of this White Paper are threefold: (1) to present the current state of affairs of EDeAN, active since 2002 as part of the European Commission’s action line supporting the development of the European Information Society; (2) to outline a roadmap for future initiatives, actively reflecting views of the EDeAN network in specific domains related to DfA, e-Accessibility and e-Inclusion; and (3) to bring forward a set of suggestions and recommendations regarding the activities of the network, aiming to support the creation of a fully inclusive European Information Society. The paper is organised as follows: Section 1 provides a short introduction to DfA and Accessibility in Information Society (IS) and Information Society Technology (IST) developments in Europe. Section 2 provides an overview of policy as well as R&D activities related to DfA and accessibility in IST in Europe. Section 3 briefly describes the role of EDeAN and the new challenges that emerge as a result of the changing European policy environment. Section 4 presents current challenges that emerge in five domains directly related to DfA and accessibility, such as policy and legislation, industry, monitoring and evaluation—benchmarking, standardisation, R&D, and education and training. Finally, Sect. 5 puts forward a number of recommendations with regard to future activities for EDeAN. The contents of this paper reflect results from the open discussion forums supported in the EDeAN website (ref: EDeAN Special Interest Groups, SIGs). The draft paper was written by the EDeAN Secretariat for 2005, FORTH-ICS (Greece), and completed with the support of all NCCs. Support was also provided by the European Commission DG Information Society and Media and by the D4ALLnet project (ref: an EC funded project with the code IST-2001-38833)

The Digital Transformation of Automotive Businesses: THREE ARTEFACTS TO SUPPORT DIGITAL SERVICE PROVISION AND INNOVATION

Digitalisation and increasing competitive pressure drive original equipment manufacturers (OEMs) to switch their focus towards the provision of digital services and open-up towards increased collaboration and customer integration. This shift implies a significant transformational change from product to product-service providers, where OEMs realign themselves within strategic, business and procedural dimensions. Thus, OEMs must manage digital transformation (DT) processes in order to stay competitive and remain adaptable to changing customer demands. However, OEMs aspiring to become participants or leaders in their domain, struggle to initiate activities as there is a lack of applicable instruments that can guide and support them during this process. Compared to the practical importance of DT, empirical studies are not comprehensive. This study proposes three artefacts, validated within case companies that intend to support automotive OEMs in digital service provisioning. Artefact one, a layered conceptual model for a digital automotive ecosystem, was developed by means of 26 expert interviews. It can serve as a useful instrument for decision makers to strategically plan and outline digital ecosystems. Artefact two is a conceptual reference framework for automotive service systems. The artefact was developed based on an extensive literature review, and the mapping of the business model canvas to the service system domain. The artefact intends to assist OEMs in the efficient conception of digital services under consideration of relevant stakeholders and the necessary infrastructures. Finally, artefact three proposes a methodology by which to transform software readiness assessment processes to fit into the agile software development approach with consideration of the existing operational infrastructure. Overall, the findings contribute to the empirical body of knowledge about the digital transformation of manufacturing industries. The results suggest value creation for digital automotive services occurs in networks among interdependent stakeholders in which customers play an integral role during the services’ life-cycle. The findings further indicate the artefacts as being useful instruments, however, success is dependent on the integration and collaboration of all contributing departments.:Table of Contents Bibliographic Description II Acknowledgment III Table of Contents IV List of Figures VI List of Tables VII List of Abbreviations VIII 1 Introduction 1 1.1 Motivation and Problem Statement 1 1.2 Objective and Research Questions 6 1.3 Research Methodology 7 1.4 Contributions 10 1.5 Outline 12 2 Background 13 2.1 From Interdependent Value Creation to Digital Ecosystems 13 2.1.1 Digitalisation Drives Collaboration 13 2.1.2 Pursuing an Ecosystem Strategy 13 2.1.3 Research Gaps and Strategy Formulation Obstacles 20 2.2 From Products to Product-Service Solutions 22 2.2.1 Digital Service Fulfilment Requires Co-Creational Networks 22 2.2.2 Enhancing Business Models with Digital Services 28 2.2.3 Research Gaps and Service Conception Obstacles 30 2.3 From Linear Development to Continuous Innovation 32 2.3.1 Digital Innovation Demands Digital Transformation 32 2.3.2 Assessing Digital Products 36 2.3.3 Research Gaps and Implementation Obstacles 38 3 Artefact 1: Digital Automotive Ecosystems 41 3.1 Meta Data 41 3.2 Summary 42 3.3 Designing a Layered Conceptual Model of a Digital Ecosystem 45 4 Artefact 2: Conceptual Reference Framework 79 4.1 Meta Data 79 4.2 Summary 80 4.3 On the Move Towards Customer-Centric Automotive Business Models 83 5 Artefact 3: Agile Software Readiness Assessment Procedures 121 5.1 Meta Data 121 5.2 Meta Data 122 5.3 Summary 123 5.4 Adding Agility to Software Readiness Assessment Procedures 126 5.5 Continuous Software Readiness Assessments for Agile Development 147 6 Conclusion and Future Work 158 6.1 Contributions 158 6.1.1 Strategic Dimension: Artefact 1 158 6.1.2 Business Dimension: Artefact 2 159 6.1.3 Process Dimension: Artefact 3 161 6.1.4 Synthesis of Contributions 163 6.2 Implications 167 6.2.1 Scientific Implications 167 6.2.2 Managerial Implications 168 6.2.3 Intelligent Parking Service Example (ParkSpotHelp) 171 6.3 Concluding Remarks 174 6.3.1 Threats to Validity 174 6.3.2 Outlook and Future Research Recommendations 174 Appendix VII Bibliography XX Wissenschaftlicher Werdegang XXXVII Selbständigkeitserklärung XXXVII

Strategies model of time performance for flood mitigation projects

Over the years, Government of Malaysia through the Department of Irrigation and Drainage, Malaysia (DID) has allocated significant amount of budget on structural and non-structural measures to mitigate flooding. The flood mitigation project has been implemented and carefully planned by the government with the specific objectives of reducing and avoiding the negative effects of flooding on the environment and livelihood. In order to recognise its importance, the project’s performance must at best be preserved throughout the project’s life cycle. However, the implementation of the flood mitigation projects has been hampered by rising cases of poor time performance which caused by a wide range of factors. Furthermore, previous studies on project time performance were mainly focused on other civil engineering projects where the findings could not be directly adopted for solving time performance issues in flood mitigation projects. The lack of strategic reference that can be used by stakeholders in the decision-making process is seen as one of the obstacles to the successful implementation of flood mitigation projects. This research aims to develop a problem-solving model as a strategic reference to mitigate and improve poor time performance of flood mitigation projects authorised under DID. By realizing the issue of poor time performance, there is a need to support the research aim through these objectives: (1) to explore time performance of flood mitigation projects in Malaysia, (2) to examine critical activities affecting time performance of flood mitigation projects, (3) to evaluate the challenges within the critical activities that affect time performance of flood mitigation projects, (4) to propose strategies to address challenges of critical activities that affect time performance in flood mitigation projects, and (5) to develop a strategies model of time performance for flood mitigation projects. The research was conducted in three main phases: (1) exploring and analysing time performance of flood mitigation project through project document studies, (2) questionnaire survey to examine critical activities affecting time performance which the instruments were developed through the matrix mapping process and analysed using Partial Least Square - Structural Equation Modelling (PLS-SEM), then validated by Subject Matter Expert (SME) on flood mitigation field, (3) model development using critical activities generated from the PLS-SEM analysis and proposed strategies to overcome challenges in flood mitigation projects. Based on the findings, there are more than 50% of flood mitigation projects implementation performed behind time while 21 critical activities were identified affecting time performance out of 85 activities tabulated by SMEs and literatures. Besides that, 60 challenges were determined within the critical activities affecting time performance and 133 strategies were proposed to address the challenges. The establishment of the critical activities together with the challenges and strategies has led to the development of a model called “Strategies Model of Time Performance for Flood Mitigation Projects”. The developed model is expected to assist the government to face unprecedented challenges in implementing future flood mitigation projects

Gamification in IT Service Management: A Systematic Mapping Study

Despite the benefits of adopting IT Service Management (ITSM) reference models, such initiatives do not always produce the expected results. The research literature in this area concludes that motivation, engagement, skills, experience, performance and willingness to change of the personnel involved are among the critical factors for an effective ITSM implementation. Gamification has the capability to improve people's motivation and engagement and to drive people's behavior to meet the objectives set. Besides, gamification is widely used in learning systems for increasing students' skills and competences. In the last years, many researchers have added gamification to their process improvement initiatives to increase the motivation and engagement of process participants and to address their behavior throughout the process. Thus, we consider that adopting gamification in ITSM processes can be an interesting area of study. In this paper, we conducted a systematic mapping study to analyze the actual state of research in the field of ITSM gamification and identify the key challenges that justify future research. The results of our study highlight the positive impact of adopting gamification in ITSM processes and that ITSM gamification is a novel an attractive research area with many action possibilities