Designing Technical Systems to Support Policy: Enterprise Architecture, Policy Appliances, and Civil Liberties

2006 ◽  
pp. 439-457 ◽  
Author(s):  
K. A. Taipale
Keyword(s):  
Enterprise Architecture ◽  
Civil Liberties ◽  
Support Policy ◽  
Technical Systems

Enterprise-in-Environment Adaptation

2014 ◽  
pp. 216-236
Author(s):  
James S. Lapalme ◽  
Donald W. de Guerre
Keyword(s):  
System Design ◽  
Enterprise Architecture ◽  
Complexity Management ◽  
It Systems ◽  
Environment Adaptation ◽  
Worker Empowerment ◽  
Deep Culture ◽  
Design Perspective ◽  
Technical Systems ◽  
Participative Design

Enterprise Architecture (EA) is a consulting practice and discipline intended to improve the management and functioning of complex organizations. The various approaches to EA can be classified by how they define what is to be architected and what, as a result, is the relevant environment. Traditionally, management has been understood as “Planning, Organizing, Command, Coordinating, and Controlling” (POCCC), that is, the role is bounded within the organization. The corresponding EA approach suggests architecting IT systems to support management, with the implicit environment being members of the organization as well as partner organizations. As the objective of EA practice expands to include organizational members, technical systems, and a wider set of stakeholders, so too does the complexity it must address. This results in an enlarged domain of issues and concerns. Finally, if the objective of EA is a sustainable enterprise, then physical, societal, and ecological environments radically increase the complexity of actualizing this goal. Corresponding to this increase in scope is a parallel shift in the scope of management concerns. With the goal of pushing EA towards concerns regarding enterprise sustainability, an open socio-technical system design perspective of EA, which we have named Enterprise-in-Environment Adaptation (EiEA), is discussed. EiEA offers a comprehensive approach to respond to the demands for complexity management that arise when working towards enterprise sustainability; yet, it requires that organisations also embrace deep culture changes, such as participative design, worker empowerment, as well as shared accountability and responsibility, to name a few.

ENTERPRISE ARCHITECTURE: ENABLING INTEGRATION, AGILITY AND CHANGE

2004 ◽  
Vol 13 (03) ◽  
pp. 213-233 ◽  
Author(s):  
JAN HOOGERVORST
Keyword(s):  
System Integration ◽  
Enterprise Architecture ◽  
Black Box ◽  
Information Architecture ◽  
Strategy Development ◽  
Strategic Choices ◽  
Seamless Integration ◽  
Complex Adaptive ◽  
Technical Systems ◽  
Operational Processes

Three core imperatives are essential for modern businesses and organizations: seamless integration of customer and operational processes, agility, and the ability to change. These imperatives are relevant in view of successfully executing strategic choices, but all too often not satisfied. Businesses and organizations are complex adaptive socio-technical systems and can be viewed from two fundamentally different perspectives: the functional (black-box) perspective and the constructional (white-box) perspective. Management and governance of businesses and organizations regard the functional, black-box perspective, which is inherently ill-suited for addressing the imperatives mentioned. It will be argued that establishing system integration, agility and change requires a focus on the system's design, hence necessitates the constructional perspective. The concept of architecture is considered fundamental for operationalizing the constructional perspective. Next to the more familiar notion of technology architecture, the concepts of business, organizational and information architecture are formally introduced and elucidated. Various domains within these architectures will be highlighted, whereby the importance of coherence and consistency is stressed, especially in view of the ability to change. Collectively, the four architectures are labeled Enterprise Architecture. Finally, enterprise architecture will be positioned as a crucial means for linking strategy development and execution.

Abstraction: An alternative neurocognitive account of recognition, prediction, and decision making

2020 ◽  
Vol 43 ◽  
Author(s):  
Valerie F. Reyna ◽  
David A. Broniatowski
Keyword(s):  
Decision Making ◽  
Software Engineering ◽  
Systems Engineering ◽  
Evidence Based ◽  
Extensive Literature ◽  
Trace Theory ◽  
Fuzzy Trace Theory ◽  
Abstract Representations ◽  
Technical Systems

Abstract Gilead et al. offer a thoughtful and much-needed treatment of abstraction. However, it fails to build on an extensive literature on abstraction, representational diversity, neurocognition, and psychopathology that provides important constraints and alternative evidence-based conceptions. We draw on conceptions in software engineering, socio-technical systems engineering, and a neurocognitive theory with abstract representations of gist at its core, fuzzy-trace theory.

Analysis of interconnections between technical systems on hierarchically connected technological levels of steel sheet production by hot rolling

2020 ◽  
Vol 76 (8) ◽  
pp. 847-855
Author(s):  
E. N. Shiryaeva ◽  
M. A. Polyakov ◽  
D. V. Terent'ev
Keyword(s):  
Hot Rolling ◽  
Systems Analysis ◽  
Rolling Mill ◽  
Steel Sheet ◽  
Technological System ◽  
Necessary Condition ◽  
Rolled Sheet ◽  
Technological Systems ◽  
Hot Rolling Mill ◽  
Technical Systems

Complexity of modern metallurgical plants, presence of great number of horizontal and vertical interactions between their various structural subdivisions makes it necessary to apply a systems analysis to elaborate effective measures for stable development of a plant operation. Among such measures, digitalization of a plant is widespread at present. To implement the digitalization it is necessary to have clear vision about links at all the levels of the technological system of a plant. A terminology quoted, accepted in the existing regulatory documents for defining of conceptions, comprising the technological system. It was shown, that the following four hierarchical levels of technological systems are distinguished: technological systems of operations, technological systems of processes, technological systems of production subdivisions and technological systems of plants. A hierarchical scheme of technological systems of hot-rolled sheet production at an integrated steel plant presented. Existing horizontal and vertical links between the basic plant’s shops shown. Peculiarities of flows of material, energy and information at the operation “rolling” of the technological system “hot rolling of a steel sheet” considered. As a technical system of the technological process of the hot rolling, the hot rolling mill was chosen. A structural diagram of the hot rolling mill was elaborated, the mill being consisted of reheating furnaces, roughing and finishing stand groups, with an intermediate roll-table between them, and down-coilers section. Since the rolling stands are the basic structural elements of the hot rolling mill, structural diagrams of a roughing and a finishing stands were elaborated. Results of the systems analysis of the technological and technical systems, hierarchically linked in the process of steel sheet hot rolling, can be applied for perfection of organization structure of the whole plant, as well as for elaboration mathematical models of a system separate elements functioning, which is a necessary condition for a plant digitalization.

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