Network- and network-element-level parameters for configuration, fault, and performance management of optical networks

1998 ◽  
Author(s):  
Christophe Drion ◽  
Luc Berthelon ◽  
Olivier Chambon ◽  
Gert Eilenberger ◽  
Francoise R. Peden ◽  
...  
Keyword(s):  
Performance Management ◽  
Optical Networks ◽  
Network Element ◽  
Element Level ◽  
And Performance

Element-Level Optimization Module for Bridge Planning and Programming

2021 ◽  
pp. 036119812110413
Author(s):  
Karim Naji ◽  
Erin Santini-Bell ◽  
Kyle Kwiatkowski
Keyword(s):  
Multiobjective Optimization ◽  
Performance Management ◽  
Element Level ◽  
Screening Process ◽  
Predicting Performance ◽  
Asset Class ◽  
Decision Making Processes ◽  
Short And Long Term ◽  
Optimization Methodology ◽  
And Performance

The overall objective of this research is to support state departments of transportation with their decision-making processes and transitions to performance management and performance-based planning and programming mandated by the Moving Ahead for Progress in the 21st Century Act. Accomplishing this objective requires a systematic multiobjective optimization methodology. This research proposes such a methodology, referred to as an “element-based multiobjective optimization” (EB-MOO) methodology, which produces optimal or near-optimal sets of short- and long-term intervention strategies detailed at the bridge element level for planning and programming. The methodology currently focuses on the bridge asset class and consists of five modules: (1) data processing, (2) improvement, (3) element-level optimization (ELO), (4) bridge-level optimization (BLO), and (5) network-level optimization (NLO) modules. This paper details the ELO module, specifically: the basic framework of underlying processes and concepts, the alternative feasibility screening process, optimization problem types and mathematical formulations, and the heuristic algorithm used to solve the ELO problems. The paper also includes an illustrative example using a prototyping tool developed to implement EB-MOO methodology. The example presents several ELO problems under unconstrained scenarios. The implementation demonstrated the module’s capability in producing optimal or near-optimal ELO solutions, recommending element intervention actions, predicting performance, and determining funding requirements for the specified improvement type and program year. The broader EB-MOO methodology uses the ELO results as inputs for the BLO and NLO modules.

Performance Measurement using Balance Score Card and its Applications: A Review

2015 ◽  
Vol 4 (3) ◽  
Author(s):  
Shradha Gawankar ◽  
Sachin S. Kamble ◽  
Rakesh Raut
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Strategic Change ◽  
The Balanced Scorecard ◽  
Balance Score Card ◽  
Measurement Framework ◽  
Score Card ◽  
And Performance

This paper aims to propose the idea of briefly explaining the balance scorecard by highlighting its use, application in depth. A critical enabler in achieving desired performance goals is the ability to measure performance. Despite the importance of accurately measuring organizational performance in most areas of academic research, there have been very few studies that have directly addressed the question of how overall organizational performance is or should be measured. Perhaps more importantly, none of these studies seems to have significantly influenced how overall organizational performance is actually measured in most of the empirical research that uses this construct as a dependent measure. The most popular of the performance measurement framework has been the balanced scorecard abbreviated as BSC. The BSC is widely acknowledged to have moved beyond the original ideology. It has now become a strategic change management and performance management process. The approach used in this paper is the combination of literature review on evolution of balance score card and its applications in various sectors/organizations/ areas. This paper identify that the balanced scorecard is a powerful but simple strategic tool and the simplicity of the scorecard is in its design. By encompassing four primary perspectives, the tool allows an organization to turn its attention to external concerns, such as the financial outcomes and its customers expectations, and internal areas, which include its internal processes to meet external requirements and its integration of learning and growth, to successfully meet its strategic expectations. This paper provides a comprehensive overview of the balanced scorecard combined with application and strategy, which are now in a better position to begin to recognize managements expectations and to discover new ways to build value for workplace learning and performance within organization.

The Importance of Oversight and Agency Capacity in Enhancing Performance in Public Service Delivery

2020 ◽  
Author(s):  
Cody A Drolc ◽  
Lael R Keiser
Keyword(s):  
Service Delivery ◽  
Performance Management ◽  
Fixed Effects ◽  
Poor Performance ◽  
Central Component ◽  
State Agencies ◽  
Public Programs ◽  
And Performance ◽  
Fixed Effects Regression ◽  
Social Security Disability

Abstract Government agencies often encounter problems in service delivery when implementing public programs. This undermines effectiveness and raise questions about accountability. A central component of responsiveness and performance management is that agencies correct course when problems are identified. However, public agencies have an uneven record in responding to problems. In this paper we investigate whether, and to what extent, capacity both within the agency and within institutions performing oversight, improves agency responsiveness to poor performance indicators. Using panel data on eligibility determinations in the Social Security Disability program from U.S. state agencies from 1991-2015 and fixed effects regression, we find that indicators of agency and oversight capacity moderate the relationship between poor performance and improvement. Our results suggest that investments in building capacity not only within agencies, but also within elected institutions, are important for successful policy implementation. However, we find evidence that while agency capacity alone can improve responsiveness to poor performance, the effect of oversight capacity on improving performance requires high agency capacity.

Survivable virtual optical network embedding with probabilistic network-element failures in elastic optical networks

2015 ◽  
Vol 23 ◽  
pp. 90-94 ◽  
Author(s):  
Hui Yang ◽  
Lei Cheng ◽  
Guangjun Luo ◽  
Jie Zhang ◽  
Yongli Zhao ◽  
...  
Keyword(s):  
Optical Networks ◽  
Optical Network ◽  
Network Embedding ◽  
Network Element ◽  
Probabilistic Network

scholarly journals SIX STEPS IMPLEMENTATION FRAMEWORK FOR CORPORATE SUSTAINABILITY PERFORMANCE MANAGEMENT

2017 ◽  
Vol 8 (3) ◽  
pp. 3 ◽  
Author(s):  
Muhammad Tasleem ◽  
Nawar Khan ◽  
Syed Tasweer Hussain Shah ◽  
Muhammad Saleem ◽  
Asim Nisar
Keyword(s):  
Performance Management ◽  
Corporate Sustainability ◽  
Corporate Management ◽  
Implementation Framework ◽  
Sustainability Performance ◽  
Sustainable Improvement ◽  
Sustainable Performance ◽  
Corporate Sustainability Performance ◽  
Performance Dimensions ◽  
And Performance

Managing sustainability practices holistically within firms is challenging and requires a sound and effective management framework that integrates all associated practices and performance dimensions to act for excellence. Corporate management is keen to adopt roadmap or a framework that can be useful in the identification, management and measurement of the drivers and can lead to desired outcomes relating to sustainable performance. This paper develops and presents a six-steps implementation framework for corporate sustainability performance and related practices keeping in account multifaceted managerial dimensions. These six steps include; identifying stakeholder’s requirements, establishing enterprise vision and sustainability goals, adopting strategies, systems and standardization, aligning technologies, core capabilities and culture, excelling sustainability performance, and progressing sustainable improvement with review and feedback. It also projects the perspective, theme and action items with regard to its effective.

Sign in / Sign up

Export Citation Format

Share Document