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This book is a groundbreaking exploration of the historical and contemporary challenges in systems collaboration and integration. This exceptional book delves into engineering design, planning, control, and management, offering invaluable insights into the evolving nature of systems and networks. In an era defined by the ongoing cyber and digital transformation, coupled with artificial intelligence and machine learning, this book offers insights into the future of systems collaboration and integration. Over the past three decades, the PRISM Center and its affiliated PRISM Global Research Network (PGRN) have spearheaded pioneering theories, technologies, and applications in the realm of systems collaboration and integration. Their research, driven by the motto “Knowledge through information; Wisdom through collaboration,” has yielded remarkable advancements. Those achievements and papers presented and updated by the PGRN scholars in the 26th ICPR are included in this book.
This book gathers papers presented at the 11th International Conference on Construction in the 21st Century, held in London in 2019. Bringing together a diverse group of government agencies, academics, professionals, and students, the book addresses issues related to construction safety, innovative technologies, lean and sustainable construction, international construction, improving quality and productivity, and innovative materials in the construction industry. In addition, it highlights international collaborations between various disciplines in the areas of construction, engineering, management, and technology. The book demonstrates that, as the industry moves forward in an ever-complex global economy, multi-national collaboration is crucial, and its future growth will undoubtedly depend on international teamwork and alliances.
The objective of this book is to bring together contributions by eminent researchers from industry and academia who specialize in the currently separate study and application of the key aspects of integration. The state of knowledge on integration and collaboration models and methods is reviewed, followed by an agenda for needed research that has been generated by the participants. The book is the result of a NATO Advanced Research Workshop on "Integration: Information and Collaboration Models" that took place at II Ciocco, Italy, during June 1993. Significant developments and research projects have been occurring internationally in a major effort to integrate increasingly complex systems. On one hand, advancements in computer technology and computing theories provide better, more timely, information. On of users and clients, and the the other hand, the geographic and organizational distribution proliferation of computers and communication, lead to an explosion of information and to the demand for integration. Two important examples of interest are computer integrated manufacturing and enterprises (CIM/E) and concurrent engineering (CE). CIM/E is the collection of computer technologies such as CNC, CAD, CAM. robotics and computer integrated engineering that integrate all the enterprise activities for competitiveness and timely response to changes. Concurrent engineering is the complete life-cycle approach to engineering of products. systems. and processes including customer requirements, design. planning. costing. service and recycling. In CIM/E and in CE, computer based information is the key to integration.
A System of Systems (SoS), as distinct from a system of parts, is a system comprised of pre-existing autonomous and interdependent systems.This book provides two unique contributions to the body of knowledge of System of Systems (SoS) theory, management, and engineering. Firstly, it assesses the dynamics of a SoS through the use of five core characteristics, namely autonomy, belonging, connectivity, diversity and emergence. Secondly, it describes a mechanism of collaboration whereby the characteristics of autonomy and belonging are satisficing for the SoS constituents and the resultant emergent behavior provides value for the observer.
Integrate critical roles to improve overall performance in complex engineering projects Integrating Program Management and Systems Engineering shows how organizations can become more effective, more efficient, and more responsive, and enjoy better performance outcomes. The discussion begins with an overview of key concepts, and details the challenges faced by System Engineering and Program Management practitioners every day. The practical framework that follows describes how the roles can be integrated successfully to streamline project workflow, with a catalog of tools for assessing and deploying best practices. Case studies detail how real-world companies have successfully implemented the framework to improve cost, schedule, and technical performance, and coverage of risk management throughout helps you ensure the success of your organization's own integration strategy. Available course outlines and PowerPoint slides bring this book directly into the academic or corporate classroom, and the discussion's practical emphasis provides a direct path to implementation. The integration of management and technical work paves the way for smoother projects and more positive outcomes. This book describes the integrated goal, and provides a clear framework for successful transition. Overcome challenges and improve cost, schedule, and technical performance Assess current capabilities and build to the level your organization needs Manage risk throughout all stages of integration and performance improvement Deploy best practices for teams and systems using the most effective tools Complex engineering systems are prone to budget slips, scheduling errors, and a variety of challenges that affect the final outcome. These challenges are a sign of failure on the part of both management and technical, but can be overcome by integrating the roles into a cohesive unit focused on delivering a high-value product. Integrating Program Management with Systems Engineering provides a practical route to better performance for your organization as a whole.
Statement of the problem Health system integration has been a challenge world-wide. There is no one best model to ensure successful integration. The aim of this research is to better understand "how to" build cross-sectoral collaboration for health systems integration and transformation. This study sheds light on understanding the patterns of communication and collaboration among the participants of six newly established teams or "Tables" in one of the Local Health Integration Networks in Ontario (Canada). This naturalistic inquiry study uses a combination of Complex Adaptive Systems and Relational Coordination theories as a theoretical lens to interpret the findings. Methods A mixed-methods approach has been used with Methodological Triangulation, which includes quantitative surveys (at baseline and follow-up), qualitative interviews and member checking. Results The survey response rate was 62% at Baseline (n=45) and 25% at Follow-up (n=22). Relational Coordination Index Scores was "moderate" with no significant differences between Baseline and Follow-up and no differences between the stakeholders or "Tables." From the twelve interviews, it was revealed that context matters at the local levels. "Rural Tables" with "moderate" Relational Coordination reported "inter-dependency" and the "Suburban Tables" with "weak" Relational Coordination reported "inter-organizational challenges." Discussion There is no one-size-fits-all model for health systems integration, and there is no formula for determining whether policy directives should be "bottom-up," "top-down" or "both." Based on this conundrum, it is recommended that leaders view health care as a Complex Adaptive System in order to allow the system to transform, change and to develop inter-dependencies, inter-organizational relationships and self-organizing capacities. Policymakers should take this into consideration in policy development and evaluation. New strategies are proposed and further research is needed to inform health systems change. Conclusion The findings characterized the process of intentional cross-sectoral collaboration using Complex Adaptive Systems and Relational Coordination theories to understand the patterns of communication and collaboration among the stakeholders and "Tables". A policy framework on "how to" build cross-sectoral collaboration for health systems integration and transformation has been developed, which adds a much-needed understanding on cross-sectoral collaboration.
To survive and thrive in the competition, firms have strived to achieve greater supply chain collaboration to leverage the resources and knowledge of suppliers and customers. Internet based technologies, particularly interorganizational systems, further extend the firms’ opportunities to strengthen their supply chain partnerships and share real-time information to optimize their operations. Supply Chain Collaboration: Roles of Interorganizational Systems, Trust, and Collaborative Culture explores the nature and characteristics, antecedents, and consequences of supply chain collaboration from multiple theoretical perspectives. Supply Chain Collaboration: Roles of Interorganizational Systems, Trust, and Collaborative Culture conceptualizes supply chain collaboration as seven interconnecting elements including information sharing, incentive alignment, goal congruence, decision synchronization, resource sharing, as well as communication and joint knowledge creation. These seven components define the occurrence of collaborative efforts and allow us to explain supply chain collaboration more precisely. Collaborative advantages are also divided into five components to capture the joint competitive advantages and benefits among supply chain partners. The definitions and measures developed here examine some central issue surrounding supply chain development but this is also followed up with real-life managerial practicalities. This balance of theory and practical application makes Supply Chain Collaboration: Roles of Interorganizational Systems, Trust, and Collaborative Culture a strong resource for industry practitioners and researchers alike.
Collaboration among individuals – from users to developers – is central to modern software engineering. It takes many forms: joint activity to solve common problems, negotiation to resolve conflicts, creation of shared definitions, and both social and technical perspectives impacting all software development activity. The difficulties of collaboration are also well documented. The grand challenge is not only to ensure that developers in a team deliver effectively as individuals, but that the whole team delivers more than just the sum of its parts. The editors of this book have assembled an impressive selection of authors, who have contributed to an authoritative body of work tackling a wide range of issues in the field of collaborative software engineering. The resulting volume is divided into four parts, preceded by a general editorial chapter providing a more detailed review of the domain of collaborative software engineering. Part 1 is on "Characterizing Collaborative Software Engineering", Part 2 examines various "Tools and Techniques", Part 3 addresses organizational issues, and finally Part 4 contains four examples of "Emerging Issues in Collaborative Software Engineering". As a result, this book delivers a comprehensive state-of-the-art overview and empirical results for researchers in academia and industry in areas like software process management, empirical software engineering, and global software development. Practitioners working in this area will also appreciate the detailed descriptions and reports which can often be used as guidelines to improve their daily work.
Solve business problems, uncover new opportunities, and ignite innovation using the newest collaborative technologies The Collaborative Organization gives you a strategic approach to building, implementing, and using social and collaborative technologies—such as those created by Jive and Yammer—to create innovative products, solve business problems, and create new processes that will foster lasting success and growth. Jacob Morgan is the principal and cofounder of Chess Media Group, which helps organizations understand how to use social and collaborative tools to solve business problems.