An enterprise architecture is an accepted, widely used means for an organization to capture the relationship of its business operations to the systems and data that support them. Increasingly, enterprises are participating in complex system-of-systems contexts in order to meet changing customer demands that require them to collaborate with other enterprises in new and innovative ways. For a complex system-of-systems context, a shortcoming of enterprise architecture is that it presumes a single enterprise or a single, ultimate source of control.
This paper explores an approach to reasoning about distributed collaboration in the complex system-of-systems, multi-enterprise context, in which this single, ultimate source of control does not exist. It outlines the ways in which the long-used Zachman Framework for enterprise architecture would need to be modified to account for multi-enterprise collaboration and decentralized governance. It proposes a concept of stratification to meet this need and puts forward the main characteristics of the methods needed to model the stratified relationships of complex systems-of-systems to their contexts-of-use.
Matthew Hause: The Smart Grid and MBSE Driven IoT EnergyTech2015
EnergyTech2015.com
Track 3 Session 3
Moderator: Mark Walker
The integration of the Internet of Things (IoT) and MBSE in an Energy System and Complex energy grid management in a changing and dynamic future.
Matthew Hause – Paper 1: Making the Smart Grid Smarter, MBSE Driven IoT The future of IoT success, including technology advancements and revenue generating potential across the business spectrum, is dependent on the application of solid Systems Engineering and Model Based Systems Engineering (MBSE) principals. Without MBSE, the complexity involved in the design, development, and deployment of IoT systems would consume both system and operational providers. Absent of any industry standards, IoT systems cannot be built in a vacuum and their success will only be realized through application of modern day systems engineering processes, methods, and tools. The infrastructure and management will need to be established prior to, or in conjunction with, the smart systems that support them. This paper will show an Energy system and connected systems and how an MBSE and SoS approach will help guide development.
Matthew Hause "Building Bridges between Systems and Software with SysML and UML" presentation to INCOSE Colorado Front Range Chapter at Northrop Grumman, Boulder, CO. March 17, 2015
Creating Enterprise Value from Business Architectureiasaglobal
This presentation will cover the Why (Value) and How (Execution) of a Business Architecture program. You will understand how you can lead your enterprise towards its vision by planning for key Business Capabilities that will get you there.
Matthew Hause: The Smart Grid and MBSE Driven IoT EnergyTech2015
EnergyTech2015.com
Track 3 Session 3
Moderator: Mark Walker
The integration of the Internet of Things (IoT) and MBSE in an Energy System and Complex energy grid management in a changing and dynamic future.
Matthew Hause – Paper 1: Making the Smart Grid Smarter, MBSE Driven IoT The future of IoT success, including technology advancements and revenue generating potential across the business spectrum, is dependent on the application of solid Systems Engineering and Model Based Systems Engineering (MBSE) principals. Without MBSE, the complexity involved in the design, development, and deployment of IoT systems would consume both system and operational providers. Absent of any industry standards, IoT systems cannot be built in a vacuum and their success will only be realized through application of modern day systems engineering processes, methods, and tools. The infrastructure and management will need to be established prior to, or in conjunction with, the smart systems that support them. This paper will show an Energy system and connected systems and how an MBSE and SoS approach will help guide development.
Matthew Hause "Building Bridges between Systems and Software with SysML and UML" presentation to INCOSE Colorado Front Range Chapter at Northrop Grumman, Boulder, CO. March 17, 2015
Creating Enterprise Value from Business Architectureiasaglobal
This presentation will cover the Why (Value) and How (Execution) of a Business Architecture program. You will understand how you can lead your enterprise towards its vision by planning for key Business Capabilities that will get you there.
The impact of governance approaches on system of-system environmentsBoxer Research Ltd
Governments worldwide are turning to Information and Communication Technology (ICT) based systems of systems, commonly termed Electronic Government (eGovernment), to enable more timely, efficient and effective interaction with their citizens and with the business community. Citizens and businesses have dynamic and evolving demands related to the complexity of their lives and operational environments, respectively. A major challenge for government is to be able to understand the value derived from investment in eGovernment in order to improve its consequent ability to respond to the variety of demands of its citizens and businesses. To be able to understand the value derived from planned investments in eGovernment, their analysis needs to extend beyond the familiar approaches that address economies of scale and scope to encompass economies of alignment. These economies of alignment arise from being able to reduce the costs of the multiple forms of collaboration needing to be supported by systems of systems in providing greater responsiveness.
Building organizational agility into large scale software-reliant environmentsBoxer Research Ltd
The tempo at which an enterprise creates new uses for its systems is different from that of its acquisition or systems development processes. The military continues to confront the issue of how fielded systems can support the agility needed by its deployed forces. This problem of diverging tempos applies to a variety of large-scale, software-reliant enterprisessuch as those found in healthcare and digital communications. This paper posits four realities underpinning an approach to this problem space: the governance-demand double challenge, edge-driven perspective, stratification, and demand cohesion. It uses a particular case example to show how these concepts support the modeling and analysis of the enterprise as a socio-technical system of systems. The paper argues that analyses based on this approach are necessary for making this problem space tractable.
Big-A Agile methods enable an enterprise to develop software and systems rapidly in response to new requirements for products and services. Small-a agility is about flexibility in general, apparent in how individuals, workgroups and enterprises respond to new kinds of requirement. In both cases there is a separation between the ‘design-time’ within which a response can be developed and the ‘run-time’ within which it is deployed operationally. Requisite agility is this same general flexibility, but where no such separation is possible between design-time and run-time: the enterprise becomes entangled with the client’s context-of-use so that the response to new requirements has to happen in the client’s real time. Requiring the support of platform architectures, this entanglement creates a double challenge to the governance of an enterprise. It needs to be able to collaborate effectively across enterprise boundaries, but it also needs to develop the requisite agility at the level of the enterprise that enables it to respond in real time to new forms of demand.
In this talk, we analyse the ecosystem trend in the context of the 3Os, particularly FOSS. Based on the existing literature and data from ZOOOM interviews, we explore the potential roles that companies can play in open-source ecosystems, their interactions with the other players of the ecosystem, and their awareness about the impact that systemic elements have on their business. Most companies recognize the advantages of being embedded in ecosystems where the creation of new knowledge is facilitated by joint research work, collaboration, and expertise sharing. However, companies identify themselves into specific roles depending on their strategy, main business, network structures, and communities. Finally, we outline a multilevel framework of how business and innovation ecosystems complement each other in the realm of the 3Os.
Qualitative and Quantitative model used to rationally prescribe preferred degrees of involvement that Enterprise Stakeholders should have throughout the implementation of an Enterprise IT project
Systems of systems engineering and the pragmatics of demandBoxer Research Ltd
Systems of systems that manage health care or enable Albert’s “power to the edge” are expected to provide the flexibility to engage multiple enterprises in innovative, collaborative, ways to solve problems. This paper describes a systems engineering approach to engineer infrastructure that will support the restriction of systems of systems behavior at the time of use rather than at design time. We present a process for describing demands within their context of use, and how organizational variations in collaborative approaches (geometries-of-use) can be re-lated to variations in these demands-in-context (pragmat-ics), thus giving a way to engineer a systems-of-systems’ agility i.e. its ability to adapt to changing demands.
What kind of Governance is appropriate to the distributed collaborations across ULS systems?
How are the changing services provided by the operational components of ULS systems to be enabled to achieve levels of cooperation and collaboration that can satisfy requirements for fast system evolution?
How are we to enable the distributed collaborations across ULS systems to be edge-driven?
How are the processes of orchestration and synchronisation to work in ULS systems?
How are people to be taken into consideration as first-class components of ULS systems?
Conference: IEEE 16th International Conference on
Industrial Informatics (INDIN2018).
Porto, Portugal – July 18-20, 2018
Title of the paper: Towards the Adoption of Cyber-
Physical Systems of Systems Paradigm in Smart
Manufacturing Environments
Authors: Borja Ramis Ferrer, Gerardo Beruvides,
Wael M. Mohammed, Alberto Villalonga, Jose L.
Martinez Lastra, Fernando Castaño, Rodolfo E.
Haber
Elements and enablers: how to develop an operator IoT ecosystemomarvl
In the battle to establish leadership in the IoT, ecosystems
will ultimately be the competitive unit.
There are three main levers for building a successful
IoT ecosystem – an IoT platform, market
expectation and network effects. Of these, market
expectation and network effects will be particularly
critical. The way in which operators use
these two levers will be the key to differentiating
their ecosystems successfully.
It’s not uncommon to arrive at the moment within a consultation when the client feels confronted by an unavoidable career crisis: leave because s/he can’t see any future staying; or stay because s/he sees no alternative to accepting the limitations being imposed by the larger system. This paper examines three cases, one up close, in which the client had come up against a wall: one providing on-line gambling, one procuring military capabilities, and one providing intensive social care. In each case there existed possible courses of action that could have provided better outcomes and made greater commercial sense, but which were nevertheless judged as beyond the pale by the existing powers. The challenge for the client is to use the crisis while not taking it personally. The paper explores the psychoanalytic basis of the walling off as a systemic defense against innovation and the challenge to leadership in overcoming it.
This is a case in which an employee encountered an ethical crisis. The organisation was responsible for commissioning healthcare, and it was as if her unconscious was demanding of her professional self: ‘are you going to give me your money or your life?’ Choosing ‘money’ would mean going along with what the organisation was demanding of her at the cost of others’ lives, while postponing the question(ing) of her life; choosing ‘life’ meant confronting the issues the organisation was facing; and resigning meant giving up on either choice.
This encounter between the ‘one alone’ approach of the organisation and the incompleteness of its responses to its citizen-patients reflected a radical non-rapport between the different ways-of-being of the organisation and of the citizen-patient as the organisation’s other, in which the organisation faced a lack experienced as a demand for something more that in this case it was refusing.
This paper considers how the current contractual arrangements between the organisation and its service-providers served the interests of the powers-that-be and examines the gendered assumptions built into these contractual arrangements. The paper considers how a different understanding of leadership would create ways of balancing interests that were en-gendering by working with the non-rapport inherent to the relation between the organisation and the lives of its citizen-clients. The paper will provide some Lacanian background to this way of understanding organisation and consider its implications for the ethical crisis that the contractor faced.
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Governments worldwide are turning to Information and Communication Technology (ICT) based systems of systems, commonly termed Electronic Government (eGovernment), to enable more timely, efficient and effective interaction with their citizens and with the business community. Citizens and businesses have dynamic and evolving demands related to the complexity of their lives and operational environments, respectively. A major challenge for government is to be able to understand the value derived from investment in eGovernment in order to improve its consequent ability to respond to the variety of demands of its citizens and businesses. To be able to understand the value derived from planned investments in eGovernment, their analysis needs to extend beyond the familiar approaches that address economies of scale and scope to encompass economies of alignment. These economies of alignment arise from being able to reduce the costs of the multiple forms of collaboration needing to be supported by systems of systems in providing greater responsiveness.
Building organizational agility into large scale software-reliant environmentsBoxer Research Ltd
The tempo at which an enterprise creates new uses for its systems is different from that of its acquisition or systems development processes. The military continues to confront the issue of how fielded systems can support the agility needed by its deployed forces. This problem of diverging tempos applies to a variety of large-scale, software-reliant enterprisessuch as those found in healthcare and digital communications. This paper posits four realities underpinning an approach to this problem space: the governance-demand double challenge, edge-driven perspective, stratification, and demand cohesion. It uses a particular case example to show how these concepts support the modeling and analysis of the enterprise as a socio-technical system of systems. The paper argues that analyses based on this approach are necessary for making this problem space tractable.
Big-A Agile methods enable an enterprise to develop software and systems rapidly in response to new requirements for products and services. Small-a agility is about flexibility in general, apparent in how individuals, workgroups and enterprises respond to new kinds of requirement. In both cases there is a separation between the ‘design-time’ within which a response can be developed and the ‘run-time’ within which it is deployed operationally. Requisite agility is this same general flexibility, but where no such separation is possible between design-time and run-time: the enterprise becomes entangled with the client’s context-of-use so that the response to new requirements has to happen in the client’s real time. Requiring the support of platform architectures, this entanglement creates a double challenge to the governance of an enterprise. It needs to be able to collaborate effectively across enterprise boundaries, but it also needs to develop the requisite agility at the level of the enterprise that enables it to respond in real time to new forms of demand.
In this talk, we analyse the ecosystem trend in the context of the 3Os, particularly FOSS. Based on the existing literature and data from ZOOOM interviews, we explore the potential roles that companies can play in open-source ecosystems, their interactions with the other players of the ecosystem, and their awareness about the impact that systemic elements have on their business. Most companies recognize the advantages of being embedded in ecosystems where the creation of new knowledge is facilitated by joint research work, collaboration, and expertise sharing. However, companies identify themselves into specific roles depending on their strategy, main business, network structures, and communities. Finally, we outline a multilevel framework of how business and innovation ecosystems complement each other in the realm of the 3Os.
Qualitative and Quantitative model used to rationally prescribe preferred degrees of involvement that Enterprise Stakeholders should have throughout the implementation of an Enterprise IT project
Systems of systems engineering and the pragmatics of demandBoxer Research Ltd
Systems of systems that manage health care or enable Albert’s “power to the edge” are expected to provide the flexibility to engage multiple enterprises in innovative, collaborative, ways to solve problems. This paper describes a systems engineering approach to engineer infrastructure that will support the restriction of systems of systems behavior at the time of use rather than at design time. We present a process for describing demands within their context of use, and how organizational variations in collaborative approaches (geometries-of-use) can be re-lated to variations in these demands-in-context (pragmat-ics), thus giving a way to engineer a systems-of-systems’ agility i.e. its ability to adapt to changing demands.
What kind of Governance is appropriate to the distributed collaborations across ULS systems?
How are the changing services provided by the operational components of ULS systems to be enabled to achieve levels of cooperation and collaboration that can satisfy requirements for fast system evolution?
How are we to enable the distributed collaborations across ULS systems to be edge-driven?
How are the processes of orchestration and synchronisation to work in ULS systems?
How are people to be taken into consideration as first-class components of ULS systems?
Conference: IEEE 16th International Conference on
Industrial Informatics (INDIN2018).
Porto, Portugal – July 18-20, 2018
Title of the paper: Towards the Adoption of Cyber-
Physical Systems of Systems Paradigm in Smart
Manufacturing Environments
Authors: Borja Ramis Ferrer, Gerardo Beruvides,
Wael M. Mohammed, Alberto Villalonga, Jose L.
Martinez Lastra, Fernando Castaño, Rodolfo E.
Haber
Elements and enablers: how to develop an operator IoT ecosystemomarvl
In the battle to establish leadership in the IoT, ecosystems
will ultimately be the competitive unit.
There are three main levers for building a successful
IoT ecosystem – an IoT platform, market
expectation and network effects. Of these, market
expectation and network effects will be particularly
critical. The way in which operators use
these two levers will be the key to differentiating
their ecosystems successfully.
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It’s not uncommon to arrive at the moment within a consultation when the client feels confronted by an unavoidable career crisis: leave because s/he can’t see any future staying; or stay because s/he sees no alternative to accepting the limitations being imposed by the larger system. This paper examines three cases, one up close, in which the client had come up against a wall: one providing on-line gambling, one procuring military capabilities, and one providing intensive social care. In each case there existed possible courses of action that could have provided better outcomes and made greater commercial sense, but which were nevertheless judged as beyond the pale by the existing powers. The challenge for the client is to use the crisis while not taking it personally. The paper explores the psychoanalytic basis of the walling off as a systemic defense against innovation and the challenge to leadership in overcoming it.
This is a case in which an employee encountered an ethical crisis. The organisation was responsible for commissioning healthcare, and it was as if her unconscious was demanding of her professional self: ‘are you going to give me your money or your life?’ Choosing ‘money’ would mean going along with what the organisation was demanding of her at the cost of others’ lives, while postponing the question(ing) of her life; choosing ‘life’ meant confronting the issues the organisation was facing; and resigning meant giving up on either choice.
This encounter between the ‘one alone’ approach of the organisation and the incompleteness of its responses to its citizen-patients reflected a radical non-rapport between the different ways-of-being of the organisation and of the citizen-patient as the organisation’s other, in which the organisation faced a lack experienced as a demand for something more that in this case it was refusing.
This paper considers how the current contractual arrangements between the organisation and its service-providers served the interests of the powers-that-be and examines the gendered assumptions built into these contractual arrangements. The paper considers how a different understanding of leadership would create ways of balancing interests that were en-gendering by working with the non-rapport inherent to the relation between the organisation and the lives of its citizen-clients. The paper will provide some Lacanian background to this way of understanding organisation and consider its implications for the ethical crisis that the contractor faced.
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder