This is the deck from my talk at the ENDORSE conference. You the recording of the session along with more information in this blog post https://www.strategicstructures.com/?p=2193
Semantics for Technical Interoperability and Safer Transport: The Case Of Th...Ivo Velitchkov
This is the deck from my talk at SEMANTiCS 2021 in Amsterdam, within the Workshop on Rethinking Asset Information Management.
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The European Interoperability Framework (EIF) identifies four levels of interoperability, two of which are semantic and technical interoperability. Technical interoperability in the context of EIF is that between digital services. In the transport domain, however, the main need is for technical interoperability between physical assets. And it is crucial for safety. The role of semantic interoperability is also somewhat different. It doesn't enter as an upper layer but as enabler.
The first Linked Data pilot at the EU Agency for Railways addressed a problem of interoperability between physical assets – track and trains – by increasing the interoperability of their datasets. And while many Linked Data projects focus on the backend and publication, this one delivered a full-stack solution in a very short time that convinced the board to adopt Linked Data as the default paradigm for data management.
Management Cybernetics has its models and language. They are extremely valuable when discussing with peers and for the advancement of the discipline. Yet, they limit the accessibility of the wider audience to these ideas. What’s more, they limit the spread of the mindset and skills needed for systemic change.
In this session, at Mataphorum 2019, I shared how I'm teaching my version of management cybernetics. It works without models and without the language of channels, transducers, amplifiers, and attenuators. Without even using the word “system”. Instead, this a way of helping leaders to work on their skills for diagnosis and design, by building observational and thinking habits, related to three organisational balances: autonomy-cohesion, diversity-stability, and exploration-exploitation
What can Social Systems Theory bring to the VSM?Ivo Velitchkov
The slides supporting my talk at the Metaphorum conference in Düsseldorf. You can also watch them with the animations here: https://www.youtube.com/watch?v=0YNFAXiqbQc .
These are the slides I used for my talk at the Enterprise Architecture Summer School 2018 in Copenhagen. You can see them with animations here: https://youtu.be/oQbSwr_N1H8.
The talk is an overview of the way I practice Enterprise Architecture. It is based on a combination of two ostensibly incompatible paradigms.
When organisation and projects are seriously regarded as social systems, the most striking realisation is that they are created by - and full of - paradoxes. Understanding and working with these paradoxes will help project managers deal with the increasing complexity when methodologies and good practices reach their limits of applicability and KPIs are not helpful anymore in steering projects. It will not be an easy task as the Western culture has been trying for centuries to avoid paradoxes. But the efforts will pay off. The new skills will bring unconventional and useful perspective on project communications and decisions. It will help realise and work with the unavoidable divergence between project success and client satisfaction. And it will bring new understanding of the function and dynamics of trust in projects.
These are the slides from my talk at the PMI Congress 2017 in Affligem, Belgium. It is an invitation to look at projects through social systems glasses, a complementary set to that of Essential Balances - http://www.essentialbalances.com/ .
You can watch the same slides with animations on YouTube: https://youtu.be/6QwIAqKl8mA .
Essential Balances In Organisations (workshop)Ivo Velitchkov
(Note: you can play the actual Prezi and get more information at http://www.strategicstructures.com/?page_id=1101)
In any organisation, regardless of sector, size, complexity or structure, certain balances are essential for its performance and adaptability. These include balancing autonomy and cohesion, maintaining diversity and stability, and navigating between exploration and exploitation. They can be seen at different levels – network of organisations, within organisation, department, team or individual – and they are equally important at each level.
For an organisation to be healthy, management needs to be able to sense when one or more of these falls out of balance – and act accordingly. This ability can help to quickly diagnose complex situations and to make better strategic and operational decisions. It is even more valuable to be able to grow the organisation in a way that its harmony and adaptability come naturally. That will not happen by adopting best practices, but by cultivating different thinking habits.
This workshop demonstrates what it means to have that and helps in making the first steps.
(Note: you can play the actual prezi at http://www.strategicstructures.com/?p=1008)
These are my slides from the conference "Managing Complexity with the Viable Systems Model: Theory, Applications and Innovative Research", 11 - 13 November 2015, Hull UK.
Here is the full program http://www2.hull.ac.uk/hubs/news-events/events/css-metaphorum.aspx. I'll add the link to the rest of the presentations when available.
In any organisation, regardless of its sector, size, complexity or type of organisational structure, there are certain balances which are essential for the organisational health and performance. These include balancing autonomy and cohesion, maintaining diversity and stability and finding the right time and way of shifting between exploration and exploitation mode. Getting a better understanding of these balances can help managers keep their organisations viable by quickly diagnosing complex situations and making better strategic and operational decisions.
Semantics for Technical Interoperability and Safer Transport: The Case Of Th...Ivo Velitchkov
This is the deck from my talk at SEMANTiCS 2021 in Amsterdam, within the Workshop on Rethinking Asset Information Management.
---
The European Interoperability Framework (EIF) identifies four levels of interoperability, two of which are semantic and technical interoperability. Technical interoperability in the context of EIF is that between digital services. In the transport domain, however, the main need is for technical interoperability between physical assets. And it is crucial for safety. The role of semantic interoperability is also somewhat different. It doesn't enter as an upper layer but as enabler.
The first Linked Data pilot at the EU Agency for Railways addressed a problem of interoperability between physical assets – track and trains – by increasing the interoperability of their datasets. And while many Linked Data projects focus on the backend and publication, this one delivered a full-stack solution in a very short time that convinced the board to adopt Linked Data as the default paradigm for data management.
Management Cybernetics has its models and language. They are extremely valuable when discussing with peers and for the advancement of the discipline. Yet, they limit the accessibility of the wider audience to these ideas. What’s more, they limit the spread of the mindset and skills needed for systemic change.
In this session, at Mataphorum 2019, I shared how I'm teaching my version of management cybernetics. It works without models and without the language of channels, transducers, amplifiers, and attenuators. Without even using the word “system”. Instead, this a way of helping leaders to work on their skills for diagnosis and design, by building observational and thinking habits, related to three organisational balances: autonomy-cohesion, diversity-stability, and exploration-exploitation
What can Social Systems Theory bring to the VSM?Ivo Velitchkov
The slides supporting my talk at the Metaphorum conference in Düsseldorf. You can also watch them with the animations here: https://www.youtube.com/watch?v=0YNFAXiqbQc .
These are the slides I used for my talk at the Enterprise Architecture Summer School 2018 in Copenhagen. You can see them with animations here: https://youtu.be/oQbSwr_N1H8.
The talk is an overview of the way I practice Enterprise Architecture. It is based on a combination of two ostensibly incompatible paradigms.
When organisation and projects are seriously regarded as social systems, the most striking realisation is that they are created by - and full of - paradoxes. Understanding and working with these paradoxes will help project managers deal with the increasing complexity when methodologies and good practices reach their limits of applicability and KPIs are not helpful anymore in steering projects. It will not be an easy task as the Western culture has been trying for centuries to avoid paradoxes. But the efforts will pay off. The new skills will bring unconventional and useful perspective on project communications and decisions. It will help realise and work with the unavoidable divergence between project success and client satisfaction. And it will bring new understanding of the function and dynamics of trust in projects.
These are the slides from my talk at the PMI Congress 2017 in Affligem, Belgium. It is an invitation to look at projects through social systems glasses, a complementary set to that of Essential Balances - http://www.essentialbalances.com/ .
You can watch the same slides with animations on YouTube: https://youtu.be/6QwIAqKl8mA .
Essential Balances In Organisations (workshop)Ivo Velitchkov
(Note: you can play the actual Prezi and get more information at http://www.strategicstructures.com/?page_id=1101)
In any organisation, regardless of sector, size, complexity or structure, certain balances are essential for its performance and adaptability. These include balancing autonomy and cohesion, maintaining diversity and stability, and navigating between exploration and exploitation. They can be seen at different levels – network of organisations, within organisation, department, team or individual – and they are equally important at each level.
For an organisation to be healthy, management needs to be able to sense when one or more of these falls out of balance – and act accordingly. This ability can help to quickly diagnose complex situations and to make better strategic and operational decisions. It is even more valuable to be able to grow the organisation in a way that its harmony and adaptability come naturally. That will not happen by adopting best practices, but by cultivating different thinking habits.
This workshop demonstrates what it means to have that and helps in making the first steps.
(Note: you can play the actual prezi at http://www.strategicstructures.com/?p=1008)
These are my slides from the conference "Managing Complexity with the Viable Systems Model: Theory, Applications and Innovative Research", 11 - 13 November 2015, Hull UK.
Here is the full program http://www2.hull.ac.uk/hubs/news-events/events/css-metaphorum.aspx. I'll add the link to the rest of the presentations when available.
In any organisation, regardless of its sector, size, complexity or type of organisational structure, there are certain balances which are essential for the organisational health and performance. These include balancing autonomy and cohesion, maintaining diversity and stability and finding the right time and way of shifting between exploration and exploitation mode. Getting a better understanding of these balances can help managers keep their organisations viable by quickly diagnosing complex situations and making better strategic and operational decisions.
Language and Meta-language for Enterprise ArchitectureIvo Velitchkov
To describe the architectures of enterprises, we need a language that can help learn more from what we know already and does not ignore what we currently don't know. But that's not enough. We also need language to talk about autonomy and adaptivity.
(Some clarification available here http://www.strategicstructures.com/?p=806)
New take on Requisite Inefficiency, extending and clarifying what happens when time, luck and uncertainty are taken into account. A bit more clear on redundancy, degeneracy and exaptation. There are also new examples, including startups and kids play, and a new rendition of VSM is used for some of the explanations.
(Version 2 is replaced by version 3; version 1 is kept)
Driven by market forces, organisations struggle to produce more or better with less. In times of crisis that seems to grow into a condition for survival. And yet, clearing all inefficiencies or not the right ones, could have just the opposite effect.
(Through the lenses of Ashby's law: Both organisms and the social systems they create need some excess of variety in any given moment to have requisite variety for their viability in the long run.)
Some inefficiency is not just good to have,
it is needed for survival.
That's part of the section about "Control" from a "Changing the way we think about quality" presentation I did earlier this year.
It's yet another attempt to explain the law of requisite variety. I hope it has some value outside the context of the presentation of which it was part.
Data Centers - Striving Within A Narrow Range - Research Report - MCG - May 2...pchutichetpong
M Capital Group (“MCG”) expects to see demand and the changing evolution of supply, facilitated through institutional investment rotation out of offices and into work from home (“WFH”), while the ever-expanding need for data storage as global internet usage expands, with experts predicting 5.3 billion users by 2023. These market factors will be underpinned by technological changes, such as progressing cloud services and edge sites, allowing the industry to see strong expected annual growth of 13% over the next 4 years.
Whilst competitive headwinds remain, represented through the recent second bankruptcy filing of Sungard, which blames “COVID-19 and other macroeconomic trends including delayed customer spending decisions, insourcing and reductions in IT spending, energy inflation and reduction in demand for certain services”, the industry has seen key adjustments, where MCG believes that engineering cost management and technological innovation will be paramount to success.
MCG reports that the more favorable market conditions expected over the next few years, helped by the winding down of pandemic restrictions and a hybrid working environment will be driving market momentum forward. The continuous injection of capital by alternative investment firms, as well as the growing infrastructural investment from cloud service providers and social media companies, whose revenues are expected to grow over 3.6x larger by value in 2026, will likely help propel center provision and innovation. These factors paint a promising picture for the industry players that offset rising input costs and adapt to new technologies.
According to M Capital Group: “Specifically, the long-term cost-saving opportunities available from the rise of remote managing will likely aid value growth for the industry. Through margin optimization and further availability of capital for reinvestment, strong players will maintain their competitive foothold, while weaker players exit the market to balance supply and demand.”
Chatty Kathy - UNC Bootcamp Final Project Presentation - Final Version - 5.23...John Andrews
SlideShare Description for "Chatty Kathy - UNC Bootcamp Final Project Presentation"
Title: Chatty Kathy: Enhancing Physical Activity Among Older Adults
Description:
Discover how Chatty Kathy, an innovative project developed at the UNC Bootcamp, aims to tackle the challenge of low physical activity among older adults. Our AI-driven solution uses peer interaction to boost and sustain exercise levels, significantly improving health outcomes. This presentation covers our problem statement, the rationale behind Chatty Kathy, synthetic data and persona creation, model performance metrics, a visual demonstration of the project, and potential future developments. Join us for an insightful Q&A session to explore the potential of this groundbreaking project.
Project Team: Jay Requarth, Jana Avery, John Andrews, Dr. Dick Davis II, Nee Buntoum, Nam Yeongjin & Mat Nicholas
Language and Meta-language for Enterprise ArchitectureIvo Velitchkov
To describe the architectures of enterprises, we need a language that can help learn more from what we know already and does not ignore what we currently don't know. But that's not enough. We also need language to talk about autonomy and adaptivity.
(Some clarification available here http://www.strategicstructures.com/?p=806)
New take on Requisite Inefficiency, extending and clarifying what happens when time, luck and uncertainty are taken into account. A bit more clear on redundancy, degeneracy and exaptation. There are also new examples, including startups and kids play, and a new rendition of VSM is used for some of the explanations.
(Version 2 is replaced by version 3; version 1 is kept)
Driven by market forces, organisations struggle to produce more or better with less. In times of crisis that seems to grow into a condition for survival. And yet, clearing all inefficiencies or not the right ones, could have just the opposite effect.
(Through the lenses of Ashby's law: Both organisms and the social systems they create need some excess of variety in any given moment to have requisite variety for their viability in the long run.)
Some inefficiency is not just good to have,
it is needed for survival.
That's part of the section about "Control" from a "Changing the way we think about quality" presentation I did earlier this year.
It's yet another attempt to explain the law of requisite variety. I hope it has some value outside the context of the presentation of which it was part.
Data Centers - Striving Within A Narrow Range - Research Report - MCG - May 2...pchutichetpong
M Capital Group (“MCG”) expects to see demand and the changing evolution of supply, facilitated through institutional investment rotation out of offices and into work from home (“WFH”), while the ever-expanding need for data storage as global internet usage expands, with experts predicting 5.3 billion users by 2023. These market factors will be underpinned by technological changes, such as progressing cloud services and edge sites, allowing the industry to see strong expected annual growth of 13% over the next 4 years.
Whilst competitive headwinds remain, represented through the recent second bankruptcy filing of Sungard, which blames “COVID-19 and other macroeconomic trends including delayed customer spending decisions, insourcing and reductions in IT spending, energy inflation and reduction in demand for certain services”, the industry has seen key adjustments, where MCG believes that engineering cost management and technological innovation will be paramount to success.
MCG reports that the more favorable market conditions expected over the next few years, helped by the winding down of pandemic restrictions and a hybrid working environment will be driving market momentum forward. The continuous injection of capital by alternative investment firms, as well as the growing infrastructural investment from cloud service providers and social media companies, whose revenues are expected to grow over 3.6x larger by value in 2026, will likely help propel center provision and innovation. These factors paint a promising picture for the industry players that offset rising input costs and adapt to new technologies.
According to M Capital Group: “Specifically, the long-term cost-saving opportunities available from the rise of remote managing will likely aid value growth for the industry. Through margin optimization and further availability of capital for reinvestment, strong players will maintain their competitive foothold, while weaker players exit the market to balance supply and demand.”
Chatty Kathy - UNC Bootcamp Final Project Presentation - Final Version - 5.23...John Andrews
SlideShare Description for "Chatty Kathy - UNC Bootcamp Final Project Presentation"
Title: Chatty Kathy: Enhancing Physical Activity Among Older Adults
Description:
Discover how Chatty Kathy, an innovative project developed at the UNC Bootcamp, aims to tackle the challenge of low physical activity among older adults. Our AI-driven solution uses peer interaction to boost and sustain exercise levels, significantly improving health outcomes. This presentation covers our problem statement, the rationale behind Chatty Kathy, synthetic data and persona creation, model performance metrics, a visual demonstration of the project, and potential future developments. Join us for an insightful Q&A session to explore the potential of this groundbreaking project.
Project Team: Jay Requarth, Jana Avery, John Andrews, Dr. Dick Davis II, Nee Buntoum, Nam Yeongjin & Mat Nicholas
Adjusting primitives for graph : SHORT REPORT / NOTESSubhajit Sahu
Graph algorithms, like PageRank Compressed Sparse Row (CSR) is an adjacency-list based graph representation that is
Multiply with different modes (map)
1. Performance of sequential execution based vs OpenMP based vector multiply.
2. Comparing various launch configs for CUDA based vector multiply.
Sum with different storage types (reduce)
1. Performance of vector element sum using float vs bfloat16 as the storage type.
Sum with different modes (reduce)
1. Performance of sequential execution based vs OpenMP based vector element sum.
2. Performance of memcpy vs in-place based CUDA based vector element sum.
3. Comparing various launch configs for CUDA based vector element sum (memcpy).
4. Comparing various launch configs for CUDA based vector element sum (in-place).
Sum with in-place strategies of CUDA mode (reduce)
1. Comparing various launch configs for CUDA based vector element sum (in-place).