|Home||<< 1 >>|
Bernard Van Veelen, Patrick Storms, & Chris J. Van Aart. (2006). Effective and efficient coordination strategies for agile crisis response organizations. In M. T. B. Van de Walle (Ed.), Proceedings of ISCRAM 2006 – 3rd International Conference on Information Systems for Crisis Response and Management (pp. 202–213). Newark, NJ: Royal Flemish Academy of Belgium.
Abstract: Agile crisis response organizations can be seen as actor-Agent communities, where artificial coordination strategies are applied to manage activities. This paper provides a classification of artificial coordination strategies, specified in terms of the Rasmussen's three-level model for supervisory control: skill, rule and knowledge based. Three distinct strategies to artificial coordination based on Rasmussen's levels are described. These approaches are applied in a small case study related to the problem of medic-casualty allocation in the crisis response domain. In terms of effectiveness and efficiency, the knowledge-level coordination strategies seem to be the most effective, where the skill-level strategies are the most efficient. Concerning flexibility there is a reverse trade-off with efficiency. Opposed to skill-level strategies, knowledge-level strategies easily adjust to changing operational requirements. On all aspects, the performance of rule-level strategies is in-between knowledge-level and skill-level strategies. The results of this work can be used to improve the performance and effectiveness of actor-Agent communities for mission critical applications.
Keywords: Knowledge based systems; Agent-based systems; Autonomous systems; Coordination; Organization and management; Self management; Quality of service
Track: COMMAND AND CONTROL
Chris J. Van Aart, & Stijn Oomes. (2008). Real-time organigraphs for collaboration awareness. In B. V. de W. F. Fiedrich (Ed.), Proceedings of ISCRAM 2008 – 5th International Conference on Information Systems for Crisis Response and Management (pp. 651–659). Washington, DC: Information Systems for Crisis Response and Management, ISCRAM.
Abstract: Collaboration awareness, as extension to organization awareness, is knowing how organizations do work and achieve their goals. This knowledge moves on a scale from stated prescribed ways of acting (such as procedures and protocols) to informal channels of communication, teamwork and decision-making. Based on available static and dynamic data, standardized insights can be given about collaboration in emergency situations in the form of organigraphs. We argue that for gaining practical collaboration awareness, both the formal structure of an organization as well as informal interactions should be inspected. Informal interaction includes informal communication channels, actual decision making on the spot and multi-disciplinary joint activities. We have implemented our system in the form of a web-based visualization tool. This tool would have been useful in the Hercules disaster, giving insights in informal information exchange, possibly preventing fatal decisions.
Keywords: Decision making; Disasters; Flow visualization; Information systems; Management; Visualization; Channels of communication; Collaboration; Coordination; Disaster response; Informal communication; Informal information; Informal interactions; Web-based visualization; Disaster prevention
Track: Visualization and Smart Room Technology for Decision Making, Information Sharing, and Collaboration