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© H. Afsarmanesh 2013
COLLABORATIVE NETWORKS AND
MANAGEMENT OF THEIR INFORMATION
Hamideh Afsarmanesh
March 2013
SoColnet
© H. Afsarmanesh 2013
What are Collaborative Networks (CNs) ?
What aspects of the CNs require developing information systems?
Shall we first identify & model these aspects and then design/develop Supporting
information systems for them?
HOW TO BUILD AN INFORMATION SYSTEM FOR CNs
© H. Afsarmanesh 2013
STEPS TO BUILD AND RUN A DATABASE - 1
© H. Afsarmanesh 2013
STEPS TO BUILD AND RUN A DATABASE - 2
© H. Afsarmanesh 2013
How users explained their requirements?
How the project leader understand the requirements?
How the analyst designed the
system?
How the programmer developed the
system?
How the expert explained the
system?
How the system was documented?
How the system was installed?
What payment and how much will
be made?
What was supported by
technical team?
What users really needed?
HOW TO DO IT RIGHT? DO WE UNDERSTAND THE PROBLEM WELL?
© H. Afsarmanesh 2013
A classical supply chain
Example: Automotive industry
HISTORIC NETWORKS IN INDUSTRY
Long-term, quasi-“stable”, coordinated
© H. Afsarmanesh 2013
COLLABORATION – WHY?
“can’t do alone”
“size”
“survival”
From well-structured, static, supply chains ... to dynamic goal-oriented Collaborative Networks (CNs)
© H. Afsarmanesh 2013
APPLICATION IN CIVIL CONSTRUCTION
Imagine ...
Building a new bridge ...
Building a new airport...
Who is involved?
Which relationships?For how long?
How do they work?
What can ICT do for this?
© H. Afsarmanesh 2013
SCENARIO IN CIVIL CONSTRUCTION
“Building a bridge” scenario: A construction company sets a VO (Virtual Organization) to submit a bid
towards an announced tender - Acting as the VO broker
Broker contacts some big companies mostly that in turn may contact others and even start other VOsJob description is transferred from the broker to interested other companiesAfter reaching agreement, companies negotiate to create the VOOne company is identified to act as the VO coordinator for writing the bidOnce the bid is submitted, if selected, the VO begins its operation
The success of VO’s operation depends on:Collaboration among the VO members – that mostly involves exchange of information (e.g. sharing the product models) and timely feedback on each others' requests (e.g. an order status)Every enterprise must also collaborate with the VO coordinator regarding the monitoring of the job status, and other related tasks
In case of a problem the VO coordinator is responsible to solve it, or even replace a company in the VOOnce the entire job is completed, the VO may dissolve
© H. Afsarmanesh 2013
PRE-ESTABLISHMENT OF STRATEGIC ALLIENCE?
But before you can configure and establish a VO, you need to know who is who in the potential environment...
Need for pre-establishment of strategic alliances (VBE) in different application areas that can benefit from the CNs
© H. Afsarmanesh 2013
Municipality
Parking
Road
Gas Station
BridgeHighway
APPLICATION IN TRANSPORTATION SYSTEM
© H. Afsarmanesh 2013
Energy production, distribution, and consumption in an open market
EMERGING APPLICATION IN ENERGY SECTOR
© H. Afsarmanesh 2013
OTHER SERVICE ORIENTED APPLICATIONS
The paradigm is now spreading into
• Tourism• Insurance• Consultation• Disaster rescue• European borders protection• Accounting/financial support• Legal support• ...
How can CNs be organized? And operated for these applications?
© H. Afsarmanesh 2013
“A virtual organization is a temporary alliance of enterprises that come together to share skills, competencies, and resources in order to better respond to business opportunities, and whose collaboration is supported by computer networks.”
VIRTUAL ORGANIZATION (VO)Dynamic goal-oriented Collaborative Networks (CNs)
© H. Afsarmanesh 2013
VOs (Virtual Organizations - collaborating partners) Cost-/time-effective creation of goal-oriented dynamic VOs/VTsrequires an underlying strategic CN (i.e. VBE/PVC)
VBEs (Virtual organizations Breeding Environments – cooperating)Long term strategic CNs – VBEs and PVCs) provide necessary conditions required for effective configuration and formation of VOs/VTs at the strike of emerging collaboration opportunities
prepare their members for collaboration in VOs/VTse.g.:
long term agreements, common ICT infrastructure, common working/sharing policies
e.g.: Automated search and matching (with multi-
dimensional ranking of groups of organizations/individuals)to best fit the required specificities of the
Collaboration Opportunity (CO), e.g. a call for tender Measuring trustworthiness of actors
Integration of legacy systems (DBs) Decomposing the CO into detailed characteristics, in order to compare against the qualifications/abilities of actors in the VBE/PVC
VOs AND VBEs2 MAIN KINDS OF CNs
© H. Afsarmanesh 2013
BUT NOT EASY !
According to some empirical studies failure to achieve successful
collaborations nearly reaches 50 % of the cases !
(Kelly et al., 2002), (Bamford et al., 2004), (Blomqvist et al, 2005) Diverse business practices
Different culturesHeterogeneous infrastructuresTrust building takes timeLong negotiation timesCommunication “overheads”...
© H. Afsarmanesh 2013
COMMUNICATION NETWORK BASE
Towards a networked society
© H. Afsarmanesh 2013
COOPERATION OR COLLABORATION?
Networking – involves communication and information exchange for mutual benefit.
Coordinated networking – in addition to exchanging information, it involves aligning/ altering activities so that more efficient results are achieved. Coordination, that is, the act of working together harmoniously, is one of the main components of collaboration.
Cooperation – involves not only information exchange and adjustments of activities, but also sharing resources for achieving compatible goals. Cooperation is achieved by division of some labor (not extensive) among participants.
Collaboration – a process in which entities share information, resources and responsibilities to jointly plan, implement, and evaluate a program of activities to achieve a common goal. Meaning “to work together”, can be seen as a process of shared creation; thus a process through which a group of entities enhance the capabilities of each other. It implies sharing risks, resources, responsibilities, and rewards, which if desired by the group can also give to an outside observer the image of a joint identity. Collaboration involves mutual engagement of participants to solve a problem together, which implies mutual trust and thus takes time, effort, and dedication.
[Denise 1999; Himmelman 2001; ... ]
© H. Afsarmanesh 2013
Grid VO
Social NetworksProfessional-orientedSocial Networks
Supply Chains
E.g. FaceBook, MySpace Usually have a “general
scope”, not a single topic of interest ‐ networking as “friends”
If subdivided into topics may lead to VCs inside the network
E.g. LinkedIn, Plaxo
Well-structured value chainsPrecise rolesCoordinated, but no joint work
Industry clustersLong-term allianceRegional basisSome cooperation,
little collaboration
Virtual Organizations
Goal‐oriented / common goal Temporary alliance Joining competencies(skills, resources)Working together Sharing – risks, benefits, ...
Joint resource mgmt.Infrastructure sharing(Unclear “business” goal)
COLLABORATIVE NETWORKS &OTHER FORMS OF COLLABORATION
Networking CoordinatedNetworking
Cooperation Collaboration Interaction level maturity
Communication& Informationexchange
Complementarity of goals
(aligning activities for mutual benefit)
Compatibility of goalsIndividual identities
working apart(with some
coordination)
Joint goalsJoint identities
Working together(Creating together)Joint responsibility
Communication& Information
exchange
Complementarity of goals
Aligning activities
Communication& Informationexchange
Communication& Information
exchange
Compatibility of goalsIndividual identities
Working apart
Complementarity of goals
Aligning activities
Integration level maturity
Environments
© H. Afsarmanesh 2013
Multidisciplinary paradigm of Collaborative Networks (CNs)
Collaborative Networks
Computer Science
Distributed/Federated DBsInteroperationComputer NetworksCoordinationService OrientationGrid Computing...
Social Sciences
Social NetworksVirtual Communities...
Organizational Sciences
Organizational FormsGovernance ModelsEnterprise Modeling...
Business & Management
Value SystemsProcess ManagementGains/losses distributionRisk Management...
Legal Framework
PoliciesNegotiation & ContractingE-Institutions...
Each contribute to certain aspects ... ... but CN requires
much more !
© H. Afsarmanesh 2013
Don’t we have enough technology for BUILDING CNs ?
Aren’t all technology problems already solved?
Which ICT components are still missing and need to be developed?
SOME QUESTIONS ASKED
© H. Afsarmanesh 2013
Focusing on information management in CNs –Base Challenges
Main general networking challenges - also common to other areas:• Interoperation (syntactic/semantic information heterogeneity of autonomous actors)
• Federated information management (info. integration and fine-gained authorization)
• Information Update (info. managed by legacy systems and the network administration)
Further general CN challenges:• Assuring availability of strategic information within the network
• push/pull instead of continuous flow of information, information mapping strategies and components, organizing and interfacing fine grained authorized access by various stakeholders and systems
• Modeling variety & complexity of information to be processed at the network
• Handling unknown, incomplete and imprecise information (soft computing approaches – computational intelligence), handling network scalability
• Classification, assessment, and derivation of required information based on intended use cases
• Dynamic ontology engineering, knowledge categorization and goal-oriented information derivation
© H. Afsarmanesh 2013
How users explained their requirements?
How the project leader understand the requirements?
How the analyst designed the
system?
How the programmer developed the
system?
How the expert explained the
system?
How the system was documented?
How the system was installed?
What payment and how much will
be made?
What was supported by
technical team?
What users really needed?
HOW TO DO IT RIGHT? DO WE UNDERSTAND THE PROBLEM WELL?
© H. Afsarmanesh 2013
CollaborationOpportunity
CN
Fast configuration of a temporary consortium well
suited to the needs
Short window of opportunity
Successful& Effective
Collaborationto reach the target
Market turbulence
UNDERSTANDING DYNAMIC GOAL-ORIENTED CNs
© H. Afsarmanesh 2013
Initiation Foundation
CreationOperation
Metamorphosis
Dissolution
OR
CN LIFE CYCLE
Evolution
Due to the dynamic and often temporary nature of CNswe need to consider all stages of their life cycle.
© H. Afsarmanesh 2013
COIdentification
COcharacterization& VO/VT rough
planning
Partners search& selection
Negotiation& agreeements
FROM A COLLABORATION OPPORTUNITY (CO)TO A SUCCESSFUL COLLABORATION IN A VO
•Who?•Where and How?•Which brokerage policy?•What is of interest?
•Who?•Which patterns of collaboration?•How to structure the VO / VT?•Any initial template model?
•Who?•Where?•Which criteria?•Which base information? Profiles?•Decision support?
•Who?•Negotiation process?•Contracts, rules&templates?•Agreements?
Actors & RolesModels
Rules & principlesReference models
Support functionalitiesSupport information
© H. Afsarmanesh 2013
COIdentification
COcharacterization& VO/VT rough
planning
Partners search& selection
Negotiation& agreeements
VO / VTLaunching
VO / VToperation
VO/VTevolution VO / VT
dissolution
FACILITATINGSUCCESSFUL COLLABORATION
•Common infrastructure?•Governance principles?•Detailed plans?
•Who?•Management approach?•Monitoring / Supervision /Coordination ?•Performance management?
•Responsibilities& liabilities?•Inheritance•Lessons?•Performancesummary?
•Who?•Where?•Which criteria?•Negotiation support?
VO/VT creation
© H. Afsarmanesh 2013
FROM CO TO SUCCESSFUL COLLABORATION
Collaborative Networks can bring several benefits
... But their implementation faces several challenges
© H. Afsarmanesh 2013
FORMATION OF CNs
Dissolution
Uni
vers
e of
exi
stin
g or
gani
zatio
nsor
pro
fess
iona
ls
Preparation Operation
Long-term CN (e.g. Supply chain, VBE/PVC)
Time
Short-term in a niche sector
Preparationof VBE / PVC
CollaborationOpportunity
Short-term CN (e.g. Dynamic VO / VT)
© H. Afsarmanesh 2013
ROLE OF BREEDING ENVIRONMENTS
VBE
VO
Long - termstrategy
Temporary(Opportunity
Driven)
VO BreedingEnvironment
Virtual Organization
VT
PVC
ProfessionalVirtual
Community
Virtual Team
© H. Afsarmanesh 2013
LONG-TERM ALLIANCES“VO Breeding environment (VBE) – represents an association of organizations and their related supporting institutions, adhering to a base long term cooperation agreement, and adoption of common operating principles and infrastructures, with the main goal of increasing their preparedness towards rapid configuration of temporary alliances for collaboration in potential Virtual Organizations. Namely, when a collaboration opportunity is identified by one member (acting as a broker), a subset of VBE organizations can be selected to form a VE/VO
Professional virtual community (PVC) – represents an association combining the concepts of virtual community and professional community. Virtual communities are defined as social systems of networks of individuals, who use computer technologies to mediate their relationships. Professional communities provide environments for professionals to share the body of knowledge of their professions such as similar working cultures, problem perceptions, problem-solving techniques, professional values, and behavior.
“
© H. Afsarmanesh 2013
SOME EXAMPLES OF VBEs
Metal-mechanics sectorSwitzerland, Germany
Aeronautics sectorSpain
Aeronautics sectorGermany
Watch industry sectorSwitzerland, China
Metal-mechanics sectorSpain
Electronics sectorIreland
netWork Oasis / Science ParkFinland
Engineering & ManufacturingMexico Telecommunications sector
Italy
Engineering Finland
TechMoldesMoulds industry Brazil
© H. Afsarmanesh 2013
Example: ISOIN (Aerospace)
93 SMES48 CORE
3 PLANTS 1 PLANT
All of them currentlyin expansion to make
room for new programsA400M, A380, etc
Employment 4.500Turnover M€ 645
97% SMEs 123M€ (24% of Spanish SMEs)
Andalusian Aeronautical cluster
© H. Afsarmanesh 2013
Example: Infranet-Partners (Telecommunication)
Infranet Partners is a network of small companies specialising in Infranet solutions based on LonWorks® technology. The network was established in 1999 with 4 founding members and today there are 10 participants in the network.
Creating a comprehensive pool of Technology and Application resources.
Serving customers as a single organisation offering locally adapted solutions from this shared pool.
Combining Product range under the Infranet Partners brand.
Providing a comprehensive product range and support backed by frequent cross training.
Providing a comprehensive Training program across Europe.
Sharing technical support and knowledge of different markets to provide solutions for customers.
Sharing marketing information using an advanced dynamic groupware marketing tool to enable them to act faster to meet customer requirements
© H. Afsarmanesh 2013
Example: VIRTUELLE FABRIK (Electro-Mechanics)
Pool of SMEs
Machine building competencies
Switzerland & South Germany
Various sub-networks
C1 C2
Company B
Company A
No competition ofthe network partnerson the product level
Legend: competence iCi
Market
Competition on thecompetence level
© H. Afsarmanesh 2013
Example: CeBeNetwork (Aeronotics)
• Network:– More than 30 co-operation partners– More than 20 years aerospace
experience– More than 5000 highly skilled
engineers, scientists and technicians– EN 9100 quality management
• Engineering services– Prime contractor CeBeNetwork– Best in class solutions for specific
and non specific design work
• IT services– 6 IT companies in France, UK and
Germany– High performance systems– B2B solutions
• Onsite experts– 4 companies act as agents for
international aerospace specialists
Integrated Portfolio for Product Engineering Testing & Aerodynamics
Computer Aided Engineering
Design Engineering
Process & Technology Management
Software Engineering
Systems Engineering
© H. Afsarmanesh 2013
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GALWAY
CORK
DUBLIN
LIMERICK
BELFAST
TRALEE
ENNIS
LIMERICK
NENAGH
BIRR
SHANNON
Limerick City
Raheen
ShannonInd. Est.
SmithstownInd. Est.
Over 80 Engineering & Electronics Sub-Supply Companies in the Region
Sector Now Employing Over 4000
Turnover in excess of €200m
Limited Export Activity Nationally or Internationally from Region
Large Multinationals located in the Region
Competitive threats from economic downturn and low labour cost regions
25 companies in SNS
Example: Supply Chain Shannon (Engineering Electronics)
© H. Afsarmanesh 2013
Profit from businessesBenefiting from the existing infrastructureBetter marketing possibilities (fairs, cheaper admission costs, better publicity/visibility (better location) …)Better strategic position through the VBEEasy access to complementary skillsExplore new market / new product (multi-disciplinary-sector), expand geographical coveragePotential for innovation Continue profiting from the opportunities only available through the VBEFight against a common enemyBetter negotiation powerExisting success stories and advertisingGain higher rank for more opportunities
The initial attracting factors are not exactly the same that keep members happy in the long run!
WHY BEING PART OF A VBE?
© H. Afsarmanesh 2013
What ICT support is needed for CNs?
ICT infrastructure:- Safe communications, Information sharing, Coordination
- Interoperability and legacy systems integration
- Collaboration platform
- ...
ICT services: (Supporting all phases of CN life cycle)
THE MAIN ICT NEEDS
- Creation: Planning, partners selection, negotiation, contracting, ...
- Operation: Management, Conflict resolution, Performance management, ...
- Evolution: Partners search, reconfiguration, ...
- Dissolution: Inheritance mechanisms, ...
- …
© H. Afsarmanesh 2013
“Open universe” of organizations
Getting ready to collaborate1.a
VO BreedingEnvironment
VO
VOCreationin VBE
1.b
•Cooperation agreement•Common infrastructure•Common principles•Base trust
•VO planning•VO partners selection•Fast contract negotiation•VO setup
2 Open VO creation•Wide partners’ search & selection•Establish common infrastructures•Common principles•VO planning•VO partner selection•Collaboration agreement•Contract negotiation•VO setup•Base trust
CollaborationOpportunity
Ready to collaborate !
Goal-oriented
Dynamic configuration, creation, and operation of opportunity based (goal-oriented) inter-organizational CNs are challenging
Establishing VOs is challenging …
VBE
© H. Afsarmanesh 2013
VBE management system – Main sub-systems
BrokerVBE Member Support InstitutionManagerVBE Administrator
Main users/editors of data in the systems / tools:
ODMS
PCMS
MSMSMember
registration TrustMan DSSLow trust
DSSLack of
competency
SIMS BAMSValue system
MSMSrewarding
COC-PlanCO-Finder PSS WizAN
VIMSVO registration
VIMS VO inheritance
DSSLow performance
VOMS
VO creation
Data transfer
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10 11 12
14 13
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1 Profile/competency classification 2 Profile/competency element classification 3 Member’s competency specification 4 Competency classes 5 Low base trust level of organizations
6 Members’ general data7 Bas trust level of membership applicants 8 Specific trustworthiness of VO partners 9 Organizations’ performance data from the VO10 Collaborative opportunities’ definitions 11 VO model
12 VO model and candidate partners13 VO model and VO partners 14 Processed VO inheritance 15 Support institutions’ general data 16 Asset contributors’ general data 17 VO inheritance
BM A S
MAMA A A
A
A
A
AA
A
A M
M
B
BBBB
SS
© H. Afsarmanesh 2013
Ontology management
Competency management
Trust management
3 SUBSYSTEMS SUPPORTING VBE
VBE Information Sub-Systems
© H. Afsarmanesh 2013
Specification of the unified “core” VBE ontology (partitioned into a number of Sub-ontologies) that comprehensively represent the generic constituting elements of all VBEs Classifying all aspects that are endogenous to VBEs (e.g. structural, componential,
functional, and behavioral aspects)
Definition of a methodology for VBE ontology construction for each domain / application
Developing services and tools to support ontology manipulation (e.g. retrieving/learning, searching, and editing) of VBE ontology elements GUIs (user friendly) and navigation mechanisms to support access by VBE actors at
different levels of expertise Web services to support access to ontology through software
Developing semi-automated services and tools to support specific ontology processing functionalities: Ontology integration to support VBE domain expansion (with other ontologies) Ontology evolution to unify knowledge available at all VBE management subsystems
and components (integration of VBE ontologies with meta-data at databases) Ontology-based design of repositories (meta-data design for databbases) Ontology discovery from on-line text corpora available at the VBE
VBE Ontology engineering –supporting knowledge interoperability and reuse VBE ontology is required to increase the understandability of the VBE environment for all human actors and interacting software systems - Validated by over 20 running VBEs
© H. Afsarmanesh 2013
4 levels of abstraction
10 sub-ontologies (complementary VBE knowledge partitions)
Unified VBE ontology specification
Specification level
Content level
© H. Afsarmanesh 2013
Core VBE concepts
Definitions
Search for concepts
GUI for VBE ontology management system
(Inspired by Protégé, but simpler and tailored for VBE actors, to navigate, edit, and use for discovery)
© H. Afsarmanesh 2013
Currently large VBEs fail chances to respond to emerging collaboration opportunities due to inability to dynamically process and analyse the competencies (i.e. qualifications and abilities) of their member organizations
For dynamic/agile configuration and creation of a VO, competencies of the VBE actors must be matched against the detailed specificities of the CO to which it is planned to respond
VBE Competency model –Supporting dynamic / agile VO creation
Example call for tender
A collaboration Opportunity (CO)
© H. Afsarmanesh 2013
Generic comprehensive 4C-model of competency
We have identified the generic set of elements constituting VBE members’ competencies, i.e. with the 4C-model (including the Capabilities + Capacities + Costs + Conspicuities), that comprehensively specifies the needed information from VBE member organizations, in order to be selected for the VO creation
The 4C-model ofVBE competency
Functionality for matching between the offered competencies by VBE actors, against the CO specificities (weighted multi-dimensional match), supported by other applicable functionalities from ontology engineering
© H. Afsarmanesh 2013
Core concepts
Domain concepts
GUI for competency management system
© H. Afsarmanesh 2013
Synchronization/integration of two systems:Discovery and extraction of competency elements through ontology-based text mining
Text-corpora from VBE member
Discovered concept
VBE Organizations’Competency elements
Integration of ontology sys. & competency system
© H. Afsarmanesh 2013
Subjective trust in a trustee is opinion-based- capturing witnessed and certified reputation about the trustee
(e.g. by group voting, recommendations)
Objective trust is based on measurements of trustee’s qualifications- measuring characteristics and achievements of the trustee
(e.g. for an organization, these can include # of experts, # of external projects)
Approach for rational trust assessment of organizations Aim: to be reasoned in terms of the characteristics and
achievements of the trustee, and not other organizations’ opinions Purpose-dependent Actor-dependent Perception-dependent
Organizational trust establishment
Subjective and objective trust in organizations
Introducing 5 main trust-related perspectives for organizations, and a set of measurable requirements and criteria related to each perspective:
Structural, Social, Financial, Technological, Managerial
© H. Afsarmanesh 2013
Identification and specification of a comprehensive set of trust criteria for organizations
Analysis of inter-relationships between different trust criteria
Impact analysis: specifying the impact of changes in values of the trust criteria on the trust level of an organization
Causal analysis: specifying the influences of changes of values in one trust criterion on intermediate factors
Development of mechanisms for assessing rational level of trust in each VBE organization, and trust management in VBEs
Development of GUI for domain/application customization of trust criteria, weights, and related mechanisms for assessing rational trust level of organizations at the VBE, to support replicability and customizability of the system
Impact analysisCausal influence analysis
Trust level assessment & management
Set of trust elements
© H. Afsarmanesh 2013
CTRCPCPWASZPC ***
applies concepts inspired by system dynamics discipline
Analyzing causal influences among trust criteria, intermediate factors and known factors
Translating causal influences into mathematical equations
PC: Production capacitySZ: SizeWA: Workload allocationCP: CompetencyRCP: Required competenciesCT: Centers
Trust assessment – Causal analysis
© H. Afsarmanesh 2013
Design of the system
• System implementation architecture (SoA)• User interface to access data and functionality defined on date
TrustMan system services descriptions (WSDL)
AuthorizationService
executionResults
provisions
TrustManDatabaseW
eb s
ervi
ces
requ
est p
oint
Components of TrustMan services
Human user
TrustMan web interface
Results provision
Services Choreograph
User right control
MSM
S Se
rvic
es
ECOLEAD ICT-I Services
PDM
S Se
rvic
es
Web
ser
vice
s re
ques
t poi
nt
MSM
S Se
rvic
esD
SS
Serv
ices
PSS
Serv
ices
© H. Afsarmanesh 2013
System Components
TrustMan system services descriptions (WSDL)
AuthorizationService
executionResults
provisions
TrustManDatabaseW
eb s
ervi
ces
requ
est p
oint
Components of TrustMan services
Human user
TrustMan web interface
Results provision
Services Choreograph
User right control
MSM
S Se
rvic
es
ECOLEAD ICT-I Services
PDM
S Se
rvic
es
Web
ser
vice
s re
ques
t poi
nt
MSM
S Se
rvic
esD
SS
Serv
ices
PSS
Serv
ices
Database schema
User interface
Service oriented architecture
© H. Afsarmanesh 2013
Trust management system GUI
© H. Afsarmanesh 2013
To read more on CNs
Collaborative Networks: Reference ModelingL.M. Camarinha-Matos, H. AfsarmaneshSpringer, 2008
Methods and tools for Collaborative Networked OrganizationsL.M. Camarinha-Matos, H. Afsarmanesh, M. Ollus (Ed.s) Springer, 2008.
More details on many of the mentioned subjects can be found in the following two books generated through the results of ECOLEAD project:
© H. Afsarmanesh 2013
BOOK
Part 1. INTRODUCTION1.1 Overview1.2 Motivation for a theoretical foundation for collaborative networks1.3 Related work on reference modeling for collaborative networks
Part 2. TOWARDS A CN REFERENCE MODEL2.1 Overview2.2 Reference modeling: Needs and basic terminology2.3 Collaboration forms2.4 The ARCON modeling framework2.5 ARCON reference models for collaborative networks2.6 A comprehensive semantic indexing schema for ARCON2.7 Further steps on CN reference modeling
Part 3. MODELING TOOLS AND APPROACHES3.1 Overview3.2 A survey of modeling methods and tools3.3 A survey of soft modeling approaches for collaborative networks
Part 4. MODELING EXAMPLES4.1 Overview4.2 A multi-model approach to analyze inter-organizational trust in VBEs4.3 Robust portfolio modeling for networked partner selection4.4 Modeling collaboration preparedness assessment4.5 A benefit analysis model for collaborative networks4.6 Value systems modeling4.7 Selection of a virtual organization coordinator4.8 Modeling the value of expectations in collaborative networked organizations4.9 Prospective performance measurement in virtual organizations
© H. Afsarmanesh 2013
Conclusion
Collaborative Networks manifest in a wide and growing range of application scenarios.
Pre-establishment of supporting long-term strategic alliances, can provide the needed environment for creation of cost- and time-effective dynamicvirtual organizations and virtual teams.
Up-to-date information on wide variety of aspects are necessary for efficient creation of dynamic opportunity-based collaborative networks.
A main challenging criterion for the success of collaborative networks is the effective management of the wide variety of information that needs to be handled inside the CNs to support their functional dimension.
Advanced CN support platforms require modeling and management of heterogeneous and incomplete & imprecise information, which calls for a combination of approaches such as federated databases, ontology engineering, computational intelligence, and qualitative modeling and reasoning.
© H. Afsarmanesh 2013
MSMS –memReg
PCMS
TrustMAN DSS –Low Trust
DSS –Lack of
Competency
DSS –Low
Performance
MSMS –Rewarding
BAMS -Value
systemSIMS
VIMS –VO
inheritance
VIMS –VO
registration
ODMS
CO-Finder PSS WizAN
WP3 -VOM
Mem
bers
’ ge
nera
l dat
a
Members’ general data
Members’ base trust level assess.
Members’ general / contact data
Com
pete
ncy
clas
ses
VB
E
com
pete
ncy
spec
ifica
tion
s
Pro
file
/ co
mpe
tenc
y
clas
sific
atio
ns
Profile / competency elements specifications
Profile / competency elements specifications
Members’ base trust level
CO definition
CO
def
initi
on
VO model
VO
mod
el +
can
dida
te
partn
ers VO
mod
el +
VO
pa
rtner
s
VO profile / competency data
VO model + VO partners
VO inheritance
Processed VO inheritance
Pro
cess
ed V
O
inhe
ritan
ce
Sup
port
Inst
itutio
ns
gene
ral d
ata
BoA
co
ntrib
utor
s’
gene
ral d
ata
COC-Plan
VO creation
Mem
bers
’ co
mpe
tenc
y sp
ecifi
catio
ns
Broker(Alexandra White)
Support InstitutionManager
VBE Member(Walter Vanegas ASMA Director )
VBE Administrator(Steven Carroll)
Main users/editors of data in the systems / tools:Data transfer:
* In the color of their originator
VBE MemberRobert More (MM)Paula Nelson (ALCA)
Main subsystems - VBE management system - ECOLEAD
© H. Afsarmanesh 2013
-- H. Afsarmanesh, L. M. Camarinha-Matos, S. S. Msanjila. Models, Methodologies, and Tools Supporting Establishment and Management of Second-Generation VBEs, , IEEE Transactions on Systems, Man and Cybernetics – C, Vol. 41, Issue 5, Sept 2011, pp 692-710.
-- S.S. Msanjila, H. Afsarmanesh. On Modeling Evolution of Trust in Organizations Towards Mediating Collaboration. In the Journal of Production Planning & Control. Volume 22, Issue 5-6, April 2011. PP. 518-537.
-- H. Afsarmanesh, S.S. Msanjila, L. M. Camarinha-Matos. Technological Research Plan for Active Ageing. In the Journal of Information Systems Frontiers. Available online: 18 February 2011.
-- H. Afsarmanesh, E. Ermilova. The Management of Ontologies in the VO Breeding Environments Domain. In the International Journal of Services and Operations Management - IJSOM, special issue on Modelling and Management of Knowledge in Collaborative Networks. Inderscience publisher. Volume 6, No. 3, January 2010, pp. 257-292.
-- O. Unal, Afsarmanesh, H. Semi-automated schema integration with SASMINT. Journal of Knowledge and Information Systems, Vol. 23, Issue 1, April 2010, ISSN: 0219-1377, pp. 99-128.
-- H. Afsarmanesh, L.M. Camarinha-Matos, S.S. Msanjila. On Management of 2nd Generation Virtual Organizations Breeding Environments. In the Journal of Annual Reviews in Control. Elsevier. Vol.33, Issue 2, December 2009. ISBN 1367-5788, pp. 209-219.
-- O. Unal, H. Afsarmanesh. Schema Matching and Integration for Data Sharing Among Collaborating Organizations. Journal of Software. Vol.4, No.3, May 2009, pp. 248-261.
-- Collaborative Networks: Reference Modeling, L.M. Camarinha-Matos, H. Afsarmanesh, Springer: New York, 2008. Book.
-- Methods and tools for Collaborative Networked Organizations, (L.M. Camarinha-Matos, H. Afsarmanesh, M. Ollus, Editors), Springer: New York, 2008. Book.
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