Danish eGovernment Success Factors

2011 ◽  
pp. 231-254 ◽  
Author(s):  
Morten Meyerhoff Nielsen
Keyword(s):  
Success Factors ◽  
Enterprise Architecture ◽  
Single Point ◽  
Good Practice ◽  
Development Strategies ◽  
Joint Development ◽  
Point Of Entry

As illustrated by the specific eGovernment strategies, initiatives and good practice examples Danish authorities, at all levels of government, posses a number of strengths equipping them well for further digitisation and a move to Government 2.0. Strengths which include: Well developed strategies, goals and activities; single point of entry initiatives; attended and aligned development, common standards and enterprise architecture; joint development, strategies, corporation and marketing; guidelines and methodologies developed specifically to optimise the use of ICT etc.

INSTITUTIONAL MECHANISM FOR DEVELOPMENT OF UNIVERSITY AND REGION BASED ON ECOSYSTEM APPROACH

2020 ◽  
Vol 2 (12) ◽  
pp. 98-107
Author(s):  
T. V. TERENTYEVA ◽  
◽  
A. A. VERTINOVA ◽  
Keyword(s):  
Economic Development ◽  
Ecosystem Approach ◽  
Development Strategies ◽  
Joint Development ◽  
Joint Activities ◽  
Socio Economic Development ◽  
Common Goals ◽  
The University ◽  
Institutional Mechanism

The ecosystem approach to the development of the university and the region allows us to consider not only the joint activities of the region and the university, but also their joint development (co-development) on the basis of common goals provided for in the strategies of socio-economic development of the regions, development strategies and missions of universities. Based on the analysis of the literature carried out by the authors of this article, an institutional mechanism for the co-development of the university and the region was formed, which is a set of their connections, expressed in the performance of roles, regarding the inclusion of the region in the activities of the university and vice versa.

An Applied Mathematical Model for Business Transformation and Enterprise Architecture

2020 ◽  
pp. 340-376
Keyword(s):  
Success Factors ◽  
Enterprise Architecture ◽  
Transformation Process ◽  
Societal Transformation ◽  
Legal Cases ◽  
Internal Politics ◽  
Modern Business ◽  
Security Operations ◽  
Business Engineering ◽  
Security Standards

The business and societal transformation project (B&STP) of a modern business and global environment needs a well-designed holistic global security management system (HGSMS) that, in turn, depends on measurable success factors; these factors are used for the evolution of the transformation process. During the last decade, due to the global insecurity and financial crisis, the security strategies were not efficient. That is mainly due to the fact that businesses depend on security standards, law, cyber and information technology evolution, enterprise architecture, business engineering, and multilevel interoperability. They are restricted to blindfolded infrastructure security operations and/or martial like legal cases. Major B&STPs are brutally wrecked by various security violations that may cause a no-go decision. Most of such security misfits are used for internal politics, while highly important issues and teams' problems are simply ignored.

14 The Single Point of Entry Approach to Bank Resolution

2016 ◽  
Author(s):  
Jennings-Mares Jeremy ◽  
Pinedo Anna T ◽  
Ireland Oliver
Keyword(s):  
Single Point ◽  
Parent Company ◽  
Continuity Of Operations ◽  
Point Of Entry ◽  
Bank Resolution ◽  
The Uk

This chapter analyses the single point of entry (SPOE) approach to bank resolution. The strategy involves the application of resolution powers at the level of the top holding or parent company by a single resolution authority. This resolution authority would probably be located in the jurisdiction responsible for the global consolidated supervision of the banking group. The assets and the continuity of operations of subsidiaries are preserved, which avoids the need to commence distinct resolution proceedings at lower levels within the group. Although a resolution led by the home resolution authority may require assistance from a host authority, in terms of the application of resolution tools locally to support the top level resolution, or to bail-in intra-group debt claims, the principle is that no distinct, independent resolution proceedings should be required, as regards local subsidiaries of the group. The chapter addresses both the UK and US approach to SPOE.

13 Resolution in the UK and US: Variations to the Same Goals

2016 ◽  
Author(s):  
Krimminger Michael
Keyword(s):  
Deposit Insurance ◽  
Global Financial Crisis ◽  
Single Point ◽  
Insurance Fund ◽  
Troubled Asset Relief Program ◽  
Point Of Entry ◽  
The Us ◽  
The Uk ◽  
Federal Deposit Insurance ◽  
National Governments

This chapter explores the US and UK’s response to the 2007–9 Global Financial Crisis. In both cases, funding for the resolution and restructuring of failing financial companies came from public sources-generally national governments and central banks funded by the private creditors or other private sources. In the UK, the resolution actions relied solely on taxpayer financing. In the US, the government’s actions relied on Federal Reserve funding, Treasury funding through the Troubled Asset Relief Program (TARP), and Federal Deposit Insurance Corporation (FDIC) funding from the Deposit Insurance Fund. The chapter also assesses the role of bail-in under the Resolution Authorities and concludes with a brief summary of the UK and EU approach to single point of entry (SPOE) strategy.

Part I Elements of Bank Resolution Regimes, 3 Bank Resolution and Bank Groups

2016 ◽  
Author(s):  
Gleeson Simon ◽  
Guynn Randall
Keyword(s):  
Single Point ◽  
False Consciousness ◽  
Residual Value ◽  
Too Big To Fail ◽  
Holding Company ◽  
Point Of Entry ◽  
Bank Resolution ◽  
Promising Solution ◽  
Financial Regulatory ◽  
Legal Entities

This chapter looks at how the structure of bank groups is factored into the resolution process. In analysing the resolution of banks and other legal entities, a focus on the legal entities alone is a form of false consciousness. Instead, the focus needs to be on resolving the overall financial enterprise of which the bank is a part. By focusing on resolving groups instead of individual legal entities, financial regulatory authorities around the world have developed the single-point-of-entry (SPE) resolution strategy, which has been widely accepted as the most promising solution to the too-big-to-fail problem. When applied to a banking group with a holding company at the top and operating subsidiaries at the bottom, only the top-tier holding company would be put into a bankruptcy or resolution proceeding. The holding company’s assets would then be used to recapitalize the operating subsidiaries, perhaps pursuant to secured capital contribution agreements, and keep them out of their own insolvency or resolution proceedings. The recapitalized group would then be stabilized and its residual value distributed to the failed holding company's stakeholders in satisfaction of their claims.

Single-Incision Transumbilical Laparoscopic Splenic Cyst Unroofing: First Reported Case

2010 ◽  
Vol 76 (5) ◽  
pp. 509-511
Author(s):  
Alan A. Saber ◽  
Tarek H. El-Ghazaly
Keyword(s):  
Laparoscopic Surgery ◽  
Minimally Invasive ◽  
Single Incision ◽  
Single Point ◽  
Laparoscopic Approach ◽  
Splenic Cyst ◽  
Single Incision Laparoscopic Surgery ◽  
Invasive Approach ◽  
Conventional Laparoscopic Surgery ◽  
Point Of Entry

Single-incision laparoscopic surgery is an emerging minimally invasive approach. When using the single-incision laparoscopic surgery approach, the surgeon operates almost exclusively through a single point of entry, usually the patient's umbilicus. This approach is steadily gaining popularity among minimally invasive surgeons, as it combines the cosmetic advantage of Natural Orifice Translumenal Surgery with the technical familiarity of conventional laparoscopic surgery. In this report, we describe our implementation of the single-incision laparoscopic approach to perform an unroofing of a posttraumatic splenic cyst; in this case, the entire procedure is performed through a 2-cm intraumbilical incision.

Project Portfolio Management Best Practice and Implementation: A South African Perspective

2018 ◽  
Vol 15 (04) ◽  
pp. 1850036
Author(s):  
Chiara Oostuizen ◽  
Sara S. Grobbelaar ◽  
Wouter G. Bam
Keyword(s):  
Conceptual Model ◽  
South African ◽  
Portfolio Management ◽  
Success Factors ◽  
Good Practice ◽  
Project Portfolio ◽  
South African Context ◽  
Project Portfolio Management ◽  
African Context

This paper analyses the link between project portfolio management (PPM) implementation and perceived company success in achieving strategic objectives. As foundation for a conceptual model, the paper explores and investigates three areas of PPM literature: (1) PPM success criteria (2) PPM success factors and (3) problems faced in PPM. Using a conceptual model, the paper empirically investigates the link between the implementation of various PPM practices, the perceived importance of these practices and the perceived success of project portfolios within a South African context. A mixed methodology approach consisting of: (1) surveys and (2) follow-up interviews was followed during the execution of the study. The study targeted 10 different industries and obtained 342 responses in total. The survey data was supported by four semi-structured follow-up interviews that aimed to further investigate some of the salient trends observed in the data. The study enables the deduction of various recommendations for good practice and implementation gaps in the area of PPM in the South African context. This includes recommendations regarding practices that appear to have a strong link with perceived PPM success, yet are viewed as unimportant by many practitioners.

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