Who Is Responsible for Cybersecurity?

The question “Who is responsible for cybersecurity?” addresses how cyber risk prevention and resilience is not a one-person show: it takes a village to reduce organizational cyber risk. A case study opens the chapter by examining the immense hack of Equifax and the company’s poor cyber leadership during and after the data breach. It details the importance of strong leadership and educates readers on achieving accountable leadership for cyber risk. Afterward, it teaches readers about an organization’s enterprise information security policy and outlines the components of a cybersecurity culture. Topics include transparency, accountability, appropriate system knowledge, compliance with policy and procedure, and formal communication channels. The chapter guides executives in budgeting and allocating resources to cyber risk management and explains third-party agreements for cyber risk. It also details the importance of cyber talent management. The chapter concludes with Rosenbach’s Embedded Endurance strategy experience with cyber risk leadership at the U.S. Department of Défense.

Identification and Assessment of Obsolescence in the Early Stages of System Design

Obsolescence is the fact that an entity (physical or logical) is becoming outdated or no longer possesses the required level of performance. The objectives of this article are twofold. First, it is intended to contribute to the understanding of obsolescence propagation. Secondly, two supporting approaches for the Identification and Assessment phases are proposed: the House of Obsolescence and the System Obsolescence Criticality Analysis. The former allows the mapping of obsolescence propagation via dependencies, whether imposed changes are desired or imposed, by external actors to the system architecture. Whereas, the objective of the latter is to assign an obsolescence criticality index to the identified risks in order to prioritize them for solution or mitigation determination during the analysis phase. The tools make extensive use of the modeled system knowledge through the application of Systems Engineering. The application of these approaches is presented through an illustrative study.

Exploring the resource manager role in a project-based organization

PurposeThe author aims to explore and provide new insights on the resource manager role in a matrix-like project-based organization. What is the content of this role and the challenges as perceived by role incumbents?Design/methodology/approachThis a case study of a large project department in an industrial organization. The main source of data is interviews with 12 respondents.FindingsThe author describes and analyzes several mechanisms related to the key tasks of resource allocation, competence development and performance appraisals. Key challenges are the magnitude of stakeholders, especially the relationship with the project manager. To cope with these challenges, resource managers engage in extensive networking and recurrent dialog with the project manager. In addition, system knowledge and a sociable personality are perceived to enhance coping.Research limitations/implicationsOne case. 12 interviews were conducted at one point in time. The resource manager is a specific type of line manager, complementing a task (project) manager. Hypotheses and research questions based on empirical findings are identified.Practical implicationsOrganizational structure and the content of managerial roles are important in order to understand HRM challenges and activities in project-based organizations. Networking, relation maintenance and system knowledge and sociable and creative mindsets are key success factors for resource managers in large matrix-like project-based organizations.Originality/valueOne of the few in-depth studies of the resource manager in a project-based organization. A novel organizational context for the study of roles in HRM. A number of suggestions for further research.

Research on fault diagnosis method of rapier loom based on the fusion of expert system and fault tree

The safety and stability of the rapier loom during operation directly impact the quality of the fabric. Therefore, it is of great significance to carry out fault diagnosis research on rapier looms. In order to solve the problems of low diagnosis efficiency, untimely diagnosis, and high maintenance cost of existing rapier looms in manual troubleshooting of loom failures. This paper proposes a new intelligent fault diagnosis method for rapier looms based on the fusion of expert system and fault tree. A new expert system knowledge base is formed by combining the dynamic fault tree model with the expert system knowledge base. It solves the problem that the traditional expert system cannot achieve precise positioning in the face of complex fault types. Construct the rapier loom’s fault diagnosis model, build the intelligent diagnosis platform, and finally realize the intelligent fault diagnosis of the rapier loom. Experimental results show that the algorithm can quickly diagnose and locate rapier loom faults. Compared with the current intelligent diagnosis algorithm, the algorithm structure is simplified, which provides a theoretical basis for the broad application of intelligent fault diagnosis on rapier looms.

Peningkatan Kompetensi Sumber Daya Manusia Terhadap IAPS 4.0 Berbasis Knowledge Management System

<p class="Normal1"><em>Badan Akreditasi Nasional Perguruan Tinggi (BAN-PT) telah melakukan penerapan instrument baru tersebut yang dikenal dengan IAPS 4.0. Instrumen Akreditasi Program Studi (IAPS) versi 4.0 merupakan salah satu bentuk penenutan kualitas sebuah Program Studi. Pada prosesnya penerapan instrument baru ini masih belum secara optimal di pahami oleh dekanat dan program studi. Hal ini terlihat dari terdapatnya ketidaksesuaian isi dengan matriks penilaian yang dituliskan oleh para PIC pada dokumen IAPS 4.0 saat dilakukan pengecekan dan penyesuaian portofolio dengan matriks penilaian karena kurangnya pengetahuan tim penyusun portofolio IAPS 4.0 dalam mengisi portofolio tersebut. Untuk itu diperlukan peningkatan kompetensi sumber daya manusia dalam mengatasi hal tersebut melalui sharing knowledge berbasis Knowledge Management System. Knowledge Management System ini dibangun agar menjadi sarana sharing pada Sumber Daya Manusia terkait pengetahuan IAPS 4.0 </em></p><p class="Normal1"> </p>

Hydrogen as a Maritime Fuel–Can Experiences with LNG Be Transferred to Hydrogen Systems?

As the use of fossil fuels becomes more and more restricted there is a need for alternative fuels also at sea. For short sea distance travel purposes, batteries may be a solution. However, for longer distances, when there is no possibility of recharging at sea, batteries do not have sufficient capacity yet. Several projects have demonstrated the use of compressed hydrogen (CH2) as a fuel for road transport. The experience with hydrogen as a maritime fuel is very limited. In this paper, the similarities and differences between liquefied hydrogen (LH2) and liquefied natural gas (LNG) as a maritime fuel will be discussed based on literature data of their properties and our system knowledge. The advantages and disadvantages of the two fuels will be examined with respect to use as a maritime fuel. Our objective is to discuss if and how hydrogen could replace fossil fuels on long distance sea voyages. Due to the low temperature of LH2 and wide flammability range in air these systems have more challenges related to storage and processing onboard than LNG. These factors result in higher investment costs. All this may also imply challenges for the LH2 supply chain.