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The telecommunications industry is currently going through a major transformation. In this context, the enhanced Telecom Operations Map (eTOM) is a domain-specific process reference model that is offered by the industry organization TM Forum. In practice, eTOM is well accepted and confirmed as de facto standard. It provides process definitions and process flows on different levels of detail. This article discusses the reference modeling of eTOM, i.e., the design, the resulting artifact, and its evaluation based on three project cases. The application of eTOM in three projects illustrates the design approach and concrete models on strategic and operational levels. The article follows the Design Science Research (DSR) paradigm. It contributes with concrete design artifacts to the transformational needs of the telecommunications industry and offers lessons-learned from a general DSR perspective.
This work presents a basic forecast tool for predicting direct normal irradiance (DNI) in hourly resolution, which the Solar-Institut Jülich (SIJ) is developing within a research project. The DNI forecast data shall be used for a parabolic trough collector (PTC) system with a concrete thermal energy storage (C-TES) located at the company KEAN Soft Drinks Ltd in Limassol, Cyprus. On a daily basis, 24-hour DNI prediction data in hourly resolution shall be automatically produced using free or very low-cost weather forecast data as input. The purpose of the DNI forecast tool is to automatically transfer the DNI forecast data on a daily basis to a main control unit (MCU). The MCU automatically makes a smart decision on the operation mode of the PTC system such as steam production mode and/or C-TES charging mode. The DNI forecast tool was evaluated using historical data of measured DNI from an on-site weather station, which was compared to the DNI forecast data. The DNI forecast tool was tested using data from 56 days between January and March 2022, which included days with a strong variation in DNI due to cloud passages. For the evaluation of the DNI forecast reliability, three categories were created and the forecast data was sorted accordingly. The result was that the DNI forecast tool has a reliability of 71.4 % based on the tested days. The result fulfils SIJ’s aim to achieve a reliability of around 70 %, but SIJ aims to still improve the DNI forecast quality.
DNA-hybridization detection using light-addressable potentiometric sensor modified with gold layer
(2014)
Diversity is increasingly being addressed as an innovation-promoting factor. For this reason, companies and institutions tackle the integration of a diversity management approach that enables a heterogenic perspective on innovation development. However, system-theoretical frameworks state that the implementation of diversity measures that are not tailored to the needs of the organization often leads to a rejection or reactivity with regard to the management approach. In this context, especially organizations, which are characterized by a specific hierarchical structure, a dominant habitus or specialist culture, must face the challenge of realizing a sustainable change of the corporate culture that sets the basis for implementing diversity management approaches. The presented research project focuses on analyzing the situation in a huge scientific collaborative project - so called Cluster of Excellence (CoE) - with the aim to implement a diversity - and innovation management strategy. Considering the influencing determinants, the CoE is characterized by its embeddedness in the scientific system, a complex organizational structure, and a high fluctuation rate. The paper presents a systemic approach of reflecting these factors in order to develop a diversity- and innovation management strategy. In this frame, the results of a quantitative survey of CoE employees and derived mindset-types are presented. The results show a need for taking different mindset-types into account, to be able to develop a tailored management strategy. The aim of the project is to give recommendations for developing a sustainable management concept that promotes both diversity and innovation by drawing on the persisting mindsets of organization members while reflecting top down as well as bottom up factors of implementation processes as well as the psychology of change. This paper addresses all who are concerned with the management of human resources in innovation processes and are striving for a cultural change within the framework of complex organizations.