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For a wide acceptance of E-Mobility, a well-developed charging infrastructure is needed. Conductive charging stations, which are today’s state of the art, are of limited suitability for urbanised areas, since they cause a significant diversification in townscape. Furthermore, they might be destroyed by vandalism. Besides for those urbanistic reasons, inductive charging stations are a much more comfortable alternative, especially in urbanised areas. The usage of conductive charging stations requires more or less bulky charging cables. The handling of those standardised charging cables, especially during poor weather conditions, might cause inconvenience, such as dirty clothing etc. Wireless charging does not require visible and vandalism vulnerable charge sticks. No wired connection between charging station and vehicle is needed, which enable the placement below the surface of parking spaces or other points of interest. Inductive charging seems to be the optimal alternative for E-Mobility, as a high power transfer can be realised with a manageable technical and financial effort. For a well-accepted and working public charging infrastructure in urbanised areas it is essential that the infrastructure fits the vehicles’ needs. Hence, a well-adjusted standardisation of the charging infrastructure is essential. This is carried out by several IEC (International Electrotechnical Commission) and national standardisation committees. To ensure an optimised technical solution for future’s inductive charging infrastructures, several field tests had been carried out and are planned in near future.
The adoption of the Digital Health Transformation is a tremendous paradigm change in health organizations, which is not a trivial process in reality. For that reason, in this chapter, it is proposed a methodology with the objective to generate a changing culture in healthcare organisations. Such a change culture is essential for the successful implementation of any supporting methods like Interactive Process Mining. It needs to incorporate (mostly) new ways of team-based and evidence-based approaches for solving structural problems in a digital healthcare environment.
We present a robotic tool that autonomously follows a conversation to enable remote presence in video conferencing. When humans participate in a meeting with the help of video conferencing tools, it is crucial that they are able to follow the conversation both with acoustic and visual input. To this end, we design and implement a video conferencing tool robot that uses binaural sound source localization as its main source to autonomously orient towards the currently talking speaker. To increase robustness of the acoustic cue against noise we supplement the sound localization with a source detection stage. Also, we include a simple onset detector to retain fast response times. Since we only use two microphones, we are confronted with ambiguities on whether a source is in front or behind the device. We resolve these ambiguities with the help of face detection and additional moves. We tailor the system to our target scenarios in experiments with a four minute scripted conversation. In these experiments we evaluate the influence of different system settings on the responsiveness and accuracy of the device.
Software development projects often fail because of insufficient code quality. It is now well documented that the task of testing software, for example, is perceived as uninteresting and rather boring, leading to poor software quality and major challenges to software development companies. One promising approach to increase the motivation for considering software quality is the use of gamification. Initial research works already investigated the effects of gamification on software developers and come to promising. Nevertheless, a lack of results from field experiments exists, which motivates the chapter at hand. By conducting a gamification experiment with five student software projects and by interviewing the project members, the chapter provides insights into the changing programming behavior of information systems students when confronted with a leaderboard. The results reveal a motivational effect as well as a reduction of code smells.
Subject of this case is Deutsche Telekom Services Europe (DTSE), a service center for administrative processes. Due to the high volume of repetitive tasks (e.g., 100k manual uploads of offer documents into SAP per year), automation was identified as an important strategic target with a high management attention and commitment. DTSE has to work with various backend application systems without any possibility to change those systems. Furthermore, the complexity of administrative processes differed. When it comes to the transfer of unstructured data (e.g., offer documents) to structured data (e.g., MS Excel files), further cognitive technologies were needed.
Robotic process automation (RPA) has attracted increasing attention in research and practice. This chapter positions, structures, and frames the topic as an introduction to this book. RPA is understood as a broad concept that comprises a variety of concrete solutions. From a management perspective RPA offers an innovative approach for realizing automation potentials, whereas from a technical perspective the implementation based on software products and the impact of artificial intelligence (AI) and machine learning (ML) are relevant. RPA is industry-independent and can be used, for example, in finance, telecommunications, and the public sector. With respect to RPA this chapter discusses definitions, related approaches, a structuring framework, a research framework, and an inside as well as outside architectural view. Furthermore, it provides an overview of the book combined with short summaries of each chapter.
Because of customer churn, strong competition, and operational inefficiencies, the telecommunications operator ME Telco (fictitious name due to confidentiality) launched a strategic transformation program that included a Business Process Management (BPM) project. Major problems were silo-oriented process management and missing cross-functional transparency. Process improvements were not consistently planned and aligned with corporate targets. Measurable inefficiencies were observed on an operational level, e.g., high lead times and reassignment rates of the incident management process.