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Automated driving is now possible in diverse road and traffic conditions. However, there are still situations that automated vehicles cannot handle safely and efficiently. In this case, a Transition of Control (ToC) is necessary so that the driver takes control of the driving. Executing a ToC requires the driver to get full situation awareness of the driving environment. If the driver fails to get back the control in a limited time, a Minimum Risk Maneuver (MRM) is executed to bring the vehicle into a safe state (e.g., decelerating to full stop). The execution of ToCs requires some time and can cause traffic disruption and safety risks that increase if several vehicles execute ToCs/MRMs at similar times and in the same area. This study proposes to use novel C-ITS traffic management measures where the infrastructure exploits V2X communications to assist Connected and Automated Vehicles (CAVs) in the execution of ToCs. The infrastructure can suggest a spatial distribution of ToCs, and inform vehicles of the locations where they could execute a safe stop in case of MRM. This paper reports the first field operational tests that validate the feasibility and quantify the benefits of the proposed infrastructure-assisted ToC and MRM management. The paper also presents the CAV and roadside infrastructure prototypes implemented and used in the trials. The conducted field trials demonstrate that infrastructure-assisted traffic management solutions can reduce safety risks and traffic disruptions.
Intelligent autonomous software robots replacing human activities and performing administrative processes are reality in today’s corporate world. This includes, for example, decisions about invoice payments, identification of customers for a marketing campaign, and answering customer complaints. What happens if such a software robot causes a damage? Due to the complete absence of human activities, the question is not trivial. It could even happen that no one is liable for a damage towards a third party, which could create an uncalculatable legal risk for business partners. Furthermore, the implementation and operation of those software robots involves various stakeholders, which result in the unsolvable endeavor of identifying the originator of a damage. Overall it is advisable to all involved parties to carefully consider the legal situation. This chapter discusses the liability of software robots from an interdisciplinary perspective. Based on different technical scenarios the legal aspects of liability are discussed.
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.
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 book reflects the tremendous changes in the telecommunications industry in the course of the past few decades – shorter innovation cycles, stiffer competition and new communication products. It analyzes the transformation of processes, applications and network technologies that are now expected to take place under enormous time pressure. The International Telecommunication Union (ITU) and the TM Forum have provided reference solutions that are broadly recognized and used throughout the value chain of the telecommunications industry, and which can be considered the de facto standard. The book describes how these reference solutions can be used in a practical context: it presents the latest insights into their development, highlights lessons learned from numerous international projects and combines them with well-founded research results in enterprise architecture management and reference modeling. The complete architectural transformation is explained, from the planning and set-up stage to the implementation. Featuring a wealth of examples and illustrations, the book offers a valuable resource for telecommunication professionals, enterprise architects and project managers alike.
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.
How does the implementation of a next generation network influence a telecommunication company?
(2009)
As the potential of a Next Generation Network (NGN) is recognized, telecommunication companies consider switching to it. Although the implementation of an NGN seems to be merely a modification of the network infrastructure, it may trigger or require changes in the whole company and even influence the company strategy. To capture the effects of NGN we propose a framework based on concepts of business engineering and technical recommendations for the introduction of NGN technology. The specific design of solutions for the layers "Strategy", "Processes" and "Information Systems" as well as their interdependencies are an essential characteristic of the developed framework. We have per-formed a case study on NGN implementation and observed that all layers captured by our framework are influenced by the introduction of an NGN.
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.