Results of the Technical Validation of an Accessible Contact Manager for Mobile Devices

The apparition of new mobile phones operating systems often leads to a flood of mobile applications rushing into the market without taking into account needs of the most vulnerable users groups: the people with disabilities. The need of accessible applications for mobile is very important especially when it comes to access basic mobile functions such as making calls through a contact manager. This paper presents the technical validation process and results of an Accessible Contact Manager for mobile phones as a part of the evaluation of accessible applications for mobile phones for people with disabilities.

Multilingual manager: a new strategic role in organizations

Today?s knowledge management (KM) systems seldom account for language management and, especially, multilingual information processing. Document management is one of the strongest components of KM systems. If these systems do not include a multilingual knowledge management policy, intranet searches, excessive document space occupancy and redundant information slow down what are the most effective processes in a single language environment. In this paper, we model information flow from the sources of knowledge to the persons/systems searching for specific information. Within this framework, we focus on the importance of multilingual information processing, which is a hugely complex component of modern organizations.

La responsabilidad social como valor añadido del facilities manager en la gestión del patrimonio inmobiliario

Resulta difícil definir una profesión que surge por la necesidad de adaptar los espacios de trabajo a las nuevas tendencias de las organizaciones, a la productividad, a las nuevas tecnologías que continúan modificando y facilitando desde las últimas décadas el modo y forma de trabajar. Mucho más complicado resulta definir una profesión casi invisible. Cuando todo funciona en un edificio, en un inmueble, en un activo. Todo está correcto. He ahí la dificultad de su definición. Lo que no se ve, no se valora. Las reuniones, las visitas, un puesto de trabajo, una sala de trabajo, una zona de descanso. La climatización, la protección contra incendios, la legionela, el suministro eléctrico, una evacuación. La organización, sus necesidades, su filosofía. Los informes, los análisis, las mejoras. Las personas, el espacio, los procesos, la tecnología. En la actualidad, todo se asocia a su coste. A su rentabilidad. En la difícil tarea de realizar el proyecto de un edificio, participan multitud de aspectos que deben estar perfectamente organizados. El arquitecto proyecta y aúna en el proyecto: pasado (experiencia), presente (tendencias) y futuro (perdurabilidad). Y es en ese momento, cuando al considerar el futuro del edificio, su perdurabilidad, hace que su ciclo de vida sea criterio fundamental al proyectar. Que deba considerarse desde el primer esbozo del proyecto. Para que un edificio perdure en el tiempo existen gran número de factores condicionantes. Empezando por su uso apropiado, su nivel de actividad, pasando por las distintas propiedades que pueda tener, y terminando por los responsables de su mantenimiento en su día a día. Esa profesión invisible, es la disciplina conocida como Facility Management. Otra disciplina no tan novedosa –sus inicios fueron a finales del siglo XIX-, y que en la actualidad se empieza a valorar en gran medida es la Responsabilidad Social. Todo lo que de forma voluntaria, una organización realiza por encima de lo estrictamente legal con objeto de contribuir al desarrollo sostenible (económico, social y medio ambiental). Ambas disciplinas destacan por su continuo dinamismo. Reflejando la evolución de distintas inquietudes: • Personas, procesos, espacios, tecnología • Económica, social, medio-ambiental Y que sólo puede gestionarse con una correcta gestión del cambio. Elemento bisagra entre ambas disciplinas. El presente trabajo de investigación se ha basado en el estudio del grado de sensibilización que existe para con la Responsabilidad Social dentro del sector de la Facility Management en España. Para ello, se han estructurado varios ejercicios con objeto de analizar: la comunicación, el marco actual normativo, la opinión del profesional, del facilities manager. Como objetivo, conocer la implicación actual que la Responsabilidad Social ejerce en el ejercicio de la profesión del Facilities Manager. Se hace especial hincapié en la voluntariedad de ambas disciplinas. De ahí que el presente estudio de investigación realice dicho trabajo sobre elementos voluntarios y por tanto sobre el valor añadido que se obtiene al gestionar dichas disciplinas de forma conjunta y voluntaria. Para que una organización pueda desarrollar su actividad principal –su negocio-, el Facilities Manager gestiona el segundo coste que esta organización tiene. Llegando a poder ser el primero si se incluye el coste asociado al personal (nóminas, beneficios, etc.) Entre el (70 – 80)% del coste de un edificio a lo largo de toda su vida útil, se encuentra en su periodo de explotación. En la perdurabilidad. La tecnología facilita la gestión, pero quien gestiona y lleva a cabo esta perdurabilidad son las personas en los distintos niveles de gestión: estratégico, táctico y operacional. En estos momentos de constante competencia, donde la innovación es el uniforme de batalla, el valor añadido del Facilities Manager se construye gestionando el patrimonio inmobiliario con criterios responsables. Su hecho diferenciador: su marca, su reputación. ABSTRACT It comes difficult to define a profession that emerges due to the need of adapting working spaces to new organization’s trends, productivity improvements and new technologies, which have kept changing and making easier the way that we work during the last decades. Defining an invisible profession results much more complicated than that, because everything is fine when everything works in a building, or in an asset, properly. Hence, there is the difficulty of its definition. What it is not seen, it is not worth. Meeting rooms, reception spaces, work spaces, recreational rooms. HVAC, fire protection, power supply, legionnaire’s disease, evacuation. The organization itself, its needs and its philosophy. Reporting, analysis, improvements. People, spaces, process, technology. Today everything is associated to cost and profitability. In the hard task of developing a building project, a lot of issues, that participate, must be perfectly organized. Architects design and gather/put together in the project: the past (experience), the present (trends) and the future (durability). In that moment, considering the future of the building, e. g. its perdurability, Life Cycle turn as the key point of the design. This issue makes LCC a good idea to have into account since the very first draft of the project. A great number of conditioner factors exist in order to the building resist through time. Starting from a suitable use and the level of activity, passing through different characteristics it may have, and ending daily maintenance responsible. That invisible profession, that discipline, is known as Facility Management. Another discipline, not as new as FM –it begun at the end of XIX century- that is becoming more and more valuable is Social Responsibility. It involves everything a company realizes in a voluntary way, above legal regulations contributing sustainable development (financial, social and environmentally). Both disciplines stand out by their continuous dynamism. Reflecting the evolution of different concerning: • People, process, spaces, technology • Financial, social and environmentally It can only be managed from the right change management. This is the linking point between both disciplines. This research work is based on the study of existing level of increasing sensitivity about Social Responsibility within Facility Management’s sector in Spain. In order to do that, several –five- exercises have been studied with the purpose of analyze: communication, law, professional and facility manager’s opinions. The objective is to know the current implication that Social Responsibility has over Facility Management. It is very important the voluntary part of both disciplines, that’s why the present research work is focused over the voluntary elements and about the added value that is obtained managing the before named disciplines as a whole and in voluntary way. In order a company can develop his core business/primary activities, facility managers must operate the second largest company budget/cost centre. Being the first centre cost if we considerer human resources’ costs included (salaries, incentives…) Among 70-80% building costs are produced along its operative life. Durability Technology ease management, but people are who manage and carry out this durability, within different levels: strategic, tactic and operational. In a world of continuing competence, where innovation is the uniform for the battle, facility manager’s added value is provided managing company’s real estate with responsibility criteria. Their distinguishing element: their brand, their reputation.

Developing Accessible Mobile Phone Applications: The Case of a Contact Manager and Real Time Text Applications

Mobile phones are becoming increasingly popular and are already the first access technology to information and communication. However, people with disabilities have to face a lot of barriers when using this kind of technology. This paper presents an Accessible Contact Manager and a Real Time Text application, designed to be used by all users with disabilities. Both applications are focused to improve accessibility of mobile phones.

Dynamic Response of Wind Turbines to Theoretical 3D Seismic Motions Taking into Account the Rotational Component

We study the dynamic response of a wind turbine structure subjected to theoretical seismic motions, taking into account the rotational component of ground shaking. Models are generated for a shallow moderate crustal earthquake in the Madrid Region (Spain). Synthetic translational and rotational time histories are computed using the Discrete Wavenumber Method, assuming a point source and a horizontal layered earth structure. These are used to analyze the dynamic response of a wind turbine, represented by a simple finite element model. Von Mises stress values at different heights of the tower are used to study the dynamical structural response to a set of synthetic ground motion time histories

La Necesidad De Una Regulacion Legal En España De La Figura Del Director De Proyectos En Edificacion (Project & Construction Manager)

La crisis afecta a todos los sectores, es un terremoto en cadena que se inicio en el sector inmobiliario y se ha ido introduciendo en el resto. Todo esto ha dado lugar a una caída brusca de la demanda de los servicios relacionados con la construcción, con un posicionamiento en “espera” de los Promotores e Inversores, que aún tienen liquidez para invertir, buscando oportunidades que lógicamente se tienen que producir en un entorno escasamente fiable como el actual. Aquellos Inversores que vean oportunidades, se aseguraran de que los productos que van a realizar, tengan una demanda suficiente, sus costes estén en consonancia con el mercado, pero sin que aquello perjudique al resultado final, es decir manteniendo la calidad propuesta al inicio del proceso con los costes previstos, dando lugar a un control exhaustivo del producto a realizar, lo cual obligará a una gran profesionalidad por parte de los agentes implicados. Para todo esto habrá que contar con Empresas especializadas, que aporten garantías en este proceso y aseguren tanto al promotor como al Inversor en todo momento donde y en que se invierten sus recursos. La Dirección Integrada de Proyecto (“Project Management “) aplicada al proceso constructivo es una Técnica Metodológica que ayuda a organizar, controlar y gestionar los recursos de los promotores dentro del proceso edificatorio. Cuando los recursos están limitados (que normalmente es la mayoría de las situaciones) gestionarlos de una manera eficiente se convierte en algo muy importante. Bien, pues nos encontramos con que en esta situación actual, los recursos no solo están limitados, si no que son limitados, por lo que un control y un exhaustivo seguimiento de los mismos se convierte no solo en importante si no en fundamental.

The future obligations of "project manager" as construction integral director (DIPE) in the law of buildings construction in spain (LOE)

In the year 1999 approves the Law of Construction Building (LOE, in Spanish) to regulate a sector such as construction, which contained some shortcomings from the legal point of view. Currently, the LOE has been in force 12 years, changing the spanish world of the construction, due to influenced by internationalization. Within the LOE, there regulating the different actors involved in the construction building, as the Projects design, the Director of Construction, the developer, The builder, Director of execution of the construction (actor only in Spain, similar as construcion engineer and abroad in), control entities and the users, but lacks figure Project manager will assume the delegation of the promoter helping and you organize, direct and management the process. This figure assumes that the market and contracts are not legally regulated in Spain, then should define and establish its regulation in the LOE. (Spain Construction Law) The translation in spanish of the words "Project Manager is owed to Professor Rafael de Heredia in his book Integrated Project Management, as agent acting on behalf of the organization and promoter assuming control of the project, ie Integraded Project Management . Already exist in Spain, AEDIP (Spanish Association Integrated of Project Construction management) which comprises the major companies in “Project Management” in Spain, and MeDIP (Master in Integrated Construction Project) the largest and most advanced studies at the Polytechnic University of Madrid, in "Construction Project Management" they teach which is also in Argentina. The Integrated Project ("Project Management") applied to the construction process is a methodological technique that helps to organize, control and manage the resources of the promoters in the building process. When resources are limited (which is usually most situations) to manage them efficiently becomes very important. Well, we find that in this situation, the resources are not only limited, but it is limited, so a comprehensive control and monitoring of them becomes not only important if not crucial. The alternative of starting from scratch with a team that specializes in developing these follow directly intervening to ensure that scarce resources are used in the best possible way requires the use of a specific methodology (Manual DIP, Matrix Foreign EDR breakdown structure EDP Project, Risk Management and Control, Design Management, et ..), that is the methodology used by "Projects managers" to ensure that the initial objectives of the promoters or investors are met and all actors in process, from design to construction company have the mind aim of the project will do, trying to get their interests do not prevail over the interests of the project. Among the agents listed in the building process, "Project Management" or DIPE (Director Comprehensive building process, a proposed name for possible incorporation into the LOE, ) currently not listed as such in the LOE (Act on Construction Planning ), one of the agents that exist within the building process is not regulated from the legal point of view, no obligations, ie, as is required by law to have a project, a builder, a construction management, etc. DIPE only one who wants to hire you as have been advanced knowledge of their services by the clients they have been hiring these agents, there being no legal obligation as mentioned above, then the market is dictating its ruling on this new figure, as if it were necessary, he was not hired and eventually disappeared from the building process. As the aim of this article is regular the process and implement the name of DIPE in the Spanish Law of buildings construction (LOE)

Contributions to the contextualization of human-machine spoken interaction systems

The design and development of spoken interaction systems has been a thoroughly studied research scope for the last decades. The aim is to obtain systems with the ability to interact with human agents with a high degree of naturalness and efficiency, allowing them to carry out the actions they desire using speech, as it is the most natural means of communication between humans. To achieve that degree of naturalness, it is not enough to endow systems with the ability to accurately understand the user’s utterances and to properly react to them, even considering the information provided by the user in his or her previous interactions. The system has also to be aware of the evolution of the conditions under which the interaction takes place, in order to act the most coherent way as possible at each moment. Consequently, one of the most important features of the system is that it has to be context-aware. This context awareness of the system can be reflected in the modification of the behaviour of the system taking into account the current situation of the interaction. For instance, the system should decide which action it has to carry out, or the way to perform it, depending on the user that requests it, on the way that the user addresses the system, on the characteristics of the environment in which the interaction takes place, and so on. In other words, the system has to adapt its behaviour to these evolving elements of the interaction. Moreover that adaptation has to be carried out, if possible, in such a way that the user: i) does not perceive that the system has to make any additional effort, or to devote interaction time to perform tasks other than carrying out the requested actions, and ii) does not have to provide the system with any additional information to carry out the adaptation, which could imply a lesser efficiency of the interaction, since users should devote several interactions only to allow the system to become adapted. In the state-of-the-art spoken dialogue systems, researchers have proposed several disparate strategies to adapt the elements of the system to different conditions of the interaction (such as the acoustic characteristics of a specific user’s speech, the actions previously requested, and so on). Nevertheless, to our knowledge there is not any consensus on the procedures to carry out these adaptation. The approaches are to an extent unrelated from one another, in the sense that each one considers different pieces of information, and the treatment of that information is different taking into account the adaptation carried out. In this regard, the main contributions of this Thesis are the following ones: Definition of a contextualization framework. We propose a unified approach that can cover any strategy to adapt the behaviour of a dialogue system to the conditions of the interaction (i.e. the context). In our theoretical definition of the contextualization framework we consider the system’s context as all the sources of variability present at any time of the interaction, either those ones related to the environment in which the interaction takes place, or to the human agent that addresses the system at each moment. Our proposal relies on three aspects that any contextualization approach should fulfill: plasticity (i.e. the system has to be able to modify its behaviour in the most proactive way taking into account the conditions under which the interaction takes place), adaptivity (i.e. the system has also to be able to consider the most appropriate sources of information at each moment, both environmental and user- and dialogue-dependent, to effectively adapt to the conditions aforementioned), and transparency (i.e. the system has to carry out the contextualizaton-related tasks in such a way that the user neither perceives them nor has to do any effort in providing the system with any information that it needs to perform that contextualization). Additionally, we could include a generality aspect to our proposed framework: the main features of the framework should be easy to adopt in any dialogue system, regardless of the solution proposed to manage the dialogue. Once we define the theoretical basis of our contextualization framework, we propose two cases of study on its application in a spoken dialogue system. We focus on two aspects of the interaction: the contextualization of the speech recognition models, and the incorporation of user-specific information into the dialogue flow. One of the modules of a dialogue system that is more prone to be contextualized is the speech recognition system. This module makes use of several models to emit a recognition hypothesis from the user’s speech signal. Generally speaking, a recognition system considers two types of models: an acoustic one (that models each of the phonemes that the recognition system has to consider) and a linguistic one (that models the sequences of words that make sense for the system). In this work we contextualize the language model of the recognition system in such a way that it takes into account the information provided by the user in both his or her current utterance and in the previous ones. These utterances convey information useful to help the system in the recognition of the next utterance. The contextualization approach that we propose consists of a dynamic adaptation of the language model that is used by the recognition system. We carry out this adaptation by means of a linear interpolation between several models. Instead of training the best interpolation weights, we make them dependent on the conditions of the dialogue. In our approach, the system itself will obtain these weights as a function of the reliability of the different elements of information available, such as the semantic concepts extracted from the user’s utterance, the actions that he or she wants to carry out, the information provided in the previous interactions, and so on. One of the aspects more frequently addressed in Human-Computer Interaction research is the inclusion of user specific characteristics into the information structures managed by the system. The idea is to take into account the features that make each user different from the others in order to offer to each particular user different services (or the same service, but in a different way). We could consider this approach as a user-dependent contextualization of the system. In our work we propose the definition of a user model that contains all the information of each user that could be potentially useful to the system at a given moment of the interaction. In particular we will analyze the actions that each user carries out throughout his or her interaction. The objective is to determine which of these actions become the preferences of that user. We represent the specific information of each user as a feature vector. Each of the characteristics that the system will take into account has a confidence score associated. With these elements, we propose a probabilistic definition of a user preference, as the action whose likelihood of being addressed by the user is greater than the one for the rest of actions. To include the user dependent information into the dialogue flow, we modify the information structures on which the dialogue manager relies to retrieve information that could be needed to solve the actions addressed by the user. Usage preferences become another source of contextual information that will be considered by the system towards a more efficient interaction (since the new information source will help to decrease the need of the system to ask users for additional information, thus reducing the number of turns needed to carry out a specific action). To test the benefits of the contextualization framework that we propose, we carry out an evaluation of the two strategies aforementioned. We gather several performance metrics, both objective and subjective, that allow us to compare the improvements of a contextualized system against the baseline one. We will also gather the user’s opinions as regards their perceptions on the behaviour of the system, and its degree of adaptation to the specific features of each interaction. Resumen El diseño y el desarrollo de sistemas de interacción hablada ha sido objeto de profundo estudio durante las pasadas décadas. El propósito es la consecución de sistemas con la capacidad de interactuar con agentes humanos con un alto grado de eficiencia y naturalidad. De esta manera, los usuarios pueden desempeñar las tareas que deseen empleando la voz, que es el medio de comunicación más natural para los humanos. A fin de alcanzar el grado de naturalidad deseado, no basta con dotar a los sistemas de la abilidad de comprender las intervenciones de los usuarios y reaccionar a ellas de manera apropiada (teniendo en consideración, incluso, la información proporcionada en previas interacciones). Adicionalmente, el sistema ha de ser consciente de las condiciones bajo las cuales transcurre la interacción, así como de la evolución de las mismas, de tal manera que pueda actuar de la manera más coherente en cada instante de la interacción. En consecuencia, una de las características primordiales del sistema es que debe ser sensible al contexto. Esta capacidad del sistema de conocer y emplear el contexto de la interacción puede verse reflejada en la modificación de su comportamiento debida a las características actuales de la interacción. Por ejemplo, el sistema debería decidir cuál es la acción más apropiada, o la mejor manera de llevarla a término, dependiendo del usuario que la solicita, del modo en el que lo hace, etcétera. En otras palabras, el sistema ha de adaptar su comportamiento a tales elementos mutables (o dinámicos) de la interacción. Dos características adicionales son requeridas a dicha adaptación: i) el usuario no ha de percibir que el sistema dedica recursos (temporales o computacionales) a realizar tareas distintas a las que aquél le solicita, y ii) el usuario no ha de dedicar esfuerzo alguno a proporcionar al sistema información adicional para llevar a cabo la interacción. Esto último implicaría una menor eficiencia de la interacción, puesto que los usuarios deberían dedicar parte de la misma a proporcionar información al sistema para su adaptación, sin ningún beneficio inmediato. En los sistemas de diálogo hablado propuestos en la literatura, se han propuesto diferentes estrategias para llevar a cabo la adaptación de los elementos del sistema a las diferentes condiciones de la interacción (tales como las características acústicas del habla de un usuario particular, o a las acciones a las que se ha referido con anterioridad). Sin embargo, no existe una estrategia fija para proceder a dicha adaptación, sino que las mismas no suelen guardar una relación entre sí. En este sentido, cada una de ellas tiene en cuenta distintas fuentes de información, la cual es tratada de manera diferente en función de las características de la adaptación buscada. Teniendo en cuenta lo anterior, las contribuciones principales de esta Tesis son las siguientes: Definición de un marco de contextualización. Proponemos un criterio unificador que pueda cubrir cualquier estrategia de adaptación del comportamiento de un sistema de diálogo a las condiciones de la interacción (esto es, el contexto de la misma). En nuestra definición teórica del marco de contextualización consideramos el contexto del sistema como todas aquellas fuentes de variabilidad presentes en cualquier instante de la interacción, ya estén relacionadas con el entorno en el que tiene lugar la interacción, ya dependan del agente humano que se dirige al sistema en cada momento. Nuestra propuesta se basa en tres aspectos que cualquier estrategia de contextualización debería cumplir: plasticidad (es decir, el sistema ha de ser capaz de modificar su comportamiento de la manera más proactiva posible, teniendo en cuenta las condiciones en las que tiene lugar la interacción), adaptabilidad (esto es, el sistema ha de ser capaz de considerar la información oportuna en cada instante, ya dependa del entorno o del usuario, de tal manera que adecúe su comportamiento de manera eficaz a las condiciones mencionadas), y transparencia (que implica que el sistema ha de desarrollar las tareas relacionadas con la contextualización de tal manera que el usuario no perciba la manera en que dichas tareas se llevan a cabo, ni tampoco deba proporcionar al sistema con información adicional alguna). De manera adicional, incluiremos en el marco propuesto el aspecto de la generalidad: las características del marco de contextualización han de ser portables a cualquier sistema de diálogo, con independencia de la solución propuesta en los mismos para gestionar el diálogo. Una vez hemos definido las características de alto nivel de nuestro marco de contextualización, proponemos dos estrategias de aplicación del mismo a un sistema de diálogo hablado. Nos centraremos en dos aspectos de la interacción a adaptar: los modelos empleados en el reconocimiento de habla, y la incorporación de información específica de cada usuario en el flujo de diálogo. Uno de los módulos de un sistema de diálogo más susceptible de ser contextualizado es el sistema de reconocimiento de habla. Este módulo hace uso de varios modelos para generar una hipótesis de reconocimiento a partir de la señal de habla. En general, un sistema de reconocimiento emplea dos tipos de modelos: uno acústico (que modela cada uno de los fonemas considerados por el reconocedor) y uno lingüístico (que modela las secuencias de palabras que tienen sentido desde el punto de vista de la interacción). En este trabajo contextualizamos el modelo lingüístico del reconocedor de habla, de tal manera que tenga en cuenta la información proporcionada por el usuario, tanto en su intervención actual como en las previas. Estas intervenciones contienen información (semántica y/o discursiva) que puede contribuir a un mejor reconocimiento de las subsiguientes intervenciones del usuario. La estrategia de contextualización propuesta consiste en una adaptación dinámica del modelo de lenguaje empleado en el reconocedor de habla. Dicha adaptación se lleva a cabo mediante una interpolación lineal entre diferentes modelos. En lugar de entrenar los mejores pesos de interpolación, proponemos hacer los mismos dependientes de las condiciones actuales de cada diálogo. El propio sistema obtendrá estos pesos como función de la disponibilidad y relevancia de las diferentes fuentes de información disponibles, tales como los conceptos semánticos extraídos a partir de la intervención del usuario, o las acciones que el mismo desea ejecutar. Uno de los aspectos más comúnmente analizados en la investigación de la Interacción Persona-Máquina es la inclusión de las características específicas de cada usuario en las estructuras de información empleadas por el sistema. El objetivo es tener en cuenta los aspectos que diferencian a cada usuario, de tal manera que el sistema pueda ofrecer a cada uno de ellos el servicio más apropiado (o un mismo servicio, pero de la manera más adecuada a cada usuario). Podemos considerar esta estrategia como una contextualización dependiente del usuario. En este trabajo proponemos la definición de un modelo de usuario que contenga toda la información relativa a cada usuario, que pueda ser potencialmente utilizada por el sistema en un momento determinado de la interacción. En particular, analizaremos aquellas acciones que cada usuario decide ejecutar a lo largo de sus diálogos con el sistema. Nuestro objetivo es determinar cuáles de dichas acciones se convierten en las preferencias de cada usuario. La información de cada usuario quedará representada mediante un vector de características, cada una de las cuales tendrá asociado un valor de confianza. Con ambos elementos proponemos una definición probabilística de una preferencia de uso, como aquella acción cuya verosimilitud es mayor que la del resto de acciones solicitadas por el usuario. A fin de incluir la información dependiente de usuario en el flujo de diálogo, llevamos a cabo una modificación de las estructuras de información en las que se apoya el gestor de diálogo para recuperar información necesaria para resolver ciertos diálogos. En dicha modificación las preferencias de cada usuario pasarán a ser una fuente adicional de información contextual, que será tenida en cuenta por el sistema en aras de una interacción más eficiente (puesto que la nueva fuente de información contribuirá a reducir la necesidad del sistema de solicitar al usuario información adicional, dando lugar en consecuencia a una reducción del número de intervenciones necesarias para llevar a cabo una acción determinada). Para determinar los beneficios de las aplicaciones del marco de contextualización propuesto, llevamos a cabo una evaluación de un sistema de diálogo que incluye las estrategias mencionadas. Hemos recogido diversas métricas, tanto objetivas como subjetivas, que nos permiten determinar las mejoras aportadas por un sistema contextualizado en comparación con el sistema sin contextualizar. De igual manera, hemos recogido las opiniones de los participantes en la evaluación acerca de su percepción del comportamiento del sistema, y de su capacidad de adaptación a las condiciones concretas de cada interacción.

Triple-junction solar cell performance under Fresnel-based concentrators taking into account chromatic aberration and off-axis operation

Concentration photovoltaic (CPV) systems might produce quite uneven irradiance distributions (both on their level and on their spectral distribution) on the solar cell. This effect can be even more evident when the CPV system is slightly off-axis, since they are often designed to assure good uniformity only at normal incidence. The non-uniformities both in absolute irradiance and spectral content produced by the CPV systems, can originate electrical losses in multi-junction solar cells (MJSC). This works is focused on the integration of ray-tracing methods for simulating the irradiance and spectrum maps produced by different optic systems throughout the solar cell surface, with a 3D fully distributed circuit model which simulates the electrical behavior of a state-of-the-art triple-junction solar cell under the different light distributions obtained with ray-tracing. In this study four different CPV system (SILO, XTP, RTP, and FK) comprising Fresnel lenses concentrating sunlight onto the same solar cell are modeled when working on-axis and 0.6 degrees off-axis. In this study the impact of non-uniformities on a CPV system behavior is revealed. The FK outperforms other Fresnel-based CPV systems in both on-axis and off-axis conditions.

Distributes award protocol: A cooperation and communication method for robots.

In this Master’s Thesis a new Distributed Award Protocol (DAP) for robot communication and cooperation is presented. Task assignment (contract awarding) is done dynamically with contracts assigned to robots based upon the best bid received. Instead of having a manager and a contractor it is proposed a fully distributed bidding/awarding mechanism without a distinguished master. The best bidding robots are awarded with contract for execution. The contractors make decisions locally. This brings the following benefits: no communication bottleneck, low computational power requirement, increased robustness. DAP can handle multitasking. Tasks can be injected into system during the execution of already allocated tasks. As tasks have priorities, in the next cycle after taking into account actual bid parameters of all robots, tasks can be re-allocated. The aim is to minimize a global cost function which is a compromise between cost of task execution and cost of resources usage. Information about tasks and bid values is spread among robots with the use of a Round Robin Route, which is a novel solution proposed in this work. This method allows also identifying failed robots. Such failed robot is eliminated from the list of awarded robots and its replacement is found so the task is still executed by a team. If the failure of a robot was temporary (e.g. communication noise) and the robot can recover, it can again participate in the next bidding/awarding process. Using a bidding/awarding mechanism allows robots to dynamically relocate among tasks. This is also contributes to system robustness. DAP was evaluated through multiple experiments done in the multi-robot simulation system. Various scenarios were tested to check the idea of the main algorithm. Different failures of robots (communication failures, partial hardware malfunctions) were simulated and observations were made regarding how DAP recovers from them. Also the DAP flexibility to environment changes was watched. The experiments in the simulated environment confirmed the above features of DAP.

The facility manager architect : the social responsability as an added value.

From the very first steps to execute a building, it is essential to analyze its life cycle. Similarly, we should consider the life cycle when projecting an urban intervention. Professionals of the Facility Management take part in construction projects, developing and managing DBFMO projects (Design, Build, Finance, Maintenance & Operate). Whatever the nature of the promoter is – private or public – promoters are leaders in projects of responsible management of spaces, whether these are work spaces, leisure spaces or residential spaces. They know and identify with the company and its performance, its values and its needs. These professionals give sustainable solutions in the life cycle of buildings (offices and housing), new ways to work and initiatives of innovations linked to current social changes: technology, social networks, and new habits. Concepts where innovation is essential should consider responsible values. Social, economic and sustainable aspects have to associate with the management performed by a Facilities Manager when considering the three groups of stakeholders with which it is linked: economic (shareholders), contractual (users), non-contractual (neighborhoods, organizations, etc.). Marcus Vitruvius Pollio, at the beginning of his book "The Ten Books on Architecture" describes and argues how the distribution in buildings must always adapt to their inhabitants. Let us build cities and buildings with responsible criteria, bearing in mind all its users and the needs of each one of them. Not to mention the need to adapt to future requirements with minimum cost and maximum profitability. These needs, under responsible management, are competencies developed by a Facilities Manager in his day to day. He cares and takes over the entire life cycle of buildings and their surroundings. This work is part of the PhD project whose main aim is to study the added value to the architectural profession when social responsibility criteria are applied in his/her role as Facility Manager.

Systems in Engineering Education: account of an experience

Systems Engineering (SE in the following) has not received much attention as a subject matter in engineering curricula. There are several dozens of universities around the world offering programs (most of them at the graduate level) on systems science and engineering. However, SE is, per se, rarely found among the courses offered by engineering schools. This observation does not strictly mean that systems concepts be left apart. For example, it is usual to find specialized courses for systems of some particular classes (e.g., courses on software systems engineering for computing curricula) or for particular phases of the system life cycle (e.g., courses on systems analysis). Even so, these kinds of courses tend to over-emphasize the importance of specific methodologies and, in consequence, to deviate the attention from the realm of systernness

An Analysis Of The Recommended Knowledge For The Software Project Management Discipline

According to the PMBOK (Project Management Body of Knowledge), project management is “the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements” [1]. Project Management has proven to be one of the most important disciplines at the moment of determining the success of any project [2][3][4]. Given that many of the activities covered by this discipline can be said that are “horizontal” for any kind of domain, the importance of acknowledge the concepts and practices becomes even more obvious. The specific case of the projects that fall in the domain of Software Engineering are not the exception about the great influence of Project Management for their success. The critical role that this discipline plays in the industry has come to numbers. A report by McKinsey & Co [4] shows that the establishment of programs for the teaching of critical skills of project management can improve the performance of the project in time and costs. As an example of the above, the reports exposes: “One defense organization used these programs to train several waves of project managers and leaders who together administered a portfolio of more than 1,000 capital projects ranging in Project management size from $100,000 to $500 million. Managers who successfully completed the training were able to cut costs on most projects by between 20 and 35 percent. Over time, the organization expects savings of about 15 percent of its entire baseline spending”. In a white paper by the PMI (Project Management Institute) about the value of project management [5], it is stated that: “Leading organizations across sectors and geographic borders have been steadily embracing project management as a way to control spending and improve project results”. According to the research made by the PMI for the paper, after the economical crisis “Executives discovered that adhering to project management methods and strategies reduced risks, cut costs and improved success rates—all vital to surviving the economic crisis”. In every elite company, a proper execution of the project management discipline has become a must. Several members of the software industry have putted effort into achieving ways of assuring high quality results from projects; many standards, best practices, methodologies and other resources have been produced by experts from different fields of expertise. In the industry and the academic community, there is a continuous research on how to teach better software engineering together with project management [4][6]. For the general practices of Project Management the PMI produced a guide of the required knowledge that any project manager should have in their toolbox to lead any kind of project, this guide is called the PMBOK. On the side of best practices 10 and required knowledge for the Software Engineering discipline, the IEEE (Institute of Electrical and Electronics Engineers) developed the SWEBOK (Software Engineering Body of Knowledge) in collaboration with software industry experts and academic researchers, introducing into the guide many of the needed knowledge for a 5-year expertise software engineer [7]. The SWEBOK also covers management from the perspective of a software project. This thesis is developed to provide guidance to practitioners and members of the academic community about project management applied to software engineering. The way used in this thesis to get useful information for practitioners is to take an industry-approved guide for software engineering professionals such as the SWEBOK, and compare the content to what is found in the PMBOK. After comparing the contents of the SWEBOK and the PMBOK, what is found missing in the SWEBOK is used to give recommendations on how to enrich project management skills for a software engineering professional. Recommendations for members of the academic community on the other hand, are given taking into account the GSwE2009 (Graduated Software Engineering 2009) standard [8]. GSwE2009 is often used as a main reference for software engineering master programs [9]. The standard is mostly based on the content of the SWEBOK, plus some contents that are considered to reinforce the education of software engineering. Given the similarities between the SWEBOK and the GSwE2009, the results of comparing SWEBOK and PMBOK are also considered valid to enrich what the GSwE2009 proposes. So in the end the recommendations for practitioners end up being also useful for the academic community and their strategies to teach project management in the context of software engineering.

A proposal for a modular and application-aware autonomic manager of private cloud infrastructures

Recientemente, el paradigma de la computación en la nube ha recibido mucho interés por parte tanto de la industria como del mundo académico. Las infraestructuras cloud públicas están posibilitando nuevos modelos de negocio y ayudando a reducir costes. Sin embargo, una compañía podría desear ubicar sus datos y servicios en sus propias instalaciones, o tener que atenerse a leyes de protección de datos. Estas circunstancias hacen a las infraestructuras cloud privadas ciertamente deseables, ya sea para complementar a las públicas o para sustituirlas por completo. Por desgracia, las carencias en materia de estándares han impedido que las soluciones para la gestión de infraestructuras privadas se hayan desarrollado adecuadamente. Además, la multitud de opciones disponibles ha creado en los clientes el miedo a depender de una tecnología concreta (technology lock-in). Una de las causas de este problema es la falta de alineación entre la investigación académica y los productos comerciales, ya que aquella está centrada en el estudio de escenarios idealizados sin correspondencia con el mundo real, mientras que éstos consisten en soluciones desarrolladas sin tener en cuenta cómo van a encajar con los estándares más comunes o sin preocuparse de hacer públicos sus resultados. Con objeto de resolver este problema, propongo un sistema de gestión modular para infraestructuras cloud privadas enfocado en tratar con las aplicaciones en lugar de centrarse únicamente en los recursos hardware. Este sistema de gestión sigue el paradigma de la computación autónoma y está diseñado en torno a un modelo de información sencillo, desarrollado para ser compatible con los estándares más comunes. Este modelo divide el entorno en dos vistas, que sirven para separar aquello que debe preocupar a cada actor involucrado del resto de información, pero al mismo tiempo permitiendo relacionar el entorno físico con las máquinas virtuales que se despliegan encima de él. En dicho modelo, las aplicaciones cloud están divididas en tres tipos genéricos (Servicios, Trabajos de Big Data y Reservas de Instancias), para que así el sistema de gestión pueda sacar partido de las características propias de cada tipo. El modelo de información está complementado por un conjunto de acciones de gestión atómicas, reversibles e independientes, que determinan las operaciones que se pueden llevar a cabo sobre el entorno y que es usado para hacer posible la escalabilidad en el entorno. También describo un motor de gestión encargado de, a partir del estado del entorno y usando el ya mencionado conjunto de acciones, la colocación de recursos. Está dividido en dos niveles: la capa de Gestores de Aplicación, encargada de tratar sólo con las aplicaciones; y la capa del Gestor de Infraestructura, responsable de los recursos físicos. Dicho motor de gestión obedece un ciclo de vida con dos fases, para así modelar mejor el comportamiento de una infraestructura real. El problema de la colocación de recursos es atacado durante una de las fases (la de consolidación) por un resolutor de programación entera, y durante la otra (la online) por un heurístico hecho ex-profeso. Varias pruebas han demostrado que este acercamiento combinado es superior a otras estrategias. Para terminar, el sistema de gestión está acoplado a arquitecturas de monitorización y de actuadores. Aquella estando encargada de recolectar información del entorno, y ésta siendo modular en su diseño y capaz de conectarse con varias tecnologías y ofrecer varios modos de acceso. ABSTRACT The cloud computing paradigm has raised in popularity within the industry and the academia. Public cloud infrastructures are enabling new business models and helping to reduce costs. However, the desire to host company’s data and services on premises, and the need to abide to data protection laws, make private cloud infrastructures desirable, either to complement or even fully substitute public oferings. Unfortunately, a lack of standardization has precluded private infrastructure management solutions to be developed to a certain level, and a myriad of diferent options have induced the fear of lock-in in customers. One of the causes of this problem is the misalignment between academic research and industry ofering, with the former focusing in studying idealized scenarios dissimilar from real-world situations, and the latter developing solutions without taking care about how they f t with common standards, or even not disseminating their results. With the aim to solve this problem I propose a modular management system for private cloud infrastructures that is focused on the applications instead of just the hardware resources. This management system follows the autonomic system paradigm, and is designed around a simple information model developed to be compatible with common standards. This model splits the environment in two views that serve to separate the concerns of the stakeholders while at the same time enabling the traceability between the physical environment and the virtual machines deployed onto it. In it, cloud applications are classifed in three broad types (Services, Big Data Jobs and Instance Reservations), in order for the management system to take advantage of each type’s features. The information model is paired with a set of atomic, reversible and independent management actions which determine the operations that can be performed over the environment and is used to realize the cloud environment’s scalability. From the environment’s state and using the aforementioned set of actions, I also describe a management engine tasked with the resource placement. It is divided in two tiers: the Application Managers layer, concerned just with applications; and the Infrastructure Manager layer, responsible of the actual physical resources. This management engine follows a lifecycle with two phases, to better model the behavior of a real infrastructure. The placement problem is tackled during one phase (consolidation) by using an integer programming solver, and during the other (online) with a custom heuristic. Tests have demonstrated that this combined approach is superior to other strategies. Finally, the management system is paired with monitoring and actuators architectures. The former able to collect the necessary information from the environment, and the later modular in design and capable of interfacing with several technologies and ofering several access interfaces.

Diseño metodológico para la creación y desarrollo de organizaciones innovadoras, basadas en un modelo de liderazgo que genere entornos facilitadores de la creatividad, implantación de procesos de innovación y creación de productos y servicios innovadores

La presente investigación tiene como objetivo el desarrollo de una metodología que favorezca la innovación en las empresas a través de la actividad directiva, analizando a su vez, su influencia a nivel macro, en los sistemas de innovación, en las políticas de innovación y en el capital intelectual y a nivel micro, en la innovación, en el desempeño y en el clima organizacional. Se estima importante realizar un estudio sobre este tema debido a que la innovación se considera un pilar crítico para el desarrollo social a través de la competitividad de las empresas, así como, una fuente importante de ventaja competitiva. Existe abundante literatura sobre la influencia de la innovación en la gestión empresarial y el papel que el liderazgo desempeña en términos generales. Sin embargo, la literatura presenta diversos estilos de liderazgo sin mostrar una línea consistente de interrelación entre ellos, por lo que finalmente no existe una relación sólida entre el liderazgo, la gestión empresarial y la innovación. Este hecho se debe, como se muestra en la tesis, a que la literatura analiza las organizaciones y el liderazgo desde una perspectiva sociológica u organizacional, y otra desde la perspectiva psicológica sin aportar una línea de articulación entre ambas. Es decir, la literatura analiza el comportamiento organizacional pero no su causa. A lo largo de la tesis se van desarrollando diferentes líneas de trabajo que se convierten en aportaciones empíricas y académicas. Así, una de las aportaciones de la tesis es la sustitución de la figura del líder como persona, por la de un directivo con una doble función; por un lado, la función de liderazgo cuyo objetivo es generar cambio y por el otro, la función de gestionar el día a día o desempeño. Sustituir la figura del líder por una doble funcionalidad directiva facilita la comprensión del concepto liderazgo, lo que permite a su vez, establecer estrategias para su desarrollo, haciendo una realidad el que el liderazgo puede ser aprendido. Este resultado constituye la primera aportación de la tesis. Así mismo, a través de un exhaustivo análisis de la literatura, se desarrolla una propuesta de liderazgo integrado de acuerdo con el modelo Stuart-Kotze, el cual se describe también ampliamente. Encontrar un modelo único de liderazgo supone la piedra angular para el desarrollo de la metodología. Esta propuesta de liderazgo integrado da lugar a la segunda aportación de la tesis. Del mismo modo, se realiza un estudio en profundidad de la perspectiva psicológica de las organizaciones desarrollando el constructo Miedo al Error (ME) que resulta ser un rasgo de la personalidad existente en todos los seres humanos y que presenta una influencia negativa tanto en el desempeño, como en la innovación empresarial. Este resultado permite identificar cuales son las verdaderas barreras para el ejercicio del liderazgo, señalando que la disminución del ME debe ser considerada como una competencia de la Inteligencia Emocional a ser desarrollada por los directivos. Este resultado constituye la tercera aportación de la tesis. Una vez desarrollado el modelo de gestión empresarial expuesto, se procede a su validación, analizando la relación entre los constructos que definen el modelo de gestión: el desempeño, la innovación y el ME. Para identificar las influencias o relaciones de causalidad que subyacen entre los constructos, se utilizó la técnica del modelo de ecuaciones estructurales (SEM). La población objeto de estudio estuvo constituida por 350 profesionales con responsabilidad directiva, procedentes de empresas del sector servicios repartidas por toda la geografía española. Como fuente primaria de recolección de información se utilizó el cuestionario desarrollado por Stuart-Kotze M-CPI (Momentum Continuous Performance Improvement). En primer lugar se procedió a evaluar las propiedades psicométricas del modelo de medida, llevándose a cabo un análisis factorial exploratorio (AFE) y un análisis factorial confirmatorio (AFC) de segundo orden. Los resultados obtenidos ponen de manifiesto que el constructo desempeño (D) viene determinado por dos dimensiones, (DOP), desempeño orientado hacia la planificación y (DORT), desempeño orientado hacia la realización de la tarea. Es decir, la muestra de directivos no percibe que la planificación en el día a día y la realización de la tarea estén articuladas. Posteriormente se procede a realizar el contraste del modelo a través del método de ecuaciones estructurales. Los resultados muestran que la relación de influencia de la dimensión DOP no es significativa, por lo que el constructo D queda representado únicamente por la dimensión DORT. Los resultados de la investigación proporcionan conclusiones e hipótesis para futuras investigaciones. Si bien la muestra de directivos realiza un plan estratégico, éste no se tiene en cuenta en el día a día. Este hecho podría explicar el alto grado de administración por crisis tan frecuente en la empresa española. A su vez, el ME presenta una influencia negativa en la innovación, lo que concuerda con la literatura. Al respecto, considerar el ME como un rasgo de la personalidad, presente tanto en directivos como en colaboradores, facilita la comprensión de las barreras de la organización hacia la comunicación abierta a la vez, que una dirección de trabajo para la mejora de la capacidad innovadora de la organización. Por último, los resultados establecen la existencia de una relación causal entre el desempeño diario y la innovación. Con respecto a este segundo resultado y analizando los comportamientos que identifican el constructo D surgen también varias conclusiones e hipótesis para futuras investigaciones. Los resultados ponen de manifiesto que la muestra de directivos genera iniciativas de cambio con la finalidad de que el trabajo diario salga adelante según los estándares de calidad definidos. Sin embargo, estas iniciativas sólo proceden de los directivos, sin participación alguna de los colaboradores, los cuales son sólo responsables de la implementación produciéndose la consiguiente desmotivación y pérdida de oportunidades. Esta conclusión pone de manifiesto que la innovación de las empresas de la muestra sucede para garantizar la eficiencia de los procesos existentes, pero en ningún caso surge de la iniciativa de buscar una mejor eficacia empresarial. Este hecho plantea un origen doble de la innovación en los procesos. La innovación proactiva que buscaría la mejora de la eficacia de la organización y una innovación de carácter reactiva que buscaría la salvaguarda de la eficiencia. Quizás sea esta la causa del gap existente entre la innovación en España y la innovación de los países que ocupan los primeros puestos en el ranking de producción de innovación lo que constituye un importante punto de partida para una investigación futura. ABSTRACT This research aims to develop a methodology that supports innovation in companies through the managers’ activity, analysing in turn its influence at the macro level: innovation systems, innovation policies and Intellectual capital and at the micro level: innovation itself, performance and organizational climate. It is considered important to conduct a study on this subject due to the fact that innovation is considered a critical pillar for the development and future of the enterprise and an important source of competitive advantage. There is abundant literature about the influence of innovation in business management and the role that leadership plays in general terms. However, the literature presents various styles of leadership without showing a consistent relationship among them, so finally there is not a strong relationship among leadership, business management and innovation. As shown in the thesis, this is due to the fact that the literature analyses organizations and leadership from a sociological or organizational perspective and from a psychological perspective, without providing a hinge line between the two. That is, the existing literature discusses organizational behaviour but not its cause. Throughout the thesis, different lines of work that become empirical and academic contributions have been developed. Thus, one of the contributions of the thesis is replacing the figure of the leader as a person, by a manager with a dual function. Firstly, we have the leadership role which aims to generate change and, on the other hand, the function to manage the day-to-day task or performance. Replacing the figure of the leader by a dual managerial functionality facilitates the understanding of the leadership concept, allowing in turn, to establish development strategies and making true that leadership can be learned. This outcome is the first contribution of the thesis. Likewise, through a comprehensive literature review, an integrated leadership proposal is developed, according to the Kotze model, which is also described widely. Finding a specific leadership model represents the cornerstone for the development of the methodology. This integrated leadership proposal leads to the second contribution of the thesis. Similarly, an in-depth study was conducted about the psychological perspective of the organizations disclosing the construct Fear of Failure. This construct is a personality trait that exists in all human beings and has a negative influence on both performance and business innovation. This outcome allows identifying which are the real barriers to the exercise of leadership, noting that the decrease in fear of failure must be considered as an Emotional Intelligence competence to be developed by managers. This outcome represents the third contribution of the thesis. Once a business management model has been developed, we proceed to its validation by analysing the relationship among the model constructs: management, innovation and fear of failure. To identify the influence or causal relationships underlying the constructs, a structural equation model (SEM) technique was used. The study population consisted of 350 professionals with managerial responsibility, from companies in the services sector scattered throughout the Spanish geography. As a primary source for gathering information a questionnaire developed by Kotze M-CPI (Continuous Performance Improvement Momentum) was used. First we proceeded to evaluate the psychometric properties of the measurement model, carrying out an exploratory factorial analysis (EFA) and a confirmatory factorial analysis (CFA) of second order. The results show that the performance construct D is determined by two-dimensions (DOP: performance oriented to planning) and (DORT: aiming at the realization of the task). That is, the sample of managers does not perceive that planning and the daily task are articulated. Then, we proceeded to make the contrast of the model through a structural equation model SEM. The results show that the influence of the DOP dimension is not significant, so that only the DORT dimension finally represents the construct D. The research outcomes provide conclusions and hypotheses for future research. Although the managers in the sample develop a strategic plan, it seems that managers do not take it into account in their daily tasks. This could explain the high degree of crisis management so prevalent in the Spanish companies. In turn, the fear of failure has a negative influence on innovation, consistent with the literature. In this regard, the fear of failure is considered as a personality trait, present in both managers and employees, which enables the understanding of organizational barriers to open communication and provides a direction to improve the organization’s innovative capacity as well. Finally, the results establish a causal relationship between daily performance and innovation. Regarding this second outcome and analysing the behaviours that identify the construct D, several conclusions and hypotheses for future research arise as well. The results show that the managers in the sample show initiatives of change in order to make everyday work go ahead, according to defined quality standards. However, these initiatives only come from managers without any participation of coworkers, which are only responsible for the implementation, and this produces discouragement and loss of opportunities. This finding shows that the innovation by the companies in the sample happens to guarantee the efficiency of existing processes, but do not arise from an initiative that seeks better business efficacy. This raises two sources of innovation in processes. The first source would be a proactive innovation that would seek improved organizational efficacy. The second one is a reactive innovation that would seek to safeguard efficiency. Perhaps this is the cause of the existing gap between the innovation activity in Spain and the innovation activity in those countries that occupy the top positions in the ranking of innovation outcomes. The Spanish companies seek process efficiency and the top innovators business efficacy. This is an important starting point for future research.