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.

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.

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)

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.

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.

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.

The impact of institutional environment and cultural context in the four different approaches to social enterprise

This article analyzes the characteristics of four different social enterprise schools of though (social economy, earned-income school in developed countries, earned-income in emerging countries, and social innovation) and the influence of the contextual elements (cultural, political, economic and social) on their configuration. This article draws on the qualitative discussions of social enterprise in different regions of the world. This paper is intended to contribute to the field of social enterprise by broadening the understanding of the influence of environment and institutions on the emergence of social enterprise.

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.

Integración del software de los subsistemas manager, plataforma y determinación y control de actitud para satélite UPMSat-2

El proyecto UPMSat2 aborda el desarrollo de un micro-satélite que se usará como una plataforma de demostración tecnológica. La mayor parte del proyecto se desarrolla en el Instituto Ignacio de la Riva de la Universidad Politécnica de Madrid, con la colaboración de empresas del sector del espacio. La labor del grupo STRAST se centra en el desarrollo del software de vuelo y del sector de tierra del satélite. Este Trabajo Fin de Grado trata del desarrollo de algunos componentes del software embarcado en el satélite. Los componentes desarrollados son: Manager, Platform y ADCS. El Manager está encargado de dirigir el funcionamiento del satélite y, en concreto, de su modo de operación. El Platform se encarga de monitorizar el estado del satélite, para comprobar que el funcionamiento de los componentes de hardware es el adecuado. Finalmente, el ADCS (Attitude Determination and Control System) trata de asegurar que la posición del satélite, respecto a la tierra, es la adecuada. El desarrollo de este trabajo parte de un diseño existente, creado por alumnos previamente. El trabajo realizado ha consistido en mejorarlos con funcionalidad adicional y realizar una integración de estos subsistemas. El resultado es un sistema operativo, que incluye unas pruebas preliminares. Un trabajo futuro será la realización de pruebas exhaustivas,para validar el funcionamiento de los subsistemas desarrollados. El desarrollo de software se ha basado en un conjunto de tecnologías habituales en los sistemas empotrados de alta integridad. El diseño se ha realizado con la herramienta TASTE, que permite el uso de AADL. El lenguaje Ada se ha utilizado para la implementación, ya que es adecuado para este tipo de sistemas. En concreto, se ha empleado un subconjunto seguro del lenguaje para poder realizar análisis estático y para incrementar la predecibilidad de su comportamiento. La concurrencia se basa en el modelo de Ravenscar,que es conforme con los métodos de análisis de respuesta.

A governação de territórios metropolitanos. Contexto institucional e de planeamento nas regiões de Madrid, Barcelona, Paris e Lisboa / The regional metropolitan governance. Institutional mark and planning in Madrid, Barcelona, Paris and Lisbon

Resumo Em resposta aos desafios atuais de muitas grandes cidades, o contexto institucional e o planeamento territorial formam dimensões para melhorar a governação metropolitana. No quadro das regiões capitais do sudoeste europeu, quais poderão ser as inovações e diferenças nos seus modelos e processos em curso? Este artigo propõe uma investigação aplicada para apresentar a análise da governação metropolitana. Através do método de estudos de caso em perspectiva comparada, vários elementos e entrevistas são ponderados qualitativamente nas regiões de Madrid, Barcelona, Paris e Lisboa. As conclusões encontram uma tendência para o equilíbrio entre os esforços dessas duas dimensões da governação territorial metropolitana, não impedindo registrar os seus diferentes percursos: por exemplo Ile-de-France desenvolveu boas iniciativas em matéria de planeamento, que então pedem alguns ajustamentos no quadro político, enquanto Madrid teve “menos actividade” nos últimos anos, em resultado da sua grande estabilidade institucional. A região de Lisboa permanece talvez numa “posição intermédia”, com uma dinâmica de evolução pouco previsível. Mas de acordo com este argumento, admite-se que os seus processos podem levar a melhorias graduais no sistema de governação, com o seu próprio percurso, implementando acções que devem respeitar, em particular, a geografia do território. Abstract Addressing the running challenges of several greater cities, the institutional mark and regional planning are dimensions for improving metropolitan governance. Regarding the southwest European capital regions, what can be the innovations and differences in their currently processes and models? This paper proposes an applied framework to present the metropolitan governance analysis. Through a comparative case study methodology, various elements and interviews are qualitatively measured in the regions of Madrid, Barcelona, Paris and Lisbon. The conclusions find a tendency to balance between the efforts on those two regional metropolitan governance dimensions, which does not prevent to register their different paths: for example Ile-de-France has developed good initiatives in terms of planning, which then require some adjustments in the political mark, while Madrid had in recent years “less activity”, in result of his institutional stability. The Lisbon region maybe stays in an “intermediate position” with a dynamic evolution that is difficult to predict. But according to that argument, it’s possible to admit that his processes can gradually lead to small improvements in his governance system, with his own path, implementing actions that must respect, in particularly, the geography of the territory.