Critical infrastructure protection, modelling and management: an Australian commercial case study

This research extends upon the previous work of Pye and Warren (2005) and presents a refinement of the previously proposed critical infrastructure model to enhance further our understanding and apprecication of where the likely inter-play and existance of dependency relationships between infrastructures coexist.

These associations are presented as a number of linkages that exist within each sector of Australia'a critical infrastructure, which is then extended further to the modelling of dependency inter-relationships that exist between critical infrastructures itilising Petri Nets.  The recognition and identification of such reliance relationships between critical infrastructures is necessary to allow both infrastructure owners and the government to identify and effectively manage and maintain the security, stability and availability of their particular critical infrastructure against potential scenario driven effects.  These issues are reflected within a case study as modelled using the Petri Net approach to encapsulate the issues of reliance relationships by drawing upon an Australian commercial case study.

Knowledge management in a major construction firm in Tawian: a case study-examining the impacts of KM initiatives within the firm.

This paper addresses knowledge management (KM) in a project management organisation through a case study. The case study organisation is a small- edium sized Taiwanese-owned construction company (staff size of approximately 50) with an annual turnover of approximately TWD50 (AUD$1.85) billion. Approximately one half of the company comprised project-related staff (e.g. construction project management, project documentation, estimation, procurement, and design), while the other comprised administrative and business-related staff (e.g. office administration and management, business development, and finance and accounting). The researcher undertook a series of surveys and one-on-one interviews whilst ‘embedded’ for several months with the organisation. As part of a larger research project, this case study was one of four case studies conducted in major construction organisations in Singapore, Taiwan, and Australia. The study revealed the recognition, importance and commitment of organisational culture to KM, and the effects the knowledge management initiatives have on the organisation’s ability to manage knowledge across its projects and deliver the projects at various ‘levels’ of the organisation (individual, project, departmental, and corporate). It concludes that a technologically and functionally sound KM infrastructure does not necessarily assure an organisation with a capability to manage knowledge. Organisations need to ensure that the KM repository is made up of quality and relevant contents (not just quantity), and that corporate culture (especially the willingness of individuals to share what they know) is a critical determining factor to the organisation’s ability to share, apply and create knowledge (i.e. low sharing capability leads to low application and creation capabilities).

Are knowledge management infrastructructures capable of managing knowledge?: Case study of a major construction firm in Taiwan

This paper addresses knowledge management (KM) in a project management organisation through a case study.

The case study organisation is a small-medium sized Taiwanese-owned construction company (staff size of approximately 50) with an annual turnover of approximately TWD50 (AUD$1.85) billion. Approximately one half of the company comprised project-related staff (e.g. construction project management, project documentation, estimation, procurement, and design), while the other comprised administrative and business-related staff (e.g. office administration and management, business development, and finance and accounting).

The researcher undertook a series of surveys and one-on-one interviews whilst ‘embedded’ for several months with the organisation. This study is part of an on-going international comparison involving major construction organisations in Singapore, Australia, and Taiwan.

This study examines the recognition, importance and commitment of organisational culture to KM, and the effects the knowledge management initiatives have on the organisation’s ability to manage knowledge across its projects and deliver the projects at various ‘levels’ of the organisation (individual, project, departmental, and corporate).

It concludes that a technologically and functionally sound KM infrastructure did not necessarily assure that an organisation had a capability to manage knowledge. Organisations need to ensure that their KM repository is made up of relevant and quality contents (not just quantity), and that corporate culture (especially the willingness of individuals to share what they know) is a critical determining factor to the organisation’s ability to share, apply and create knowledge (i.e. low sharing capability leads to low application and creation capabilities).

The mental health Risk Assessment and Management Process (RAMP) for schools: II. Process evaluation

The Risk Assessment and Management Process (RAMP) is a whole-school process for the assessment and management of student’s mental health and wellbeing in primary and secondary schools. A process evaluation revealed that RAMP was implemented as intended across six primary and three secondary schools in Melbourne, Australia. Using the RAMP risk and protective factors monitoring form and screening processes, each school identified ‘at-risk’ students who had not previously been identified or received assistance from welfare staff at the school. School staff and mental health workers from local agencies reported improvements in their knowledge of risk and protective factors, and their ability to identify at-risk students following RAMP. They also reported satisfaction in outcomes for at-risk students managed within the school using RAMP. All the primary schools and one of the
secondary schools continued to use some RAMP processes in their school up to 6 months after the initial implementation of the program.

Conservation and management of hydromyine rodents in Victoria, Australia

Of the 15 species of native rodents recorded from Victoria, Australia, six became extinct within 70 years of European settlement, and two of the remaining nine are classified as ‘threatened’ and four are classified as ‘near threatened’. Thus, only three species are considered to be adequately conserved. This represents one of the most dramatic mammalian species declines recorded in Australia. All the threatened species belong to the subfamily Hydromyinae, the Australian ‘old endemics’. Of the extinct species, four were recorded only from the semi-arid north-west of the state and two from dry woodlands in the central and southern regions. The two  endangered species are the smoky mouse, which has a disjunct distribution from near-coastal to sub-alpine habitats, and the New Holland mouse, which is the most geographically restricted species. Discovered in Victoria only in 1970, it has become extinct at several locations and is the subject of a major recovery program that includes captive breeding and reintroduction. Conservation protocols and practices for Victoria’s native rodents are implemented under state legislation, but lack of basic ecological information makes their conservation a difficult task.

Educational administration and social justice

This paper argues that social justice is central to the pursuit of education and therefore should also be central to the practice of educational administration. Social justice in education, as elsewhere, demands both distributive justice (which remedies undeserved inequalities) and recognitional justice (which treats cultural differences with understanding and respect). But, given that cultures are always in the process of change, education is a key agency for negotiating cultural change through the exploration and negotiation of difference. Educational administration as a field can no longer escape the consideration of such issues as they are brought to the fore by the recognition of the failure of schools and school systems to ameliorate injustice in the distribution of resources and to recognise and celebrate difference as a means to social and cultural progress. We still need a model of educational administration centered around the problem of the justice and fairness of social and educational arrangements. Given the renewed interest in such issues, perhaps what was impossible twenty five years ago might now be achieved.

Technology and management systems for digital rights and content: the editors friend

Since the late 1980s, when authors began to deliver typescripts to their publishers on disk, the process of editing and publishing books has been in an almost constant state of change. Not only has digital technology enabled a conflation of book production processes, but books themselves are increasingly available in a wider choice of delivery modes. From traditional hard cover and paperback books, to digital files formatted for printing on desktop printers, to files specifically prepared for delivery via hand-held electronic book-reading devices, to text designed to be read on screen (incorporating hyperlinks that facilitate the reader's ability to navigate around the text and between texts), the consumer now has potential myriad choices for delivery of their chosen content. And the publisher, it seems, has myriad ways to deliver content and to seek and satisfy new markets. As well as opportunities, these changes have caused disruption to the traditional supply chain.

This paper focuses on changes to the role of the editor caused by the digitisation of the publishing industry.