The UK-Canada Agreement on mutual support of missions abroad: loyalty compromised? CEPS Commentary, 18 October 2012

The UK and Canada recently signed a Memorandum of Understanding aimed at allowing the two countries to optimise their respective diplomatic resources by sharing embassy and consulate sites, the joint acquisition, supply and use of services, as well as collaboration on crisis response, consular services, security, diplomatic mail, information management and IT. This CEPS Commentary argues that the MoU on Mutual Support of Missions Abroad runs counter to the spirit of loyal cooperation, in particular in the realm of EU foreign policy. It also raises challenges to coherence, consistency and effectiveness of EU action in policy areas concerning visas, trade and consular protection. Moreover, the agreement may throw a spanner in the works of EU solidarity and the creation of a stronger EU identity, both internally and externally

Establishment of a Cross-European Field Site Network in the ALARM Project for Assessing Large-Scale Changes in Biodiversity

The field site network (FSN) plays a central role in conducting joint research within all Assessing Large-scale Risks for biodiversity with tested Methods (ALARM) modules and provides a mechanism for integrating research on different topics in ALARM on the same site for measuring multiple impacts on biodiversity. The network covers most European climates and biogeographic regions, from Mediterranean through central European and boreal to subarctic. The project links databases with the European-wide field site network FSN, including geographic information system (GIS)-based information to characterise the test location for ALARM researchers for joint on-site research. Maps are provided in a standardised way and merged with other site-specific information. The application of GIS for these field sites and the information management promotes the use of the FSN for research and to disseminate the results. We conclude that ALARM FSN sites together with other research sites in Europe jointly could be used as a future backbone for research proposals

Conservation and sustainable use of crop wild relatives

Conservation of crop wild relatives (CWRs) is a complex interdisciplinary process that is being addressed by various national and international initiatives, including two Global Environment Facility projects ('In situ Conservation of Crop Wild Relatives through Enhanced Information Management and Field Application' and 'Design, Testing and Evaluation of Best Practices for in situ Conservation of Economically Important Wild Species'), the European Community-funded project 'European Crop Wild Relative Diversity Assessment and Conservation Forum (PGR Forum)' and the European 'In situ and On Farm Network'. The key issues that have arisen are: (1) the definition of what constitutes a CWR, (2) the need for national and regional information systems and a global system, (3) development and application of priority-determining mechanisms, (4) the incorporation of the conservation of CWRs into existing national, regional and international PGR programmes, (5) assessment of the effectiveness of conservation actions, (6) awareness of the importance of CWRs in agricultural development at local, national and international levels both for the scientific and lay communities and (7) policy development and legal framework. The above issues are illustrated by work on the conservation of a group of legumes known as grasspea chicklings, vetchlings, and horticultural ornamental peas (Lathyrus spp.) in their European and Mediterranean centre of diversity. (c) 2007 Published by Elsevier B.V.

E-governments' role activation in arab countries

This paper discusses the activating role of e-Governments in the Arab countries, by seeking new rules and innovative ways to provide services to the public sector. It starts from the analysis of different stages and dimensions of e-government through better understanding of the phenomenon and investment of opportunities in Information Technology in order to develop the role of governments and departments of public affairs particularly in Arab countries. In the developing countries most of the Arab governments may be doing their best to deliver the best services they can offer but with low level of efficiency and high cost. This raised many questions about productivity and performance of government agencies; the problem of low productivity and poor performance in the government sector that affected individuals and administrative units. This paper aims to analyze the different stages, concepts and dimensions of e-government and to understand the opportunities that information technology offers, especially in Arab countries in order to develop the government role as well as public affairs administration system.

Articulation of stakeholders requirements for complex e-government systems development

Requirements analysis focuses on stakeholders concerns and their influence towards e-government systems. Some characteristics of stakeholders concerns clearly show the complexity and conflicts. This imposes a number of questions in the requirements analysis, such as how are they relevant to stakeholders? What are their needs? How conflicts among the different stakeholders can be resolved? And what coherent requirements can be methodologically produced? This paper describes the problem articulation method in organizational semiotics which can be used to conduct such complex requirements analysis. The outcomes of the analysis enable e-government systems development and management to meet userspsila needs. A case study of Yantai Citizen Card is chosen to illustrate a process of analysing stakeholders in the lifecycle of requirements analysis.

Digital infrastructure and changing practices in engineering design

New skills are needed to compete, as integrated software solutions provide a digital infrastructure for projects. This changes the practice of information management and engineering design on next generation projects.

From projects into operations: lessons for data handover

Data from civil engineering projects can inform the operation of built infrastructure. This paper captures lessons for such data handover, from projects into operations, through interviews with leading clients and their supply chain. Clients are found to value receiving accurate and complete data. They recognise opportunities to use high quality information in decision-making about capital and operational expenditure; as well as in ensuring compliance with regulatory requirements. Providing this value to clients is a motivation for information management in projects. However, data handover is difficult as key people leave before project completion; and different data formats and structures are used in project delivery and operations. Lessons learnt from leading practice include defining data requirements at the outset, getting operations teams involved early, shaping the evolution of interoperable systems and standards, developing handover processes to check data rather than documentation, and fostering skills to use and update project data in operations

Exploring business and IT alignment mechanisms: toward a learning perspective

Numerous studies have attempted to develop strategic alignment mechanisms. The strategic alignment mechanism is broken down into two categories namely: strategy process and strategy content. Our review shows that alignment research has been carried out in isolation. We see this as having had the effect of limiting the extent to which executives can understand elements of performance. We confer with a number of researchers in postulating that using a mechanism such as multilevel learning to combine strategy content and strategy process under one metaphor can greatly facilitate, through exploration and exploitation, the understanding not only of human interactions within a firm, but also of the interaction existent between a firm and its environment. The findings in this study further support the idea of integrating strategy process and content to have a better understating of alignment maturity and impact on business performance. It also elaborates the affect of misalignment in companies on performance.

Jini meets the Grid

There is an increasing interest in integrating Java-based, and in particular Jini systems, with the emerging Grid infrastructures. In this paper we explore various ways of integrating the key components of each architecture, their directory and information management services. In the first part of the paper we sketch out the Jini and Grid architectures and their services. We then review the components and services that Jini provides and compare these with those of the Grid. In the second part of the paper we critically explore four ways that Jini and the Grid could interact, here in particular we look at possible scenarios that can provide a seamless interface to a Jini environment for Grid clients and how to use Jini services from a Grid environment. In the final part of the paper we summarise our findings and report on future work being undertaken to integrate Jini and the Grid.

The art of shooting the moving goal - explorative study of EA pilot

Enterprise Architecture (EA) has been recognised as an important tool in modern business management for closing the gap between strategy and its execution. The current literature implies that for EA to be successful, it should have clearly defined goals. However, the goals of different stakeholders are found to be different, even contradictory. In our explorative research, we seek an answer to the questions: What kind of goals are set for the EA implementation? How do the goals evolve during the time? Are the goals different among stakeholders? How do they affect the success of EA? We analysed an EA pilot conducted among eleven Finnish Higher Education Institutions (HEIs) in 2011. The goals of the pilot were gathered from three different stages of the pilot: before the pilot, during the pilot, and after the pilot, by means of a project plan, interviews during the pilot and a questionnaire after the pilot. The data was analysed using qualitative and quantitative methods. Eight distinct goals were recognised by the coding: Adopt EA Method, Build Information Systems, Business Development, Improve Reporting, Process Improvement, Quality Assurance, Reduce Complexity, and Understand the Big Picture. The success of the pilot was analysed statistically using the scale 1-5. Results revealed that goals set before the pilot were very different from those mentioned during the pilot, or after the pilot. Goals before the pilot were mostly related to expected benefits from the pilot, whereas the most important result was to adopt the EA method. Results can be explained by possibly different roles of respondents, which in turn were most likely caused by poor communication. Interestingly, goals mentioned by different stakeholders were not limited to their traditional areas of responsibility. For example, in some cases Chief Information Officers' goals were Quality Assurance and Process Improvement, whereas managers’ goals were Build Information Systems and Adopt EA Method. This could be a result of a good understanding of the meaning of EA, or stakeholders do not regard EA as their concern at all. It is also interesting to notice that regardless of the different perceptions of goals among stakeholders, all HEIs felt the pilot to be successful. Thus the research does not provide support to confirm the link between clear goals and success.