Abstract

It is argued that despite the many changes being experienced by research and specialized libraries, and documentation centers, which cause them doubts about their future, there are some certainties that allow these centers to properly address their activities. It is proposed to distinguish between minor and profound changes and it is affirmed that, for information centers, the fundamental change has been to go from a situation in which information was scarce and the time to look for it abundant, to another in which time to look for information is scarce and information is abundant. This should help redirect the activities of the information centers -following M. Buckland- to stop focusing on the ‘information- as-an-object’ to concentrate on the ‘information-as-a-process’. Two consolidated movements should help them to guide their future: the Open Science and the Digital Humanities. Some information products that reflect a change in the ways people approach and use information are examined: Museo del Prado’s The Collection, Transcribe Bentham, eBird and Mapa Literari Català. Finally, the author recommends to documentation centers, and specialized and research libraries to guide their services to digitize their heritage collections in an enriched manner, to promote citizen participation, and to create and strengthen communities.

Abstract

Organizations around the world require a sound process of change management to innovate and remain competitive over time. Change and knowledge management needs to be supported with the right tools to overcome the challenges of transformations and transitions in the business models and processes of diverse organizations. Steering boards can use enterprise architecture (EA) to implement new knowledge management initiatives in their strategic planning. EA allows companies to model the current situation (as-is models) of the organization and the desired future scenarios (to-be models) and to establish road maps to enable adequate transformations. Different frameworks exist in the market that support the management of organizations, for example: Control Objectives for Information and Related Technologies (COBIT), Information Technology Infrastructure Library (ITIL), quality models such as the one proposed by the European Foundation for Quality Management (EFQM) and systems such as the Balanced Scorecard (BSC) are widely used for the management of business and information technologies (IT).  However, EA is not widely used with the other mentioned tools. This paper analyzes EA as a tool for change and knowledge management and compares its functionality with other frameworks in the market. The analysis performed in this paper checks if EA can be used and is compatible with other frameworks. To answer this question, an analysis of the most important processes, good practices, perspectives and tools provided by each framework was performed.

Abstract

xtabstract__Abstract__ Crew management in passenger rail transport is an important factor that contributes to both the quality of service to the railway passengers and to the operational costs of the train operating company. This thesis describes how the (railway) Crew Management process can be improved with the introduction of advanced decision support systems, based on advanced mathematical models and algorithms. We provide a managerial perspective on the change process, related to the introduction of these systems, and give an overview of the lessons learned. We have shown that introducing decision support can give substantial improvements in the overall performance of a railway company. Within NS, the support for the Crew Management process has led to a stable relationship between management and train crew. In addition, the lead-time of the planning process is shortened from months to hours and NS is now able to perform scenario analyses, e.g., to study effects of adjusting the labour rules. Also, NS can adjust their service when severe weather conditions are expected, by creating a specific winter timetable shortly before the day of operation. Finally, we also introduced a decision support system for real-time rescheduling of crew duties on the day of operations. This enables us to adapt the actual crew schedules very quickly. As a result, we reduce the number of cancelled trains and fewer trains will be delayed in case of unforeseen disruptions.