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Steve King

Summary - 1 views

www.riskinfo.com/...SCADA-thesis.html

risk methodology scada cip

shared by Steve King on 16 Jul 10 - Cached
  • CHAPTER 4 FRAMEWORK FOR SCADA UTILITY SURVIVABILITY MODELING * 4.1 Risk Modeling * 4.2 Internet Survey * 4.3 Survivability * 4.4 Taxonomy for Assessing Computer Security * 4.5 Definitions and Terms for a Taxonomy * 4.6 Understanding the Taxonomy * 4.7 Hierarchical Holographic Modeling (HHM) * 4.8 Recent Uses of the HHM in Identifying Risks * 4.9 Risk Modeling Using HHM * 4.10 Goal Development and Indices of Performance * 4.11 Event Tree and Fault Tree Analysis * 4.12 Distributions from Event Tree Analysis * 4.13 Partitioned Multiobjective Risk Method * 4.14 Multiobjective Tradeoff Analysis * 4.15 Evaluation *
dhtobey Tobey

Putting organizational complexity in its place - McKinsey Quarterly - Organization - St... - 0 views

www.mckinseyquarterly.com/...l_complexity_in_its_place_2580

complexity organizational-behavior research assessment LivingSurvey

shared by dhtobey Tobey on 10 May 10 - No Cached
  • The goal? To identify where institutional complexity is an issue, where complexity caused by factors such as a lack of role clarity or poor processes is a problem, and what’s responsible for the complexity in each area. Companies can then boost organizational effectiveness through a combination of two things: removing complexity that doesn’t add value and channeling what’s left to employees who can either handle it naturally or be trained to cope with it.
  • In this article, we review the experience of a multinational consumer goods manufacturer that applied this approach in several regions and functions and consequently halved the time it needed to make decisions in critical processes.
  • Armed with the survey data, the manufacturer constructed several “heat maps” to help senior managers pinpoint where, and why, complexity was causing trouble for employees. Each map showed a particular breakdown—a region or function, for example—and how much complexity of various kinds was occurring there, as well as the level of coping skills employees possessed.
    • dhtobey Tobey
      dhtobey Tobey on 10 May 10
       
      Heat maps would be a nice tool for the CD. We should begin to create a catalog of these visualizations that support decision analysis, as opposed to simple graphical displays in basic analytics applications that don't naturally lead to a transformation that provides insights.
    • dhtobey Tobey
      dhtobey Tobey on 10 May 10
       
      Additionally, each of these "temperatures" should have a gradient to indicate the degree of consensus associated with each map. The graphic below implies there is only one view that all share -- preposterous!
  • ...4 more annotations...
  • A regional map, reproduced here (Exhibit 1), highlighted confusion over accountability between the company’s headquarters and a country office in the same region. T
  • Another map showed how the manufacturer’s supply chain employees were struggling with duplication that stemmed from confusing sales forecasting and from ordering processes that required decisions to pass through multiple loops (including time-consuming iterations with regional offices) prior to approval.
  • Of course, managers must be mindful that not all complexity is equally manageable, and proceed accordingly (Exhibit 2). Exhibit 2: Types of complexity Imposed complexity includes laws, industry regulations, and interventions by nongovernmental organizations. It is not typically manageable by companies. Inherent complexity is intrinsic to the business, and can only be jettisoned by exiting a portion of the business. Designed complexity results from choices about where the business operates, what it sells, to whom, and how. Companies can remove it, but this could mean simplifying valuable wrinkles in their business model. Unnecessary complexity arises from growing misalignment between the needs of the organization and the processes supporting it. It is easily managed once identified.
  • Whenever companies tackle complexity, they will ultimately find some individuals who seem less troubled by it than others. This is not surprising. People are different: some freeze like deer in the headlights in the face of ambiguity, uncertainty, complex roles, and unclear accountabilities; others are able to get their work done regardless.
    • dhtobey Tobey
      dhtobey Tobey on 10 May 10
       
      Difference between the ability to handle complexity may be due to thinkLets and assessable using the Bivariate Emotion Indicator I developed in my dissertation. This could be an assessment of a "CIP CMM" that we offer NEPCO through Assante's new non-profit.
  • Steve King on 10 May 10
     
    wow great stuff.. fully concur.. IMO a catalog of visualizations is very much in line with our mantra of METHODOLOGY, not TECHNOLOGY :)
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