A Framework for Strategic Military Capabilities in Defense Transformation
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Capabilities in Systems Engineering: an Overview
Capabilities in Systems Engineering: An Overview Gon¸caloAntunes and Jos´eBorbinha INESC-ID, Rua Alves Redol, 9 1000-029 Lisboa Portugal {goncalo.antunes,jlb}@ist.utl.pt, WWW home page: http://web.ist.utl.pt/goncalo.antunes Abstract. The concept of capability has been deemed relevant over the years, which can be attested by its adoption in varied domains. It is an abstract concept, but simple to understand by business stakeholders and yet capable of making the bridge to technical aspects. Capabilities seem to bear similarities with services, namely their low coupling and high cohesion. However, the concepts are different since the concept of service seems to rest between that of capability and those directly related to the implementation. Nonetheless, the articulation of the concept of ca- pability with the concept of service can be used to promote business/IT alignment, since both concepts can be used to bridge different concep- tual layers of an enterprise architecture. This work offers an overview of the different uses of this concept, its usefulness, and its relation to the concept of service. Key words: capability, service, alignment, information systems, sys- tems engineering, strategic management, economics 1 Introduction The concept of capability can be defined as \the quality or state of being capable" [19] or \the power or ability to do something" [39]. Although simple, it is a powerful concept, as it can be used to provide an abstract, high-level view of a product, system, or even organizations, offering new ways of dealing with complexity. As such, it has been widely adopted in many areas. -
Dehs Journal Transmission Lines Index - 1995-2020
DEHS JOURNAL TRANSMISSION LINES INDEX - 1995-2020 This document comprises the index for Transmission Lines Volumes 1 to 25 (1995 - 2020), sorted by article title (Pages 2 to 19) and author (Pages 20 to 37). The next Index will be published in Jan/Feb 2022. We would welcome any comments, or notifications of errors, by email to [email protected] . Dick Green 5 March 2021 Changes incorporated in this version: Version Amendment Vol Month/Yr Page Jan 2021 - Added feature articles in 2020 editions - Minor changes to 2 author details to improve article sorting - Minor corrections Mar 2021 - Extra intentionally blank pages added, for future expansion Notes: 1. Index entries for “Letters to the Editor” are sorted by subject matter and are indicated by “[LtE]”. 2. Index entries for “Requests for information” are sorted by subject matter and are indicated by “[RfI]”. Page 1 of 40 TL_Index_1995-2020_5Mar2021 FEATURE ARTICLES - LISTED BY TITLE LIST BY TITLE TITLE AUTHOR VOL M/Y PAGE 2nd Tactical Air Force Benson, Ken 12/1 Mar/07 3 A L Samuel & First American Multi Cavity Magnetron (1934) [LtE] Waddell, Dr Peter 13/1 Mar/08 15 A L Samuel (First MCM inventor, Bell Labs) and the Tizard Mission Waddell, Dr Peter and 15/4 Dec/10 15 [LtE] Brown, Dr Douglas A la recherché du Temps Perdu Hanbury Brown, Prof R 01/4 Aug/96 1 Access to our electronics heritage Dean, Sqn Ldr Mike 01/2 Feb/96 8 Accurate Radar Memories [LtE] Waddell, Dr Peter 10/1 Mar/05 11 Accurate Radar Memories [LtE] Latham, Colin 10/2 Jun/05 12 Accurate Radar Memories [LtE] Brown, Dr Douglas -
D 32 Daring [Type 45 Batch 1] - 2015 Harpoon
D 32 Daring [Type 45 Batch 1] - 2015 Harpoon United Kingdom Type: DDG - Guided Missile Destroyer Max Speed: 28 kt Commissioned: 2015 Length: 152.4 m Beam: 21.2 m Draft: 7.4 m Crew: 190 Displacement: 7450 t Displacement Full: 8000 t Propulsion: 2x Wärtsilä 12V200 Diesels, 2x Rolls-Royce WR-21 Gas Turbines, CODOG Sensors / EW: - Type 1045 Sampson MFR - Radar, Radar, Air Search, 3D Long-Range, Max range: 398.2 km - Type 2091 [MFS 7000] - Hull Sonar, Active/Passive, Hull Sonar, Active/Passive Search & Track, Max range: 29.6 km - Type 1047 - (LPI) Radar, Radar, Surface Search & Navigation, Max range: 88.9 km - UAT-2.0 Sceptre XL - (Upgraded, Type 45) ESM, ELINT, Max range: 926 km - IRAS [CCD] - (Group, IR Alerting System) Visual, LLTV, Target Search, Slaved Tracking and Identification, Max range: 185.2 km - IRAS [IR] - (Group, IR Alerting System) Infrared, Infrared, Target Search, Slaved Tracking and Identification Camera, Max range: 185.2 km - IRAS [Laser Rangefinder] - (Group, IR Alerting System) Laser Rangefinder, Laser Rangefinder, Max range: 0 km - Type 1046 VSR/LRR [S.1850M, BMD Mod] - (RAN-40S, RAT-31DL, SMART-L Derivative) Radar, Radar, Air Search, 3D Long-Range, Max range: 2000.2 km - Radamec 2500 [EO] - (RAN-40S, RAT-31DL, SMART-L Derivative) Visual, Visual, Weapon Director & Target Search, Tracking and Identification TV Camera, Max range: 55.6 km - Radamec 2500 [IR] - (RAN-40S, RAT-31DL, SMART-L Derivative) Infrared, Infrared, Weapon Director & Target Search, Tracking and Identification Camera, Max range: 55.6 km - Radamec 2500 [Laser Rangefinder] - (RAN-40S, RAT-31DL, SMART-L Derivative) Laser Rangefinder, Laser Rangefinder for Weapon Director, Max range: 7.4 km - Type 1048 - (LPI) Radar, Radar, Surface Search w/ OTH, Max range: 185.2 km Weapons / Loadouts: - Aster 30 PAAMS [GWS.45 Sea Viper] - Guided Weapon. -
Capability Management Policy NHS West Essex Clinical Commissioning Group Policy Reference Number: WECCG43
Capability Management Policy NHS West Essex Clinical Commissioning Group Policy Reference Number: WECCG43 Policy Title Capability Management Policy V1.0 Hertfordshire, Bedfordshire, West Essex and Luton Clinical Commissioning Page 1 of 42 Groups DOCUMENT CONTROL SHEET Document Owner: Director of Workforce Document Author(s): Tina Ryan Version: V1.0 Directorate: HR and ODL Approved By: Policy Forum Date of Approval: 23 May 2017 Date of Review: 1 June 2019 Effective Date: 1 June 2017 1.1 Change History: Version Date Reviewer(s) Revision Description V1.0 April 2017 Human Resources Adapted for use as the Shared Business Partner Service Policy. Team 1.2 1.3 Implementation Plan: Development and Developed in conjunction with the joint forum, and ratified by, Consultation the relevant committees of the Hertfordshire, Bedfordshire, West Essex and Luton CCGs. Dissemination This policy will communicate to staff representatives. It will be communicated electronically to all staff and managers and will be published on the CCG’s intranet. Training HR Masterclasses will be made available to all managers on Performance Management Managers will also be able to access advice from the HR and ODL Shared Service on the implementation and interpretation of this policy. Monitoring and All complaints of performance management are recorded by the Review HR and ODL Shared Service and activity is reported on at least annually, together with a breakdown of policy application across the protected characteristics under the Equality Act. Policy Title Capability Management Policy V1.0 Hertfordshire, Bedfordshire, West Essex and Luton Clinical Commissioning Page 2 of 42 Groups The data identified from monitoring will be used to update the policy and ensure best practice as necessary. -
And Deployment in the New Zealand State Service
Michael J. Pratt and Murray Horn Leadership and Capability Development and Deployment in the New Zealand State Service companies, such as Procter & Gamble, for leadership This article describes the design during 2013 of a model and development (Filipkowski implementation principles of a leadership and capability and Donlon, 2013). The development and deployment (LCDD) model for the state model was then enhanced services system. In this process, an initial prototype model based on our research in was developed to describe a desired future state. It was other jurisdictions, including informed by the best traditions of state services leadership Australia, Singapore and the development, together with models used by the world’s best United Kingdom, and co- creation with stakeholders. Dr Mike Pratt is Professor of Leadership and Sustainability at the University of Waikato, and a This is further discussed in professional director and business adviser. Dr Murray Horn is a former Secretary to the Treasury of New Zealand and bank chief executive, and a professional director and business adviser. the article. Policy Quarterly – Volume 10, Issue 1 – February 2014 – Page 45 Leadership and Capability Development and Deployment in the New Zealand State Service The Better Public Services review Services Commission and implementation delivering on the sorts of social outcomes conducted in 2011 found that improved began in September 2013. described by the ten Better Public Services and more collaborative leadership is One unique feature of the framework goals is changing. The big policy settings a necessary precondition for high- is the deliberate integration from an are now broadly aligned with OECD performing public services (Better early stage in the project of leadership norms, so far more hangs on the public Public Services Advisory Group, 2011). -
SP's Naval Forces Dec 2011
December 2011-January 2012 Volume 6 No 6 `100.00 (India-based Buyer only) SP’s AN SP GUIDE PUBLICATION TREASURE inDiAn nAvY SpeCiAl /6<:, Turn to page 16 www.spsnavalforces.net ROUnDUp PAGe 4 Force for Good the Indian Navy must take baby steps to provide safety of the sLocs, provide extended sAr and HAND operations, at least across the entire North Indian ocean, as a regional commitment and to signal affirmation of delivering on commitments of an emerging power Commodore (Retd) Sujeet Samaddar PAGe 6 Minister of Defence India and Israel Boost Naval Ties India I am glad to know that SP Guide Publications, New Delhi is bringing out special editions separately for Indian Air Force, Indian Navy and Indian Army. Since Shri Sukhdeo Prasad Baranwal founded SP Guide Publications in 1964, it has come a long way in publishing monthly journals and magazines of repute on defence and strategic matters. In this context, its flagship publication SP’s Military Yearbook deserves a special mention. I send my best wishes for the successful publication of these special editions on Indian Armed Forces. India shares some common strategic and security threats with Israel and its desire to A.K. Antony get closer to the Us has also helped in mov - ing the ties forward. lt General (Retd) naresh Chand PAGe 10 cover story All-weather Long-range Detection & Tracking the Indian Navy has issued a request for infor - mation for induction of state-of-the-art tech - nology ‘3D c/D band’ air surveillance radar for ships, which are 3,000 tonnes and above. -
People Capability Maturity Model® (P–CMM®) Version 2.0 CMU/SEI-2001-MM-01
Pittsburgh, PA 15213-3890 People Capability Maturity Model® (P–CMM®) Version 2.0 CMU/SEI-2001-MM-01 Bill Curtis TeraQuest Metrics, Inc. William E. Hefley Q-Labs Sally A. Miller Software Engineering Institute July 2001 Unlimited distribution subject to the copyright. This report was prepared for the SEI Joint Program Office HQ ESC/DIB 5 Eglin Street Hanscom AFB, MA 01731-2116 The ideas and findings in this report should not be construed as an official DoD position. It is published in the interest of scientific and technical information exchange. FOR THE COMMANDER Norton L. Compton, Lt Col., USAF SEI Joint Program Office This work is sponsored by the U.S. Department of Defense. The Software Engineering Institute is a federally funded research and development center sponsored by the U.S. Department of Defense. Copyright 2001 by Carnegie Mellon University. NO WARRANTY THIS CARNEGIE MELLON UNIVERSITY AND SOFTWARE ENGINEERING INSTITUTE MATERIAL IS FURNISHED ON AN “AS-IS” BASIS. CARNEGIE MELLON UNIVERSITY MAKES NO WARRANTIES OF ANY KIND, EITHER EXPRESSED OR IMPLIED, AS TO ANY MATTER INCLUDING, BUT NOT LIMITED TO, WARRANTY OF FITNESS FOR PURPOSE OR MERCHANTABILITY, EXCLUSIVITY, OR RESULTS OBTAINED FROM USE OF THE MATERIAL. CARNEGIE MELLON UNIVERSITY DOES NOT MAKE ANY WARRANTY OF ANY KIND WITH RESPECT TO FREEDOM FROM PATENT, TRADEMARK, OR COPYRIGHT INFRINGEMENT. Use of any trademarks in this report is not intended in any way to infringe on the rights of the trademark holder. Internal use. Permission to reproduce this document and to prepare derivative works from this document for internal use is granted, provided the copyright and “No Warranty” statements are included with all reproductions and derivative works. -
Perspectives on the Capabilities for the Selection of Strategic Projects
sustainability Review Perspectives on the Capabilities for the Selection of Strategic Projects Khalifa Mohammed Al-Sobai, Shaligram Pokharel * and Galal M. Abdella Department of Mechanical and Industrial Engineering, Qatar University, P.O. Box 2713 Doha, Qatar; [email protected] (K.M.A.-S.); [email protected] (G.M.A.) * Correspondence: [email protected] Received: 6 August 2020; Accepted: 25 September 2020; Published: 4 October 2020 Abstract: Strategic projects are large scale, complex, and require significant investments and resources. These projects aim at gaining long-term social and economic benefits. Therefore, organizations focusing on strategic projects should use a consistent approach that suits their strategy, capability, and long-term expectations. Based on the four research questions and content analysis of the literature, generic processes used for the strategic project selection in tandem with the managerial capabilities are identified in this paper. The generic processes and managerial capabilities are used to develop a generic framework for strategic project selection. The framework is used for literature analysis in the paper. The review shows that both qualitative and quantitative methods are used for strategic project selection. Some possible research directions have also been proposed at the end of the review. The paper provides value to both researchers and practitioners in terms of tools available and a guidance on project selection through a structured process framework. Keywords: strategic projects; process framework; decision making; project selection 1. Introduction Strategic projects can be categorized based on time, investments, sustainability, or long-term business or social values. These projects require significant investments and resources; therefore, their alignment with the long-term organizational capability [1] and sustainability becomes very important. -
Navy News Week 48-1
NAVY NEWS WEEK 48-1 3 December 2017 Indian court acquits 35 from anti-piracy ship of weapons charges Crew members of U.S.-operated anti-piracy ship were being held in India for illegal possession of arms Thirty-five men being held in India were on Monday acquitted of illegal possession of arms while they were on a U.S.- operated anti-piracy ship in 2013. The six Britons, three Ukrainians, 14 Estonians and 12 Indians were given five-year jail sentences by a lower court in southern India’s Tamil Nadu state in January last year. The Indian coast guard intercepted the privately run MV Seaman Guard Ohio off the coast of Tuticorin in Tamil Nadu in October 2013. Semi-automatic weapons and thousands of rounds of ammunition were found. The crew members were charged with not having proper paperwork to carry weapons in Indian waters, but India has faced intense diplomatic pressure over the case ever since. R. Subramaniya Adityan, a lawyer for 19 of the crew, said after Monday’s hearing at the Madras High Court that the men “will be released after the court order reaches the prison officials on Tuesday.” Another lawyer, R. Arumuga Ram, said that efforts were being made to get the men released as early as Monday night. “Otherwise, (we) will ensure to release all of them by 6 a.m. tomorrow,” he added. Indian authorities are still able to appeal, which could prevent the foreigners from leaving India. Twenty-three of the men are detained in Chennai’s Puzhal prison, while the remaining 12 are at Palayamkottai Central Prison in Tirunelveli. -
The Development of Management and Leadership Capability and Its Contribution to Performance: the Evidence, the Prospects and the Research Need
RESEARCH The Development of Management and Leadership Capability and its Contribution to Performance: The evidence, the prospects and the research need John Burgoyne, Wendy Hirsh and Sadie Williams Research Report RR560 Research Report No 560 The Development of Management and Leadership Capability and its Contribution to Performance: The evidence, the prospects and the research need John Burgoyne, Wendy Hirsh and Sadie Williams The views expressed in this report are the authors’ and do not necessarily reflect those of the Department for Education and Skills. © Lancaster University 2004 ISBN 1 84478 286 7 1 ACKNOWLEDGEMENTS This report has been written by John Burgoyne, Wendy Hirsh and Sadie Williams as members of the Management and Leadership Development Research Network. This group consists of researchers concerned with the topic of this research. Other members have made specific contributions. Chris Mabey has provided a special input on nature and effects of corporate management development. Kim James, David Beech, and Lew Perren have provided special reviews on corporate management and leadership development strategies, leadership and the development of management and leadership capability in small and medium enterprises respectively. The general approach to the project, locating specific studies, drawing conclusions from these, and the judgements about useful future research priorities have been informed by discussions in the network group and comments by its individual members as the review has progressed. The members not already -
Dynamic Human Capital Strategy: a New Way to Strategic Human Resource Management
Lehrstuhl für Betriebswirtschaftslehre, insbesondere Organisation, Personal‐ und Informationsmanagement Univ.Prof. Dr. Chr. Scholz Christian Scholz / Stefanie Müller Dynamic Human Capital Strategy: A new way to strategic human resource management Nr. 97 April 2010 Paper presented at the Strategic Management Society Special Conference Finland, March 17‐20, 2010 Universität des Saarlandes Campus A5 4 D‐66123 Saarbrücken Telefon (0681) 302‐4120 Telefax (0681) 302‐3702 Email: [email protected]‐sb.de http://www.orga.uni‐sb.de Dynamic Human Capital Strategy: A new way to Strategic Human Resource Management ABSTRACT Human capital is crucial to survive in a competitive business environment: But how to create, use, measure, and develop these human assets in a strategically both dynamic and sustainable way? To provide some tentative suggestions as how to answer these questions, we present evidences from an empirical study of the German DAX 30 companies. It shows which human capital strategies these companies follow and it allows interesting conclusions as how to deliver an additional value in strategy process and practice. Our study was able to predict the breakdown of the German Hypo Real Estate Holding, by locating a high risk in their human capital equipment and strategy. The results of this study have also influenced the political context, where the German Ministry of Labor for example reflects on to develop a standard for handling with employees, which could be a criterion for extension of loans. In this paper we build upon the potential of merging the logic of human capital management with the logic of dynamic capabilities, allowing us to give new insights in both bodies of knowledge. -
Radares Smart
RADARES SMART Pablo Macchiavello Poblete* Las unidades necesitan sensores que les permitan conocer y compilar los distintos panoramas. Dentro de estos sensores, la familia de radares 3D SMART ha vivido un auge, siendo utilizada en las más modernas plataformas antiaéreas alrededor del mundo. Novedades del mundo naval Novedades Los radares 3D son dispositivos que se desempeñan determinando demarcación y distancia a un blanco. Además permiten ubicar un contacto en el espacio a través de la determinación de la altura, dando a la posición una dimensión conocida en tres ejes. Este hecho se torna relevante, pues ayuda a efectuar el proceso de investigación y resolver el problema de control de fuego. De igual manera, estos datos pueden ser traspasados a un Radar de Control de Fuego (RCF) a palabra RADAR es un acrónimo del inglés para el guiado de los sistemas de L“Radio Detection And Ranging”. 1 El radar funciona armas del buque. Para poder determinar la altura, apoyado en dos principios básicos de la física: los radares cuentan con una antena que tiene la la reflexión y la definición de velocidad. Las capacidad de rotar en el eje vertical, mecánica ondas cambian de dirección al chocar contra un o electrónicamente, entregando el ángulo de cuerpo al mantenerse el medio de propagación, elevación del contacto. fenómeno conocido como reflexión. Por otro La empresa holandesa Thales Group es la lado, la definición de velocidad corresponde al responsable del desarrollo de los radares 3D cociente entre la distancia recorrida por un cuerpo SMART (Signaal Multibeam Acquisition Radar y el tiempo que le llevó efectuar dicho recorrido.