Improving Enterprise Resilience by Evaluating Training System Architecture

Jnitova, Victoria; Efatmaneshnik, Mahmoud; Joiner, Keith F.; Chang, Elizabeth

doi:10.1002/9781119698821.ch9

Cited by 4 publications

(3 citation statements)

References 78 publications

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“…Such M&S allows organisations to partner more sustainably with education providers where they do provide competencies that can be outsourced while optimising personnel flows through in-house education where external providers cannot. The research team has recently focused on the measurement of training system resilience 67 similar to the instrumented survey approach by Morales et al 62 but concentrated on just workforce education. The aim is to make it easier to identify when training and education management may be sub-optimal or fragile to perturbations well before problems occur (i.e., avoiding band-aid approach) by surveying the milieu inhabitants of employability clusters.…”

Section: Discussionmentioning

confidence: 99%

Modelling workforce employability pipelines for organisational resilience

Jnitova

Joiner

Efatmaneshnik

et al. 2021

International Journal of Engineering Business Management

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Large organisations use both internal and external methods to educate their workforce. Workforce approaches in Defence were usually of a closed nature, characterised by entry at recruitment and sequential and hierarchical rank progression. More recently, emerging technology and the associated pace of societal change has required Defence to recruit more laterally and to outsource more education, both ab initio and development. The growing complexity of workforce problems, therefore, challenges military educational decision making to increase its focus on organisational resilience. Modelling and Simulation (M&S) can take messy, ill-defined problems and build models for decision support and problem-solving. M&S is being explored in Defence workforce employability planning to deliver education that is more resilient to perturbations and can more confidently predict graduate demand for educational support partnering. However, the effective use of M&S can be compromised if it is not cognitively useful for the problem owner. A new transformational approach between the modeller and the managers of Defence educational workforce is proposed and illustrated by two conceptual case studies. The method uses the module-based translation between Business Process Model Notation (BPMN) design patterns and systems dynamics building blocks to reduce the problem owner’s reliance on specialist modellers. This approach increases the cognitive effectiveness of proposed workforce education solutions and the sharing and reuse of workforce M&S applications. Any large organisation with sufficient human resource and systems engineering support could adopt this new approach to model and simulate their workforce education and examine their resilience to fluctuations.

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Section: Discussionmentioning

confidence: 99%

Modelling workforce employability pipelines for organisational resilience

Jnitova

Joiner

Efatmaneshnik

et al. 2021

International Journal of Engineering Business Management

Self Cite

View full text Add to dashboard Cite

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“…Further analysis of potential relationships and interdependencies between the nine selected attributes has been conducted in a significant case study research still underway (Jnitova et al 2020). The following aspects of the nine selected attributes were considered whilst developing our Capability System's Resilience Framework:…”

Section: Vulnerability Levelmentioning

confidence: 99%

“…If a given system is highly resilient, then it has a low vulnerability level, achieved through a system's resilience and is a measure of the criticality, preparedness, and susceptibility of the components of an organisational system to the risk and the likelihood of having disruptions. Further analysis of potential relationships and interdependencies between the nine selected attributes has been conducted in a significant case study research still underway (Jnitova et al 2020). The following aspects of the nine selected attributes were considered whilst developing our Capability System's Resilience Framework:…”

Section: Vulnerability Levelmentioning

confidence: 99%

Enhancing Enterprise Architecture with Resilience Perspective

Jnitova¹,

Efatmaneshnik

Joiner³

et al. 2021

INCOSE International Symp

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The research literature has found current Enterprise Architecture (EA) methods are limited in dealing with uncertainty and pathologies of complex systems to enable design and operation of a resilient enterprise. To some extent, EAs’ approaches persist in applying textbook plans and activities in the face of mounting evidence of changing circumstances and the challenges of uncertainty. They rely on a qualitative shift in assessment, priorities, or response strategy, that often lead to a ‘failure to adapt adequately.’ To address this gap in EA resilience representation, we have combined several prior research proposals to produce a wholistic Department of Defence Architecture Framework (DoDAF) resilience architecture and enhanced that with our original underpinning resilience framework. Despite still being in an ongoing major case study, our comprehensive resilience representation shows promise of assisting all enterprise stakeholders with adapting this representation to their capability systems. Doing so will better incorporate resilience considerations in capability systems’ design and likely help capability stakeholders to evolve capability systems with appropriate levels of resilience throughout their life cycle.

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Using HOQ Methodology to Prioritise Organisational Resilience Decisions in Training Establishments

Jnitova,

Joiner,

Efatmaneshnik

et al. 2023

INCOSE International Symp

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Resilience has become an attractive proposition in many organisations seeking to perform well under adversity and uncertainty in a dynamic and changing operational environment. We developed a survey tool to measure organisational resilience and implemented it in several large training establishments. The gap between the training organisations' actual and desired resilience was identified through analysis of the survey's quantitative responses. The survey's qualitative (free‐form) responses underwent inductive (thematic) and deductive (resilience attribute allocation) analysis to expand our understanding of training establishment problems and possible solutions from the survey participants' perspectives. Here we applied the House of Quality (HOQ) approach to prioritise the solutions to the organisational issues identified from the qualitative responses to align those with the organisational resilience attributes' priorities. The organisational resilience attributes were prioritised in another round of HOQ application to align them with the importance scores of the organisation‐specific resilience requirements. We used the results from our two HOQ rounds to create an optimal path (response) to move from actual to desired organisational resilience, demonstrated in a survey‐based resilience case study conducted in a large Defence training establishment.

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Improving Enterprise Resilience by Evaluating Training System Architecture

Cited by 4 publications

References 78 publications

Modelling workforce employability pipelines for organisational resilience

Modelling workforce employability pipelines for organisational resilience

Enhancing Enterprise Architecture with Resilience Perspective

Using HOQ Methodology to Prioritise Organisational Resilience Decisions in Training Establishments

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