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International audience ; Interoperability is a critical factor for public administration-related entities that operate in collaborative/cooperative environments. Thus, performing an interoperability diagnosis based on a reference model provides an organization the opportunity to know its strengths and to prioritize actions to improve its performance and maturity. In public administrations, this issue is even more emphasized due to the need of considering standards policies imposed by national or international authorities. This paper proposes a Public Administration Interoperability Capability Model (PAICM) that describes intervals of expected results regarding the capability degree of certain measurable features related to its potential interoperability. The PAICM was applied to a government information technology agency, enabling the identification of the different barriers affecting organizational performance and a stratified analysis of the potential interoperability.

International audience ; Interoperability is a critical factor for public administration-related entities that operate in collaborative/cooperative environments. Thus, performing an interoperability diagnosis based on a reference model provides an organization the opportunity to know its strengths and to prioritize actions to improve its performance and maturity. In public administrations, this issue is even more emphasized due to the need of considering standards policies imposed by national or international authorities. This paper proposes a Public Administration Interoperability Capability Model (PAICM) that describes intervals of expected results regarding the capability degree of certain measurable features related to its potential interoperability. The PAICM was applied to a government information technology agency, enabling the identification of the different barriers affecting organizational performance and a stratified analysis of the potential interoperability.

This thesis proposes and analyzes a new measure of functional capability for satellite constellations that incorporates the instantaneous availability and mission effectiveness of individual satellites. The capability measure yields a continuous score between zero and one accounting for the degree to which the constellation meets operational requirements. The measure is computed from an average of satellite capabilities, composed of the product of the satellite's instantaneous availability and value score. Instantaneous availability is acquired by modeling the satellite degradation status as either a time-homogenous, continuous-time Markov chain (CTMC) if it possesses functions with exponential lifetime distributions, or as a time-homogenous, semi-Markov process (SMP) if the function lifetime distributions are not exponential. The satellite value score represents the individual satellite's contribution to the overall constellation mission and is obtained using multi-attribute value theory. For illustrative purposes, analytical results were compared with those obtained via the Monte Carlo method and were found to be indistinguishable with substantially less computational effort.

The manufacture of parts via fused deposition modelling (FDM) is inhibited by a lack of understanding of the manufacturing process, resulting in parts having unreliable mechanical properties. Correspondingly, this paper considers the incorporation of capability profiles (CPs) for FDM as a solution. The evolved requirements of CPs for FDM are considered and the necessary process information that would be incorporated within them is presented. A review of existing literature of the effect of process parameters on mechanical properties of FDM parts identifies process variability and the effects of shape and scale as areas insufficiently studied. To address this, tensile tests are conducted revealing: 1) variation (26%) in identical test specimens' UTS; 2) that properties do not scale linearly with specimen size; 3) that cross-sectional shape directly impacts mechanical performance. These results are used to define the parameters required for a capability profile for FDM and subsequently demonstrate its functionality.

The purpose of the paper is to examine the human capital and human capability models in order to show the connection between graduation and employment. There appear to be topical issues in Zimbabwean electronic and print media regarding the complaint of the mismatch between the students' training and the product of graduates, which may lead to the failure to meet the industry's needs. The mismatch between the university curriculum and national developmental needs results in the production of graduates who have to be trained in order to be employable in industry, and this little linkage led me to write this paper. A qualitative interpretive study of the examination of the gap between graduation and employability was used after identifying a small-scale case study with twenty (20) managers and university students that were purposefully sampled and then interviewed. The results of the interviews were presented in tables and graphs, then analyzed and interpreted. The findings of the results revealed that Zimbabwean businesses are suffering from the influx of recent graduates who lack the market-required scientific, technological, social, problem-solving, and creative abilities. The involvement of different stakeholders in higher education institutions, including the government, universities, and industries, should lead to the production of education and economic policy's new language, posture, position, and direction that Zimbabwe could take to stabilize the economy. A new stable season where values are corrected and projected towards economic recovery, industrialization of the economy, and the creation of employment can be realized.

This study aims to understanding of the institutionalization process of the Internal Audit Capabilty Model (IACM) conducted by the APIP Ministry of Foreign Affairs with emphasis on the implementation of institutionalization process and the implications of the organization. To achieve the research objectives, the approach used is descriptive qualitative by using case study strategy. The background of the institutionalization of IACM will be analyzed using New Institutionalism Theory (NIT), and the implications of the application are analyzed using Organizational Change based on the stages of movement The result of the research shows that the institutionalization of IACM in the APIP foreign ministry has the ability to perform its roles and functions optimally in order to add value to the organization. Strategy of level 3 APIP capability improvement consists of six elements. The first element is very important for APIP Ministry of Foreign Affairs to speed up the internal audit charter. The second element, the recruitment of competent human resources, the sustainability of human resource quality improvement. The third element needs to be implemented Quality assurance. The fourth element of APIP needs to have policies, systems and procedures for reporting the management of supervisory activities and supporting accountability, the fifth element of APIP needs to participate effectively by adding value to its organization. Element 6 APIP builds a transparent budgeting process to ensure the availability of resources in the performance of tasks responsibility. keywords: IACM, APIP, Institutionalisasi, Changing organization

Internal Government Supervisory Apparatus (APIP) is an actor who conducts internal audit. The top level of capability of APIP shows that APIP is getting better in carrying out its role as an internal supervisor. However, not all APIP in Aceh have a good level of capability. Therefore, the Aceh BPKP Representative as the APIP supervisor agency seeks to increase the level of APIP capabilities through the Internal Audit Capability Model (IACM). This study aims to describe how the implementation of IACM in the region is proven to increase the capability level of APIP. Using a qualitative approach with a case study method, interviews were conducted with officials in the Aceh BPKP who were considered being representative so they could provide accurate information on the problem under study. There are 6 elements capability of APIP comprising 24 key process areas to reach level 3. Representatives of BPKP Aceh have improved capabilities of the six elements capability of APIP. Coaching conducted comprehensively has fulfilled 24 key process areas required in IACM including coaching and consulting activities. The findings in this study showed that of the 24 APIP in Aceh, 16 APIP or 67% have increased capability levels. This means that implementing IACM conducted by the Aceh BPKP Representative shows a positive impact on improving the capabilities of APIP. So this research contributes to the practice where other local governments can adopt the efforts and improvements that need to be made according to the six elements of APIP capabilities. Keywords: Internal Audit, Internal Government Supervisory Apparatus (APIP), Capabilityof APIP, Finance and Development Supervisory Agency (BPKP) Abstrak Aparat Pengawasan Intern Pemerintah (APIP) adalah aktor yang melakukan pengawasan intern. Tingginya level kapabilitas APIP menunjukkan semakin baik pula APIP dalam menjalankan perannya sebagai pengawas intern. Namun demikian, belum semua APIP di Aceh memiliki level kapabilitas yang baik. Oleh karenanya, Perwakilan BPKP Aceh selaku instansi pembina APIP berupaya melakukan peningkatan level kapabilitas APIP melalui Internal Audit Capability Model (IACM). Penelitian ini bertujuan untuk melihat gambaran bagaimana penerapan IACM di daerah apakah terbukti mampu meningkatkan level kapabilitas APIP. Menggunakan pendekatan kualitatif dengan metode studi kasus, dilakukan wawancara kepada Pejabat di Perwakilan BPKP Aceh yang dianggap representatif sehingga dapat memberikan informasi yang akurat terhadap masalah yang diteliti. Ada 6 elemen kapabilitas APIP yang terdiri atas 24 area proses kunci untuk mencapai level 3. Perwakilan BPKP Aceh telah meningkatkan kapabilitas pada enam elemen kapabilitas APIP tersebut. Pembinaan yang dilakukan secara komprehensif telah memenuhi 24 area proses kunci yang dipersyaratkan dalam IACM, yang meliputi kegiatan pembinaan dan konsultasi. Temuan dalam penelitian ini menunjukkan bahwa dari 24 APIP di wilayah Aceh, 16 APIP Pemerintah Daerah atau 67% mengalami peningkatan level kapabilitas. Hal ini berarti penerapan IACM yang dilakukan oleh Perwakilan BPKP Aceh menunjukkan dampak positif bagi peningkatan kapabilitas APIP, sehingga penelitian ini memberikan kontribusi praktik sehingga pemerintah daerah lainnya dapat mengadopsi upaya-upaya serta perbaikan yang perlu dilakukan sesuai enam elemen kapabilitas APIP. Kata kunci: Pengawasan Internal, Aparat Pengawasan Intern Pemerintah (APIP), Kapabilitas APIP, Badan Pengawasan Keuangan dan Pembangunan (BPKP)

This study aims to identify the capabilities of the APIP in Inspectorate of Southeast Sulawesi Province based on the Internal Audit Capability Model. The sample in this study was six employees of the Planning Section of the Southeast Sulawesi Province Inspectorate. The research data collection method uses interview and documentation methods.The results of this study indicate that (1) The Capability Level of the Southeast Sulawesi Provincial Inspectorate Apparatus Government Unit (APIP) is currently at level 2 (Infrastructure) and (2) The elements that affect the lagging capability of the Capability unit in Southeast Sulawesi Provincial Inspectorate APIP are elements that have not reach level 3, namely the "Roles and Services" element, "HR Management", "Professional Practices", "Accountability and Performance Management" and the "Governance Structure" element which is still at level 2.

This study aims to describe the condition of the capability of East Kalimantan Province Inspectorate, the constraints faced in increasing its capability and the efforts made by Inspectorate of East Kalimantan Province to increase its capability based on internal audit capability model (IACM). This research use desciptive qualitative approach. The scope of the discussion is in East Kalimantan Province Inspectorate. The data used are the primary data obtained from interviews, questionnaires, observations, and documentation studies, as well as secondary data in the form of documents related to the research. The focus of the research is the capability of the Government Internal Supervisory Apparatus using the internal audit capability model with six indicators, namely Roles and Services, Human Resource Management, Professionalism Practices, Management and Performance Accountability, Organizational Relations and Culture and Governance Structure. The results show the level of capability of Inspectorate of East Kalimantan Province at level 3 with note (there are still elements that must be upgraded by APIP to go to full level), that is the East Kalimantan Provincial Inspectorate must arrange the plan to reach Level 3 on 4 elements as role element and Service , HR Management, Professionalism Practice and Governance Structure. To overcome the matters in these elements, East Kalimantan Provincial Inspectorate performs capability improvement efforts in accordance with the complete capabilities of APIP Under the Regulation of the Head of BPKP Number 1633 / K / JF / 2011 to realize an effective role for clear in Government regulations Number 60 /2008.

Whilst innovation remains of course an approach, a process, and is still often even reduced to a set of results, it essentially reflects a way of thinking evolution. Time is up for varying the thinking methods according to capacities and learned and available competencies with a view to change… the thinking level. No domain and no sector is immune to this transformation in todays' world Having clarified our ideas through this book, we remain ever more convinced that the leveled maturity approach will lead to real advances in innovation over the 2020 years. Hence the competitive capacities of

Whilst innovation remains of course an approach, a process, and is still often even reduced to a set of results, it essentially reflects a way of thinking evolution. Time is up for varying the thinking methods according to capacities and learned and available competencies with a view to change ... the thinking level. No domain and no sector is immune to this transformation in todays' world Having clarified our ideas through this book, we remain ever more convinced that the leveled maturity approach will lead to real advances in innovation over the 2020 years. Hence the competitive capacities of organizations must evolve. As we strive in our quest for new inspiration sources in business, let us reckon that all is bound to evolving ... including the way to evolve. In that resides the very capacity to innovate. Publisher's note.

Modern enterprises have recently paid greater attention to data and information as a valuable strategic resource. The vast volumes of data currently being gen- ated as well as governance requirements, such as Sarbanes-Oxley, Basil II and other regulatory mandates, have made it imperative for organisations to pay - tention to the way that they govern and manage their IT resources in general, and data and information in particular. Furthermore, enterprises have realised that information is indeed one of their most valuable and strategic resources, and that through greater aggregation and analysi