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Evaluation report of the use of Onto-Logging platform in the user site Deliverable ID: D8b • Mail integration + single sign-on (not for the pilot). Page : 76 of 110 Version: 1.0 Date: 27 january 2004 Status: Final Confid.: Public Intangible goals: • Bringing new value into ontology management that has scientific merit. • Research on Ontology evolution-reuse-query answering. • Assess the impact of introducing ontologies in KM. • Assess the use of ont ologies versus relational database. • Ability to capture the complexity of corporate processes and knowledge. Individual goals: • Implement an open source ontology management system. • Added value for KnowNet: ontology navigation, data model flexibility, more powerful search + inference, ease creation process. • Modelling different aspects of the users in a deep way. • Experimenting with new technologies. The individual partners focus: • Ontology representation-querying-evolution(FZI). • User-friendly MSOffice -integrated interface (Deltatec). • To improve KnowNet by integrating ontologies (Meta4). • JADE integration, contribution to JADE (Archetypon). • Evaluating new Knowledge Management approach and impact on organizations (<strong>CALT</strong>). • To help day-to-day processes as tendering a nd engineering (Indra). 8.2 Annex 2: Description of INDRA (the main user group) 8.2.1 An overview Indra is the leading Spanish company in Information Technologies. Indra’s activities are distributed into three lines of business: Information Technologies (80%) and Simulation and Automatic Test Systems, and Electronic Defence Equipment (20%). In year 2000, Indra had over 5,000 employees. Over 76% of these 5,000 employees are specialised graduates. In regards to financial performance, Indra’s year 2000 revenues tota led 676.9 million Euros. About 40% of its revenues were derived in the international marketplace (outside of Spain). During 2001, Indra exceeded its growth objectives for financial year 2001 in terms of both revenues and profits, earning a net profit of 48 million Euros (€), which represents a 25% increase (compared to the 18% figure established as the company's initial objective). The company also achieved growth of 28% in revenues from its Information Technologies
Evaluation report of the use of Onto-Logging platform in the user site Deliverable ID: D8b Page : 77 of 110 Version: 1.0 Date: 27 january 2004 Status: Final Confid.: Public business area (not counting balloting projects) and 26% in its Simulation and Automatic Testing Systems (SIM/ATS) and Defense Electronics Equipment (DEE) businesses. Indra’s head office is located in Madrid. Indra has 15 other locations in Spain as well as offices in Argentina, Chile, Peru, USA , Germany, China, Portugal and Venezuela. Worldwide, Indra is present in more than 40 countries on five continents. 8.2.2 Activities of Indra’s Competence Centres Competence Centres are one of the basic pillars supporting Indra’s strategy of growth and adaptation to clients’ needs. They come about as a result of market requirements. Clients which makeup the market that Indra serves demand a quick and effective capacity to react and respond. The Competence Centres’ mission is to lead the innovation of Indra’s services and solutions. Although the number and type of the Competence Centres vary depending on the market and the clients’ needs, the following lines of business are related to knowledge management and ontology building: 1. Supply chain management (SCM): e-business services aimed at both private individuals (B2C, G2C, etc.) and companies (B2B). 2. Customer relationship management (CRM): Business Intelligence systems and Contact Centres. 3. Network and systems management: Internet/Intranet infrastructure (including access from mobile phones and network security) and knowledge management systems. The commercial operations which address customer demands and project execution are the two major activities carried out in Competence Centres. Thus, tight coordination is ne eded with other organisational units involved in the marketing, sale, and production of information systems. The following diagram depicts the relationships that exist between the Competence Centres and the Production Centres. The vertical axis depicts the sequential activities and the horizontal axis shows the participating units.
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