In the management of biomedical data, vocabularies such as ontologies and terminologies (O/Ts) are used for (i) domain knowledge representation and (ii) interoperability. The knowledge representation role supports the automated reasoning on, and analysis of, data annotated with O/Ts. At an interoperability level, the use of a communal vocabulary standard for a particular domain is essential for large data repositories and information management systems to communicate consistently with one other. Consequently, the interoperability benefit of selecting a particular O/T as a (...) standard for data exchange purposes is often seen by the end-user as a function of the number of applications using that vocabulary (and, by extension, the size of the user base). Furthermore, the adoption of an O/T as an interoperability standard requires confidence in its stability and guaranteed continuity as a resource. (shrink)

Despite a large and multifaceted effort to understand the vast landscape of phenotypic data, their current form inhibits productive data analysis. The lack of a community-wide, consensus-based, human- and machine-interpretable language for describing phenotypes and their genomic and environmental contexts is perhaps the most pressing scientific bottleneck to integration across many key fields in biology, including genomics, systems biology, development, medicine, evolution, ecology, and systematics. Here we survey the current phenomics landscape, including data resources and handling, and the progress that (...) has been made to accurately capture relevant data descriptions for phenotypes. We present an example of the kind of integration across domains that computable phenotypes would enable, and we call upon the broader biology community, publishers, and relevant funding agencies to support efforts to surmount today's data barriers and facilitate analytical reproducibility. (shrink)

A wide variety of ontologies relevant to the biological and medical domains are available through the OBO Foundry portal, and their number is growing rapidly. Integration of these ontologies, while requiring considerable effort, is extremely desirable. However, heterogeneities in format and style pose serious obstacles to such integration. In particular, inconsistencies in naming conventions can impair the readability and navigability of ontology class hierarchies, and hinder their alignment and integration. While other sources of diversity are tremendously complex and challenging, agreeing (...) a set of common naming conventions is an achievable goal, particularly if those conventions are based on lessons drawn from pooled practical experience and surveys of community opinion. We summarize a review of existing naming conventions and highlight certain disadvantages with respect to general applicability in the biological domain. We also present the results of a survey carried out to establish which naming conventions are currently employed by OBO Foundry ontologies and to determine what their special requirements regarding the naming of entities might be. Lastly, we propose an initial set of typographic, syntactic and semantic conventions for labelling classes in OBO Foundry ontologies. Adherence to common naming conventions is more than just a matter of aesthetics. Such conventions provide guidance to ontology creators, help developers avoid flaws and inaccuracies when editing, and especially when interlinking, ontologies. Common naming conventions will also assist consumers of ontologies to more readily understand what meanings were intended by the authors of ontologies used in annotating bodies of data. (shrink)

The National Center for Biomedical Ontology is a consortium that comprises leading informaticians, biologists, clinicians, and ontologists, funded by the National Institutes of Health (NIH) Roadmap, to develop innovative technology and methods that allow scientists to record, manage, and disseminate biomedical information and knowledge in machine-processable form. The goals of the Center are (1) to help unify the divergent and isolated efforts in ontology development by promoting high quality open-source, standards-based tools to create, manage, and use ontologies, (2) to create (...) new software tools so that scientists can use ontologies to annotate and analyze biomedical data, (3) to provide a national resource for the ongoing evaluation, integration, and evolution of biomedical ontologies and associated tools and theories in the context of driving biomedical projects (DBPs), and (4) to disseminate the tools and resources of the Center and to identify, evaluate, and communicate best practices of ontology development to the biomedical community. Through the research activities within the Center, collaborations with the DBPs, and interactions with the biomedical community, our goal is to help scientists to work more effectively in the e-science paradigm, enhancing experiment design, experiment execution, data analysis, information synthesis, hypothesis generation and testing, and understand human disease. (shrink)

Biological ontologies are used to organize, curate, and interpret the vast quantities of data arising from biological experiments. While this works well when using a single ontology, integrating multiple ontologies can be problematic, as they are developed independently, which can lead to incompatibilities. The Open Biological and Biomedical Ontologies Foundry was created to address this by facilitating the development, harmonization, application, and sharing of ontologies, guided by a set of overarching principles. One challenge in reaching these goals was that the (...) OBO principles were not originally encoded in a precise fashion, and interpretation was subjective. Here we show how we have addressed this by formally encoding the OBO principles as operational rules and implementing a suite of automated validation checks and a dashboard for objectively evaluating each ontology’s compliance with each principle. This entailed a substantial effort to curate metadata across all ontologies and to coordinate with individual stakeholders. We have applied these checks across the full OBO suite of ontologies, revealing areas where individual ontologies require changes to conform to our principles. Our work demonstrates how a sizable federated community can be organized and evaluated on objective criteria that help improve overall quality and interoperability, which is vital for the sustenance of the OBO project and towards the overall goals of making data FAIR. Competing Interest StatementThe authors have declared no competing interest. (shrink)

Throughout the biological and biomedical sciences there is a growing need for, prescriptive ‘minimum information’ (MI) checklists specifying the key information to include when reporting experimental results are beginning to find favor with experimentalists, analysts, publishers and funders alike. Such checklists aim to ensure that methods, data, analyses and results are described to a level sufficient to support the unambiguous interpretation, sophisticated search, reanalysis and experimental corroboration and reuse of data sets, facilitating the extraction of maximum value from data sets (...) them. However, such ‘minimum information’ MI checklists are usually developed independently by groups working within representatives of particular biologically- or technologically-delineated domains. Consequently, an overview of the full range of checklists can be difficult to establish without intensive searching, and even tracking thetheir individual evolution of single checklists may be a non-trivial exercise. Checklists are also inevitably partially redundant when measured one against another, and where they overlap is far from straightforward. Furthermore, conflicts in scope and arbitrary decisions on wording and sub-structuring make integration difficult. This presents inhibit their use in combination. Overall, these issues present significant difficulties for the users of checklists, especially those in areas such as systems biology, who routinely combine information from multiple biological domains and technology platforms. To address all of the above, we present MIBBI (Minimum Information for Biological and Biomedical Investigations); a web-based communal resource for such checklists, designed to act as a ‘one-stop shop’ for those exploring the range of extant checklist projects, and to foster collaborative, integrative development and ultimately promote gradual integration of checklists. (shrink)

As biological and biomedical research increasingly reference the environmental context of the biological entities under study, the need for formalisation and standardisation of environment descriptors is growing. The Environment Ontology (ENVO) is a community-led, open project which seeks to provide an ontology for specifying a wide range of environments relevant to multiple life science disciplines and, through an open participation model, to accommodate the terminological requirements of all those needing to annotate data using ontology classes. This paper summarises ENVO’s motivation, (...) content, structure, adoption, and governance approach. (shrink)

The discussion of ethics, corporate responsibility and its educational dimensions focuses primarily on CSR, corporate citizenship and philanthropic theory and practise. The partnership between Microsoft Corporation and UNHCR was launched to help the victims of the Kosovo crisis, at the same time as the Bill and Melinda Gates Foundation gained momentum, and in particular, at the same time as Microsoft experienced a decrease in stock value. This case study sheds light on a decade of Microsoft Corp. efforts to align business (...) objectives with refugee aid, by use of corporate expertise and company revenues. As a leader in technology and corporate citizenship, can Microsoft bridge the digital divide for the disadvantaged and arouse the unlimited potential of tomorrow’s leaders, as the company claims in its communications? Is the partnership beneficial to UNHCR, in line with corporate objectives of “doing big things” and “doing good”? (shrink)

Marie Oldfield, Pro Bono Economics & Refugee Council. Over half the total applications for asylum the UK receives each year are initially rejected, yet nearly a third of these initial rejections are subsequently overturned on appeal. This process that fails to get decisions right first time imposes significant costs, not just on the applicants themselves, but also more widely on UK taxpayers. Asylum seekers are not entitled to welfare benefits nor employment except in some limited cases, and are often (...) placed in unsuitable conditions with lack of appropriate support to prepare their case for asylum. These unfortunate circumstances mean that they are unable to gather and present all the required evidence first time, even when the case for asylum is legitimate. As a result, the application is rejected and thus begins a cycle of appeals that might eventually lead to a successful outcome for the asylum seeker but will, in the process, burden the taxpayer with unnecessary administrative cost and cause the asylum seeker needless distress and prevent them from accessing suitable economic opportunities. • Our study estimates that there are approximately 4,000 initial rejections that are successfully appealed each year and, with each appeal incurring direct administrative costs of around £1,000, the price tag of incorrect initial decisions adds up to a hefty £4 million per year in unnecessary administrative costs alone. • There are other costs, too, that negatively impact asylum seekers and taxpayers, albeit in a more indirect manner. The longer the appeals process is dragged out, the more delay there is to successful asylum seekers entering the labour market which means lost economic activity and forgone tax revenue for the Exchequer. Long periods of unemployment also result in skills attrition and lower the probability of the asylum seeker successfully entering the labour market in the future. • A lengthy appeals process heightens stress and worsens mental health in asylum seekers, a group arguably already more vulnerable on this front. Unnecessary human suffering aside, there is also a monetary cost borne by the taxpayer should NHS mental health services become involved. Thus, there is a pressing and viable case for providing asylum seekers a stable environment in which to complete their applications for asylum. This would increase the likelihood of reaching correct decisions in the first instance, avoid unnecessary administrative costs of an arduous appeals process, enable successful asylum seekers to access the labour market and contribute to the Exchequer, and avoid placing extra demands on already strained NHS mental health services. (shrink)

This review shows how during COVID 19, poetry and theology both can soothe us. The collection of essays in this anthology is wide ranging engaging with Dante; right up to Wallace Stevens and Denise Levertov. The reviewer thanks the Ramakrishna Mission for providing him with a hard copy of this book. In passing; in the spirit of IndianLivesMatter, one notes that Prabuddha Bharata has never missed an issue from 1896 till date. In his long stint as reviewer for the Ramakrishna (...) Mission's mouthpiece; this reviewer had to perforce castigate authors. In this review which draws to an end his decade long pro bono career as a reviewer at Prabuddha Bharata; the reviewers bids his constant reader adieu. (shrink)

The thesis that Dennett argues for in Breaking the Spell: Religion as a Natural Phenomenon has a double aspect. First, religion being but one natural phenomenon among many should be subject to scientific investigation. Resistance to this notion constitutes the first spell or taboo and is in complicity with the second “master” spell, that of the phenomenon of religion itself. Dennett’s tentative naturalistic recommendation is two-pronged: he primarily deploys an evolutionary biology perspective, and derivatively a highly suggestive appeal to memetics. (...) To acknowledge that religion is natural “is only the beginning of the answer, not the end”. Religion as a natural phenomenon has to answer to Dennett’s Darwinist refrain — cui bono? (to whose advantage?). And derivatively, how or why highly exotic and implausible supernatural religious ideas (or memes) are transmitted and sustained? Humankind, naturally disposed cause-seeking creatures, are inclined to hypostasize all manner of beliefs (virtual agents free to evolve to amplify our yearnings or our dreads — when explanation of some phenomenon is not forthcoming — this constitutes the “master” spell. (shrink)

Given that conspiracies exist, can we be justified in dismissing conspiracy theories without concerning ourselves with specific details? I answer this question by focusing on contrarian conspiracy theories, theories about conspiracies that conflict with testimony from reliable sources of information. For example, theories that say the CIA masterminded the assassination of John F. Kennedy, 9/11 was an inside job, or the Freemasons are secretly running the world are contrarian conspiracy theories. When someone argues for a contrarian conspiracy theory, their options (...) are to appeal to eyewitness testimony, incriminating documents, photographs, audio recordings, video recordings, allegedly scientific evidence, anomalies, or considerations of cui bono (who benefits). Most laypeople don’t know how to adequately respond to arguments for contrarian conspiracy theories, but this doesn’t mean that it’s dogmatic to reject them. I argue that many laypeople are defeasibly justified in rejecting a variety of contrarian conspiracy theories based on testimony and this justification is rarely defeated by arguments for contrarian conspiracy theories even if we don’t know how to respond to these arguments. (shrink)

Cartea prezintă modele de afaceri, management, analize și strategii care ajută la dezvoltarea și punerea în valoare a unei organizații, în contexte specifice economice, sociale, culturale sau de altă natură, prin elaborarea și implementarea unor planuri personalizate. Capacitatea unei organizații de a procesa informații este în centrul competențelor organizatorice și manageriale, iar strategiile unei organizații trebuie să fie proiectate pentru a îmbunătăți funcționalitatea și eficiența corporativă și, întrucât sistemele de management care furnizează această capabilitate au devenit formalizate și automatizate, competențele (...) sunt testate dur la mai multe niveluri. Organizațiile trebuie să fie capabile să învețe și să se adapteze în moduri care nu au fost niciodată atât de evidente înainte. Managementul strategic implică formularea și punerea în aplicare a obiectivelor și inițiativelor majore luate de conducerea de vârf a unei companii în numele proprietarilor, luând în considerare resursele și o evaluare a mediilor interne și externe în care organizația evoluează. El implică conceptele conexe de planificare strategică și gândire strategică. Prin analiza afacerii se identifică nevoile de afaceri și se stabilesc soluțiilor la problemele de afaceri. Soluțiile includ adesea o componentă de dezvoltare sisteme-software, dar pot consta și în îmbunătăţirea procesului, schimbarea organizațională sau planificarea strategică și elaborarea politicilor. CUPRINS: Afaceri - Formele de bază de proprietate - Clasificări - Management - - Restructurarea întreprinderilor de stat - Reglementări organizaţionale şi legislative - Evidenţa contabilă - - Procesul - Marketing - - Orientarea spre client - - Orientarea organizaţională - - - Comportamentul de turmă - - - Alte orientări - - Cercetarea în marketing - - - Mediul de marketing - - - Segmentarea pieţei - - - Tipuri de cercetare de piață - Publicitate - - Teoria publicităţii - - - Modele ierarhia-efectelor - - - Marketing mix - - Medii pentru publicitate - - Semiotica - - Efecte de gen în procesarea publicității - Inteligența în afaceri (Business intelligence) - - Componente - - Istorie - - Depozitarea datelor - - Comparație cu inteligența competitivă - - Comparație cu cercetarea analitică de afaceri - - Aplicații într-o întreprindere - - Prioritizarea proiectelor - - Factori de succes în implementare - - - Suportul afacerii - - - Nevoile afacerii - - - Cantitatea și calitatea datelor disponibile - - Aspect utilizator - - Date semistructurate sau nestructurate - - - Date nestructurate vs. date semistructurate - - - Probleme cu date semistructurate sau nestructurate - - - Utilizarea de metadate - Antreprenoriat - - Definiţie - - Decizii antreprenoriale - - - Antreprenoriatul ca o proiectare a relațiilor individuale/oportunități - - - Percepţia antreprenorială - - - Stiluri antreprenoriale - - Aspecte psihologice - Franciza - - Cele mai mari lanțuri de franciză - - Taxe și termeni contractuali - - Justificare și comutarea riscului - - Obligațiile părților - - Francize sociale - - Franciza logistică de la terți - - Franciza de evenimente - - Francize la domiciliu Managementul afacerii - Managementul informațiilor - - Aspecte teoretice - - - Teorii comportamentale și organizaționale - - - Teoria economică - - Managementul informațiilor strategice - - - Alinierea tehnologiilor și strategiilor de afacere cu managementul informațiilor - - - Un model de portofoliu contemporan pentru informații - - - Competențe pentru gestionarea calității informațiilor - - - Rezumat - - Operaționalizarea managementului informațiilor - - - Gestionarea schimbării necesare - - - Opera timpurie a lui Galbraith - - - Organizații matriceale - - Informații în sursă deschisă - - - Surse deschise pentru informații - - - Definiții pentru OSINT - - - Informații competitive - - - OSINT în afaceri - Managementul strategic - - Definiţie - - - Formularea - - - Implementarea - - - Diverse definiții ale strategiei - - Concepte și cadre - - - Analiza SWOT - - - Curba de experiență - - - Strategia corporativă și teoria portofoliului - - - Avantaj competitiv - - - Structura industriei și a rentabilitatea - - - Strategii competitive generice - - - Lanțul valoric - - - Competențe de bază - - - Teoria afacerii - - Gândirea strategică - - Planificarea strategica - - - Analiza mediului - - - Planificarea scenariului - - - Măsurarea și controlul implementării - - - Evaluarea - - Limitări - - Abordări pentru managementul strategic - - - Ierarhia de strategie - Managementul relațiilor de afaceri - - Tendințe în dezvoltarea MRA - - Prezentare generală și obiective - - - Ca disciplină - - - Ca rol organizațional - - - Ca model - - Ciclurile de viață ale MRA - - Principiile MRA - - - Măsurare și analiză - - - Scop - - - Reputație și încredere - - - Guvernare - - - Limite - - - Schimb și reciprocitate - Managementul relațiilor de intreprindere - - Instrumente și metodologii - Software de afaceri - - Tipuri de instrumente de afaceri Analiza afacerii - Tehnici de analiză de afaceri - - PESTLE - - Heptaliza - - MOST - - SWOT - - CATWOE - - Cele şase pălării în gândire ale lui de Bono - - Cinci "De ce" - - MoSCoW - - VPEC-T - - SCRS - Cercetarea analitică - - Cercetarea analitică vs. analiză - - Exemple - - - Optimizarea de marketing - - - Cercetarea analitică de portofoliu - - - Cercetarea analitică de risc - - - Cercetarea analitică digitală - - - Cercetarea analitică de securitate - - - Cercetarea analitică în software - - Provocări - - Riscuri - Evaluarea afacerii - - Standardul și premisa valorii - - Standardele de valoare - - Premise de valoare - - Elemente ale evaluării afacerii - - - Condițiile economice - - - Analize financiare - - - Normalizarea situațiilor financiare - - - Venituri, active și abordări de piață Strategia de afaceri - Cele trei procese ale strategiei în afaceri - - Formularea strategiei - - Implementarea strategiei - - Evaluarea strategiei - - - Adecvarea - - - Fezabilitatea - - - Acceptabilitatea - Planificarea strategică - - Procesul - - - Prezentare generală - - - Intrări - - - Activităţi - - - Ieşiri - - - Rezultate - - Instrumente și abordări - - Planificarea strategică vs planificarea financiară - - Critici - - - Planificarea strategică vs gândirea strategică - Gândirea strategică - - Gândirea strategică vs planificarea strategică - - Competențe de gândire strategică - Modele de afaceri - - Perspective teoretice și empirice ale modelelor de afaceri - - - Logica proiectării și coerență narativă - - - Complementarități ale modelelor de afaceri între firme partenere - - Clasificarea modelelor de afaceri - - - Cadrul V4 BM - - - Trecerea de la conducte la platforme - - - Modele de afaceri platformă - - Aplicații - - Proiectarea modelului de afaceri - - - Definiții ale modelului de afaceri - - Definiții ale proiectării sau dezvoltării modelului de afaceri - - - Evidențierea temelor de proiectare a modelului de afaceri - - - Evidențierea conținutului de proiectare pentru proiectarea modelului de afaceri - - Exemple de modele de afaceri - - - Model de afaceri clasic - - - Modele de afaceri colective - - - Modelul renunțării la intermediari - - - Modelul de vânzări directe - - - Modele de afaceri de distribuție - - - Modelul revânzării cu valoare adăugată - - - Primul plătește, apoi gratuit - - - Franciza - - - Modelul de afaceri în aprovizionare - - - Modelul de afaceri cu gratuități - - - Plătești ce poți - - - Plătești ce dorești - - Cadrele pentru model de afaceri - - Concepte înrudite Documente în afaceri - Planul de afaceri - - Audiența - - Conținut - - Prezentare - - Revizuirea planului de afaceri - - - Depășiri de costuri și scăderi ale veniturilor - - Probleme juridice și de responsabilitate - - - Cerințe de publicare - - - Limitări privind conținutul și audiența - - Planuri de afaceri deschise - - Utilizări - - Planul de afaceri pentru organizațiile non-profit - Elaborarea unui plan de afaceri - - Rezumatul - - Context organizațional - - - Declarația de misiune și modelul de afaceri - - - Statusul curent - - - Istorie - - - Echipa de management - - Planul de marketing - - - Stabilirea prețului - - - Managementul cererii - - - Distribuirea - - - Promovare și dezvoltare de brand - - Planul operațional - - - Planul de cercetare și dezvoltare - - - Planul de fabricație/de implementare - - - Planul de tehnologia informației și comunicațiilor - - - Planul de personal - - - Modelul alocării costurilor - - Planul financiar - - - Finanțarea actuală - - - Nevoile de finanțare - - - Planul de finanțare - - - Istoria financiară - - - Previziuni financiare - - - Evaluarea - - Analiza de risc - - - Evaluarea riscurilor - - - Planul de management al riscului - - Criterii de decizie - Planuri și strategii de marketing - - Procesul de planificare a marketingului - - Scopurile și obiectivele planificării marketingului - - - Planuri și programe detaliate - - Conținutul planului de marketing - - - Firmele mijlocii și mari - - Măsurarea progresului - - Analiza performanței - - - Analiza vânzărilor - - - Analiza cotei de piață - - - Analiza cheltuielilor - - - Analiza financiară - - - Folosirea planurilor de marketing - - Bugetele ca instrumente manageriale - - Strategia de marketing - - - O parte esențială a strategiei corporative generale - - - Tactici și acțiuni sectoriale - - - Tipuri de strategii - - - Modele strategice - Propuneri de afaceri - - Tipuri de propuneri - - - Propunerea solicitată informal - - - Propunerea nesolicitată - - Componente - - - Propunerea formal solicitată - - - Propunere de afaceri solicitată informal - - Gestionarea propunerilor de afaceri - - - Procesul de management al propunerilor - - Scrierea propunerilor - - - Propunerile interne - - - Contract de sursă unică - - - Format - - - Titlu - - - Rezumat - - - Declarația și Metoda - - - Buget - - - Informații biografice - - - Valori ale sponsorilor - - - Credibilitatea solicitantului - - - Logica propunerii - - - Psihologia propunerii - - Strategia de marketing - - - O parte esențială a strategiei corporative generale - - - Tactici și acțiuni sectoriale - - - Tipuri de strategii - - - Modele strategice Referinţe Despre autor - Nicolae Sfetcu - - De același autor - - Contact Editura - MultiMedia Publishing . 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