Palkovits-Rauter, Silke

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Official Name
Palkovits-Rauter, Silke
Alternative Name
Palkovits, Silke
Main Affiliation
Österreichischer Bauvereinigung ÖBV
Plattform 4.0 - Planen. Bauen. Betreiben
Akademische Titel
Prof.(FH) Mag., PhD
Email
silke.palkovits-rauter@fh-burgenland.at
Scopus Author ID
57200416867
Status
staff

Research Outputs

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    Publication
    Scopus© Citations 14
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    Publication
    Supply Chain Management in a Circular Economy
    (Leykam, 2019)
    Palkovits-Rauter, Silke 
    Since Supply Chain Management became a management discipline in the early 1980s the topic was seen in a process-oriented view – structured, well designed and manageable. This process-oriented view was supported by the world ́s linear view- point on rules within our economy, in short-terms take-make-waste. Megatrends and sustainable ecological thinking allow a new way of process design to a so-called Circular Economy where someone ́s waste is someone else ́s food. Processes within a Circular Economy aim in building new ways of production, usage and recycling of materials and thus create new business models. This research provides a guideline on how to design a supply chain within a Circular Economy.
      445
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    Publication
    Towards trustworthy end-to-end communication in industry 4.0
    (IEEE, 2017)
    Bicaku, Ani 
    ;
    Maksuti, Silia 
    ;
    Palkovits-Rauter, Silke 
    ;
    Tauber, Markus 
    ;
    Matischek, Rainer 
    ;
    Schmittner, Christoph 
    ;
    Mantas, Georgios 
    ;
    Thron, Mario 
    ;
    Delsing, Jerker 
    Industry 4.0 considers integration of IT and control systems with physical objects, software, sensors and connectivity in order to optimize manufacturing processes. It provides advanced functionalities in control and communication for an infrastructure that handles multiple tasks in various locations automatically. Automatic actions require information from trustworthy sources. Thus, this work is focused on how to ensure trustworthy communication from the edge devices to the backend infrastructure. We derive a meta-model based on RAMI 4.0, which is used to describe an end-to-end communication use case for an Industry 4.0 application scenario and to identify dependabilities in case of security challenges. Furthermore, we evaluate secure messaging protocols and the integration of Trusted Platform Module (TPM) as a root of trust for dataexchange. We define a set of representative measurable indicator points based on existing standards and use them for automated dependability detection within the whole system.
      173Scopus© Citations 13
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    Publication
    Experiences with Lessons Learned Method in IT Projects
    (2023-08-29)
    Stampfl, Rita 
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    Fischer, Julian 
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    Palkovits-Rauter, Silke 
    The project manager plays a central role in project integration and successful project completion. Leadership skills, especially knowledge-based leadership skills, are critical to project success as they enable the effective creation, sharing and use of knowledge. Project managers' social cognitive, interpersonal and strategic skills contribute to effective knowledge sharing. The Lessons Learned method is generally recommended for knowledge transfer in projects, but its effectiveness and implementation are controversial. The aim of this study is to investigate project managers' experiences with the Lessons Learned method in IT project management. The focus is on how these experiences influence knowledge transfer in IT projects. A qualitative research design was used to gain insight into the experiences of project managers. Eleven experts responsible for IT projects were interviewed in guideline-based expert interviews. The collected data was analysed using content structuring qualitative content analysis. The study found that project managers are responsible for knowledge transfer, but often do not perceive this task. Different perceptions of knowledge transfer methods were observed between traditional and agile training. The Lessons Learned approach showed unsatisfactory results and project managers defined their own methods. To improve knowledge transfer, project management standards should include clear tasks and support decision making. Generic models need to be integrated in the project management standards to ensure consistent approaches in practice.
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    Towards flexible and secure end-to-end communication in industry 4.0
    (IEEE, 2017)
    Maksuti, Silia 
    ;
    Bicaku, Ani 
    ;
    Tauber, Markus 
    ;
    Palkovits-Rauter, Silke 
    ;
    Haas, Sarah 
    ;
    Delsing, Jerker 
    The digital transformation of industrial production is driven by the advance of cyber-physical production systems (CPPS) within which raw materials, machines and operations are interconnected to form a sophisticated network. Making such systems self-adaptable is a priority concern for the future implementation of Industry 4.0 application scenarios. In this position paper, we design a meta-model and use it as a tool to describe an end-to-end communication use case from an ongoing research project. Based on this use case we develop a business process performance and security trade-off model, which shows that maximazing both parameters at the same time is not possible, thus an efficient balance between them has to be achieved. Motivated by the result, we propose self adaptation as a solution towards a flexible and secure end-to-end communication in Industry 4.0. To identify and document the self-adaptation points in a structured methodological and lightweight way we use the bespoken meta-model.
      118  74Scopus© Citations 14
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    Publication
    Project Management in a cultural context
    (University of Latvia, 2019-04)
    Büll, Christian 
    ;
    Palkovits-Rauter, Silke 
    ;
    Szabo, Monika Beata 
    Theories of project management are well structured guidelines to bring projects to success. Available studies on project success factors stress out that commitment on decisions, reliability and engagement within organizations as well as the benefit for the project sponsor decide over success or failure. In an international context projects face other cultural, technical and economic challenges. For project teams that work together in EU-funded projects the acceptance of cultural differences and the consideration of one´s own and foreign cultural peculiarities form the basis for a successful cooperation. These projects usually produce results for several project sponsors, decisions are made by the coordinator and not directly with the project manager on the partner side. Agile methodologies are simply not possible and project communication is well defined in the project planning phase and alignments are difficult to put through. The authors of this paper stress out that one important project success factor are culture. According to current literature this issue in the context of international project management has potential for further research. With the aim to close this gap a set of selected EU-funded projects are analysed for success factors and problem areas. This paper provides the criteria catalogue of the conducted analysis and a recommended course of action.
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