Robotic tower crane operation requires real-time perception of complex and rapidly changing construction environments. Conventional Simultaneous Localization and Mapping (SLAM) methods assume smooth sensor motion and emphasize geometry over semantics, limiting their suitability for crane-mounted sensing affected by vibration, rotation, and intermittent movement. This research proposes a multimodal perception framework that integrates Light Detection and Ranging (LiDAR), camera, and Inertial Measurement Unit (IMU) data within a tightly coupled fusion and semantic reconstruction pipeline. A Mahony-filter-based attitude optimization module stabilizes high-frequency vibrations, while a Fast LiDAR-Inertial Odometry (FAST-LIVO2)-inspired LiDAR–visual–inertial fusion strategy achieves centimeter-level three-dimensional (3D) mapping. To enhance scene understanding, an improved Random Sampled and Lightweight Aggregated Network (RandLA-Net) jointly exploits geometric and visual cues for point-level semantic segmentation, with color-aware spatial encoding. Field deployment on an operational tower crane demonstrates superior performance, yielding the lowest global reconstruction errors and highest semantic accuracy. The framework provides a robust perception foundation for autonomous planning, safety monitoring, and intelligent lifting assistance.

According to a report by Kable (a leading provider of public sector research), U.K. central government information and communication technology (ICT) spend, which represents one of the largest in t...

The evaluation and assessment of Information Systems (IS) is rapidly becoming an important and significant topic for study as well as practice. As such, the application of appraisal frameworks within technology management scenarios in industrial organizations is vital to determining IS project success and/or failure. The information and knowledge requirements of evaluation appear to suggest that mapping benefits, risks and costs to organizational objectives and strategy should result in a clearer and more rational appraisal process. However, in doing so, it is not clear from the extant literature within the field of IS evaluation what aspects of knowledge relate to human and organizational factors in this decision-making task. Hence, in order to elucidate this issue, the authors attempt to highlight those extant components of knowledge that contribute to the overall ISE process, within a case organization. This is achieved via an analysis of case study data against the well-known knowledge transformation model proposed by Nonaka and Takeuchi. As a result of this, the authors present a model detailing these factors in the context of the IS evaluation lifecycle.

In recent years there has been an increased focus on improving the capability and flexibility of organisational information systems through improving, and where necessary, re-engineering inter- and intra-organisational information flows. In doing so, many firms have realised that the cornerstone of their information systems capability is dependent upon core systems such as Enterprise Resource Planning (ERP). In realising this, it has forced businesses to acknowledge the need to integrate ERP systems with existing disparate legacy systems. Technology solutions such as Enterprise Application Integration (EAI) have been seen as a panacea to facilitate integration through the use of technologies that allow corporate IS subsystems to communicate with one another. In the context of using enterprise technologies to integrate ERP with other organisational business systems, this paper analyses and extends previously published work through presenting the failure of an industrial automation business to integrate its ERP system with legacy processes when using an EAI approach. In doing so, the authors present a post hoc evaluation model that can be used by others as a frame of reference; a tool for reflection. The presented model seeks to provide further insight to the failed approach to ERP integration, within the given case study organisation. This proposed model, is constructed in terms of Technical, Organisational and Tailorability components. It is anticipated that this will be a useful tool for both practitioners and academics, who wish to gain a deeper understanding of ERP/EAI implementation approaches, as well as providing insights into how the componentisation and extension of ERP functionalities can be achieved, towards so-called ERPII.

Investment appraisal techniques are an integral part of many traditional capital budgeting processes. However, the adoption of Information Systems (IS) and the development of resulting infrastructures are being increasingly viewed on the basis of consumption. Consequently, decision-makers are now moving away from the confines of rigid capital budgeting processes, which have traditionally compared IS with non-IS-related investments. With this in mind, the authors seek to dissect investment appraisal from the broader capital budgeting process to allow a deeper understanding of the mechanics involved with IS justification. This analysis presents conflicting perspectives surrounding the scope and sensitivity of traditional appraisal methods. In contributing to this debate, the authors present taxonomies of IS benefit types and associated natures, and discuss the resulting implications of using traditional appraisal techniques during the IS planning and decision-making process. A frame of reference that can be used to navigate through the variety of appraisal methods available to decision-makers is presented and discussed. Taxonomies of appraisal techniques that are classified by their respective characteristics are also presented. Perspectives surrounding the degree of involvement that financial appraisal should play during decision making and the limitations surrounding investment appraisal techniques are identified.

Financial and costs benefits are often put forward as the reasons why organisations decide to outsource. Emerging patterns and trends indicate that today's outsourcing decisions are often motivated by factors other than cost. Thus, the decision-making process is more complex than it may at first appear. This paper presents findings from a case study from an organisation in the UK banking sector that was motivated to outsource aspects of its information technology/information system (IT/IS). The underlying motives and decision-making process that influenced the bank outsource its IT/IS are presented and discussed. Findings from the case study suggest political perspectives, as well as human and organisational issues influenced the bank's strategic decision-making to outsource certain aspects of its business. An examination of the case study findings suggests that cost alone is not always responsible for decisions to outsource, as it was found the bank's outsourcing decision was driven by a series of complex, interrelated motives in a bid to reduce the risks and uncertainties of managing its own technology. Considering the complex nature of the outsourcing process a frame of reference that can be used to assist managers with their decision to outsource IT/IS is propagated. The case study is used to present an organisation's experiences as to how and why it decided to outsource its IS and thus offers a learning opportunity for other organisations facing similar difficulties. In addition, the case study findings highlight the need to focus greater attention on discriminating between the short and long-term consequences of IT/IS decision-making.

Introduction: past and presentThe business environment of the new millennium is responsive, dynamic and competitive, and is in a constant state of customer-centred change.This change has been largely initiated by innovations in information and communication technologies, which have led to the creation of the information-based economy.Consequently, many organizations have become reliant upon Information Technology (IT) and Information Systems (IS) to support their business processes.Yet, research undertaken by Kempis and Ringbeck (1999) suggests that an alarming proportion of organisations are under-performing with regard to the efficiency and effectiveness of IT utilisation.Why is this the case?Well, the answer to this question is by no means straightforward, and is something that researchers, practitioners and the like, seek to explain.According to McKay and Marshall (2001), there appears to be a dichotomy with respect to the question of investment in IT/IS.On the one hand, the notion of an information-based economy and the arrival of an e-business domain have led to considerable faith being placed in IT to deliver performance improvements.On the other hand, there is concern that IT/IS is not delivering what it promises by vendors and project champions.Irani and Love (2001) attribute this lack of delivery to the difficulty in determining business value from IT/IS investments, and the considerable indirect costs associated with enterprise-wide systems.McKay and Marshall (2001) express concern that managers do not perceive that they are deriving value for money when it comes to IT investments.The measurement of business value of IT/IS investments has been the subject of

This paper describes the idiosyncracies of a case study company, through highlighting issues and problems experienced during their attempts to evaluate, implement and realise the holistic implications of a manufacturing information system. Although the Information System (IS) was operational for a period of time, it was eventually deemed a failure. The reason for this was that a range of human and organisational factors prevented the organisation from embracing the full impact of the system. The eventual success of their information system was realised through a bespoke implementation, based upon a traditional systems development lifecycle that indirectly addressed learning issues following the earlier failed deployment. The paper highlights key issues relating to business success and failure, and then contrasts them alongside the presented case study. In doing so, the authors conclude by proposing methods through which manufacturing information systems can be transformed for business success. This is described achievable through both a realisation in the positioning of the organisation relative to technology management, and the related mapping of human and technological constructs that support information systems related success.