Multi-Agent Systems (MAS) have been successfully applied in industry for their ability to address complex, distributed problems, especially in IoT-based systems. Their efficiency in achieving given objectives and meeting design requirements is strongly dependent on the MAS organization during the engineering process of an application-specific MAS. To design a MAS that can achieve given goals, available methods rely on the designer's knowledge of the deployment environment. However, high complexity and low readability in some deployment environments make the application of these methods to be costly or raise safety concerns. In order to ease the MAS organization design regarding those concerns, we introduce an original Assisted MAS Organization Engineering Approach (AOMEA). AOMEA relies on combining a Multi-Agent Reinforcement Learning (MARL) process with an organizational model to suggest relevant organizational specifications to help in MAS engineering.

Providing appropriate structures around human resources can streamline operations and thus facilitate the competitiveness of an organization. To achieve this goal, modern organizations need to acquire an accurate and timely understanding of human resource grouping while faced with an ever-changing environment. The use of process mining offers a promising way to help address the need through utilizing event log data stored in information systems. By extracting knowledge about the actual behavior of resources participating in business processes from event logs, organizational models can be constructed, which facilitate the analysis of the de facto grouping of human resources relevant to process execution. Nevertheless, open research gaps remain to be addressed when applying the state-of-the-art process mining to analyze resource grouping. For one, the discovery of organizational models has only limited connections with the context of process execution. For another, a rigorous solution that evaluates organizational models against event log data is yet to be proposed. In this paper, we aim to tackle these research challenges by developing a novel framework built upon a richer definition of organizational models coupling resource grouping with process execution knowledge. By introducing notions of conformance checking for organizational models, the framework allows effective evaluation of organizational models, and therefore provides a foundation for analyzing and improving resource grouping based on event logs. We demonstrate the feasibility of this framework by proposing an approach underpinned by the framework for organizational model discovery, and also conduct experiments on real-life event logs to discover and evaluate organizational models.

Revolutions, it's been remarked, never go backward. Nor do they advance at a constant rate. Consider the immense transformation unleashed by data analytics. By now, it's clear the data revolution is changing businesses and industries in profound and unalterable ways. But the changes are neither uniform nor linear, and companies' data-analytics efforts are all over the map. McKinsey research suggests that the gap between leaders and laggards in adopting analytics, within and among industry sectors, is growing. Some companies are doing amazing things; some are still struggling with the basics; and some are feeling downright overwhelmed, with executives and members of the rank and file questioning the return on data initiatives. For leading and lagging companies alike, the emergence of data analytics as an omnipresent reality of modern organizational life means that a healthy data culture is becoming increasingly important. With that in mind, we've spent the past few months talking with analytics leaders at companies from a wide range of industries and geographies, drilling down on the organizing principles, motivations, and approaches that undergird their data efforts. We're struck by themes that recur over and again, including the benefits of data, and the risks; the skepticism from employees before they buy in, and the excitement once they do; the need for flexibility, and the insistence on common frameworks and tools. And, especially: the competitive advantage unleashed by a culture that brings data talent, tools, and decision making together. The experience of these leaders, and our own, suggests that you can't import data culture and you can't impose it. Most of all, you can't segregate it.

One or more of these issues is likely what's holding your organization back. How confident are you that your analytics initiative is delivering the value it's supposed to? These days, it's the rare CEO who doesn't know that businesses must become analytics-driven. Many business leaders have, to their credit, been charging ahead with bold investments in analytics resources and artificial intelligence (AI). Many CEOs have dedicated a lot of their own time to implementing analytics programs, appointed chief analytics officers (CAOs) or chief data officers (CDOs), and hired all sorts of data specialists. However, too many executives have assumed that because they've made such big moves, the main challenges to becoming analytics-driven are behind them.