The increasing automation of vehicles is resulting in the integration of more extensive in-vehicle sensor systems, electronic control units, and software. Additionally, vehicle-to-everything communication is seen as an opportunity to extend automated driving capabilities through information from a source outside the ego vehicle. However, the validation and verification of automated driving functions already pose a challenge due to the number of possible scenarios that can occur for a driving function, which makes it difficult to achieve comprehensive test coverage. Currently, the establishment of Safety Of The Intended Functionality ( SOTIF ) mandates the implementation of scenario-based testing. The introduction of additional external systems through vehicle-to-everything further complicates the problem and increases the scenario space. In this paper, a methodology based on state charts is proposed for modeling the interaction with external systems, which may remain as black boxes. This approach leverages the testability and coverage analysis inherent in state charts by combining them with scenario-based testing. The overall objective is to reduce the space of scenarios necessary for testing a networked driving function and to streamline validation and verification. The utilization of this approach is demonstrated using a simulated signalized intersection with a roadside unit that detects vulnerable road users.

Intelligent agents offer a new and exciting way of understanding the world of work. Agent-Based Simulation (ABS), one way of using intelligent agents, carries great potential for progressing our understanding of management practices and how they link to retail performance. We have developed simulation models based on research by a multi-disciplinary team of economists, work psychologists and computer scientists. We will discuss our experiences of implementing these concepts working with a well-known retail department store. There is no doubt that management practices are linked to the performance of an organisation (Reynolds et al., 2005; Wall & Wood, 2005). Best practices have been developed, but when it comes down to the actual application of these guidelines considerable ambiguity remains regarding their effectiveness within particular contexts (Siebers et al., forthcoming a). Most Operational Research (OR) methods can only be used as analysis tools once management practices have been implemented. Often they are not very useful for giving answers to speculative 'what-if' questions, particularly when one is interested in the development of the system over time rather than just the state of the system at a certain point in time. Simulation can be used to analyse the operation of dynamic and stochastic systems. ABS is particularly useful when complex interactions between system entities exist, such as autonomous decision making or negotiation. In an ABS model the researcher explicitly describes the decision process of simulated actors at the micro level. Structures emerge at the macro level as a result of the actions of the agents and their interactions with other agents and the environment. 3 We will show how ABS experiments can deal with testing and optimising management practices such as training, empowerment or teamwork. Hence, questions such as "will staff setting their own break times improve performance?" can be investigated.