<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>27</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Albena Popova</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Tools for Managing an Airport Security System</style></title><secondary-title><style face="normal" font="default" size="100%">IT4Sec Reports</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">airport</style></keyword><keyword><style  face="normal" font="default" size="100%">balanced scorecard</style></keyword><keyword><style  face="normal" font="default" size="100%">security</style></keyword><keyword><style  face="normal" font="default" size="100%">strategic map</style></keyword><keyword><style  face="normal" font="default" size="100%">strategy for development</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2021</style></year></dates><number><style face="normal" font="default" size="100%">142</style></number><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">&lt;p&gt;The airport security management system is a complex system that includes provision of the security of personnel and passengers, aviation equipment, cargo, information, technical systems and various other assets. First and foremost, it needs to be comprehensive and sustainable. At the same time, against the background of changes in the security environment, the studied airport security management system should have sufficient flexibility, allow for changes and able to adapt. This report presents the results of a study on the possibilities for adaptation and application of classic management tools in the interest of ensuring sustainable development of the airport security management system.&lt;/p&gt;</style></abstract></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Smith, Paul Alan</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Strategy Development and Implementation in a Complex Multi-National IT Organisation</style></title><secondary-title><style face="normal" font="default" size="100%">Information &amp; Security: An International Journal</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">balanced scorecard</style></keyword><keyword><style  face="normal" font="default" size="100%">change management</style></keyword><keyword><style  face="normal" font="default" size="100%">Organisational Change</style></keyword><keyword><style  face="normal" font="default" size="100%">performance management</style></keyword><keyword><style  face="normal" font="default" size="100%">Strategic Objectives</style></keyword><keyword><style  face="normal" font="default" size="100%">strategic plan</style></keyword><keyword><style  face="normal" font="default" size="100%">strategy</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2019</style></year></dates><volume><style face="normal" font="default" size="100%">42</style></volume><pages><style face="normal" font="default" size="100%">13-32</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">&lt;p&gt;A strategy helps position an organisation in an environment. Often plans are wrongly presumed to be strategies and complex strategies can include a reorganisation. Strategy Development in a multinational organisation that is operating in an international environment is not easy. The intrinsic complexity of developing a strategy in this environment cause unusual frictions, due to highly volatile factors such as the speed of change, slow political processes and often cumbersome acquisition processes. Doing so for the first time, as a concurrent merger of five other organisations takes place, is not simple. However when necessity requires it, one can undertake a full strategy development. Building a strong senior management team is a pre-requisite. The team can be enhanced through the strategy development process, strategy production and subsequent implementation, by locking in the senior management team to a common endeavour. If they can be brought together and work together collegiately, collectively they can deliver the strategic outcome required.&lt;/p&gt;</style></abstract><section><style face="normal" font="default" size="100%">13</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>27</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Venelin Georgiev</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Strategy Maps and Balanced Scorecard - used for Assessing the Activities of the Entities in the BAS</style></title><secondary-title><style face="normal" font="default" size="100%">IT4Sec Reports</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">balanced scorecard</style></keyword><keyword><style  face="normal" font="default" size="100%">budget</style></keyword><keyword><style  face="normal" font="default" size="100%">IT4Sec reports</style></keyword><keyword><style  face="normal" font="default" size="100%">management of the organization</style></keyword><keyword><style  face="normal" font="default" size="100%">program</style></keyword><keyword><style  face="normal" font="default" size="100%">project</style></keyword><keyword><style  face="normal" font="default" size="100%">strategic map</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2013</style></year><pub-dates><date><style  face="normal" font="default" size="100%">January 2013</style></date></pub-dates></dates><number><style face="normal" font="default" size="100%">107</style></number><publisher><style face="normal" font="default" size="100%">Institute of Information and Communication Technologies</style></publisher><pub-location><style face="normal" font="default" size="100%">Sofia</style></pub-location><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">„Strategy Maps and Balanced Scorecard - used for Assessing the Activities of the Entities in the BAS“ in the article, based on the classic and widely accepted approach to the management of the organization, a description of the possible mechanism for assessing the activity of structures of BAS is made. The main idea is related to the understanding that, in order to effectively run an organization it needs to create conditions for the evaluation of its activities, which in turn is associated with better understanding and description of the model of operation. In structuring the evaluation mechanism a strategic map, balanced scorecard, management matrix, quantitative and qualitative evaluations have been used. The content of the material presents the advantages in the theoretical and practical aspects, which would provide the proposed mechanism for measuring and evaluating the specific activity of the structures of BAS</style></abstract></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>27</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Irena Nikolova</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">COMPUTER ASSISTED EXERCISES MANAGEMENT ENVIRONMENT FOR CIVIL SECURITY</style></title><secondary-title><style face="normal" font="default" size="100%">IT4Sec Reports</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">balanced scorecard</style></keyword><keyword><style  face="normal" font="default" size="100%">CAX Management environment</style></keyword><keyword><style  face="normal" font="default" size="100%">Computer Assisted Exercises (CAX)</style></keyword><keyword><style  face="normal" font="default" size="100%">integrated security sector; project management</style></keyword><keyword><style  face="normal" font="default" size="100%">portfolio management</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2011</style></year><pub-dates><date><style  face="normal" font="default" size="100%">2011</style></date></pub-dates></dates><number><style face="normal" font="default" size="100%">76</style></number><publisher><style face="normal" font="default" size="100%">Institute of Information and Communication Technologies</style></publisher><pub-location><style face="normal" font="default" size="100%">Sofia</style></pub-location><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Up to the beginning of the 90-s “security” was a synonym of “defense”. While today in most European countries security is firstly associated to risks like: illegal migration, ethnic and religious conflicts, the proliferation of weapons of mass destruction and, of course, terrorism. These may also include effective prevention, mitigation and management of the consequences of natural disasters and industrial accidents. That is why security is no longer a purely military concern. Nowadays it is also related to the social-economic development and all elements of the society are involved. In accordance the new demands towards security impose fundamental reforms of the national structures, investment models, systems for management, adoption and mass application of contemporary methods of operations research, system analysis and risk management. Without such approach the conclusions and decisions based on them cannot be fully substantiated. Without such approach the conclusions and decisions based on them cannot be fully substantiated.
The necessity to perceive the security sector in comprehensive manner involving all types of authorities, has been imposed by the complexity of the current security issue. The national security, as wellthe individual’s security has to be ensured within all dimensions – military, political, economic, social,societal and environmental. The more complex understanding of the term “security sector” also reflects such crucial topics of the current political and scientific discourses as is the good governance, eventually transition or integration in a better way.
Important part of the good governance is the crises management. In this area military and civilian actors need to plan together, operate in complementary ways and support each other. Such a comprehensive approach is an essential part of NATO’s transformation in the  crisis management domain.
The need to promote a Comprehensive Approach applies not only to operations but more broadly to many of NATO's efforts to deal with 21st century security challenges such as fighting terrorism, improving energy security, preventing proliferation of weapons and dangerous materials, protecting against cyber attacks, and confronting the threat of piracy. NATO's contribution to a Comprehensive Approach is a key feature in the new Strategic Concept.
Main goal in that direction is development of professional forces, flexible enough to execute tasks in broad spectrum. . These forces must be effective, multifunctional, modulized mobile and professionally trained. 
Current technologies bridge the training needs and improvement of capabilities. The information technologies provide optimal way for resolving key issues on national and global level and are appropriate for enhancing the preparedness and trainings.   
Applying the modeling and simulation methodologies and tools in the commanding staff trainings is a new form for capabilities development, which is well accepted in NATO members    
Establishment of centers for modeling and simulations, development of new training models in accordance to NATO standards, execution of computer assisted exercises and usage of lessons learned from the practice, contribute for the improvement of individual’s and team trainings. The computer assisted exercises (CAX) are one of the valuable tools for enhancing the effectiveness in trainings and achieving interoperability at low price and decreased risk level, in comparison to field exercises.  CAX is a tool for testing doctrinal documents implementing the gained experience and lessons learned in past military missions. Despite the important role of CAX for enhancing training capabilities in the integrated security sector, unified CAX management environment practically is missing. This environment have to form organizational system of concepts, approaches, methodologies, tools and means for effective realization of processes and its improvement.    
Design, development and utilization of unified CAX environment is a new multidiscipline systematic approach for CAX management and affords opportunity for planning, execution and results assessment of CAX projects in the civil security domain.    
Adding a structured framework for project management assures monitoring and control on finances, tasks, resources, information, quality, risks and guarantees successful accomplishment of the projects. The specific benefits are as follows: 
1.	Project implementation in scope, in time and in budget;
2.	 Transparency, distinct distribution of responsibilities and assessment of deliverables and achieved results at each project stage;
3.	More effective and efficient resource management; Storing data and knowledge bases.
Considering the CAX specific features and the best practices, the model has been developed on the conceptual basis for project management. The applied methodology follows the five phases of the project management lifecycle: initiation, planning, execution, control and monitoring and finalization.   
Project management tries to see the CAX a whole, and systematically challenge the difficulties encountered with new re-thinking processes in order to increase the CAX management.
In addition, the portfolio project management cycle proposed, allows the creation of an excellent base of information that, with some extension and analysis may be transformed into knowledge, facilitating the post-mortem analysis of the decisions taken and of the scenarios in a specific period of time. This ability can enhance the CAX learning, gathering valuable lessons in order to avoid the repetition of past errors.
So it is of great importance to develop a flexible and expandable еnvironment for CAX management, which considers concepts, methods, approaches and tools and combine the different criteria in the most suitable selection of the project portfolio, involving the full participation of the decision makers and providing the users with a quick feedback impact, in certain parameters, with the consequences of the changes produced.
</style></abstract></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Irena Nikolova</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Computer Assisted Exercises Management Environment for Civil Security</style></title><secondary-title><style face="normal" font="default" size="100%">Information &amp; Security: An International Journal</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">balanced scorecard</style></keyword><keyword><style  face="normal" font="default" size="100%">CAX</style></keyword><keyword><style  face="normal" font="default" size="100%">Computer Assisted eXercises</style></keyword><keyword><style  face="normal" font="default" size="100%">Integrated Security Sector</style></keyword><keyword><style  face="normal" font="default" size="100%">management environment</style></keyword><keyword><style  face="normal" font="default" size="100%">portfolio management</style></keyword><keyword><style  face="normal" font="default" size="100%">Project management</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2011</style></year><pub-dates><date><style  face="normal" font="default" size="100%">2011</style></date></pub-dates></dates><volume><style face="normal" font="default" size="100%">27</style></volume><pages><style face="normal" font="default" size="100%">147-159</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">&lt;p&gt;Developing new training models along NATO and EU priorities, conducting computer assisted exercises and applying lessons learned from practical experience contribute to the strengthening the individual and team readiness for crises management. However, no matter how important CAX are for the enhancement of training in the integrated security sector, practically a unified CAX management environment in civil security area is still missing. This environment would form an organizational system comprising concepts, approaches, methodologies, tools and means for effective process implementation and their improvement. A model of unified CAX management environment for concept development, selection of methodology, application of tools, detailed analyses, prognosis, evaluations and scientifically based solutions is presented here. This model is based on the most accepted method for the enhancement of effectiveness, result-oriented management, ensuring transparency and oversight &amp;ndash; the application of project management methodology for the entire management of CAX in civil security&lt;/p&gt;</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>27</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Todor Tagarev</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Programme for management of the Institute of Information and Communication Technologies of the Bulgarian Academy of Sciences</style></title><secondary-title><style face="normal" font="default" size="100%">IT4Sec Reports</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">balanced scorecard</style></keyword><keyword><style  face="normal" font="default" size="100%">budgeting</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">IT4Sec reports</style></keyword><keyword><style  face="normal" font="default" size="100%">oversight</style></keyword><keyword><style  face="normal" font="default" size="100%">R&amp;D management</style></keyword><keyword><style  face="normal" font="default" size="100%">SWOT analysis</style></keyword><keyword><style  face="normal" font="default" size="100%">TRL</style></keyword><keyword><style  face="normal" font="default" size="100%">vision</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2010</style></year><pub-dates><date><style  face="normal" font="default" size="100%">2010</style></date></pub-dates></dates><number><style face="normal" font="default" size="100%">55</style></number><publisher><style face="normal" font="default" size="100%">Institute of Information and Communication Technologies</style></publisher><pub-location><style face="normal" font="default" size="100%">Sofia</style></pub-location><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">„Programme for Managing and Development of the Institute of Information and Communication Technologies of the Bulgarian Academy of Sciences”.  This management programme was prepared for the procedure for appointment of director of the Institute of Information and Communication Technologies (IICT) of the Bulgarian Academy of Sciences, established through merger of three academic institutes. It is based on a SWOT analysis. The report presents the fundament of a balanced scorecard for assessing the results and the performance of a modern research and technology organisation.</style></abstract></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Dobromir Totev</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Implementation of Results-Oriented Defense Resource Management in the Bulgarian MoD – Problems and Way Ahead</style></title><secondary-title><style face="normal" font="default" size="100%">Information &amp; Security: An International Journal</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">balanced scorecard</style></keyword><keyword><style  face="normal" font="default" size="100%">Defense resource management</style></keyword><keyword><style  face="normal" font="default" size="100%">force management system</style></keyword><keyword><style  face="normal" font="default" size="100%">performance indicators.</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2009</style></year><pub-dates><date><style  face="normal" font="default" size="100%">2009</style></date></pub-dates></dates><volume><style face="normal" font="default" size="100%">23</style></volume><pages><style face="normal" font="default" size="100%">175-187</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The practical implementation of results-based resource management re­quires realistic and clear strategies at both national and international level, correct prioritization of tasks (projects), optimal use of resources, and also development of a sense of purpose and transparency. There is also a necessity of permanent adapta­tion and skills for change management. The improvement of the efficiency of De­fense Resource Management in the Bulgarian MoD requires some additional changes and developments, such as: (1) Complete implementation of an effective Force Management System, which will set the identification and development of the required operational capabilities (ROCs) of the Bulgarian Armed Forces, and its synchronization with the other two sub-systems – the Integrated Defense Resource Management System (IDRMS) and the Acquisition System; (2) A need for more complete and realistic vision in the Defense Programming Guidance (DPG); (3) Enhancing the role and contribution of senior leadership; (4) Introduction of an integrated MoD; (5) Adequate financial projections; (6) Preparation of suitable risk analyses; (7) Use of the Balanced Scorecard (BSc) methodology; (8) The IDRMS information and technology environment should be improved by development and support of the Defense Resource Management Model database and application of the results for modeling and systematic analysis of the programs.
</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Velizar Shalamanov</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">2020 Air Force Mission Capabilities Packages from Operational Analysis Perspective</style></title><secondary-title><style face="normal" font="default" size="100%">Information &amp; Security: An International Journal</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">air force capabilities</style></keyword><keyword><style  face="normal" font="default" size="100%">air force technologies</style></keyword><keyword><style  face="normal" font="default" size="100%">balanced scorecard</style></keyword><keyword><style  face="normal" font="default" size="100%">Force planning</style></keyword><keyword><style  face="normal" font="default" size="100%">operations research</style></keyword><keyword><style  face="normal" font="default" size="100%">QPR</style></keyword><keyword><style  face="normal" font="default" size="100%">task list</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2007</style></year><pub-dates><date><style  face="normal" font="default" size="100%">2007</style></date></pub-dates></dates><volume><style face="normal" font="default" size="100%">21</style></volume><pages><style face="normal" font="default" size="100%">69-81</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">This article deals with the development of Air Force mission capabilities packages. To this end, it addresses the challenge of operational analysis of the complex relationships among end users, services, missions and tasks of the Air Force, capabilities, resources, units, etc. The author emphasizes the importance of creating respective service-oriented governmental architecture. The need for definition of Universal Task List (UTL) for the whole security sector and distribution of capabilities among security sector organizations is also outlined. A systematic op-erational analysis for capabilities/force structure planning and mission capabilities packages (MCP) planning for certain operations/services is thoroughly presented.</style></abstract></record></records></xml>