Pedro S Ferreira

Pedro F Cunha
email: pcunha@ceni.pt

Luís Carneiro
email: luis.carneiro@inescporto.pt

André Sá
email: andre.sa@inescporto.pt

An Approach to Performance Management in Collaborative Networks Based on Stakeholders' Key Success Factors

Keywords: Performance management, collaborative networks, virtual organisations, framework for performance management

Performance management in collaborative networks requires approaches suitable to deal with a larger domain than in traditional organisations, including new processes, new stakeholders and a less clear border between internal and external. The proposed approach addresses objectives and strategies setting, performance measurement and evaluation, monitoring, learning and improvement. It relies on the identification of key stakeholders and on their key success factors which provide the external perspective driving the performance evaluation and improvement. The work starts from the consideration of different natures and life times of Business Communities and Virtual Organisations, analyses the stakeholders' relations and emphasises the clear identification of value creation for stakeholders as an essential component to align organisations.

Introduction

As new forms of organisation emerge and develop to cope with the new challenges, companies lack the support to fully understand them, their implications and their benefits and to make the path towards them. That path is mostly a continuous process of adjustment concerning trust, sharing, collaboration, agility and competency.

Through collaborative networks (CN), participating organisations aim at delivering higher value and higher performance to their stakeholders and at sustaining competitive advantage, by sharing knowledge and resources. Performance management, essential to the success of collaborative networks, requires approaches suitable to the type and objectives of this type of networks. The change of previous organisational models, e.g. companies with sharp boundaries, formal relationships with other companies and a focus on internal efficiency and effectiveness, to networks has a profound impact upon performance management practices [START_REF] Folan | A review of performance measurement: Towards performance management[END_REF]. Though the single organisation performance management concepts and recommendations have been applied to networks and are to great extent valid, the new challenges require dealing with a larger domain, including new processes, new stakeholders and a less clear concept of internal and external to virtual and real organisations. Other specific issues of networks to deal with are the duration of their life and their virtual nature.

The concepts of virtual organization (VO) and virtual organization breading environment (VBE) [START_REF] Camarinha-Matos | Elements of a base VE infrastructure[END_REF] were used by the Net-Challenge project [START_REF] Carneiro | An Innovative Framework Supporting SME Networks for Complex Product Manufacturing[END_REF]. A Business Community (BC), according to the Net-Challenge project, is similar to a VBE, mainly composed of SME in the same industry, usually in a geographic proximity, that may be open or closed, depending on the restrictions to membership.

Performance management is very important also in CN to assure the delivery of value to its stakeholders and to strive to beat the competition. Moreover, performance management should contribute to trust development in CN, which is a fundamental enabler of collaboration, by delivering objective information on performance of CN and of their members. In this context, several contributions can be found for performance measurement considering it a way to demonstrate the benefits of participating in CN and to promote the acceptance of these organisational forms [START_REF] Camarinha-Matos | Performance indicators for collaborative networks based on collaboration benefits[END_REF] and aiming at achieving equity among partners [START_REF] Alfaro | A performance measurement system for virtual and extended enterprises[END_REF].

In the CN, performance management calls for suitable approaches and processes to identify critical factors and indicators, to formulate actions to take advantage of opportunities or overcome weaknesses and improve the system's performance as it defined by the stakeholders [START_REF] Cunha | Performance evaluation within cooperate networked production enterprises[END_REF]. Performance management covers objectives, strategies, performance measurement and evaluation, monitoring, learning and improvement [START_REF] Otley | Performance management: a framework for management control systems research[END_REF]. The following activities are part of a performance management process:

1. Definition of objectives and strategy formulation; 2. Definition of what to measure and targets setting; 3. Setup of a measurement system; 4. Measurement and analysis of performance; 5. Decision and carrying out of actions in order to achieve the targets. Activity 1 of the previous list is concerned with what the organisation wants to be good at and what strategy it chooses to get there. The activities 2 to 4, which are part of the performance measurement process, receive inputs from the first one and deliver outputs to the last one. In the current context, performance measurement is about collecting data about the past so that a projection into the future can be done and improvement actions can be decided.

Performance management is tightly integrated with process design. Processes are designed and tuned for specific objectives, related to the organisation's strategy. A challenge is the alignment of processes and organisations and the development of suitable performance indicators that provide objective and explicit representation of performance and benefits within a collaborative network. Approaches like the Supply Chain Operations Reference (SCOR) model developed by Supply Chain Council that proposes performance indicators for supply chains are not oriented towards collaborative processes throughout the supply network [START_REF] Forme | A framework to analyse collaborative performance[END_REF], cannot cope with the dynamics of CN and cannot measure performance on soft factors related to the collaboration [START_REF] Camarinha-Matos | Related work on reference modeling for collaborative networks[END_REF].

In the following sections of this paper the Net-Challenge approach to performance management based on stakeholders' key success factors is presented. This approach is part of the framework for performance management developed in the Net-Challenge project.

CN's Stakeholders and their Key Success Factors

Performance cannot be objectively defined and it can only have a clear definition within each specific context [START_REF] Lebas | Performance measurement and performance management[END_REF]. In fact, the definition of performance lacks knowing to whom is performance delivered [START_REF] Otley | Performance management: a framework for management control systems research[END_REF]. The base principle in this approach is that performance is determined by the stakeholders.

A key stakeholder is an entity with an interest in the organisation's activity or in its outcomes, which has the power to influence them considerably. Knowing who the key stakeholders are and what they are expecting from the organisation is the starting point to fulfil their expectations. The key stakeholders of the BC are BC Member, VO, Customer and Society. The VO's key stakeholders are Broker, Partner, Customer, BC and Society. Fig. 2 represents the stakeholders and their relations. It is considered that the broker is the organisation holding the business opportunity and that it represents the customer at the same time it is a partner in the VO. However, taken into consideration the importance of having the VO oriented to the creation of value and to the customer, and with the purpose to emphasise its KSF and to keep the specific role of the broker clear, the customer is considered a VO's stakeholder.

The Business Community is a VO's stakeholder since it only fulfils its potential and its mission through the VO. The VO is a BC's stakeholder by definition, since the BC must provide the conditions for the formation and success of VO. The society is a key stakeholder of both BC and VO but with different perspectives related with their different time horizons and purposes.

Stakeholders are the ones who ultimately evaluate the performance of an organisation. So, it is fundamental to know what are the attributes they value most (in the product, service, job or whatever kind of deliverable) and that they expect the organisation and its competitors can provide them i.e., the success factors. The key success factors (KSF) are the most important success factors for the key stakeholders, the ones the organisation will concentrate on. The difficulty about determining the KSF lies in identifying the few things that will drive the organisation's strategy and its success [START_REF] Kaydos | Operational performance measurement: increasing total productivity[END_REF].

BC BC member

VO VO broker VO partner

Customer

Society

The distinction of success factors (stakeholder centred) from factors internal to the organisation (organisation or process centred), which are the factors that drive or affect the success factors and that will be called performance factors, is important.

The key success factors have to be known by asking the stakeholders. The way an organisation satisfies the KSF will determine its competitive advantage and for that reason they are in the base of a strategy formulation.

There is no consensus concerning this terminology. The concept of KSF is used with this name [START_REF] Forme | A framework to analyse collaborative performance[END_REF] and is also named key strategic factor [START_REF] Kenny | Strategic Planning and Performance Management: Develop and Measure a Winning Strategy[END_REF]. A related concept in the SCOR model is the value proposition statement which identifies the KSF for types of customer in segmented markets [START_REF] Bolstorff | Supply chain excellence: a handbook for dramatic improvement using the SCOR model[END_REF]. Many authors do not distinguish the external and internal perspectives, using the names critical success factor [START_REF] Kaplan | The Balanced Scorecard[END_REF] and key performance factor [START_REF] Kaydos | Operational performance measurement: increasing total productivity[END_REF], among others.

The benefit concept is central in the approach to performance measurement of ECOLEAD project [START_REF] Camarinha-Matos | Performance indicators for collaborative networks based on collaboration benefits[END_REF], since it is the driver of the collaborative network (CN) behaviour. The goal in a CN is the maximization of a benefit which is an attribute of its specific value system.

Since the KSF are related with competitiveness, it should be noted that competition and the possibility to choose alternatives exist both in BC and in VO and the choice will be determined by the performance on the KSF. As an example, an organisation may decide to participate or not in a BC and may be or not allowed to participate.

Performance Management in Collaborative Networks

The proposed approach to performance management aims at guaranteeing the alignment and achievement of strategic and operational business objectives in the Virtual Organisation and in its supporting Business Community environments. It relies on establishing a strategy based on key success factors (KSF) and on identifying and cascading them internally in alignment with the strategy. Fig. 2 depicts the Net-Challenge performance management framework.

The main components of the Net-Challenge framework for performance management are: • a stakeholder's perspective of value which defines what performance is (external environment); • the interlinked factors in the CN which can be acted upon in order to change performance (internal environment); • the reference performance management processes aiming at making the strategy succeed; • the information system; • the process' resources;

• the communication processes (internal and with stakeholders).

Performance can be acted upon in the two environments, which means in two time horizons. In the VO, depending on its lifetime and in the BC, where members develop their capabilities, sharing knowledge whenever possible and try to know each other. In the BC, a management process can improve the instruments related to membership and those made available to VO to support their formation and operation, such as the standard processes, templates and specific ICT tools. Also a BC management process for strategy revision ponders the actual performance and the environment changes and adjusts strategy if necessary.

Two reference processes for performance management in the BC and in the VO are part of the Net-Challenge framework, which interface with the reference collaboration processes as briefly explained. In order to expedite the processes, particularly in VO, some resources are provided -scenario templates which characterise typical business scenarios and propose sets of KSF and lists of success factors, the corresponding KPI and the definitions. The information system collects data from VO partners and BC members for KPI, conveys evaluation of performance and feeds a central repository of information (BC member and VO profiles). Aggregated and disaggregated data allows analysing performance of VO, VO partners and of the whole BC. This system supports search of partners based on claimed capabilities, qualified processes and actual performance.

Internal and external communication of performance is essential to mobilise organisations to improvement, to convey the BC strategy and to reward the members.

In order to speed up and guide organisations in the analysis process and in the identification of KSF and also to clarify the concepts of the performance management framework, the framework contains examples of KSF to BC's and VO's stakeholders which are presented in Table 1 andTable 2, respectively. To find the KSF the key question is "what are most important requirements that the stakeholder wants from the organisation (and from other competing organisations) that will determine his evaluation or ultimately that will make him decide for one organisation?". Since it is important that a clear and common understanding of the meaning of each KSF exists, a KSF glossary is a required process resource.

The BC's KSF to the VO consider both the formation of the VO and its operation. During the formation, the VO does not exist formally but the KSF demanded are specific and distinct from those asked by a member to the BC.

The KSF listed are potential KSF and only some of them will apply in each scenario. It should also be noted that the BC also wants some of the VO's KSF to customer, meaning that those KSF are related with its mission statement and main goals (such as supporting the supply of complex, high added value products for demanding customers). By analysing the performance of all VO formed, the BC can determine its own success. The identification of the most important factors that affect the key success factorsthe key performance factors (KPF) -enables to act on the processes and measure them in alignment with the strategy. The process of identification and definition of KSF and KPF contribute to create a common language in the Business Community.

Key performance indicators (KPI) allow monitoring the performance of the organisations on the selected key factors (success and performance factors). However a performance factor may require more than one performance indicator to be fully measured. KPI are the (few) selected ones to measure the overall performance of a system or organisation. Some KPI are proposed with the main objective to speed up the analysis during formation of BC and VO.

Although quantitative indicators were preferred, for some factors only qualitative indicators could be found. Some are measured periodically others are measured once, which is the case of qualitative measures obtained at the VO's dissolution phase in a review of performance.

Validation

The Net-Challenge framework for performance management will be tested in a pilot application led by one industrial partner, in the textile and garment sector. In this sector, supply chains are hierarchical; many companies are very small and have a very informal approach to performance management. It will be mostly focused the validation of the process resources (KSF, KPF, KPI and business scenarios) and of the sub-processes to negotiate them and setup the performance management processes.

Interviews with key people in the participating organisations will enable an initial validation and adjustment and to determine the needs and requirements for training and assistance. Information will be acquired through inquiries about the initial conditions and the effectiveness of process execution. It will also be examined the contribution of the performance management processes to the alignment of strategies and to customer orientation. Both the validation and the specific requirements will enrich the framework.

Conclusions

The identification of CN's key stakeholders, of their relations and roles and the identification of their key success factors enables a comprehensive approach to performance management, from strategy setting to improvement decisions and monitoring. The paper focus the identification and definition of key success factors, i.e., of value creation for stakeholders as an essential component for the analysis and control of performance factors and thus to support the collaboration processes in CN.

As argued in this paper, performance measurement and particularly the selection of KPI require the existence of the sound base provided by the analysis of KSF or otherwise may be arbitrary and generate confusion, resources waste and lack of confidence on CN potential. The practical approach and the KSF presented can guide CN to develop their performance management systems in a logic way, contribute to fill the gaps found in this area and may stimulate organisations to get involved in CN.

Fig. 1 .

 1 Fig. 1. BC's and VO's stakeholders.

Fig. 2 .

 2 Fig. 2. Components and interactions in the Net-Challenge framework for performance management.

Table 1 .

 1 List of some examples of BC's KSF to its stakeholders

	Stakeholder	KSF
	BC member	• Business opportunities	• Reputation in the market
		• Knowledge	• Economies of scale and scope
	Virtual	• Preparedness of members	• Supporting instruments
	Organisation	• Information about members	• Complementary capabilities
		• Capacity
	Customer	• Suppliers development	• Suppliers selection effort
	Society	• Social responsibility	• Ethical behaviour

Table 2 .

 2 List of some examples of VO's KSF to its stakeholders

	Stakeholder KSF
	Partner (not	• Sales	• Payment terms	• Knowledge
	broker)	• Margin	• Capacity utilisation	• Reputation in the BC
				and in the market
	Broker	• Cost and risk sharing	• KSF for Partner (not	• KSF for Customer
		• Responsiveness	Broker)	(when the Broker
		• Expertise		represents the
				Customer)
	Customer	• Price	• Location of partners	• Technical features
		• Quality of the	• Technical support	• Confidentiality
		product	• Delivery time	• Turnkey solutions
		• Innovative solutions /	reliability	Customer service
		differentiation	• Delivery time	• Product mix
	BC	• VO Sales	• Delivery time	• Knowledge
		• Margin	• Quality of products	• BC rules compliance
		• Turnkey solutions	• Technical features	• Reputation in the
				market
	Society	• Ethical behaviour	• Tax compliance	• Environmental
				compliance

Acknowledgments

The authors would like to acknowledge the co-funding of the European Commission within NMP priority of the Seventh RTD Framework Programme (2007-13) for the Net Challenge project (Innovative Networks of SMEs for Complex Products Manufacturing), Ref. CP-FP 229287-2. The authors also acknowledge the valuable collaboration provided by the project team during the research work.


Hassan Fatemi
email: h.fatemi@utwente.nl

Marten Van Sinderen
email: m.j.vansinderen@utwente.nl

Roel Wieringa
email: r.j.wieringa@utwente.nl

E3value to BPMN Model Transformation

Keywords: Value model, coordination process model, model transformation

à la diffusion de documents scientifiques de niveau recherche, publiés ou non, émanant des établissements d'enseignement et de recherche français ou étrangers, des laboratoires publics ou privés.

Introduction

Value models support business design decisions, while coordination models support IT design decisions. The motivations for business decisions are commercial and strategic, while the motivations for IT decisions are technical. The business decisions must be made by business managers and the IT decisions by IT managers. Value and coordination models represent different aspects of an e-business network but they have obvious consistency relations that enable partial automated support for designing one of these models based on the other. This is not only useful for e-business design, but it also helps us to understand the similarities and differences between value and coordination models and improves our insight into the logic of the decisions that must be made in e-business network design. These insights are independent from notation.

The purpose of this case study is to define a model transformation between two languages commonly used for modeling business collaborations: the e 3 value methodology [START_REF] Gordijn | Value based requirements engineering: Exploring innovative ecommerce ideas[END_REF] and the Business Process Modeling Notation (BPMN) [START_REF]OMG: Business Process Modeling Notation (BPMN) Version 1.0. OMG Final Adopted Specification[END_REF].

A business web is a collection of enterprises designed to jointly satisfy a consumer need [START_REF] Tapscott | Digital Capital: Harnessing the Power of Business Webs[END_REF]. E 3 value is a notation to model a business web from a value point of view. It shows the creation, distribution, and consumption of goods or services of economic value in a business web. The main goal of value modeling is to reach agreement amongst profit-and-loss responsible stakeholders regarding the question "Who is offering what of value to whom and expects what of value in return?" It also enables the stakeholders to assess their potential profitability in the business web and therefore develop an insight into the economical viability and sustainability of the whole business web. The target users of this notation are business stakeholders. BPMN, on the other hand, is a standard notation for modeling business processes for the purposes of business analysis and its target users are business analysts.

Business value models have different goals and concepts compared to process models [START_REF] Gordijn | Business modelling is not process modelling[END_REF]. Nevertheless they should be consistent with each other because they both refer to the same system. A lot of researches have been done regarding generating one of the models based on the other [START_REF] Andersson | From business to process models -a chaining methodology[END_REF][START_REF] Wieringa | Value-driven coordination process design using physical delivery models, 27th International Conference on Conceptual Modeling ER[END_REF][START_REF] Weigand | Value object analysis and the transformation from value model to process model[END_REF][START_REF] Fatemi | From business value model to coordination process model[END_REF][START_REF] Fatemi | Value-oriented coordination process modeling[END_REF] and checking their consistency [START_REF] Zlatev | Consistency between e3-value models and activity diagrams in a multi-perspective development method[END_REF][START_REF] Bodenstaff | On formal consistency between value and coordination models[END_REF][START_REF] Zarvi¢ | Checking the alignment of value-based business models and it functionality[END_REF].

In [START_REF] Fatemi | Value-oriented coordination process modeling[END_REF] we have proposed a stepwise and pattern-based method for generating a coordination model from a value model. In our transformation method, we start by finding value patterns in the value model and add their counterpart coordination patterns to the coordination model. This paper discusses the automation of this transformation process by modeling the value model in a graph and applying transformation rules on it using a graph transformation tool (Groove) [START_REF] Ghamarian | Modelling and analysis using GROOVE[END_REF].

(Business) Value Models

An e 3 value model consists of a graphic part and a computational part. The graphic part is a diagram and the computational part is a spreadsheet with algorithms that can do Net Present Value (NPV) estimations for the stakeholders involved in the diagram. In e 3 value we model a business web as a graph in which the nodes represent economic actors and the edges represent economic transactions. An e 3 value model also shows how a consumer need is met by a set of economic transactions between actors [START_REF] Gordijn | Value based requirements engineering: Exploring innovative ecommerce ideas[END_REF].

Consider the e 3 value model (Fig. 1) in which Buyer gives Money to Seller and receives Good in return and the Seller gives Money to the Transporter and receives Transport. This simple model illustrates the following modeling constructs of e 3 value: • Contract Period. A value model describes economic transactions during a specific period of time. It should be specified in supporting documentation. • Actor. An actor is an independent economic (and often also legal) entity with a specific interest in the collaboration (making profit, increasing utility, earning experience ...). Actors in Fig. 1 are Buyer, Seller and Transporter. The actor for whom the business web is made to satisfy his needs is called the consumer. We represent the consumer need by a bullet placed inside this actor (Buyer in Fig. 1). • Market Segment. A market segment is a set of actors that assign economic value to objects equally. They are shown as overlapping rectangles. • Value Object. A value object is a service, good, money, or experience, that is of economic value to at least one actor and that is exchanged between actors. In our example value objects are Money, Good, Money and Transport. • Value Port. An actor uses a value port to provide/request value objects to/from other actors. A value port is a conceptual construct indicating that during the contract period, an actor is capable of giving or receiving a value object. Value ports are represented by tiny triangles on the edge of the shapes depicting actors. actor together, meaning that if one of the value interfaces is triggered the connected value interfaces also must be triggered [START_REF] Gordijn | Value based requirements engineering: Exploring innovative ecommerce ideas[END_REF]. It consists of dependency nodes and connections. A dependency node is a consumer need, an AND-fork (the sign in the actor Seller) or AND-join, an OR-fork or OR-join, or a boundary element (Bull's eye sign). A consumer need is the trigger for the transfer of value objects. A boundary element indicates that no more value transfers can be triggered. A dependency is represented by a dashed line. After estimating the frequencies and values of the transactions in the computational part of the value model profitability estimations can be done by tracing the dependency path of transactions that are triggered by each occurrence of the consumer need.

Value Model Example

We take an example that handles clearing Intellectual Property Rights (IPR). It has two steps: 1) collecting fees from IPR users (owners of radio stations, bars, discotheque, etc.) who play music in public spaces to get money from it, and 2) repartitioning the collected fees to Right Owners (artists, producers, publishers, etc.). IPR fee collection is currently done based on statistical evidence, but SENA (http://www.sena.nl/), one of the main IPR societies in the Netherlands, is interested in a business model in which fees are collected on a pay-per-play basis, where for each music track, a track-specific business web of clearing organizations is composed. The diagram (Fig. 2) shows a number of actors that are engaged in commercial transactions. Receivers of music (bars, restaurants, supermarkets, etc.) receive music from specialized companies that provide background music. The receivers as well as the background music providers have to pay for the rights of those involved in creating this music. In the Netherlands these rights are collected by two organizations, SENA and BUMA/Stemra each responsible for collecting rights on behalf of some specific right owners. All transactions, including music distribution, are done on-line.

From Value Model to Coordination Model

While there are satisfactory solutions for transforming models to text, this is not the case for transforming models to models. Graph-based-transformation approaches are inspired by theoretical work in graph rewriting. These approaches are powerful and declarative, but also complex. The complexity stems from the non-determinism in scheduling and application strategy, which requires careful consideration of termination of the transformation process and the rule application ordering.

We model the value model shown in Fig. 2 as a graph in Groove (Fig. 3). The AND/OR nodes connected to stakeholder's node by an edge labeled with 'r' indicate the logical relation (AND/OR) of the incoming/outgoing edges to/from a node. Each stakeholder node and the AND and OR nodes connected to it by an edge labeled with 'r' represent one integrated conceptual node. In this way, the model indicates that Receiver has three value exchanges with SENA, BMP and BUMA with an AND relation between them i.e. they make a unit of exchange which means either all of them occur or none. SENA has two value exchanges with Receiver and BMP with an OR relation between them. Upon receiving money either from Receiver or BMP, SENA should distribute it to the appropriate right owners. This graph is the starting graph in the model transformation process. Two transformation rules are shown in Fig. 4. The rule in Fig. 4(a) indicates that if there is a pair of edges (value transfers), namely 'x' and 'y', between two distinct nodes (stakeholders), delete those two edges and add four nodes labeled with 'Send' and 'Request' connected to those two nodes by edges labeled with 'x' and 'y' as shown in Fig. 4(a). To prevent the recursive application of this rule on the newly added nodes, we need to specify in the rule that the two main nodes should be neither Send nor Request. Similarly, the rule in Fig. 4(b) indicates that if there is a single edge (value transfer), namely 'x', between two distinct nodes, delete that edge and add a node labeled with 'Send' connected to those two nodes by edges labeled with 'x' as shown in Fig. 4(b). To prevent application of this rule on the fake edges labeled with 'r' it is stipulated that the edge between the two nodes should not be labeled with 'r'. Again, to prevent the recursive application of this rule on the newly added node, we need to specify in the rule that the two main nodes should be neither Send nor Request.

The first rule has a higher priority, so Groove applies it first until it has no more matches. Then the second rule will be applied. If we don't specify priority for these two rules they conflict with each other and in case of having a pair of value exchanges between two stakeholders, instead of applying the first rule, the second rule may apply twice. Fig. 5 shows the final graph resulting from applying the transformation rules shown in Fig. 4 on the start graph. It shows all the necessary message exchanges between the stakeholders and the logical relation between the incoming/outgoing messages to/from a stakeholder's node. Note that there is no temporal ordering between the messages in this graph. Hence, the resulting graph is an interaction/communication model rather than a coordination model.

Making the Coordination Model

As we mentioned above, the result of the transformation process (Fig. 3) is not a coordination model but rather an interaction/communication model which shows all the necessary message interactions between the stakeholders and the logical relation between the incoming/outgoing messages to/from a stakeholder's node. To make a coordination model we need to add temporal ordering to the model, i.e. indicating the order in which the messages are exchanged between the actors.

The temporal meaning of the dependency path is merely that if the consumer need is triggered in the contract period, then the connected transactions are also triggered in the contract period. The dependency path actually represents the structure of the profitability computations not a process that coordinates the transactions. Many different coordination processes are compatible with a single value model.

Putting messages in a correct and meaningful order needs expert intervention and cannot be automated using the value model only. We need to supplement the value model with more information. Some of the messages indicate the transfer of value from one actor to the other, for example the Send message labeled with 'Money' from Receiver to SENA and the Send message labeled with 'Right' from SENA to Receiver imply the transfer of money and right respectively. The order in which these value objects are exchanged between stakeholders depends among others on the trust relations between the stakeholders. If, initially, Receiver sends the money to SENA in the hope that SENA acts reciprocally by returning the requested rights, it means that Receiver trusts SENA. Otherwise, if SENA, before receiving the money, sends the requested right to Receiver in the hope that Receiver will pay later, it means that SENA trusts Receiver. The third scenario, in which both SENA and Receiver need to trust each other at some point in time, is the case in which, initially, Receiver pays not all the money but part of it to SENA and then SENA sends the requested right to Receiver and finally Receiver sends SENA the remaining of the payment.

If we had the trust relations between the stakeholders or the way in which they want to transfer the value objects, then we could accordingly determine the temporal ordering of messages in the coordination model. For further discussions on the issue of message ordering using trust relations, we refer the reader to our recent work in [START_REF] Fatemi | Trust and Business Webs[END_REF].

We derived a coordination model from the model produced by the tool, but there is no space to show the resulting coordination model (which also is not of interest for this paper anyway). Ways to support this last part of transformation with automated solutions (e.g., providing the expert with decision support, or applying constraints implied by trust relations automatically) are for further study.

Discussion

According to [START_REF] Gordijn | Business modelling is not process modelling[END_REF], business value models and coordination process models can have different actors. This happens only when the two models have different granularities. By abstracting from the sub-actors and the internal activities inside the actors, both models can always be designed using the same actors. In what follows we assume that this has been done.

One of the main remaining differences between business value models and coordination process models is type of objects exchanged by actors [START_REF] Gordijn | Business modelling is not process modelling[END_REF][START_REF] Fatemi | Value-oriented coordination process modeling[END_REF]. In a value model every object should be of value to at least one partner, but in a coordination model objects are not included necessarily because they are of economic value to a partner. They can also be included because they help coordinating the activities of the partners. The application of the transformation rules covers this difference by adding all the necessary interaction messages to the model regardless of whether they are of economic value to a partner. In this paper we use a pattern with minimal interaction messages (a pair of 'Request', 'Send' messages) to realize a value transfer. In general, patterns which include more detailed pre and post interaction messages can be used. As a difference between business value models and coordination process models, [START_REF] Gordijn | Business modelling is not process modelling[END_REF] mentions a special case in which there is a value exchange (e.g. experience, entertainment, pleasure …) that has no associated direct physical or information flow in the coordination model. We think all value transfers, and all objects in a coordination model, are physical. In a coordination model, we abstract from the physical world and represent the manipulation and transfer of information, but the information is of course implemented physically. But this physical implementation (on paper, as electric signals, dots on a screen etc.) is not relevant and not insightful, so we abstract from it. In a value model, all transfers are physical too: on paper (money, books, pictures etc.), as sound (music, spoken information), etc. therefore we think this special kind of value exchanges are not real value exchanges. Instead they are the cause or effect of another value exchange. For example, assume that there is an online radio station that charges you if you want to listen to its music. In this case there is one obvious value transfer from the user/listener to the radio station which is 'Money'. However the reciprocal value object may be modeled as 'entertainment' in the value model. If so, applying our pattern does not yield an appropriate result. Nevertheless we think 'entertainment' is not a value transfer but it is the effect of a value transfer, namely 'Broadcasting Music'. Therefore, in this case 'Request'and 'Send' messages are indicating asking and giving permission.

The other main difference between business value models and coordination process models mentioned by [START_REF] Gordijn | Business modelling is not process modelling[END_REF][START_REF] Fatemi | Value-oriented coordination process modeling[END_REF] is the notion of temporal ordering. In an e 3 value model there intentionally is no notion of time ordering at all [START_REF] Gordijn | Value based requirements engineering: Exploring innovative ecommerce ideas[END_REF]. Behavior and temporal order are beyond the value perspective and are part of the coordination perspective.

E 3 value models have a value reciprocity concept which basically means every value transfer should have an associated value transfer in reverse direction. This concept has no associated counterpart in the coordination process model. E 3 value also includes a computational part which enables the stakeholders to do profitability analysis which also has no associated counterpart in the coordination process model.

Conclusion

In this paper we address the automation of our business value model to coordination process model transformation method [START_REF] Fatemi | Value-oriented coordination process modeling[END_REF] using Groove. It turns out that we can automatically cover all the gaps caused by different factors except the one caused by the notion of time/temporal ordering, which is not present in business value models while it is a fundamental concept in coordination process models. The resulting model form the automated transformation of value model is an interaction/communication model rather than a coordination model. It needs expert intervention to add time/temporal ordering to the exchanges messages and make the final coordination process model.

Fig. 1 .

 1 Fig. 1. A simple value model.

Fig. 2 .

 2 Fig. 2. Value model of providing music by Streaming.

Fig. 3 .

 3 Fig. 3. Start graph for value model of providing music by streaming (Fig. 2).

Fig. 4 .

 4 Fig. 4. Two transformation rules modeled in Groove

Fig. 5 .

 5 Fig. 5. Final graph after applying the above two transformation rules.


Luis M Camarinha-Matos

Hamideh Afsarmanesh
email: h.afsarmanesh@uva.nl

Collaborative Ecosystems in Ageing Support

Keywords: Collaborative networks, ICT and Ageing, Collaborative Ecosystems, Roadmap

New integrated and technology-supported services are needed to face the challenges of rapidly ageing societies. Collaborative networks provide a promising framework for the development of such services, which require the involvement of multiple stakeholders. In this direction, a roadmapping initiative is addressing the implementation of a new vision for technological support to ageing. To support this vision, a strategic research plan focused on four life settings -independent living, healthy living, occupation in life, and recreation in life -is introduced. A large number of stakeholders coming from different backgrounds contributed to the design and validation of this roadmap.

Introduction

The rapidly increasing proportion of the elderly in western societies is creating a demographic unbalance, which raises serious social and economic concerns. It is thus timely to reassess the understanding of such terms as ageing and retirement, and questioning the common assumptions associated with work, personal fulfillment, leisure, community involvement etc. with respect to old age.

The current common association of senior citizens with a dependent stage of life does no longer match the way the European society is developing. The adoption of the concept of "active ageing" provides a more appropriate understanding of the later phases of life, given both the social and technological trends and outlook for the future [START_REF]Active Aging: A Shift in the Paradigm -Denver Summit of Eight (Industrial Countries)[END_REF]. Furthermore, the notion of "productive ageing" [START_REF] Hank | Societal Determinants of Productive Aging: A Multilevel Analysis Across 11 European Countries[END_REF] has opened new perspectives for a change in the way society often perceives older people.

At present, most elderly citizens, following retirement, quickly become marginalized as they feel discarded by the society which often fails to even recognize their worth, instead of appreciating it and benefiting from it. Elderly is often seen as a cost burden rather than a resource, capable of value creation. This feeling of exclusion creates a vacuum in the life of the elderly citizens which can affect their health and well being. Even when remaining active at work, nowadays when a person gets older, his/her position becomes increasingly fragile in society, especially in moments of economic crisis when the competition for jobs intensifies. A critical challenge for society in respect to active ageing process is to create an environment in which the elderly citizens do not feel excluded, rather have a chance to use their knowledge and expertise in a fruitful way, by making a valued contribution to the communities in which they live [START_REF] Garlick | Human capital, innovation and the productive ageing: Growth and senior aged health in the regional community through engaged higher education[END_REF], [START_REF]Aging and Work Life Balance in the EU, Llmarinen[END_REF], [START_REF] Hsbc Insurance | The future of retirement -The new old age[END_REF].

ICT, and particularly high-speed pervasive broadband connectivity and web-based technologies, combined with intelligent robotics, smart homes, intelligent sensor networks and related technologies, offer new opportunities to provide care and assistance, create new ways of working, facilitate social interaction, and reduce limitations imposed by physical and mental conditions, location and time, thus increasing personal control. Nevertheless the sensitivity of the area, the dependency on the interplay between the introduction of new organizational and service models and creation of a new culture in society, the lessons learned with the limited success of past experiences, the risk of continuously developing technology that is not takenup by target users, among others suggest the need for a careful analysis and a better planned approach towards what concerns new developments.

The creation of adequate support environments for the ageing citizens requires the involvement and effective coordination of multiple stakeholders. The concept of collaborative ecosystem, which can be seen as a particular case of a VBE and gets some inspiration on the principles and mechanisms of biological ecosystems, provides a promising conceptual framework to guide new conceptual and technological developments. Such support environments can also be seen as a materialization of the notion of Services Society, i.e. going beyond the concept of service ecology by considering not only the services and the actors affected by them, but also the context, organizational structures, and their governance principles, namely constituting the logical part of a service oriented architecture.

Nevertheless, such notions have emerged in enterprise-related business contexts and have not yet been explored in this domain. As such, roadmapping needs to play a fundamental role in the identification of a strategic research agenda and prioritization of needed actions. This paper introduces first results of the ongoing European roadmapping initiative BRAID.

Towards a Strategic Research Agenda

Realizing the critical issues of our ageing society, the European Commission has made a considerable investment in e-inclusion, ICT and ageing in its Framework Programmes. A number of related initiatives and experimental approaches have also emerged in other geographical regions, e.g., Australia, Canada, Japan and the United States. As a result, good progress has been made in various aspects of e-inclusion and particularly with regard to assistive technologies. A set of good practices and identified gaps is also available. Further research needs to build on these results and be guided by a strategic roadmap which provides an extended look at the future of active ageing and ageing well as a result of the knowledge and imagination of stakeholders, including experts, visionaries and drivers of change in this field. A well conceived roadmap needs to be drawn on the basis of an inspiring vision of what society wants to achieve in future [START_REF] Camarinha-Matos | A roadmapping methodology for strategic research on VO[END_REF], [START_REF] Camarinha-Matos | Active Ageing Roadmap -A Collaborative Networks Contribution to Demographic Sustainability[END_REF]. Vision-building is a mechanism to define the future that we wish to reach.

In addition to a number of RTD projects, particularly in FP7, four recently finished roadmapping projects -AALIANCE, CAPSIL, ePAL, SENIOR -have addressed different and complementary perspectives of ICT and ageing. Collectively, they covered major aspects of care and assistance, health care, extension of professional life and active ageing, and the related socio-economic and ethical issues. Furthermore, each one of these four projects developed efforts to organize communities of stakeholders. It is now urgent to proceed to the next level of ambition, towards a comprehensive vision and strategic roadmap, through the integration of these partial results and combination of perspectives, thus overcoming the fragmentation that has plagued the previous era of ICT and ageing. In addition to integration and consolidation of recent results, BRAID is exploring new synergies resulting from a holistic consideration of ageing, analyzing the trends and potential impacts of new disruptive technologies, and investigating a number of plausible scenarios of socio-economic crisis that might have a profound impact on the life of senior citizens.

Perspectives of analysis.

ICT and Ageing represents indeed a complex area that can be analyzed from multiple perspectives and requires the contribution of multiple disciplines. In this work four perspectives or life settings are considered particularly relevant and selected as the basis for focused consideration in the various phases of the roadmapping process:

Independent living -how technology can assist in normal daily life activities e.g. tasks at home, mobility, safety, agenda management (memory help), etc.

Healthy living -how technology can assist in health monitoring, disease prevention, and compensation for disabilities.

Occupation in life -how technology can support the continuation of professional activities along the ageing process.

Recreation in life -how technology can facilitate socialization and participation in leisure activities. The next sections introduce the vision and plan of actions for each setting.

Independent Living

This life setting addresses how technology can assist in normal daily life activities e.g. tasks at home, mobility, safety, agenda (memory help), etc. Main developments under this perspective are focused on assistance at home, namely for elderly living alone, which goes hand-in-hand with developments on smart homes. It includes services such as living status monitoring, with connection to care providers in case of any emergency, agenda manager to compensate for memory losses, companion and service robots, integration of intelligent home appliances, etc. Support outside home, namely in terms of mobility assistance, shopping assistance, and other daily life activities, is also considered.

Taking into account the current baseline, identified driving forces (technological, societal, organizational, economic, and regulatory driver), and major trends, as well as ideas emerging in numerous future scenarios developed in various research projects, the following vision (Table 1) is proposed for the independent living setting. Comparing this vision with the current situation, a systematic gap analysis was conducted, as illustrated in Fig. 1. As a result of an extensive brainstorming, group discussion and consensus building among a variety of stakeholders, a set of strategic research actions (AI1-AI6 in Table 2) are proposed. These actions are chosen in order to cover all stated facets of the vision (not necessarily a one-to-one correspondence between facets and actions), while being feasible considering the current situation (baseline) and trends, and taking into account the results of the gap analysis. Further to the research actions, policy recommendations or socio-economic research actions are also included (RI1-RI2 in Table 2).

In the coming decade, senior citizens will be empowered to live long, fulfilling, and independent lives through support from technological, societal, organizational, economic, and regulatory mechanisms. This includes ensuring security, safety, mobility and transport, facilitating access to relatives, carers and the community, and assisting with daily life activities, such as housekeeping, buying food, and personal hygiene care among others, to be equipped to live independently.

Main desired facets:

VI1. Established infrastructure and networks as the base for the support of independent living by technology VI2. Assistive technology and support services that facilitate independent living VI3. Monitoring devices and technologies supporting ambient intelligence solutions VI4. Supporting tools and environment that foster the development of technologies for independent living VI5. Advanced set of organized and commercial services aiming to enhance diminishing abilities of seniors and caring for seniors so that they can live independently VI6. Tools to ensure security, ethics, rights, and privacy on data and used services VI7. Mechanisms to increase knowledge dissemination, training and learning through sharing, both for seniors and all other stakeholders.

Table 2. Strategic research actions for Independent Living

Collaborative aspects. As it can be observed in the proposed action plan, there is an aim to evolve towards more integrated services, involving multiple stakeholders, through well coordinated collaborative communities / ecosystems. As such, and beyond the "traditional" approaches followed in ICT and Ageing, the discipline of collaborative networks is likely to bring an important contribution to the development of future ageing support systems. This can be addressed at community level -social networking, re-enforcing community links, reducing loneliness, exchanging support through time banks, etc. -or at the specialized care provision level through collaboration among diverse stakeholders -care providers, health care centers, ambulance services, social security departments, NGOs, etc.

At the mobility assistance level, and in alignment with current trends in advanced transport infrastructures, collaboration among multiple stakeholders is also needede.g. transport operators, traffic management entities, toll operators, parking lot operators, and other service providers. Finally, at the home infrastructure level, and as we progress towards more intelligent appliances and subsystems, collaborative networks principles and mechanisms can provide a better framework for systems integration (a new perspective for systems of systems).

Healthy Living

This life setting addresses how technology can assist in health-related activities (remote health monitoring, emergency assistance, sensing environments, exercise assistance, prescription reminding, etc). Similarly to the previous case, the following vision (Table 3) and plan of actions (Table 4) are proposed. AH2 Establish safe infrastructure. Develop a safe and adaptable infrastructure, aligned with relevant standards in e-health, to support the provision of consumer-driven healthcare services.

AH3 Design integrated assistive services. Create a multi-stakeholder framework for the emergence of integrated information-based assistive health care services, with particular emphasis on quality of service, recipient's quality of life.

Develop interventions. Design, develop and assess advanced devices, intelligent robots, and intelligent tools to support home-based interventions and associated support systems, which are self-adapting to the cognitive, emotional, and physical status of the senior and respect the established safety and ethical principles.

AH5 Establish healthcare ecosystem. Define new organizational and business models and develop support tools for the establishment of collaborative healthcare ecosystems involving healthcare providers, social security and regulatory authorities, forming the backbone for the emergence of new services for healthy living support.

AH6 Introduce innovative therapeutic approaches. Exploring ICT to create novel therapeutic environments and support palliative care.

RH1 Develop regulatory framework. Promote studies to elaborate and assess new organizational forms, legal structures and business models for healthcare provision to ageing population from a multi-sectoral collaboration perspective.

RH2 Establish organizational and business models. critical elements in ICT-based

support services for healthy living.

Raise ICT awareness and skills in health and care. Launch actions and develop mechanisms to increase the potential of ICT support for "healthy living environments" and to form a consensus on values, ethical principles, rights, safety, and privacy issues.

Collaborative aspects. Also for this life setting, the role of collaborative networks can be identified in some of the proposed actions:

-Actions AH3 and AH5 clearly indentify the need for collaborative healthcare ecosystems as enablers for the emergence of novel integrated healthy living support services. This should be complemented with appropriate regulatory frameworks and business models (RH1 and RH2).

-Principles and mechanisms developed in the collaborative networks area can also bring important contributions to the safe infrastructures supporting health monitoring (AH1 and AH2).

Occupation in Life

This life setting addresses how technology can support the continuation of professional activities. The life setting of occupation in life can look very different for individuals, depending on the background work structure, sector, individual goals, capabilities, flexibility, opportunities, and functional ability. It covers both preretirement and post-retirement activities. In fact, in face of economic crisis and the growing pressure on the pension systems, it is likely that the notion of retirement as an abrupt even will change in the coming years. This setting includes both voluntary and paid work.

The following vision (Table 5) and plan of actions (Table 6) are proposed for this life setting.

Table 5. Vision for Occupation in Life

In the coming decade, due to the ageing population in Europe, an opportunity will arise to create a new framework for a model of work selected by seniors and adapted as they age, enabling them to earn a living through continued employment or have some form of continued work engagement. This framework will require support for its technological, socio-organizational, legal and political aspects. The aimed vision capitalises on the talents and expertise of senior workers, facilitating value creation through the use of ICT for the benefit of the individual, the economy and European society as a whole. Main desired facets: VO1. Established technological infrastructure (including support for connectivity, mobility and cloud computing) as the base for senior professionals' activities VO2. Mechanisms to build associations of senior professionals and actively engage them, and support services for formation / management of teams of professionals VO3. Advanced software environments to support seniors with adaptive personalized interfaces and affective interactions (within a context-aware and configure-yourself enriched environment) VO4. Organized support for training and continued life-long learning for seniors VO5. Increased social awareness about the value of senior professionals and their social cohesion and knowledge transfer (facilitating active involvement through networking, with emphasis on cross-generational and gender issues) VO6. New business models for involvement of seniors within existing economical system VO7. New policies and regulations for employment and protection of rights of senior professionals, particularly those who fall into other vulnerable groups (e.g. as a result of ethnicity, sexual orientation, gender, etc).

Table 6. Strategic research actions for Occupation in Life

Collaborative aspects. The creation of collaborative networks to facilitate the continuation of the involvement of seniors in the socio-economic system and to leverage their value creation potential is explicitly addressed in actions AO1, AO5, and AO6. In particular, the integration of existing communities of senior professionals with other existing networks (e.g. SME networks) constituting some novel forms of hybrid collaborative networks need to be explored. The lack of such integration has led to some ghettization of associations of senior professionals. Furthermore, new working practices, policy and legislation facilitating and promoting flexible continuation of professional life and inter-generational collaboration are needed.

AO1 Build collaboration platforms and systems. Design and develop open ICT

collaboration platforms, support, and systems aimed at facilitating value creation, addressing the specific needs of communities of senior professionals, and which promote inter-generational interaction and socialization, which are enhanced by affective computing, context awareness, and trust establishment.

AO2 Generate adaptive solutions and services. and integrate self-adaptive and configurable technology solutions and services in ICT environments, applying principles of e-accessibility, design for all, and usability in order to facilitate technology acceptance and enable customization for/by seniors.

AO3 Leverage legacy. Develop environments that empower and enable seniors to create a legacy capitalizing on their invaluable and transferable personal / professional knowledge and experience.

AO4 Create a model framework. Develop approaches, models, and reasoning methods related to older people's occupation life cycle and their participation in the economic system, including value systems, behaviors, and issues of physical, cultural and emotional health.

AO5 Create trusted knowledge network. Create a trusted knowledge network that provides an integrative framework to enable seniors within their occupation in life, whether professional or voluntary.

AO6 Join online and offline collaboration. Develop integrative framework for identity management which effectively and seamlessly joins online and offline collaboration, for seniors, to create invaluable connections between virtual and real-world aspects of their occupation in life.

RO1 Improve working practices. Investigate new models of working practices and related reward and taxation models for seniors, taking account of work-life balance, aging well and gender, and promote the findings to positively influence societal perception of older workers.

RO2 Enhance policy and legislation. Identify and assess current national and European

policy, legislation and incentives relevant to active participation of seniors in the socioeconomic system and recommend new approaches that lower barriers and promote and support active aging.

RO3 Guide career transition. Define new life-long training programmes and realistic

practices that prepare for and guide the successful transition of senior knowledge holders from full employment to occupation in life.

Recreation in Life

This life setting addresses how technology can facilitate socialization and participation of ageing citizens in social, leisure, learning, and even religious, cultural and political activities.

The following vision (Table 7) and plan of actions (Table 8) are proposed for this life setting.

Table 7. Vision for Recreation in Life

Collaborative aspects. Although many elderly social networks, focused on their socialization, have emerged in the last years, the proposed action plan (Table 8) aims at promoting the development of participatory, and thus collaborative, communities. Through these networks senior citizens can actively engage in community activities, inter-generational interactions and joint recreation initiatives.

Collaborative gaming is another relevant direction, focused both on novel games for seniors -aiming at stimulating and preserving their cognitive capabilities -and games designed for inter-generational interaction and re-enforcement of family links.

These actions require both novel models and technology development, as well as new policies and regulatory frameworks.

In the coming decade, ageing citizens will increase their pursuit of active recreational lifestyles that suit their abilities and preferences, which creates new opportunities for innovative supporting products and services. Recreation is seen as a broad set of activities involving peoples '

Roadmap Validation

The proposed vision statements and strategic actions plan resulted from a multi-stage construction and validation process. An initial formulation was prepared by the BRAID consortium following a series of consultation workshops and brainstorming sessions. Once a set of strategic actions emerged as a result of the brainstorming exercise, it was then necessary to proceed with a verification of those actions. The adopted verification process, at the early stages of the roadmapping process, comprised two main activities [START_REF] Camarinha-Matos | A roadmapping methodology for strategic research on VO[END_REF], [START_REF] Camarinha-Matos | Active Ageing Roadmap -A Collaborative Networks Contribution to Demographic Sustainability[END_REF]: (i) Verify that the proposed actions adequately cover all facets of the vision. (ii) Assess the feasibility of each action considering the results of the gap analysis. Fig. 2 illustrates the first step of validating the roadmap results for the action AI4 under the independent living perspective.

Regarding the second step of validation, related to feasibility, the adopted approach was to consider how the supporting and limiting elements at European level identified in the gap analysis facilitate or make difficult the implementation of each action. Fig. 3 illustrates the assessment of the feasibility of action AI4 under the Independent Living perspective. This verification needed to be conducted by experts and depends on the perception of each individual according to his/her background knowledge. Therefore a qualitative scale (scale: Moderate, Hard, Very Hard) was adopted.

AR1 Build recreational platforms, solutions and services. Design The current phase of the project is focused on the refinement and consensus-building among relevant stakeholders. For this purpose, a number of Consensus Building Events are organized in different regions of Europe. This is a ongoing activity and until the current phase more than 60 stakeholders and experts have been involved in the validation process.

After the validation phase, and once a wider consensus is achieved on the appropriateness of the proposed vision and list of actions for each life setting, a more detailed description of the actions and the involved research challenges will be prepared. Furthermore, and in order to allow the development of an implementation plan, each strategic action will be decomposed into a number of more focused subactions. The last phase of the roadmapping process will focus on the development of the implementation plan for the proposed research agenda. Three modalities of implementation are considered:

-R&D -focusing on fundamental research and prototype development / proof of concept, aimed at addressing longer term challenges.

-Trials -oriented towards the development of pilots and validation scenarios that allow verification and refinement of the results of previous phase with the objective of facilitating the development of innovative products and services.

-Broad deployment and continuous improvement -aiming at large scale validation -large pilots -of new technologies and services, as a mechanism to facilitate their take-up by society. The implementation schedule and inter-dependencies among actions will be established at this stage. Finally the main stakeholders, their roles in the implementation plan, and suitable organizational structures will be identified.

Since a roadmap is not a static plan, principles for implementation monitoring and roadmap revision / updating need to be included in the implementation plan.

Conclusions and Further Work

The increase in the percentage of aged population is a critical issue in most Western countries. Together with a number of other big changes in society, this creates large challenges, such as the need for society to care for a much bigger number of elder people than before, but also many new opportunities, as e.g. the possibility to make use of a bigger accumulation of wisdom and knowledge than before.

ICT can play an important role in the provision of support services, and many research projects have developed partial solutions. It is now time to pursue more integrated solutions, combining contributions from multiple stakeholders, an area where collaborative networks can provide an encompassing framework. In order to support further developments in this area, a strategic research roadmap is being developed, which covers the perspectives of independent living, healthy living, occupation in life, and recreation in life. Interim results in the form of a vision and research agenda are now available and going through a consensus building process.

The systematic roadmapping process behind the proposed roadmap as well as the extensive validation process involving a large community of stakeholders, are important factors for providing confidence in the adequacy of the proposed roadmap. Nevertheless, as normal in any "futures planning" initiative, a roadmap is a dynamic construct that needs to be periodically revised alongside its implementation, taking into account new trends as they inevitably emerge.

Fig. 1 -

 1 Fig. 1 -Gap analysis -independent living example

Fig. 3 -

 3 Fig. 3 -Assessing feasibility -an example

Table 1 . Vision for Independent Living Gap Analysis: Independent Living +

 1

	Broadband Internet &Mobile computing S1	Mechanisms & tools for safe communications S3	context awareness monitoring technol.s, Progress on sensing & S5	interoperability Standardization and S7
			S2		S4		S6				S8
			Smart homes & Internet of Things	ICT supporting localization and mobility	Assistive services for daily living		Experiments on companion robots
	Technological infrastructure & networks as base for AAL VI1	VI2	Assistive technology and services	Monitoring devices and technologies for ambient intelligence VI3	Tools and environments fostering new developments for independent living VI4	VI5	Advance services to enhance diminishing disabilities	VI6	privacy ethics, rights, and Tools for security,	sharing and learning through dissemination, training Knowledge VI7
	L1		L3		L5		L7				L9
	Fast proliferation of		Reasoning and	Welfare structures not	Limited adoption of ICT	Unknown impacts and
	tools difficult for		context awareness	prepared for increase	for collaborative care	success/acceptance of
	adoption		systems too complex	of life expectance		communities		new solutions
	L2			L4		L6			L8		L10
	Lack multi-disciplinary research on assistive technologies	Service, companion, and care-taking robots still limited	Difficulty in integration of security & privacy mechanisms	Fragmentation of assistive services	Limited mechanisms for promoting life-long learning
	Strong influence		Moderate influence	Light influence						-

  Investigate, develop and integrate intelligent functionalities to compensate diminishing cognitive and physical capabilities and to design and develop intelligent, context-aware and self-adapting tools for personal assistance in planning and performing daily activities and facilitating societal participation. Design, develop, and validate preventive and responsive interventions based on situational awareness. Design and develop novel collaborative environments, combining social networking and collaborative networks of care provision stakeholders to facilitate support, companionship, and community participation. Integrate and customize methods and tools to assist mobility, including services for localization, trip planning, navigation, orientation in complex environments, driving assistance, and inter-modal transportation, focusing elderly needs. Explore the alignment of ICT for Independent Living with smart grid and sustainable development technologies. Promote integrative studies on the sociological, economic, ethical, and quality of life impacts of introducing services and technologies for independent living.

	AI1 Monitor well-being. Design, develop and integrate open and scalable sensor network
	environments both home-centered and human-centered, with intelligent monitoring,
	including new levels of security, safety, and privacy.

AI2 Extend capabilities.

AI3 Build supportive environments.

AI4 Establish collaborative environments.

AI5 Assist mobility.

AI6 Align independent and sustainable living.

RI1 Assess impacts.

RI Training for new environments. Define new community-based training programs leveraging the potential of new technology-based assistive environments.

Table 3 .

 3 Vision for Healthy Living

Table 4 .

 4 Strategic research actions for Healthy LivingIn the coming decade, as a part of the ageing well paradigm, support for healthy living will become a high priority strategy across Europe. The emerging health care technologies and services will be used in new ways in the society, across a distributed infrastructure focusing on decentralized models, while sensible to the ethical consequences of the introduced innovations and providing mechanisms for the protection of individual rights.Both business-based and societal organizations supporting healthcare will adapt to this new environment. Advanced devices, robots, and tools supporting interventions for monitoring and provision of health care VH3. Information based assistive services supporting the health care of seniors and involvement of other stakeholders VH4. Appropriately designed home based interventions and support systems, based on seniors' cognitive and emotional status, which adapt whilst they age VH5. Mechanisms to raise awareness on the formation of values, ethics, rights, and privacy on health related data and advanced ICT tools to ensure data security VH6. Organized logistics and commercial networks of health care providers in the society, adapted to demographic change VH7. Sensor based technologies, which are context aware, for healthcare support. Design, develop and integrate sensorial systems for health conditions monitoring, combined with intelligent diagnosis functionalities, understanding of the environment and other context factors, and smoothly adaptable to the needs of each senior individual.

	Main desired facets:
	VH1. Regulatory and technological infrastructure to support consumer driven healthcare
	(supporting data privacy, standards)
	VH2.

AH1 Develop health monitoring systems.

  participation and enjoyment in cultural life, craft, hobbies, sport and physical activity, entertainment, socialising, travel & leisure, political engagement, spiritual and faith groups, lifelong learning, passing on personal wisdom, history and experience, keeping pets, and playing games. Active recreational interests and lifestyles may improve mental well-being, and have a positive effect on the physical health and well-being of seniors. New technology solutions can support communications between seniors, families, friends, and peers, strengthening community participation and forming new communities and social networks with similar interests.

	Main desired facets:
	VR1. Infrastructure and required technological platforms (connectivity, communications and
	networking infrastructures and pervasive applications and services that are universally
	accessible)
	VR2. Adequate features and training support to enable seniors to access and use ICT safely (free
	from harm) and with security (free from threat or intrusion)
	VR3. Appropriately designed software services to support seniors with personalized interfaces
	and affection-based interactions, that can adapt to users' sensory, cognitive and physical
	capabilities (within a context-aware and configure-yourself enriched environment)
	VR4. Mechanisms to increase social cohesion, access to community and networking of seniors
	(including support for transport and mobility)
	VR5. Growth and development mechanisms to increase knowledge dissemination and learning
	through sharing
	VR6. Established associations of seniors and communities of interest, allowing active
	engagement (physically and virtually).

Table 8 .

 8 Strategic research actions for Recreation in Life

  and develop open, secure, interoperable, flexible, customizable and affordable ICT recreational platforms, solutions and services for senior citizens. Design, develop and implement local and regional participatory communities that combine online and offline participation through social networking, inter-generational interaction, and local government involvement, focusing participatory recreational life and wellbeing. Promote multi-disciplinary studies on the impact of physical and cognitive recreational activities for seniors. Create and deploy training programs and mechanisms oriented to help senior citizens enter and explore new lifestyles in the digital age, with particular attention to rural areas. Promote studies on all aspects of ICT-enabled/induced social innovation oriented to participatory involvement of elderly in recreational, cultural and social life.

	AR2 Build novel interfaces. Develop novel human-machine interfaces with high quality of
	usability and applying design for all principles, oriented towards seniors' active
	engagement in recreational activities, considering their cognitive and physical
	capabilities, and including augmented reality, affective computing, companion artifacts,
	pervasiveness, etc.
	Find new recreational channels. Elaborate innovation portfolio of new ICT-supported
	recreational activities for seniors, exploring tele-presence, remote participation in
	cultural events, collaborative gaming, intelligent urban environments, etc.
	Create and promote gaming. Design, develop and promote novel physical, recreational
	and cognitive games for seniors, with a holistic focus on recreation, wellbeing,
	socialization, and inter-generational collaboration.

AR4 Build participatory communities.

RR1 Assess recreation impact.

RR2 Train for digital lifestyle.

RR3 Promote studies in recreation.

Acknowledgments. This work was funded in part be the European Commission through the BRAID project. The authors also thank the contribution of their partners as well as the multiple stakeholders involved in the consensus building workshops.