Research on road safety has been of great interest to engineers and planners for decades. Regardless of modeling techniques, a serious factor of inaccuracy - in most past studies - has been data aggregation. Nowadays, most freeways are equipped with continuous surveillance systems making disaggregate traffic data readily available ; these have been used in few studies. In this context, the main objective of this dissertation is to capitalize highway traffic data collected on a real-time basis at the moment of accident occurrence in order to expand previous road safety work and to highlight potential further applications. To this end, we first examine the effects of various traffic parameters on type of road crash as well as on the injury level sustained by vehicle occupants involved in accidents, while controlling for environmental and geometric factors. Probit models are specified on 4-years of data from the A4-A86 highway section in the Ile-de -France region, France. Empirical findings indicate that crash type can almost exclusively be defined by the prevailing traffic conditions shortly before its occurrence. Increased traffic volume is found to have a consistently positive effect on severity, while speed has a differential effect on severity depending on flow conditions. We then establish a conceptual framework for incident management applications using real-time traffic data on urban freeways. We use dissertation previous findings to explore potential implications towards incident propensity detection and enhanced management

Incident Management Systems used in New Zealand have their origins in the fire-fighting organisations of the United States of America in the 1970’s. They began in an atmosphere of disciplined quasi-military emergency response organizations. Emergency management research, theory and practice have since evolved to incorporate comprehensive facets acknowledging disasters are about people, individually and collectively and their environment. Emergency Management now includes addressing psycho-social aspects. New Zealand emergency services adopted the Coordinated Incident Management System (CIMS) as a result of a requirement following the Cave Creek disaster of 1995, where a multi- agency response to the event was found to be unsatisfactorily managed. Emergency management in the modern era now requires the orchestration of many and varied agencies and organisations including government and non-government organisations. These organisations are not necessarily suited to command type management styles and during a recovery phase of an incident, an approach involving a coordination style is more appropriate than a command style. An examination of the 2004 eastern Bay of Plenty flood event highlights that improved coordination by using a suitable incident management system benefits the response and recovery process. The Eastern Bay of Plenty community has social and cultural characteristics that impact on the effectiveness of emergency management outcomes. An incident management system that improves communication within the multi-agency organisation and between an emergency management organisation and the disaster-affected communities contributes to overall trauma reduction by stress reduction and facilitating early support and interventions. This allows where necessary, for modern emergency management to use systems that can utilise the unique community cultures, structures and networks that form the dynamic communities that they serve. If disasters magnify pre-existing social and community problems then the incident management system model used in a disaster can determine the degree of magnification.

Incident Management Systems used in New Zealand have their origins in the fire-fighting organisations of the United States of America in the 1970’s. They began in an atmosphere of disciplined quasi-military emergency response organizations. Emergency management research, theory and practice have since evolved to incorporate comprehensive facets acknowledging disasters are about people, individually and collectively and their environment. Emergency Management now includes addressing psycho-social aspects. New Zealand emergency services adopted the Coordinated Incident Management System (CIMS) as a result of a requirement following the Cave Creek disaster of 1995, where a multi- agency response to the event was found to be unsatisfactorily managed. Emergency management in the modern era now requires the orchestration of many and varied agencies and organisations including government and non-government organisations. These organisations are not necessarily suited to command type management styles and during a recovery phase of an incident, an approach involving a coordination style is more appropriate than a command style. An examination of the 2004 eastern Bay of Plenty flood event highlights that improved coordination by using a suitable incident management system benefits the response and recovery process. The Eastern Bay of Plenty community has social and cultural characteristics that impact on the effectiveness of emergency management outcomes. An incident management system that improves communication within the multi-agency organisation and between an emergency management organisation and the disaster-affected communities contributes to overall trauma reduction by stress reduction and facilitating early support and interventions. This allows where necessary, for modern emergency management to use systems that can utilise the unique community cultures, structures and networks that form the dynamic communities that they serve. If disasters magnify pre-existing social and community problems then the incident management system model used in a disaster can determine the degree of magnification.

Incident Management Systems used in New Zealand have their origins in the fire-fighting organisations of the United States of America in the 1970’s. They began in an atmosphere of disciplined quasi-military emergency response organizations. Emergency management research, theory and practice have since evolved to incorporate comprehensive facets acknowledging disasters are about people, individually and collectively and their environment. Emergency Management now includes addressing psycho-social aspects. New Zealand emergency services adopted the Coordinated Incident Management System (CIMS) as a result of a requirement following the Cave Creek disaster of 1995, where a multi- agency response to the event was found to be unsatisfactorily managed. Emergency management in the modern era now requires the orchestration of many and varied agencies and organisations including government and non-government organisations. These organisations are not necessarily suited to command type management styles and during a recovery phase of an incident, an approach involving a coordination style is more appropriate than a command style. An examination of the 2004 eastern Bay of Plenty flood event highlights that improved coordination by using a suitable incident management system benefits the response and recovery process. The Eastern Bay of Plenty community has social and cultural characteristics that impact on the effectiveness of emergency management outcomes. An incident management system that improves communication within the multi-agency organisation and between an emergency management organisation and the disaster-affected communities contributes to overall trauma reduction by stress reduction and facilitating early support and interventions. This allows where necessary, for modern emergency management to use systems that can utilise the unique community cultures, structures and networks that form the dynamic communities that they serve. If disasters magnify pre-existing social and community problems then the incident management system model used in a disaster can determine the degree of magnification.

Incident Management Systems used in New Zealand have their origins in the fire-fighting organisations of the United States of America in the 1970’s. They began in an atmosphere of disciplined quasi-military emergency response organizations. Emergency management research, theory and practice have since evolved to incorporate comprehensive facets acknowledging disasters are about people, individually and collectively and their environment. Emergency Management now includes addressing psycho-social aspects. New Zealand emergency services adopted the Coordinated Incident Management System (CIMS) as a result of a requirement following the Cave Creek disaster of 1995, where a multi- agency response to the event was found to be unsatisfactorily managed. Emergency management in the modern era now requires the orchestration of many and varied agencies and organisations including government and non-government organisations. These organisations are not necessarily suited to command type management styles and during a recovery phase of an incident, an approach involving a coordination style is more appropriate than a command style. An examination of the 2004 eastern Bay of Plenty flood event highlights that improved coordination by using a suitable incident management system benefits the response and recovery process. The Eastern Bay of Plenty community has social and cultural characteristics that impact on the effectiveness of emergency management outcomes. An incident management system that improves communication within the multi-agency organisation and between an emergency management organisation and the disaster-affected communities contributes to overall trauma reduction by stress reduction and facilitating early support and interventions. This allows where necessary, for modern emergency management to use systems that can utilise the unique community cultures, structures and networks that form the dynamic communities that they serve. If disasters magnify pre-existing social and community problems then the incident management system model used in a disaster can determine the degree of magnification.

Incident Management Systems used in New Zealand have their origins in the fire-fighting organisations of the United States of America in the 1970’s. They began in an atmosphere of disciplined quasi-military emergency response organizations. Emergency management research, theory and practice have since evolved to incorporate comprehensive facets acknowledging disasters are about people, individually and collectively and their environment. Emergency Management now includes addressing psycho-social aspects. New Zealand emergency services adopted the Coordinated Incident Management System (CIMS) as a result of a requirement following the Cave Creek disaster of 1995, where a multi- agency response to the event was found to be unsatisfactorily managed. Emergency management in the modern era now requires the orchestration of many and varied agencies and organisations including government and non-government organisations. These organisations are not necessarily suited to command type management styles and during a recovery phase of an incident, an approach involving a coordination style is more appropriate than a command style. An examination of the 2004 eastern Bay of Plenty flood event highlights that improved coordination by using a suitable incident management system benefits the response and recovery process. The Eastern Bay of Plenty community has social and cultural characteristics that impact on the effectiveness of emergency management outcomes. An incident management system that improves communication within the multi-agency organisation and between an emergency management organisation and the disaster-affected communities contributes to overall trauma reduction by stress reduction and facilitating early support and interventions. This allows where necessary, for modern emergency management to use systems that can utilise the unique community cultures, structures and networks that form the dynamic communities that they serve. If disasters magnify pre-existing social and community problems then the incident management system model used in a disaster can determine the degree of magnification.

Information security incident management is important for organizations and its importance is increasing. Information security incidents are increasing both in number and in scope and in 2018 GDPR and the NIS-directive require organizations to report incidents to a supervision authority. This study highlights IT-consulting companies and their vulnerable position as subcontractors. The study aims to address the lack of empirical research in incident management and to inform future theory development. The goal of the study is to answer the research questions (1) what challenges do IT-consultancy companies experience with their incident management? (2) What challenges are specifically related to the GDPR and the NIS-directive? And (3) what challenges are specific for consulting companies? Challenges with the incident management are identified and clarified by qualitative interviews with experts and a survey. The analysis of the results shows that some of the challenges are consistent with previous studies, while some are new and that the survey partly support the experts' opinions. The conclusion of the study is that the majority of the companies’ improvement opportunities are linked to internal and external communication, cost focus, absence of a major incident, awareness, GDPR, the role of consulting company and internationally recognized difficult activities. The research contribution of the study consists of identified challenges in the field of incident management derived from IT-consultancy companies. The result of the study are recommended to IT-consultancy companies that would like to improve their incident management process by gaining an understanding of incident management issues. / En väl fungerande process för incidenthantering är och blir allt viktigare för organisationer. Informationssäkerhetsincidenter ökar både i antal och i omfattning och 2018 träder GDPR och NIS-direktivet i kraft med krav på rapportering av utpekade incidenter till en tillsynsmyndighet. Denna studie belyser IT-konsultbolag och deras utsatta position som underleverantör och syftar till att adressera bristen av empirisk forskning inom incidenthantering och att bidra till en framtida teoriutveckling. Målet med studien är att besvara forskningsfrågorna (1) vilka utmaningar upplever IT-konsultbolag med deras incidenthantering? (2) vilka utmaningar är specifikt relaterade till GDPR och NIS-direktivet? och (3) vilka utmaningar och är specifika för just konsultbolag? Resultatet bygger på kvalitativa intervjuer med experter och en enkätundersökning och resultatet identifierar och tydliggör upplevda utmaningar med bolagens incidenthantering. Analysen av resultatet visar att vissa av bolagens utmaningar överensstämmer med tidigare studier medan vissa är nya och att enkätundersökningen till viss del stödjer experternas utlåtanden. Slutsatsen av studien är att bolagen har flertalet utvecklings- och förbättringsmöjligheter som är kopplade till intern och extern kommunikation, kostnadsfokus, avsaknad av en större incident, medvetenhet, GDPR, rollen som konsultbolag och internationellt erkända svåra aktiviteter. Studiens forskningsbidrag består av identifierade utmaningar inom området incidenthantering hos IT-konsultbolag och resultatet av studien rekommenderas till IT-konsultbolag som, genom att få en förståelse av incidenthanteringens problematik, vill förbättra och utveckla sin process för hantering av incidenter.

The topic of this Master Thesis is Incident Management process as well as other processes which are inseparably linked to it, such as Problem Management, Change Management, Knowledge Management, etc. Main focus of this work is taken to the mentioned processes implementation in the real environment of the real company. Those processes are to be supported by selected information system whereas the selection itself is also part of the project. The processess are compared and optimized with use of Information Technology Infrastructure Library (ITIL).

This master's thesis presents analysis, design and implementation of an information system for supporting studying and practicing of selected methods described by Information Technology Infrastructure Library (ITIL) with focus on service design and service operation. In the form of a web application the thesis presents an uncommon approach to e-learning system development by extending the standard lecture part by game elements and interactive scenarios. Developed system allows creators to define services and tasks, such as incidents and problems caused by their operation, and evaluate reactions of responsible users. The application can be used by IT administrators or Service Desk managers to train new IT engineers or Service Desk operators.

This document represents efforts to design and evaluate a new sign design for emergency route trailblazing in a two-part series. Study 1 was an off-road field experiment conducted to determine the best color combination and letter design for the emergency sign. Based upon Study 1 results, black on coral, black on light blue, and yellow on purple signs were chosen for further testing against a baseline black on orange sign, all with 125-mm, D series letters. Study 2 was an on-road field study of conspicuity, conducted using an instrumented vehicle through a construction zone-related detour, and a survey questionnaire. The findings indicated that use of a color combination other than traditional black on orange will improve driver performance and safety when used for trailblazing during critical incidents. Based on the conclusions and other anecdotal evidence, the following recommendations were made: 1) Do not use black on orange signs for trailblazing around a critical incident if an existing detour/construction zone is in place; 2) Do not use a black on coral sign for trailblazing around a critical incident; 3) A light blue on black sign is recommended due to generally favorable subjective ratings and for minimization of turn errors in an overlapping detour; however, the black on light blue sign may resemble regulatory signs when headlights reflect onto it; and 4) If reject black on light blue signs based on (3), consider using yellow on purple signs, which resulted in fewer turn errors than black on orange and received generally favorable ratings. / Master of Science