5/7/2022

INTRODUCTION OF
MANAGING COMPLEXITY

“ We CAN NOT solve problems

applying the SAME thinking
When we created them
Einstein

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MAIN CONTENT
About Complexity

Introduction
1 What is Complexity?
Distinguish complex system, complicated system and uncertainty
Seven criteria of complexity.

Impact of Complexity
2 Positive + Negative aspects
Trend of Complexity

Complexity Management
3 Comping with external complexity
Tuning internal complexity

Adopt Complexity
4 Real example in Lego

PART 1
Introduction of Complexity

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1. Definition

Complexity is a property of an open system

that consists of a large number of diverse, partially autonomous,
richly interconnected components, often called agents,
has no centralized control and whose behavior
emerges from the intricate interaction of agents and
is therefore uncertain without being random

2. Distinguish Complex and Complicated

Similar words, different meaning

Complex >< Independent Complicated >< Simple

a complex system consists of A complicated system consists many
interlinked components that systems but we can understand how it
introduce mutual dependencies works by giving enough time

Behavior of complex systems is

Behavior of complicated
unpredictable because it emerges from the
systems is predictable
intricate interaction of its components

Can not divide a complex system Can divide a complex system into
without destroying/ ignoring some subsystems until we understand it
links/ relations

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Distinguish Complex and Complicated

Similar words, different meaning

2. Distinguish Complex and Uncertainty

Similar words, different meaning

Uncertainty is a consequence of complexity and it increases with complexity.

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Connectivity

Co-evolution Autonomy

Seven Criteria
of
Complexity
Self-
Emergence
Organization

Non-linearity Nonequilibrium

7 Criteria Connectivity
Consists of a large number of diverse components

of Complexity 1 Relationship among agents are richly interconnected.

Connections may vary in strength.
No clear configuration + boundary between the system and its environment.

Autonomy
2 Agents have a degree of autonomy
Their behavior still follows certain laws, rules or norms.
Increased autonomy  higher complexity.

Core Emergence
Criteria 3 Behavior of a complex system emerges + constraints agent behavior. Emergent
behavior is unpredictable but not random
It generally follows discernible patterns

Nonequilibrium
4 Complex systems generate unpredictable disruptive events
 No time to return to the equilibrium between two disruptive events
 Global behavior is usually far from equilibrium

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7 Criteria Non-linearity
of Complexity 5 Relations between agents are non-linear (i.e. self-acceleration, self-amplification and even
autocatalytic properties…)
Non-linearity occasionally causes butterfly effect  creates extreme disruptions (failure)

Self - Organization
6
Autonomously change/ modify their behavior/ structure
 eliminate or reduce the impact of disruptive events

Core
 performance may deteriorate due to small changes and would cover when agents
initiate self-organizing activities aimed at improving performance
 Better in long-term as Org can learn from experience
Criteria
Co-evolution
7 Complex systems are open  adapt and change their environments
The process is irreversible.
 Systems and their environments co-evolve.

PART 2
Positive & Negative Impacts
Trends of Complexity

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Impact of Complexity on Org

Frequent unpredictable disruptive events and non-linearity are
the MOST difficult aspects of complexity to live with

ENCOURAGE SELF-ORGANIZING
HARD TO PLAN Spontaneously improve performance
Cannot sensibly planning our behavior Co-evolve in harmony with its environment
and acting upon our plans

IMPOSSIBLE TO FORECAST DEMAND DIVERSITY OF AGENTS

Great difficulties in managing the COMPLEXITY Guarantees the survival of species
allocation of resources to demands

INVALID OLD PARADIGM

Non-linearities in complex systems
can lead to extreme events
or a “Drift into failure”

Complexity is responsible for uncertainty &

Uncertainty creates opportunities.

Negative impacts of Complexity

Hard of Plan Impossible to forecast Invalid Old Paradigm

Disruptive events: Disruptive events occur frequently + Many small servicing +

• Ever-changing patterns of demand unpredictable administrative mistake
• Supply and competition  The demand is change suddenly  Non-linearity (series of events)
• Changes in previously agreed deals/ and impossible to forecast correctly.  Extreme bad events
• orders and promises;  Quickly to fail
• Delays/ cancellations,
• Failures and interruptions;
Security breaches
• Fraud and hacking
Events that change and damage the
order within an Org

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Covid-19 and European countries reaction

▪ First identified from an outbreak in the Chinese city
of Wuhan in December 201
▪ Different response of governments to Covid-19
▪ Lockdown in Italy, Spain
▪ Sweden mostly remained open
▪ UK remained own response in each of its four countries
▪ US delayed controlling measures, leaving individual
states to act differently

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Bad pandemic in World largest condom producers

Early in the covid-19 pandemic, Karex Berhad, the Malaysian company In 2020, to Karex’s first full-year loss since it went public in 2013.
that makes one out of every five condoms sold worldwide, The company considered to enlarge its production to medical gloves,
said it was bracing for double-digit growth in demand as the technique is similar
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Trends of Complexity
Where does complexity come from ?

Co-evolution in
Tech, Economy and Society
Complexity comes from Natural Selection/ Evolution

There are so many complex issues because:

 The Evolution (i.e. ecological, social, political, cultural and
economic environments) tend to increase in complexity
 This increasing process is irreversible + manifests itself in
a higher diversity
Increased uncertainty of outcomes
Develop complex organizations + systems:
 Rapidly adapt/ eliminate/ reduce disruptive events

Complexity and Complexity and

Information Society Philosophy

Trend 1 – Co-evolution of Technology,

Economy and Society

▪ New transition from the industrial  information society

▪ Key resource is knowledge
▪ Majority of people are employed in knowledge-based services (information
processing) rather than in the production of goods.
▪ Tools improving quality of life  change economic activities  change society
▪ New key success factor is Adaptability
Adaptability: ability to rapidly response to unpredictable changes in the market

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Trend 1 – Co-evolution of Technology, Economy and Society

China's Lipstick King - Austin Li Jiaqi- sold an astonishing $1.9 billion in goods in 1 day — and that was
just in a promotion for the country's biggest shopping day 19

Trend 2 – Complexity and Information Society

New
Globaliza form of
tion
Violence
Digital
Technology
Online Long
Retail & Tail
Banking

Big data &

Digital
Knowledge Knowledge- COMPLEXITY Wisdom
of Democra
Discovery based Crowds cy + Big
Economy
and Services Brother

Economy
of
Attention Digital Online
Production Digital Education
Leisure
for Enterprise and Training
Individual Industry &
Social Network

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Digital Technology as a Driver of Social Complexity

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Trend 3 – Complexity and Philosophy

2 Competing Views

Determinism Complexity
Every effect has a cause
Many agents interact in a non-linear way
 Every outcome is proper investigated
 Consequence is predicted  World unpredictably + irreversibly
 Select best outcome = ethical and rational criteria  Decision-makers can’t predict consequences
 Con observe and make models precisely
Can’t observe without interfering

Things are complexity

when we DON’T understand it. We have NO way of knowing
With increased understanding, what reality really is.
complex things become SIMPLE. It CHANGES perpetually, it evolves.

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Trend 3 – Complexity and Philosophy

Switching the mindset

 Accept that we have to adapt to changes in our environment and our lives.
 Giving up hope that we can identify precisely causes of our successes and failures.
 Consenting that organizations slowly “drift into failure” and that it needs innovative
ideas, methods, services or products, to reverse the drift and improve their performance.
 Understanding that our decision and action contribute to our future and shortcuts are not
acceptable.
 Learning that time is a precious resource and all decisions and actions will
have to be performed in real time.
 Expecting that uncertainty of outcomes hides opportunities, but we have
be discover.

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PART 3
Managing Complexity

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“ We can’t eliminate uncertainty

The best we can do is to manage complexity,

which means to cope with external complexity

and tune internal complexity.

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COMPLEXITY MANAGEMENT
5 STEPS

Designing
Coping with External Adaptive
Complexity Business
Processes
Modelling Complexity

Adaptability
Tuning
Internal
Complexity

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Steps 1 + 2
Coping with eternal complexity and tuning Internal complexity

Attempt to simplify the complexity of the

Coping with environment, is not practical
External Complexity
Develop a capacity for self-organization
that will overcome or at least reduce
Process of modifying certain parameters of consequences of disruptive events
the complex system to decrease or increase when they occur, in other words, to
its complexity. become adaptive.

Means of achieving desirable results

Key sources of complexity are under conditions of complexity that is
connectivity, connection strength not under our control
and autonomy of constituent
agents.

Identify sources of complexity enables us Tuning Internal

to measure complexity Complexity
 find suitable methods for tuning it

Step 1: Coping with External Complexity

Biti’s Hunter

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Steps 1 + 2
Key sources of Complexity

1 2
CONNECTIVITY
The degree to which an agent is connected to
other agents in the system
Agent is NOT connected  C=0
Agent is connected to ALL other agents
 C=1
3
AUTONOMY OF
CONNECTION STRENGTH
CONSTITUENT AGENTS
The degree of breakability of connections
The degree of freedom given to them to
Lack of connection  S = 0.
decide what to do
Permanent connection  S = 1
NO freedom of decision  A = 0
FULL freedom to decide what to do  A = 1

0<C<1
0<S<1 0 <A < 1
The HIGHER the connectivity of agents, The WEAKER the inter-agent connection, The HIGHER the autonomy of agent
The GREATER is complexity of the system The GREATER is complexity of the system The GREATER is complexity of the system

Steps 1 + 2
Key sources of Complexity (cont.)

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Steps 1 + 2
Conclusion from model of complex system:
The picture can't be display ed.

Greater agent autonomy, higher agent connectivity

and weaker connection strength,
i.e., greater complexity, foster creativity,
improve adaptability and resilience and increase the speed of recovery
after extreme events.

Restricted agent autonomy, reduced agent connectivity and

greater connection strength,
i.e., reduced complexity, enforce discipline,
Improve predictability, reduce probability of mistakes and
fraud, reduce probability of extreme events, reduce creativity
and reduce adaptability and resilience.

Tuning complexity is a delicate process of balancing various complexity attributes

with a view to achieving desired behavior

FINAL CONCLUSION

Complex system can be designed.

The design of complex systems is
The best strategy is
different from
to organize agents in regions,
the design of complicated systems;
with high internal connectivity
It is less precise and
within each region
the final outcome
and a sparse connectivity
cannot be predicted, only projected.
between regions.
Tuning complexity is an important part
of designing complex systems

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Step 3: 01 02
Models must have Models must have
Modelling requisite complexity requisite granularity

Complexity Models of complex systems must The Model must be capable of

design detailed agents and the
2 key rules be capable of adapting to changes relationship between agents
experienced by the system that is
being modelled,
and the adaptation must be
autonomous

Once a suitable virtual world is constructed

in complex adaptive software, it could be used to
simulate behaviors for complex issue in real world
Under different states of its environment

Steps 4: Adaptability
The keys success factor
for all who operate in the Internet-based global market

Allocation of resources to demand:

One of the most difficult issues to resolve under
conditions of complexity.

Human (e.g.pilots, crew, service engineers, insurance assessors,

software developers)
• Physical (e.g., machines, transport, storage, plants, buildings, land)
• Financial (e.g., working capital, investments, payment of invoices)
• Knowledge (e.g., patterns discovered in data or text)

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7 criteria of Adaptability

Real-Time Delayed Minimizing Distributed Experimen- Learning

Anticipation
Decision Making Consequences of Decision tation from
Commitment
Disruptions Making Experience

Rescheduling of the The implementation of Limit rescheduling to Distributing decision- Anticipate in the future Decision-makers are Learn from experience
previously agreed the decision (sending of the affected making and by regularly update given opportunities to by dynamically
allocation of resources the new schedule to demands/resources. coordinating decisions forecasts (taking into experiment with discover patterns
to demands between affected agents) is by account actual novel methods for linking decisions to
two consecutive delayed as negotiation, rather than occurrences of improving performance performance.
disruptive events long as practical in by controlling events)
order to allow time for organizations top-
schedule improvements down, ensures that
requirements and
preferences of all
stakeholders is cared

Step 5: Designing Adaptive Business Processes

Adaptive Strategy
 Recognizes the need for adaptation to complexity
 Identifies complex features of the environment
 Outlines behavioural options conditioned on probable futures
 Sets procedures for adaptive behavior

Important parts of Adaptive Strategy

 Establish a blueprint for an enterprise knowledge base
 Plan strategic redundancy of resources
(prepare for smt that may not happen)
 Require a certain surplus of resources
 Employ advanced technology , not conventional IT

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Designing Adaptive Business Processes

4 steps – Applying for any Adaptive Business Process

Building an Knowledge Base

Include Business process and the Scene 01
Business process: Objectives/ agents and links/ relation among them
Scene: Model of real-world that would be investigated

Construct a Virtual World

Virtual worlds: make real-time decisions through inter-agent negotiations
assure that only parts affected by an event 02
are modified/ monitor + anticipate by disruptive events.
Complexity of the virtual world depends on (1) the strength of connections
and (2) connectivity of agents

Connect Virtual to the Real world

Every real event must be communicated instantly to the virtual world 03
in time for its implementation

Empower Virtual World to Manage the Real World in Real Time

Find the solution for real-world problems 04
Simulate behavioursof the real world under different states of its environment
back-up solutions for all different scenarios

www.free-powerpoint-templates-design.com

Designing Adaptive Business Processes

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SUMMARY
5 steps of Managing Complexity

Designing
Coping with External Adaptive
Complexity Business
Processes
Modelling Complexity

Adaptability
Tuning
Internal
Complexity

PART 4
Multi-agent Technology

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1
• Fundamental

• MAS for Adaptive Allocation

Main 2

Content 3
• Main features of MAS

4
• MAS as Adaptive System

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1. Fundamental
Agents are activated by disruptive events,
increasing enterprise value when possible

An agent is a software object capable of :

• Consulting knowledge base to necessary information
• Interpreting information in knowledge base/ other agents
• Choose best options/ actions to maximize enterprise value
• Composing meaningful messages
• Sending messages to other agents or humans

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1. Fundamental (cont.)
Enterprise value:
 Measure of enterprise performance
 Comply with various client preferences
 Different for each enterprise.

Profit Service Risk

Quality containment

1. Fundamental

A swarm of agents: comprises several agents competing or

cooperating with each other with the aim of accomplishing a
common task in a way that maximizes enterprise value.
Swarms behave like agents:
 React to events
 Communicate with other swarms
 Make decisions and act upon them
 Behave based on the interaction of constituent agents

Swarms are assembled into multi-agent systems (MAS)

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1. Fundamental
MAS (multi-agents system):
A system consisting of one or more swarms of agents
competing or cooperating with each other with the aim
of accomplishing a common task in a way that
maximizes enterprise value.
 MAS is the combination of many swarms

MAS is self-organization
(autonomously modify existing and/or establish new relationships among agents)
 specifically to perform adaptive allocation of resources
in unpredictable situations

1. Fundamental
3 types of agents that allocates resources to demands
?

All types of agents are EQUAL and can Demand Agents

achieve their tasks ONLY through
a process of NEGOTIATION with other agents/ humans.

 Resource Agents: attract demands that can utilize resources

 Demand Agents: attract recourses that are required to meet
demands
 Enterprise Agents: ensure that the allocation maximizes
enterprise value
Resource Agents Enterprise Agents

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2. MAS for Adaptive Allocation

Situation 1:
 Transfer 5-ton cargo
 From Point A to Point D (500km)
 Target Payment: $15,000
 Delivery time: 4 days
 2 airships:
Airship 1 (Point E)
Airship 2( Point O  C)

Capacity Speed Cost

Airship 1 100 tons 10km/h $7/km

Airship 2 10 tons 15km/h $3/km

2. MAS for Adaptive Allocation

Option 1: Airship 1
 Transfer 5-ton cargo
 From Point A to Point D (500km)
 Target Payment: $15,000
Capacity Speed Cost

Airship 1 100 tons 10km/h $7/km

 Total delivery distance?

 Total cost?
 Total days?

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2. MAS for Adaptive Allocation

Option 1: Airship 1
 Transfer 5-ton cargo
 From Point A to Point D (500km)
 Target Payment: $15,000
Capacity Speed Cost

Airship 1 100 tons 10km/h $7/km

 Total delivery distance = EA + AD

= 300+500 = 800km
 Total cost = 800 𝑥 $7 = $5,600
 Total days = ⁄ = 80 ℎ𝑜𝑢𝑟𝑠

2. MAS for Adaptive Allocation

Option 2: Airship 2
 Transfer 5-ton cargo
 From Point A to Point D (500km)
 Target Payment: $15,000

 Total delivery distance?

 Total cost?
 Total days?

Capacity Speed Cost

Airship 2 10 tons 15km/h $3/km

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2. MAS for Adaptive Allocation

Option 1: Airship 2
 Transfer 5-ton cargo
 From Point A to Point D (500km)
 Target Payment: $15,000

 Total delivery distance = OC+CO+OA+AD

Capacity Speed Cost
= 250+250+250+500 = 1.250km
Airship 2 10 tons 15km/h $3/km  Total cost = (1.250-250) 𝑥 $3 = $3,000
 Total days = . ⁄ = 83.33 ℎ𝑜𝑢𝑟𝑠

2. MAS for Adaptive Allocation

Compare 2 options
 Transfer 5-ton cargo
 From Point A to Point D (500km)
 Target Payment: $15,000
 Delivery date: 4 days (96 hours)

Capacity Speed Cost Total distance Total Cost Total time

Airship 1 100 tons 10km/h $7/km 800 km $5,600 80 hours

Airship 2 10 tons 15km/h $3/km 1,250 km $3,000 83.33 hours

Which option is better?

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2. MAS for Adaptive Allocation

Weight Distance Target Delivery Capacity Speed Cost

delivery Payment time
Order 1 5 tons Point A D $15,000 5 days Airship 1 100 tons 10km/h $7/km

Order 2 8 tons Point C B $20,000 2 days Airship 2 10 tons 15km/h $3/km

2. MAS for Adaptive Allocation

Capacity Speed Cost Order 1 - Distance Order 2 – Distance

Airship 1 100 tons 10km/h $7/km E  A D E  D C B

Airship 2 10 tons 15km/h $3/km O C O A D O C B

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2. MAS for Adaptive Allocation

Capacity Speed Cost Order 1 - Distance Order 2 – Distance
Airship 1:
Airship 1 100 tons 10km/h $7/h E  A D E  D C B

Equal Delivery Time: ? ?

Equal Delivery Cost: ? ?

Conclusion?

Weight Distance Target Delivery

delivery Payment time

Order 1 5 tons Point A D $15,000 5 days

Order 2 8 tons Point C B $20,000 2 days

2. MAS for Adaptive Allocation

Capacity Speed Cost Order 1 - Distance Order 2 – Distance
Airship 1:
Airship 1 100 tons 10km/h $7/h E  A D E  D C B
300+500 = 800 500+150+150 = 800

Equal Delivery Time: 80h 80h

Equal Delivery Cost: $5,600 $5,600

Conclusion?

Weight Distance Target Delivery

delivery Payment time

Order 1 5 tons Point A D $15,000 5 days

Order 2 8 tons Point C B $20,000 2 days

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2. MAS for Adaptive Allocation

Capacity Speed Cost Order 1 - Distance Order 2 – Distance
Airship 2:
Airship 2 10 tons 15km/h $3/h O C O A D O  C B

Equal Delivery Time: ? ?

Equal Delivery Cost: ? ?

Conclusion?

Weight Distance Target Delivery

delivery Payment time

Order 1 5 tons Point A D $15,000 5 days

Order 2 8 tons Point C B $20,000 2 days

2. MAS for Adaptive Allocation

Capacity Speed Cost Order 1 - Distance Order 2 – Distance
Airship 2:
Airship 2 10 tons 15km/h $3/h O C O A D O  C B

Equal Delivery Time: 1,250km- 83.33h 400km – 26.6h

Equal Delivery Cost: $3,000 $450

Conclusion?

Weight Distance Target Delivery

delivery Payment time

Order 1 5 tons Point A D $15,000 5 days

Order 2 8 tons Point C B $20,000 2 days

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2. MAS for Adaptive Allocation

Weight Distance Target Delivery
delivery Payment time

Order 1 5 tons Point A D $15,000 5 days

Order 2 8 tons Point C B $20,000 2 days

Order 1 Order 2

Nếu MB2 đi 2 order

Airship 1 800km/ 800km/  4.3 ngày
80h/ 80h/ Nếu 2 MB cùng đi
$5,600 $5,600  Mất 3.3 ngày
Airship 2 1,250km/ 400km/
83.33hours/ 26.6 hours/
$3,000 $450

Choose Inform Ok
Receive
Airship 2 Airship 2  ship
Order 2

Inform Inform
Receive Choose Ok
Agent of Airship 1
Order 1 Airship 2  ship
Order 1

Order to make booking

How many steps in this process w. 2 orders?

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3. Main Features of MAS

Adaptive Pricing
Extended Ontology
Costing per Item and per Transaction
01
Requisite Granularity 02
Swarms of Swarms of Agent
8
Communities of Agents

Virtual Microeconomics 03 07
Balancing Interests of Agents

06
04
Agent Satisfaction Constraint Stressing
05

Demand and Resource Proactivity

Enterprise Agent

1.  Ontology: contains scripts guide agents how to

achieve specified goals.
Extended  Agents have a set of alternative scripts to solve
Ontology specific situations
 New situation: (not in script): Learn from experienced
agents and modify based on other agents’ feedback.
 Most advanced agents: rules can be modified by users
(agents) during system operation, without needing to
recompile the system

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2. When you model a real-life situation,

the key decisions is to determine granularity

Requisite of your model (determine what is the

smallest component of your model)

Granularity  determines how many agents your model

will have to handle
 perform adaptive allocation of resources
to demands

3. Virtual
Microeconomics
Virtual money: pay for required resources
Virtual taxes: levied on each
transaction
Enterprise value: expresses the sum
total of desirable achievements for
the enterprise
Fail to find
new free resources

Negotiate Urgent Re-Negotiate

Use previous
New order compensation to new price to
resources
previous supplier customer

Take ordered
Find cancel order resources of
cancel order

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Re-Order
resources w/o Production
extra fee

Increased
New order Order resources Production
Enterprise
Value

VIP ORDER Production

65

4. Satisfied Agent

 Fully realized the

Partial Satisfied Agent

 Partially realized the

Agent value of the object
that it represents
objective value

Satisfaction (Object value may higher than

average value in market)
 Remain the resource  Find a better match for
Giving the priority to partially satisfied agents
 Increase Enterprise Value allocation that they their objects
negotiated

Customer has Satisfied Agent

Take order
New order same direction
Taxi Driver

Customer has
Find new order
different direction Partial Satisfied Agent

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5. Demand and Resource Proactive

key conditions for effective teamwork

Internal System
Employees are active and
makes contribution
without specifically asked.
 Fully use all available resources
 Increased Enterprise Value

External System
Propose delivery of certain cargoes
 Take earlier payment
Interact with customer
 find new developing occasion
 Increased Enterprise Value

6. Enterprise Agent
Introduced the enterprise agent into virtual world  Evaluate system  Maximize enterprise value.

Better
Apply
result

Weak link/part Change goals +

Rebuild those
in schedule/ create new
parts
system negotiation

Come
Worse back to
Increased Enterprise Value Result old
schedule
Note:
These weakness identification are not a random mutation. It is found by intelligent problem analysis.
The agent has no power to control or request action of other agents. It influences outcomes by adjusting criteria or by renegotiation processes,

68

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7. Constraint Stressing

A B

Solve by a review of agent negotiation log

In transportation logistics there are often constraints
that can be easily stressed or even rejected,
if no other option can be found. Create an agent to find all rejections constraints,
sort them by their “closeness” to the acceptance
C D

8. Balancing Interest of Agents &

9. Communities of Agents
 Dynamic balance between interests of all independent
players in the system under consideration
 The balance of interests is not the same as equilibrium.
An MAS is never in equilibrium for long
 Some cases, balance of interests may be reached only
partially

Communities of Agents Balancing Interest of Agents

 Forming a group of agents while they are still autonomous
 Improve the speed and effectiveness of agent negotiations
by clustering orders and group resources
 Community agent may, temporary make decisions for
whole community without any consultation  saving time
 The formation or destruction of communities may
be initiated autonomously by agents

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Swarms of Swarms of Agents

10
 A group of agents engaged in collective decision-making by
negotiation aimed at achieving a specified goal.
 If the problem is too large for a swarm to handle, each sub-
problem may be assigned to a separate swarm.

Costing per Item and per Transaction

11 Advantage while using MAS as it can provide detailed
information of each transaction/ negotiation….

Adaptive Pricing
12 Requisite granularity of the model helps to
determine the price of a service when information
on demand is incomplete Your Text Here

Connectivity <1

MAS Co-evolution Autonomy

as a
Complex
Self-
Emergence
Organization
Adaptive System

Non-linearity Nonequilibrium

72

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PART 4
Adopt Complexity

Designing Adaptive Business Processes through MAS

4 steps – Applying for any Adaptive Business Process

Building an Knowledge Base

Include Business process and the Scene 01
Business process: Objectives/ agents and links/ relation among them
Scene: Model of real-world that would be investigated

Construct a Virtual World

Virtual worlds: make real-time decisions through inter-agent negotiations
assure that only parts affected by an event 02
are modified/ monitor + anticipate by disruptive events.
Complexity of the virtual world depends on (1) the strength of connections
and (2) connectivity of agents

Connect Virtual to the Real world

Every real event must be communicated instantly to the virtual world 03
in time for its implementation

Empower Virtual World to Manage the Real World in Real Time

Find the solution for real-world problems 04
Simulate behavioursof the real world under different states of its environment
back-up solutions for all different scenarios

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Main Features of MAS

Adaptive Pricing
Extended Ontology
Costing per Item and per Transaction
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Requisite Granularity 02
Swarms of Swarms of Agent
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Communities of Agents

Virtual Microeconomics 03 07
Balancing Interests of Agents

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Agent Satisfaction Constraint Stressing
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Demand and Resource Proactivity

Enterprise Agent

1. Build extended ontology/ knowledge base

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1. Decide
Granularity
(cont.)

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2. Construct Virtual World and

Possible situation

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3. Connect Virtual to the Real world

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4. Empower Virtual World to Manage the Real World

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5. Continue create the Knowledge Base

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Any questions?

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