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These would include, but not be limited to, addressing financial questions and problems, identifying deficiencies, and anticipating the impact of integrated information on the business process. To make all this work, interaction is needed, face-to-face interactions with people who have questions and problems, and with wellinformed management team members who have the latest financial information. One could then measure the success of an organizational simulation in this area by seeing the decreased frequency of new questions and problems as well as the number of business process simplifications identified and implemented.
R. Bowen Loftin is the Executive Director of the Virginia Modeling, Analysis and Simulation Center, Professor of Computer Science, and Professor Electrical and Computer Engineering at Old Dominion University. S. A. D. in Physics from Rice University. Since 1983, Dr. Loftin, his students, and coworkers have been Contributors xxxv exploring the application of advanced software technologies, such as artificial intelligence and interactive, three-dimensional computer graphics, to the development of training and visualization systems.
Prior to this position his many responsibilities included working for the Defense Modeling and Simulation Office, the White House Office of Science and Technology Policy, the Defense Advanced Projects Agency, and the DoD Education Activity. He has co-authored a number of books on human factors and training and has served as a human factors and training specialist on numerous Defense, Navy, and Federal science boards and task forces and technical institute advisory boards. He continues to use his international experience and knowledge as a technical expert and analyst on NATO’s human factors, training, and biomedical programs by serving as a delegate to the NATO Human Factors and Medical Panel.
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