Question

In two paragraph, explain the hierarchical structure of a system that you have worked on and how emergence affects the levels in the systems hierarchy. Provide details and apply what you learned here to discuss what (if any) changes you would have done, if you have to do it all over again.

must be about a computer or software system

Answer 1

While working with a healthcare organization , We encountered the following
We wanted to design a solution which can be used for health care workers
Later we realized the same can used across various scenarios like natural
Calamities

Emergency management and Incident Command System (ICS) concepts serve as the basis for the Emegency Management Program. However, unlike traditional descriptions of emergency management and ICS, which organize assets around a defined scene, the Emegency Management Program has adapted the concepts to be more applicable to large-scale medical and public health response where there is no defined scene, or where multiple incident scenes may exist infectious disease outbreak). Public health and medical professionals must understand the utility of emergency management and ICS concepts as they relate to public health and medical disciplines.[

The following examine key distinctions between emergency management and ICS and the roles that each is designed to fulfill during a major medical incident.

Emergency Management
Emergency management describes the science of managing complex systems and multidisciplinary personnel to address extreme events, across all hazards, and through the phases of mitigation, preparedness, response, and recovery. Hospital staff and other healthcare personnel might equate emergency management activities to a hospital's Disaster Committee (hence the recommended name change to Emergency Management Committee). The sum of all emergency management activities conducted by a response organization may be collectively referred to as an Emergency Management Program (EMP) for that entity. The term program is used because it denotes activity that is continuously ongoing, whereas a plan is often considered a series of actions that occur only in response to defined circumstances.

The activities of the EMP address the phases of mitigation, preparedness, response, and recovery. They are based on a hazard vulnerability analysis (HVA), which if properly accomplished, will identify potential hazards, assess their likelihood of occurrence, their potential impact and the organization's vulnerabilities to the impact, and provide a basis for understanding how the hazard likelihood and organizational vulnerabilities can be addressed. Each EMP phase is briefly described below.

Mitigation encompasses all activities that reduce or eliminate the probability of a hazard occurrence, or eliminate or reduce the impact from the hazard if it should occur. In Comprehensive Emergency Management, mitigation activities are undertaken during the time period prior to an imminent or actual hazard impact. Once an imminent or actual hazard impact is recognized, subsequent actions are considered response actions and are not called "mitigation." which applies to response actions that reduce the impact of a hazardous materials spill. Mitigation is the cornerstone of emergency management because any response strategy relies on medical assets surviving a hazard and maintaining operations in the post-impact environment (i.e., medical system resiliency). An effective mitigation effort should begin this will help an organization prioritize issues during follow-on mitigation and preparedness planning.
Preparedness encompasses actions designed to build organizational resiliency and/or organizational capacity and capabilities for response to and recovery from hazard impacts. It includes activities that establish, exercise, refine, and maintain systems used for emergency response and recovery. The critical task in preparedness planning is to define the system (how assets are organized) and processes (actions and interactions that must occur) that will guide emergency response and recovery. This is accomplished through the development of an effective

We have come up with a plan called EOP (emergency operations plan)
Emergency Operations Plan (EOP) .Staff should be educated and trained on the system so they gain the knowledge and skills necessary to adequately perform their assigned roles.

It is important to note that the procedures and systems used to conduct preparedness activities (committee structure and meetings, memo writing, regular email notification of meetings, etc.) are typically not adequate for use during emergency response. This point is often missed by organizations as they attempt to utilize emergency preparedness committees and their associated structures and processes to manage response to an event. The EOP defines effective process and procedures for the context of emergency response (emergency notification procedures, establishing an incident management team, processing of incident information, etc.). It is recommended that, to the extent possible, emergency response process and procedures be used to conduct preparedness activities.[9]
Response activities directly address the hazard impact, including actions taken in anticipation of an impending event (e.g., hurricane, tornado) and actions during and after an impact has occurred. Specific guidance for incident response, including processes for asset deployment, is addressed in an EOP. An effective EOP not only guides the initial (reactive) response actions but also promotes transition to subsequent (proactive) incident management.
Recovery activities restore the community to "normal" after a major incident. The initial recovery stage (which actually begins in the late stages of response) is integrated with response mechanisms, and the EOP incident management process should be extended into recovery. The management transition from response to recovery (both timing and methods) must be carefully planned and implemented to avoid problems. As recovery progresses, recovery management transitions to regular agency management processes or some intermediate method defined by the responsible organizations.

Incident Command System
The ICS provides guidance for how to organize assets to respond to an incident (system description) and processes to manage the response through its successive stages (concept of operations).

Incident Command System

The above structure shows the Five functional areas of the ICS: Command, operations, logistics, planning, and admin/finance. The following are the primary responsibilities of each function area. Command defines the incident goals and operational period objectives and includes incident commander, safety officer, public information officer, senior liaison, and senior advisors. Operations establishes strategy or methodology and specific tactics or actions to accomplish the goals and objectives. Operations also coordinates and executes strategy and tactics to achieve response objectives. Logistics supports command and operation sin their use of personnel, supplies, and equipment and performs technical activities required to maintain the function of operational facilities and processes. Planning coordinates support activities for incident planning as well as contingency, long-range, and demobilization planning. Planning also supports command and operations in processing incident information and coordinates the information activities across the response system. Finally, admin/finance supports command and operations with administrative issues as well as tracking and processing incident expenses. Admin/finance also covers such issues as licensure requirements, regulatory compliance, and financial accounting.
The ICS, as described in NIMS, refers to the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure and designed to aid in the management of resources during incident response. The ICS is based on eight concepts that contribute to the successful application of this system
Common terminology - use of similar terms and definitions for resource descriptions, organizational functions, and incident facilities across disciplines.
Integrated communications - ability to send and receive information within an organization, as well as externally to other disciplines.
Modular organization -response resources are organized according to their responsibilities. Assets within each functional unit may be expanded or contracted based on the requirements of the event.
Unified command structure - multiple disciplines work through their designated managers to establish common objectives and strategies to prevent conflict or duplication of effort.
Manageable span of control - response organization is structured so that each supervisory level oversees an appropriate number of assets (varies based on size and complexity of the event) so it can maintain effective supervision.
Consolidated action plans - a single, formal documentation of incident goals, objectives, and strategies defined by unified incident command.
Comprehensive resource management - systems in place to describe, maintain, identify, request, and track resources.
Pre-designated incident facilities - assignment of locations where expected critical incident-related functions will occur.