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TRANSCRIPT
Éloi BosséAnne-Laure JousselmeDRDC-Valcartier Decision Support Systems for C2Situation Analysis and Monitoring group
April 2011
The application of belief functions in a situation analysis process
Reference of the annotated version: Bossé É., Jousselme A-L., Maupin P., ‘The application of belief functions in a situation analysis process’, DRDC TN-2011-xx, DRDC Valcartier, 2011.
1
Defence R&D Canada Mission
To ensure the Canadian Forces are technologically prepared and operationally relevant.
• Advise on Science & Technology
• Conduct defence research, development and analysis
• Assess technology trends, threats, and opportunities
• Engage industrial, academic and international partners in the
transition of technology
• Conduct S&T projects for non-DND clients
2
Defence Research, Development and Analysis Centres
DRDC SuffieldCCMAT
CTT Military Engineering
Autonomous Intelligent SystemsChemical & Biological Defence
DRDC OttawaRadiological Analysis & DefenceNetwork Information Operations
Electronic Warfare (Radar, Comm & Nav)Future Forces Synthetic Environment
Radar Applications & Space TechRadar Systems
CORAQuantitative & Strategic Analysis
Operational EfficiencyManagement Quality
S&T Intelligence
CSSCRTIPSTP
Security Project Management
COS S&TR&D Programs
Corporate Services
DRDC ValcartierCommand & Control
Intelligence & InformationSystem of systems
Tactical Surveillance & ReconnaissanceSpectral and Geospatial Exploitation
Electro-optical WarfareEnergetic MaterialsWeapons Effects
Precision WeaponsiDV
METC (ADM MAT)
DRDC AtlanticUnderwater Sensing
Maritime Information and Combat SystemsAir Vehicles
Warship PerformanceEmerging Materials
Dockyard Lab (Pacific)
DRDC TorontoAerospace & Undersea Medical Science CentreHuman Effectiveness Experimentation Centre
Adversarial IntentCollaborative Performance & Learning
Human Systems IntegrationIndividual Readiness
3
Defence Research, Development and Analysis Centres
CF/DND S&TStakeholders Other Gov’t
DepartmentsAlliedR&D
CanadianIndustry
CanadianUniversities
4
Defence R&D Canada - Valcartier
5
Areas of Expertise
C4ISRForce protection & Weapon systems
6
C2DSS section
Modelisation & Simulation(e.g. Laboratoire d’Integration de Systemes)
Decision Theories(e.g. multi-criteria, Bayesian, games, utility)
Software & Cognitive Engineering(e.g. cognitive work/task analysis)
Artificial Intelligence(e.g. multi-agent, expert systems,
evolutionary computing)
Information Fusion(e.g. evidential, Bayesian, possibilistic,
knowledge-based systems)
4 groups covering High-Level Information Fusion for C2
Decision Support System Engineering
Future C2 Concepts & Structures
Collaborative Planning
& Logistics
Situation Analysis
& Monitoring
Trend:Consider the social
aspect
7
Complex Conflict Spectrum
Globalization of Science and Technology
Asymmetric Threats
Common Defence and Security Agenda
The New Defence and Security Context
8
The Future Security Environment
– The challenges of the 21st century include a variety of humanitarian disasters (earthquakes, floods, tsunamis), failed states, instability, global terrorism, intractable conflicts, pandemics, economic crises, and poverty among others.
• These problems are not one dimensional, but rather involve the consideration of effects in multiple, inter-related dimensions. These dimensions include social, political, and economic effects.
– These challenges are beyond the ability of any single actor or even a small set of very capable actors (e.g. CFs).
– Responses to these challenges, if they are to have a chance of success, must involve a large, heterogeneous collection of entities working together.
– The 21st century mission challenges described above are referred to as Complex Endeavours
9 Director General Joint Force Development / Directeur Général Développement de la Force interarmées
Non-Linear
Simultaneous, non-linearoperations throughout
the battlespace
Non-Contiguous
Information Superiority
Ubiquitous Connectivity
Integrated BattlespaceSea floor to Space
Link
Where will Canada fit?
In a joint and combined, multi-purpose, combat capable capacity.
Key to participation is
interoperability.
Canada’s Allies are Transforming…Trend:
Social aspect
10
Canadian Forces (CF) Mission-Critical Outcomes
1. Trusted situational awareness, intent prediction and decision making for achieving operational superiority;
2. Robust operational command and control in Canada and abroad;3. Seamless interoperability with other government departments, other
Canadian partners and allied forces in a complex environment;4. Agile, tailored force to deploy and operate in complex environments;5. Full-spectrum protection including from weapons of mass destruction;6. Sustainability, affordability, supportability of operations, assets and
people;7. Creation of asymmetric advantage by defeating terrorist groups and
tactics; and8. Defence policy and force development informed and enabled by S&T
developments.
S&T so what for C2
11
Outline
1. Information systems for Situation Analysis support
– What is Situation Analysis (SA)?
– Decision Support Systems
– High-Level Information Fusion as a key enabler for SA
– Information processing: Features and challenges
2. Theoretical tools for situation analysis support
3. DRDC projects
4. Conclusions: Some critical research issues
12
Information systems for situation analysis support
Our mission: To support understanding and acting in complex environments.
Our problem: Define with precision and intelligibility concepts to be understood by both a human and a machine.
Mastering knowledge to efficient action in a complex world
13
WHAT IS SITUATION ANALYSIS?
14
DECIDEACT
OBSERVE ORIENT
SITUATIONANALYSIS
DECISIONMAKING
15
Context:
• Non-cooperative environment
• Constraints: Communication,Time, Energy, …
• Background knowledge (ontology and epistemology)
Rules of world
Entities, …
Distributed systems:
• Socio-technical systems
Set of heterogeneous agents human and artificial:
o Capturing and exchanginginformation
o Having their own view, goal, language, strategy, beliefs, knowledge, intent, interpretation, decisions, …
o Making decision and acting.
Situation
16
Decision support:
• Decision makers (humans)
Decision rights
• Has a mission
• Under stress, subject to fear, panic, uncertainty,…
• Needs to have a clear and global understanding of the situation
→Reach a state of (« shared ») situation awareness.
Analysis
17
Situation analysis and situation awareness
« Situation analysis is a process, the examination of a situation,its elements, and their relations, to provide and maintain a state ofsituation awareness for the decision maker » (Roy, 2001)
Situation analysis(A process)
Situation awareness(A state of mind)
18
Situation awareness (Endsley’s model, 1995, 2000)
InformationProcessingMechanisms
LongTermMemoryStores Automaticity
Task/System Factors
DecisionState of theenvironment
feedback
Individual Factors
. Abilities. Experience. Training
System Capability. Interface design
. Stress and workload. Complexity, Automation
Goals & Objectives. Preconceptions
(expectations)
Perceptionof Elementsin CurrentSituation
SITUATION AWARENESS
Projectionof Future
Status
Compre-hension
of Current Situation
Performance of actions
Functional model
19
These aspects should be considered all together
SITUATION AWARENESS
Projection of future status
Comprehension of current situation
Perceptionof elements in
current situation
Uncertainty-based information
Knowledge and belief
Time and non-monotonicity
Main features of situation awareness
Sensing/Measuring Reasoning Dynamics
20
Multiagent Situation Awareness
SITUATION AWARENESS
Projection of future status
Comprehension of current situation
Perception of elements in current
situation
Agent 2
Agent 3
Agent 4 Agent 5
Environment
Agent 1
21
Materialization of SAW
• Recognized Air Picture (RAP)
• Common Operating Picture (COP)
• Tactical Picture Compilation (TPC)
• ...
Prototype Virtual Planning Room (ViPR) as 3D planning environment
(DSTO, Adelaide, Australia)
22
DECISION SUPPORT SYSTEMS
23
Decision makers at all levels need...
o to rapidly develop situational awareness (e.g., understand how a situation has developed and is expected to develop);
o to rapidly develop shared understandings of the operational environment;
o to plan operations;
o to monitor the situation and the execution of the plans;
o to ensure that each individual worker is productive and concentratedin its assigned roles and tasks;
o to deal with complex crises;
o to deal with multiple, simultaneous crises (e.g., multiple operations monitoring);
o to perform usual routine tasks.
24
No unified theory has yet been proposed describing how individuals make decisions in naturalistic settings:
o Real-world decisions are made in a variety of ways;
o Situation assessment is a critical element in decision making;
o Decision makers often use mental imagery;
o Understanding the context surrounding the decision process is essential;
o Decision making is dynamic, it does not consist of discrete isolated events or processes;
o Normative models of decision making must derive from an analysis of how decision makers actually function, not how they "ought" to function.
Key points
25
The ideal DSS is one that:
• Provides the information needed by the human decision maker, as opposed to raw data;
• Can be controlled effortlessly by the human (transparent to the user);
• Complements the cognitive power of the human mind;
• Supports a wide variety of problem solving strategies (from instinctive reactions to knowledge based reasoning).
A computerized system that is intended to interact with and complement a human decision
maker
Decision Support System
Toward a Human-Machine synergy
26
LIMITATIONS LIMITATIONS
Task
Human Technology Tradeoff
C2
“Task / Human / Technology” triad model
(R. Rousseau – Laval University)
27
1. Silent/Manual 2. Informative 3. Co-operative 4. Automatic 5. Independent
System
Operator(s)Decisions
System
Operator(s)Decisions
System
Operator(s)Decisions
Support Influence
Influ
ence
System
Operator(s)
Info. Requests/Influence
DecisionsSystem
Operator(s)
DecisionsDecisions
Syne
rgy
Medium MediumHighest
None None
Wor
kD
istri
butio
n
Operator(s)Operator(s) Operator(s) System
System Operator(s)System
System
Rep
rese
ntat
ion
Override
Supp
ort
Human-Technology Tradeoff Spectrum
28Time
Ope
rato
r D
eman
ds
More sensors
More data
More displays
More platforms
?
CognitiveOverload
Need for a Holistic Perspective on Design
Better OperatorInterface
Automation
Data fusion
Decision Aids
Data driven
User driven
29
What is Cognitive Systems Engineering? The Cognitive Triad
• Dr. David D. Woods, OSU Cognitive Systems Engineering Lab describes Cognitive Systems Engineering as:
“working at the intersection of the problems imposed by the world, the needs of agents (both human and machine) and the interaction with the various technologies (affordances) to affect the situation”.
Note that each interacts with the other two, for example the user interface must allow the user to control the world as well as control any automation.
30
Integration: Open System Architecture e.g. SOA
Communication and Collaboration
Planning and Decision Support
Situation Awareness SupportIncluding Assets Monitoring
Execution Management (coordination and control)
Decision Support Dimensions
Experiments/Demonstration (Domestic Operations Context)
31
Organizational Issues
o The sponsors, stakeholders and end-users belong to different services;o The end-users might be individuals (of various ranks), communities or groups,
from a variety of parent organizations, fulfilling different roles and responsibilities in different assignments;
o The tasks to be performed are highly specialized and specific to each end-user;o The task-related knowledge is often explicitly embedded in procedures;o The mission related knowledge remains tacit for a significant part;o The business rules are not all formulated;o The organisational culture and values are to be considered.
32
Understand Business processes
(Joint Command Decision in JIMP)
Design Decision Support System
Design a SOS Integration
Architecture
Decision Support
Requirements
Systems Integration Standards
Metrics for Assessing Decision Improvements (MOEs/MOPs)
Decision Support Solutions
Integrate Human and Organization Sciences
How to Design Decision Support?
Requires multidisciplinary
Standards
33
Multidisciplinary domain
Situation awareness
Reasoning about
knowledge and uncertainty
34
Limitations of information systems
o Information overload: There is a significant information overload (e.g., a huge quantity of messages at a high rate of message reception).
o Distributed information:
The required data, information and knowledge and the services, applications, tools and products originate from various stovepipe systems.
There are limitations in timely fusing the information of different natures.
o Information quality:
The information is not provided or accessed in a timely fashion because of the high operational tempo.
Decisions are being made on imperfect information
o Release of information: There are information management constraints because of different security domains.
o Limited tools:
There is a lack of tools to understand how a situation has developed and is expected to develop.
There are limited visualization capabilities.
There are limited decision-aid / planning tools.
Synthesis of study for high-level requirements of IS by DRDC
35
HIGH-LEVEL INFORMATION FUSION AS A KEY ENABLER FOR SITUATION ANALYSIS
36
The JDL (Joint Director Laboratory) data fusion model (1998 revised framework)
Measurements
Level 1Object Assessment
Level 2Situation Assessment
Level 3Impact Assessment
Level 4Process Refinement
(Resource Management)
Level 0Sub-Object Assessment
Signal/Features
Objects
Situations
Situations/Plans
Plans
Resources
Situations
Plans
Situations
Objects
Signal/Features
Steinberg, A. N., Bowman, C., and White, F. (1998). Revisions to the JDL Data Fusion Model, Proceedings of the 3rd NATO/IRIS Conference, Québec, Canada, 1998.
37
The JDL (Joint Director Laboratory) data fusion model (1998 revised framework)
Measurements
Level 1Object Assessment
Level 2Situation Assessment
Level 3Impact Assessment
Level 4Process Refinement
(Resource Management)
Level 0Sub-Object Assessment
Signal/Features
Objects
Situations
Situations/Plans
Plans
Resources
Situations
Plans
Situations
Objects
Signal/Features
Steinberg, A. N., Bowman, C., and White, F. (1998). Revisions to the JDL Data Fusion Model, Proceedings of the 3rd NATO/IRIS Conference, Québec, Canada, 1998.
Estimation and prediction of:
signal/object observable states on the basis of pixel/signal level data association and characterization
38
The JDL (Joint Director Laboratory) data fusion model (1998 revised framework)
Measurements
Level 1Object Assessment
Level 2Situation Assessment
Level 3Impact Assessment
Level 4Process Refinement
(Resource Management)
Level 0Sub-Object Assessment
Signal/Features
Objects
Situations
Situations/Plans
Plans
Resources
Situations
Plans
Situations
Objects
Signal/Features
Steinberg, A. N., Bowman, C., and White, F. (1998). Revisions to the JDL Data Fusion Model, Proceedings of the 3rd NATO/IRIS Conference, Québec, Canada, 1998.
Estimation and prediction of:
1. entity states on the basis of observation-to-track association;
2. continuous and discrete state estimation.
39
The JDL (Joint Director Laboratory) data fusion model (1998 revised framework)
Measurements
Level 1Object Assessment
Level 2Situation Assessment
Level 3Impact Assessment
Level 4Process Refinement
(Resource Management)
Level 0Sub-Object Assessment
Signal/Features
Objects
Situations
Situations/Plans
Plans
Resources
Situations
Plans
Situations
Objects
Signal/Features
Steinberg, A. N., Bowman, C., and White, F. (1998). Revisions to the JDL Data Fusion Model, Proceedings of the 3rd NATO/IRIS Conference, Québec, Canada, 1998.
Estimation and prediction of:
1. relations among entities, 2. force structure and cross
force relations;3. communications and
perceptual influences, physical context, etc.;
40
Estimation and prediction of:
1. effects on situations of actions by the participants;
2. threat (“threat assessment”).
The JDL (Joint Director Laboratory) data fusion model (1998 revised framework)
Measurements
Level 1Object Assessment
Level 2Situation Assessment
Level 3Impact Assessment
Level 4Process Refinement
(Resource Management)
Level 0Sub-Object Assessment
Signal/Features
Objects
Situations
Situations/Plans
Plans
Resources
Situations
Plans
Situations
Objects
Signal/Features
Steinberg, A. N., Bowman, C., and White, F. (1998). Revisions to the JDL Data Fusion Model, Proceedings of the 3rd NATO/IRIS Conference, Québec, Canada, 1998.
41
Adaptive fusion to support mission objectives (eg. Sensor management)
The JDL (Joint Director Laboratory) data fusion model (1998 revised framework)
Measurements
Level 1Object Assessment
Level 2Situation Assessment
Level 3Impact Assessment
Level 4Process Refinement
(Resource Management)
Level 0Sub-Object Assessment
Signal/Features
Objects
Situations
Situations/Plans
Plans
Resources
Situations
Plans
Situations
Objects
Signal/Features
SituationAnalysis
Steinberg, A. N., Bowman, C., and White, F. (1998). Revisions to the JDL Data Fusion Model, Proceedings of the 3rd NATO/IRIS Conference, Québec, Canada, 1998.
42
The cognitive hierarchy
Data/Information Fusion is a key enabler for Situation Analysis that aims to support the decision maker in constantly improving his situation awareness
• High‐levels information fusion:
– situation analysis ‐ understanding
– sense‐making
• Multi‐Sensor Data Fusion (MSDF)
Understanding
Data
Processing
InformationCognition
KnowledgeJudgment
Sem
antic
gro
wth
(rea
soni
ng, u
nder
stan
ding
, ..).
43
Are techniques of lower-levels (0-1) applicable to higher-levels (2-3-4)?
44
MultiSensor Data Fusion Architecture (Level 0-1)
45
Detailed MultiSensor Data Fusion Architecture (Level 0-1)
46
SituationElement
Acquisition
CommonReferencing
OriginUncertaintyManagement
Situation ElementPerceptionRefinement
Situation ElementContextual Analysis
SituationElement
Interpretation
SituationClassification
SituationRecognition
SituationAssessment
Situation ElementProjection
ImpactAssessment
SituationWatch
ProcessRefinement
SituationModel
SituationPerception
SituationComprehension
SituationProjection
SituationMonitoring
Situation Analysis Tasks (Levels 2-3-4)
Roy, J.
47
Target-to-WeaponPairing
Analysis
Activity LevelAnalysis
(Build Up?)
Data / InfoAssociation
(Correlation?)
Existence& Size Analysis(How Many?)
Element-to-Environment
Relationship(s)
SituationElement
Acquisition
SituationElement
Interpretation
SituationClassification &
Recognition
SituationAssessment
Situation Projection & Impact AssessmentProcess Refinement Situation Watch
EnvironmentPerception
EntityPerception
GroupPerception
Group Formation& Refinement(Structure?)
KinematicsAnalysis(Where?)
IdentityAnalysis
(What? / Who?)Entity-to-EventRelationship(s) Intent
Analysis(Why?)
CommonReferencing
EventPerception
SalienceAnalysis
(Outstanding?) Capability / CapacityAnalysis
(What Could It Do?)Trends/
ExpectationsAnalysis
ThreatValue
Diagnostic(Delta From
Expectations)
Data / InfoAlignment
(When? / Where?)
Situation ElementPerceptionRefinement
TimeManagement
PerspectiveAnalysis
OriginUncertainty
Entity-to-EntityRelationship(s)
BehaviourAnalysis
(What Is It Doing?)
Event-to-EventRelationship(s)
ActivityPerception
Entity-to-ActivityRelationship(s)
Event-to-ActivityRelationship(s)
Activity-to-ActivityRelationship(s)
Situation ElementContextual
Analysis
Source/CollectionManagement
CountermeasureAssessment
GoalManagement
PerformanceEvaluation
Change(s)Analysis
ThreatPrioritization
Problem(s)Analysis
OpportunityAnalysis
RiskAssessment
SituationCharacteristics
Analysis
SituationFamiliarityAnalysisSituation
Model
EngageabilityCalculation
Decomposition of the SA tasks (Levels 2-3-4)
Roy, J.
48
Five generic (unordered) tasks for SA (1)
Detection: Is there anybody?
ObjectEnumeration: How many of these?
(Objects) →NClassification: To which family does it belong?
Object → ClassTracking: Where will it be next time?
Object(t) → Object(t +1)Association: What are the links between them?
Object_i ↔ Object_j
B
AA
A
A A
49
Five generic (unordered) tasks for SA (2)
Detection: Is there anybody?
Object
50
Five generic (unordered) tasks for SA (2)
Detection: Is there anybody?
ObjectEnumeration: How many of these?
(Objects) →NClassification: To which family does it belong?
Object → ClassTracking: Where will it be next time?
Object(t) → Object(t +1)Association: What are the links between them?
Object_i ↔ Object_j
X XX
Y
Y
Y
...
51
Five generic (unordered) tasks for SA
What are the “Objects” concerned?1. Concrete simple objects:
ContactTrackTargetGroup of targets...
2. Abstracts or complex objects:SituationWorldThreatIntentOther mental states...
MSDF(L0-1)
SA(L2-3-4)
52
Analysing a situation
Situation
Hall & Linas, 2001
Building the situation model
Queries
What is the probability that the observed target is a MIG-31?
Does the MIG-31 has the intent to enter the protected area?
Will the operator know at each time step the position and allegiance of the observed target?
DetectionEnumerationClassificationTrackingAssociation
Analysing the situation
53
INFORMATION PROCESSINGFEATURES AND CHALLENGES
54
Two basic ingredients for information processing
OntologyFrame of discernmentUniverse of discourseSet of possible worlds
...Description of the world
Epistemic statementBelief function
Probability distributionLogical statement
...Piece of information
Expresses:1. Background knowledge2. Level of granularity
desired/required
Expresses:Epistemic disposition relatively to the world
Non-monotonicity required!
55
Information overload
The economist –February-March 2010
56
Information overload (2)
The challenge is to have the “right” information,at the “right” time,at the “right” place.
Information (over)load would not be an issue if:agents had unlimited capacities (reasoning, memory,...)we had no constraints (time)
Information needs to be characterized to perform an adequate filtering and ensure an efficient
processing.
57
The problem at hand: socio-technical systemsNEOps = Network Enabled Operations
Agent = Artificial or Human
58
Heterogeneity (1)
Each agent has its own :o View of the situation (partial)o Language
Vocabulary (ontology)Syntax and grammar (formal or not)
o Set of possible actions (competencies)o Strategy (way of functioning)o Limitations
of actions (sensing, reasoning, ...)of languageof storage (memory)...
Information is imperfect:
o Incomplete (locally),o Conflicting,o Uncertain (several types),o Erroneous,o Non-credible,o Irrelevant,o Useless, ...
59
Toward an information quality ontology...
[Klir & Yuan]
[Smets]
[Smithson]
ReliabilityUtility
ProximitySupportabilityExpectability
Credibility…
60
Heterogeneity (2)
Each agent has its own :o View of the situation (partial)o Language
Vocabulary (ontology)Syntax and grammar (formal or not)
o Set of possible actions (competencies)o Strategy (way of functioning)o Limitations
of actionsof languageof storage (memory)...
We need to manipulate:
o Numerous ontologieso Numerous theoretical frameworks
61
InteroperabilityNumerous theoretical frameworks
Numerous ontologies
STANDARDS TRANSLATIONS
JC3IEDM
STANAG 4162 (Bayesian)
Ontology alignment / matching
Pignistic probability
Need to be general enough to encompass
the rich variety of information to be
processed
Loss of information must
be controlled
Data models(ontologies)
Theoretical framework for
information processing
62
Features of information
Distributed information;
Imperfect quality;
Heterogenenous sources (hard-soft, structured-unstructured, objective-subjective, several ontologies);
Represent mental states (belief, knowledge, uncertainty, ...);
Trusted and understood by a human;
Updated and revised non-monotonically;
Possibly erroneous ontology.
63
THEORETICAL TOOLS FOR SUPPORTING SA
64
Sensing to Understanding to Decision Support
Measuring Reasoning
Mathematicaland logical tools
Mental state
65
Why a formal model for SA?
A highly formal approach for the design of situation analysis and decision support systems is unavoidable if one is interested in
the reproducibility and traceability of the results,
verifying systems before they are fielded,
rapid and robust software implementation,
characterization of the complexity of representations and tasks.
66
GIT
Generalized Information Theory (GIT)Information and knowledge modelingTheoretical aspects of uncertainty representationQuantitative and qualitative
MASMultiAgent Systems (MAS)
Multisensor Systems, NetworkMultisensor Data FusionSocial Networks
Dec.Decision Theory (Dec.)
PlanningOptimizationRisk management
MAS + Dec.Game theory
GIT + Dec.POMDP
MAS + GITInformation fusionAggregation/Combination
SA
Three domains for information processing
67
In practice, three axes of thought
Algorithms anddata structures
Domain ofapplications
Theoretical aspects(GIT, MAS, Decision)
Measures of performances along the three axes:
1. Theoretical tools: Conceptually correct?
2. Programming: Able to address large problems? Computability? Tractability?
3. Domain of application: Useful to user?
68
Origins of theoretical tools
Probabilistic model of the atom
Mechanistic model of the brain
Mathematical representation of the world
Logical representation of the world
69
Logical vs. mathematical description of the world
Logic is about the coherence of
the world
Mathematics is about measuring
the world
(If Flying then Engage) and Flying→ Engage
•P(Flying object)=0.7•Object Flying at 872 km/h
(If Flying very fast then Engage) and (Flying at 754km/h)
→ ???SITUATION ANALYSIS
1000500
70
Classification of uncertainty processing methods (Pearl, 1988)
Syntactic(Extensional)
(Quantitative, numerical, … approaches)
Semantic(Intentional)
(Qualitative, symbolic, … approaches)
Numerical values of [0,1]
Logical consequence
relations
Uncertainty Computation Semantics
Reconciliationof both aspects?
sloppy
clear
convenient
clumsy
71
Convergence of two areas
Physics, EngineeringMathematics
Cognitive SciencesLogic
GeneralizationNew modalitiesKnowledge, time, action
GeneralizationNew types of uncertaintyFuzziness, non-specificity
Cross-fertilisation
72
Towards a unified theory?
73
Belief functions for supporting SA?Requirements Belief functions Possible extensions
Knowledge vs belief representation -(certainty=knowledge)
Link with modal logics (KD45, S5?)
Uncertainty +
Non-specificity +
Fuzziness - Fuzzy belief functions
Randomness +
Measuring the world +/-(initial BPAs)
Ontological non-monotonicity - TBM, DSmT, ...
Reasoning about the structure of the world
+/-(no clear semantics)
Incidence calculusFagin-Halpern structures
Deal with distributed information +/-(no explicit MAS
framework)
Supplemented with a MA framework
Combining sources +
Updating (changing world) + “temporal” belief functions
Revising (new information) +
74
In SA we need …
o A formal ontology (description of the world);
o A structure for representing and reasoning about psychological states and semantic properties such as belief and knowledge;
o A way for representing and dealing with different aspects of uncertainty;
o Rules for combining information from different sources in order to estimate or predict states;
o A framework being generalizable to the multiagent case;
o An explicit definition of context.
75
Why a logical approach to SA?
1. The logical approach brings a formal way to analyse the system in terms of completeness, consistency, decidability.
2. Logic provides a formalism and language to describe mathematical structures and their properties, as well as dynamic processes.
3. Logic gives a clear distinction between syntax and semantics.
76
Modal logic and Situation Analysis?
The 2001 Workshop on Modal Logic in AI (Vienna) proposed thefollowing program:
Modal logics for multi-agent systems, Temporal reasoning based on temporal logic, Spatial reasoning and modal logic, Modal logic and logic-based knowledge representation, Description logics, Epistemic logic in AI, Deontic logic in AI, Modal logics of action, Representation of propositional attitudes, Modal logics for intelligent conceptual modeling, Modal logics for ontologies
77
What is Interpreted Systems Semantics?
• Proposed in the 90s as a general model for analysing distributed systems through epistemic properties (Fagin, Halpern, Moses and Vardi).
• A logical approach based on epistemic logics notions, with a dynamic component.
• Epistemic and temporal properties of groups of agents are verified through efficient model checkingtechniques.
• The model can be enriched with probabilistic notions, and extensions (thus ... belief functions!)
78
DRDC PROJECTS
79
Where do we stand so far…
Measurements
Level 1Object Assessment
Level 2Situation Assessment
Level 3Impact Assessment
Level 4Process Refinement
(Resource Management)
Level 0Sub-Object Assessment
Signal/Features
Objects
Situations
Situations/Plans
Plans
Resources
Situations
Plans
Situations
Objects
Signal/Features
(Source: Steinberg et al., 1998)
Belief functions
2005
2010
2015
...
80
Situation Analysis Support Systems Objectives: To analyze and design real-time, computer-based Situation Analysis Support Systems to aid the Halifax class command team in achieving the appropriate SA to conduct C2.
Apr 2003 – Mar 2006
Classification and target identification
81
Goal Action Selection
ManagementConstraints
MOP
MOE
Performance Evaluation
Effectiveness Evaluation
EnvironmentFusion
Processing
Sensors
AdaptationGoal Action Selection
ManagementConstraints
MOP
MOE
Performance Evaluation
Effectiveness Evaluation
EnvironmentFusion
Processing
Sensors
AdaptationGoal Management
Airborne Information Fusion & Management for Tactical Picture
Compilation Objectives: To investigate, design and develop advanced information fusion and sensor management concepts suitable for insertion into the modernized CP-140 (P-3C).
Apr 2004 – Mar 2007
Classification and target identification
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RAP Compilation and Exploitation for Dynamic Operations Management
Objectives: To investigate: i) air situation awareness enablers, and ii) air operations management enablers for a RAP of the CANR Air Operations CentreMay 2005 – March 2008
1 CAD /CANR HQ
Set the basis for a formal model of SA based on the
interpreted systems semantics
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Situation Analysis for the Tactical Army Commander
Objective:To provide the Canadian Army the means to build an automated reasoning capability in order to support Situation Analysis, a process by which the human gains Situation Awareness.Apr 2005 – Mar 2009
Initiate a study on the use of belief functions in the
JC3IEDM
150 SAW requirements from the CSE community
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A Research Initiative to Evaluate Situation Awareness Strategies for
Harbour ProtectionObjectives: Investigate how new Situation Analysis technologies (interpreted systems) can formally characterize a complex situation for surveillance.Create a toolbox to evaluate motion strategies in a realistic surveillance context for the purpose of enhancing decision support capabilities.
Apr 2007 – Mar 2011
Develop a basic toolbox for SA
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Information Relevance in Hierarchical C2
Objectives:This project aims at investigating qualification or “RELEVANCE” of information in a system of systems (C2IS) of different levels (tactical-operational-strategic) of Command and effect based analysis enablers
March 2008 – March 2012
Study the capacity of belief functions to model relevance, reliability and credibility concepts (as
understood by II)
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Data Fusion Solutions for Monitoring CBRNE Threats (DF - Surveillance)
Objectives:
(1) Explore novel situation analysis concepts for epidemics early detection usingunconventional and conventional information sources.
(2) Investigate novel on-demand classification techniques applied to live data streams
April 2009 – Mars 2013
Use belief functions for data stream processing and
risk evaluation
87
SASNet Architecture: Self-healing Autonomous Sensor Network
Objectives: To test in realistic operational situations an unattended sensor network together with its electronic and software components, with an emphasis on self-healing capacities and advanced communication protocols.
Apr 2007 – Mar 2011
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Target classification
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Information quality assessment approaches;Knowledge modeling and representation: exploitation of efficient machine
representations of relevant aspects of the world; Visualisation and human-system integration;Fusion of structured and unstructured information;Formal methods to identify and represent relevant and critical information
to support decisions;Formal methods of ontological engineering to produce defensible
representations of the world (e.g., situational constructs);Work domain models could be constructed based on cognitive
engineering techniques in order to understand and formally document the information needs of decision makers;
Distributed or social aspects: architecture SoS, open systems;General framework for representing knowledge, uncertainty, and actions;Measures of performance of support systems.
Conclusions: some critical research issues
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