Policy Filtering for Planning in Partially Observable Stochastic Domains y
现代物流-英文版测试题-第六章采购精选全文完整版

可编辑修改精选全文完整版TEST BANKCHAPTER 6: PROCUREMENTMultiple Choice Questions (correct answers are bolded)1. ___________ refers to the raw materials, component parts, and supplies bought from outside organizations to support a company’s operations.a. Inbound logisticsb. Procurementc. Materials managementd. Supply management[LO 6.1: To compare procurement, purchasing, and supply management; Moderate; Concept; AACSB Category 3: Analytical thinking]2. Procurement costs often range between ___________ and ___________ percent of an organization’s revenues.a. 60; 80b. 50; 70c. 40; 60d. 30; 50[LO 6.1: To compare procurement, purchasing, and supply management; Moderate; Application; AACSB Category 3: Analytical thinking]3. Procurement’s historical focus in many organizations was to ___________.a. incur minimal supply disruptionsb. use a limited number of suppliersc. minimize loss and damaged. achieve the lowest possible cost[LO 6.1: To compare procurement, purchasing, and supply management; Moderate; Synthesis; AACSB Category 3: Analytical thinking]4. Procurement and ___________ are viewed as synonymous terms.a. materials managementb. supply managementc. purchasingd. inbound logistics[LO 6.1: To compare procurement, purchasing, and supply management; Easy; Concept; AACSB Category 3: Analytical thinking]5. ___________ involves an increased focus on identifying and using data internally and across a supply chain so that a company can consolidate its purchasing power for enhanced value.a. Supply managementb. Strategic sourcingc. Supply chain managementd. Procurement[LO 6.1: To compare procurement, purchasing, and supply management; Moderate; Concept; AACSB Category 3: Analytical thinking]6. Which of the following is not a potential benefit associated with procurement cards (p-cards)?a. There is a reduced number of invoices.b. Users can make purchases in a more timely fashion.c. Suppliers can be paid in a more timely fashion.d. They can be used in non-domestic markets.[LO 6.1: To compare procurement, purchasing, and supply management; Difficult; Synthesis; AACSB Category 3: Analytical thinking]7. Which of the following is not a potential procurement objective?a. minimizing procurement costsb. supporting organizational goals and objectivesc. managing the supply based. supporting operational requirements[LO 6.2: To review procurement objectives; Moderate; Synthesis; AACSB Category 3: Analytical thinking]8. A focus on satisfying internal customers is associated with which procurement objective?a. managing the supply baseb. supporting operational requirementsc. supporting organizational goals and objectivesd. managing the purchasing process effectively and efficiently[LO 6.2: To review procurement objectives; Moderate; Synthesis; AACSB Category 3: Analytical thinking]9. The selection, development, and maintenance of supply sources is associated with which procurement objective?a.managing the purchasing process effectively and efficientlyb.supporting operational requirementsc.developing relationships with other functional groupsd.managing the supply base[LO 6.2: To review procurement objectives; Moderate; Synthesis; AACSB Category 3: Analytical thinking]10. Buying the right products, at the right price, from the right source, at the right specifications, in the right quantity, and for delivery at the right time to the right internal customer is associated with what procurement objective?a. managing the supply baseb. managing the purchasing process effectively and efficientlyc. supporting operational requirementsd. supporting organizational goals and objectives[LO 6.2: To review procurement objectives; Moderate; Synthesis; AACSB Category 3: Analytical thinking]11. What is the first step in supplier selection and evaluation?a. Prepare a request for proposal.b. Prepare a procurement budget.c. Identify possible suppliers.d. Identify the need for supply.[LO 6.3: To review supplier selection and evaluation approaches; Moderate; Application; AACSB Category 3: Analytical thinking]12. With respect to the supplier selection and evaluation process, ___________ looks at both the internal and external environment within which the supply decision is to be made.a. Identify the need for supply.b. Identify suppliers.c. Perform a situation analysis.d. Evaluate suppliers.[LO 6.3: To review supplier selection and evaluation approaches; Moderate; Application; AACSB Category 3: Analytical thinking]13. What is the final step in the supplier selection and evaluation process?a. Provide feedback.b. Select suppliers.c. Implement the decision.d. Evaluate the decision.[LO 6.3: To review supplier selection and evaluation approaches; Moderate; Application; AACSB Category 3: Analytical thinking]14. Multiple sourcing uses more than one supplier in hopes of increased competition, improved market intelligence, and ___________.a. greater supply risk mitigationb. lower costs per unitc. increased cooperationd. increased communication[LO 6.3: To review supplier selection and evaluation approaches; Moderate; Application; AACSB Category 3: Analytical thinking]15. Single sourcing consolidates purchase volume with a single supplier in hopes of increasing cooperation and communication in the supply relationship as well as ___________.a. greater supply risk mitigationb. increased amounts of competitionc. improved market intelligenced. lower costs per unit[LO 6.3: To review supplier selection and evaluation approaches; Moderate; Application; AACSB Category 3: Analytical thinking]16. Which of the following statements is false?a. Supplier selection and evaluation generally involves multiple criteria.b. The evolution of business practices and philosophies may require new supplier selection criteria.c. Selecting suppliers is the final step of the supplier selection and evaluation process.d. Some supplier selection criteria may be contradictory.[LO 6.3: To review supplier selection and evaluation approaches; Difficult; Synthesis; AACSB Category 3: Analytical thinking]17. Which of the following would not be part of a supplier audit?a. supplier’s structureb. supplier’s resourcesc. supplier’s scorecardd. supplier’s financial and risk health[LO 6.3: To review supplier selection and evaluation approaches; Moderate; Application; AACSB Category 3: Analytical thinking]18. Kraljic’s Portfolio Matrix ___________.a. provides a framework for evaluating warehousing decisionsb. is used by many managers to classify corporate purchases in terms of their importance and supply complexityc. allows managers to evaluate whether to add, or not add, product linesd. is synonymous with the total cost of ownership[LO 6.4: To review Kraljic’s Portfolio Matrix; Moderate; Concept; AACSB Category 3: Analytical thinking]19. Bottleneck, leverage, and strategic are categories associated with ___________.a. Kraljic’s Portfolio Matrixb. Supplier Audit Matrixc. Supplier Development Matrixd. Global Procurement Matrix[LO 6.4: To review Kraljic’s Portfolio Matrix; Moderate; Application; AACSB Category 3: Analytical thinking]20. A degree of aggressive procurement involvement not normally encountered in supplier selection refers to ___________.a. supply managementb. supplier developmentc. materials managementd. physical supply[LO 6.4: To review Kraljic’s Portfolio Matrix; Moderate; Concept; AACSB Category 3: Analytical thinking]21. Supplier development is synonymous with ___________.a. supplier selection and evaluationb. procurementc. materials managementd. reverse marketing[LO 6.4: To review Kraljic’s Portfolio Matrix; Moderate; Concept; AACSB Category 3: Analytical thinking]22. Which of the following is not a reason that purchasers are adopting a more proactive and aggressive role in the procurement process?a. There are myriad inefficiencies associated with suppliers initiating marketing efforts toward purchasers.b. They are achieving a competitive advantage in the supply chain.c. An excess number of suppliers currently exists.d. Purchasers may be aware of important benefits that are not known to the supplier. [LO 6.4: To review Kraljic’s Portfolio Matrix; Difficult; Synthesis; AACSB Category 3: Analytical thinking]23. Which of the following is false?a. In the factor-input strategy, an organization is seeking low-cost or high-quality sources of supply.b. Global procurement refers to buying components and inputs anywhere in the world.c. Planning is the first step in global procurement.d. A market access strategy emphasizes procurement from geographically close countries.[LO 6.5: To establish issues associated with global procurement; Difficult; Synthesis; AACSB Category 3: Analytical thinking]24. What is the first step in a global sourcing development model?a. planningb. specificationc. situation analysisd. problem recognition[LO 6.5: To establish issues associated with global procurement; Moderate; Application; AACSB Category 3: Analytical thinking]25. ___________ is often a major shortcoming of many global procurement plans.a. Confiscationb. Specificationc. Implementationd. Evaluation[LO 6.5: To establish issues associated with global procurement; Moderate; Application; AACSB Category 3: Analytical thinking]26. What concept refers to when firms consider all the costs that can be assigned to the acquisition, use, and maintenance of a purchase?a. activity-based costingb. cost trade-offsc. the systems approachd. total cost of ownership[LO 6.5: To establish issues associated with global procurement; Easy; Application; AACSB Category 3: Analytical thinking]27. Procuring products from s uppliers close to one’s own facilities refers to ___________.a. agglomerationb. near-sourcingc. sustainabilityd. outsourcing[LO 6.5: To establish issues associated with global procurement; Easy; Application; AACSB Category 3: Analytical thinking]28. Which of the following is not a dimension associated with socially responsible procurement?a. profitb. safetyc. the environmentd. human rights[LO 6.6: To identify social and environmental aspects of sustainable procurement; Moderate; Synthesis; AACSB Category 3: Analytical thinking]29. With respect to gift giving and gift receiving, a ___________ refers to money paid before an exchange.a. kickbackb. agglomerationc. bribed. dovetailing[LO 6.6: To identify social and environmental aspects of sustainable procurement; Easy; Concept; AACSB Category 3: Analytical thinking]30. With respect to gift giving and gift receiving, a ___________ refers to money paid after an exchange.a. kickbackb. agglomerationc. bribed. dovetailing[LO 6.6: To identify social and environmental aspects of sustainable procurement; Easy; Concept; AACSB Category 3: Analytical thinking]31. ___________ identifies opportunities to recover revenues or reduce costs associated with scrap, surplus, obsolete, and waste materials.a. Recyclingb. Reusec. Reverse logisticsd. Investment recovery[LO 6.6: To identify social and environmental aspects of sustainable procurement; Easy; Concept; AACSB Category 3: Analytical thinking]32. ___________ materials refer to stock that exceeds the reasonable requirements of an organization.a. Wasteb. Excessc. Obsoleted. Scrap[LO 6.6: To identify social and environmental aspects of sustainable procurement; Moderate; Concept; AACSB Category 3: Analytical thinking]33. ___________ materials are no longer serviceable, have been discarded, or are a by-product of the production process.a. Wasteb. Obsoletec. Scrapd. Excess[LO 6.6: To identify social and environmental aspects of sustainable procurement; Moderate; Concept; AACSB Category 3: Analytical thinking]34. ___________ materials have no economic value.a. Wasteb. Scrapc. Obsoleted. Excess[LO 6.6: To identify social and environmental aspects of sustainable procurement; Moderate; Concept; AACSB Category 3: Analytical thinking]35. ___________ refers to a set of technology and finance-based processes that strive to optimize cash flow by allowing businesses to extend their payment terms to their suppliers while simultaneously allowing their suppliers to get paid early.a. Cash flow managementb. Supply chain financec. Flexible payment systemd. Supplier credit float[LO 6.7: To describe the concept of supply chain finance and how it can be used in procurement relationships; Moderate; Concept; AACSB Category 3: Analytical thinking]True-False Questions1.Procurement refers to the raw materials, component parts, and supplies bought from outsideorganizations to support a company’s operations. (True)[LO 6.1: To compare procurement, purchasing, and supply management; Easy; Concept; AACSB Category 3: Analytical thinking]2.Procurement’s costs often range between 40 and 60 percent of an organization’s revenues.(False)[LO 6.1: To compare procurement, purchasing, and supply management; Moderate; Application; AACSB Category 3: Analytical thinking]3.Procurement’s historical focus in many organizations was to minimize the total number ofoutside suppliers. (False)[LO 6.1: To compare procurement, purchasing, and supply management; Moderate; Synthesis; AACSB Category 3: Analytical thinking]4. A contemporary procurement manager might have responsibility for reducing cycle timesand for generating additional revenues by collaborating with the marketing department.(True)[LO 6.1: To compare procurement, purchasing, and supply management; Moderate; Synthesis; AACSB Category 3: Analytical thinking]5.Procurement and purchasing are viewed as synonymous terms. (True)[LO 6.1: To compare procurement, purchasing, and supply management; Easy; Concept; AACSB Category 3: Analytical thinking]6.Supply chain management refers to a relational exchange approach involving a limitednumber of suppliers. (False)[LO 6.1: To compare procurement, purchasing, and supply management; Moderate; Concept; AACSB Category 3: Analytical thinking]7.Strategic sourcing involves an increased focus on identifying and using data internally andacross the supply chain so that a company can consolidate its purchasing power for enhanced value. (True)[LO 6.1: To compare procurement, purchasing, and supply management; Moderate; Application; AACSB Category 3: Analytical thinking]8.One benefit to procurement cards is that they are easily used outside of their domesticmarket. (False)[LO 6.1: To compare procurement, purchasing, and supply management; Moderate; Synthesis; AACSB Category 3: Analytical thinking]9.First and foremost, procurement’s objectives must manage the purchasing process effectivelyand efficiently. (False)[LO 6.2: To review procurement objectives; Moderate; Synthesis; AACSB Category 3: Analytical thinking]10.One of procurement’s most important responsibilities involves supplier selection andevaluation. (True)[LO 6.3: To review supplier selection and evaluation approaches; Easy; Application; AACSB Category 3: Analytical thinking]11.The first step in supplier selection and evaluation is situation analysis. (False)[LO 6.3: To review supplier selection and evaluation approaches; Moderate; Synthesis; AACSB Category 3: Analytical thinking]12.A benefit to multiple sourcing is increased cooperation and communication in a supplyrelationship. (False)[LO 6.3: To review supplier selection and evaluation approaches; Moderate; Application; AACSB Category 3: Analytical thinking]13.Single sourcing consolidates purchase volume with a single supplier with the hopes ofenjoying lower costs per unit. (True)[LO 6.3: To review supplier selection and evaluation approaches; Easy; Application; AACSB Category 3: Analytical thinking]14.The final step of the supplier selection process is to evaluate the decision. (True)[LO 6.3: To review supplier selection and evaluation approaches; Easy; Synthesis; AACSB Category 3: Analytical thinking]15.Supplier scorecards involve a ssessments of a supplier’s structure, resources, technology,health, and responsibility. (False)[LO 6.3: To review supplier selection and evaluation approaches; Moderate; Concept; AACSB Category 3: Analytical thinking]16.Supplier scorecards can be categorical, weighted point, or cost based in nature. (True)[LO 6.3: To review supplier selection and evaluation approaches; Moderate; Application; AACSB Category 3: Analytical thinking]17.Supplier selection and evaluation generally involve multiple criteria, and these criteria canvary in both number and importance, depending on the particular situation. (True)[LO 6.3: To review supplier selection and evaluation approaches; Moderate; Synthesis; AACSB Category 3: Analytical thinking]18.The Optimal Cost Reliability Model is used by many managers to classify corporatepurchases in terms of their importance and supply complexity. (False)[LO 6.4 To review Kraljic’s Portfolio Matrix; Moderate; Concept; AACSB Category 3: Analytical thinking]19.Bottleneck refers to the low importance, low complexity category of Kraljic’s PortfolioMatrix. (False)[LO 6.4 To review Kraljic’s Portfolio Matrix; Moderate; Application; AACSB Category 3: Analytical thinking]20.Leverage refers to the high importance, low complexity category of Kraljic’s PortfolioMatrix. (True)[LO 6.4 To review Kraljic’s Portfolio Matrix; Moderate; Application; AACSB Category 3: Analytical thinking]21.Supply management refers to a degree of aggressive procurement not normally encounteredin supplier selection. (False)[LO 6.4 To review Kraljic’s Portfolio Matrix; Moderate; Concept; AACSB Category 3: Analytical thinking]22.Supplier development is synonymous with reverse marketing. (True)[LO 6.4 To review Kraljic’s Portfolio Matrix; Easy; Concept; AACSB Category 3: Analytical thinking]23.One reason for the growth of the supplier development concept is that achieving competitiveadvantage in the supply chain is predicated on purchasers adopting a more aggressiveapproach. (True)[LO 6.4 To review Kr aljic’s Portfolio Matrix; Moderate; Application; AACSB Category 3: Analytical thinking]24.Global procurement refers to buying components and inputs anywhere in the world. (True) [LO 6.5: To establish issues associated with global procurement; Easy; Concept; AACSB Category 3: Analytical thinking]25.Global procurement is primarily driven by the input-output and market-access strategies.(False)[LO 6.5: To establish issues associated with global procurement; Moderate; Application; AACSB Category 3: Analytical thinking]26.Problem recognition is the first step in global procurement. (False)[LO 6.5: To establish issues associated with global procurement; Moderate; Synthesis; AACSB Category 3: Analytical thinking]27.Because global sourcing increases the distance that components and inputs must be moved,managers must consider the trade-off between transportation and holding costs. (True) [LO 6.5: To establish issues associated with global procurement; Moderate; Application; AACSB Category 3: Analytical thinking]28.Implementation is often a major shortcoming of many global procurement plans. (True) [LO 6.5: To establish issues associated with global procurement; Moderate; Synthesis; AACSB Category 3: Analytical thinking]29.When taking an activity-based costing approach, firms consider all the costs that can beassigned to the acquisition, use, and maintenance of a purchase. (False)[LO 6.5: To establish issues associated with global procurement; Moderate; Concept; AACSB Category 3: Analytical thinking]30.Dovetailing refers to procuring products from suppliers closer to one’s own facilities. (False) [LO 6.5: To establish issues associated with global procurement; Moderate; Concept; AACSB Category 3: Analytical thinking]31.Sustainable procurement refers to the integration of social and environmental considerationsinto all stages of the purchasing process. (True)[LO 6.6: To identify social and environmental aspects of sustainable procurement; Easy; Concept; AACSB Category 3: Analytical thinking]32.Diversity and philanthropy are two dimensions of socially responsible procurement. (True) [LO 6.6: To identify social and environmental aspects of sustainable procurement; Easy; Application; AACSB Category 3: Analytical thinking]33.With respect to gift giving and gift receiving, bribes refer to money paid after an exchange.(False)[LO 6.6: To identify social and environmental aspects of sustainable procurement; Moderate; Concept; AACSB Category 3: Analytical thinking]34.The relevance, importance, and challenges associated with socially responsible procurementare likely to lessen in the coming years. (False)[LO 6.6: To identify social and environmental aspects of sustainable procurement; Moderate; Application; AACSB Category 3: Analytical thinking]35.Investment recovery identifies opportunities to recover revenues or reduce costs associatedwith scrap, surplus, obsolete, and waste materials. (True)[LO 6.6: To identify social and environmental aspects of sustainable procurement; Easy; Concept; AACSB Category 3: Analytical thinking]36.Investment recovery is often the responsibility of the finance manager. (False)[LO 6.6: To identify social and environmental aspects of sustainable procurement; Moderate; Application; AACSB Category 3: Analytical thinking]37. Excess materials refer to stock that exceeds the reasonable requirements of an organization. (True)[LO 6.6: To identify social and environmental aspects of sustainable procurement; Easy; Concept; AACSB Category 3: Analytical thinking]38.Scrap materials are no longer serviceable, have been discarded, or are a by-product of theproduction process. (True)[LO 6.6: To identify social and environmental aspects of sustainable procurement; Easy; Concept; AACSB Category 3: Analytical thinking]39.Obsolete materials have no economic value. (False)[LO 6.6: To identify social and environmental aspects of sustainable procurement; Moderate; Concept; AACSB Category 3: Analytical thinking]40.Supply chain finance refers to a set of technology and finance-based processes that strive tooptimize cash flow by allowing businesses to extend their payment terms to their suppliers while simultaneously allowing suppliers to be paid early. (True)[LO 6.6: To identify social and environmental aspects of sustainable procurement; Moderate; Concept; AACSB Category 3: Analytical thinking]。
无人机应用发展关键基础设施与低空公共航路网规划

*通信作者资助项目:国家自然科学基金项目(41971359),中国科学院重点部署项目(ZDRW-KT-2020-2)修改稿收到日期:2022年6月17日① 中国民航网. 新业态 无人机行业飞速发展. (2022-01-06)[2022-06-17]. /1/6/202201/t 20220106_1337505.html.政策与管理研究Policy & Management Research引用格式:廖小罕, 徐晨晨, 叶虎平, 等. 无人机应用发展关键基础设施与低空公共航路网规划. 中国科学院院刊, 2022, 37(7): 977-988.Liao X H, Xu C C, Ye H P, et al. Critical infrastructures for developing UA Vs’ applications and low-altitude public air-route network planning.Bulletin of Chinese Academy of Sciences, 2022, 37(7): 977-988. (in Chinese)无人机应用发展关键基础设施与低空公共航路网规划廖小罕1,2,3 徐晨晨1,2,3*叶虎平1,3 谭 翔2,3 房世峰1,3 黄耀欢1 林 静1,31 中国科学院地理科学与资源研究所 资源与环境信息系统国家重点实验室 北京 1001012 中国科学院无人机应用与管控研究中心 北京 1001013 中国民航局民航低空地理信息与航路重点实验室 北京 100101摘要 当代无人机特点是数量众多、应用范围广、活跃频次高和用户众多。
对于安全运行,高标准的无人机软硬件系统可靠性和鲁棒性至关重要。
无人机运行高度依赖于新技术和外部高技术基础设施。
其中,低空公共航路网(又称低空“天路”)是一种保障低空无人机安全和高效运行的关键新型基础设施。
保育教育质量评估指南 英文

保育教育质量评估指南英文The Comprehensive Guide to Evaluating the Quality of Conservation EducationEffective conservation education is essential for promoting environmental stewardship and inspiring individuals to take action to protect the natural world. As the world faces increasingly complex environmental challenges, the need for high-quality conservation education programs has never been more pressing. However, evaluating the quality and impact of these programs can be a complex and multifaceted task. This comprehensive guide aims to provide a framework for evaluating the quality of conservation education programs to ensure they are achieving their intended goals and making a meaningful difference.Defining the Scope and Objectives of the Conservation Education ProgramThe first step in evaluating the quality of a conservation education program is to clearly define its scope and objectives. What are the program's primary goals? Is it focused on raising awareness about a specific environmental issue, fostering behavior change, or building a sense of connection to nature? Understanding the program'sintended outcomes is crucial for determining the appropriate evaluation metrics and methods.It is also important to consider the target audience for the program. Is it designed for students, community members, or a specific stakeholder group? The evaluation approach may need to be tailored to the unique needs and characteristics of the target audience.Assessing Program Design and DeliveryOnce the program's scope and objectives have been established, the next step is to evaluate the design and delivery of the educational content and activities. This includes examining the following elements:1. Curriculum and Content: Is the educational content accurate, up-to-date, and aligned with the program's goals? Does it effectively convey complex environmental concepts in a clear and engaging manner?2. Instructional Strategies: Are the teaching methods and learning activities appropriate for the target audience? Do they foster active engagement and critical thinking?3. Facilitator Expertise: Are the program facilitators knowledgeable, passionate, and skilled in delivering effective conservation education?4. Accessibility and Inclusivity: Is the program accessible to diverse audiences, including those with disabilities or from underserved communities? Does it address potential barriers to participation?5. Partnerships and Collaborations: Does the program leverage partnerships with local organizations, environmental experts, or community leaders to enhance its reach and impact?Measuring Program Outcomes and ImpactEvaluating the outcomes and impact of a conservation education program is crucial for understanding its effectiveness and identifying areas for improvement. This can involve a combination of quantitative and qualitative measures, including:1. Participant Engagement and Satisfaction: How engaged and satisfied are the participants with the program? This can be assessed through surveys, focus groups, or observation of participant behavior and interactions.2. Knowledge and Attitude Changes: Does the program result in increased knowledge about environmental issues and more positive attitudes towards conservation? Pre- and post-program assessments can help measure these changes.3. Behavior Changes: Does the program inspire participants to adopt more environmentally-friendly behaviors, such as reducing waste, conserving water, or engaging in community conservation efforts? Tracking behavioral changes over time can provide valuable insights.4. Long-term Impact: What is the program's long-term impact on the community or the environment? This may involve measuring changes in environmental indicators, such as biodiversity, habitat restoration, or reduced resource consumption.5. Stakeholder Feedback: Gathering feedback from key stakeholders, such as community members, environmental organizations, or program funders, can provide valuable insights into the program's strengths, weaknesses, and overall impact.Continuous Improvement and AdaptationEvaluating the quality of a conservation education program is an ongoing process that requires regular review and adaptation. By continuously collecting and analyzing data, program organizers can identify areas for improvement, adjust their strategies, and ensure that the program remains relevant and effective in addressing the evolving environmental challenges faced by the community.Effective conservation education has the power to inspire individuals, communities, and societies to take action to protect the naturalworld. By implementing a comprehensive evaluation framework, program organizers can ensure that their efforts are having a meaningful and lasting impact, and continue to refine and improve their approach over time.。
香港中文大学笔试题

香港中文大学笔试题————————————————————————————————作者: ————————————————————————————————日期:清华大学-香港中文大学2008年合作招收金融财务MBA入学试题(笔试部分)注意事项1.本试卷包括英语、逻辑和数学,分别占50%、30%和20%,总分为100分;2.答题时请将答案写在答题纸上,每个题只有唯一正确答案;3.将本试题、答题纸及草稿纸全部留下,考试结束后将被统一收回。
姓名:ﻩﻩ考号身份证号:一、英语部分(50%)PART IStructure and Vocabulary (25×1%=25%)Directions: There are 25 incomplete sentences inthis part.Foreachsentence the re are fourchoices marked A, B, C and D. Choosethe ONE answer thatbest completesthe sentence.Then blackenthe correspondingletter ontheAnswerSheet with a pencil.1. The rats _____bacterial infections ofthe blood.A.develop ﻩﻩB. produceﻩC. stimulateD. induce2. Thefirst, second, andthe thirdprizeswentto Jack, Tom,and Harry_____.A.equallyﻩB. differentlyﻩ C.similarly ﻩﻩ D.respectively3. Morethan85percent of French Canada’s population speaksFrench as a mothertongue and _____to the RomanCatholic faith.A.asceribesﻩB. subsceibes ﻩC.adheres D. caters4. When the work iswell done,a_____of accident freeoperations is established where timelostdue to injuries iskept at aminimum.A.regulation ﻩB.climate ﻩC.circumstanceﻩ D. requirement5. Inorder to preventstress from being set up in the metal, expansion joins arefitted which _____thestressbyallowingthe pipetoexpand or contract freely.A.reclaim B. reconcileﻩﻩ C. rectify ﻩD.relieve6. Dozens ofscientific groupsall overthe worldhave been _____the goalof a practicaland economic way to usesunlight to splitwater molecules.A.pursuing ﻩB.chasingﻩC.reachingD.winning7. Whentraveling,you areadvisedto take travelers’checks, which provide a secure_____to carrying your money in cash.A.substituteB. selection ﻩC.preferenceﻩ D. alternative8. Inever trustedhim becauseI always thought of him as such a_____character.A.Gracious ﻩﻩB. suspiciousﻩ C.uniqueﻩﻩ D. particular9. For example, it haslong been known that totalsleep _____is100percentfataltorats.A.reduction ﻩB. destruction C.deprivationﻩD.restriction10. Manyold people in thecitiesfind themselves unable to get used to therapid_____of city life.A.rateB. speedC. stepﻩD. pace11. The captainofthe ship_____the passengersthat there wasno danger.A. assuredﻩﻩB. ensured ﻩC.secured ﻩﻩD.insured12. The speaker whodoes nothave specificwords in his workingvocabularymay be unable to explain or describe in a_____that can be understood by his listeners.A.case ﻩB. meansﻩﻩC. methodD. way13. Industrial safetydoesnot just happen.Companies with low accidentratesplan theirsafety programs,work hard toorganize them, and continue working tokeep them _____and active.A.AliveB. vividﻩC. mobile ﻩD.diverse14. The key to the industrialization ofspaceis the U.S. spaceshuttle.Withit, astronautswillacquire a workhorse vehicle_____of flying into space and returningmanytimes.A.capable ﻩB. suitableﻩC.efficient ﻩ D. fit15. Thediscussion wasso prolongedandexhausting that_____the speakers stopped forrefreshments.A.at large ﻩB. at intervals ﻩC. at ease ﻩﻩ D.at random16. In no country _____Britain,it has been said, can one experience fourseasons in the course of a single day.A.other thanﻩB.more thanﻩ C.betterthan D.rather than17. So little_____ about physicsthatthelecture was completely beyondme.A.I knew B. did I know ﻩﻩ C. Ihad knownD. had I known18. Concerns were raised_____witnesses might beencouraged to exaggerate theirstories.A.what ﻩﻩB.when ﻩﻩC.which ﻩﻩ D.that19. Itcanbe ready for _____tripin about two weeks.A.new B.another ﻩC. certainD.subsequent20. To drive and _____ within the speed limits _____ necessary in today’s traffic.A.staying/is ﻩ B. to stay/areﻩ C. tostay/isﻩﻩ D. staying/arePART II Reading Comprehension (15×2%=30%)Directions:There are 3 passages inthis part. Each passageis followed by som equestions or unfinishedstatements.For eachof them here are four choices markedA,B, C and D.You should decideonthe bestchoice andblacken thecorresponding letter on theAnswer Sheet with a pencil.Questions21 to 25are based on the following passage:Whilehackerswith motives make headlines,they represent lessthan 20%of allnetwork security breaches.More common are instances ofauthorize dusers accidentally windingupwhere they should notbe and inadvertently deleting or changing data. However,the Internet introduces another concern: some Internet surfers are boundto go where theyhave no businessand,in so dong,threaten to wipe outdatato which they should not have access.Before picking a firewall,companies need to adopt security policies.A security policy states whoor whatis allowed to connect to whomor what. You can groupall users by department orclassification.The better firewallproducts let you dragand drop groups in agraphical userinterface(GUI)environment to define network securityeasily.Two methods are most often usedtogether to establishan Internetfirewall. Theyareapplication andcircuit gateways, as wellas packet filtering. With application andcircuitgateways, all packets areaddressed to a user-level application on a gate-way that relays packetsbetween two points. Wit hmost applicationgateways,additional packet-filter machines arerequired to controland screentraffic between the gatewayand thenetwor ks. A typical configurationincludes two routers with a bastionhost thatservesas the application gateway sitting between them.A drawback to application and circuit gateways is that they slow network performance. This is because eachpacket must be copied andprocessedat least twiceby all the communicationlayers. Packet-filtergateway s,whichactas routers betweentwo nets,are less secure than application gatewaysbut more efficient. They aretransparenttomany protocols andapplications, andthey require no changesin client applicatio ns, nospecific application management orinstallation, and noextra hardware.Using a single,unified packet-filter engine,allnettraffic is processed andthen forwarded or blockedfroma single point ofcontrol. However, most packetfiltersare stateless, understand only low-levelprotocols,andare difficult to configure and verity. In addition,they lack audi tmechanisms. Some packetfilters are implementedinside routers, limitingcomputingpowerand filteringcapabilities. Others areimp lementedas software packages that filter the packets in application-layer proc esses, an inefficient approach that requires multiple datacopies, expensive delays and context switches anddeliverslower throughput.So what’s a network administrator to do? Some vendors are developing firewallsthat overcome manyof these problemsand combine the advantages of applicationgateways andpacket filtering.These efficient, protocol-independent, securefirewall engines are capableofapplication-levelsecurity,user authentication,unified support,and handlingofall protocols, auditing and altering. They are transparentto users andto systemsetup,and include a GUI forsimple and flexible system management andconfiguration.21. The most suitabletitle for this passage is _____.A. Hackersand Our DefenseB.InternetSurfer’s GuideC. Firewall: A Measure of Network SecurityD. InformationTechnology22. According towhat you haveread,theauthor’s probable preference will be_____.A.walling forthe coming of better firewall products.B. finding a combination of bothapplication gatewayand packet filtering approachC. meeting demands ofevery type with better productsD.implementing onebetter approach in the adoptionof a firewall solution23. In choosinga firewallproduct, whatis impliedas the main concernofthe author?A.Management ﻩB.TransparencyC.IndependenceﻩﻩﻩD.Efficiency24. Which of the followingcanbeinferred from thepassage concerningthe networks using application and circuitgateways?A.Secure andspeedyﻩB. Secure but slowC.Insecure and slowﻩD.Insecure but speedy25. For whom is this passage mostlikely written:A. Government officialsﻩB. HackersC. Network administratorsD. Computer experts.Questions 26to30 are based on the followingpassage:Internet is a global network thatconnects other computer networks, together withsoftwareand protocols for controlling the movementof data.TheInternet, often referredtoa s“theNet”,was initiatedin 1969by a groupofuniversitiesandprivate research groups funded by the U.S.Departmentof Defense.It now covers almost everycountryin the world.Itsorganization is informal anddeliberately nonpolitical, anditscontrollers tend toconcentrateon technical aspectsratherthan onadministrativecontrol.The Internet offersusersnumberof basic services includingdata transfer,electronics mail, and theabilitytoaccessinformationin remotetoexchange information and debate specific subjects of interest. In addition, thereareanumber ofhigh-level services. Forexample,MBONEallows thetransmissionof messagesto morethan onedestination.It isusedin videoconferencing.The World Wide Web, known as“the Web”,is another high level Internet service,developed inthe1990s inGeneva. It isa service fordistributing multimediainformation,including graphics, pictures, sounds, andvideo aswellas text. A feature ofthe World WideWeb is that it allows links to other relateddocumentselsewhereon the Internet.Documents for publication on the Web arepresented inaform knownasHTML(hypertext markup language).Thisallows aspecification of the page layout and typography as it will appear on the screen.It alsoallows theinclusion of active linksto other documents. Generally, these appear on thescreen displayas highlightedtext or as additional icons.Typically,the user can use a mouse to “click”ononeof these points toload and view arelateddocument. Many commercial and public organizations now havetheir own Website(specified byan address code)and publish a “homepage”,givinginformation about the organization.Up tothe mid 1990s,themajorusers ofthe Internetwere academicand research organizations.This has begun to change rapidly with individual home users linking in through commercialaccess providersand with agrowing interest bycompanies in usingtheInternet for publicity,sales, and as a medium for electronic publishing.At the sametine,thereareproblems with the flow of information acrossnational borders, bringingin debates about copyright protection, dataprotection,thepublicationof pornography,and ultimately political control andcensorship.26. From the first paragraph, we learn thattheInternet _____.A.was initiatedbythe U.S.DepartmentofDefensein1969B.was onlyable to connect computers into networks intoat its beginningC.has not any kindoforganizationbehind it atallD.worksindependentlyof any governmental control27. Accessto remote information_____.A.isahighlevelservice provided bythe InternetB. is the most notablefeaturewiththe InternetC.isabasic function performed by the InternetD. can onlybe achieved by theInternet28. It can be inferred that the developmentofHTMLprepared the way for_____.A.even farther informationtransferB.onlinecommercial promotionsC.academic usesD. distributing multimedia information29. Which ofthe followingisnot a problembroughtin bythepopularizationofthe Internet?A. Difficultyin inspecting thecontent of publications.B.Difficulty inprotecting copy rightacross national borders.C. Difficulty in promoting salesof superiorproducts.D.The possibilitythatpotentially harmful content maybepublished 30. Thispassage focuses on_____.A. the instructions for theInternet usersB.the historical development of the InternetC.the kinds of datatransferred throughthe InternetD.theproblemsbrought about the InternetQuestions 31to 35 are based onthe following passage:Therelationship between the home and market economies hasgonethoughtwo distinct stages. Earlyindustrialization beginthe processof transferringsomeproduction process (e.g.cloth making, sewingand canningfood) from thehome to the marketplace. Althoughthe home economy couldstillproduce these good, the more importantsecond stagewas evident-the marketplace, and home economy was unable toproduce them, e.g. electricity and electrical appliances the automobile, advanced education, sophisticated medicalcare. In the second stage,thequestionof whetherthe home economywasless efficient in producing thesenew goodsandservice was irrelevant; if the family were to enjoy these fruitsof industrialization,theywould have to beobtainedin the marketplace.The traditionalways oftakingcare of these needs in the home such as innursingthesick,became socially unacceptable(and, inmost seriouscases, probably less successful).Justasthe appearanceoftheautomobile made the use of the horse drawn carriage illegal and then impractical,and theappearance of television changedthe radiofrom asource of entertainment toa source of background music,so mostofthe fruitsofeconomicgrowth did notincreasedflexibilityfor thehomeeconomy in obtainingthese good and services. Instead, economicgrowth brought with it increased consumer reliance onthe market-place. In ordertoconsume thesenew goods andservices, the familyhad to enter themarketplace as wageearners and consumers. The neoclassical(新古典主义的)model that views thefamily as deciding whetherto produce goodsand services directly or topurchase them in the marketplaceis basically amodel of the first stage. Itcannot accuratelybe appliedto thesecond(andcurrent) stage.31. The reason whymany productionprocesseswere taken over by themarketplace was that .A.it was a necessary stepin theprocess of industrializationB. they depend on electricity available onlyto themarketeconomyC. it was troublesometo produce such goods in thehomeD. the marketplace was more efficientwith respectto these processes32. Itcanbe seen from the passage that in the second stage.A.some traditional goodsand service were not successful because theproduction processremained unchangedB. themarket economyprovided goods and services which were not provided by the home economyC.producing traditionalgoodsat home became socially unacceptableD. the question ofwhether new goods and services wereproducedbythehomeeconomybecameirrelevant33. During the second stage,if the family wanted to consumenew services,they hadtoenter the marketplace .A. aswageearnersB. both as manufacturers and consumersC. both as workers andconsumersD. as customers34. Economic growthdid not makeit moreflexible forthe home economy to obtain the new goodsandservicesbecause .A. the family was not efficient in productionB. it was illegal for the home economy to producethemC. it could notsupply thembyitselfD. themarket for thesegoods and serviceswas limited35. The neoclassical model isbasicallyamodel of the first stage, becauseatthis stage .A.the family could relyeither on the homeeconomy or on the marketplaceforthe needed goods andservicesB.manyproduction processeswere beingtransferred to themarketplaceC.consumers relied more andmore on the marketeconomyD. the family could decide how to transferproduction processes to the marketplace二、逻辑部分(15X2%=30%)36. 尽管大多数大学拥有教职员工发明的专利权,但教职员工拥有他们著书或文章的版税。
Envision

Award types
General civil
Transport only
Buildings
Public realm
Community / precinct
Design Aቤተ መጻሕፍቲ ባይዱ built Operation Planning Other
Country
Deployment & developments
over the course of the project's life cycle.
Certifying body: Institute for Sustainable Infrastructure (ISI)
Applicable sectors
benefits of all types and sizes of infrastructure projects. It evaluates, grades, and gives recognition to
infrastructure projects that use transformational, collaborative approaches to assess the sustainability indicators
There are four levels of awards: Bronze (over 20% total applicable points gained), Silver (over 30%), Gold (over 40%), Platinum (over 50%) Achievement of each criteria is evaluated on a five-‐ step scale: improved, enhanced, superior, conserving, restorative. Although credits do not always have five levels of achievement. The total point value is set at achieving the "conserving" level, where "restorative" points are possible additions. Evaluation criteria may include (but not limited to): performing calculations, creating an action plan, meetings with stakeholders, consulting experts.
pesudo of policy iteration learnin -回复

pesudo of policy iteration learnin -回复什么是策略迭代学习(Policy Iteration Learning)?策略迭代学习是一种强化学习的算法,通过逐步优化策略来解决马尔可夫决策过程(Markov Decision Process, MDP)中的问题。
在策略迭代学习中,我们通过迭代的方式不断改进当前的策略,直到找到最优策略为止。
策略迭代学习通常由两个主要步骤组成:策略评估(Policy Evaluation)和策略改进(Policy Improvement)。
策略评估是指计算当前策略在给定环境中的预期收益。
通过这个步骤,我们可以得到当前策略下的价值函数,价值函数反映了在每个状态下采取行动的预期收益。
在策略评估中,我们使用动态规划的方法,通过迭代更新每个状态的价值函数,直到达到稳定状态。
策略改进是指在已知当前策略下的价值函数的情况下,寻找一个更好的策略。
在策略改进中,我们根据当前策略下的最优行动选择,更新策略,使之更接近最优。
这个过程可以通过选择使价值函数最大化的行动来实现。
在策略迭代学习中,我们将策略评估和策略改进两个步骤交替进行,直到达到最优策略为止。
具体来说,我们首先初始化一个随机策略,然后进行策略评估,得到当前策略下的价值函数。
接下来,我们进行策略改进,根据当前策略下的最优行动选择更新策略。
这样不断循环迭代,直到策略不再改变,即找到最优策略。
策略迭代学习的优点是可以确保最终找到最优策略,并且在每次迭代时会使策略逐渐逼近最优。
然而,策略迭代学习是一种计算复杂度较高的算法,因为每次迭代需要进行策略评估和策略改进两个步骤。
因此,在问题空间较大的情况下,策略迭代学习可能会面临计算上的挑战。
总结起来,策略迭代学习是一种强化学习的算法,通过迭代的方式逐步优化策略,直到找到最优策略为止。
它由策略评估和策略改进两个步骤组成,通过交替进行这两个步骤,不断逼近最优策略。
PMP考试模拟题(600个)
B
A Which of the following would most likely increase the accuracy of estimating the 17 project cost? A variance envelope has been established on a project. The envelope goes from +30% in R&D to +-5% during manufacturing. The reason for the change 18 in thickness of the envelope is because:
Production, operations, maintenance. identifies with project objectives. appeal to the customer
None of the above All of the above. All of the above except B
cover all project risks by buying appropriate insurance
ignore the risks, since nothing can be done about them and move forward with the project in avoid projects with clear an expeditious manner. and present risks
eliminate all known risks identify various risks and prior to the execution phase implement actions to mitigate of the project their potential impact E
programme evalution for policy makers
programme evalution for policymakersProgramme evaluation for policy makers is a crucial process that helps them make informed decisions and assess the effectiveness of policies and programmes. Here are some key aspects of programme evaluation for policy makers:1. Objectives and Outcomes: Define clear and measurable objectives for the programme. This includes specifying the expected outcomes, both short-term and long-term, and aligning them with the overall policy goals.2. Data Collection: Establish a system to collect relevant data throughout the programme's implementation. This may involve conducting surveys, interviews, observations, or using existing datasets. Ensure the data collected is accurate, reliable, and representative.3. Performance Indicators: Identify key performance indicators (KPIs) that can 衡量 the success of the programme. These indicators should be quantifiable and able to track progress towards the desired outcomes. Examples of KPIs could include reduction in crime rates, improvement in educational attainment, or increase in employment.4. Impact Assessment: Assess the programme's impact on the target population and the broader society. This includes analyzing whether the intended outcomes have been achieved, as well as any unintended consequences or positive spillover effects.5. Cost-Effectiveness Analysis: Consider the costs and benefits of the programme. Compare the investment required with the expected outcomes to determine whether the programme is delivering value for money.6. Stakeholder Engagement: Involve stakeholders, including beneficiaries, implementing agencies, and other relevant actors, throughout the evaluation process. Their input can provide valuable insights and ensure the evaluation is comprehensive and inclusive.7. Lessons Learned and Recommendations: Document the lessons learned from the evaluation. Based on the findings, provide recommendations for improving the programme,调整政策, or informing future decision-making.8. Sustainability and Long-Term Monitoring: Consider the programme's sustainability beyond the evaluation period. Recommend strategies for ongoing monitoring and evaluation to ensure its long-term effectiveness.By conducting thorough programme evaluations, policy makers can gain valuable insights into the effectiveness of their policies and make evidence-based decisions for future planning and resource allocation. This有助于提高政策的质量和效果, ultimately leading to better outcomes for the society.。
Align 软件工具用户指南说明书
Align: Start, Stop, Continue Guide Regional EntitiesExecutive SummaryTo what level is my work impacted due to this change? ModerateUse this document to familiarize yourself with Regional Entity Align process changes! Align is a new software tool that support the ERO’s vision of a single business process shared across our industry, tracking compliance data through a central hub that integrates CORES registration data with compliance monitoring and enforcement activities. Release 1 will include self-reporting/self-logging, enforcement processing,and mitigation functionality in the Align system, as well as the deployment of the ERO Secure Evidence Locker (ERO SEL). The ERO SEL will be used to collect registered entity-provided evidence as part of the ERO Enterprise’s CMEP activities. Align andthe SEL are built in a way that requires changes to the processes and language youuse today, and this guide will help you understand those changes and what to expectupon our first production release.It is important to note that Align Release 1 will utilize a phased launch approach withthe initial two regions (Texas RE & MRO) going live first with a certain segment oftheir registered entities. The remaining four regions will transition to Alignapproximately 4 to 6 weeks after the initial Release 1 launch. During the transitionyou will complete all monitoring, enforcement, and reporting functions usingexisting tools and processes for regions and registered entities not transitioned toAlign .Overview Start/Stop/Continue What should you start doing? For noncompliance that begins in Align• Performing Self-Log (if applicable based on your regional self-log process) & Self-Report processes in Align • Performing enforcement activities (e.g., Violation Processing, Dismissals, CEs,FFTs, and Settlement/NOCV processes) in Align • Performing mitigating activities & Mitigation Plan tracking and reportingprocesses in Align • Initiating PNCs in Align if discovered through a Self-Certification, PDS, TFE,Compliance Audit, Spot Check, Compliance Investigation or Complaint • If necessary, review associated evidence in the ERO SELImpact ScaleSignificant • Significant impact resulting in fundamental changes in tools and/or processes. You will likely require significant training to perform in your role. In addition, new tasks may be added, orcurrent tasks may be eliminated from your roleModerate• Several ways in which you do your jobs will change. You may have new work, requiring new skills that will potentially require some training Low • Minimal changes to the way you do your jobs. Existing tools and processes will remain in place.Training not required.What should youcontinue doing? Additional DetailsWhat should youstop doing? • Performing processes related to Self-Certifications, Periodic Data Submittals, Technical Feasibility Exceptions, Compliance Audits, Spot Checks, Compliance Investigations and Complaints using existing tools• Performing all Compliance Planning activities (e.g., COP, IRA, ICE) usingexisting processes and tools• Reporting on non-Release 1 activities using existing tools and processes (e.g.,Self-certifications, PDS, Audits, etc.)For noncompliance that began in CITS/CDMS• Performing your enforcement activities (e.g., Violation Processing, Dismissals,CEs, FFTs, and Settlement/NOCV) using existing tools (e.g., WebCDMS, CITS)• Performing your mitigation activities & Mitigation Plan tracking and reportingprocesses using existing tools (e.g., WebCDMS, CITS)• The Align Release 1 Start, Stop, Continue Executive Summary provides only high-level information onprocess, terminology, and tool changes• Please see the section below for detailed information on what processes will be completed in Alignvs. existing toolsFor noncompliance that began in CITS/CDMS • Performing your Self-Log (if applicable based on your regional self-log process) &Self-Report processes using existing tools (e.g., WebCDMS, CITS)• Collecting evidence through legacy toolsDetailed Guides:1. Self-Reporting & Self-LoggingTo what level is my work impacted due to this change? ModerateWhen a Registered Entity has identified a potential non-compliance (PNC), they willcreate the Self-Report in Align. An entity that is approved for self-logging will eitheradd Self-Log items directly into Align or continue submitting Self-Logs via spreadsheetdependent on regional processes.OverviewStart/Stop/Continue What should youstart doing? What should youstop doing? • Provisioning access for Self-Logging in Align if applicable based on yourregional self-log process• Receiving notification that Self-Log & Self Report has been initiated in Align• Initiating preliminary screen process in Align tool• Receiving evidence through the ERO SEL• Receiving notifications that Self-Log (if applicable based on your regional self-logprocess) & Self-Report has been initiated in existing tools (e.g., CITS, WebCDMS,etc.)• Initiating preliminary screen process in existing tools (e.g., CITS, WebCDMS, etc.)• Receiving evidence through legacy toolsFor non-U.S. jurisdictional noncompliance • Receiving notifications that Self-Log & Self-Report has been initiated inexisting tools (e.g., CITS, WebCDMS, etc.)• Initiating preliminary screen process in existing tools (e.g., CITS, WebCDMS,etc.)• Receiving evidence through legacy toolsWhat should youcontinue doing?Additional Details•Self-Reports and Self-Logs allow flexibility to add mitigating activities before or after Registered Entity submits initial report•Whether or not the entity chooses to add mitigating activities to the report, your action in this process is the same; you’ll be notified of the new report and initiate the preliminary screening process •Any Registered Entity can report a PNC through a Self-Report by default•The ability to Self-Log is exclusive to those entities that have been vetted through an evaluation process, and must be provisioning by the CEA in Align•If the entity has not been vetted into the Self-Logging program, they will not have the ability to submit Self-Logs in Align; the vetting process is done outside of Align2.Preliminary Screen & Potential Non-Compliance Review (PNCR)OverviewOnce a Self-Report or Self-Log is submitted by a Registered Entity, it triggers thepreliminary screen and the Potential Non-Compliance Review (PNCR). These aretightly linked and will be reviewed below.To what level is my work impacted due to this change?ModerateStart/Stop/ContinueWhat should you start doing? What should youstop doing? For noncompliance submitted into AlignPreliminary Screen:•Reviewing PNC, within 5 business days of submittal, to:o ensure the reliability standard requirement that was potentiallyviolated was applicable, approved, and in effect at the time of thePNCo check if the PNC violates the same standard and requirements as another possible violation or alleged violation already beingprocessed▪if yes, you may choose to link PNC to existing openenforcement action (OEA)▪if no, evaluate if PNC is a true duplicate, and mark as failedscreen•If PNC passes, marking PNC passed in Align•If PNC fails, marking as failed screen in AlignPotential non-Compliance Review (PNCR):•Completing PNC Review (e.g., Risk Analysis, Root Cause Analysis, Extent of Condition Review) in Align•Making determination on PNC and marking accordingly in Aligno If out of compliance, make all comments and proceed to enforcement activities in Align•If needed, issuing a formal RFI through Align•If necessary, reviewing associated evidence in the ERO SEL•Following existing preliminary screen for U.S. jurisdictional noncompliance using existing tools (e.g., CITS, WebCDMS, etc.)•Follow-up regularly with Registered Entities to ensure you have all required information to arrive at a recommendation for enforcement action •Evaluating the scope, risk impact, root cause, and mitigation of the issue to arrive at a recommendation for enforcement actionFor noncompliance submitted into CITS/CDMS•Following existing PNCR process using existing tools (e.g., CITS, WebCDMS, etc.)•Reviewing evidence through legacy toolsWhat should you continue doing?Additional Details•When you pass screening in Align it will notify NERC and the Registered Entity that a noncompliance exists, and that entity should retain all data and documents for noncompliance •We will no longer use NERC violation IDs. In Align, each record will have a unique ID for the entire process•In Align, the notice of noncompliance will also serve as the NPV3.Enforcement ActivitiesOverviewSubmitting a PNCR will automatically create an Enforcement Action (EA) record inAlign. The EA can then follow several different enforcement pathways. This sectionfocuses on Violation Processing, Dismissals, Compliance Exceptions, Find, Fix & Trackprocesses, and Settlement and Confirmed Violations processes.To what level is my work impacted due to this change? SignificantStart/Stop/ContinueWhat should you start doing? For noncompliance submitted into AlignViolation Processing:•Reviewing risk assessment and analyzing circumstances of PNC in Align •Deciding disposition of PNC (e.g., CE, FFT, dismissal, etc.) in Align•Issuing NAVAPS in Align•Checking to see if Registered Entity has Contested the NAVAPS/NOCV in Align •If applicable, sending RFI to Registered Entity in AlignDismissals:•Confirming if record is Compliance Investigation in Align•If Compliance Investigation, asking NERC to complete review outside of Align •Determining type of dismissal and designating the record accordingly in Align •Sending dismissal letter to Registered Entity in Align•Closing record in AlignCompliance Exception (CE) & Find, Fix, Tack Processes:•Creating disposition record of CE type or FFT and providing rationale in Align •Sending CE or FFT letter to Registered Entity in Align•Sending CE or FFT to NERC for review in Align (if Entity does not opt-out) •Closing record upon completion of 60-day review period and mitigating activities or Mitigation PlanSettlement/Confirmed Violation Process•Issuing NAVAPS to Registered Entity in Align•Uploading executed settlement agreement in Align•Uploading NOP/SNOP, before submitting it to NERC for review, in Align •Marking the Settlement/confirmed violation complete in Align•Sending NOCV to Registered Entity in Align•Closing out Settlement/confirmed violation in Align, and sending a notice of completion to NERC and the Entity•If necessary, reviewing associated evidence in the ERO SELWhat should youstop doing?•N/A4. Mitigation Plans & Mitigating ActivitiesTo what level is my work impacted due to this change? SignificantThe key process change in Mitigation is that the Registered Entity will submit mitigating activities instead of Mitigation Plans by default. If the mitigating activitiesneeds to be converted to a plan, the CEA will make that conversion in Align.The other change to the Mitigation workflow is that Align will replace existing methodsof submission, review, and tracking. Registered Entities will need to stop using existingtools like webCDMS or CITS and stop any manual tracking of mitigation activities.Everything should be submitted, reviewed and tracked in Align.Overview What should youcontinue doing?• Using preexisting rationale and definitions to decide disposition • Calculating the potential penalty and creating a draft settlement agreement in collaboration with the Registered Entity using existing processes and tools • Coordinating regularly with Registered Entity contacts to work through Enforcement workflow • Deciding if the disposition should be changed to a confirmed violation if Registered Entity does not agree to terms of settlement using existing processes and tools For noncompliance submitted into CITS/CDMS • Completing all Enforcement Activities (e.g., Violation Processing, Dismissals, CEs, FFTs, and Settlement/Confirmed violation) using existing tools (e.g., WebCDMS, CITS, etc.) and processes • Reviewing evidence through legacy toolsAdditional Details• A CEA cannot issue any dismissal to a Compliance Investigation before NERC is able to review• NERC does not need a notification of a dismissal; however, it should be visible to them upon login tothe system (i.e., dashboard view)Start/Stop/ContinueWhat should you start doing? For noncompliance submitted into AlignMitigating Activities:•Reviewing mitigating activities in Align•If applicable, requesting revision of mitigating activities in Align•Accepting mitigating activities in Align•Accepting or verifying completion of mitigating activities in Align•If necessary, sending RFI to Registered Entity in AlignMitigation Plans:•If necessary, converting mitigating activities to Mitigation Plan from in Align•Reviewing Mitigation Plan to determine if it will be accepted in Align•If applicable, extending Mitigation Plan review period in Align•Accepting or rejecting Mitigation Plan in Align•Monitoring new facts and circumstances to determine if a Mitigation Plan may need to be revised in Align•If applicable, receiving Mitigation Plan revisions, after acceptance, from Registered Entities in Align•If necessary, reviewing associated evidence in the ERO SELWhat should you stop doing? Mitigating Activities:•Creating, reviewing, and rejecting or approving mitigating activities in existing tools (e.g., CITS, WebCDMS, etc.)Mitigation Plans:•Creating, reviewing, and rejecting or approving Mitigation Plans in existing tools (e.g., CITS, WebCDMS, etc.)•Collecting evidence through legacy toolsWhat should you continue doing? •Coordinating regularly with your Registered Entity to help ensure mitigation activities and Mitigation Plan deadlines are met, and all necessary evidence is providedFor noncompliance submitted into CITS/CDMS and non-U.S. Jurisdictional noncompliance•Creating, reviewing, and rejecting or approving mitigating activities in existing tools (e.g., CITS, WebCDMS, etc.)Mitigation Plans:•Creating, reviewing, and rejecting or approving Mitigation Plans in existing tools (e.g., CITS, WebCDMS, etc.)•Collecting evidence through legacy tools5. Tracking Mitigation PlansTo what level is my work impacted due to this change? ModerateAdditional Details• Mitigating activities will be submitted by default with each PNC• If mitigating activities need to be transitioned to a formal Mitigation Plan, the CEA will need to initiatethe process in Align• Non-US Jurisdiction Mitigation Plans do not go to FERC• A Registered Entity may request the ability to revise their Mitigation Plan at any time by contactingthe regional point of contact(s) outside of Align. The regional point of contact(s) will take action in Align to send back to the Entity for revisiono The reason for requesting a revision may include expanding the scope of the PNC orMitigation Plan due to new information being discovered. The CEA should determine if arevision is appropriate or if a new Self-Report should be createdOnce a Mitigation Plan is submitted, the Registered Entity will begin tracking againstthe plan. They have the ability to update the actual completion date and uploadevidence for verification from submission of plan through verification. At this point,you will begin monitoring progress of the Mitigation Plan in Align. After the RegisteredEntity certifies that their Mitigation Plan is complete, you can choose to accept, verifyor reject the completion.OverviewStart/Stop/Continue What should youstart doing? For noncompliance submitted into Align • Reviewing the submitted Mitigation Plan and confirming the milestones and activities in Align • If Milestone extension is requested, choosing to extend milestone completiondate in Align• If applicable, escalating the disposition path if the Registered Entity is notadhering to their Mitigation Plan in Align • Reviewing evidence submitted with Mitigation Plan to verify completion in Align • Verify that the completion date certified by the Registered Entity is accurate in Align • If applicable, sending RFI to Registered Entity in Align • If necessary, reviewing associated evidence in the ERO SEL6. Self-Certifications, PDS, TFEs, Compliance Audits, Spot Checks, Compliance Investigations, and ComplaintsTo what level is my work impacted due to this change? LowWhat should youstop doing? • N/AWhat should youcontinue doing? •Coordinate regularly with your Registered Entity to help ensure Mitigation Plan deadlines are met, and all necessary evidence is provided For noncompliance submitted into CITS/CDMS and non-U.S. Jurisdictional noncompliance • Tracking Mitigation Plan milestone completion in existing tools (e.g., CITS, WebCDMS, etc.) • Sending requested information via email or secure file transfers • Sending verification letter or notice of plan acceptance in existing tools (e.g., CITS, WebCDMS, etc.) • Continue collecting evidence through legacy tools• Additional Details• The CEA has the option to escalate the disposition path if the Registered Entity is not adhering to theirMitigation Plan• An officer, employee, attorney or other authorized representative at the Registered Entity mustcertify the completion of all activities laid out in the Mitigation PlanThe processes for Self-Certifications, Periodic Data Submittals (PDS), Technical Feasibility Exceptions (TFE), Compliance Audits, Spot Checks, Compliance Investigations, and Complaints will not change due to Align Release 1. Continue to use the current established process & systems for receiving and responding to Self-Certifications, PDS, TFEs, Compliance Audits, Spot Checks, Compliance Investigations and triggering Technical Feasibility Exceptions and Complaints. Overview Start/Stop/Continue What should youstart doing? • Creating a PNC in Align if discovered through a Self-Certification, PDS,Compliance Audit, Spot Check, Compliance Investigation or Complaint7. Support ProcessTo what level is my work impacted due to this change? LowWhat should youstop doing? • Processing PNCs in existing tools if discovered through Self-Certification, PDS,Compliance Audit, Spot Check, Compliance Investigation or Complaint in AlignWhat should youcontinue doing? • Sending, receiving and responding to Self-Certifications, Periodic Data Submittals Self-Certification, PDS, Compliance Audit, Spot Check orCompliance Investigation using existing tools (e.g., CITS, WebCDMS, etc.)• Documenting and tracking TFEs and Complaints using existing tools (e.g.,CITS, WebCDMS, etc.)Additional Details• It is important to note that if a potential Non-Compliance (PNC) is the outcome of one of the aboveactivities during Release 1, that PNC must be initiated in Align. Once new PNC is initiated, follow the new Align process for completionSupport for Align will follow the new ERO Enterprise Application Support Process. Support of enterprise applications, including Align, will follow a disciplined process to ensure requests are handled in a timely manner, and are prioritized according to business importance and criticality. Overview Start/Stop/Continue What should youstart doing? • Requesting and receiving support for the Align application and existing CMEPapplications via a support request ticket (enabled by FootPrints) fornoncompliance started in Align.What should youstop doing? •N/A What should youcontinue doing?• Requesting and receiving support for all existing CMEP applications using current processes and tools for noncompliance started in CITS/CDMS.。
战略人才规划-Strategic-workforce-planning
发展
实施及评估
Actions & measures
4
目录 Contents
1. 战略人 规划简介 SWP Introduction 2. 评估企业实施战略人 规划的准备度 Org Readiness assessment for SWP 3. 战略人 规划的定性、定 分析 Qualitative and quantitative analysis of SWP 4. 策略规划及沟通 Strategic planning and communication
完全 备 Items readily available
人 需求的规划是否以及如何 企业的战略关联? Is and how the workforce demand planning linked to company strategy?
能力评估及管理技能的 养是否有制度化的流程? Is there an institutionalized process for capability assessment and management?
3
战略人 规划简介 SWP Introduction
业务战略规划 Strategy planning
战略对话 Strategic dialogue
分析预测
Analysis & simulation
内外 情分析 Internal
assessment and external intelligence
Y/N sc or e
员
业务总监
Member BU leader1
Y/ sc Y/N sco
N or
re
e
8
流程及 评估 Assessment of process and infrastructure
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y UAI'95 submission.
Abstract
Partially observable Markov decision processes (POMDP) can be used as a model for planning in stochastic domains. This paper considers the problem of computing optimal policies for nite horizon POMDPs. In deciding on an action to take, an agent is not only concerned with how the action would a ect the current time point, but also its impacts on the rest of the planning horizon. In a POMDP, the future e ects of an action are not separable from the e ects of the agent's future behavior. Consequently, one needs to consider the agent's future behavior in order to properly evaluate the future impacts of an action. One reason that makes POMDPs di cult to solve is that the agent can behave in an exponential number (in the length of the remaining of the planning horizon) of ways. This paper represents the agent's future behavior in terms of sub-policy-trees and gives a method that reduces the number of possible sub-policy-trees by collapsing similar sub-policy-trees and by pruning inferior sub-policy-trees.
Policy Filtering for Planning in Partially Observable Stochastic Domainsy
Nevin Lianwen Zhang
Technical Report HKUST-CS95-05 February 21, 1995
Department of Computer Science The Hong Kong University of Science and Technology Clear Water Bay, Kowloon, Hong Kong
past information increases exponentially with time. This is usually referred to as the \curse of dimensionality". Zhang and Boerlage (1995) have proposed a method for reducing the number of possible information states by pruning inconsistent information states and by collapsing similar consistent information states. Second, in deciding on an action to take the agent is not only concerned with how the action would a ect the current time point, but also its impacts on the rest of the planning horizon. In a fully observable MDP, the e ects of an action is fully observed at the next time point. Hence one is able to separate the e ects of an action performed at one time point from the e ects of actions performed at other time points. In a POMDP, on the other hand, the e ects of an action is not fully observed at the next time point, and one is unable to separate the e ects of the current action from the e ects of the agent's future behavior. Hence one needs to consider the agent's future behavior in order to properly evaluate the future impacts of the current action. The problem is that the agent can behave in an exponential number (in the length of the remaining of the planning horizon) of ways. This paper represents the agent's future behavior in terms of sub-policy-trees and describes a method that reduces the number of possible sub-policy-trees by collapsing similar sub-policy-trees and by pruning inferior sub-policy-trees. In a sense, this paper is a dual to Zhang and Boerlage (1995). The organization of the rest of the paper is as follows. Section 2 reviews POMDPs and introduces the concepts of policy trees sub-policy-trees. Section 3 shows how to inductively prune pointwise inferior sub-policy-trees and collapse similar sub-policy-trees. A bound on the sacri ce of optimality is given in Section 4. Section 5 de nes inferior sub2
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1 Introduction
There is a growing interest in using Markov decision processes (MDP) as a model for planning in stochastic domains (Dean and Wellman 1991, Provan and Clarke 1993, Dean et al 1993, Cassandra et al 1994). In this model, there is a state variable that represents the state of a world. The world evolves stochastically over time. At each time point, the agent obtains some observations about the world and takes an action. The agent receives a reward (or penalty) at each time point depending whether the planning goal is achieved and on the costs of actions. A policy speci es, for each time point, the appropriate action to take in response to each possible contingency. An optimal policy is one that maximizes the expected total reward, i.e. one that leads the agent to achieve the goal with minimum cost. The world can be either fully observable or only partially observable by the agent. The fully observable case has been studied extensively in the dynamic programming e (e.g. Bertsekas 1987, White 1993). Dean et al (1993) have proposed a search algorithm to deal with the applications where the world can be in a large number of states. This paper is concerned with the partially observable case. This case is considerably more di cult than the fully observable case for two related reasons. First, when the agent knows exactly which state the world is currently in, information from the past | past observations and actions | is irrelevant to the current decision. This is the so-called Markov property. On the other hand, when the agent does not have full observation of the world, past information can be used to better estimate the true current state of the world, and hence should be taken into account. The problem is that the number of possible states of 1