Conception and Development of Workflow Engine Based on Service Oriented Architecture

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从产业园区向产业社区转型的创新战略路径研究——以紫竹国家高新技术产业开发区研发基地二期为例

140 | 产业园区Research on the Strategic Path of Innovation Transformation from Industrial Park to Industrial Community: A Case Study of the R&D Base (II Phase) of ZizhuNational High-tech Industrial Development Park从产业园区向产业社区转型的创新战略路径研究——以紫竹国家高新技术产业开发区研发基地二期为例袁芯 YUAN Xin围绕上海科创中心建设，探索城市规划如何服务和引领传统产业园区向综合产业社区的全面升级发展。

秉承“以小更新谋大效益”的理念，创新性地提出在开展产业园区的局部更新之前，制定一个园区及周边区域整体层面、涵盖战略到行动的技术框架，突出战略性、传导性与实施性。

通过制定“目标—策略—方案—行动”的技术框架，加强核心功能引领与多维空间适配，建立转型路径与传导路径。

结合紫竹国家高新技术产业开发区研发二期的转型升级，探索重点园区如何挖掘自身潜力与优势、转变发展理念、落实实施路径，打造智慧资源集聚、双创活动多元、产学研城功能融合、兼具滨江生态人文特色的新型产业社区。

其创新转型路径研究将形成先期探索经验，成为产业园区向产业社区转型的范本。

Around the construction of Shanghai Science and Technology Innovation Center, this paper explores how urban planningcan serve and lead the upgrading and development of traditional industrial parks to comprehensive industrial communities. Adhering to the concept of "seeking greater benefits through small renewal", we creatively propose to prepare a framework for the overall level of the industrial park and its surrounding areas, covering strategy to action, highlighting strategy, conductivity and implementation. By specifying the technical framework of "goal-strategy-plan-action", we strengthen core function guidance and multi-dimensional space adaptation, and establish a transformation path. Based on the transformation and upgrading of R&D Base (II phase) of Zizhu National High-tech Industrial Development Park, this paper explores how key parks can tap their own potential and advantages, change their development concept, conduct the implementation path, and build a new industrial community with the characteristics of waterfront ecological humanity, which is characterized by smart resource concentration, multiple innovation and entrepreneurship activities. The research on its innovation transformation concept and implementation path will form an early exploration experience and become a model for the transformation of industrial parks to industrial communities.产业社区；转型战略；实施路径；国家高新技术产业开发区industrial community; transformation strategy; implementation path; national high-tech industrial development park文章编号 1673-8985（2022）06-0140-06 中图分类号 TU984 文献标志码 A DOI 10.11982/j.supr.20220619摘要Abstract 关键词Key words 作者简介袁芯上海市城市规划设计研究院总规分院工程师，硕士，****************0 引言《上海市城市总体规划（2017—2035年）》（以下简称“上海2035”）提出聚焦具有全球影响力的科技创新中心建设，加快建立以科技创新与战略性新兴产业引领、现代服务业为主体、先进制造业为支撑的新型产业体系，构建“产业基地—产业社区—零星工业地块”的产业空间布局体系。

建筑草稿英语作文

建筑草稿英语作文Title: Sketching Architecture: A Creative Endeavor。

In the realm of architectural design, the initial sketch holds significant importance. It serves as the foundational blueprint upon which the entire structure is built. In this discourse, we delve into the artistry and intricacies of architectural sketching, exploring its essence, techniques, and significance.Architecture, as an amalgamation of art and science, necessitates a meticulous approach towards its conception. The architectural sketch, often executed in pencil or pen, embodies the architect's vision and serves as a visual narrative of the intended structure. It encapsulatesspatial relationships, proportions, and design elements, offering a glimpse into the architect's creative process.One cannot undermine the importance of sketching in the architectural workflow. It serves as a medium forexploration and experimentation, allowing architects to test ideas and refine concepts before committing them to more permanent forms. Moreover, sketches facilitate communication between architects and clients, enabling a shared understanding of design intentions and facilitating collaborative decision-making.Technique plays a pivotal role in architectural sketching. Architects employ various methods to convey their ideas effectively. From freehand sketches to precise renderings, each technique offers a unique perspective on the proposed design. Freehand sketches, characterized by spontaneity and fluidity, capture the essence of the architect's imagination, while precise renderings employ tools such as rulers and stencils to achieve accuracy and detail.Furthermore, architectural sketching transcends mere representation; it embodies emotion and evokes a sense of place. Sketches possess a rawness and authenticity that digital renderings often lack. They capture fleeting moments of inspiration and spontaneity, infusing life intothe static lines on paper.Architectural sketching is not merely a technical exercise but a form of artistic expression. Architectsimbue their sketches with personal style and flair,reflecting their unique perspective and creative vision. Whether minimalist and abstract or intricate and detailed, each sketch tells a story and invites interpretation.The significance of architectural sketching extends beyond the realm of design. It fosters creativity, critical thinking, and problem-solving skills, nurturing the next generation of architects. Moreover, it fosters a deeper appreciation for the built environment, encouraging individuals to engage with architecture on a profound level.In conclusion, architectural sketching is a cornerstone of the design process, embodying the essence of creativity and innovation. Through technique and expression,architects breathe life into their visions, shaping thebuilt environment and enriching the human experience. As wecontinue to embrace technology and innovation, let us not forget the timeless artistry of the architectural sketch.。

教授能够干什么英语作文

A professor is a highly educated and experienced individual who plays a pivotal role in the academic world.Here are some of the key things a professor can do:1.Teaching and Instruction:Professors are primarily responsible for teaching courses in their area of expertise.They design syllabi,prepare lectures,and facilitate classroom discussions.2.Research:Professors often engage in research to advance knowledge in their field. They may publish their findings in academic journals,present at conferences,and collaborate with other researchers.3.Mentorship:Professors guide and mentor students,helping them to develop critical thinking skills,research abilities,and a deeper understanding of their chosen subjects.4.Curriculum Development:Professors contribute to the development and updating of academic programs,ensuring that the curriculum remains relevant and uptodate with current trends and knowledge.5.Academic Advising:Professors often serve as academic advisors to students,helping them to choose courses,plan their academic paths,and make decisions about their education.6.Exam and Assessment Creation:Professors are responsible for creating exams and other assessments to evaluate student learning and understanding of the material.7.Grading and Evaluation:They grade assignments,exams,and projects,providing feedback to help students improve.8.Scholarly Publications:Professors may write and publish books,articles,and other scholarly works to contribute to their field and share their research findings.9.Professional Service:Professors often participate in professional organizations,serve on editorial boards,and review the work of their peers for publication.munity Engagement:They may engage with the wider community by giving public lectures,participating in media interviews,and collaborating with industry partners.11.Funding and Grants:Professors may seek funding for their research from government agencies,foundations,and other sources to support their work.12.Innovation and Entrepreneurship:Some professors may be involved in the commercialization of their research,leading to the creation of new products,services,or startups.13.Interdisciplinary Collaboration:Professors often work across disciplines,bringing together knowledge from different fields to address complex problems.14.International Collaboration:They may work with international colleagues,participate in global research projects,and contribute to the internationalization of their institutions.15.Lifelong Learning:Professors are also learners,continually updating their knowledge and skills to stay current in their fields and to be effective educators.In summary,a professors role extends far beyond the classroom,encompassing a wide range of activities that contribute to the advancement of knowledge,the education of students,and the betterment of society.。

决策过程模型在发展中的应用英语作文

决策过程模型在发展中的应用英语作文As an AI language model, I do not have personal opinions or prompt. However, I can provide a sample essay about the application of decision-making process models in development.The decision-making process model is a useful tool for individuals and organizations to make informed and rational decisions. It involves a series of steps that help identify the problem, gather information, evaluate alternatives, and select the best course of action. In recent years, the decision-making process model has been widely adopted in various fields, including business, healthcare, and public policy.In business, decision-making process models are commonly used to make strategic and operational decisions. For example, a company may use a decision-making process model to evaluate different marketing strategies and choose the one that is most effective. The model helps the company to consider all relevant factors, such as cost, target audience, and expected outcome, and to make a data-driven decision.在商业领域，决策过程模型被广泛用于制定战略和操作性决策。

WORKFLOW MANAGEMENT FROM A SCHEDULING PERSPECTIVE

WORKFLOW MANAGEMENT FROM A SCHEDULING PERSPECTIVEStephen F.Smith and David W.Hildum and Marcel A.BeckerIntelligent Coordination and Logistics LaboratoryThe Robotics InstituteCarnegie Mellon UniversityPittsburgh PA15213-3890412.268.8811,2357,8164SFS,HILDUM,MB81@AbstractIn this report,we examine the workﬂow management processfrom a scheduling perspective.Recognizing that effective work-ﬂow management requires an ability to efﬁciently allocate lim-ited resources to tasks over time,we concentrate on character-izing this domain as a continuous distributed scheduling prob-lem and on understanding the requirements and opportunitiesfor providing workﬂow scheduling support within multi-agentenvironments.Our goals are twofold:(1)to relate the character-istics of the workﬂow management problem to scheduling mod-els previously developed for other domains,and(2)to identifythe issues and challenges surrounding application of previouslydeveloped scheduling technology to this problem.IntroductionIn this paper,we examine the workﬂow management(WFM)process from a scheduling perspective.Recognizing that ef-fective workﬂow management requires an ability to efﬁcientlyallocate limited resources to tasks over time,we concentrateon(1)characterizing this domain as a continuous distributedscheduling problem and(2)understanding the requirementsand opportunities for providing workﬂow scheduling supportwithin multi-agent environments.Our goals are twofold:(1)to relate the characteristicsof the WFM problem to schedul-ing models previously developed for other domains,and(2)toidentify the issues and challenges surrounding application ofpreviously developed scheduling technology to the WFM prob-lem.Our starting hypothesis is that the concepts,structure,and constraints that deﬁne this scheduling problem are notsubstantially different from those of other domains.But al-though we expect commonality in modeling and schedulingrequirements with respect to previously addressed applicationdomains,there are likely also unique(or perhaps previouslyunder-emphasized)scheduling issues and constraints that con-stitute solution drivers in the workﬂow domain.OZONE==Object-Oriented O PIS.OPIS(OPportunistic,Intelligent Scheduler)was an earlier,constraint-based scheduling ar-chitecture(Smith1994)developed at Carnegie Mellon University.satisfy DEMANDS over time,and application problems are de-scribed in terms of this abstract domain model.Figure1illus-trates the base concepts involved and their structural relation-ships.A DEMAND is an input request for one or more PRODUCTS, which designate the goods or services required.The DEMAND is the interface that allows an external client to state the objec-tive to be achieved as well as certain user-speciﬁed restrictions and/or preferences on this objective.The objective speciﬁed in the DEMAND is the expected output of the system.These ex-pected system outputs are the PRODUCTS.The product can be a physical entity,the satisfaction of some conceptual speciﬁ-cation like the evaluation of feasibility,or even a more abstract goal that has no actual physical meaning.The ability to generate the expected output according to speciﬁcations is a property of the system.A computer-manufacturing company can assemble only a certain range of conﬁgurations,a transportation company can support only cer-tain types of cargo,and a workﬂow participant can perform only certain kinds of tasks.The different types of objectives that can be accomplished by the system characterize the set of PRODUCTS available to the user of that particular system. In the OZONE ontology,the PRODUCT entity represents the knowledge required by the scheduler to generate an executable schedule which results in its production.A scheduling system does not generate any physical object nor produce any change in the real world.The production,transportation and work-ﬂow management systems are the entities responsible for the actual accomplishment of the objective.In a scheduling sys-tem,the PRODUCT encodes the internal information about re-sources and physical characteristics of the process which,when combined with the context provided by an input DEMAND, allows the generation of a set of process and resource require-ments over time.Therefore,the PRODUCT can be seen as the template plan for accomplishing a certain goal or a certain set of goals.The DEMAND provides the parameters that map this prototypical plan into an ACTIVITY network that when exe-cuted should accomplish the speciﬁed objective.The satisfaction of DEMANDS centers around the execu-tion of ACTIVITIES.An ACTIVITY is a process that uses RE-SOURCES to produce goods or provide services.An ACTIVITY can only be executed if certain conditions,like resource avail-ability,are satisﬁed.The execution of an ACTIVITY produces changes in the state of the real world.Notice that although PRODUCTS are produced as a result of the execution of ACTIV-ITIES,they play a different role in the OZONE ontology.They represent the set of valid objectives that can be speciﬁed in a DEMAND:the set of objectives the system knows that can be satisﬁed with the set of RESOURCES available.The PRODUCT entity acts more as a link,connecting DEMANDS to ACTIVI-TIES through RESOURCES,than as a means of describing the result of executing activities.When a DEMAND is input into the scheduling system,the PRODUCT has the information nec-essary to create a process plan that when executed should pro-duce the required product.The scheduler merely allocates time on the RESOURCES speciﬁed in the plan.of enablers of other ACTIVITIES.Secondary resources,like(for example)data,software,and other types of equipment,may or may not require scheduling,depending on whether or not their availability is limited.WORK ITEM(or ACTIVITY)instances are assigned to WORKFLOW PARTICIPANTS in the form of WORKLISTS.It is the dynamic,distributed development and management of these WORKLISTS,for both individual and team WORKFLOW PARTICIPANTS,for which the scheduling components in a multi-agent workﬂow management hierarchy are responsible. Multi-Agent EnvironmentsIn our view,scheduling in workﬂow domains is inherently a distributed problem.In the component structure of a typical business environment or military command,responsibility for different parts of the problem at different stages of the process is naturally distributed among multiple agents.Schedules(or WORKLISTS)for the various teams and individual workﬂow participants involved are produced by different agents along different lines of decomposition.Each agent is responsible for producing schedules through either local scheduling of its own resources or delegation of scheduling responsibility to lower-level agents in charge of speciﬁc resource sets(i.e.,workﬂow participants).The hierarchical description of resources(and resource con-straints)advocated by the OZONE modeling framework and warranted by the team and individual workﬂow participants of the workﬂow domain provides a natural basis for decomposing and structuring solutions to the overall workﬂow scheduling problem.As previously observed,it provides a basis for spec-ifying schedules at different levels to support decision-making at different stages of the planning/scheduling process.It like-wise provides a structure for decomposing and distributing problem-solving responsibility,where different agents are re-sponsible for allocation/apportionment of speciﬁc sets of re-sources at a given level of detail.Building from this basic problem-decomposition perspective,we have developed a spe-ciﬁc model for distributed,multi-level generation and manage-ment of workﬂow schedules.The model assumes a hierarchi-cal organization of scheduling agents,with each agent having access to speciﬁc levels of the underlying hierarchical domain model(in effect,the“full”hierarchical model is distributed among the scheduling agents).Thus,there is heterogeneity in the portion and level of description of the overall problem ac-cessible to each agent.Given the scale of the overall problem and the use of abstrac-tions of resource-allocation constraints as a basis for specifying problems and solutions at different levels,two further decom-position assumptions follow directly:Decision-making scope and granularity-The portion of the overall problem that is visible and of concern to the decision-maker,and correspondingly,the level of detail of support-ing models,can be seen in relation to particular stages of the overall process.For example,high-level resource-allocation decisions require a global(and necessarily coarse)view of the whole problem.Management of day-to-day activities involving teams and personnel,alternatively,requires much more detailed models of temporal process constraints and re-source constraints,but only with respect to activities involv-ing those resources.Horizon of decision-making-Corresponding to decreasing scope and increasing model detail is a decrease in the tem-poral horizon of decision-making.This assumption is sup-ported by two considerations:problem scale and presence of environmental uncertainty.The problem solver’s computa-tional burden can remain almost invariant at each level by balancing decreasing scope and increasing model detail.The extent of uncertainty in the operating environment makes the executability of more detailed models more suspect fur-ther into the future.Thus a given decision-maker’s horizon must balance the computational burden of maintaining the solution over time(or equivalently the extent to which it re-ally provides a useful projection of future events).These collective assumptions lead to a distributed model that resembles the organization and roles of current workﬂow scheduling structures.Within this model there are two basic types of agent interaction:Vertical:The results of a given agent’s(re)scheduling actions are communicated downward as scheduling con-straints/objectives;an agent’s ability to satisfy imposed con-straints/objectives,or responses to lower-level results,are communicated upward.At each level of abstraction,an agent produces the best solution it can,given currently im-posed global constraints and objectives,and the currently known results communicated from lower level agent results (or the execution environment).Lateral:Agents at the same level communicate to resolve local conﬂicts and produce solutions within the bounds of constraints that have been imposed through downward con-straint communication.Given these assumptions,coordination of the entire agent organization can then be achieved through the development of the necessary“interaction policies”(or protocols)to govern agent behavior.Issues and Challenges in the Development of Workﬂow Scheduling CapabilitiesIn the preceding section we have established a correspondence between elements of the workﬂow management domain and the concepts,characteristics and constraints deﬁned in the OZONE scheduling ontology.The OZONE ontology reﬂects our prior experiences in constructing domain models(and schedulers)for a range of other planning and scheduling appli-cations.The fact that most aspects of the workﬂow scheduling problem can be expressed naturally within this ontology indi-cates the level of commonality between this and previously ad-dressed problems,and hence suggests the applicability of the scheduling techniques and tools that were developed in prior application contexts.In fact,the workﬂow management prob-lem is not that different from other complex,continuous,dis-tributed planning and scheduling environments.At the same time,our analysis of the workﬂow scheduling problem brings to the forefront some speciﬁc modeling issues that have either not been present in previously addressed do-mains or have not been important enough solution drivers towarrant substantial attention.In expanding the basic OZONE ontology to address these issues,we have identiﬁed a set of ex-tensions to core constraint management and scheduling tech-niques that are required to treat all important aspects of the workﬂow scheduling problem and develop an effective work-ﬂow scheduler.In addition to these functional extensions,there is also a set of more general design decisions that need to be ad-dressed,relating to the type and level of scheduling that makes sense in this domain,and the distribution of this functionality among multiple workﬂow agents.In the paragraphs below we summarize the issues and chal-lenges that we see in providing effective scheduling support for managing the WFM process.We work our way from basic de-sign decisions to more speciﬁc functional capabilities. Level and T ype of Scheduling Decisions to be Managed-There is a range of approaches that can be taken with re-spect to representation,interpretation and management of workﬂow schedules.In the simplest workﬂow scheduling scenario,the scheduling problem might be seen simply as one of maintaining ordered worklists for each resource.In this case,scheduling decisions are concerned strictly with re-source selection and activity sequencing(e.g.,prioritization). In contrast,the scheduling models used in prior applications of OZONE-based schedulers have additionally tied activities (and resource assignments)to speciﬁc time intervals on the timeline,dictating absolute start and end times in addition to sequencing constraints.Though it perhaps makes sense to start with a simple“worklist”(or sequence-based)schedule representation,there are some obvious limitations of this ap-proach with respect to managing deadlines and making most efﬁcient use of scarce resources.There is no explicit mecha-nism for measuring progress,for anticipatingin advance that deadlines will be missed and for accurately assessing the mag-nitude of assigned workloads as other unassigned activities are considered.On the other hand,there is also some ques-tion as to whether the principal resources of concern in the WFM domain(i.e.,individuals working independently and teams of individuals working collectively)really present that complex of an allocation problem;perhaps the generation and management of detailed time lines of scheduled activ-ities adds greater complexity than it does advantage. Hierarchical Resource Models-Effective delegation and distribution of workﬂow tasks by higher-level agents requires “capacity”models of the agents and resources to which tasks are being delegated and assigned(respectively).In some cases,the mapping of atomic resources to aggregate struc-tures is straightforward.For example,a team with four members will have the capacity to simultaneously handle four independent tasks.In other cases,however,the map-ping can be more complex.What is the capacity of a multi-functional team?We might assume that team members work jointly on each task that is assigned and hence have a“capac-ity”of one.On the other hand,capacity will also be a func-tion of the temporal granularity that is assumed in the sched-ule.If the temporal granularity of the schedule is one hour, then it is quite possible that this same team may be able to accomplish more than one activity in a given time tick(and hence have a capacity greater than one).The same capacity-modeling question arises with respect to the modeling of in-dividual workﬂow participants;can they do more than one activity at a time?Or are they better modelled as contin-ually context switching(i.e.,preempting one activity in fa-vor of another and vice versa)?The question is really one of what level of temporal granularity and detail is appropriate. It could also be the case that agents at higher levels in the or-ganization operate at a coarser temporal granularity than do lower-level agents,in which case resources at the lowest level that behave as unit-capacity resources may in fact appear as having capacity greater than one at higher decision-making levels.Scheduling Horizon-Another,somewhat inter-related de-sign issue concerns determination of the scheduling hori-zon(or set of scheduling horizons if it is assumed that cer-tain global workﬂow agents plan and schedule increasingly further out into the future).One aspect of the scheduling horizon decision relates to the level of emphasis to be placed on predictive scheduling versus dynamic scheduling(when needed at execution time).For example,suppose a workﬂow agent has,as one of its resources,a team consisting of M in-dividual members.A schedule of N delegated activities(N M)can be generated in advance over some horizon,complete with individual team-member assignments and preferred ex-ecution intervals.At execution time,this schedule is simply followed,signalling the need for reactive change whenever a given constraint in the schedule cannot be respected(e.g.,if a team member becomes delayed in executing a given task and falls outside of its execution interval).On the other hand,if activity durations are uncertain with high variance,then it perhaps makes more sense to defer speciﬁc resource assign-ments to execution time and allocate instead relative to team capacity models.Similarly,if workﬂow processes themselves are rather dynamic and uncertain,then the likelihood that the schedule will remain“executable”for very long might be questionable and it perhaps does not make much sense to schedule too far into the future.Our current sense is that the workﬂow processes are in fact fairly dynamic(with a good deal of inherent conditionality),and that consequently de-tailed schedules should not be expanded over very long hori-zons.Distributed Workﬂow Scheduling Framework-In a pre-vious section,we outlined a multi-level framework for dis-tributed scheduling that appears consistent with the dis-tributed workﬂow management model.At the same time, many issues relating to its implementation remain unclear. For example,in order to maintain correspondence between delegated and assigned tasks belonging to agents at adjacent levels in the organization,it seems unlikely that an agent’s scheduling capability can be treated simply as a“subroutine.”As assigned tasks are scheduled at lower levels,and decisions (and execution results)are propagated upward,this informa-tion must be assimilated into the schedules of higher level agents;this is what provides a basis for recognizing prob-lems and opportunities in the current schedule,and serves to trigger rescheduling processes.Another basic assumption, from the perspective of a given“scheduling”agent,is the need to support a mixed-initiative process,and hence inter-active schedule visualization and manipulation capabilities are clearly important.However,scheduling of workﬂow is intimately intertwined with construction and instantiation of“processes”(or activity networks)and somehow these in-terfaces must be accessible from scheduling interfaces and vice versa.Generating and Managing(Sub)Demands-Related to the above integration issues are the functional capabilities needed to support a distributed scheduling capability.As the ACTIVITIES associated with producing a given PROD-UCT are expanded and instantiated,an agent may choose to either carry out a given ACTIVITY locally or delegate it to another agent.In this latter case,a DEMAND whose objec-tive(PRODUCT)corresponds directly to theﬁnal outcome (PRODUCT)of the ACTIVITY in question is generated and sent to the other agent.Thus,a given“leaf”activity of the delegating agent is mapped to the“root”activity of the agent to which the(sub)DEMAND is assigned;and this correspon-dence can be used as a means of communicating constraints and execution results between agents.Realization of this ca-pability requires support for asynchronous task assignment (to other agents)and the development of task-delegation procedures.Limited-Lifetime Discrete-State Resources-As identiﬁed earlier,one fairly common type of resource in the WFM domain is the so-called“limited-lifetime”discrete-state re-source(referred to earlier also as an ARTIFACT).The exis-tence of an artifact serves as a prerequisite(or enabling con-dition)to various activities,but it also may have a utility that decays over time(i.e.,it will become outdated),like(for ex-ample)a weather report.Just as capacitated resources have capabilities for managing and querying their available capac-ity,there is the need for analogous capabilities for represent-ing,maintaining and querying the existence and decaying utility over time of these types of discrete-state resources.For example,while some artifacts are probably updated periodi-cally by default,the decision to reassess high-level objectives is more dependent on the current situation,and must be made as the situation warrants.Cyclic processes-Aﬁnal modeling(and scheduling)issue concerns the treatment of cyclic processes.Many WFM pro-cesses involve repetitive processes with conditional exit struc-tures.Within the current OZONE scheduling infrastructure, there is no capability to model conditional outcomes of ac-tivities and hence no capability to represent cyclic process. We have,however,developed conditional plan representa-tions within previously developed manufacturing schedul-ing systems(Smith1989),and this provides a logical start-ing point for extending the OZONE ontology and modeling framework in this direction.The second important ques-tion regarding cyclic processes of course is how to handle their scheduling within a deterministic scheduling frame-work.Perhaps the most straightforward approach is to sim-ply schedule only those activities preceding the next condi-tional branch point,and upon receiving the results of exe-cuting this conditional activity,resume scheduling of subse-quent activities along the appropriate branch(up to the next conditional branch point).Our current feeling is that thismight be a sufﬁcient approach in the workﬂow domain.A second approach,which we utilized in our previous manu-facturing scheduling work,is to use the probabilities associ-ated with alternative outcomes(with appropriate discount-ing if the probability of repeating a process decreases each time through the loop)to probabilistically instantiate activity networks from“process deﬁnitions”(i.e.,in effect,hypothe-sizing which branches will be taken and how many iterations will occur).These instantiated activity networks are sched-uled deterministically,and then subsequently revised when-ever actual outcomes differ from“expected”results.This more sophisticated approach could be more appropriate if it is important to maintain a reasonably accurate picture of available resource capacity.Final RemarksThe mapping of the workﬂow domain ontology onto the OZONE ontology suggests that the workﬂow management problem is not signiﬁcantly different from the basic schedul-ing problem.In addition,the distributed nature of the WFM problem makes it naturally amenable to a multi-agent solution approach.Nevertheless,the treatment of workﬂow manage-ment as a distributed scheduling problem highlights a number of interesting extensions required of the underlying scheduling model.ReferencesSmith,S.,and Becker,M.1997.An ontology for construct-ing scheduling systems.In Proceedings,AAAI-97Spring Sym-posium on Ontological Engineering,120–129.Smith,S.1989.The OPIS framework for modeling manufac-turing systems.T echnical Report CMU-RI-TR-89-30,The Robotics Institute,Carnegie Mellon University.Smith,S.1994.OPIS:A methodology and architecture for reactive scheduling.In Zweben,M.,and Fox,M.S.,eds., Intelligent Scheduling.San Francisco CA:Morgan Kaufmann. chapter2,29–66.。

英语作文教育改革

Education reform is a topic of significant importance in todays world,as it directly impacts the future of society and the development of individuals.Here are some key points to consider when discussing educational reform:1.Curriculum Modernization:One of the primary aspects of educational reform is updating the curriculum to reflect current knowledge and skills required in the modern world.This includes integrating technology,critical thinking,and problemsolving skills into the learning process.2.Teacher Training and Development:Teachers are the backbone of the educational system.Reforms should focus on continuous professional development for teachers, providing them with the necessary tools and training to adapt to new teaching methodologies and technologies.3.Assessment and Evaluation:Traditional assessment methods often focus on rote memorization and standardized testing.Reforms should encourage a more holistic approach to evaluation,considering creativity,collaboration,and practical application of knowledge.4.Inclusivity and Accessibility:Education should be accessible to all,regardless of socioeconomic status,physical abilities,or learning differences.Reforms should aim to remove barriers and provide equal opportunities for all students to succeed.5.StudentCentered Learning:Shifting the focus from teachercentered to studentcentered learning can empower students to take charge of their own education.This involves personalized learning plans,projectbased learning,and fostering a sense of curiosity and selfmotivation.6.Technology Integration:With the rapid advancement of technology,it is crucial to integrate digital tools and resources into the classroom.This can enhance learning experiences,provide access to a wealth of information,and prepare students for the digital age.7.Lifelong Learning:Education reform should promote the concept of lifelong learning, encouraging individuals to continue their education and skill development beyond formal schooling.This can be achieved through community programs,online courses,and flexible learning opportunities.8.Global Perspectives:In an increasingly interconnected world,it is important for educational reform to include a global perspective.This involves teaching about differentcultures,global issues,and fostering international understanding.9.Funding and Resources:Adequate funding is essential for implementing educational reforms.This includes investing in infrastructure,technology,and teacher salaries to ensure quality education for all.munity and Parental Involvement:The success of educational reform often depends on the support and involvement of the community and parents.Engaging stakeholders in the decisionmaking process can lead to more effective and sustainable reforms.By addressing these areas,educational reform can lead to a more equitable,effective,and forwardthinking education system that prepares students for the challenges and opportunities of the21st century.。

流程再造——理论、方法和技术

流程再造——理论、方法和技术（中英文版）英文文档：Process Reengineering - Theory, Methodology, and TechniquesProcess reengineering is the fundamental transformation of business processes to improve performance, efficiency, and customer satisfaction.It involves a thorough analysis and redesign of workflows, organizational structures, and information systems.The primary goal of process reengineering is to eliminate unnecessary steps, reduce costs, and enhance the quality of products or services.Theory:The foundation of process reengineering lies in the Theory of Constraints, which states that any system"s performance is limited by its weakest link.Process reengineering focuses on identifying and overcoming these constraints to optimize the entire system.Additionally, the Core Competency Theory suggests that companies should focus on their core competencies and outsource non-core activities to achieve competitive advantage.Methodology:The methodology of process reengineering typically involves the following steps:1.Diagnosis: Analyzing the current state of processes, identifyingbottlenecks, and understanding the root causes of inefficiencies.2.Visioning: Defining the desired future state of processes, setting goals, and establishing metrics for measurement.3.Redesign: Developing a new process design that eliminates waste, streamlines workflows, and improves customer satisfaction.4.Implementation: Transplanting the redesigned processes into the organization, training employees, and ensuring smooth adoption.5.Control: Monitoring and measuring the performance of the new processes, making necessary adjustments, and continuously improving.Techniques:Several techniques are employed in the process reengineering effort:1.Value Stream Mapping: Visualizing the entire process flow, from start to finish, to identify areas of waste and inefficiency.2.Benchmarking: Comparing the organization"s processes with those of industry leaders to identify best practices and areas for improvement.3.Process Standardization: Establishing standard operating procedures to ensure consistency and reduce variability in processes.4.Total Quality Management (TQM): Implementing quality improvement initiatives to eliminate defects, reduce waste, and improve customer satisfaction.rmation Technology (IT): Leveraging technology to automate processes, improve data flow, and enhance decision-making.Conclusion:Process reengineering is a powerful tool for organizations seeking to optimize their operations, reduce costs, and deliver superior products or services.By adopting a systematic approach and utilizing appropriate techniques, businesses can achieve significant improvements in performance and competitiveness.中文文档：流程再造——理论、方法与技术流程再造是对业务流程进行根本性变革，以提高性能、效率和客户满意度。

英语作文-设计服务行业掀起数字化革命风潮

英语作文-设计服务行业掀起数字化革命风潮The design service industry is undergoing a digital revolution, ushering in a new era of efficiency, innovation, and accessibility. In recent years, advancements in technology have transformed the way design services are delivered, consumed, and experienced. This digital transformation has disrupted traditional practices, empowered designers, and reshaped the entire landscape of the industry.One of the most significant impacts of digitization on the design service industry is the democratization of creativity. With the proliferation of digital tools, platforms, and resources, anyone with an idea and a computer can now access professional design services. This accessibility has lowered barriers to entry and opened up opportunities for individuals and businesses of all sizes to participate in the design process.Furthermore, digitalization has streamlined the workflow of design projects, from conception to delivery. Project management tools, collaborative platforms, and cloud-based storage solutions have facilitated seamless communication and cooperation among designers, clients, and stakeholders. This has resulted in faster turnaround times, improved project transparency, and enhanced client satisfaction.Moreover, digital technologies have enabled designers to explore new creative frontiers and push the boundaries of traditional design disciplines. Virtual reality, augmented reality, and 3D modeling software have revolutionized the way designers visualize, prototype, and present their ideas. These immersive technologies have not only enhanced the design process but also enriched the user experience, allowing clients to interact with designs in unprecedented ways.In addition, data-driven design has emerged as a powerful trend in the digital era, leveraging analytics, user feedback, and market insights to inform design decisions. By harnessing the power of data, designers can create more targeted, personalized, and impactful solutions that resonate with their target audience. This data-driven approach not only improves the effectiveness of design solutions but also enhances the overall ROI for clients.Furthermore, the rise of digital marketplaces and freelance platforms has transformed the way design services are bought and sold. These online platforms connect clients with a global network of talented designers, providing access to a diverse range of skills, expertise, and perspectives. This has fostered a competitive marketplace that rewards quality, innovation, and customer satisfaction.In conclusion, the digital revolution has profoundly transformed the design service industry, driving innovation, efficiency, and accessibility. From democratizing creativity to streamlining workflows, from exploring new creative frontiers to leveraging data-driven insights, digitalization has reshaped every aspect of the design process. As we continue to embrace new technologies and embrace new possibilities, the future of design has never looked brighter.。

IBM SmarTeam V5 产品生命周期管理系统介绍说明书

IBM Product Lifecycle Management (PLM)SMARTEAM Version 5Allows data sharing and use of PDM capabilities from any systemProduct Lifecycle Management (PLM) is a powerful IBM e-business on demand enabler. It facilitates a strategic approach to creating and managing a company’s product-related intellectual capital, from initial conception to retirement.PLM improves the efficiency ofproduct development processes anda company’s capacity to use product-related information. This enablescompanies to make better businessdecisions and deliver greater value tocustomers. It also allows collaborationacross organisational and geographicboundaries, to improve supply chaincommunication, business processefficiency, and the ability to innovate.Built on open industry-leading IBMmiddleware standards, PLM solutionset components fit within any ITarchitecture to maximise the valueof existing technical environments.The PLM solution set combinesconsulting, applications, services andinfrastructure components to make acompany’s core business run smarter,smoother and faster.A formidable combinationBy combining its integrated portfolioof PLM software, market-leadinghardware and world-class consultingand services, IBM delivers the mostcomprehensive PLM solution for anybusiness.As the world leader in providinge-business solutions, IBM has beenat the forefront of serving the needs ofsmall and medium-sized businesses,as well as top Fortune 500 companies,for more than 21 years. The key tothis success has been its ongoingstrategic partnership with DassaultSystèmes, the developer of CATIA**,ENOVIA**, SMARTEAM** and DELMIA**– the products that lie at the heart ofthe IBM PLM solution set.Product Lifecycle Management23More than technologyUsing the collaborative power of the Internet, the PLM solution set allows organisations to make a quantum leap in innovative product design. It achieves this by reducing cycle times, streamlining development windows and cutting production costs all at the same time. PLM solutions optimise the product lifecycle environment and end-to-end processes with the help of the e-business and PLM technology and consulting services expertise of IBM, or its Business Partners. To help realise the benefits of PLM, IBM also provides implementation, integration and operational support services, which include application management and business process outsourcing. To further underpin the PLM solution set, IBM can also add its industry-leading portfolio of hardware and services to your infrastructure. IBM ~* and storage solutions, as well as middleware likeWebSphere *, WBI and DB2*, can all be used as mission-critical components of a tailored PLM solution.Like other IBM e-business on demand offerings, the PLM solution set links enterprise technology islands into a powerful network for nurturing new ideas. It breaks down the silos between different companies within your value chain, increasing the rate of information exchange and interaction between the people who drive a business forward.4Rapidly implemented, scalable,customisable, and uniquely cost-effective, SMARTEAM provides best-in-class product lifecycle collaborationsolutions for product teams in theextended enterprise and across thesupply chain. SMARTEAM addressesunique industry needs in Fabricationand Assembly (F&A), Electronics,Consumer Goods, Automotive andAerospace, Life Sciences, and PowerSMARTEAM solutionsCutting-edge product lifecycle collaboration solutionsLeveraging robust and opentechnologies, SMARTEAM solutionsintegrate enterprises on multiple levels:•Information IntegrationSMARTEAM solutions captureintellectual property at its sourcefrom CAD design, manufacturingand maintenance, drive the productinformation across the extendedenterprise, and enable its use inother enterprise applications.•Process IntegrationSMARTEAM solutions establishand maintain vital corporate bestpractices and leverage subjectmatter experts across the extendedenterprise, leading to better, moreefficient decisions and processes.•Organisational and BusinessIntegrationSMARTEAM solutions standardisework methods and create synergyacross departments, multipleenterprise sites, suppliers andcustomers. This synergy acrossthe product lifecycle optimisesdesign and sourcing, Bill ofMaterials management, standardscompliance, and more. SMARTEAMdrives product knowledge andprocesses across the enterprise,empowering the organisation witha wide array of best practices andsubstantial bottom-line benefits. SMARTEAM: Powering product lifecycle collaborationand Process, helping companiesimprove innovation and productquality, reduce costs and time tomarket, and comply with industrystandards. SMARTEAM provides pre-defined business templates, efficientcustomisation tools, and an intuitive,user-friendly interface, enablingcompanies to reduce the learningcurve involved at each project stageand generate results quickly, resultingin an exceptionally rapid Return OnInvestment (ROI).5SMARTEAM drives product knowledge and processes across the enterprise, empowering the organisation with a wide array of best practices and substantial bottom-line benefits.Collaborative Document and Design ManagementSMARTEAM provides comprehensive security, control, and revisionmanagement over all types of product data, creating document links and structure management (full assembly and drawing hierarchy support), bi-directional drawing attribute mapping and automatic data synchronization, automatic tracking of ‘Where Used’ and ‘Composed of’ relationships, and reference maintenance.• ‘In-Process’ methodology – Empowersusers to manage, create, edit, and annotate multi-CAD designs, assembly structures, and other related documents, including Office-type, from directly within the CAD environment.• Robust Query Mechanism – Providesadvanced, complex full text search capability, searches on files in the vaults and meta-data in the single database repository – all through Windows or via Web browser access.SMARTEAM value proposition• Visualization – Supports over 200native 2D and 3D CAD, Office and raster file formats, multiple user redlining options, and enhanced printing and manipulation tools, including sectioning, mass properties, measurements, bird’s eye, and more.Automated Workflow and Change ManagementProject workflow management includes automatic project status tracking and work routing from one stage to the next, expediting engineering change processes, including process templates for ECR, ECO, ECP, MCO, and more. SMARTEAM’s robust process mapping capabilities enable companies to easily establish and automate best practices, with instant bottom line benefits.Bill of Materials Management and CollaborationPowerful BOM functionality includes easy BOM creation from the CAD structure, management and comparison of various BOM structures, Engineering Change Orders on the BOM, a BOM WhiteBoard ‘sandbox’ environment, and BOM synchronisation with ERP. SMARTEAM’s unique Briefcase capabilities facilitate ‘zero-footprint’ BOM collaboration with customers and suppliers, enabling companies to keep their value chain information sources undisclosed.6Links ManagementIntegration links, object andstructural effectivity, and referencedesignators facilitate complex productdevelopment.Value Chain Collaboration•Unique Briefcase tool for easycollaboration on BOM and relateddata (assemblies, Bills of Material,documents, images, etc.)•Secure project community portals foronline collaboration•Gateway capability, for seamlesslinking to EAI platforms andapplications.SMARTEAM bottom line: improved ROIStandards ComplianceSMARTEAM compliance tools includea features-rich password securitymechanism, an advanced Audit Trail,electronic signatures, and flexibleworkflow functionality. These toolsfacilitate compliance with US Food andDrug Administration (FDA) regulations,ISO 900x, and other industrystandards.Business Process SolutionsSMARTEAM’s product lifecyclecollaboration platform addresses theneeds encountered in today’s complexbusiness and product developmentenvironment. By integrating the latestproduct data across engineeringdesign, manufacturing logistics,customer service and other enterprisedepartments, SMARTEAM facilitatesthe implementation of industry-specific, collaborative best practicemethodologies and optimizedbusiness processes. SMARTEAMdrives efficient work and collaborationin many areas, including:•Design Management – SMARTEAMfacilitates efficient multi-CAD datamanagement and cutting edgedesign collaboration, maximisinginnovation potential and reducingcycle time•Business Process and ChangeManagement – SMARTEAMstreamlines the changemanagement process, standardscompliance and other criticalprocesses, reducing bottlenecks tospeed productivity and harnessingexpertise to ease decision making•Product Structure Management –SMARTEAM ensures that – at anypoint in the product lifecycle – usersreference only the most accurateBill of Material (BOM) requirements,structures and configurations.Delivered with detailed scenarios,embedded AVIs, suggestions foroptimal data model structure andpreferences, and sample scripts,SMARTEAM methodologies includebest practices for F&A, collaborativedesign, and using SMARTEAM withdifferent CADs. Business processescover bidding, process and delivery,shipping, ECOs, BTO/ETO, andother specific needs across differentindustries.SMARTEAMsolutionTraditionalsolutionPositivecash flowRapid newproductintroductionVolumeBTOCostreduction End of lifetransitionDesigncollaborationNegativecash flowLarger marketshareFaster timeto market(Global)Increasedprofitability7SMARTEAM leverages the experience of over 2,600 leading manufacturers and the expertise of its field engineers and consultants to address a broad spectrum of industry-specific business needs and provide best practice methodologies, templates and applications that address roles typical to different industries:• Fabrication and Assembly (includingConsumer Packaged Goods) SMARTEAM facilitates effective access to and reuse of product knowledge, through workflows and project documentation management, for increased market share and profitability. SMARTEAM’s F&A methodology guide covers the entire lifecycle process, from bidding, and process and delivery, through to shipping and after-sales, provided through detailed scenarios, embedded AVIs, suggested data model structures, and sample scripts.• Machinery and Mobile EquipmentSMARTEAM facilitates the efficient reuse of proprietary knowledge throughout the product lifecycle, from project specification through bidding and inventory management.• Industrial Component and Equipment(including Process, Power, and Discrete Manufacturing) SMARTEAM improves responsiveness to customers, providing timely, efficient responses to RFPs and facilitating the order fulfillment process.• Global Design and ManufacturingSMARTEAM compresses design and cycle times, enabling a quick reaction to market changes and facilitating the ability to bring the right product to market, at the right time.• ElectronicsSMARTEAM manages the mix of mechanical, electronic and software components required in today’s market. With its Web collaboration and knowledge transfer tools, SMARTEAM enables close work with suppliers and customers, helping OEMs produce products and reduce turnaround time and helping suppliers win bids by meeting targets for price, function and availability.• Automotive and AerospaceSMARTEAM enables OEMs to share collective product knowledge and collaborate dynamically with suppliers, sub-contractors, distributors, customers and others that influence a product’s lifecycle, compressing production lifecycles and enhancing product value.• Process Industry and Life SciencesSMARTEAM provides templates and processes for optimising collaborative product development, bidding, ECO management, ETO/BTO execution, and for achieving industry compliance.SMARTEAM has the templates, processes and expertise to help an organisation meet its lifecycle management needs effectively. Best practices in key areas such as collaborative product development, bidding processes, ECO management and product change traceability play an important role in the product lifecycle across virtually every industry. SMARTEAM’s combination of innovative technology and the ability to adapt to a broad spectrum of industrial applications make it the right choice for a product development strategy based on PLM solutions.SMARTEAM for industriesCapturing and leveraging product information throughout the lifecycleIBM Eurocoordination Product Lifecycle Management Tour Descartes La Defense 52, avenue Gambetta92066 Paris La Defense Cedex FranceThe IBM home page can be found at IBM, the IBM logo and the e logo are registered trademarks of International Business Machines Corporation in the United States, other countries, or both.*AIX, DB2, ^ and WebSphere aretrademarks of International Business Machines Corporation in the United States, other countries, or both.**CATIA and ENOVIA are trademarks of Dassault Systèmes.**SMARTEAM is a registered trademark of SmarTeam Corporation Ltd.**Microsoft and BizTalk are trademarks of Microsoft Corporation in the United States, other countries, or both.**Java and all Java-based trademarks are trademarks of Sun Microsystems, Inc. in the United States, other countries, or both.Other company, product and service names may be trademarks, or service marks of others.References in this publication to IBM products, programs or services do not imply that IBM intends to make these available in all countries in which IBM operates. Any reference to an IBM product, program or service is not intended to imply that only IBM’s product, program or service may be used. Any functionally equivalent product, program or service may be used instead.IBM hardware products are manufactured from new parts, or new and used parts. Insome cases, the hardware product may not be new and may have been previously installed. Regardless, IBM warranty terms apply. This publication is for general guidance only.Photographs may show design models.Front cover image courtesy of Design & Industry.© Copyright IBM Corporation 2003. All Rights Reserved.PLBEE01082-3 (05/03) HWAMERICAS EUROPE / MIDDLE EAST / AFRICA The PLM e-newsletter delivers the latest information on PLM product announcements, events, customer success stories and more in your mailbox. Select your country and your language and subscribe at: /solutions/plm/newsletterFor more information contact your IBM Marketing Representative, IBM Business Partner, or call one of the numbers below: /solutions/plmASIA / PACIFICUSA Toll-free 1 800 395 3339Canada (514) 938 6718Argentina (54) 11 4319 6594Brazil (55) 11 3050 5542Mexico(1) (52) 5 270 64 25Australia 02 9842 9555China 86 10 6539 1188 ext. 4774Hong Kong 2825 7614India 91 20 649724 / 649621Indonesia 021 *******Japan 3 3808 8510Korea 822 3781 7583Malaysia (603) 7720 2069New Zealand +64 9 359 8785Philippines 2 819 2345Singapore 65 320 1234Taiwan 02 725 9493Thailand 2 273 4406Austria 1 211 45 2929Belgium 2 225 2901CEMA+42 02 4929 1236Czech Republic 27 213 1742Denmark 45 233000Egypt 539 2539Finland (0) 9 459 4151France 01 49 05 70 64Germany 01 805 426 756Greece 1 688 14 76Hungary 01 382 5500Israel (972) 3 697 8586Italy(39) 039 600 3767Netherlands 020 513 3769Norway 66 99 9361Poland 22 878 6145Portugal 21 7915005Romania 21 224 1544Russia 095 940 2000Slovakia02 4929 1203Slovenia/Croatia 01 479 6676South Africa 0860 788 788Spain (34) 91 397 66 11Sweden 8 763 4394Switzerland 58 333 53 70Turkey***********United Kingdom0870 010 2510。

提高教育质量英语作文简短

Improving the quality of education is a paramount concern for any society that aims to progress and develop.It is not just about enhancing the academic performance of students,but also about nurturing wellrounded individuals who can contribute positively to the community and the world at large.Here are some key strategies to consider when aiming to improve educational quality:1.Teacher Training and Development:Teachers are the backbone of the education system.Investing in their professional development ensures that they are equipped with the latest pedagogical techniques and subject matter expertise.This can be achieved through regular training sessions,workshops,and opportunities for further education.2.Curriculum Relevance:The curriculum should be regularly reviewed and updated to reflect current societal needs and technological advancements.It should be designed to foster critical thinking,creativity,and problemsolving skills,rather than just rote learning.3.StudentCentered Learning:Shifting the focus from teachercentered to studentcentered learning can significantly improve educational outcomes.This involves tailoring lessons to individual learning styles and encouraging active participation and engagement from students.4.Technology Integration:The integration of technology in education can enhance learning experiences and make education more accessible.This includes the use of digital resources,online learning platforms,and tools that facilitate interactive and collaborative learning.5.Assessment Reform:Traditional assessment methods often focus on memorization and factual recall.Reforming assessments to include projectbased evaluations,presentations, and other forms of authentic assessment can better gauge a students understanding and application of knowledge.6.Inclusive Education:Ensuring that all students,regardless of their background or abilities,have access to quality education is crucial.This involves providing support for students with special needs,promoting diversity and inclusivity in the classroom,and addressing any disparities in educational opportunities.7.Parental and Community Involvement:The involvement of parents and the wider community in the education process can significantly impact student success.Schools should encourage partnerships with parents and seek community input on educational matters.8.Safe and Supportive Environment:A safe and supportive learning environment is essential for student wellbeing and academic success.This includes addressing issues such as bullying,providing mental health support,and ensuring that schools are physically safe and secure.9.Resource Allocation:Adequate funding and resources are necessary for schools to provide quality education.This includes not only financial resources but also the provision of necessary learning materials,facilities,and support staff.10.Lifelong Learning:Encouraging a culture of lifelong learning among students and educators alike can contribute to the continuous improvement of educational quality.This can be facilitated through continuous professional development opportunities and by promoting the value of learning beyond formal education.By focusing on these areas,educational institutions can work towards providing a more effective and enriching learning experience for all students,ultimately leading to a more educated and capable society.。

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AbstractThe W orkflow M anagement S ystem, w hich i s w idely recognized as an effective tool, greatly improves the efficiency of business process. The challenges for workflow management systems rely on their ability to align ICT and the new paradigms of businesses. Unfortunately, they suffer from some lacks and limitations due to their architectures, enterprise platform dependences as well as a lack of standards. In this paper, we propose a g eneric d istributed, a daptive a nd p latform i ndependent Workflow architecture based on a Service Oriented approach (SOA) and the WfMC reference model. Hence, the architecture hinges o n a utonomy, d istributed a nd s elf-contained w eb s ervices. The assembly of the services is centered in a crucial Web Service known as the orchestrator service. We validate our architecture based on the Service Oriented approach and web services by implementing a preliminary prototype.1. 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