4-H Projects
IT项目开发项目计划英文
Project PlanForContent Management SystemDocument Revision #1.3Date of Issue: 2008-10-13Project Manager: SweeperApproval SignaturesApproved by: Business Project LeaderApproved by: IM/IT Project LeaderSweeperPrepared by: Business Project ManagerPrepared by: IM/IT Project ManagerJaneEmmaReviewed by: QualityAssurance ManagerTable of ContentsDocument Change ControlThis section provides control for the development and distribution of revisions to the Project Charter up to the point of approval. The Project Charter does not change throughout the project life cycle, but rather is developed at the beginning of the project (immediately following project initiation approval, and in the earliest stages of project planning). The Project Charter provides an ongoing reference for all project stakeholders. The table below includes the revision number (defined within your Documentation Plan Outline), the date of update/issue, the author responsible for the changes, and a brief description of the context and/or scope of the changes in that revision.1.Project OverviewThe project plan for Content Management System (CMS) of Manufacturing Trade Association (MTA) is written by Final Fantasy Company according to the original requirements of the project. It will provide a definition of the project, including the project’s goals and objectives, etc. Additionally, the Plan will serve as an agreement between the following parties: Project Sponsor, Steering Committee, Project Manager, Project Team, and other personnel associated with and/or affected by the project.1.1.Purpose, Scope, and ObjectivesThe project is developed for a large Manufacturing Trade Association (MTA) with over 2000 members. The purpose for this project is that MTA works closely with enterprises of all sizes to help them unlock the value of their unstructured content.The objective of deploying the CMS is to facilitate the creation and manipulation of content on a website and to enhance collaboration by making it possible to collect information generated within the organization and facilitate its distribution.The preliminary scope of the CMS defined by MTA includes:Tools for managing users and workflow. The separation of content and thevisual display makes it easier to maintain a consistent look-and-feel across the entire website.Support collaboration tools such as discussion forums and documentmanagement.Support customized information retrieval - sophisticated search tools canallow users to locate just the information they are looking for.Web-based interfaces to selected information in the databases can facilitatedata sharing between the organization and its stakeholders.Make it easier for non-technical staff to add and edit content, thus streamlinethe process of maintaining a website.Developing the CMS will be about 4 months. It will complete the requirement research, analysis, design, development, test, deploy and finally deliverable.1.2.Assumptions, Constraints and Risks1.2.1.AssumptionsThe stakeholders of MTA include:Executive Council of MTA, consisting of 15 executive members who madedecision on running MTAOffice staffs of MTA who carry out the day-to-day operation of MTA, under the direction of the Executive CouncilMTA Members who receive newsletters and event announcementsUniversities which support some of MTA's eventsOther trade associations which support some of MTA's eventsGovernment and IT vendors who sometimes sponsor events organized byMTAGeneral public who receive announcement on important events of MTA. 1.2.2.ConstraintsMTA has requested that open source software be used whenever possible. In particular, they suggest using Linux operating system; Apache web server, MySQL database, etc.The CMS must be deployed by Dec. 31 this year, about 4 months from the project start date of September 1.1.2.3.Risk Assessment1.3.Project Deliverables1.4.Schedule and Budget Summary 1.4.1.Schedule and MilestoneThis project will be divided into three phases to complete, and total time is about 4 months. The following represent key project milestones, with estimated completion dates:1.4.2.BudgetProject Cost & Time EstimatesAll project costs and dates are estimates. Projects are charged only for actual time spent.If clients can choose a design and complete all alterations on it in 2 reviews instead of 3, cost of design phase can be reduced.Project Role%Time Dates Needed( Range)Name ofManagerProject Manager15Week1-week15SweeperDesigner15Week2-week4JackProgrammer30Week6-week15LiliTester15Week10-week15JaneQA30Week5-week15Emmadocumentation5Week1-week15SweeperSystems support5Week10-week15Sweeper 1.5.Evolution of the PlanThe structure of this Project Plan is in compliance with theIEEE?STD?1058-1998.After project members review the plan, the release version will be placed under configuration management.1.6.References[1] WebCT - COMP5231 Project Practice and Case Studies, Hareton Leung[2] DonewsBlog - Developing the Project Plan2006/03/03/750787.aspx, Juven[3] Project Manager Union[4] Capability Maturity Model* Integration (CMMI), Version1.1 CMMI for Software Engineering (CMMI-SW, VI. 1) Staged Representation CMU/SEI-2002-TR-029 ESC-TR-2002-029 August 2002[5] A Business case for CMMI based Process Improvement, Dave Walden, General Dynamics Advance Information Systems, and PSM Conference July 2002.[6] Simplifying development through activity-based change management, Allan Tate & Karen Wade, IBM Software Group, October 2004.[7] Capability Maturity Model) Integration (CMMI), Version 1.lCMMI for Software Engineering (CMMI-SW, VI. 1) Continuous Representation CMU/SEI-2002-TR-028ESC-TR-2002-028 August 2002.[8] A spiral model of software development and enhancement, Boehm, B. W. (1988), IEEE Computer, 21(5), 61-72.[9] The six sigma project planner, Tomas Pyzdek (2003)1.7.Definitions and Acronyms2.Project Organization2.1.External InterfacesPM will be responsibility for the communication bridge between the project and external entities.Customer - A large Manufacturing Trade Association (MTA) with over 2000 members.The stakeholders of MTA include:E xecutive Council of MTA, consisting of 15 executive members who madedecision on running MTAO ffice staffs of MTA who carry out the day-to-day operation of MTA, underthe direction of the Executive CouncilM TA Members who receive newsletters and event announcementsU niversities which support some of MTA's eventsO ther trade associations which support some of MTA's eventsG overnment and IT vendors who sometimes sponsor events organized byMTAG eneral public who receive announcement on important events of MTA.2.2.Internal StructureProject Team Organizational Structure 2.3.Roles and Responsibilities3.Managerial Process PlansThis section of the Project Management Plan specifies the project management processes for the project. This section defines the plans for project start-up, risk management, project work, project tracking and project close-out.3.1.Start-up Plan3.1.1.EstimatesThis project is a timer plan, so it must be completed in the official hour. MTA has requested that open source software be used whenever possible. In particular, they suggest using Linux operating system, Apache web serve, MySQL database, etc.So according to the above factors, we will adopt JAVA and MySQL to develop CMS project. There is not purchase cost because of free open source tools. We will use GOOGLE free code manger service to manage code and Issues, and we will post wiki on it.3.1.2.StaffingThis project team has only five members. Each member will try their best and unleashed potential to develop this project. The following is the simple introduction of members.Sweeper: There is development experience more than ten years and rich management experience. So he will undertake PM role in the team.Lili: There is rich development experience and strong coding ability. So she will undertake primary programmer role in the team. At the same time, she will analyze requirement as an assistant of primary analyst.Jack: Because of rich experience of requirement analysis, he will undertake primary analyst role. At the same time, he will also be responsibility for coding.Jane: There is rich experience of software development and comprehensive ability in the phase of software life cycle. So she will take part in each phase, such as project plan, testing, etc.Emma: there is rich experience of SQA. SQA and tester role will suit her best.3.1.3.Resource AcquisitionOne Team, One Goal. The team formation is voluntary. We own the same goal – Develop a CMS product for MTA successfully.The team doesn’t need to buy any hardware resource, because team members will solve the hardware resource by themselves.For software resource, the team will adopt the way of share through the internet. So software resource also has no need to be bought.3.1.4.Project Staff TrainingMost of members have the programming experiences with JAVA and MySQL. So members will study technique knowledge by themselves. But members are not familiar with CMS business knowledge. So it is necessary for CMS business training.Because this is a temporary team, it is difficult to work together. So finally we will adopt a network meeting for a knowledge share and discussion on the internet to instead traditional face to face training.This network meeting will be holding in the phase one. In the share and discussion, team will refer to some mature CMS products in the market, and compare with the requirement of MTA in order to improve the knowledge of CMS business process.3.2.Work Plan3.2.1.Work Breakdown Structure3.2.2.Schedule AllocationThe detailed timetable has been described by “CMS_GanttChart.xls”.3.2.3.Resource AllocationThe detailed HR resource has been described by “CMS_GanttChart.xls”. The team has no need of the other resource expect human resource and software resource.3.2.4.Budget AllocationMostly, the team will comminute through the internet and telephone. There are few meetings on the free time of weekend lessons. Team has no need to travel and go on errands. So project budget only has the workload budget.3.3.Project Tracking PlanThe free tool – Google Code will be used for the project tracking.3.3.1.Issues ManagementThe following issues management procedures will be used:Major issues (any that will significantly affect the scope, schedule, or budget for the project) will be registered in the project Major Issues log.The Project Manager and Client Project Manager will determine how to address the issue and identify how it will affect the scope, schedule and budget for the project.On the Project Status Report, the project manager will report the issues currently being worked on, their status, and the projected date of resolution. Any critical unresolved issues that are impacting the scope, time, cost, or quality of the project will be highlighted in the status report.When an issue is resolved, merged with another issue, or withdrawn, the issue log will be updated.When an issue is closed the resolution is logged and it is moved to a closed status.Minor issues will be logged and managed using the Google Code issue tracking program, which all project participants and the Client PM will have access to.Requirements ManagementThe information contained within the Project Plan will likely change as the project progresses. While change is both certain and required, it is important to note that any changes to the Project Plan will impact at least one of three critical success factors: Available Time, Available Resources (Financial, Personnel), or Project Quality. The decision by which to make modifications to the Project Plan (including project scope and resources) should be coordinated using the following process:Step 1:As soon as a change which impacts project scope, schedule, staffing or spending is identified, the Project Manager will document the issue.Step 2:The Project Manager will review the change and determine the associated impact to the project and will forward the issue, along with a recommendation, to the Steering Committee for review and decision.Step 3:Upon receipt, the Steering Committee should reach a consensus opinion on whether to approve, reject or modify the request based upon the information contained within the project website, the Project Manager’srecommendation and their own judgment. Should the Steering Committee be unable to reach consensus on the approval or denial of a change, the issue will be forwarded to the Project Sponsor, with a written summation of the issue, for ultimate resolution.Step 4:If required under the decision matrix or due to a lack of consensus, the Project Sponsor shall review the issue(s) and render a final decision on the approval or denial of a change.Step 5:Following an approval or denial (by the Steering Committee or Project Sponsor), the Project Manager will notify the original requestor of the action taken. There is no appeal process.*Tags: In this project, team members will act as the Steering Committer role. And the teacher will act as the Project Sponsor.3.3.2.Schedule ControlThe weekly schedule will be shown intuitively in the CMS Gantt chart, and then be shared to team members. And the PM will release “Bi-weekly Report W eek” half month. So for the delay tasks, PM will try to adjust resources to bring down influence.*Tags: refer to the document “CMS_GanttChart.xls”.3.3.3.Budget ControlThis project doesn’t need to control the budget, and only need to control the plan.3.3.4.Quality ControlThere is a professional SQA role to control quality in this project. SQA staff will provide a SQA plan and test plan for quality control. PM and SQA staff will follow the plans to control quality.See “SQA Plan”, please.3.3.5.ReportingA Bi weekly report will deliver to teacher by PM. It will report current status and issues for this project.*Tags: the template of Bi weekly report refers to the Annex A.3.3.6.Project MetricsSome project status will be tracked and collected, including workload process status, work deviation case, defects, etc. The workload process status and work deviation case will be collected semimonthly. The defects status will be collected in the process of testing. The checklist will be used in the document check and the efficiency of process executed.3.4.Risk Management PlanPM will manage the risk on a weekly basis, including identifying risk, tracking and analyze the identified risk. When the risk happened, PM will use the required measures. The checklist of risk refers to the Annex B.3.5.Project Closeout PlanIt is necessary to project closeout process to ensure orderly closeout of the project.Project Manager will provide a Skeleton Closeout Report. The closeoutReport would have information regarding the project scope, risk and theoriginal plan’s schedule.PM will have a closeout meeting with customers. In the meeting, they willreview the following agenda.Executive Summary of the project planProject resultAnalysis of project objectives achievedReal deliverables to those described in the planIt is necessary to a post mortem meeting in the team. Project personnel willwrite post-mortem debriefings and discuss lessons learned.3.6.Project Review Meeting PlanIt is necessary to project review meetings in order to ensure work objective and quality.In the project process, we will hold the review meetings in each phase. The following is the step.Meeting Time:At 9:00 every weekend.two days before the end of each milestoneVenue: The meeting will be held on the internet through QQ Group.Team leader will give members the email for the meeting. At the same time, the deliverables will be sent in the email.Members will review the deliverables, and then send comments back to team leader.Team leader will sort out the information from members. An informal list of discussion topics will be formed.According to the informal list of discussion topics, team will discuss them and draw conclusions one by one.Finally, team leader will record the conclusions in the transaction track system (Google Code). Corresponding member will be in charge of the tasks according to the conclusions. Team leader will follow up the process of the tasks.4.Technical Process Plans4.1.Process ModelThe iteration process of RUP will be used in the CMS project. The following step:Analyze RequirementCondense RequirementDesign CMSCondense DesignsCodingIntegration TestingDeployment.4.2.InfrastructureThe free system for JAVA and MySQL will be used in this project. It is cross platform, so foreseeingly this project will be deployed in many platforms.4.3.Product AcceptanceThe teacher will act as the customer role. In other words, product acceptance will depend on the teacher’ review. If the teacher has any suggestions and opinions, the team will perfect the plan at the right moment.5.Supporting Process Plans5.1.Configuration ManagementGoogle Code Tool will be used in issues management in the project. When there is an issue, it will be placed in the following link:.Then PM will track this issue and assign tasks to the person responsible. The status of issue also will be tracked until to be completed. When the sponsor approves the issue, the issue will be closeout.The documents and programs in the project process will be carried out the configuration management, and adopt the unique identification. After the review passed, they will be placed under the configuration management. When the change happened, the change control process will be adopted.5.2.Verification and ValidationAll the team members will review all the documents for this project. The program will be tested comprehensively by testers. Finally, the teacher will verify the product – CMS of MTA.Pressure test software will be used in the project. The JUnit tool is recommended to programmers used in the phase of coding in order to quality assurance.5.3.DocumentationChecklist All members5.4.Quality AssuranceWe will have the following simple arrange for quality assurance.SQA will provide a SQA plan and establish an implement process according to the SQA plan.Testers will provide a test plan and establish a test process according to thetest plan.5.5.Reviews and AuditsPeer review will be used in the project. In the process of peer review, team members can improve overall ability in the aspect of software development. The following is the detail review process.First, a deliverable will be completed mainly by one of members. The othermembers will be an assistant for the member.Then, the deliverable will be peer reviewed by team members.Next, team leader (PM) will hold a meeting to discuss the issues and share the experience.Finally, deliver to the customer (teacher).5.6.Problem ResolutionWhen there are issues in the project, team will adopt the network discussion through the internet, such as QQ, MSN, BBS, etc. If the result of discussion is not agreement, this issue will be reported to teacher. All the information in the discussion will be recorded in the meeting record.5.7.Subcontractor ManagementOur project has no subcontractor.5.8.Process ImprovementWhen some problems happen in the process of project development, we must lookup the reasons and location problems. Then we will improve the development process according to the process area standard of CMMI. The improved process will be applied to the next iteration process.We will improve development process in the project according to the descriptions as above.6.Additional PlansWhen the customer has any requirement for our product, we must give quick feedback. After the team discussed and confirmed, the requirement will bechanged in the phase of design and code. So the requirement needs to keepflexibility.When the phase of code is completed, the program will be configured on thecomputers of team members.The team must ensure the synchronous and quick data updating.PM and testers will provide service support for the product.PM, designers and programmers will be responsibility for product maintenance.。
英国h型钢标准号
英国h型钢标准号The standard for H-beams in the United Kingdom is BS 4-1: 2005, which specifies the dimensions and sectional properties of hot-rolled structural steel sections. The H-beams covered by this standard are widely used in the construction industry for various applications, including building frames, bridges, and other structural elements. It is essential for architects, engineers, and construction professionals to be familiar with the standard to ensure the structural integrity and safety of their projects.英国H型钢的标准是BS 4-1: 2005，该标准规定了热轧结构钢截面的尺寸和断面特性。
此标准涵盖的H型钢广泛用于建筑行业的各种应用，包括建筑框架、桥梁和其他结构元素。
熟悉该标准对于建筑师、工程师和建筑专业人士至关重要，以确保项目的结构完整性和安全性。
One of the key aspects of the H-beam standard in the UK is the dimensional and sectional properties it specifies. These properties include the depth, width, flange thickness, web thickness, and other relevant dimensions of the H-beams. Understanding these propertiesis crucial for ensuring the proper design and installation of H-beams in various construction projects.英国H型钢标准的一个关键方面是其规定的尺寸和截面特性。
Comparison Different Between With AS 4420 and AS-NZS 4284
200 Pa Positive / negative pressure up to WULS is applied and held for 10 seconds. Not Request
7
ULS Seismic Racking Test
Not Request
8
9
10
2
Structural Test at Serviceabi43;/-100% of the WSLS Wind Pressure is applied as follows:)
3
Air Infiltration Test Water Penetration Test under Static Pressure(WSLS) Structural Proof Test at Ultimate Limit State Wind Pressure (W ULS) Water Penetration Test - Cyclic
4 5 6
300 Pa or 0.3Ws Positive / negative pressure up to WULS is applied and held for 10 seconds. (a) Stage 1 .......0.15 × Ws to 0.3 × Ws. (b) Stage 2 ....... 0.2 × Ws to 0.4 × Ws. (c) Stage 3 ...... 0.3 × Ws to 0.6 × Ws. The maximum movement created by these jacks shall be±40 mm.
Different Between Standard AS/NZS 4284 & AS 4420
Application of the AHP in project management
Application of the AHP in project managementKamal M.Al-Subhi Al-Harbi *DepartmentofConstructionEngineeringandManagement,KingFahdUniversityofPetroleum&Minerals,KFUPMBox1468,Dhahran31261,SaudiArabiaReceived 12June 1998;received in revised form 2March 1999;accepted 19May 1999AbstractThis paper presents the Analytical Hierarchy Process (AHP)as a potential decision making method for use in project manage-ment.The contractor prequali®cation problem is used as an example.A hierarchical structure is constructed for the prequali®cation criteria and the contractors wishing to prequalify for a project.By applying the AHP,the prequali®cation criteria can be prioritized and a descending-order list of contractors can be made in order to select the best contractors to perform the project.A sensitivity analysis can be performed to check the sensitivity of the ®nal decisions to minor changes in judgements.The paper presents group decision-making using the AHP.The AHP implementation steps will be simpli®ed by using the `Expert Choice'professional soft-ware that is available commercially and designed for implementing AHP.It is hoped that this will encourage the application of the AHP by project management professionals.#2000Elsevier Science Ltd and IPMA.All rights reserved.Keywords:Analytical hierarchy process;AHP;Project management;Contractor prequali®cation1.IntroductionThe Analytical Hierarchy Process (AHP)is a deci-sion-aiding method developed by Saaty [24±27].It aims at quantifying relative priorities for a given set of alter-natives on a ratio scale,based on the judgment of the decision-maker,and stresses the importance of the intuitive judgments of a decision-maker as well as the consistency of the comparison of alternatives in the decision-making process [24].Since a decision-maker bases judgments on knowledge and experience,then makes decisions accordingly,the AHP approach agrees well with the behavior of a decision-maker.The strength of this approach is that it organizes tangible and intan-gible factors in a systematic way,and provides a struc-tured yet relatively simple solution to the decision-making problems [29].In addition,by breaking a pro-blem down in a logical fashion from the large,descend-ing in gradual steps,to the smaller and smaller,one is able to connect,through simple paired comparison judgments,the small to the large.The objective of this paper is to introduce the appli-cation of the AHP in project management.The paper will brie¯y review the concepts and applications of the multiple criteria decision analysis,the AHP's imple-mentation steps,and demonstrate AHP application on the contractor prequali®cation problem.It is hoped that this will encourage its application in the whole area of project management.2.Multiple criteria decision analysis (MCDA)Project managers are faced with decision environ-ments and problems in projects that are complex.The elements of the problems are numerous,and the inter-relationships among the elements are extremely compli-cated.Relationships between elements of a problem may be highly nonlinear;changes in the elements may not be related by simple proportionality.Furthermore,human value and judgement systems are integral ele-ments of project problems [15].Therefore,the ability to make sound decisions is very important to the success of a project.In fact,Schuyler [28]makes it a skill that is certainly near the top of the list of project management skills,and notices that few of us have had formal train-ing in decision making.0263-7863/00/$20.00#2000Elsevier Science Ltd and IPMA.All rights reserved.P I I :S 0263-7863(99)00038-1International Journal of Project Management 19(2001)19±27/locate/ijproman*Tel.:+966-3-860-3312;fax:+966-3-860-3287.E-mail address:harbi@.sa (K.M.Al-S.Al-Harbi).Multiple criteria decision-making(MCDM)approa-ches are major parts of decision theory and analysis. They seek to take explicit account of more than one criterion in supporting the decision process[5].The aim of MCDM methods is to help decision-makers learn about the problems they face,to learn about their own and other parties'personal value systems,to learn about organizational values and objectives,and through exploring these in the context of the problem to guide them in identifying a preferred course of action [5,12,20,32,34,35].In other words,MCDA is useful in circumstances which necessitate the consideration of di erent courses of action,which can not be evaluated by the measurement of a simple,single dimension[5]. Hwang and Yoon[14]published a comprehensive survey of multiple attribute decision making methods and applications.Two types of the problems that are common in the project management that best®t MCDA models are evaluation problems and design problems. The evaluation problem is concerned with the evaluation of,and possible choice between,discretely de®ned alternatives.The design problem is concerned with the identi®cation of a preferred alternative from a poten-tially in®nite set of alternatives implicitly de®ned by a set of constraints[5].3.The analytical hierarchy process(AHP)Belton[4]compared AHP and a simple multi-attri-bute value(MAV),as two of the multiple criteria approaches.She noticed that both approaches have been widely used in practice which can be considered as a measure of success.She also commented that the greatest weakness of the MAV approach is its failure to incorporate systematic checks on the consistency of judgments.She noticed that for large evaluations,the number of judgments required by the AHP can be somewhat of a burden.A number of criticisms have been launched at AHP over the years.Watson and Freeling[33]said that in order to elicit the weights of the criteria by means of a ratio scale,the method asks decision-makers mean-ingless questions,for example:`Which of these two cri-teria is more important for the goal?By how much?' Belton and Gear[6]and Dyer[9]pointed out that this method can su er from rank reversal(an alternative chosen as the best over a set of X,is not chosen when some alternative,perhaps an unimportant one,is exclu-ded from X).Belton and Gear[7]and Dyer and Wendel [10]attacked the AHP on the grounds that it lacks a ®rm theoretical basis.Harker and Vargas[13]and Perez [19]discussed these major criticisms and proved with a theoretical work and examples that they are not valid. They commented that the AHP is based upon a®rm theoretical foundation and,as examples in the literature and the day-to-day operations of various governmental agencies,corporations and consulting®rms illustrate, the AHP is a viable,usable decision-making tool. Saaty[24±27]developed the following steps for applying the AHP:1.De®ne the problem and determine its goal.2.Structure the hierarchy from the top(the objec-tives from a decision-maker's viewpoint)through the intermediate levels(criteria on which sub-sequent levels depend)to the lowest level which usually contains the list of alternatives.3.Construct a set of pair-wise comparison matrices(size nÂn)for each of the lower levels with one matrix for each element in the level immediately above by using the relative scale measurement shown in Table1.The pair-wise comparisons are done in terms of which element dominates the other.4.There are n nÀ1a judgments required to developthe set of matrices in step3.Reciprocals are auto-matically assigned in each pair-wise comparison.5.Hierarchical synthesis is now used to weight theeigenvectors by the weights of the criteria and the sum is taken over all weighted eigenvector entries corresponding to those in the next lower level of the hierarchy.6.Having made all the pair-wise comparisons,theconsistency is determined by using the eigenvalue, l m x,to calculate the consistency index,CI as fol-lows:gs l m xÀna nÀ1,where n is the matrix size.Judgment consistency can be checked by taking the consistency ratio(CR)of CI with the appropriate value in Table2.The CR is accep-table,if it does not exceed0.10.If it is more,the judgment matrix is inconsistent.To obtain a con-sistent matrix,judgments should be reviewed and improved.7.Steps3±6are performed for all levels in the hier-archy.Table1Pair-wise comparison scale for AHP preferences[24±27] Numerical rating Verbal judgments of preferences 9Extremely preferred8Very strongly to extremely7Very strongly preferred6Strongly to very strongly5Strongly preferred4Moderately to strongly3Moderately preferred2Equally to moderately1Equally preferred20K.M.A.-S.Al-Harbi/International Journal of Project Management19(2001)19±27Fortunately,there is no need to implement the steps manually.Professional commercial software,Expert Choice,developed by Expert Choice,Inc.[11],is avail-able on the market which simpli®es the implementa-tion of the AHP's steps and automates many of its computations.4.Group decision makingThe AHP allows group decision making,where group members can use their experience,values and knowl-edge to break down a problem into a hierarchy and solve it by the AHP steps.Brainstorming and sharing ideas and insights(inherent in the use of Expert Choice in a group setting)often leads to a more complete representation and understanding of the issues.The following suggestions and recommendations are sug-gested in the Expert Choice software manual[11].1.Group decisions involving participants with com-mon interests are typical of many organizational decisions.Even if we assume a group with com-mon interests,individual group members will each have their own motivations and,hence,will be in con¯ict on certain issues.Nevertheless,since the group members are`supposed'to be striving for the same goal and have more in common than in con¯ict,it is usually best to work as a group and attempt to achieve consensus.This mode max-imizes communication as well as each group member's stake in the decision.2.An interesting aspect of using Expert Choice isthat it minimizes the di cult problem of`group-think'or dominance by a strong member of the group.This occurs because attention is focused ona speci®c aspect of the problem as judgments arebeing made,eliminating drift from topic to topic as so often happens in group discussions.As a result,a person who may be shy and hesitant to speak up when a group's discussion drifts from topic to topic will feel more comfortable in speak-ing up when the discussion is organized and attention turns to his area of expertise.Since Expert Choice reduces the in¯uences of group-think and dominance,other decision processes such as the well known Delphi technique may no longer be attractive.The Delphi technique wasdesigned to alleviate groupthink and dominance problems.However,it also inhibits communica-tion between members of the group.If desired, Expert Choice could be used within the Delphi context.3.When Expert Choice is used in a group session,thegroup can be shown a hierarchy that has been prepared in advance.They can modify it to suit their understanding of the problem.The group de®nes the issues to be examined and alters the prepared hierarchy or constructs a new hierarchy to cover all the important issues.A group with widely varying perspectives can feel comfortable with a complex issue,when the issue is broken down into di erent levels.Each member can pre-sent his own concerns and de®nitions.Then,the group can cooperate in identifying the overall structure of the issue.In this way,agreement can be reached on the higher-order and lower-order objectives of the problem by including all the con-cerns that members have expressed.The group would then provide the judgments.If the group has achieved consensus on some judg-ment,input only that judgment.If during the pro-cess it is impossible to arrive at a consensus on a judgment,the group may use some voting techni-que,or may choose to take the`average'of the judgments.The group may decide to give all group members equal weight,or the group members could give them di erent weights that re¯ect their position in the project.All calculations are done automatically on the computer screen.4.The Group Meeting:While Expert Choice is anideal tool for generating group decisions through a cohesive,rigorous process,the software does not replace the components necessary for good group facilitation.There are a number of di erent approaches to group decision-making,some better than others.Above all,it is important to have a meeting in which everyone is engaged,and there is buy-in and consensus with the result.5.Application of the AHP in project managementIn this paper,contractor prequali®cation(an evalua-tion problem)will be used as an example of the possi-bility of using AHP in project management. Prequali®cation is de®ned by Moore[17]and Stephen [30]as the screening of construction contractors by project owners or their representatives according to a predetermined set of criteria deemed necessary for suc-cessful project performance,in order to determine the contractors'competence or ability to participate in the project bid.Another formal de®nition by Clough[8]is that prequali®cation means that the contracting®rmTable2Average random consistency(RI)[24±27]Size of matrix12345678910Random consistency000.580.9 1.121.241.321.411.451.49K.M.A.-S.Al-Harbi/International Journal of Project Management19(2001)19±2721wishing to bid on a project needs to be quali®ed before it can be issued bidding documents or before it can submit a proposal.Prequali®cation of contractors aims at the elimination of incompetent contractors from the bidding process. Prequali®cation can aid the public and private owner in achieving successful and e cient use of their funds by ensuring that it is a quali®ed contractor who will con-struct the project.Furthermore,because of the skill, capability and e ciency of a contractor,completion of a project within the estimated cost and time is more probable.A number of studies have focused on contractor pre-quali®cation.Lower[16]reviewed the guidelines of the prequali®cation process in di erent States in the US.He also discussed how prequali®cation can provide the owner with appropriate facilities representing an e ec-tive and e cient expenditure of money.Nguyen[18]argued that the prequali®cation process remains largely an art where subjective judgment,based on individual experience,becomes an essential part of the process.Russel and Skibniewski[22]mentioned that the actual process of contractor prequali®cation had received little attention in the past.Russel and Skibniewski[23]tried to describe the contractor prequali®cation process along with the decision-making strategies and the factors that in¯uence the process.They reported®ve methods that they found in use for contractor prequali®cation: dimensional weighting,two-step prequali®cation, dimension-wide strategy,prequali®cation formula,and subjective judgment.In the dimensional weighting method[22],the choice selection criteria and their weights are dependent on the owner.All contractors are ranked on the basis of the criteria.A contractor's total score is calculated by sum-ming their ranks multiplied by the weight of the respec-tive criteria.Then,contractors are ranked on the basis of their total scores,and this rank order of the con-tractors is used for prequali®cation.The problem with this method is deciding the weight of the respective cri-teria,something for which the AHP does provide a methodology.The two-step prequali®cation method[22]is a mod-i®cation of the dimensional weighting method.In the ®rst step,screening of contractors is done on pre-liminary factors.They must get through this step to be eligible for the second phase of prequali®cation.In the second step,the dimensional weighting technique is used for more specialized factors.This method is useful for quick removal of ineligible candidates.This is con-sistent with the`elimination by aspect'method sug-gested by Tversky[31].In dimension-wide strategy method[22],a list of the most important prequali®cation criteria is developed in descending order depending on how important the cri-teria is.Contractors are then evaluated on these factors. If a candidate fails to meet any of the criteria,the can-didate is removed from the prequali®cation process.The method continues until contractors are measured on all criteria[18].The prequali®cation formula method[22]prequali®es contractors on the basis of a formula that calculates the maximum capability of a contractor.The maximum capability is de®ned as the maximum amount of uncompleted work in progress that the contractor can have at any one time.In this method,the contractor's prequali®cation is dependent on the contractors max-imum capability,current uncompleted work and the size of the project under consideration.If the di erence between the contractor's capability and current uncom-pleted work is less than the project works,then the contractor is removed from the bidding process.The previous methods were devised with a common goal to introduce an e cient and systematic procedure for contractor prequali®cation.In some instances,own-ers may base their contractor selection decision on sub-jective judgment and not on a structured approach.The judgment may be in¯uenced by owner biases,such as previous experience with the contractor or how well the contractor's®eld sta operates.Aitah[1]studied the bid awarding system used in Saudi Arabia.He evaluated public building construc-tion projects,and concluded that the projects awarded to the lowest bidder have lower performance quality and schedule delays as compared to the projects which were awarded based on speci®c prequali®cation criteria.Al-Alawi[2]conducted a study on contractor pre-quali®cation for public projects in Bahrain.He surveyed the market and determined the most important criteria in the prequali®cation process,and developed a com-puterized tool for implementing it.Russel[21]analyzed contractor failure in the US and recommended that an owner should have two means of avoiding or minimize the impact of contractor failure: (1)analyzing the contractor quali®cation prior to con-tract award;and(2)monitoring the contractor's per-formance after contract award.Al-Ghobali[3]surveyed the Saudi construction mar-ket and listed a number of factors against which con-tractors should be considered for prequali®cation.This included experience,®nancial stability,past perfor-mance,current workload,management sta ,manpower resources availability,contractor organization,famil-iarity with the project's geographic location,project management capabilities,quality assurance and control, previous failure to complete a contract,equipment resources,purchase expertise and material handling, safety consciousness,claim attitude,planning/schedul-ing and cost control,and equipment repairing and maintenance yard facilities.22K.M.A.-S.Al-Harbi/International Journal of Project Management19(2001)19±276.ExampleA simpli®ed project example of contractor pre-quali®cation will be demonstrated here for illustration purposes.To simplify calculations,the factors that will be used in the project example for prequali®cation are experience,®nancial stability,quality performance, manpower resources,equipment resources,and current workload.Other criteria can be added if necessary, together with a suggestion that a computer be used to simplify calculations.Table3presents a project example for which con-tractors A,B,C,D and E wish to prequalify.An argu-ment could be presented that contractor E is not meeting the minimum criteria.Descriptions presented in Table3under`Contractor E',such as`bad organiza-tion'and`unethical techniques',quali®es him for immediate elimination from the list by the project owner.This is quite consistent with the method`elim-ination by aspect'suggested by Tversky[31].Never-theless,it is the choice of the decision-maker to eliminate contractor E immediately since he/she does not meet the minimum criteria.Contractor E could be left on the list(the choice in this paper for demon-stration purposes)so that he appears at the end of the list of`best contractors in descending order',as will be shown at the end of the example.The matter is safeguarded by checking the consistency of the pair-wise comparison which is a part of the AHP proce-dure.By following the AHP procedure described in the Section5,the hierarchy of the problem can be devel-oped as shown in Fig.1.For step3,the decision-makers have to indicate preferences or priority for each decision alternative in terms of how it contributes to each criter-ion as shown in Table4.Table3ExampleContractor A Contractor B Contractor C Contractor D Contractor EExperience5years experience7years experience8years experience10yearsexperience 15years experienceTwo similar projects One similar project No similar project Two similarprojects No similar projectSpecial procurement experience 1international projectFinancial stability $7M assets$10M assets$14M assets$11M assets$6M assets High growth rate$5.5M liabilities$6M liabilities$4M liabilities$1.5M liabilities No liability Part of a group ofcompaniesGood relationwith banksQuality performance Good organization Average organization Good organization Good organization Bad organizationC.M.personnel C.M.personnel C.M.team Good reputation Unethical techniques Good reputation Two delayed projects Government award Many certi®cates One project terminated Many certi®cates Safety program Good reputation Cost raised insome projectsAverage quality Safety program QA/QC programManpower resources 150labourers100labourers120labourers90labourers40labourers10special skilledlabourers200by subcontract Good skilled labors130bysubcontract260by subcontractAvailability in peaks25special skilledlabourersEquipment resources 4mixer machines6mixer machines1batching plant4mixer machines2mixer machines1excavator1excavator2concrete transferringtrucks1excavator10others15others1bulldozer2mixer machines9others2000sf steel formwork 20others1excavator6000sf wooden formwork15,000sf steel formwork1bulldozer16others17,000sf steel formworkCurrent works load 1big project ending2projects ending(1big+1medium)1medium project started2big projectsending2small projects started2projects in mid(1medium+1small)2projects ending(1big+1medium)1medium projectin mid3projects ending(2small+1medium) K.M.A.-S.Al-Harbi/International Journal of Project Management19(2001)19±2723Then,the following can be done manually or auto-matically by the AHP software,Expert Choice:1.synthesizing the pair-wise comparison matrix (example:Table 5);2.calculating the priority vector for a criterion such as experience (example:Table 5);3.calculating the consistency ratio;4.calculating l m x ;5.calculating the consistency index,CI;6.selecting appropriate value of the random con-sistency ratio from Table 2;and7.checking the consistency of the pair-wise compar-ison matrix to check whether the decision-maker's comparisons were consistent or not.The calculations for these items will be explained next for illustration purposes.Synthesizing the pair-wise comparison matrix is performed by dividing each elementof the matrix by its column total.For example,the value 0.08in Table 5is obtained by dividing 1(from Table 4)by 12.5,the sum of the column items in Table 4(1 3 2 6 1a 2).The priority vector in Table 5can be obtained by ®nding the row averages.For example,the priority of contractor A with respect to the criterion `experience'in Table 5is calculated by dividing the sum of the rows (0X 08 0X 082 0X 073 0X 078 0X 118)by the number of contractors (columns),i.e.,5,in order to obtain the value 0.086.The priority vector for experience,indi-cated in Table 5,is given below.0X 0860X 2490X 1520X 4570X 055P T T T T R Q U U U U S I Now,estimating the consistency ratio is asfollows:Fig.1.Hierarchy of the project example..Table 4Pair-wise comparison matrix for experience Exp.A B C D E A 11/31/21/62B 3121/24C 21/211/33D 62317E1/21/41/31/71Table 5Synthesized matrix for experience a Exp.A B C D E Priority vectorA 0.080.0820.0730.0780.1180.086B 0.240.2450.2930.2330.2350.249C 0.160.1220.1460.1550.1760.152D 0.480.4890.4390.4660.4120.457E0.040.0610.0490.0660.0590.0550X 999al m x 5X 037,gs 0X 00925, s 1X 12,g 0X 0082`0X 1OK.24K.M.A.-S.Al-Harbi /International Journal of Project Management 19(2001)19±270X08613261a2PT TT TRQU UU US0X2491a311a221a4PT TT TRQU UU US0X1521a22131a3PT TT TRQU UU US0X4571a61a21a311a7PT TT TRQU UU US0X05524371PT TT TRQU UU US0X4311X2590X7662X3120X276PT TT TRQU UU USweighted sum m trixPDividing all the elements of the weighted sum matrices by their respective priority vector element,we obtain:0X431 0X086 5X012Y1X2590X2495X056Y0X7660X1525X039Y2X312 0X457 5X059Y0X2760X0555X018QWe then compute the average of these values to obtain l m xl m x5X012 5X056 5X039 5X059 5X01855X037 R Now,we®nd the consistency index,CI,as follows:gs l m xÀnnÀ15X037À55À10X00925 SSelecting appropriate value of random consistency ratio,RI,for a matrix size of®ve using Table2,we®nd RI=1.12.We then calculate the consistency ratio,CR, as follows:g gss0X009251X120X0082 TAs the value of CR is less than0.1,the judgments areacceptable.Similarly,the pair-wise comparison matricesand priority vectors for the remaining criteria can befound as shown in Tables6±10,respectively.In addition to the pair-wise comparison for the deci-sion alternatives,we also use the same pair-wise com-parison procedure to set priorities for all six criteria interms of importance of each in contributing to theoverall goal.Table11shows the pair-wise comparisonmatrix and priority vector for the six criteria.Now,the Expert Choice software can do the restautomatically,or we manually combine the criterionpriorities and the priorities of each decision alternativerelative to each criterion in order to develop an overallpriority ranking of the decision alternative which istermed as the priority matrix(Table12).The calcula-tions for®nding the overall priority of contractors aregiven below for illustration purposes:yver ll priority of ontr tor e0X3720X0860X2930X4250X1560X2690X1510X0390X0840X0870X1440X222 UTable7Pair-wise comparison matrix for quality performance(QP)aQP A B C D E Priority vectorA171/3280.269B1/711/51/440.074C351490.461D1/241/4160.163E1/81/41/91/610.0310X998a l m x 5X38,gs 0X095, s 1X12,g 0X085`0X1OK.Table8Pair-wise comparison matrix for manpower resources(MPR)aMPR A B C D E Priority vectorA11/21/4250.151B211/3570.273C431460.449D1/21/51/4120.081E1/51/71/61/210.0450X999a l m x 5X24,gs 0X059, s 1X12,g 0X053`0X1OK.Table6Pair-wise comparison matrix for®nancial stability(FS)aFS A B C D E Priority vectorA163270.425B1/611/41/230.088C1/3411/350.178D1/223170.268E1/71/31/51/710.0390X998a l m x 5X32,gs 0X08, s 1X12,g 0X071`0X1OK.K.M.A.-S.Al-Harbi/International Journal of Project Management19(2001)19±2725。
COSVR732-SQAUnitCodeG3H904Identify,allocate…
Identify, allocate and plan the deployment and useof plant, equipment or machineryOverview This standard is about1 specifying the plant, equipment or machinery for operation requirements2 planning for and ensuring the safe use of plant, equipment or machinery3 providing opportunities for improvements in the use of plant, equipment ormachinery to be suggestedPerformancecriteriaYou must be able to: P1 ensure that the specification of the selected plant, equipment ormachinery meets the needs of the project before deploymentP2 ensure that the plant, equipment or machinery to be deployed complieswith current legislation and will be set up, operated and maintained bycompetent peopleP3 implement a system to update the deployment and allocation of plant,equipment or machinery, and operators, as the project progresses orchanges occurP4 identify hazards and assess risks arising from the use of plant,equipment or machinery and implement measures that protect peopleand the environmentP5 ensure that plant, equipment or machinery operations are planned,appropriately supervised and conducted in accordance with currentlegislationP6 ensure the appropriate storage, servicing and maintenance of plant,equipment or machinery to meet operational and statutory requirements P7 identify learning needs for supervisors, operators and users of plant,equipment or machinery that will or could support the project or futureprojectsP8 encourage those involved or affected by plant, equipment or machineryoperations to suggest improvements in safe operationsP9 ensure that plant, equipment or machinery which is no longer needed isreturned or removedKnowledge andunderstanding You need to know and understand: Performance Criteria 1SpecificationK1 how to ensure the specification of the plant, equipment or machinery meets the needs of the project before deploymentK2 why you need to ensure the specification meets the needs of the projectYou need to know and understand: Performance Criteria 2Compliance with current legislationK3 how to ensure plant, equipment or machinery complies with current legislationK4 how to check the competence of those that will set up, operate or maintain plant, equipment or machineryK5 why you need to ensure compliance and check competenceYou need to know and understand: Performance Criteria 3System implementationK6 how to implement a system that will update the deployment and allocation of plant, equipment or machinery as the projectprogressesK7 how to implement a system to update the deployment and allocation of plant, equipment or machinery as changes occurK8 why you need a system to update the deployment and allocation of plant, equipment or machineryK9 how to recommend alternative plant, equipment or machinery to decision-makersYou need to know and understand: Performance Criteria 4Identify hazards and assess risksK10 how to identify hazards and assess risks arising from the use of plant, equipment or machineryK11 how to implement measures that protect people and the environmentYou need to know and understand: Performance Criteria 5Planning, supervision and useK12 how to ensure plant, equipment or machinery operations are supervised and conducted in accordance with current legislationK13 how to write and approve method statements for the use of plant, equipment or machineryK14 how to maintain records for the competence of supervisors, operators and usersK15 how to pass information about the use of plant, equipment or machinery to peopleYou need to know and understand: Performance Criteria 6Storage, service and maintenanceK16 how to ensure plant, equipment or machinery is stored, serviced and maintained in accordance with operational and statutoryrequirementsK17 why you need to ensure plant, equipment or machinery is stored, serviced and maintained in accordance with operational andstatutory requirementsYou need to know and understand: Performance Criteria 7Learning needsK18 how to identify learning needs for supervisors, operators and users of plant, equipment or machineryK19 how to compare identified learning needs with the needs of the project and future projectsK20 how to obtain information on ranges of learning activitiesK21 how to arrange development for supervisors, operators and users of plant, equipment or machineryYou need to know and understand: Performance Criteria 8Suggestions for improvementsK22 how to encourage those involved or affected by plant, equipment or machinery operations to suggest improvements in safe operations K23 why you need to encourage those involved or affected by plant, equipment or machinery operations to suggest improvements in safe operationsYou need to know and understand: Performance Criteria 9Return or removeK24 how to return or remove plant, equipment or machinery which is no longer neededK25 why you need to return or remove plant, equipment or machinery which is no longer neededAdditional InformationScope/range related to performance criteria Performance Criteria 11 records of the specifications for plant, machinery or equipment consideredprior to selectionPerformance Criteria 22 records of pre-use checks, inspections, thorough examinations and testsconducted on plant, equipment or machinery3 records of checks conducted on the competence of the people that willset up, operate and maintain plant, equipment or machinery Performance Criteria 34 records of a system that tracks the deployment, allocation and use ofplant, equipment or machinery5 records of the recommendations on the use of alternative types of plant,equipment or machinery made to decision-makersPerformance Criteria 46 protection of the workforce, the general public, visitors and theenvironment by the application of information relating to at least three of the following6.1 methods of work6.2 risk assessment6.3 safe use and storage of tools6.4 safe use and storage of materials6.5 traffic managementPerformance Criteria 57 records of method statement(s) written or approved for plant, equipmentor machinery operations8 records of the roles and responsibilities allocated to plant, equipment ormachinery supervisors, operators and users9 records of the information passed to peoplePerformance Criteria 610 records of arrangements for storage, servicing and maintenance of plant,equipment or machinery11 records of checks made for serviceability and maintenance of plant,equipment or machinery as appropriate to at least three of the following operational or statutory requirements11.1 health, safety and welfare of the workforce and others11.2 operational efficiency11.3 security of resources11.4 obligations to third parties11.5 regulatory authorities11.6 contractual commitmentsPerformance Criteria 712 records of learning needs identified, and information obtained, for at leasttwo of the following learning activities12.1 formal12.2 informal12.3 coached12.4 mentored12.5 vocationally qualifyingPerformance Criteria 813 records of opportunities, given to at least four of the following, to suggestimprovements in safe operations13.1 supervisors13.2 operators13.3 users13.4 other members of the workforce13.5 members of the public13.6 occupiers13.7 neighbours13.8 visitors13.9 organisational representatives13.10 hire firm(s), companies or agentsPerformance Criteria 914 records of plant, equipment or machinery returned or removed, orspecified to be removedScope/range related to knowledge and understanding Learning activities1 formal2 informal3 coached4 mentored5 vocationally qualifyingOperational and statutory requirements6 health, safety and welfare of the workforce and others7 operational efficiency8 security of resources9 obligations to third parties10 regulatory authorities11 contractual commitmentsPeople12 workforce13 other personnel on site14 members of the public15 occupiers16 site visitors17 people affected by on-site operationsPlant, equipment or machinery18 static19 mobile20 accessories21 consumables22 health and safety equipment23 specialised hand tools24 standard plant, equipment or machinery25 non-standard plant, equipment or machinery Measures26 methods of work27 risk assessment28 safe use of tools29 safe use of materials30 traffic management31 emergency plansThose involved or affected32 supervisors33 operators34 users35 other members of the workforce36 members of the public37 occupiers38 neighbours39 visitors40 organisational representatives41 hire firm(s), companies or agentsDeveloped by ConstructionSkillsVersion number 2Date approved March 2008Indicative reviewJuly 2015dateValidity CurrentStatus OriginalOriginatingConstructionSkillsorganisationOriginal URN VR732RelevantProduction Managers and Directors in ConstructionoccupationsSuite Construction Site Management; Controlling Lifting Operations (Construction);Senior CraftsKey words Plant; Equipment; Machinery; Operations; Allocate。
Chemical Project WBS(化工工程英语中英文对照)
File: 188758509.xls / WBS
1 of 6
Scope of Supply list for Hyco plants
No. 3 4 5 6 7 8 9 10 11 Site preparation Storm water drainage Fire water loop Finish grading, roads & paving inside BL Finish grading, roads & paving outside BL Foundation loadings Foundation design, based on soil report Structural eng & design dwgs - for reformer Structural eng & design dwgs - ISBL piperacks, platforms, cable trays, equipment supports, stairs, handrails, pipe supports. Anchor bolt schedule Anchor bolt patterns for each equipment > 3 bolts Equipment skid design Piping Design Equipment arrangements All pipe runs Underground pipe routing (tie-ins) Above ground ISBL piping detail design (tie-ins) Piping supplied ISBL Detailed design of all pipe supports Stress analysis of piping Spec & design of any expansion joints, flex hoses, spring supports, etc. Pulsation studies Electrical Design One line diagram for power distribution Area classification drawing Schematic wiring diagrams Electrical design drawings inside battery limits - above ground conduit - wire, cable, conduit sizing - plant lighting - area lighting - grounding Electrical physical drawings, mounting details and location drawings ISBL Conduit routing drawings Cable schedule Interconnecting wiring diagrams Heat tracing design Instrument Design Instrument summary Specify DCS I/O counts - 4-20 MA inputs to DCS - 4-20 MA outputs to DCS - digital inputs to DCS (dry contacts) - digital outputs from DCS - thermocouple millivolt inputs to DCS - inputs to DCS Complete configuration of DCS DCS control strategy Instrument loop sheets Instrument physical detail drawings - mounting and support - tubing hookups - tubing routing diagrams (show hookups) - instrument locatons and elevatons - instrument data sheets - wiring from primary instruments to junction boxes Complete PLC system Burner management equipment/Trip system design PSA control logic for PLC with Automatic start Other shutdown req. in the form of wiring dia's Power requirements for all local panels and identification of UPS power requirements 基础负荷 LINDE AG Process Engineering and Contracting Division 现场准备 暴雨排水 防火水池 界区内
appendix 14 - Transformation Projects
TRANSFORMATION PROJECTS APPENDIXCustomer, Product and Distribution Channel Management ProgrammeProject No. Project Title / Description Timeframe Estimated elapsedtime (months)ObjectivesM7 Streamline role of customermanagers Quickwin 3 - 4 To derive maximum benefit from the role / function ofthe customer managersM12 Improve customer feedbackprocess Quickwin 4 - 6 To obtain customer feedback in a systematic mannerand to be able to utilise this feedback constructivelywithin CCBM16 Refine customer researchtechniques (e.g. use focus groups) Quickwin 3 - 4 To improve inputs from customer research throughgreater use of techniques such as focus group interviewsM1 Design Group Marketing Function Quickwin 3 - 4 To design the structure, roles and responsibilities of theGroup Marketing functionM2 Implement Group MarketingFunction (subject to Designproject) Interim State 1 3 - 6 To implement the agreed Group Marketing function atthe Head Office levelM3 Design Marketing Function forcustomer facing businesses at HO Interim State 1 4 - 6 To design the structure, roles and responsibilities of themarketing functions within customer facing businessesat the Head OfficeM8 Amend product developmentprocess Interim State 1 3 - 4 To design amendments to the current productdevelopment practicesM10 Design marketing planningprocess Interim State 1 3- 4 To develop a marketing planning process which willassist CCB is setting marketing objectives and strategiesProject No. Project Title / Description TimeframeEstimated elapsed time (months)ObjectivesM13 Develop brand management plans Interim State 1 4 - 6 To design specific plans for developing a coreproposition around CCB brand and also for unifying the CCB brandM14 Roll-out brand management initiativesInterim State 1 6 - 9 To implement plans for developing a core proposition around CCB brand and for unifying the CCB brand M17 Strengthen market research functionInterim State 13 -4 To refine / structure the roles, responsibilities and activities performed by the market research function M4Implement Marketing Function for customer facing businesses at HO (subject to Design project) Interim State 2 6 - 9To implement the marketing functions within customer facing businesses at the Head OfficeM5 Design Marketing Function for customer facing businesses at BranchInterim State 24 - 6To design the structure, roles and responsibilites of the marketing functions within customer facing businesses at the branch levelM9 Implement amendments to the product development processInterim State 2 4 - 6 To implement the required amendments to the current product development practiceM11Develop a marketing plan for CCB (subject to Design process) Interim State 2 9 - 12To implement the marketing planning process across the Head Office and the customer facing businesses, developing a marketing plan for CCBM20 Develop customer information management system (subject to MIS project within CCB)Interim State 212 - 15To develop customer information databases/ data-warehouse and thus obtain customer centric information for the purpose for selling CCB's existing and new productsM22Monitor post launch performance of new product launchesInterim State 2 3 - 6To monitor post launch performance of new product launchesProject No. Project Title / Description TimeframeEstimated elapsed time (months)ObjectivesO18 Implement Unique Customer IdentificationInterim State 224 O24 Develop Customer Management system for servicing customersInterim State 2 24M6Implement Marketing Function for customer facing businesses at Branches (subject to Design project)Target State 12 - 24To implement the marketing functions within customer facing businesses at the branchesM19 Transition from a product/ account number to a customer numberTarget State 6 - 12To migrate to a system where customer numbers are allocated (as opposed to account numbers ) and thus obtain a complete view of the customerM21 Develop customer segment profitability measures (subject to customer information management being in place)Target State 3 - 6To develop customer profitability information (bycustomer / customer segment) to identify and thus target the appropriate customer segmentsBank Governance ProgrammeProject No. Project Title / Description Timeframe Estimated elapsedtime (months) ObjectivesI1 Refocus and relaunchInformation & DevelopmentCommittee to cover high levelprogramme management,service delivery review,project review and businesscase review Quick Win 3 To ensure that I&D Committee takes a strategic view ofIT environment, doesn't get into detail, is relevant toBusiness, covers programme management, businesscase review and high level "traffic light" review ofprojects and service deliveryI3 Create and weight consistentbusiness case criteria,including benefit and riskcriteria. Create lifecycle costestimating framework. Createframework for post-implementation benefitreview Quick Win 6 To ensure that projects are appraised in a consistent wayusing criteria that reflect all aspects of the projectsoperation. To ensure that experience from benefitrealisation is captured, analysed and fed back into theappraisal processI5 Create applications and dataarchitectures. Educatebusiness about the basicarchitectural structures Quick Win 6 To create a framework for applications and datadevelopment. To ensure that Business have a goodunderstanding of the value of architectureProject No. Project Title / Description Timeframe Estimated elapsedtime (months) ObjectivesI6 Develop consistent standardsfor interfaces betweensystems regardless of type orlocation Quick Win 3 To ensure that information is passed betweenapplications in a consistent format and in a consistentmannerI9 Create framework underwhich projects can beassessed for risk and amechanism for tracking andmanaging these risks Quick Win 5 To ensure that risks are identified and effectiveleymanaged before and during projectsI26 Create process for linkingbusiness demand to capacityavailable within thetechnology environment Quick Win 2 Ensure that available and planned capacity will meetbusiness needFG1 Finance TransformationPlanning Quick Win 3 - 4 (1) To design the structure, roles, responsibilities, andtechnology requirements for Financial Managementacross the Bank (2) To establish the transformation planand pathI4 Interpret businessrequirements into medium tolong term applications, dataand technical architectures, aswell as providing a migrationpath to these goals Interim 1 6 To ensure that Business and IT projects are focussedtowards a consistent goalProject No. Project Title / Description Timeframe Estimated elapsed time (months) ObjectivesI7Create trigger mechanism within business planningprocess that will automatically trigger review of IT Strategy if business drivers changeInterim 1 1 To ensure that the IT Strategy continues to reflect thecurrent business direction, and that it effectively supports the business processesI8Conduct review of business and IT processes to identify which ones may be viable for outsourcing and the potential benefits and risks of various sourcing approachesInterim 1 4To ensure that sourcing decisions are made in a consistent manner based on business need, and cognisent of the benefits and risks involvedFG2 Finance Transformation Phase 1Interim 1 9 - 12To implement the Finance organisation structure and processes.FG3Finance Transformation Phase 2Interim 2 9 - 12To implement the technology and reengineer the "workaround" processes from phase 1Operational EfficiencyProject No. Project Title / Description Timeframe Estimated elapsedtime (months) ObjectivesH10a HRIT Strategy Interim State 1 3 An HRIT strategy which reflects the changed role and structure of HR, and the requirements which emerge from the processes changes outlined above.H10b Design, development anddelivery of new/revisedHRIT system Interim State 1 18The implementation of an HRIT system which providesa single source of HR data, for access controlled bydirectory discretions and automation of processing. Thiswould also include a direct feed to a payroll applicationwhich would automate the calculation and payment ofboth salaries and bonuses.I10 Document business activitiesas a series of inter-connectedprocesses, with tasks, rolesand handoffs defined Quick Win 6To ensure that activities are understood in their ownright, as well as how they inter-connect. To also ensurethat the roles and information flows within and betweenprocesses are documented and understoodI11 Educate Business to be ableto better identifyopportunities for processimprovement using IT, andto be more aware generallyof the potential of IT Quick Win 3To enable the business to specify more innovative ITprojects, and to improve the chances of project successbecause of better business understanding of ITcapabilities, limitations and timescalesI18 Review existing supplierpurchasing contracts Interim State 1 3Ensure that sourcing is optimised, and that eachcontract's deliverables, terms and conditions andtimeframes are suitable for the Business and IT, and thatthey fit under the sourcing strategyProject No. Project Title / Description Timeframe Estimated elapsedtime (months) ObjectivesI22 Review SystemsDevelopment LifecycleMethodologies for fit topurpose, implementationeffectiveness, and any othercurrent issues Interim State 1 3Ensure that SDLC is used in all development areas, andif not, how it can be enhanced so it is usedI23 Review processes forperforming applicationmaintenance, how theseinteract with the applicationsdevelopment and help deskareas, and the generalefficiency and effectivenessof the maintenance function Interim State 1 3Ensure that the maintenance function is effectivelymeeting the need for small to medium applicationprogram changesI24 Create procedures and toolsfor creation and managementof CCb technology assets atboth Head Office, Province,City and sub-branch levels Interim State 1 8To esnure that assets are effectively recorded at time ofpurchase, tracked through their useful lifetime, anddisposed of at the appropriate time. This will alsoensure that licensing is well matched to actual softwareuseI27 Setup arrangements to eithergenerate or purchase goodpractice performanceindicator information tocompare against operationalperformance Interim State 1 3Ensure that current operational performance continues tooffer good value for money when compared againstinternational good practiceProject No. Project Title / Description Timeframe Estimated elapsedtime (months) ObjectivesI29 Liaise with Business toestablish servicerequirements, and ensurethat service deliveryelements are defined, andresponse time to eachelement is documented Interim State 1 5Ensure that expectations about service delivery betweenBusiness & IT are well matchedI30 Link IT disaster recoveryplanning and timeframesinto business resumptionplans Quick Win 3Ensure that these two procedures are matched intimeframes and costI32 Revise existing CCBSsystem with additional corebanking modules from Alltel Target State 24 Rollout core system solutionI34 Liaise with Business todetermine exact nature ofdissatisfaction with currentsystem, devise changes,implement, educate business Quick Win 4 Increase satisfaction with CMIS applicationI35 Liaise with business toautomate the links betweenthe HR systems and thecurrently largely manualPayroll process. Once theprocesses are understood,procure a Payroll solution,deliver it and train users Interim State 1 6Increase efficiency and effectiveness of payroll processby automating the links between it and the HR processProject No. Project Title / Description Timeframe Estimated elapsedtime (months) ObjectivesI36 Introduce file servers at HOand provinces, centralisefiles, printing resources andbackup Interim State 1 18Enhance file security and integrity of data and increaseproductivityI37 Put desktop facilitiesproperly in place Interim State 1 18 To improve efficiency of the system applicationsI39 Introduce core bankingsystem pilot Interim State 1 12 Introduce core banking system pilotM15 M15 Allocate processowners for main marketingprocesses Interim State 2 9 - 12To finalise different marketing processes and to identifythe functions / positions responsible for these differentprocessesO1 Improve credit limitadherence through Regionsincluding developing the useof CMIS using accurate data Quick Win 6O10a Automate lending process(Pilot) Interim State 1 12O10b Automate lending process(Rollout) Interim State 1 24O11 Introduce portfoliomanagement Interim State 2 12O12 Centralise lending process -this should fall under creditworkstream in Programmeof Change (see xxxxxxxx) Interim State 2 36O16 Introduce Capacity Planning Interim State 1 6Project No. Project Title / Description Timeframe Estimated elapsedtime (months) ObjectivesO19 Branches and operating unitsreflect To Be structure innames Quick Win 6O2 Improve credit policyimplementation Quick Win 6O20 Branches and operating unitsbecome Regional reflectionsof To Be under localPresident P1 Interim State 1 24O21 Branches becomeDistribution Centres Target State 18O27 Centralisation Programme Interim State 2 60O3 Develop credit riskmanagement portfolioimprovement project Quick Win 3O4 Consider tools (such asMoodys) for portfoliomanagement Interim State 1 12O5 Align credit approvaloperation with Credit Riskmanagement Interim State 1 12O6a Automate Corporate Loansapplication process Interim State 1 12O6b Automate Corporate Loansapplication process Interim State 1 24Project No. Project Title / Description Timeframe Estimated elapsedtime (months) ObjectivesO7 Centralise approval centreswhere possible into SuperRegions Interim State 2 60O9 Plan for impact of consumerlending through credit cardsand Consumer lendingQuick Win Quick Win 3FA1 Centralisation / SharedServices Feasibility Study Quick Win 3 - 4To investigate how Accounting can migrate to acentralised or shared service structure and undertakelocation option assessmentFA2 Shared Services /CentralisationImplementation Interim State 2 18 - 24 Implement centralisation / shared servicesPeople ManagementProject No. Project Title / Description Timeframe Estimated elapsedtime (months) ObjectivesH1 Role of the HR Function and HRStrategy Quick win 3Clear description of the role HR should play within theorganisation. A written document which is based onCCB’s business strategy and identifies all the peopleissues, the activity planned and the deliverables to meetthe business requirementsH13 Capability assessment tool Quick win 4H2a HR Function OrganisationalStructure (HO Level) Interim State 1 6Design and implementation of a new HR structure toreflect the changed role of HR in Head OfficeH5 Reward management Interim State 1 12 A system, the principles of apply to all staff which recognises that remuneration consists of both monetary on non-monetary elements. The monetary element provides an opportunity for employees to earn salary and bonus, both of which are linked to performance and are relative to the value an individual contributes to the organisation.I19 Create staff performanceframework by documenting jobdescriptions, creating a skillsand experience register,reviewing remuneration andcreating an appraisal framework Interim State 1 6To maximise the effectiveness of staff retention andcareer progressionProject No. Project Title / Description Timeframe Estimated elapsedtime (months) ObjectivesI12 Culture Management Interim State 1 6 A defined current and future state culture which identifies the required behaviours of employees and a process of measurement.H8a Training and Developmentstrategy Interim State 2 6A review of the training department to ensure that it isappropriately structured, centralising resources andmaking clear distinctions between design, developmentand deliver of training.H8b Delivery of strategy Interim State 2 18 Deliver the strategy mentioned in above projectH11a Training and EducationTechnology Review Interim State 2 3A Training technology strategy review which identifiesCCB's needs and dependencies with broader technologyarchitecture.H11b Design development anddelivery of an intergratedLearning Management Interim State 2 18Implementation of an integrated learning managementsystem providing access to both catalogue and bespokematerial, linking to a competency model and a trainingplan/record.I33 Deliver technical platform overwhich Intranet applications canbe delivered Interim State 2 12Ensure that an appropriate platform is available that canenable application creation and deliveryH2b HR Function OrganisationalStructure (Province Level) Interim State 2 12Design and implementation of a new HR structure toreflect the changed role of HR in provincesProject No. Project Title / Description Timeframe Estimated elapsedtime (months) ObjectivesH3 Competency frameworkdevelopment Target State 18A competency framework which can be used as a sourceof reference for Recruitment, Training, PerformanceManagement, Career Development and SuccessionManagement. It will identify the competenciesnecessary at different levels (clerical, management andexecutive) in the organisation.H6 Resource management Target State 18 A process which enables CCB to calculate the number of employees required against changing work volumes; including grade breakdown, competencies and locations over a 3-5 year period.H7 Career management Target State 12 A system which ensures that individuals understand the career opportunities available and that effectively and regularly identifies staff capability and capacity for advancement using proactive assessment tools.H9 Change Management Target State 6 An organisation wide change management process which is applied to all transformational activity in CCB to identify and manage readiness for change, stakeholder management, communication and organisational design.Business Performance ManagementProject no. Project Title / Description Timeframe Estimated elapsedtime (months) ObjectivesO8 Understand profitability of currentoperation ( basic premise ofInterest Income minus cost Costof funds minus loss minus loanapplication and monitoring costs) Quick Win 6O25 Process Cost Process in place Quick Win 24H4 Performance management Interim State 1 12 A performance management process which involves the identification of an individuals objectives, the expected performance standards, the competencies necessary to undertake the role, regular feedback from manager (and others) to subordinate, the training needs and solutions for the individual.I20 Review existing cost centres,define revised cost centres, basedaround key performanceindicators and key areas Interim State 1 4Ensure that allocation of costs to cost centres assists theKPI reporting processI21 Define reporting categories,sources of information for thosecategories, and reportingtimeframes, techniques and tools Interim State 1 6Ensure that financial reporting provides informationrelevant to the effective management of the IT businessI25 Conduct business user satisfactionsurvey Interim State 1 2Become more proactive in documenting andunderstanding customer views about IT service deliveryProject no. Project Title / Description Timeframe Estimated elapsedtime (months) ObjectivesI28 Using Group created frameworkas a reference, define servicelevels to better management theIT service Interim State 1 3To make sure different business and different problemwill get different level service, this is helpful to make abetter service managementM18 M18 Undertake a pilot to assessthe effort required to migrate froma product to a customer view Interim State 1 3 - 6To undertake a pilot exercise to estimate the effortrequired to convert the current information fromaccount/ product based to customer based informationI31 Design, build and delivermanagement information systemwith current core banking system Interim State 2 18Ensure that mechanisms exist to delivery informationfrom current core banking system to effectively fillmanagement KPIsI31 MIS roll out with new corebanking system Target 18 MIS roll out with new core banking systemFA3 Accounting Information NeedsassessmentQuick Win 2 - 3Assess internal and external accounting informationrequirements and compare against current capability andstructureFA4 IAS Reporting FeasibilityQuick Win 2Investigate feasibility of IAS reporting and assessbenefitsFA5 IAS Reporting implementationInterim State 1 6 - 9Implement IAS reporting and remap GL wherenecessaryFA6 Consolidation processimprovement Interim State 1 3 - 6Reduce number of consolidation points, improvecontrols, and improve data transparencyFA7 Accounting Control FrameworkInterim State 1 6Establish accounting control needs based on materialityand risk; improve business and branch accountability forcontrolsFP1 Bank MI needs assessment Quick Win 3 - 6Project no. Project Title / Description Timeframe Estimated elapsedtime (months) ObjectivesFP2 Capabilities AssessmentQuick Win 2 - 3Establish capabilities required for FinancialManagement and measure against current capabilityFP3 Capabilities building Interim State 1 6 - 9 Deliver training, etc required to build capabilitiesFP4 Activity Based Costing 1 (CostInsights) Quick Win 4 - 6Develop top down cost view of business using ABC andValue Chain techniquesFP5 Activity Based Costing 2 (CostAnalysis) Interim State 1 9 - 12Develop next level ABC … Process Costs and ProductCosts (excl. FTP Costs); Implement ABC softwareFP6 Activity Based Costing 3(Enterprise Costs) Interim State 2 9 - 12Develop product costs including FTP, channel costs,and customer costsFP7 Activity Based Costing 4(Integrated Costs) Target 9 - 12Integrate cost management and incorporate Revenue andRisk data for profitability reportingFP8 Develop and implement improvedplanning systems (Value BasedPlanning) Interim 1 12 - 18Develop planning systems, process, and content torealign planning & budgeting with strategy and integrateBusiness Plans, Op Plans, and Financial PlansFP9 Integrate PerformanceManagement systems (Planning,Cost Management, Profitability,and Reporting) Target 12 - 18Integrate performance management on an Enterprisebasis using appropriate technology.FR1 ALCO Process ImprovementQuick Win 3 - 4Assess and refine ALCO processes to reflect (a)minimum acceptable standards and (b) readiness forlonger term needsFR2 ALCO and ALM Policy Interim 1 3 - 4 Establish bank wide requirements and controls for ALMFR3 ALCO and ALM MI andReporting Interim1 4 - 6Develop and implement ALM MI and reportingrequirementsProject no. Project Title / Description Timeframe Estimated elapsedtime (months) ObjectivesFR4 ALM and Treasury SystemsNeedsInterim 1 3 - 4Systems feasibility covering FRM and Tresaury. Toconsider 2 states, ie now - 2 years, 3 - 5 years, as Bankand market "matures"FR5 ALM Capability AssessmentInterim 1 3Assess capabilities required to run Bank ALM andFRM; compare to current; develop gap closure planFR6 ALM Capability Building Interim 1 6 - 9 Deliver training, etcFR7 Develop and implement ALMPlanning and integrate into Bankwide planning Interim 2 9 - 12Enhance bank planning to take account of risk, capital,and fundingFR8 Implement ALM and Treasurysystems Interim 2 9 - 12Implementation / integration of treasury systemsFT1 Develop Treasury and RiskManagement planInterim 1 3 - 4To develop a comprehensive Treasury and Riskmanagement plan for the Bank, including overseasoperationsFT2 Develop FTP policy andmethodologyInterim 1 4 - 6To develop an appropriate FTP framework consistemtwith strategy and internal requirements; define targetand interim phasesFT3 Implement FTP - interimInterim 1 6 - 9Implement FTP process and reporting on workaroundbasisFT4 Implement FTP - integratedTarget 9 - 12Implement FTP process and reporting on integratedbasis - see AL8FT5 Develop Financial RiskManagement Framework Quick Win 4 - 6Develop interest rate risk, market risk, and liquidity riskframeworkFT6 Implement FRM - interim Interim 1 9 - 12 Implement FRM and reporting on interim basis FT7 Implement FRM - integrated Interim 2 9 - 12 Implement FRM on integrated basis - see AL8Project no. Project Title / Description Timeframe Estimated elapsedtime (months) ObjectivesFT8 Integrate Treasury systems withBank systems Target 12Reform Programme Transformation OfficeProjectcategory Project Title / Description Timeframe Estimated elapsedtime (months) ObjectivesProject Office/Educat ion Knowledge Management -Educate Business and IT aboutthe need for good knowledge,setup guidelines for data creation,submission for publishing,publishing, management, access,and purging of corporate data Target 60Educate Business about the need for good knowledge,and how it can be created, managed and exploited in aconsistent mannerBusiness education about IT -Educate Business to be able tobetter identify opportunities forprocess improvement using IT,and to be more aware generally ofthe potential of IT Interim 1 24To enable the business to specify more innovative ITprojects, and to improve the chances of project successbecause of better business understanding of ITcapabilities, limitations and timescalesBusiness education about HR -Educate Business about the needto better manage their people, thetools and techniques required todo it, and techniques to manageprogress Interim 1 24To enable the business to recognise the value of betterpeople management and provide them with the tools andtechniques to achieve this goalBusiness education aboutperformance management -Educate Business how to createand manage more comprehensiveperformance managementmeasures, and how to get the datato provide measures of theseindicators Interim 1 24To enable the business to better manage theirperformance by having better KPIs and knowing how toget data to measure these KPIs。
西安交通大学远程教育大学英语(四)练习集(刘仙泉)
v1.0 可编辑可修改Key to the ExercisesUnit OneI. Match the words in column A with the definitions in column B1-d; 2-h; 3-f; 4-g; 5-b; 6-e; 7-a; 8-cII. Fill in the blanks with the given words, change the form if necessary.1.inefficiency2.concerning3.absence4.conquest5.weakened6.invasion7.declaration8.instructed9.heroic10.offensiveIII. Choose the ONE that best completes the sentence from the four choices given under each sentence.1-5 BBABD 6-10 DCCAB11-15 ADBBC 16-20 DBDCAIV. ClozePart One1. at2. It3. establishment4. that5. in6. space7. for8. carry9. bars10. evenPart Two1-5 ACDAA 6-10 CBDAC11-15 DCBBC 16-20 ADCBAV. Reading Comprehension (Choose the best answer for each of the questions or unfinished statements after the reading passages.)Passage One1-5. DCBAAPassage Two6-10 BBDAAVI. TranslationPart OneDirections: Put the following sentences into English.1．德国军队在斯大林格勒城外几乎没有挡风避寒的地方，食品和补给的匮乏更使其元气大伤。
Engineered O-Rings Catalog ORD 5710 美国Parker O-Rin
Engineered O-Rings Catalog ORD 5710 USASimple solutionsfor complex sealing problemsIn the O-Ring Division’s monitoring each step of the process Finite element analysisElement Analysistion process and ensures theselection of the right materialand geometry for a customer’sapplication. As an addedbenefit, FEAused to predict service life.a simple interfacespecific glands and seals. Itversions of these books, availableas ORD 5703 (US) and 5705(Europe), provide engineersfor static and dynamic seals,with world productionamounting tobillions per year.In 1937,Niels A. Christensen, aDanish emigrant to the USA,was awarded a patent for thisring with the perfectgeometricalshape.In 1949,Parker O-ring materialsled to the aeronautical specifica-tion MIL-P-5515 B and to the dimensionalstandards MS 29512 and 513, which werebased on Parker O-rings. Since then, theO-ring has become a vital sealingelement in all kinds of fluidpower equipment.advice from Parker sealing experts isnever far away.Parker O-Ring division’s manufacturing facilities span 4 continents and 9countries. Some of these The division’s North American headquarters, located in Lexington KY , isApplicationsTransportation•Brakes/ABS•Cooling/air conditioning •Fuel and diesel injection, spark plugs•Quick connects, couplings, gear units•Shock absorbers •Steering systems•Transmissions and radiator sealsAerospace•Aircraft engines, wheels and brakes•Control and actuation systems•Fuel systems•Space shuttle launch vehiclesMedical•Dyalizers•Syringes, infusions•USP Class VI and FDA “White Listed” formulations are availableSemiconductor Processing•For wet, dry and thermal processes•Parker UHP Processing:Parker uses totally enclosed and dedicated manufacturing areas for compounding,preparation, molding, cleaning and final packaging of o-rings in critical compounds for semiconductor processing applicationsFluid Power•Accumulators •Cylinders, valves •Filters •Fittings •Pumps•Rotary actuatorsConsumer Products•Appliances•Compounds meeting the requirements/recommen-dations: FDA, NSF, WRC,DVGW, BGA, KTW •Heating/plumbing •Sanitary equipmentChemical Processing Industry (CPI)•Equipment and components requiring extremely high chemical inertness attemperatures up to +320°CEnergy/Oil Field•Drilling•Exploration •Production •TransportationParker O-rings are used in many applications and industries, including:1-800-C-Parker Parker O-Ring Division Worldwide LocationsNorth AmericaUSAParker Hannifin CorporationO-Ring Division2360 Palumbo Drive Lexington, KY 40509 Phone: (859) 269-2351Fax: (859) 335-5128 Parker Hannifin CorporationO-Ring Division104 Hartmann Drive Lebanon, TN 37087Phone: (615) 444-0191Fax: (615) 449-7312 Parker Hannifin CorporationO-Ring Division109 Industrial Park Drive Livingston, TN 38570 CanadaParker Hannifin CorporationO-Ring Division255 Hughes RoadOrillia, Ontario L3V 2M3 Phone: (705) 325-2391Fax: (705) 325-5721 MexicoParker Hannifin CorporationO-Ring DivisionPSDM Business Unit Diagonal Lorenzo de la Garza #13 Ciudad IndustrialH. Matamoros, Tam. 87490 Parker Hannifin CorporationO-Ring DivisionBRCO Business UnitCalle Sexta Y Vizcaya #95 Col. EuzkadiH. Matamoros, Tam. 87370 EuropeAustriaSee GermanyBelgiumParker Hannifin SA NVParc Industriel Sud, Zone II 15, Rue du Bosquet1400 NivellesPhone:+(32) 67-28 09 00 Fax:+(32) 67-28 09 99 Czech RepublicParker Hannifin s.r.o. Podebradská 100528912 SadskáPhone: +(420) 325-55 5111 Fax: +(420) 325-55 5112 DenmarkPolar Seals A/S Bjergvangen 23060 EspergærdePhone: +(45) 49 12 17 00 Fax: +(45) 49 12 17 01FinlandParker Hannifin OyYlastontie 16FIN-01510 VantaaPhone: +(358) 9-47 67 31Fax: +(358) 9-47 67 32 00FranceParker Hannifin RakZ.l. du Mont-BlancB.P. 482, Ville-la-Grand74108 Annemasse-CédexPhone: +(33) 4-50 87 80 80Fax: +(33) 4-50 87 80 76GermanyParker Hannifin GmbHO-Ring DivisionStuifenstr. 55D-74385 PleidelsheimPhone:+(49) 71 44-206-0Fax: +(49) 71 44-2 37 49HungaryParker Hannifin CorporationBudapest Representation OfficeVezer u. 156-1581148 BudapestPhone: +(36) 1-2 52 81 37Fax: +(36) 1-2 52 81 29IrelandSee United KingdomItalyParker Seals S.p.A.Via Marzaghette 2I-25030, Adro (BS)Phone: +(39) 030 754 811Fax: +(39) 030 745 8210Parker Hannifin S.p.A.Via Priv. Archimede, 120094 Corsico (Mi)Phone: +(39) 02-4 51 92-1Fax: +(39) 02-4 47 93 40NetherlandsParker Hannifin B.V.Edisonstraat 1P.O. Box 3407570 AH OldenzaalPhone: +(31) 541-58 50 00Fax: +(31) 541-58 54 59NorwayParker Hannifin A/SBerghagenP.O. Box 3008N-1402 SkiPhone: +(47) 64 91 10 00Fax: +(47) 64 91 10 90PolandParker Hannifin Sp. z.o.o.ul. Parowcowa 8B02-445 WarsawPhone: +(48) 22-8 63 49 42/43Fax: +(48) 22-8 63 49 44RussiaParker Hannifin CorporationKomsomolsky Prospect 42Office 407119827 GSP Moscow G-48Phone: +(7) 095-234 0054Fax: +(7) 095-242 0907Slovakiasee Czech RepublicSwedenParker Hannifin Sweden ABBox 831416308 SpangaPhone: +(46) 8-7 60 29 60Fax: +(46) 8-7 61 81 70SwitzerlandSee GermanySpainParker Hannifin Espana S.A.Paseo Cordellas, 5708290 Cerdanyola-del-Valles(Barcelona)Phone: +(34) 93-6 91 50 62Fax: +(34) 93-6 91 46 19United KingdomParker Hannifin plcSeal GroupParkway, Globe ParkMarlow, Bucks SL7 1YBPhone: +(44) 16 28-40 40 88Fax: +(44) 16 28-40 40 89Asia PacificAustraliaParker Hannifin Australia Pty. Ltd.9 Carrington Road2154 (NSW) Castle HillPhone: +(61) 2-96 34 77 77Fax: +(61) 2-98 42 51 11ChinaParker HannifinFluid Power Systems(Shanghai) Co., Ltd.280 Yun Qiao RoadJian Qiao Export Processing ZoneShanghai 201206Phone: +(86) 21-5031 2525Fax: +(86) 21-5834 3714Parker Asun Sealing CompanyNo. 26 Tian Bao RoadTian Bao Industrial ZoneDong Guan CityGuang Dong, P.R.O.C.Hong KongParker Hannifin Hong Kong Ltd.8/F Kin Yip Plaza9 Cheung Y ee StreetCheung Sha Wan, KowloonPhone: +(852) 24 28 80 08Fax: +(852) 24 80 42 56JapanParker Hannifin Japan Ltd.Osaka Sales OfficeNo. 2 Tani Bldg.1-4-25, Nishi-Miyahara,Yodogawa-KuPhone: +(81) 6-48 07-32 88Fax: +(81) 6-48 07-32 99KoreaParker Hannifin Korea Ltd.902 Dae Heung Bldg.648-23 Yeaksam-dongKangnam-Ku, Seoul 135-080Phone: +(82) 2-5 61 04 14Fax: +(82) 2-5 56 81 87SingaporeParker Hannifin Singapore Pte., Ltd.No. 11 Fourth Chin Bee RoadJurong Town 61 9702Phone: +(65) 261 5233Fax: +(65) 265 5125TaiwanParker Hannifin Taiwan, Ltd.8F-1, No 102 Sung Lung RoadTaipeiPhone: +(886) 2 8787 3780Fax: +(886) 2 8787 3782AfricaParker Hannifin Africa Pty. Ltd.Parker Place10 Berne AvenueAeroportKempton Park, South AfricaPhone: +(27) 11-3 92 72 80Fax: +(27) 11-3 92 72 13Latin AmericaArgentinaParker Hannifin Argentina SAICStephenson 27111667 Tortuguitas - Malvinas Arg.Buenos AiresPhone: +(54) 1-1 47 52-41 29Fax: +(54) 1-1 47 52-37 04BrazilParker Hannifin do BrasilIndustria e Comercia Ltda.Via Anhanguera, Km 25,305275 Sao Paulo / SPPhone: +(55) 11-39 17-10 99Fax: +(55) 11-39 17-08 17Continental HeadquartersManufacturing plants1/2-2.5M-CE。
mds_user_guide
User GuideMDS11.6 Issue 270605 Rev 0NOTE: AVEVA Solutions has a policy of continuing product development: therefore, the information contained in this document may be subject to change without notice. AVEVA SOLUTIONS MAKES NO WARRANTY OF ANY KIND WITH REGARD TO THIS DOCUMENT, INCLUDING BUT NOT LIMITED TO, THE IMPLIED WARRANTIES OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE. While every effort has been made to verify the accuracy of this document, AVEVA Solutions shall not be liable for errors contained herein or direct, indirect, special, incidental or consequential damages in connection with the furnishing, performance or use of this material.This manual provides documentation relating to products to which you may not have access or which may not be licensed to you. For further information on which Products are licensed to you, refer to your license conditions. Copyright 1991 through 2005 AVEVA Solutions LimitedAll rights reserved. No part of this document may be reproduced, stored in a retrieval system or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without prior written permission of AVEVA Solutions. The software programs described in this document are confidential information and proprietary products of AVEVA Solutions or its licensors.For details of AVEVA's worldwide sales and support offices, see our website at: MDS11.6 User GuideContents1 Introduction ...........................................................................................................11.1 1.2 1.3 1.4 About this User Guide .............................................................................................................. 1 Overview of the MDS application ............................................................................................. 1 Administrator’s role .................................................................................................................. 2 MDS catalogues and specifications ......................................................................................... 22Starting the application ........................................................................................32.1 Creating a multi discipline support ........................................................................................... 6 2.1.1 2.1.2 2.1.3 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 Create by Cursor ..................................................................................................... 14 Create by Clearance................................................................................................ 15 Create by Dimensions ............................................................................................. 16Changing the size of the steelwork ........................................................................................ 17 Adding a packing piece .......................................................................................................... 18 Creating and manipulating connections to external steelwork .............................................. 19 Ending the creation of a support ............................................................................................ 20 Modifying a support................................................................................................................ 21 Deleting a support .................................................................................................................. 25 Copying a support .................................................................................................................. 26 Modifying an ancillary type..................................................................................................... 272.10 Modifying ancillary dimensions .............................................................................................. 27 2.11 Modifying a support name...................................................................................................... 28 2.12 Viewing the application defaults............................................................................................. 29 2.13 Adding a drawing note ........................................................................................................... 30 2.14 Adding a support to the drawlist............................................................................................. 30 2.15 MDS administration options ................................................................................................... 30 2.15.1 Reloading defaults ................................................................................................... 31 2.16 Align a guide to a support ...................................................................................................... 32 2.17 Associate a pad with a shoe .................................................................................................. 32 2.18 Querying the size of an ancillary............................................................................................ 33 2.19 Special supports..................................................................................................................... 34 2.19.1 2.19.2 2.19.3 2.19.4 2.19.5 Creating a special support ....................................................................................... 34 Creating a special support from a combination of standards .................................. 36 Creating a project special support ........................................................................... 38 Creating a special SCTN from the copy section icon .............................................. 40 Including a section into a special support using the Include a Section into SpecialContents-iMDS11.6 User Guideicon .......................................................................................................................... 40 2.19.6 2.19.7 2.19.8 2.19.9 Creating a stiffener box in a special support using the Create a Stiffener Box icon 40 Modifying a stiffener box material or size from the Modify Stiffener Box Material/Size icon .......................................................................................................................... 41 Moving an HVAC project special joint or SCTN with the Move a Project Special Joint/SCTN icon ....................................................................................................... 42 Modifying a special section with the Modify Section icon........................................ 423 4Trunnions.............................................................................................................44 Hangers................................................................................................................484.1 4.2 4.3 4.4 Creating a hanger .................................................................................................................. 48 4.1.1 Using the filter buttons ............................................................................................. 50 Selecting a creation mode...................................................................................................... 52 Ending the creation of a hanger ............................................................................................. 54 Modifying a hanger................................................................................................................. 54 4.4.1 4.4.2 4.4.3 4.5 Rotating all hanger members................................................................................... 55 Rotating a hanger member ...................................................................................... 55 Additional modification options ................................................................................ 56Creating an MDS hanger using a manufacturer’s interface................................................... 605Branch reinforcements .......................................................................................615.1 Creating a branch reinforcement ........................................................................................... 616 7Preliminary supports ..........................................................................................63 Welding application ............................................................................................657.1 7.2 Creating a weld on a framework or special............................................................................ 65 Positioning welds on a framework or special pick ................................................................. 678 9Isometric material list control ............................................................................69 Data access control ............................................................................................709.1 9.2 9.3 Application entry..................................................................................................................... 70 Create mode........................................................................................................................... 70 Additional requirements for MDS with DACS......................................................................... 7110Application data sheets ......................................................................................72Contents-iiMDS11.6 User Guide11 12MDS Wizard .........................................................................................................73 MDS reports.........................................................................................................7412.1 Basic report ............................................................................................................................ 74 12.2 Extended report...................................................................................................................... 75 12.2.1 12.2.2 Extra run-time filter expressions .............................................................................. 75 Customised report headings.................................................................................... 76Contents-iiiMDS11.6 User Guide11.1IntroductionAbout this User GuideThis document provides guidance to the design engineer on how to create supports using the Multi Discipline Supports (MDS) application. It is assumed that the design engineer has a basic understanding of the program.1.2Overview of the MDS applicationThe MDS application allows you to create supports for piping, cable racks, and HVAC. It is highly interactive, enabling you to design supports with the minimum of effort. The MDS application is also highly configurable, allowing the administrator to define project-related defaults, to control the design of supports, and to determine the range and types of ancillary components that can be used on a project. The standard framework supports in the MDS application are designed using structural sections and are template driven. A default set of structural templates based on British Standard steelwork sections is supplied with the MDS application. Any relevant national standard for steelwork sections can be used by configuring the supplied templates. For further information refer to the Framework Template Administration Guide. If the templates supplied do not suit your project or company requirements, get your MDS administrator to configure them, or contact AVEVA Solutions to investigate your requirements and create a special. The requirement to add an extra member to an existing template configuration is an example of a special. The extra member would be designed as, or converted to, a special and then added to the template with the standard Beams and Columns application. Ancillaries are elements, such as u-bolts, bolt-on shoes, anchors, or slip-units, which are attached to pipes. Ancillaries associated with the template are those suitable for, or available with the standard. Ancillaries for cable trays and HVAC, sometimes referred to as fixings, are deemed to be the responsibility of the relevant contractor and are not dealt with in this application. The creation of every support follows this process: 1. Select a support type from a menu or icons. 2. Enter a name for the support. 3. Create a datum atta (attachment) and select an ancillary type. 4. Set distance and/or position for the datum atta. 5. Choose the steelwork from a list of available sizes. 6. Create using the required creation method. 7. Select miscellaneous options. 8. Select the packing if required. 9. Complete the process (the Integrity Checker runs automatically at this point).Draft1MDS11.6 User Guide1.3Administrator’s roleThe administrator is responsible for the initial setup of the default files and the design template database associated with the MDS application.1.4MDS catalogues and specificationsThe MDS application is supplied with a catalogue and specification. The range of bores and components in the catalogue are fixed. The /MDS specification contains all ancillary types, and the /MDF specification contains the SREF attachments for standard frameworks. The /MDP specification contains the preliminary support type available within the MDS application. The /RPAD-MDS-PLATE-MATERIAL specification contains the material used for reinforcing pad type supports. Caution: The catalogue and associated specifications must NOT be modified.Draft2MDS11.6 User Guide2Starting the application1. Start the Design General Application (default start-up). The Design General Application start-up form (Figure 1) is displayed.Figure 1 General Application form 2. Select Design>Multi Discipline Supports… from the main menu (Figure 2).Figure 2 Design pull-down menuDraft3MDS11.6 User GuideThe start-up form re-initialises to become the main menu bar (Figure 3), which includes all functions specific to the MDS module. The system tests for the existence of the design template database /MDS/TEMPLATES and the /MDS and /MDF specifications. If neither of these exists, MDS entry is stopped, an error message is displayed, and you re-enter the Design General Application. If this occurs, ask your administrator to add these databases to your MDB (Multiple Database).Figure 3 Main Menu Bar form Simultaneously, the application overlays a form (Figure 4) listing all valid zones found in the current MDB. The default file DES-SUPP-ID controls the selection of which zones are displayed. For more information on how these zones are selected, refer to the MDS Administration User Guide.Figure 4 Default Creation Zone form 3. Select a zone in which to create your support structures. Two tool bars (Figure 5) are located under the main menu bar.Draft4MDS11.6 User GuideIcons which control the general setup and display operations are positioned on the left. The icons to the tight of centre are short cuts to all the available menus in the MDS application. Place the cursor over each of these icons to display an associated tool tip. Note: Toolbars now conform to standard Windows operation and can be repositioned in a number of ways. Beware that some icons may be hidden if you re-arrange the toolbars. The hidden icons on any toolbar can be accessed using the drop-down arrow at the right-hand end of the toolbar.Figure 5 General setup and shortcut toolbars Each icon and its assigned action or purpose is listed in Table 1 below. Multi discipline supports Cable racking supports Anchors Variable hangers Guides and stops Specials Trunnions Branch reinforcements Modify support Preliminary support Defaults General supports HVAC supports Fixed hangers Constant hangers Slip units Springs Vessels supports Copy supports Delete support Lock/unlock support WizardReportsManualsTable 1 Menu shortcut iconsDraft52.1 Creating a multi discipline support1. Select the Create pull-down menu (Figure 6).Figure 6 Create menu2. Click on Multi Discipline Frame…. A form similar to the example shown in Figure 7 isdisplayed.Figure 7 Multi-discipline Frameworks selection formThis form contains all the available supports for the MDS application default file DES-SUPP-DEFS, which is located in the project default directory.You can also create support groups using the icon. Group names are identified by the suffix, [1]. Hangers can be added to the main framework support group and detailed as one entire MDS support drawing.Any unavailable support requires a different description to be displayed, or requires adifferent name to the standard name supplied. Such names can be modified in this file.Refer to the Administrators User Guide for further information.In the example shown in Figure 7, the prefix X has been added to all support default names.3. Enter a name as follows:a. Enter the name of the support to be created.If you enter a legal name in the Name field then click the OK button, the form becomes active. Notice that in Figure 7, no name is specified and so the OK button is inactive.or…b. Click on the AutoName button at the top of the form. An automatically generatedname is filled in (Figure 8) and the OK button is now active.Figure 8 Multi Discipline Frameworks selection form, with auto-naming4. Click on the required support type.Note:Do NOT click on OK at this time.At any time when the form shown in Figure 7 or Figure 8 is displayed, you can click on the View button to see the engineering drawing corresponding to the selected support. See the example in Figure 9.Figure 9 Engineering drawing for the selected support5. Right-click on the AutoName button and the button bar shown in Figure 10 is displayed.Figure 10 Initiate selecting a different naming file.6. Click on the Select Naming File… panel. The AutoNaming File form (Figure 11) isdisplayed. This allows you to select:a. a different AutoNaming file for the session,or…b. a different AutoNaming file set for the zone.Refer to the MDS Administration User Guide for further information.Note:Figure 8 remains displayed.Figure 11 AutoNaming File formYou can also select a zone, which is used to create all the support structures, by clicking on the Default Creation Zone button on the Multi Discipline Frames form.7. Select the support type required.8. Click on the OK button. The type is selected and the form closes. Refer to the MDSAdministration User Guide for further information.Example: Creating a support typeIn this example you will create support type XFT09, using the name FT09 1. Click on the OK button shown in Figure 8. A form similar to that shown in2.3. Figure 12 is displayed.Figure 12 XFT09 formSee section 2.6 for a descriptive overview of the icon functions.4. Ensure that the pipes, cable rack, or HVAC you need to support are added to the Drawlist,along with any other elements needed to create the support. This may include steelwork and panels, depending on the creation mode that is to be used. They must be added to the graphical view to be identified.5. Create the datum atta. This is the attachment on the first pipe that is associated with thesupport structure. This must be a pipe, not a cable rack or HVAC element.To create the datum atta select the Create datum support atta button at the top of the form. You are presented with the cursor so that you can identify a pipe. When you have done this, the Ancillary Selection form containing a filtered list of all the available ancillaries at the selected pipe bore, is displayed (Figure 13). These may be restricted for eachframework type. For more information refer to the MDS Administration User Guide.Figure 13 Ancillary Selection form6. Select the ancillary XAT16 (Bolt on Shoe) from the form. Click on the OK button. Theapplication now creates the pipe shoe on the selected pipe and positions it at the previous component or branch start, with a graphical tag of Datum for easy recognition. The Create Datum support Atta button is deactivated.7. Position the shoe on the pipe using:a. the Distance button, with a distance value placed in the text field next to it,or:..b. any of the Through button available options. These include; Through ID Cursor,Through Back Mark, and so on.8. Continue to add all the pipes, HVAC, and cable racks to the support. These can be addedThe application now positions the new attachments with respect to the datum atta.The example in Figure 14 shows two pipes, HVAC, and cable rack elements added to thesupport.Figure 14 Design screen 1Notice that the HVAC and cable rack support attachments have a ‘lollipop’ representation.This is because the fixings to the steelwork are regarded as supplied by the HVAC and cable rack contractor; no allowance is made for the selection of different fixings in the MDS application. The ‘lollipop’ representation is removed when the support is completed,returning to its original drawing level before the support was created. There are noobstruction properties associated with the lollipop representation and no clashes arereported.9. Choose the template required to create the support.10. Select the steelwork size icon .11. Select a template available from the list presented on the form (Figure 15). The template listshows all available templates. For this exercise, choose the second option, 80x80x10Angle, Internally Welded.Figure 15 Set Steelwork Size selection form12. Click Dismiss to access the selection and return to the Ancillary Selection form (Figure 13).13. Click on OK.There are three different options that you can use to create the steel framework:•Create by Cursor•Create by Clearance•Create by DimensionsYou will now create the framework with all three options and see what differences they make.2.1.1 Create by CursorOn the XFT09 form:1. Select the Create by Cursor icon. You are presented with the cursor and prompted from thestatus form to identify steelwork, boxes, or panels.2. Select the horizontal steelwork member parallel to the pipes on the left.3. Select the horizontal steelwork member to the right of the pipes.The application now creates the support using dimensions gained from the positions of theidentified steelwork. The view appears as shown in Figure 16. When complete, theapplication fills in all the dimensions with their correct values. These are stored against thesupport when it has finished, enabling future modifications of the support.Figure 16 Design screen 2Now add a cross member to support the HVAC and cable rack.4. Select the Add Cross Bar icon . You are presented with the cursor and asked to identifythe support attachment(s) to support with a cross bar.5. Identify the HVAC and cable rack ‘lollipop’.6. Click the Cancel button on the status form. The application creates the crossbar andpositions it at the correct elevation.Identify both attachments to which the cross will be attached. This information is used laterin the support Integrity Checker to check the packing distance between the cross bar andthe support attachment. The support Integrity Checker is executed whenever you press theOK button. The view is then as shown in Figure 17.Note:The elements to which the cross-beam is attached must be parallel to the piperun.Figure 17 Design screen 32.1.2 Create by ClearanceUsing the Create by Cursor method, two separate elements must be identified and theseelements must be parallel to the pipe run. Using the Create by Clearance method, only oneelement needs to be identified.1. Select the Create by Clearance icon. You are presented with the cursor to identify asteelwork member, box or, panel.2. Select the horizontal steelwork member that is perpendicular to, and above, the pipes.The application now creates the support using the dimensions gained from the position ofthe identified steelwork member. The clearances are calculated from the default values,obtained from the support Application Default form, and are used to calculate the positionsof the vertical members.These values and all other default values can be queried by displaying the MDS ApplicationDefaults form, from the Settings>Defaults>Applications menu item. For more informationon this and the other defaults used, refer to the MDS Administration User Guide.The application fills in all the dimensions with their correct values. The view is then asshown in Figure 18.MDS11.6 User Guide3 2Datum Pipe1ElevationFigure 18 Design screen 42.1.3 Create by DimensionsUse this method when the required steelwork is not yet entered into the 3D model, enabling you to continue working. 1. Enter the following dimensions in the MDS Framework form: Dimension 1 Dimension 2 Dimension 3 Dimension 4 = = = = 1300mm 350mm 1000mm 1100mmThe location of each dimension can be viewed by clicking on the View... button. This displays a plotfile with the dimensions shown. 2. Select the Create by Dimensions icon .The application now creates the support using the dimensions entered. The view is then as shown in Figure 19.Draft16MDS11.6 User Guide3 2Datum Pipe1ElevationFigure 19 Design screen 52.2Changing the size of the steelworkTo modify the size of the steelwork: 1. Select the Set Steelwork Size form (Figure 15). 2. Select the size required. The application recreates the support using the dimensions that are entered on the form. Try this by selecting option 4, “152 x 89 Channel Internally Welded”. The view is then as shown in Figure 20.3 2Datum Pipe1ElevationFigure 20 Design screen 5Draft17MDS11.6 User Guide2.3Adding a packing piecePacking pieces are used to make up height differences between the cross bar and support attachments. 1. Select the Add Packer icon from the MDS XFT09 form. You are presented with the cursor and a status line prompt to identify the support atta to add the packing piece to. The Packing Piece form (Figure 21) is displayed. 2. Fill in the form as required.Figure 21 Packing Piece formDraft18MDS11.6 User Guide2.4Creating and manipulating connections to external steelworkAfter the structural steelwork has been created, it may be necessary to connect it to external steelwork. To add a connection to external steelwork: 1. Select the Create Connections icon . This creates a connection only if the application knows the identity of the steelwork to connect to. If you used the Create by Cursor or Create by Clearance methods the connection to the external steelwork is made automatically. Note: It is essential that you have write access to create SNOD/SJOI elements on the necessary external steelwork.The SNOD is represented in the graphical view. The MDS application defaults control to the level at which joists can be made to the external steelwork. Refer to the MDS Administration User Guide for more details. 2. Select the Modify Joints icon available joints. . You are presented with a form that displays all the3. Select the joint for the joints connected to the external steelwork. If you have identified the external steelwork to connect to with either Create by Cursor or Create by Clearance, it is possible that the application will connect to the wrong Pline. This can happen in the case of the SCTN having floating Plines (X) (Figure 22a).RT0BFloating Pline XLT05TO5This is the Pline on the int. This is the Pline on the owning SCTN. X(a)X(b)Figure 22 Forced connection to SCTN with floating Plines You can force-connect the joint to a specific Pline (Figure 22b) by selecting the Force Connect joint icon . You are prompted to identify the required Pline using the cursor.Draft19。
Metatranscriptom...
Metatranscriptomic Sequencing of a Cyanobacterial Soil-Surface Consortium with and without a Diverse Underlying Soil MicrobiomeTerrence H.Bell,a,b Ryan V.Trexler,a Xin Peng,b,c Marcel Huntemann,d Alicia Clum,d Brian Foster,d Bryce Foster,dSimon Roux,d Krishnaveni Palaniappan,d Neha Varghese,d Supratim Mukherjee,d T.B.K.Reddy,d Chris Daum,dAlex Copeland,d Natalia N.Ivanova,d Nikos C.Kyrpides,d Christa Pennacchio,d Emiley A.Eloe-Fadrosh,d Mary Ann Bruns b,ca Department of Plant Pathology and Environmental Microbiology,The Pennsylvania State University,University Park,Pennsylvania,USAb Intercollege Graduate Degree Program in Ecology,Huck Institutes of the Life Sciences,The Pennsylvania State University,University Park,Pennsylvania,USAc Department of Ecosystem Science and Management,The Pennsylvania State University,University Park,Pennsylvania,USAd Department of Energy Joint Genome Institute,Walnut Creek,California,USAABSTRACT Soil surface consortia are easily observed and sampled,allowing exami-nation of their interactions with soil microbiomes.Here,we present metatranscrip-tomic sequences from Dark Green1(DG1),a cyanobacterium-based soil surface con-sortium,in the presence and absence of an underlying soil microbiome and/or urea.M icrobial inoculants can establish unpredictably in soils,due to factors includingcompetition with established microorganisms(1);however,inoculants thatform visible surfacefilms provide unique opportunities to track survival.In2013,cyanobacterium-based soil surface consortia from Pennsylvania were enriched to de-velop surfacefilm-forming inoculants(2).One consortium,Dark Green1(DG1),wasenriched in culture over2years without added nitrogen or carbon,and abundantmembers include Cylindrospermum spp.and six nonphotosynthetic taxa(3).We introduced DG1to soils containing low-or high-diversity microbiomes,with orwithout urea added.Soil was collected from Penn State’s Agronomy Research Farm(4),sieved to2mm,and twice autoclaved(45min,24-h interval).To one portion,nonau-toclaved soil was reintroduced at5%(vol/vol)to establish a high-diversity microbiome.Inoculated and uninoculated soil was dispensed into12petri dishes each(10by15mm;25g dry soil/dish).An even fructose/maltose/glucose/galactose/ribose mixture was added to microcosms at2g carbon/kg dry soil.Six microcosms from each soil type received urea at150(start of incubation)and50mg nitrogen/kg dry soil(pre-DG1 addition),generating four treatments.The microcosms were dark incubated for43 weeks at21°C.DG1was grown in modified BG-11medium under continuousfluorescent lighting (average1,865lux)and moderate agitation at21°C(4).The cultures were pelleted at 5,500rpm in50-ml Falcon tubes,the medium was removed,and sterile deionized(DI) water was added(3:1[vol/vol])to resuspend the mixture.We pipetted3-ml suspension across the surface of each soil sample and incubated the microcosms under constant fluorescent light for5weeks at21°C.RNA was extracted from the excised biofilms using the RNeasy PowerSoil total RNA kit(Qiagen),assessed on an Agilent BioAnalyzer at the Penn State Genomics Core(RNA integrity no.[RIN],Ͼ7),and shipped to the Joint Genome Institute(JGI).Metatranscrip-tome library preparation was performed on a Sciclone NGS robot(PerkinElmer)using Illumina’s Ribo-Zero rRNA removal kits(equimolar bacteria/yeast/plant root)and the TruSeq stranded total RNA high-throughput(HT)kit,with100ng/sample RNA and10 PCR cycles for library amplification.Libraries were quantified with KAPA library quan-Citation Bell TH,Trexler RV,Peng X,Huntemann M,Clum A,Foster B,Foster B,Roux S,Palaniappan K,Varghese N,Mukherjee S,Reddy TBK,Daum C,Copeland A,Ivanova NN, Kyrpides NC,Pennacchio C,Eloe-Fadrosh EA, Bruns MA.2020.Metatranscriptomic sequencing of a cyanobacterial soil-surface consortium with and without a diverse underlying soil microbiome.Microbiol Resour Announc9:e01361-19.https:///10.1128/ MRA.01361-19.Editor Vincent Bruno,University of Maryland School of MedicineThis is a work of the ernment and isnot subject to copyright protection in theUnited States.Foreign copyrights may apply. Address correspondence to Terrence H.Bell,*************.Received30October2019Accepted20November2019Published2January2020OMICS DATA SETStification kits on a Roche LightCycler 480.Sequencing was performed on an Illumina NovaSeq using XP v1reagent kits following a 2ϫ150-nucleotide (nt)indexed run recipe.Default parameters were used for all software unless otherwise noted.BBDUK (v38.26)removed (i)contaminants,(ii)adapter sequences and right read segments where quality was equal to 0,(iii)reads with N bases,a mean quality score of Ͻ10,or minimum length of Յ51bp or 33%of full length,and (iv)rRNA (5).The filtered reads were assembled using MEGAHIT v1.1.2(–k list,23,43,63,83,103,123)(6).The filtered reads were mapped to contigs using BBMap (v38.25,ambiguous ϭrandom)to estimate coverage (5).Genes were identified and annotated in IMG/M v4(7,8).Taxonomic assignments for transcripts were determined by selecting the options “compare ge-nomes”and “phylogenetic distribution”at a percent identity of 60%and normalized by estimated gene copies.Table 1presents the annotation statistics for the metatran-scriptomes.Initial analysis suggests fewer cyanobacterium transcripts when high-diversity mi-crobiomes are present,particularly with urea.Of interest will be the frequency of transcripts indicating interspecific interactions.Data availability.Metatranscriptome sequences are available through the JGI Genomes OnLine Database (GOLD)under project identifier Gs0132857.ACKNOWLEDGMENTSIn-lab work was supported by the USDA National Institute of Food and Agricul-ture,Hatch projects 1016233and 1003346,and the Penn State University College of Agricultural Sciences Research Applications for Innovation program.Funding for metatranscriptomic sequencing was provided through the Joint Genome Institute’s Community Science Program (CSP 503310).The work conducted by the U.S.De-partment of Energy (DOE)Joint Genome Institute,a DOE Office of Science userplus urea2231,138,23048.219,28179,20998,70355.35595,64896.964.7421.133000314953225,572,28221.25,78529,05539,26057.06437,55995.6763.5919.4733000314994195,630,98816.24,63522,23929,75856.12228,28795.0663.5119.3233000315025199,215,54818.34,97925,84233,51754.72531,75294.7364.2618.5433000315036208,163,37617.78,06429,99437,21359.16735,17894.5364.721.333300031504High diversity 1186,588,01023.313,14943,86751,45458.6949,06595.3660.3519.6133000314842197,781,21422.88,20135,74645,00655.91743,03295.6162.9919.1833000314873247,118,63213.34,93521,23625,86653.51323,99192.7562.4618.633000314914232,297,57223.47,46135,59345,66455.47643,66695.6264.1919.3233000314905177,035,36458.625,71797,967124,26760.664121,38597.6867.623.2933000314936185,064,55637.715,32061,97578,18358.32475,87197.0466.421.893300031476Low diversity plus urea1290,517,45416.53,48119,78729,35053.73728,86298.3470.1624.133000314882187,827,806 5.21,4256,6569,25748.7039,08398.1267.9124.2533000314833227,368,660 5.71,3686,8879,57049.2149,39998.2170.2423.1233000314754207,822,51410.91,76610,91217,26751.58717,00798.4970.4224.0233000314945225,974,35625.23,57824,95741,64558.97641,12798.7670.5725.8133000314926199,479,2467.81,1847,12011,58148.02511,37098.1868.7922.293300031479Low diversity 1213,606,58212.61,04810,67018,25150.18818,02898.7869.5623.5733000314982222,910,45813.783111,11719,56050.39319,24498.3868.8422.8933000314893243,278,23219.82,15519,35330,79454.18730,42498.868.1423.8733000314774205,533,538109578,59414,31247.5714,08098.3868.0421.6833000314825196,564,51211.11,22110,28416,35748.78216,09598.468.8922.533000314976228,387,13412.11,84112,24219,16151.53118,89198.5969.2524.083300031480aCDS,coding DNA sequence.Bell et al.facility,is supported by the Office of Science of the U.S.Department of Energy under contract no.DE-AC02-05CH11231.We thank Timothy Peoples for assistance with DNA extraction,and we thank Roxanne Lease for help in establishing our incubation conditions for the microcosms.REFERENCES1.Kaminsky LM,Trexler RV,Malik RJ,Hockett KL,Bell TH.2019.The inherentconflicts in developing soil microbial inoculants.Trends Biotechnol37: 140–151.https:///10.1016/j.tibtech.2018.11.011.2.Peng X.2016.Potential use of N2-fixing cyanobacteria for establishing re-newable biological soil crusts and modulating soil nitrogen in agroecosys-tems.PhD dissertation.The Pennsylvania State University,University Park,PA.3.Peng X,Bruns MA.2019.Development of a nitrogen-fixing cyanobacterialconsortium for surface stabilization of agricultural soils.J Appl Phycol 31:1047–1056.https:///10.1007/s10811-018-1597-9.4.Peng X,Bruns MA.2019.Cyanobacterial soil surface consortia mediate Ncycle processes in agroecosystems.Front Environ Sci6:156.https://doi .org/10.3389/fenvs.2018.00156.5.Bushnell B.2014.BBMap.https:///projects/bbmap/.6.Li D,Liu C-M,Luo R,Sadakane K,Lam T-W.2015.MEGAHIT:an ultra-fastsingle-node solution for large and complex metagenomics assembly via succinct de Bruijn graph.Bioinformatics31:1674–1676.https:///10 .1093/bioinformatics/btv033.7.Chen I-MA,Chu K,Palaniappan K,Pillay M,Ratner A,Huang J,HuntemannM,Varghese N,White JR,Seshadri R,Smirnova T,Kirton E,Jungbluth SP, Woyke T,Eloe-Fadrosh EA,Ivanova NN,Kyrpides NC.2019.IMG/M v.5.0: an integrated data management and comparative analysis system for microbial genomes and microbiomes.Nucleic Acids Res47:D666–D677.https:///10.1093/nar/gky901.8.Huntemann M,Ivanova NN,Mavromatis K,Tripp HJ,Paez-Espino D,Palaniappan K,Szeto E,Pillay M,Chen I-MA,Pati A,Nielsen T,Markowitz VM,Kyrpides NC.2015.The standard operating procedure of the DOE-JGI Microbial Genome Annotation Pipeline(MGAP v.4).Stand Genomic Sci 10:86.https:///10.1186/s40793-015-0077-y.Microbiology Resource Announcement。
核电基建项目财务费用构成及资本化问题探讨
关键词：基建项目；财务费用；资本化
Ａｂｓｔｒａｃｔ
Ｓｉｎｃｅ ｔｌｌｅ ２１ｓｔ
ｃｅｎ呻，ｎｕｃｌｅａｒ ｐｏｗｅｒ ｉｎ Ｃ１１ｉｎａ １１ａＳ ｅｎｔｅｒｅｄ
ｅｌｅｃｔｒｉｃ时ｍａｒｋｅｔ
ａｎｄ ｎｕｃｌｅａｒ ｐｏｗｅｒ ｃｏⅡｌｐａｎｉｅｓ
ａ
ｐ甜ｏｄ
ｏｆ ｒａｐｉｄ
ｇｒｏ讹．
Ｔｈｅ ｃ伽叩ｅｔｉｔｉｖｅ ｐｒｅｓｓｕｒｅ ｏｆ ｍｅ
ｏｎ
ｔ１１ｅ ａｃｃｏｕｍｉｎｇ ｐ０１ｉｃｉｅｓ ａＪｌｄ
０ｎ
ｐ啊ｅｃｔ
ｏｎ
ｍｍ埘ｒｕｃｔｌ盯ｅ ｐｒｏｊｅｃｔｓ
ａｒｅ
ｐｒｏｐｏｓｅｄ ｂａｓｉｌｌｇ
ｔ１１ｅ ｄｉｓｃｕＳｓｉｏｎ
ｔ１１ｅ蠡．ｍａｌｌｃｉａＪ ｃｏｓｔ
ｔｏ
ａｃｃｏｕｌｌｔｍｇ ｏｆ ｎｕｃｌｅａｒ ｐｏｗｅｒ
ｏｒ
ｉｎ】胁ｓ仃Ｕ【ｃｔＩ玳ｐｒｏｊｅｃｔｓ，ｗＩｌｉｃｈ ｍｓｏ印ｐｌｙ
ａＩｌｄ ｔｈｅ
ｄｉ虢ｒｅｎｔ
ａｐｐｌｉｃａｄｏｎ
ｉ１１
ｆｕｔｕｒｅ・Ａｍｏｎｇ ｔｌｌｅ ｌａｒｇｅ ｎ＿ｕｒ】曲ｅｒ ｏｆ
ｉＩｌ Ｉｍｃｌｅａｒ ｐｏ、Ⅳｅｒ ｉＩ心ａＳｎｕｃｔｕｒｅ ｐｒｏｉｅＣｔ，ｔ１１ｅ
ｐｅｍａＩｌｅｍ ｓｅｌ硒ｌｌｉｈ ｐｒｏｊｅｃｔ ｉｓ ｅＸｐｌｉｃｉｔｌｙ ｍｅ ｏ场ｅＣｔ ｏｆ ｍｅ ｃａｐｉｔａｌｉｚａｔｉｏｎ ｏｆ ｆｉＩｌａｎｃｉａｌ ｃｏｓｔＳ．Ｔｌｌｉｓ枷ｃｌｅ ｐｍ ｆ．ｏ刑ａｒｄ ｔ１１ａｔ ｎｌｅｒｅ黜ｄｉｖｅｆＳｉｔｙ ｃｈｏｉｃｅｓ ｉｎ ｔｌｌｅ ｓｃｏｐｅ，ｐ喇ｏｄ ａｎｄ
ａ
ｃｏｍｐｏｓｉｔｉｏｌｌｓ
ｄｅ印ａ１１ａＪｙＳｉｓ ｏｆ
SAP ALM质量管理手册说明书
Application Lifecycle Management for SAPIn the world of SAP, Quality is king, without it your SAP Applications cannot support critical Businessfunctions. SAP modernization becomes easier and cheaper with a modern, integrated, and flexible Quality Management toolset, with ALM you get all three plus much more.Product HighlightsThe SAP Quality ImperativeWhen you adopt SAP, your business success becomes directly linked to the SAP delivery success, if the delivered systems are of poor quality, your business will be providing poor service to their customers. T o avoid this you build confidence in the SAP releases through testing. This testing involves; multiple glob-ally dispersed teams, working a defined and repeatable process, creating many tests of different types. They then need to; run them repeatedly, creating test results which need to be kept, requirements which need to be traced to and probably a few defects plus lots more besides. This can’t be left to general, low cost or non-specialist solutions, the risks and costs of failure here are too high for cutting corners.A solution which is modern, integrated, tried & tested over thousands of SAP projects is what’s required, anything less is a risk not worth taking. Introducing OpenT ext ALMAt OpenT ext we have an envious history of en-abling SAP teams to deliver high-quality and high-value SAP applications through our ALM/SAP S/4HANA Migration Approach with OpenT ext ADM Solutions Figure 1. SAP Activate Methodology for S/4HANA Migrations with ADM Solutions Data SheetData SheetApplication Lifecycle Management for SAPQuality Center platform for SAP. Be it; a move to the cloud with the SAP RISE program, a modernization into S/4HANA or making use of the innovation and value of the SAP Business T echnology Platform. OpenT ext ALM will sup-port your teams to faster fully understand the quality status of your releases backed up with the effort control, visualizations and details. Specifically, it provides a purpose made highly efficient test management platform for Quality with a requirements driven, risk-based ap-proach, aligning people with processes. You can mitigate application complexities, auto-mate manual tasks, and establish end-to-end traceability. This gains you a complete view across all releases combining SAP and non-SAP with insights that are essential for mak-ing informed decisions. Off Cloud or Cloud SaaS deployment options, open integrations, and strong process/permissions control make ALM/Quality Center ideal for ensuring compli-ance and adapting to changes.Key FeaturesT rack and Consolidate T esting Efforts SAP projects necessarily span multiple geog-raphies, teams and even companies. A lack of close coordination and understanding of each other’s efforts leads to unsynchronized teams, unknown status of progress and ultimately de-layed SAP releases. T o ease these challenges, you need a globally available solution which enables you to:■Visualize and manage the development and quality processes.■Works just as well with or without SAP Solution Manager and connects the various testing efforts into one place.■Drive cross-organization collaboration among Business users, analysts, QA,and developers.The solution acts as a central hub, from which work can be aligned from ideation to release regardless of the number of teams, projects, and locations. ALM/Quality Center consoli-dates information from various sources and allows users to easily generate inbuilt or theirown ad-hoc graphs, reports and show them ona dashboard. Establishing traceability betweenthe testing assets means you can quickly seewhere one part of your project is impacting onanother, for example you can quickly create aview which shows only the requirements whichare linked via a test result to high priority defects,giving an important context to what you can seeis not working in your SAP project. In short, youcan communicate what the quality status reallyis with the evidence and details to back that up.Y ou can trace relationships between differentrequirements and see via a traceability matrix.Y ou can also trace requirement to its tests, testresults, defects, releases, code, build and viceversa. This establishes end- to-end traceabil-ity throughout the application lifecycle, help-ing verify that requirements are met and helpsyou identify the impact on an item based onchanges to a seemingly unconnected other.Integrate across Y ourSAP Enterprise EcosystemIn today’s development ecosystem, it is criticalfor enterprises to seamlessly integrate varioustools into a toolchain. Consolidating properdata from these tools into a central repositoryprovides a complete and accurate picture ofthe lifecycle and progress within it. You canthen use this data to continuously improve.This process often involves integration at eachstage of the application lifecycle.For SAP specifically we can integrate withSAP Solution Manager information held in theSolution Documentation (SolDoc) BusinessProcess Hierarchy (BPH). This will be synchro-nized across into the Requirements moduleensuring that you are always aware what thebusiness and technical needs are for develop-ment and testing.Once development has started and changesare being made into SAP Transports you willadditionally be able to import informationon what parts of the SolDoc have been im-pacted by way of the results of SAP SolutionManager feature called Business ProcessChange Analyzer (BPCA). This automaticallyflags against the imported SolDoc where thechanges really are, enabling you to create animpact-based test set ensuring you coverwhat’s required and ignore what is not. Thissaves you time, speed, and effort as it hugelyFigure 2. ALM Requirements Coverage Analysis View, showing requirements and the results of the tests traced to themreduces the amount of testing required without compromising on risk.Automate Workflow andStandardize ProcessesFrom planning through delivery, creating high quality applications require governance across teams and releases. Even the strongest devel-opment teams will suffer quality setbacks and timeline slippages if inter-team dependencies are lost.ALM/Quality Center provides a sound founda-tion for alignment by facilitating:■A common release cadence■Advanced dependency mapping■Automated workflows■T emplates■Library sharing■Crossproject customizationWith OpenT ext ALM/Quality Center you maintain a consistent way of working across your organization and synchronize all stakeholders with a unified data repository. The workflow controls ensure change management, mini-mizing the risks of sideeffects and human er-rors. Y ou can enforce a global process across projects whilst still allowing individual projects to have additional customization, as long as they still follow the standard processes. Having this shared template for project setup also makes it easy to share assets and reports across projects like a set of tests or require-ments across projects as the information cap-tured with them is common. You can create immutable baselines of you projects, freezing your projects and its assets in time, this means you can always do things like run your tests as they were at the time the baseline was taken. So you can be updating a test for the latest DEV changes and still be able to run it in the QA system, which is yet to have those changes transported to it.Shift-Right T esting with BPTUse the OpenText Business Process Testing (BPT) framework for keyword-driven andscript-less automation of web, desktop, andpackaged applications such as SAPGUI.Through the creation of reusable businessprocess components, you can capture userinteractions directly leveraging OpenT ext UFTOne’s robust record/replay capturing technol-ogy. You can then publish and allow others touse these components in a visual UI to dragand drop together, creating an end-to-end testmatching your business process reusing thecomponents. This makes maintenance of thetests easy as they are split into small parts, soyou need to make an update just once and thechange is universal.Flexible Deploymentand Licensing OptionsNo two organizations are alike in how they wantto consume or acquire their software. ALM/Quality Center has flexible options for deploy-ment and licensing to suit any specific needs.Y ou can deploy your way to minimize infrastruc-ture maintenance and improve resilience.While on-premises deployment gives youcomplete control of both infrastructure and theALM server, it requires more effort to maintain.Business resiliency is mandatory and remotework has become normal. You may be con-sidering moving to the cloud. After all, cloudsolutions simplify infrastructure managementand increase availability and scalability. ALM/ Figure 3. ALM Business Process T esting, a complete Automated T est ScriptFigure 4. ALM Business Process T esting showing the automated tests step by step keyword viewQuality Center can run as a container or virtual machine on any cloud infrastructure (public or private) that meets the system requirements. OpenT ext also provides ALM/Quality Center on Cloud to let you kickstart deployment fast, minimize maintenance, and pay as you go.Support Matrix: ALM Help Center ()Product Page: ALM: Application Lifecycle Management & Quality Center | OpenT extSystem RequirementsO nline documentationLearn more atSAP Modernization page: www.microfocus. com/en-us/industry/solutions-for-sap- modernization/opentext。
商品说明书：DISHWASH TABLET
Page:1Compilation date:10/04/2018Revision date:08/06/2018Revision No:2Product name:DISHWASH TABLETProduct code:91/71Use of substance / mixture:Cleaning product for professional use.Company name:Greyland LtdUnit 9Fifth AvenueTameside Park Industrial EstateDukinfieldCheshireSK16 4PPTel:+44 (0) 161 343 3830Fax:+44 (0) 161 343 0608Email:*****************.ukEmergency tel:+44 (0) 161 343 3830 (Mon - Fri 8:00am - 4:00pm)Classification under CLP:Acute Tox. 4: H302; Eye Dam. 1: H318; -: EUH208Most important adverse effects:Contains subtilisin. May produce an allergic reaction. Harmful if swallowed. Causesserious eye damage.Label elements:Hazard statements:EUH208: Contains subtilisin. May produce an allergic reaction.H302: Harmful if swallowed.H318: Causes serious eye damage.Hazard pictograms:GHS05: CorrosionGHS07: Exclamation markPage:2 Signal words:DangerPrecautionary statements:P264: Wash hands thoroughly after handling.P280: Wear protective gloves/protective clothing/eye protection/face protection.P301+P312: IF SWALLOWED: Call a POISON CENTRE or doctor if you feel unwell.P305+P351+P338: IF IN EYES: Rinse cautiously with water for several minutes. Removecontact lenses, if present and easy to do. Continue rinsing.P310: Immediately call a POISON CENTER or doctor.P330: Rinse mouth.PBT:This product is not identified as a PBT/vPvB substance.Hazardous ingredients:SODIUM CARBONATESODIUM CARBONATE PEROXIDEALCOHOLS, C16-18, ETHOXYLATED(1-HYDROXYETHYLIDENE)BISPHOSPHOONIC ACID, SODIUM SALTSUBTILISINEye contact:Bathe the eye with running water for 15 minutes.Ingestion:Wash out mouth with water. Do not induce vomiting. If conscious, give half a litre of waterto drink immediately. Transfer to hospital as soon as possible.Inhalation:Remove casualty from exposure ensuring one's own safety whilst doing so. Consult adoctor.Page:3Skin contact:There may be mild irritation at the site of contact.Eye contact:There may be irritation and redness.Ingestion:There may be soreness and redness of the mouth and throat. There may be difficultyswallowing. Nausea and stomach pain may occur. There may be vomiting.Inhalation:Absorption through the lungs can occur causing symptoms similar to those of ingestion.Delayed / immediate effects:Immediate effects can be expected after short-term exposure.Immediate / special treatment:Not applicable.Extinguishing media:Suitable extinguishing media for the surrounding fire should be used.Exposure hazards:In combustion emits toxic fumes.Advice for fire-fighters:Wear self-contained breathing apparatus. Wear protective clothing to prevent contactwith skin and eyes.Personal precautions:Refer to section 8 of SDS for personal protection details. Do not create dust. Mark out thecontaminated area with signs and prevent access to unauthorised personnel. If outsidedo not approach from downwind.Environmental precautions:Do not discharge into drains or rivers.Clean-up procedures:Transfer to a closable, labelled salvage container for disposal by an appropriatemethod.Reference to other sections:Refer to section 8 of SDS.Handling requirements:Ensure there is sufficient ventilation of the area. Avoid the formation or spread of dust inthe air. Avoid direct contact with the substance.Page:4Storage conditions:Store in a cool, well ventilated area. Keep container tightly closed.Specific end use(s):No data available.Workplace exposure limits:No data available.DNEL / PNEC No data available.Engineering measures:Ensure there is sufficient ventilation of the area.Respiratory protection:Not required for normal conditions of use.Hand protection:Protective gloves.Eye protection:Safety glasses are not normally required. However their use is recommended wherethere is a risk of spray mist or splashing when using or handling product.Skin protection:Wear appropriate clothing to prevent any possibility of skin contact.State:SolidOdour:Characteristic odourpH:Alkaline VOC g/l:Not applicable.Other information:No data available.Reactivity:Stable under recommended transport or storage conditions.Chemical stability:Stable under normal conditions.Hazardous reactions:Hazardous reactions will not occur under normal transport or storage conditions.Decomposition may occur on exposure to conditions or materials listed below.Conditions to avoid:Heat.Page:5Materials to avoid:Strong oxidising agents. Strong acids.Haz. decomp. products:In combustion emits toxic fumes.Hazardous ingredients:SODIUM CARBONATESUBTILISINRelevant hazards for product:Skin contact:There may be mild irritation at the site of contact.Eye contact:There may be irritation and redness.Ingestion:There may be soreness and redness of the mouth and throat. There may be difficultyswallowing. Nausea and stomach pain may occur. There may be vomiting.Inhalation:Absorption through the lungs can occur causing symptoms similar to those of ingestion.Delayed / immediate effects:Immediate effects can be expected after short-term exposure.Ecotoxicity values:No data available.Persistence and degradability:Biodegradable.Bioaccumulative potential:No bioaccumulation potential.Page:6PBT identification:This product is not identified as a PBT/vPvB substance.Other adverse effects:Negligible ecotoxicity.Disposal operations:Transfer to a suitable container and arrange for collection by specialised disposalcompany.NB:The user's attention is drawn to the possible existence of regional or nationalregulations regarding disposal.Transport class:This product does not require a classification for transport.Specific regulations:Not applicable.Chemical safety assessment: A chemical safety assessment has not been carried out for the substance or the mixtureby the supplier.Other information:This safety data sheet is prepared in accordance with Commission Regulation (EU) No2015/830.* indicates text in the SDS which has changed since the last revision.Phrases used in s.2 and s.3:EUH208: Contains <name of sensitising substance>. May produce an allergic reaction.H272: May intensify fire; oxidiser.H302: Harmful if swallowed.H315: Causes skin irritation.H318: Causes serious eye damage.H319: Causes serious eye irritation.H334: May cause allergy or asthma symptoms or breathing difficulties if inhaled.H335: May cause respiratory irritation.H400: Very toxic to aquatic life.Legal disclaimer:The above information is believed to be correct but does not purport to be all inclusiveand shall be used only as a guide. This company shall not be held liable for any。
小学下册I卷英语第4单元测验卷
小学下册英语第4单元测验卷英语试题一、综合题(本题有100小题，每小题1分，共100分.每小题不选、错误，均不给分)1. A chemical that can speed up a reaction is called a ______.2.Chemical reactions can release energy in various forms, including ______.3.The ancient Egyptians built their temples to honor _____.4.What do you use to write?A. ForkB. SpoonC. PencilD. KnifeC5.The rabbit eats grass and ______ (叶子).6.The bird is _____ (singing).7. A ____ is known for its ability to leap great distances.8.The roots of a plant help it absorb ______ (水分) and nutrients.9.I love _____ (eating) fresh fruits and vegetables.10.We need to _______ (学习) for the test.11.My teacher, Mr. Smith, is very _______ (形容词). 他教我们 _______ (科目).12.I like to ______ (参与) in school projects.13.What do we call the person who studies geography?A. GeologistB. GeographerC. BiologistD. Chemist14. A solar flare is a sudden eruption of energy from the ______.15.What is the name of the famous waterfall located on the border of Canada and the USA?A. Victoria FallsB. Angel FallsC. Niagara FallsD. Iguazu Falls16.What is the capital of Brazil?A. Rio de JaneiroB. BrasíliaC. São PauloD. SalvadorB17. A turtle retreats into its _______ when it feels scared.18.The _____ (植物观察日志) can document seasonal changes.19.What is the opposite of big?A. LargeB. SmallC. TallD. WideB20.She likes to ________ books in the library.21.The __________ (历史的景象) reflects society.22.The _____ (大象) uses its trunk to drink water.23.What is the capital of the USA?A. New YorkB. Washington D.C. C. Los AngelesD. Chicago24.What do you call a person who studies space?A. AstronomerB. AstrophysicistC. CosmologistD. All of the aboveD25.The sweater is very _______ (warm).26.They are learning about ________ in class.27.This ________ (玩具) is fun for the whole family.28.The capital of Saint Lucia is __________.29.I like to _______ (与朋友一起)玩。
JST 电子连接器产品参考手册说明书
---PLATING OPTION-ROW OPTION-STACKER HEIGHT-SM-OTHER OPTION01 thru 50(Through-hole)02 thru 36(Surface mount)Specify LEAD STYLE from chart–F= Gold flash on contact,Matte Tin on tail –L= 10 µ" (0.25 µm) Gold on contact area of longer tail, Matte Tin on tail –G= 10 µ" (0.25 µm) Gold on contact area of longer tail, Gold flash on balance –T= Matte Tin–S = Single Row –D = Double Row –T= Triple Row (Through-hole only)–Q= Double Row .200" (5.08 mm) row space (Through-hole only)–“XXX”= Stacker Height (in inches)Through-hole =(5.08 mm) .200" Min.Surface mount =(6.35 mm) .250"Min.Leave blank for Through-hole–“XXX”= HW-TH Tail Length (in inches) (1.40 mm) .055"min.Example: –250= (6.35 mm) .250"–LL= Locking Lead (Through-hole only) (Shortest dimension between the tail and the post is the end that will be crimped. Available on tails from (2.29 mm) .090" to (7.87 mm).310" only.)Single row, 01 & 02 positions & –Q row not available –“XXX”= Polarized (Specify omitted pin position)–A= Alignment Pin (Metal or plastic at Samtec discretion)(Surface mount only)–TR= Tape & Reel (4–27 pins per row only)(Not Available on Lead Styles 10, 11, 12 & 20)(Surface mount only)–FR= Full Reel Tape & Reel (must order max. quantity per reel; contact Samtec for quantity breaks) (4–27 pins per row only)(Not Available on Lead Styles 10, 11, 12 & 20)(Surface mount only)Insulator Material:HW-SM Top = Natural LCP HW-SM Bottom = Black LCP HW-TH = Natural LCP Terminal Material: Phosphor Bronze Plating:Au or Sn over50 µ" (1.27 µm) NiOperating Temp Range:-55 °C to +125 °C with Gold -55 °C to +105 °C with TinLead–Free Solderable: YesSMT Lead Coplanarity:(0.15 mm) .006" max**(.004" stencil solution may be available; contact **************)Notes:For added mechanicalstability, Samtec recommends mechanical board spacers be used in applications with gold or selective gold plated connectors. ************************more information.This Series is non-standard,non-returnable.HWBoard Mates:SSW, SSQ, ESW, ESQ, CES, SLW, BSW, BCS, SSM, HLE, PHF Cable Mates:IDSS, IDSDHW-THHW—SM–Q* same as –T except middlerow pins are removedOther platingsLocking Clip available with double row HW-SM(Manual placement required)FLEXIBLE .025" SQ BOARD STACKERSUnless otherwise approved in writing by Samtec, all parts and components are designed and built according to Samtec’s specifications which are subject to change without notice.F-224。
高铁规划作文英语模板
高铁规划作文英语模板英文回答：High-Speed Railway Planning: A Comprehensive Guide。
Introduction。
High-speed railways (HSRs) are integral to modern transportation systems, facilitating efficient and sustainable travel. Meticulous planning is crucial to ensure the successful implementation of HSR projects. This comprehensive guide outlines the key steps involved in HSR planning, providing a framework for professionals and policymakers to navigate the complex process.1. Define Project Scope and Objectives。
The initial step involves defining the scope and objectives of the HSR project. This includes:Identifying the origin and destination cities。
Determining the desired travel time and frequency。
Estimating passenger demand and revenue projections。
Establishing environmental and sustainability targets。
2. Conduct Route Analysis and Selection。
bim施工组织设计外文文献
bim施工组织设计外文文献BIM（BuildingInformationModeling）是一种基于建筑信息模型的数字化设计和施工方法。
在BIM的支持下，建筑施工团队可以更加高效地协作和管理项目。
本文将介绍一些与BIM施工组织设计相关的外文文献。
1. “BIM-based Construction Organization Design using the Analytic Hierarchy Process” by Y.H. Wang and C. Lu 本文提出了一种基于层次分析法的BIM施工组织设计方法。
该方法可以帮助建筑施工团队在BIM模型中制定施工组织方案，并通过对各种方案进行分析和比较，选出最优的施工组织方案。
该方法可以提高施工过程的效率和质量。
2. “BIM-enabled construction planning and organization design” by H. Li and Y. Lu本文介绍了一种基于BIM的施工规划和组织设计方法。
该方法可以通过BIM模型中的空间、时间和资源信息，制定施工计划和组织方案。
该方法可以提高施工效率和质量，并降低项目成本。
3. “BIM-enabled construction organization design for prefabrication projects” by Y. Lu and H. Li本文介绍了一种针对预制建筑项目的BIM施工组织设计方法。
该方法可以通过BIM模型中的构件信息，制定优化的施工组织方案。
该方法可以提高预制建筑项目的效率和质量，并减少施工时间和成本。
4. “Applying BIM to Construction Organization Design” byR. A. Issa and F. Olawale本文介绍了BIM在施工组织设计中的应用。
作者通过案例研究，阐述了BIM在施工组织设计中的优势和挑战。
巴洛夫（Balluff）BNI IOL-309-002-Z019类型的I O模块产品说明说明书
Internet Subject to change without notice: 244798ETIM 6.0: EC001599BNI0093_0.34_2020-08-141 / 2Basic featuresApproval/ConformityCE cULus EAC WEEEScope of delivery ModulePort cover M8 (4x)Grounding strap Lock washer Short guide M4x6 screwStyle Two-rowDisplay/OperationActuator supply UA, indicator Green LED IO-Link communication indicator Green LED Module supply indicator Green LED Sensor supply US indicator Green LED Switching function displayLED yellowElectrical connectionConnection (COM 1)M12x1-Male, 4-pin, A-coded Connection slots8x M8x1-Female, 3-pinContact, surface protectionnickel plated 2 µm/gold plated 0.4 µmElectrical dataBurst4A Configurable inputs/outputs yes Current consumption without load, max.90 mAESD3A IO-Link functionDevice IO-Link ports, number 1Operating voltage Ub18...30.2 VDC Rated operating voltage Ue DC 24 V Switching current8x 300 mAInternet *********:27-24-26-02Subject to change without notice: 244798ETIM 6.0: EC001599BNI0093_0.34_2020-08-142 / 2Environmental conditionsAmbient temperature-5...70 °CAmbient temperature UL max.45 °CEN 60068-2-6, Vibration5…61 Hz, constant amplitude 1 mm61…500 Hz, constantacceleration 15 gProtection degree IP67 when threaded in Storage temperature-25...70 °CMaterialGasket, material FKM 75Housing material Zinc, Die casting, nickel plated Housing material, surface protection nickel platedHousing shield yes Surface protectionCu 15 µm Ni 15 µmMechanical dataDimension 30 x 32.8 x 132 mm Mounting2-hole screw mount Mounting ground strapM4 internal threadOutput/InterfaceCycle time min. 3.5 ms Digital inputs 8x PNP , Type 3Digital outputs 8x PNP Extension port yes IO-Link version1.1Interface IO-Link 1.1Process data IN 1 bytes Process data OUT 1 bytes Process data cycle min. 3.5 msTransfer rateCOM2 (38.4 kBaud)RemarksSee short guideConnector DrawingsI/O portsPIN 1: +24V, 0.2A PIN 3: 0V PIN 4: In-/OutputIO-LinkPIN 1: +24V, 1.5A Controller PIN 2: +24V, 1.6A actuators PIN 3: GND, reference potential PIN 4: C/Q, IO-Link DC-Channel。