Performance evaluation of multiple time scale TCP under self-similar traffic conditions
老外的一份绩效管理英文版
It involves setting clear performance standards, assessБайду номын сангаасng employee performance against these standards, providing feedback, and creating development plans to improve performance
Link rewards to performance
01
Ensure that rewards and incentives are closely linked to individual performance and organizational goals
Recognition programs
Feedback and Recognition
Provide feedback on performance and recognize outstanding achievements
复发性自然流产患者T细胞中Tim-3和PD-1的表达
复发性自然流产患者T细胞中Tim-3和PD-1的表达段忠亮;施幼豪;李明清;李翠【摘要】目的探讨复发性自然流产(RSA)患者T细胞免疫球蛋白黏蛋白-3(Tim-3)及程序性死亡因子-1(PD-1)在T细胞中的表达情况,为其作为治疗RSA的潜在靶点提供理论依据.方法采集22名正常早孕妇女(对照组)及21例RSA患者抗凝外周血,用流式细胞术分别检测T细胞表面分子Tim-3及PD-1的表达情况.结果 RSA患者外周血T细胞中Tim-3+T细胞比例(1.01%±0.64%)和PD-1+T细胞比例(40.76%±13.76%)均明显低于对照组(1.85%±0.96%、54.32%±26.65%)(P<0.01、P<0.05);RSA组T细胞中Tim-3+PD-1+双阳性T细胞比例(0.59%±0.27%)明显低于对照组(1.37%±0.85%,P<0.001),而Tim-3-PD-1+T细胞比例(40.17%±13.68%)和Tim-3+PD-1-T细胞比例(0.43%±0.41%)与对照组(52.95%±26.28%、0.48%±0.31%)比较,差异无统计学意义(P>0.05).结论 Tim-3+CD3+T细胞、PD-1 +CD3+T细胞及Tim-3+PD-1+双阳性T细胞水平降低可能与RSA有关,有作为RSA治疗潜在靶点的价值.【期刊名称】《检验医学》【年(卷),期】2016(031)006【总页数】5页(P474-478)【关键词】T细胞免疫球蛋白黏蛋白-3;程序性死亡因子-1;复发性自然流产【作者】段忠亮;施幼豪;李明清;李翠【作者单位】复旦大学附属妇产科医院,上海200011;复旦大学附属妇产科医院,上海200011;复旦大学附属妇产科医院,上海200011;复旦大学附属妇产科医院,上海200011【正文语种】中文【中图分类】R446.1复发性自然流产(recurrent spontaneous abortion,RSA)是一种较严重的疾病。
Performance Evaluation and Metrics
Copyright by Jerry Gao
Performance Evaluation - Approaches
Performance testing: (during production) o measure and analyze the system performance based on performance test data and results
Copyright by Jerry Gao
Performance Evaluation
What is performance evaluation? Using a well-defined approach to study, analyze, and measure the performance of a given system. The basic tasks and scope:
Copyright by Jerry Gao
Performance Test - Tools
Performance test tools can be classified into: Simulators and data generators: o Message-based or table-based simulators o State-based simulators o Model-based data generators, such as o Pattern-based data generators o Random data generators Performance data collectors and tracking tools o Performance tracking tools Performance evaluation and analysis tool o Performance metric computation o Model-based performance evaluation tool Performance monitors o For example, sniffer, Microsoft performance monitor o External third-party tools Performance report generators
Performance_evaluation
Performance evaluation of new product development from a company perspectiveHelen DrivaCentre for Concurrent Enterprising,School of Mechanical,Materials,Manufacturing &Management,University of Nottingham,Nottingham,UK Kulwant S.PawarCentre for Concurrent Enterprising,School of Mechanical,Materials,Manufacturing &Management,University of Nottingham,Nottingham,UK Unny MenonCal Poly State University,IME Department,San Luis Obispo,California,USAIntroduction Performance measurement is an essential element of effective planning and control.However,the degree of effectiveness of anycontrol strategy will depend on the adequacy of the metrics deployed.Historically,accounting-based measures have been relied on for a wide range of managerial monitoringof organizational performance.However,they are generally less than satisfactory for some organizational activities like new product development (NPD).This paper presents the longitudinal case study results which formed an important part of a larger research project,which examinedperformance measurement for NPD,using a triangulation of survey results from industry and academia,including longitudinalvalidation using in-depth case analysis at UKsites of multi-national firms.The focus of this paper is only on the case studies at tencompanies,which was one key component of the research.Full details of the entire project are available in Driva (1997).The structure of this paper includes an introduction to performance measurement from a NPD perspective,a review of state-of-the-art evident in contemporary literature,and an outline of current practice based on a survey of multinational firms.This isfollowed by a detailed discussion of the findings,with concise insights into ten company-based studies which provide a realistic basis for validation and forming general guidelines on the topic of performance measurement realities.Measuring performancePerformance measurement has been anessential element of management control for many years,but up until recently,the only measures consistently made were forfinancial records.It is generally agreed that financial performance measures are most useful at higher levels of management where they can reflect the success of strategies.According to Johnson (1992),relevance was lost between the 1950s and 1980s whenmanagement used cost accounting to drive marketing strategies and control operations.This view is backed up by Dixon et al .(1990)who consider that ``cost-based measures are inconsistent with the new emphasis on quality,JIT and using manufacturing as a competitive weapon''.Activity based costing (ABC)was initially hailed as the answer to all the problems of accounting systems.It is now widely agreed that ABC should be used as a tool for decision making rather than as a replacement for an existing cost accounting system.Financial measures alone cannot adequately reflect factors such as quality,customer satisfaction and employee motivation.By linking development,operational and financial measures,more meaningful ±and directly useful ±results can be obtained.To date,insufficient attention has been directed linking these measures.Activity in the area of concurrentengineering and performance measurement has increased enormously in the last few years (Driva et al .,1999).Notable work here includes that by Gregory (1993),Crawford (1988),Hronec (1993),Globerson (1985)and Sink and Tuttle (1989).In particular,Globerson compiled a useful ``dos and don'ts''list in the design and development ofanThe current issue and full text archive of this journal is available at /ft[368]Integrated ManufacturingSystems12/5[2001]368±378#MCB University Press [ISSN 0957-6061]KeywordsNew product development,Case studies,Performance measurement,Management controlAbstractThe importance of performancemeasurement is generallyrecognized in the literature and by industry.However,the adequacyof metrics applicable to differentaspects of the organization doesnot appear to have been addressed.Provides fresh insight to fill some of the knowledge gapsin this area with particular focuson evaluating productdevelopment performance from a company perspective.Alsopresents insights gained from tencompany-based longitudinal casestudies,which formed one essential part of a much largerresearch project with details ofthe other aspects of the project in Driva.Received:April 1999Revised:January 2000Accepted:July 2000effective performance measurement system. He recommends that for measures to be successful they must be derived from strategy and relate to specific and realistic goals.One of the most comprehensive global investigations of product development and management practices has been in the automobile industry.The conclusions recorded by Clark and Fujimoto(1991)and by Womack et al.(1990)stated that the auto industry example has far-reaching implications that will touch all R&D manufacturing organisations.However,they stop short of proposing a system of performance measures.One of the first studies to focus specifically on NPD was carried out in Canada by Richardson and Gordon(1980).They surveyed15 manufacturing firms,following up with interviews and a study of case literature in manufacturing policy.From this they reported that the traditional performance measures used by these firms inhibit innovation,with the measures focusing on the plant as a whole rather than individual products.An examination of the strength of relationship between innovation and continued market prosperity was one of several projects on success in NPD and innovation that have been carried out by Professor Hart(1996)at Stirling University (Johne and Snelson,1990).She reported that NPD success is often derived from overall company performance,which can be misleading.Mahajan and Wind(1992)carried out one of the few surveys of tools,methods and``models''used for measuring NPD.The main aim of this research was to determine the role of new product``models''in supporting and improving the NPD process. Marketing activities before and after product development(i.e.detailed market study for market identification,positioning and strategy,pre-market volume forecast,market launch planning,etc.)were the main focus of that research.However,the study revealed that there was a low usage of``models''and methods(including focus groups,conjoint analysis,Delphi,QFD and product life cycle models)among the respondents.Our literature review indicates that performance measurement research to date has been confined primarily to financial metrics,with some recent developments for manufacturing metrics by Maskell(1991), some organizational(Neeley et al.,1995)and business measurement systems(Neeley,1998; Black et al.,1998).Some research has been carried out in product development but this has focused on complexity,success and failure aspects(Griffin and Page,1996)and on strategy aspects(Barczack,1995).Currently, more and more attention is paid to assessing the nature of the relationship between business performance,organizational intellectual capital and knowledge management(Hansen et al.,1999;Klein,1998; Svelby,1997).In summary,the literature review revealed that:.There appears to be a lack of cohesive methodology presently available forassessing performance during productdevelopment using concurrentengineering principles(applied on aconsistent rather than on an ad hoc basis). .Use of currently available tools and techniques to assist in controlling product development activities(such as QFD,balanced scorecard(Kaplan and Norton, 1992)and diagnostic tool(Dixon et al.,1990))is fragmented and only used in some limited parts of the product development process(their limited use was laterconfirmed in our company questionnaire results)..There has been an unclear distinction between``hard''and``soft''measures ofperformance or the implications of using them..Measures of performance in product design and development are primarilyinternal measures that focus oncomparing activities and processes toprevious operations and targets.Owing to the diverse nature of products,processes and customers,external benchmarking in this area is often inappropriate(benchmarking across companies in agroup may be an exception)..Some surveys were not backed up by case studies(e.g.Gupta and Wilemon,1996;Nichols et al.,1994)which preventedfollow through of the findings intopractical situations..There is no one set of measures that will remain definitive over time.Performance measures,as with the organization itself, should be flexible to change.Research methodologyA combination of qualitative and quantitative methods was required to allow for large scale and in-depth information to be collected.The data collection phase used a combination of historical information(a literature review,document analysis and meetings with industry and academics in this area),structured questioning(through postal questionnaires and interviews with academics and companies)and in-depth case[369]and Unny Menon Performance evaluation of new product development from a company perspectiveSystems12/5[2001]368±378studies (including observation,sitting in on meetings and content analysis of documents at company sites).Secondly,ten follow-up cases and an in-depth longitudinal case were carried out to clarify specific needs andproblems in performance measurement.The research process concluded with a synthesis to formulate a framework and a performance measurement tool to aid product design and development.A framework was developed (see Figure 1for a high level conceptual view)to assist firms in implementing performance measures for design and development in a manufacturing environment (Driva et al .,1999).This framework encapsulated the themes brought out by the data analysis.Industrial consultation on the applicability of the proposed framework was a central part ofthe process.Two in-depth industrial studies were carried out to test out the viability of the framework by running it through activities on a real product developmentproject.Actual project scenarios were used to test out the benefits and identify any possible drawbacks.This paper will focus only on the results of the follow-up longitudinal cases,comprising ten companies,in our research.These cases have provided invaluable supporting data to validate our overall research study in an empirical manner as well as providingspecific examples and issues which managers face when designing,developing andimplementing performance measures for NPD in manufacturing firms.Furtherinformation on all other findings from the entire research can be found in Driva (1997).Current practice and future plans in performance measurement:case results from industrial applications in UK multinationalsThis section presents the results from follow-up cases with ten respondents of the company questionnaire.Company profilesPostal questionnaires,while being a valuable source of information,can be open toambiguous interpretation.In order to gain a deeper understanding of answers given,a representative sample of the respondents was selected for interview.An important note to add at this stage is that all ten companies are part of multinational corporations.A profile of the interviewed UK multinational companies is shown in Table I.A two to three hour semi-structuredinterview was carried out in each of the ten companies.All interviewees were the same person at the host companies who responded to the questionnaire survey and all were middle to senior-level managers.Interviews were based around questionnaire responses,but also explored the company's experiences with performance measures for product design and development and their plans for the future.Two in-depth cases are included in this paper,with the remaining eight cases available in Driva (1997).All cases followed the same format;background and overview,with the measures currently used and those for future improvements.The data werecollected on the understanding that they are confidential and would be used only for research purposes.Therefore,company names have been disguised.Figure 1The overall framework for new productdevelopment[370]and Unny MenonPerformance evaluation of new product development from a company perspective Systems12/5[2001]368±378Overview of resultsTables II-IV provide summaries of the results of our study.Table II highlights the popularity of brainstorming,CAD andprocess mapping.An interesting finding was that despite academics'general enthusiasm for QFD as observed during ourquestionnaire survey (Driva,1997),it is not widely used by the companies.Within the case study companies,only three had used it ``to some extent''.This was backed up in the wider questionnaire,with only 25per cent of respondents having used it.Another surprise was the lack of use of internal surveys to gauge staff opinion.This is a useful and relatively easy way to investigate a whole range of issues (including current policy and practices,change management,ideas for improvement,etc.).With the increasedemergence of electronic intranets,this task has been made even simpler.Internalfeedback currently seems to be collected on an ad hoc and/or informal basis,regardless of the size of the companies.Increasingly,firms are using process mapping and/orflowcharting to depict visibly how theyoperate.In terms of the product development process,process mapping is especially useful to identify where bottlenecks occur and hence where performance measures can help.In Figure 2we portray the modes of communication for some types ofperformance measures at our ten companies.Management of the measuresThe way in which the measures are managed,including who brought in performance measures,who reports and who deals with them is summarized in Table III.Allrespondents used cross-functional teams to varying extents and eight were ISO 9000accredited.Senior management accounted for nearly all introductions of performance measurement (90per cent).This was greater than for the questionnaire results (75per cent).With the exception of two firms (out of ten),measures were collected through a combination of automatically generated information (e.g.as part of the accounting system,ISO 9000procedures,etc.)and specially generated for design anddevelopment.This was also higher than the questionnaire average (66per cent).A variety of people were responsible for reporting the measures,ranging fromfinance,IT/MIS and individual departments but with project teams taking responsibility in the majority of cases (60per cent).Again,this was higher than the questionnaires (41per cent).Where they did differ from general opinion was in the introduction of more performance measures.Virtually all stages were mentioned by follow-up caserespondents,but their most popular answer was to introduce additional measures at the feasibility stage (40per cent).This contrasts with the questionnaire respondents who considered that the specification stage was where they were most needed.Table IProfiles of follow-up case companies Ref.No.of employees No.of NPD aNature of No.Sector Site wide D&D projects Interviewee position production 1Chemicals 20010070R&D manager Mass2Engineering 48,0002,500500Project manager Project/batch 3Food 300308Technical director Mass 4Clothing 240740-50Technical director Batch 5Ventilation 3001210-20Technical director Mass 6Automotive 185145255Program manager Mass 7Adhesives 901210Technical manager Batch 8Brewing>3008030+Technical manager Batch9Instrumentation 200204Industrial engineer Batch/mass 10Sports equipment40012100sProject managerBatch/massNote:a Number of new product development projects run at one time Use of tools and techniques Reference No.Tools/techniques 12345678910Total Brainstorming 10CAD,CAM,CAE8Concept testing with customers6Design for X6Fishbone analysis4FMEA3Internal surveys 3QFD3Process mapping/flowcharting7Value analysis6[371]and Unny MenonPerformance evaluation of new product development from a company perspective Systems12/5[2001]368±378Types of performance measures usedThe questionnaire responses revealed that the most widespread measures among the ten companies were the monitoring of thenumber of projects completed per annum (80per cent),the number of field trials prior to production (80per cent),the actual versus target time for project completion (70per cent)and the number of new products released per annum (70per cent).Thepreferred frequency of reporting was almost evenly split between monthly and perproject.Scores of those measures used now are plotted along with those that will be used in future in Figures 3-5.They have been grouped into four categories;cost based (Figure 3),time based (Figure 4),quality/reliability based (Figure 5)and general measures (Figure 6)to aid presentation.The follow-up cases allowed theresearchers to determine the three mostimportant measures that are currently beingused in companies (Table IV)and those they would most like to introduce in the future.As these data are of a very qualitative nature,it was decided to present them as they were described,rather than forcing them into categories.This list clearly shows that time and cost are the most important measures ±as would be expected.What is surprising is the lack of quality measures in the top three.Is this because quality-related issues are toodifficult to measure or do the companies in this survey leave quality measures to the quality department?Perhaps there may be some other reason?This could provide an interesting starting point for further research.Performance measures:some notable opinions from the ten firmsAs with current usage of performance measures,differences existed in what wasManagement of the measurespany name (disguised)Who brought in performance measures?How are measures collected?a Who isresponsible for reporting measures?Who measures are visible to (i.e.who sees them)NPD stage where more measures would be most useful Have ISO 9000?Use of cross-functional teams?1Plastico Division IT managerSpecially formulatedCentrallymanaged by IT All senior and project managers Feasibility No Some of the time 2Global pany-wide task forceMixture Project/team based CEO,team,seniormanagement All stages Yes Some of the time 3Petproducts LtdCorporate-led directive as part of ISO 9000MixtureDepartment/finance based CEO,finance,seniormanagement SpecificationYesAll of the time4Seasonswear Plc Technicaldirector Mixture Project/team based Team,senior management,finance Prototyping and tooling Yes Some of the time 5Airvent LtdMDMixture Project/team basedAll;``anyone who asks''Specification Yes Some of the time6Autosystems Inc.MD Specially formulated Project/team basedAll Detailed design Yes All of the time 7GluecoMDMixture Department basedProject team and project managers FeasibilityYes Some of the time 8Brewmasters UK MDMixtureProject/teamand department based(depending on project)AllConcept design 9002All of the time9Weighdex MD Mixture Department based CEO and senior management Feasibility Yes Some of the time10SportscoProject managerMixtureProject/team basedAll managers Feasibility NoSome of the timeNote:a Some measures were automatically generated from existing reporting information and some were specially formulated,with time spent collecting them [372]and Unny MenonPerformance evaluation of new product development from a company perspective Systems12/5[2001]368±378required for future measures across the ten companies.At Plastico,where they have only recently introduced formal performancemeasurement,the technical manager stated:We currently have an ad hoc system,where people monitor their own project time but realistically the results are questionable.Basically,we would like to be able to manage this area more effectively.At Global Engineering Co.things are more advanced,with performance measures beingintegrated into the new product introduction process.The project manager states:We are not satisfied with the number of measures currently used,we need more measures of performance to addressefficiency of the process and ones to giveearly warning of potential problems,etc.The major barrier to this is the lack of systems in place to support more measurement.The company is increasingly aiming to automate data collection because,as the number of projects increases,the cost of data collection becomes more significant.At Petproducts Ltd,the technical director sees performance measures continuing to play an important role:Our main measure has been and always will be (for the foreseeable future)growth.The key for us over the last five years has been to define additional critical measurements and find ways of assessing this performance in a pragmatic manner.I believe we have achieved this.At Seasonswear Plc,the technical director explained that:There are currently no strategic levelmeasures to compare the company divisions globally but I feel it is only a matter of time before this happens.We may eventually write a bespoke package in-house but this could take some time.We would especially like a ``what-if''scenario to help us schedule activities to avoid bottlenecks around the constrained activities.At Airvent Ltd there are severalimprovements that the technical director wants to make to the measurement system in the future:We are a very engineering-led company.While we want to retain this focus,we need to increase our consideration of the marketing aspects.This will be built in to the ``contract [product specification document].At Glueco,the technical manager wanted to focus on seemingly basic goals:The costing of projects is extremely difficult (especially for projects of indeterminate duration)but we really need to get a better approximation ±its currently very much based on gut feeling.However,we areencountering the usual problems of people feeling like they are being tested and tracked and others complaining that it's a waste of time or simply forgetting to fill out the sheets.Another performance measure that we would like to introduce in future is thenumber of new products released per annum against the increased sales generated.At Brewmasters,the engineering project manager had many ideas for future improvements.He stated:We need to find a way of using our resources more effectively.I would like to formalizeTable IVThree most important performance measures usedNo.of companiesTimeAverage time to market 2On-time delivery of PDP 3Schedule adherence 3CostTotal project cost against budget4Profitability analysis ±performance against objectives 2Product cost1Actual to predicted profit on products1Product development cost as percentage of turnover 1Margin analysis 1Quality and customerNo.and nature of engineering change requests (ECRs)per project1Adherence to original product specification 1Field trials 1GeneralPercentage sales from new products vs total sales 1No.of (new)products released p.a.3No.of successful development projects vs total no.of projects 2Money generated by new products over first two years vs total sales value1No.of products taken up (from project portfolio)vs total no.available1Figure 2Communicating performancemeasures[373]and Unny MenonPerformance evaluation of new product development from a company perspective Systems12/5[2001]368±378suggestions for future improvements (that could be fed back into the procedures).At Sportsco,the NPD manager had this to say about future improvements:I would like to see more performancemeasures at the feasibility stage of product development.Better market information would be the biggest improvement to input into the product specification.Of course this is very difficult to achieve.Auto Systems Inc.and Weighdex are the subject of a more comprehensive discussion which is presented in the following section.In general,the follow-up case companies were more advanced in their awareness ofand use of performance measures for design and development than the companies covered via questionnaire research.This is perhaps to be expected,because those who agree to deeply intrusive studies of this nature may have already taken the first steps towards substantial re-engineering of their development processes targeting for substantial improvements.Case study 1±Auto Systems Inc.Auto Systems Inc.(AS)designs and manufactures the full range of brakingsystems for many of the world's automobile manufacturers.It is part of a globalengineering group,with manufacturing sites across the world.The company operates under a matrix structure,with ``heavy-weight''cross-functional teams assigned to work on projects for different customers.The program manager at AS's UK design center explained how projects are organized:We have two types of teams,those working on a particular product type (e.g.brake discs)and those working with one customer.The performance measurement system was designed and implemented by the program manager.He firmly believes that ``measures of performance are a blunt tool''and that essential measurements are applied only to the areas of performance they are likely to improve.``Basically,they need to be valid to your business,otherwise it is likely that improvements will be made against areas that are not core to the problem and which may in fact cause deterioration in other areas of operation''.It was decided that there were three main criteria.First,there needed to be asignificant amount of resource utilized.Second,there are significant bottlenecks in time.Third,the equipment overhead rate is expensive.An additional consideration was that in order to be measured,activities require having a certain amount ofrepetitiveness,where the order of magnitude of the tasks and their complexity is largely the same.Initially four metrics were selected but,after short-term trials,one of them ±concerned with measuring the number of change notes over a period ±was rejected as being too prone to interpretation.The remaining three are listed below.The three most important performance measures they use are:1Actual vs target time for projectcompletion,i.e.schedule adherence where progress is monitored monthly on all projects.CostmeasuresTimemeasures[374]and Unny MenonPerformance evaluation of new product development from a company perspective Systems12/5[2001]368±3782Product cost,monitored monthly during design and development.This includes shop-floor labour costs and material costs.Variance directly affects profit margin,as once the contract has been tendered,that price has to be maintained.There are two ways of costing time;use the functional budget for engineering (current practice)or on a project basis.The company wants to move towards the project basis as it is a more accurate reflection of its activities.3Total cost of project ±monitored monthly.This includes engineers'hours,any purchases and sub-contractors'hours.Without monitoring,project costs may spiral out of control and affect the potential profitability of the project.Projects are measured by the overallperformance of the project team and not by the performance of an individual or function:``There is no point using measures againstpeople.On the individual level,measures need to be made non-threatening by encouraging investigation of the teammember's role to search for improvements''.Performance was monitored by the project manager and communicated.On the subject of softer measures such as communication,the project manager had this to say:Measures of performance must be something you can physically get in your hand.``Communication''is not solid enough ±even if you have a feeling about what is happening,it's hard to prove.For example,how do you assess the cost of failure if it is attributed to communication?More importantly,communication is the cause rather than the effect,so if anything it should feed into other measures.Case study 2±WeighdexWeighdex is a well-established,small to medium sized company that designs and manufactures a range of mechanical and electronic weighing equipment.Products include bench scales,crane-weighers,counting scales and electronic weighingplatforms,manufactured on a make-to-order basis.They are part of a larger group based in the South of England,with another sister company in USA.The company has grown rapidly over the last ten years and isplanning to double its size again over the next three years.As part of this expansion,world exports,which currently represent approximately 15per cent of business,will be targeted as a major growth area.Additionally,a large part of the business comes from the company's reputation for after-sales service.Weighing is very much a trade-led business.Conforming to safety standards and weighing and measuring legislation is a vital part of the productdevelopment process.The company ISO 9001certified and has a comprehensivecontinuous process improvement program.Most bottlenecks that occur during product development tend to revolve around early errors.The industrial engineer stated:Basically (wrong)decisions or mistakes made at the feasibility and concept design stages manifest themselves in later stages,especially during tooling and pre-production.Of course,problems that are not spotted at the start of a project cost far more to resolve at the end.I would like to see more research done and measures taken earlier to prevent these problems occurring.The three most important performance measures they use are:1Actual to predicted profits on products.Figure 6GeneralmeasuresFigure 5Qualitymeasures[375]and Unny MenonPerformance evaluation of new product development from a company perspective Systems12/5[2001]368±378。
performancetest工具结果解析 -回复
performancetest工具结果解析-回复Performancetest工具结果解析Performance testing is a crucial aspect of software development as it provides insights into the performance and scalability of an application. Performance testing involves using various tools and techniques to evaluate system response time, throughput, and stability under different workloads. One such tool widely used for performance testing is Performancetest. In this article, we will delve into the interpretation and analysis of Performancetest tool results.1. Introduction to Performancetest:Performancetest is a comprehensive performance testing tool developed by PassMark Software. It allows testers to assess the performance of their applications by simulating real-world scenarios and generating detailed performance reports. This tool supports a wide array of performance tests, including CPU, disk, memory, 2D and 3D graphics, networking, and more.2. Understanding Performancetest metrics:Performancetest provides a range of metrics that help gauge the performance of an application. Some of the important metricsinclude:2.1 CPU performance:This metric measures the performance of the CPU by performing complex calculations and generating a score. A higher score indicates better CPU performance.2.2 Disk performance:Disk performance evaluates the read and write speeds of a storage device. It determines how quickly data can be accessed from or written to the disk. The metric reports the transfer rate in MB/s, with higher values indicating faster disk performance.2.3 Memory performance:Memory performance tests the speed at which the system can read from and write to the RAM. It measures the memory's latency and throughput. A higher score indicates better memory performance.2.4 2D and 3D graphics performance:This metric assesses the graphical rendering capability of the system. It performs rendering operations and provides a score. A higher score suggests better graphics performance.2.5 Networking performance:Networking performance tests the speed at which data can be transferred over a network connection. It measures the throughput and latency of the network. Higher values indicate better networking performance.3. Interpreting Performancetest results:Performancetest generates detailed reports in tabular and graphical formats, making it easier to interpret and analyze the results. Here's a step-by-step guide to interpreting the results:3.1 Identify the performance metrics being measured:The first step is to identify the metrics being measured in the performance test. Look for the specific metrics mentioned in the results report, such as CPU performance, disk performance, memory performance, and so on.3.2 Analyze the scores or values:Next, analyze the scores or values associated with each metric. Compare the values with industry benchmarks or previous test results to gauge the performance of the application. Higher scoresor values generally indicate better performance.3.3 Look for any anomalies:Check for any significant deviations or anomalies in the results. Anomalies may indicate performance bottlenecks or issues that need further investigation. For example, a sudden drop in network performance could suggest a network configuration problem.3.4 Consider the workload:Consider the workload used during the test and how it relates to the application's real-world usage. If the workload simulated in the test does not align with the expected usage pattern, the results may not accurately reflect the application's performance.3.5 Identify performance limitations:Identify any performance limitations based on the results. This could include CPU bottlenecks, slow disk read/write speeds, memory constraints, graphics rendering issues, or network latency.4. Understanding the implications of results:Interpreting Performancetest results also involves understanding the implications of the findings. Here are a few key considerations:4.1 Scalability:Evaluate how the application performs under different workloads. Determine if the performance remains consistent or degrades as the workload increases. Scalability issues could indicate the need for optimization or infrastructure upgrades.4.2 Performance bottlenecks:Identify the factors causing performance bottlenecks and prioritize their resolution based on impact. This could involve optimizing code, improving database queries, or upgrading hardware resources.4.3 Dependency analysis:Analyze dependencies between different components of the system and identify any bottlenecks or performance issues. For example, slow disk performance may impact overall application performance.4.4 Root cause analysis:If performance issues are identified, conduct a root cause analysis to determine the underlying reasons. This could involve analyzinglogs, profiling the application, or using additional diagnostic tools.In conclusion, Performancetest is a powerful tool for evaluating the performance of software applications. Understanding and interpreting the results generated by this tool is crucial for identifying performance bottlenecks and optimizing the application. By following a systematic approach and considering various factors, testers can gain valuable insights from Performancetest results and enhance the overall performance of their applications.。
英语实践教学形式(3篇)
第1篇In the ever-evolving field of education, the teaching of English has become more dynamic and diverse. Traditional methods of teaching, while effective in many aspects, are being complemented and sometimes replaced by innovative practices that cater to the needs of the 21st-century learner. This article explores various forms of English实践教学,highlighting their effectiveness and potential challenges.1. Blended LearningBlended learning combines traditional classroom instruction with online resources and technology. This approach allows students to engage with the language in multiple ways, both inside and outside the classroom. Here are some key aspects of blended learning in English teaching:Online Platforms: Utilizing online platforms like Blackboard, Moodle, or Google Classroom, teachers can create interactive lessons, assign homework, and facilitate discussions. These platforms also enable students to access materials and resources at their own pace.Interactive Tools: Incorporating interactive tools such as quizzes, polls, and videos can enhance student engagement and motivation. For example, teachers can use Kahoot! or Quizizz to create fun and interactive quizzes.Flipped Classroom: In a flipped classroom, students watch instructional videos or read materials at home, and then use class time for activities like discussions, group work, or project-based learning. This approach allows for more personalized learning and encourages students to take ownership of their education.Collaborative Learning: Blended learning encourages collaboration among students through online forums, discussion boards, and group projects. This fosters critical thinking and problem-solving skills, as well as communication and teamwork.2. Project-Based Learning (PBL)Project-based learning involves students in real-world, inquiry-driven activities that promote deep understanding and application of the language. Here are some examples of PBL in English teaching:Community Service Projects: Students can engage in community service projects, such as organizing a fundraising event or creating a public service announcement, and use English to communicate with stakeholders and document their work.Cultural Exchange Programs: Pairing students with peers from different countries can facilitate cultural exchange and language practice. Students can collaborate on projects that explore their respective cultures and share their experiences.Research Projects: Students can conduct research on a topic of interest and present their findings in English, using various forms of media, such as presentations, videos, or podcasts.Capstone Projects: At the end of a course or program, students can create a capstone project that demonstrates their mastery of the language and subject matter. This could involve creating a website, writing a research paper, or developing a multimedia presentation.3. GamificationGamification involves incorporating game-like elements into educational activities to increase engagement and motivation. Here are some ways to gamify English teaching:Point Systems: Assigning points for completing tasks, participating in discussions, or demonstrating language proficiency can create a sense of competition and encourage students to strive for excellence.Badges and Rewards: Awarding badges or rewards for reaching certain milestones can provide students with a sense of accomplishment and motivate them to continue learning.Leaderboards: Creating leaderboards to track student progress canfoster healthy competition and encourage students to challenge themselves.Game-Based Learning: Using educational games, such as language learning apps or online platforms like Duolingo, can make learning English fun and interactive.4. Technology IntegrationIntegrating technology into English teaching can enhance student engagement and provide access to a wealth of resources. Here are some examples of technology integration:Interactive Whiteboards: Using interactive whiteboards allows teachers to create dynamic lessons that engage students and facilitate collaboration.Laptops and Tablets: Providing students with laptops or tablets can enable them to access online resources, complete assignments, and participate in virtual discussions.Podcasts and Videos: Incorporating podcasts and videos into lessons can provide authentic examples of the language in use and expose students to different accents and dialects.Social Media: Using social media platforms like Twitter, Facebook, or Instagram can help teachers connect with students and share resources, as well as facilitate communication and collaboration.5. Language ImmersionLanguage immersion involves immersing students in an environment where the target language is the primary means of communication. This can be achieved through various means:Field Trips: Organizing field trips to places where English is spoken can provide students with authentic language experiences and cultural insights.Exchange Programs: Participating in exchange programs with schools in English-speaking countries can allow students to practice the languagein a real-world context.Language Immersion Programs: Enrolling students in language immersion programs, such as those offered by some schools or educational institutions, can provide them with an immersive language experience.ConclusionIn conclusion, English实践教学形式多种多样,旨在提高学生的学习兴趣、培养他们的语言能力,并帮助他们更好地适应21世纪的社会需求。
Performance Evaluation of an Operating System Transaction Manager
PERFORMANCE EV ALUATION OF AN OPERATING SYSTEMTRANSACTION MANAGERAkhil Kumar and Michael StonebrakerUniversity of CaliforniaBerkeley, Ca., 94720AbstractA conventional transaction manager implemented by a database management system (DBMS) was compared against one implemented within an operating system (OS) in a variety of simulated situations. Models of concurrency control and crash recovery were constructed for both environ-ments, and the results of a collection of experiments are presented in this paper.The results indi-cate that an OS transaction manager incurs a severe performance disadvantage and appears to be feasible only in special circumstances.1. INTRODUCTIONIn recent years there has been considerable debate concerning moving transaction manage-ment services to the operating system.This would allow concurrency control and crash recovery services to be available to any clients of a computing service and not just to clients of a data man-ager.Moreover, this would allow such services to be written once, rather than implemented within several different subsystems individually.Early proposals for operating system-based transaction managers are discussed in [MITC82, SPEC83, BROW81]. More recently,additional proposals have surfaced, e.g: [CHAN86, MUEL83, PU86].On the other hand, there is some skepticism concerning the viability of an OS transaction manager for use in a database management system.Problems associated with such an approach have been described in [TRAI82, STON81, STON84, STON85]. and revolve around the expected performance of an OS transaction manager.In particular,most commercial data man-agers implement concurrency control using two-phase locking [GRAY78]. A data manager has substantial semantic knowledge concerning its processing environment. Hence,it can distinguish index records from data records and implements a two-phase locking protocol only on the latter objects. Special protocols for locking index records are used which do not require holding index locks until the end of a transaction.On the other hand, an OS transaction manager cannot imple-ment such special tactics unless considerable semantic information can be given to it.Crash recovery is usually implemented by writing before and after images of all modified data objects to a log file.To ensure correct operation, such log records must be written to disk before the corresponding data records, and the name write ahead log (W AL) has been used to This research was sponsored by a grant from the IBM Corporationdescibe this protocol [GRAY81, REUT84].Crash recovery also benefits from a specialized semantic environment. For instance, data managers again distinguish between data and index objects and apply the W AL protocol only to data objects.Changes to indexes are usually not logged at all since they can be reconstructed at recovery time by the data manager using only the information in the log record for the corresponding data object and information on the existence of indexes found in the system catalogs.An OS transaction manager will not have this sort of knowledge and will typically rely on implementing a W AL protocol for all physical objects.As a result, a data manager can optimize both concurrency control and crash recovery using specialized knowledge of the DBMS environment. The purpose of this paper is to quantify the expected performance difference that would be incurred between a DBMS and an OS transaction manager.Consequently,we discuss in Section 2.1 the assumptions made about the simulation of a conventional DBMS transaction manager In Section 2.2 we turn to discussing the environment assumed in an OS transaction environment and then discuss intuitively the differences that we would expect between the two environments. Section3presents the design of our simulator for both environments, while Section 4 closes with a collection of experiments using our simulator. 2. TRANSACTION MANAGEMENT APPROACHESIn this section, we briefly review schemes for implementing concurrency control and crash recovery within a conventional data manager and an operating system transaction manager and highlight the main differences between the two alternatives.2.1. DBMS Transaction ManagementConventional data managers implement concurrency control using one of the following algorithms: dynamic (or two-phase) locking [GRAY78], time stamp techniques [REED78, THOM79], and optimistic methods [KUNG81].Several studies have evaluated the relative performance of these algorithms.This work is reported in [GALL82, AGRA85b, LIN83, CARE84, FRAN83, TAY84]. In[AGRA85a] it has been pointed out that the conclusions of these studies were contradictory and the differences have been explained as resulting from differing assumptions that were made about the availability of resources. It has been shown that dynamic locking works best in a situation of limited resources, while optimistic methods perform better in an infinite-resource situation.Dynamic locking has been chosen as the concurrency control mechanism in our study because a limited-resource situa-tion seems more realistic.The simulator we used assumes that page level locks are set on 2048 byte pages on behalf of transactions which are held until the transaction commits.Moreover, index lev e l locks are held at the page level and are released when the transaction is finished with the corresponding page.Crash recovery mechanisms that have been implemented in data managers include write-ahead logging (WAL) and shadow page techniques.These techniques have been discussed in [HAER83, REUT84].From their experience with implementing crash recovery in System R, the designers concluded that a WAL approach would have worked better than the shadow page scheme they used [GRAY81]. In a another recent comparison study of various integrated concur-rency control and crash recovery techniques [AGRA85b], it has been shown that two-phase lock-ing and write-ahead logging methods work better than several other schemes which were consid-ered. In view of this a W AL technique was simulated in our study.We assume that the before and after images of each changed record are written to a log.Changes to index records are not logged, but are assumed to be reconstructed by recovery code.2.2. OS Transaction ManagementWe assume an OS transaction manager which provides transparent support for transac-tions. Hence,a user specifies the beginning and end of a transaction, and all objects which he reads or writes in between must be locks in the appropriate mode and held until the end of the transaction. Clearly,if page level locking is selected, then performance disasters will result on index and system catalog pages.Hence, we assume that locking is done at the subpage level, and assume that each page is divided into 128 byte subpages which are individually locked. Coonse-quently,when a DBMS record is accessed, the appropriate subpages must be identified abd locked in the correct mode.Furthermore, the OS must maintain a log of every object written by a transaction so that in the event of a crash or a transaction abort, its effect on the database may be undone or redone. We assume that the before and after images of each 100 byte subpage are placed in a log by the OS transaction manager.These entries will have to be moved to disk before the corresponding dirty pages to obey the WAL protocol.The reason for choosing this level of locking and logging granularity is because larger gran-ularities seem clearly unworkable, and this particular granule size is close to the one proposed in an OS transaction manager for the 801 [CHAN86].2.3. Main DifferencesThe main differences between the two approaches are:the DBMS transaction manager will acquire fewer locksthe DBMS transaction manager will hold locks for shorter timesthe DBMS will have a much smaller logThe data manager locks 2048 byte pages while the OS manager locks 100 byte subpages. Moroever, the DBMS sets only short-term locks on index pages while the OS managr holds index level locks until the end of a transaction.The larger granule size in the DBMS solution will inhibit parallelism; however the shorter lock duration in the indexes will have the opposite effect. Moreover, the larger number of OS locks will increase CPU time spent in locking.The third difference is that the log is much larger for the OS alternative.The data manager only logs changes made to the data records.Corresponding updates made to the index are not logged because the index can be reconstructed at recovery time from a knowledge of the data updates. For example, when a new record is inserted, the data manager does not enter the changes made to the index into the log.It merely writes an image of the new record into the log along with a 20-byte message indicating the name of the operation performed, in this case an insert. On the other hand, the OS transaction manager will log the index insertion. In this case half of an index page must be rearranged, and the before and after images for about 10 subpages must be logged.and after-images of all these sub-pages.These differences are captured in the simulation models for the data manager and the OS transaction manager described in the next section.3. SIMULATION MODELA100 Mb database consisting of 1 million 100-byte records was simulated.Since sequen-tial access to such a large database will clearly be very slow, it was assumed that all access to the database takes place via secondary indexes maintained on up to 5 fields.Each secondary index was a3-level B-tree. To simplify the models it was assumed that only the leaf level pages in theindex will be updated.Consequently,the higher level pages are not write-locked. The effect of this assumption is that the cost associated with splitting of nodes at higher levels of the B-tree index is neglected. Since node-splitting occurs only occasionally,this will not change the results significantly.The simulation is based on a closed queuing model of a single-site database system.The number of transactions in such a system at any time is kept fixed and is equal to the multipro-gramming level, MPL, which is a parameter of the study.Each transaction consists of several read, rewrite, insert and delete actions, and its workload is generated according to a stochastic model described below. Modules within the simulator handle lock acquisition and release, buffer management, disk I/O management, CPU processing, writing of log information, and commit processing. Each job is assigned CPU time in a round-robin manner.CPU and disk costs involved in traversing the index and locating and manipulating the desired record are simulated.First, appropriate locks are acquired on pages or sub-pages to be accessed.In case a lock request is not granted because another transaction holds a conflicting lock, the transaction has to wait until the conflicting transaction releases its lock.Next a check is made to determine whether the requested page exists in the buffer pool.If the page is not in the buffer,a disk I/O is initiated, and the job is made "not ready".When the requested pages become available, the CPU cost for processing it is simulated.This cycle of lock acquisition, disk I/O (if necessary), and processing is repeated until all the actions for a given transaction are completed.The amount of log informa-tion that will be written to disk is computed from the workload of the transaction and the time for this task is accounted for.When a transaction completes, a commit record is written to the log in memory and I/O for this log page is initiated.As soon as this commit record is moved to disk the transaction is considered to be over and a new transaction is accepted into the system.Check-points are simulated at 5 minute intervals. Deadlock detection is done by a timeout mechanism. The maximum duration for which a transaction is allowed to run is determined adaptively.Figure 1 lists the major parameters of the simulation.The parameters that were varied along with the range of variation are listed in Figure 2.Figure 3 gives the values assigned to the fixed parameters.The number of disks available,numdisks,was varied between 2 and 10. cpu_mips,the processing power of the cpu in mips, was kept at 2.0.The cpu cost of various actions was defined in terms of the number of cpu instructions they would consume.For exam-ple,cpu_lock the cost of executing a lock-unlock pair,was initially kept at 2000 instructions and reduced in intervals to 200 instructions.In order to simulate a real-life interactive situation, two types of transactions, short and long, were generated with equal probability.The number of actions in a short transaction was uniformly distributed between 10 and 20.Long transactions were defined as a series of two short transactions separated by a think time which varied uniformly between 10 and 20 seconds.A cer-tain fraction,frac1,of the actions were updates and the rest were reads.Another fraction,frac2, of the updates were inserts or deletes.These two fractions were drawn from uniform distributions with mean values equal to modify1and modify2,respectively,which were parameters of the experiments.Rewrite actions are distinguished from inserts and deletes because the cost of processing these actions is different. A read or a rewrite action affects only one index while an insert or a delete action would affect all indexes. The index and data pages to be accessed by each action are generated at random.Assuming 100 entries per page in a perfectly balanced 3-level B-tree index, it follows that the second-level index page is chosen at random from 100 pages, while the third-level index page is chosen at random from 10,000 pages.The data page is chosen at random from 71,000 pages.(Since the data record size is 100 bytes and the fill factor of each data page is 70%,buf_size:size of buffer in pagescpu_ins_del:cpu cost of insert or delete actioncpu_lock:cost of acquiring lockcpu_IO:cpu cost of disk IOcpu_mips:processing power of cpu in mipscpu_present:cpu overhead of presentation servicescpu_read:cpu cost of read actioncpu_write:cpu cost of rewrite actiondisk_IO:time for one disk I/O in mili secmodify1:av e rage fraction of update actions in a transactionmodify2:number of inserts, deletes as a fraction of all updatesMPL:Multiprogramming Levelnumdisks:number of disksnumindex:number of indexespage_size:size of a pagesub_page_size:size of a sub-page in bytesFigure 1: Major parameters of the simulationthere are 71,000 data pages.)The main criterion for performance evaluation was the overall average transaction process-ing time,av_proc_time.This is defined as:Total number of transactions completedTotal time takenNotice that av_proc_time is the inverse of throughput.Another criterion,performance gap,was buf_size:250,......,1000 pagescpu_lock:200,......2000 instructionscpu_mips:2.0modify1:5,....,50MPL:5,......,20numdisks:2,........,10numindex:1,2,......,5Figure 2: Range of variation of the parametersused to express the relative difference between the performance of the two alternatives.Perfor-mance gap is defined as:(av_proc_time os−av_proc_time data)x100av_proc_time datawhereav_proc_time os:transaction processing time for the OS alternativeav_proc_time dm:transaction processing time for the data manager alternative4. RESULTS OF THE EXPERIMENTSIn this section we discuss the results of various experiments which were conducted to com-pare the performance of the two alternatives.4.1. Varying Multiprogramming LevelIn the first set of experiments, the multiprogramming level was varied between 5 and 20. The number of disks,numdisks was2and the cost of executing a lock-unlock pair,cpu_lock was 2000 instructions.Modify1was kept at 25 which means that on the average, 25% of the actions were updates and 75% actions were reads.Modify2was made 50 indicating that on the average about half the updates were rewrites and the remainder were inserts or deletes.The average trans-action processing times for various multiprogramming levels are shown in Figure 4.The figure shows that the average transaction processing time,av_proc_time falls sharply when the multiprogramming level increases from 5 to 8 because the utilization of disk and cpu resources increases.The improvement in av_proc_time,however, tapers off as MPL increases beyond 15 because the utilization of one of the resources saturates.The figure also shows that the data manager performs consistently better by more than 20%.When MPL is 15 or 20, the perfor-mance gap is 27%.This gap is due to the increased level of contention in the indexes and the extra cost of writing more information into the log.The OS transaction manager writes a log which is approximately 30 times larger than the data manager log.cpu_IO:3000 instructionscpu_present:10000 instructionscpu_read:7000 instructionscpu_write:12000 instructionsdisk_IO:30 mspage_size:2048 bytessub_page_size:100 bytesFigure 3: Values assigned to fixed parameters210310file graph4Figure 4: Average processing time as a function of multiprogramming level4.2. Varying Transaction MixIn order to examine how the transaction mix affects the performance of the two alternatives, modify1,the average fraction of modify actions (i.e., the sum of rewrite, delete and insert actions) as a percentage of the total number of actions was varied and the average transaction processing time was determined.The value of modify1affects the logging activity in the system, and, conse-quently,it was also expected to alter the relative performance of the two alternatives.Modify1was kept variously between 5 and 50.The multiprogramming level was kept at 15, while the cost of setting a lock was 2000 instructions.The average transaction processing time as a function of modify1is shown in Figure 5.The figure shows that av_proc_time grows linearly with increasing modify1in both cases, although the slope of the line is much greater for the oper-ating system alternative.When the average fraction of modify operations is 5, the performance gap between the data manager and the OS transaction manager is small (7%).However, the gap widens as modify1increases and becomes 45% when modify1is 50.There are two reasons for this behavior.First, contention is less when modify1is small. Contention occurs when one transaction tries to write-lock an object which is already read-locked by another transaction or when an attempt is made to lock an object which is write-locked by another transaction.When the fraction of modify actions is small, fewer write-locks are applied, and, hence, contention is reduced.Secondly,since fewer objects are write-locked, the amount of data logged for crash recovery purposes is also reduced.Both these factors benefit the OS alter-native more than they do the data manager.Therefore, the relative performance of the OS trans-action manager improves.These experiments show that the transaction mix has a drastic effect on the relative perfor-mance of the two alternatives being considered.It appears that the OS transaction manager would be viable when updates are few(say,less than 20%).However, when the fraction of update actions in a transaction is high, the extra overhead incurred in performing transaction manage-ment within the OS is severe.4.3. High Conflict SituationThe next set of experiments was conducted to see how the two alternatives would behave when the level of conflict is increased.Reducing the size of the database increases the conflict level because the probability that two concurrent transactions will access the same object becomes greater.Therefore, in order to compare the two alternatives, the size of the database was used as a surrogate for the level of conflict, and av_proc_time was determined for various values of database size.The transaction size was kept constant while the size of the database was210310file graph5Figure 5: Average processing time as a function of transaction mixreduced in intervals from 100 Mb to 6.4 Mb.The number of entries in each index page was reduced correspondingly in such a way that the B-tree remained balanced.For example, if the number of entries on an index page of a 3-level B-tree is reduced from 100 to 50, and the B-tree is kept perfectly balanced, there would be 125,000 entries in the leaf-level pages of the B-tree index. Since a record in our model is 100 bytes wide, this corresponds to a 12.5 Mb database.In each case, the simulator was modified for the new size of the database.The multipro-gramming level was kept at 10 and modify1was50. Figure6shows the behavior of the two alter-natives for various database sizes.The database size is plotted on the X-axis on a logarithmic scale. Note that a smaller value for the database size indicates a higher level of conflict. The av_proc_time is plotted on the Y-axis.In both cases,av_proc_time increases as the database becomes smaller.Furthermore, the performance gap widens from 28% for a 100 Mb database to 51% for a 6.4 Mb database.This means that the performance of the OS transaction manager drops more sharply than that of the data manager.This happens because contention increases faster in the OS transaction manager than in the data manager since the former holds locks on the index pages for a longer duration. This factor overshadows any advantages that the OS alternative gets from applying finer granular-ity locks.This experiment illustrates that in high-conflict situations the OS alternative becomes clearly unacceptable.210310file graph6Figure 6: Transaction processing time for various database sizes4.4. Adding More DisksWith 2 disks and a 2 mips cpu the system became I/O-bound.To make it less I/O-bound, the number of disks,numdisks was increased in intervals from 2 to 10, and av_proc_time was determined for both alternatives.MPL was kept at 20 and cpu_lock was made equal to 2000 instructions. The av e rage transaction processing time as a function of number of disks is plotted in Figure 7.Tw o observations should be made.First, when numdisks is increased from 8 to 10 the improvement in performance is negligible. Therefore,with 8 disks the system becomes cpu-bound. Secondly,with 2 disks the performance gap is 27% while with 10 disks it widens to 60%. This means that the performance gap in a cpu-bound system is two times as large as in an I/O-bound system.When the system is I/O-bound the gap is mainly because the OS transaction man-ager has to write a larger log and, therefore, it consumes greater I/O resources.On the other hand, when the system is cpu-bound, the gap is explained by the greater cpu cycles that the OS transaction manager consumes in applying finer granularity locks.4.5. Lower Cost of LockingThe experiments described above show that the OS transaction manager consumes far more cpu resources than the data manager.This occurs because, as explained earlier,the OS transac-tion manager must acquire more locks than the data manager.In this section we have varied the cost of lock acquisition in order to examine its effect on the performance of the two alternatives. Basically,the cost of executing a lock-unlock pair which was originally 2000 cpu instructions was reduced in intervals to 200 instructions.The purpose of these experiments was to evaluate what benefits were possible if cpu_lock could be lowered through hardware assistance.It is obvious that a reduced cost of locking would improve system throughput only if the system were cpu-bound.This was done by increasing the number of disks to 8.The multipro-gramming level was kept at 20.Figure 8 shows the av_proc_time of the two alternatives for vari-ous values of cpu_lock.The performance of the OS transaction manager improves as cpu_lock is reduced while the data manager performance does not change.Consequently,the performance gap reduces from 54% to 30% as cpu_lock falls from 2000 instructions to 200 instructions.In the case of the data manager,the cost of acquiring locks is a very small fraction of the total cpu cost of processing a transaction, and therefore, a lower cpu_lock does not make it faster.On the other hand, since the OS transaction manager acquires approximately five times as many locks as the data manager this cost is a significant component of the total cpu cost of processing a transaction210310file graph7Figure 7: Effect of increasing disks on transaction processing time210310file graph8Figure 8: Effect of cost of locking on average transaction processing timeand reducing it has an appreciable impact on its performance.These experiments show that a lower cpu_lock would improve the relative performance of the OS transaction manager considerably in a cpu-bound situation.However, inspite of this improvement, the data manager is still 30% faster.4.6. Buffer Size and Number of IndexesTw o more sets of experiments were done to examine how the buffer size and the number of indexes affect the relative performance of the two alternatives. In both sets,MPL was15, and modify1and modify2were 25 and 50, respectively.The buffer size which was 500 pages in all of the above experiments was kept variously at 250, 750, and 1000 pages.Table 1 shows the aver-age transaction processing time as a function of buffer size for the two situations. The relative difference between the performance of the two alternatives is approximately 28% in all cases. Therefore, the buffer size does not seem to affect the relative performance of the OS transaction manager as compared to the data manager.In all of the experiments above,the number of indexes was kept at 5.In the next set of experiments the parameter numindex was varied to see how it affects the performance gap.Table 2shows the average transaction processing times and the performance gap for the two alterna-tives when numindex is varied from 1 to 5.When numindex is 5 the performance gap between the two alternatives is27% whereas with only one index it reduces to 9%.This occurs because asBuffer Size250 500 7501000Manager 1.64 1.57 1.50 1.46DataManager 2.10 2.00 1.92 1.88OSGap28% 27% 28%29%PerformanceTable 1: Average processing time for various buffer sizesdescribed above,all the indexes hav e to be updated for insert and delete actions.With fewer indexes the amount of updating activity is reduced and fewer locks have to be acquired. Hence the performance gap is reduced.This shows that if the number of indexes on the database is fewer,the relative performance of the OS transaction manager improves.5. Conclusion5.1. Implications for FeasibilityThe performance of an OS transaction manager was compaed with that of a conventional data manager in a variety of situations.With few exceptions, the OS transaction manager uni-formly performed more than 20% worse than the data manager which, in our opinion, is a sub-stantial performance penalty.The effect of several important parameters on the relative perfor-mance of the two alternatives was studied and analyzed.It was found that the OS transaction manager is viable when:the fraction of modify actions is lownumber of indexes on the database is lowconflict level is lowIf the above conditions do not hold then the performance of the OS transaction manager becomes unacceptable.Such restricted viability does not seem to justify the OS alternative.The effect of a lower cost of setting locks within the OS transaction manager was also examined. However, even when this cost was made very small, the OS alternative continued to be more than 20% inferior to the data manager.5.2. Future DirectionsIt is evident from our experiments that in order to make the operating system solution really viable it is necessary to provide a greater level of semantics into the OS.Such semantics will take the form of an ability to distinguish between data and index, and an algorithm for updating an index. Additionally,a capability has to be provided for the user to define the structure of the index and the data pages.All this will certainly make the operating system considerably more complex and whether it is worthwhile is an open question.Number of Indexes12345Manager0.95 1.12 1.27 1.42 1.57DataManager 1.04 1.37 1.58 1.80 2.00OSPerformanceGap9% 22%24% 27% 27%Table 2: Average processing time for varying number of indexes。
High-Performance Computing
High-Performance Computing High-performance computing (HPC) has become an essential tool for solving complex problems in various fields such as science, engineering, and business. It involves the use of supercomputers and parallel processing techniques to perform advanced calculations and simulations that are beyond the capabilities of traditional computing systems. However, the increasing demand for HPC resources has led to several challenges, including the need for more powerful hardware, efficient software, and sustainable energy solutions. In this response, we will explore the requirements and challenges of high-performance computing frommultiple perspectives, including technical, environmental, and economic considerations. From a technical perspective, the requirements for high-performance computing are constantly evolving as the demand for faster and more powerful systems continues to grow. Supercomputers must be equipped with thelatest hardware technologies, such as multi-core processors, high-speed interconnects, and large memory capacities, to handle the massive amounts of data and complex calculations involved in HPC tasks. Moreover, the software used in HPC applications must be optimized for parallel processing and distributed computing to fully utilize the capabilities of modern supercomputers. This requires significant investment in research and development to create efficient algorithms and programming models that can exploit the full potential of HPC systems. In addition to technical challenges, high-performance computing also raises environmental concerns due to its high energy consumption. Supercomputers are notorious for their massive power requirements, which can lead to significant carbon emissions and environmental impact. As the demand for HPC resources continues to increase, there is a growing need for sustainable energy solutions to power these systems. This has led to research into energy-efficient hardware designs, cooling technologies, and renewable energy sources to minimize the environmental footprint of high-performance computing. Furthermore, efforts are being made to develop energy-aware software and algorithms that can optimize power usage and reduce the environmental impact of HPC operations. From an economic perspective, the requirements for high-performance computing pose significant challenges in terms of cost and resource allocation. Building and maintainingsupercomputers is a costly endeavor, requiring substantial investment in hardware, software, and skilled personnel. Moreover, the rapid pace of technological advancement means that HPC systems quickly become obsolete, requiring frequent upgrades and replacements to stay competitive. This creates a financial burden for organizations and institutions that rely on HPC resources, leading to questions about the long-term sustainability and cost-effectiveness of high-performance computing. In conclusion, high-performance computing presents a wide range of requirements and challenges from technical, environmental, and economic perspectives. Meeting the demands for faster and more powerful HPC systems requires continuous innovation in hardware and software technologies, as well as a focus on sustainable energy solutions to minimize the environmental impact. Furthermore, the economic implications of high-performance computing raise questions about the cost-effectiveness and long-term sustainability of these systems. Addressing these requirements and challenges will require a multi-faceted approach that involves collaboration between industry, academia, and government to ensure that high-performance computing continues to advance while addressing its associated concerns.。
redhat6性能调优
Red Hat Enterprise Linux 6 Performance Tuning Guide Optimizing subsystem throughput in Red Hat Enterprise Linux 6Red Hat Subject Matter ExpertsPerformance Tuning GuideRed Hat Enterprise Linux 6 Performance Tuning Guide Optimizing subsystem throughput in Red Hat Enterprise Linux 6 Edition 1.0Author Red Hat Subject Matter ExpertsEditor Don DomingoEditor Laura BaileyCopyright © 2011 Red Hat, Inc. and others.The text of and illustrations in this document are licensed by Red Hat under a Creative Commons Attribution–Share Alike 3.0 Unported license ("CC-BY-SA"). An explanation of CC-BY-SA is available at /licenses/by-sa/3.0/. In accordance with CC-BY-SA, if you distribute this document or an adaptation of it, you must provide the URL for the original version.Red Hat, as the licensor of this document, waives the right to enforce, and agrees not to assert, Section 4d of CC-BY-SA to the fullest extent permitted by applicable law.Red Hat, Red Hat Enterprise Linux, the Shadowman logo, JBoss, MetaMatrix, Fedora, the Infinity Logo, and RHCE are trademarks of Red Hat, Inc., registered in the United States and other countries. Linux® is the registered trademark of Linus Torvalds in the United States and other countries.Java® is a registered trademark of Oracle and/or its affiliates.XFS® is a trademark of Silicon Graphics International Corp. or its subsidiaries in the United States and/or other countries.MySQL® is a registered trademark of MySQL AB in the United States, the European Union and other countries.All other trademarks are the property of their respective owners.1801 Varsity DriveRaleigh, NC 27606-2072 USAPhone: +1 919 754 3700Phone: 888 733 4281Fax: +1 919 754 3701The Performance Tuning Guide describes how to optimize the performance of a system running Red Hat Enterprise Linux 6. It also documents performance-related upgrades in Red Hat Enterprise Linux 6.While this guide contains procedures that are field-tested and proven, Red Hat recommends that you properly test all planned configurations in a testing environment before applying it to a production environment. You should also back up all your data and pre-tuning configurations.Preface v1. Document Conventions (v)1.1. Typographic Conventions (v)1.2. Pull-quote Conventions (vi)1.3. Notes and Warnings (vii)2. Getting Help and Giving Feedback (vii)2.1. Do You Need Help? (vii)2.2. We Need Feedback! (viii)1. Overview 11.1. Audience (1)1.2. Horizontal Scalability (2)1.2.1. Parallel Computing (2)1.3. Distributed Systems (3)1.3.1. Communication (3)1.3.2. Storage (4)1.3.3. Converged Networks (6)2. Red Hat Enterprise Linux 6 Performance Features 72.1. 64-Bit Support (7)2.2. Ticket Spinlocks (7)2.3. Dynamic List Structure (8)2.4. Tickless Kernel (8)2.5. Control Groups (9)2.6. Storage and File System Improvements (10)3. Monitoring and Analyzing System Performance 133.1. The proc File System (13)3.2. GNOME and KDE System Monitors (13)3.3. Built-in Command-line Monitoring Tools (14)3.4. Tuned and ktune (15)3.5. Application Profilers (15)3.5.1. SystemTap (15)3.5.2. OProfile (16)3.5.3. Valgrind (16)3.5.4. Perf (17)3.6. Red Hat Enterprise MRG (17)4. CPU 194.1. CPU and NUMA Topology (19)4.1.1. Using numactl and libnuma (21)4.2. NUMA and Multi-Core Support (22)4.3. NUMA enhancements in Red Hat Enterprise Linux 6 (24)4.3.1. Bare-metal and scalability optimizations (25)4.3.2. Virtualization optimizations (25)4.4. CPU Scheduler (26)4.4.1. Realtime scheduling policies (26)4.4.2. Normal scheduling policies (27)4.4.3. Policy Selection (27)4.5. Tuned IRQs (28)5. Memory 315.1. Huge Translation Lookaside Buffer (HugeTLB) (31)5.2. Huge Pages and Transparent Huge Pages (31)5.3. Capacity Tuning (32)5.4. Tuning Virtual Memory (34)iiiPerformance Tuning Guide6. Input/Output 376.1. Features (37)6.2. Analysis (37)6.3. Tools (39)6.4. Configuration (43)6.4.1. Completely Fair Queuing (CFQ) (43)6.4.2. Deadline I/O Scheduler (45)6.4.3. Noop (45)7. Storage 497.1. Tuning Considerations for File Systems (49)7.1.1. Formatting Options (49)7.1.2. Mount Options (50)7.1.3. File system maintenance (51)7.1.4. Application Considerations (51)7.2. Profiles for file system performance (51)7.3. File Systems (52)7.3.1. The Ext4 File System (52)7.4. The XFS File System (52)7.4.1. Basic tuning for XFS (53)7.4.2. Advanced tuning for XFS (53)7.5. Clustering (56)7.5.1. Global File System 2 (56)8. Networking 598.1. Network Performance Enhancements (59)8.2. Optimized Network Settings (60)8.3. Overview of Packet Reception (62)8.4. Resolving Common Queuing/Frame Loss Issues (63)8.4.1. NIC Hardware Buffer (63)8.4.2. Socket Queue (64)8.5. Multicast Considerations (65)A. Revision History 67 ivPreface1. Document ConventionsThis manual uses several conventions to highlight certain words and phrases and draw attention to specific pieces of information.In PDF and paper editions, this manual uses typefaces drawn from the Liberation Fonts1 set. The Liberation Fonts set is also used in HTML editions if the set is installed on your system. If not, alternative but equivalent typefaces are displayed. Note: Red Hat Enterprise Linux 5 and later includes the Liberation Fonts set by default.1.1. Typographic ConventionsFour typographic conventions are used to call attention to specific words and phrases. These conventions, and the circumstances they apply to, are as follows.Mono-spaced BoldUsed to highlight system input, including shell commands, file names and paths. Also used to highlight keycaps and key combinations. For example:To see the contents of the file my_next_bestselling_novel in your currentworking directory, enter the cat my_next_bestselling_novel command at theshell prompt and press Enter to execute the command.The above includes a file name, a shell command and a keycap, all presented in mono-spaced bold and all distinguishable thanks to context.Key combinations can be distinguished from keycaps by the hyphen connecting each part of a key combination. For example:Press Enter to execute the command.Press Ctrl+Alt+F2 to switch to the first virtual terminal. Press Ctrl+Alt+F1 toreturn to your X-Windows session.The first paragraph highlights the particular keycap to press. The second highlights two key combinations (each a set of three keycaps with each set pressed simultaneously).If source code is discussed, class names, methods, functions, variable names and returned values mentioned within a paragraph will be presented as above, in mono-spaced bold. For example: File-related classes include filesystem for file systems, file for files, and dir fordirectories. Each class has its own associated set of permissions.Proportional BoldThis denotes words or phrases encountered on a system, including application names; dialog box text; labeled buttons; check-box and radio button labels; menu titles and sub-menu titles. For example: Choose System → Preferences → Mouse from the main menu bar to launch MousePreferences. In the Buttons tab, click the Left-handed mouse check box and click1 https:///liberation-fonts/vPrefacevi Close to switch the primary mouse button from the left to the right (making the mousesuitable for use in the left hand).To insert a special character into a gedit file, choose Applications → Accessories → Character Map from the main menu bar. Next, choose Search → Find… from the Character Map menu bar, type the name of the character in the Search field and click Next. The character you sought will be highlighted in the Character Table. Double-click this highlighted character to place it in the Text to copy field and then click the Copy button. Now switch back to your document and choose Edit → Paste from the gedit menu bar.The above text includes application names; system-wide menu names and items; application-specific menu names; and buttons and text found within a GUI interface, all presented in proportional bold and all distinguishable by context.Mono-spaced Bold Italic or Proportional Bold ItalicWhether mono-spaced bold or proportional bold, the addition of italics indicates replaceable or variable text. Italics denotes text you do not input literally or displayed text that changes depending on circumstance. For example:To connect to a remote machine using ssh, type ssh username@ ata shell prompt. If the remote machine is and your username on thatmachine is john, type ssh john@.The mount -o remount file-system command remounts the named filesystem. For example, to remount the /home file system, the command is mount -oremount /home.To see the version of a currently installed package, use the rpm -q packagecommand. It will return a result as follows: package-version-release.Note the words in bold italics above — username, , file-system, package, version and release. Each word is a placeholder, either for text you enter when issuing a command or for text displayed by the system.Aside from standard usage for presenting the title of a work, italics denotes the first use of a new and important term. For example:Publican is a DocBook publishing system.1.2. Pull-quote ConventionsTerminal output and source code listings are set off visually from the surrounding text.Output sent to a terminal is set in mono-spaced romanand presented thus:Source-code listings are also set in mono-spaced romanbut add syntax highlighting as follows:Notes and Warningsvii1.3. Notes and WarningsFinally, we use three visual styles to draw attention to information that might otherwise be overlooked.2. Getting Help and Giving Feedback2.1. Do You Need Help?If you experience difficulty with a procedure described in this documentation, visit the Red Hat Customer Portal at . Through the customer portal, you can:•search or browse through a knowledgebase of technical support articles about Red Hat products.•submit a support case to Red Hat Global Support Services (GSS).Preface viii•access other product documentation.Red Hat also hosts a large number of electronic mailing lists for discussion of Red Hat software and technology. You can find a list of publicly available mailing lists at https:///mailman/listinfo . Click on the name of any mailing list to subscribe to that list or to access the list archives.2.2. We Need Feedback!If you find a typographical error in this manual, or if you have thought of a way to make this manual better, we would love to hear from you! Please submit a report in Bugzilla: /against the product Red Hat Enterprise Linux 6.When submitting a bug report, be sure to mention the manual's identifier: doc-Performance_Tuning_GuideIf you have a suggestion for improving the documentation, try to be as specific as possible when describing it. If you have found an error, please include the section number and some of the surrounding text so we can find it easily.Chapter 1.1OverviewThe Performance Tuning Guide is a comprehensive reference on the configuration and optimization of Red Hat Enterprise Linux. While this release also contains information on Red Hat Enterprise Linux 5performance capabilities, all instructions supplied herein are specific to Red Hat Enterprise Linux 6.This book is divided into chapters discussing specific subsystems in Red Hat Enterprise Linux. The Performance Tuning Guide focuses on three major themes per subsystem:FeaturesEach subsystem chapter describes performance features unique to (or implemented differently) in Red Hat Enterprise Linux 6. These chapters also discuss Red Hat Enterprise Linux 6 updates that significantly improved the performance of specific subsystems over Red Hat Enterprise Linux 5.AnalysisThe book also enumerates performance indicators for each specific subsystem. Typical values for these indicators are described in the context of specific services, helping you understand their significance in real-world, production systems.In addition, the Performance Tuning Guide also shows different ways of retrieving performance data (i.e. profiling) for a subsystem. Note that some of the profiling tools showcased here are documented elsewhere with more detail.ConfigurationPerhaps the most important information in this book are instructions on how to adjust theperformance of a specific subsystem in Red Hat Enterprise Linux 6. The Performance Tuning Guide explains how to fine-tune a Red Hat Enterprise Linux 6 subsystem for specific services.Keep in mind that tweaking a specific subsystem's performance may affect the performance ofanother, sometimes adversely. The default configuration of Red Hat Enterprise Linux 6 is optimal for most services running under moderate loads.The procedures enumerated in the Performance Tuning Guide were tested extensively by Red Hat engineers in both lab and field. However, Red Hat recommends that you properly test all planned configurations in a secure testing environment before applying it to your production servers. You should also back up all data and configuration information before you start tuning your system.1.1. AudienceThis book is suitable for two types of readers:System/Business AnalystThis book enumerates and explains Red Hat Enterprise Linux 6 performance features at a high level, providing enough information on how subsystems perform for specific workloads (both by default and when optimized). The level of detail used in describing Red Hat Enterprise Linux 6performance features helps potential customers and sales engineers understand the suitability of this platform in providing resource-intensive services at an acceptable level.The Performance Tuning Guide also provides links to more detailed documentation on each feature whenever possible. At that detail level, readers can understand these performancefeatures enough to form a high-level strategy in deploying and optimizing Red Hat Enterprise Linux 6. This allows readers to both develop and evaluate infrastructure proposals.This feature-focused level of documentation is suitable for readers with a high-level understanding of Linux subsystems and enterprise-level networks.Chapter 1. Overview 2System Administrator The procedures enumerated in this book are suitable for system administrators with RHCE1skill level (or its equivalent, that is, 3-5 years experience in deploying and managing Linux). The Performance Tuning Guide aims to provide as much detail as possible about the effects of each configuration; this means describing any performance trade-offs that may occur.The underlying skill in performance tuning lies not in knowing how to analyze and tune asubsystem. Rather, a system administrator adept at performance tuning knows how to balance and optimize a Red Hat Enterprise Linux 6 system for a specific purpose . This means alsoknowing which trade-offs and performance penalties are acceptable when attempting to implement a configuration designed to boost a specific subsystem's performance.1.2. Horizontal ScalabilityRed Hat's efforts in improving the performance of Red Hat Enterprise Linux 6 focus on scalability .Performance-boosting features are evaluated primarily based on how they affect the platform'sperformance in different areas of the workload spectrum — that is, from the lonely web server to the server farm mainframe.Focusing on scalability allows Red Hat Enterprise Linux to maintain its versatility for different types of workloads and purposes. At the same time, this means that as your business grows and your workload scales up, re-configuring your server environment is less prohibitive (in terms of cost and man-hours) and more intuitive.Red Hat makes improvements to Red Hat Enterprise Linux for both horizontal scalability and vertical scalability ; however, horizontal scalability is the more generally applicable use case. The idea behind horizontal scalability is to use multiple standard computers to distribute heavy workloads in order to improve performance and reliability.In a typical server farm, these standard computers come in the form of 1U rack-mounted servers and blade servers. Each standard computer may be as small as a simple two-socket system, although some server farms use large systems with more sockets. Some enterprise-grade networks mix large and small systems; in such cases, the large systems are high performance servers (for example,database servers) and the small ones are dedicated application servers (for example, web or mail servers).This type of scalability simplifies the growth of your IT infrastructure: a medium-sized business with an appropriate load might only need two pizza box servers to suit all their needs. As the business hires more people, expands its operations, increases its sales volumes and so forth, its IT requirements increase in both volume and complexity. Horizontal scalability allows IT to simply deploy additional machines with (mostly) identical configurations as their predecessors.To summarize, horizontal scalability adds a layer of abstraction that simplifies system hardwareadministration. By developing the Red Hat Enterprise Linux platform to scale horizontally, increasing the capacity and performance of IT services can be as simple as adding new, easily configured machines.1.2.1. Parallel ComputingUsers benefit from Red Hat Enterprise Linux's horizontal scalability not just because it simplifies system hardware administration; but also because horizontal scalability is a suitable development philosophy given the current trends in hardware advancement.1 Red Hat Certified Engineer. For more information, refer to /certification/rhce/.Distributed Systems Consider this: most complex enterprise applications have thousands of tasks that must be performed simultaneously, with different coordination methods between tasks. While early computers had a single-core processor to juggle all these tasks, virtually all processors available today have multiple cores. Effectively, modern computers put multiple cores in a single socket, making even single-socket desktops or laptops multi-processor systems.As of 2010, standard Intel and AMD processors were available with two to sixteen cores. Such processors are prevalent in pizza box or blade servers, which can now contain as many as 40 cores. These low-cost, high-performance systems bring large system capabilities and characteristics into the mainstream.To achieve the best performance and utilization of a system, each core must be kept busy. This means that 32 separate tasks must be running to take advantage of a 32-core blade server. If a blade chassis contains ten of these 32-core blades, then the entire setup can process a minimum of 320 tasks simultaneously. If these tasks are part of a single job, they must be coordinated.Red Hat Enterprise Linux was developed to adapt well to hardware development trends andensure that businesses can fully benefit from them. Section 1.3, “Distributed Systems” explores the technologies that enable Red Hat Enterprise Linux's horizontal scalability in greater detail.1.3. Distributed SystemsTo fully realize horizontal scalability, Red Hat Enterprise Linux uses many components of distributed computing. The technologies that make up distributed computing are divided into three layers:CommunicationHorizontal scalability requires many tasks to be performed simultaneously (in parallel). As such, these tasks must have interprocess communication to coordinate their work. Further, a platform with horizontal scalability should be able to share tasks across multiple systems.StorageStorage via local disks is not sufficient in addressing the requirements of horizontal scalability.Some form of distributed or shared storage is needed, one with a layer of abstraction that allows a single storage volume's capacity to grow seamlessly with the addition of new storage hardware. ManagementThe most important duty in distributed computing is the management layer. This management layer coordinates all software and hardware components, efficiently managing communication, storage, and the usage of shared resources.The following sections describe the technologies within each layer in more detail.1.3.1. CommunicationThe communication layer ensures the transport of data, and is composed of two parts:•Hardware•SoftwareThe simplest (and fastest) way for multiple systems to communicate is through shared memory. This entails the usage of familiar memory read/write operations; shared memory has the high bandwidth, low latency, and low overhead of ordinary memory read/write operations.Chapter 1. OverviewEthernetThe most common way of communicating between computers is over Ethernet. Today, Gigabit Ethernet (GbE) is provided by default on systems, and most servers include 2-4 ports of Gigabit Ethernet. GbE provides good bandwidth and latency. This is the foundation of most distributed systems in use today. Even when systems include faster network hardware, it is still common to use GbE for a dedicated management interface.10GbETen Gigabit Ethernet (10GbE) is rapidly growing in acceptance for high end and even mid-range servers. 10GbE provides ten times the bandwidth of GbE. One of its major advantages is with modern multi-core processors, where it restores the balance between communication and computing. You can compare a single core system using GbE to an eight core system using 10GbE. Used in this way, 10GbE is especially valuable for maintaining overall system performance and avoiding communication bottlenecks.Unfortunately, 10GbE is expensive. While the cost of 10GbE NICs has come down, the price of interconnect (especially fibre optics) remains high, and 10GbE network switches are extremely expensive. We can expect these prices to decline over time, but 10GbE today is most heavily used in server room backbones and performance-critical applications.InfinibandInfiniband offers even higher performance than 10GbE. In addition to TCP/IP and UDP network connections used with Ethernet, Infiniband also supports shared memory communication. This allows Infiniband to work between systems via remote direct memory access (RDMA).The use of RDMA allows Infiniband to move data directly between systems without the overhead of TCP/IP or socket connections. In turn, this reduces latency, which is critical to some applications. Infiniband is most commonly used in High Performance Technical Computing (HPTC) applications which require high bandwidth, low latency and low overhead. Many supercomputing applications benefit from this, to the point that the best way to improve performance is by investing in Infiniband rather than faster processors or more memory.RoCCERDMA over Ethernet (RoCCE) implements Infiniband-style communications (including RDMA) overa 10GbE infrastructure. Given the cost improvements associated with the growing volume of 10GbE products, it is reasonable to expect wider usage of RDMA and RoCCE in a wide range of systems and applications.Each of these communication methods is fully-supported by Red Hat for use with Red Hat Enterprise Linux 6.1.3.2. StorageAn environment that uses distributed computing uses multiple instances of shared storage. This can mean one of two things:•Multiple systems storing data in a single location• A storage unit (e.g. a volume) composed of multiple storage appliancesThe most familiar example of storage is the local disk drive mounted on a system. This is appropriate for IT operations where all applications are hosted on one host, or even a small number of hosts.Storage However, as the infrastructure scales to dozens or even hundreds of systems, managing as many local storage disks becomes difficult and complicated.Distributed storage adds a layer to ease and automate storage hardware administration as the business scales. Having multiple systems share a handful of storage instances reduces the number of devices the administrator needs to manage.Consolidating the storage capabilities of multiple storage appliances into one volume helps both users and administrators. This type of distributed storage provides a layer of abstraction to storage pools: users see a single unit of storage, which an administrator can easily grow by adding more hardware. Some technologies that enable distributed storage also provide added benefits, such as failover and multipathing.NFSNetwork File System (NFS) allows multiple servers or users to mount and use the same instance of remote storage via TCP or UDP. NFS is commonly used to hold data shared by multiple applications. It is also convenient for bulk storage of large amounts of data.SANStorage Area Networks (SANs) use either Fibre Channel or iSCSI protocol to provide remote access to storage. Fibre Channel infrastructure (such as Fibre Channel host bus adapters, switches, and storage arrays) combines high performance, high bandwidth, and massive storage. SANs separate storage from processing, providing considerable flexibility in system design.The other major advantage of SANs is that they provide a management environment for performing major storage hardware administrative tasks. These tasks include:•Controlling access to storage•Managing large amounts of data•Provisioning systems•Backing up and replicating data•Taking snapshots•Supporting system failover•Ensuring data integrity•Migrating dataGFS2The Red Hat Global File System 2 (GFS2) file system provides several specialized capabilities. The basic function of GFS2 is to provide a single file system, including concurrent read/write access, shared across multiple members of a cluster. This means that each member of the cluster sees exactly the same data "on disk" in the GFS2 filesystem.GFS2 allows all systems to have concurrent access to the "disk". To maintain data integrity, GFS2 uses a Distributed Lock Manager (DLM), which only allows one system to write to a specific location at a time.GFS2 is especially well-suited for failover applications that require high availability in storage.Chapter 1. OverviewFor more information about GFS2, refer to the Global File System 2 Guide4.For more information about storage in general, refer to the Storage Administration Guide5.1.3.3. Converged NetworksCommunication over the network is normally done through Ethernet, with storage traffic using a dedicated Fibre Channel SAN environment. It is common to have a dedicated network or serial link for system management, and perhaps even heartbeat6. As a result, a single server is typically on multiple networks.Providing multiple connections on each server is expensive, bulky, and complex to manage. This gave rise to the need for a way to consolidate all connections into one. Fibre Channel over Ethernet (FCoE) and Internet SCSI (iSCSI) address this need.FCoEWith FCoE, standard fibre channel commands and data packets are transported over a 10GbE physical infrastructure via a single converged network card (CNA). Standard TCP/IP ethernet traffic and fibre channel storage operations can be transported via the same link. FCoE uses one physical network interface card (and one cable) for multiple logical network/storage connections.FCoE offers the following advantages:Reduced number of connectionsFCoE reduces the number of network connections to a server by half. You can still choose to have multiple connections for performance or availability; however, a single connection provides both storage and network connectivity. This is especially helpful for pizza box servers and blade servers, since they both have very limited space for components.Lower costReduced number of connections immediately means reduced number of cables, switches, and other networking equipment. Ethernet's history also features great economies of scale; the cost of networks drops dramatically as the number of devices in the market goes from millions to billions, as was seen in the decline in the price of 100Mb Ethernet and gigabit Ethernet devices.Similarly, 10GbE will also become cheaper as more businesses adapt to its use. Also, as CNA hardware is integrated into a single chip, widespread use will also increase its volume in themarket, which will result in a significant price drop over time.iSCSIInternet SCSI (iSCSI) is another type of converged network protocol; it is an alternative to FCoE. Like fibre channel, iSCSI provides block-level storage over a network. However, iSCSI does not provide a complete management environment. The main advantage of iSCSI over FCoE is that iSCSI provides much of the capability and flexibility of fibre channel, but at a lower cost.4 /docs/en-US/Red_Hat_Enterprise_Linux/6/html-single/Global_File_System_2/index.html5 /docs/en-US/Red_Hat_Enterprise_Linux/6/html-single/Storage_Administration_Guide/index.html6Heartbeat is the exchange of messages between systems to ensure that each system is still functioning. If a system "loses heartbeat" it is assumed to have failed and is shut down, with another system taking over for it.。
体外培养胚胎生命力的评估
体外培养胚胎 生命力 的评估也是人类 辅助生 殖领域 的难点。 自从人类胚胎体外培养 以来 ,如何 快速准确又无创伤地判别 哪些是 真正具有 发育潜 能 的胚胎 ,一 直 困扰着 胚 胎学 家 。
形态学评估对胚胎无损伤 ,操作 简便 ,尽管有 其局限性 ,至今仍是最为常用的评价着床前胚胎活 力 的方 法 ,甚 至 是 目前 判 断胚 胎 质 量 的 唯一 较 公 认 的标 准【】-21。根 据 人类 胚 胎 分 裂 的规 律 ,早 期种 植 前
clinical outcome of assisted reproductive technology and reduced multiple pregnancy.
【Key words】 Embryonic development;Embryo transfer;Reproductive techniques,assisted;Pregu (.,lntReprodHealth/Fam Plan,2012,31:349—350,358)
国际生殖健康/计划生育杂志 2012年9月第31卷爿 塑 ! 竺 ! £ : ! !! !! ! :!!!: !: !:
· 349·
· 专 家 笔 谈 ·
体 外培养胚胎生命 力的评估
performance-evaluation-report-ivdd
Performance Evaluation Report (IVDD)The Performance Evaluation Report contains the methods and results regarding scientific validity, analytical performance and clinical performance.There’s a separate standard available for that: EN 13612:2002. It’s very short and doesn’t contain a whole lot of information. Additionally, there are three IMDRF guidance documents:•GHTF/SG5/N6:2012•GHTF/SG5/N7:2012•GHTF/SG5/N8:2012Product•Name: <product name>•Version: <product version>•Basic UDI-DI: <insert UDI-DI, if/when available>Mapping of Requirements to Document SectionsEN 13612:2002 Section Document Section 3.1 Responsibilities and Resources Performance Evaluation Plan3.2 Documentation Performance Evaluation Plan10 3.3 Final Assessment and Review Performance EvaluationReport (this one)7, 8, 9 4.1 Preconditions Performance EvaluationReport (this one)4.2 Evaluation Plan Performance Evaluation Plan4.3 Sites and Resources Performance Evaluation Plan4.4 Basic Design Information Performance Evaluation Plan4.5 Experimental Design Performance Evaluation Plan4.6 Performance Study Records Performance Evaluation Plan4.7 Observations and UnexpectedPerformance Evaluation Plan Outcomes4.8 Evaluation Report Performance Evaluation(all)Report (this one)5. Modifications During the PerformancePerformance Evaluation Plan Evaluation Study6. Re-evaluation Performance Evaluation Plan7. Protection and Safety of Probands Performance Evaluation Plan1. List of AbbreviationsAbbreviation ExplanationIVD MD In-vitro diagnostic medical device2. Product•Name: <product name>•Version: <product version>•Basic UDI-DI: <insert UDI-DI, if/when available>•UMDNS-Code:•GMDN-Code:3. Relevant Documents•SOP Performance Evaluation•Performance Evaluation Plan4. Intended UseCopy-paste the intended use of your device here.5. Risk AnalysisCopy-paste the summary of your Risk Analysis Report here.6. Medical Context and State of the Art6.1 Medical ContextSummarize in which medical c ontext your IVD is used. If it’s a HIV test, it may be used for screening, or maybe only for people who think they’ve recently gotten infected with HIV.6.2 State of the ArtDescribe how this is currently done. Continuing the example above: What happens currently to those patients who are screened for HIV, or those who think they’ve gotten infected? Are there any specific tests out there or is the state-of-the-art procedure another one, like (random example) doing a chest x-ray?7. Scientific ValidityThis is generally based on literature research. Whatever your IVD is measuring, the current scientific knowledge has some sort of (valid) reason for this, because it is associated to some sort of condition. Can you still follow?Here’s an example: You’ve develo ped a HIV test. Based on current scientific knowledge, it makes sense to do HIV tests on people because it’s established that HIV is a non-benign disease which will lead to AIDS some time in the future. Early detection is useful because early treatment leads to favorable outcomes. Therefore, it’s scientifically valid to do HIV tests.7.1 Scientific Validity: Literature Search MethodsDescribe your methods for your literature research for scientific validity. You’ll probably have a list of keywords which you’ll be entering in certain databases (or other literature sources).Some example literature sources from guidance document GHTF/SG5/N7:2012:•scientific databases – bibliographic (e.g. MEDLINE, EMBASE);•specialized databases (e.g. MEDION)•stematic review databases (e.g. Cochrane Collaboration);•clinical trial registers (e.g. CENTRAL, NIH);•adverse event report databases (e.g. MAUDE, IRIS)•scientific databases – bibliographic (e.g. MEDLINE, EMBASE);•specialized databases (e.g. MEDION)•systematic review databases (e.g. Cochrane Collaboration);•clinical trial registers (e.g. CENTRAL, NIH);•adverse event report databases (e.g. MAUDE, IRIS)•reference texts7.2 Scientific Validity: Literature Search ResultsDescribe your search results from your literature researchDatabase Search term # Hits #EvaluatedAbstracts# PotentialRelevantPublicationsDatabase Title Author Year Summary Relevant? Why?7.3 Scientific Validity: Literature Search ConclusionThis is a bit like the “discussion” section in a scientific paper. You reach some sort of conclusion, based on your literature search. In the HIV test example, this would be something like “testing for HIV is useful because HIV is the diseases which subsequently leads to AIDS, and early de tection of that is good”. 8. Analytical PerformancePretty simple. Describe the metrics by which your IVD detects whatever it should detect.In the HIV test example, those could be sensitivity / specificity values, in other words: If I use this test on 100 blood samples from different patients, what sort of analytical performance can I expect?This will require you to run your test on some sort of test set and do some analysis on those results.8.1 Analytical Performance: MethodsDescribe your methods. If you have a Machine Learning model, you could describe your test set and why you chose that specific dataset as test set. You could also describe the metrics by which you evaluate the performance of your ML model.8.2 Analytical Performance: ResultsDescribe your results. Again, similar to a peer-reviewed paper.9. Clinical PerformanceSlightly harder to comprehend and a bit similar to Scientific Validity. These are the performance metrics of your product in its intended patient population.So, for the HIV te st: You’ll have some numbers for the analytical performance, but that’s only on the “reagent” level. What are the metrics when you actually use that test on real people? There’s probably a different sensitivity / specificity. Maybe certain comorbidities (like other viral diseases) may lead to false-positive test results. So, this is like analytical performance, but in the real world, on real patients.You can also do a literature research for this, or do a clinical performance study.9.1 Clinical Performance: MethodsDescribe the methods of your clinical performance evaluation.9.2 Clinical Performance: ResultsDescribe your results.10. ConclusionConclude why your IVD is safe and effective to use. It makes sense to refer to your intended use, the risks in your risk analysis, and the scientific validity, analytical performance and clinical performance.11. Dates and SignaturesDate and sign the plan. If your document management system supports it, you can digitally sign by typing e.g. your initials in the “Signature” field. Otherwise, you can still sign it the old-school way (print it and sign sheet of paper, ugh).Activitiy Name SignatureCreationReviewApproval12. Qualification of the Responsible EvaluatorsAttach CVs of the people who were involved in writing the Performance Evaluation. They must be “adequately skilled and trained”.Template Copyright . See template license.Please don’t remove this notice even if you’ve modified contents of this template.。
performance evaluation理工英语4
performance evaluation理工英语4 Title: Performance Evaluation in EngineeringIntroduction:Performance evaluation plays a crucial role in various fields, including engineering. It allows organizations to assess the efficiency and effectiveness of their employees, processes, and systems. This article aims to delve into the concept of performance evaluation in the context of engineering, highlighting its importance and providing a comprehensive understanding of the subject.I. Importance of Performance Evaluation in Engineering:1.1 Ensuring Quality Output:- Performance evaluation enables organizations to identify and address any shortcomings in the engineering processes, ensuring high-quality outputs.1.2 Enhancing Efficiency:- By evaluating individual and team performance, organizations can identify areas for improvement, leading to increased efficiency in engineering tasks.1.3 Promoting Innovation:- Performance evaluation encourages engineers to think creatively and find innovative solutions to problems, fostering a culture of continuous improvement within the organization.II. Key Metrics for Performance Evaluation in Engineering:2.1 Technical Skills:- Assessing an engineer's technical skills, including their proficiency in relevant software, tools, and technologies, is crucial for evaluating their performance.2.2 Problem-Solving Abilities:- Evaluating an engineer's ability to analyze problems, identify potential solutions, and implement effective strategies is essential for performance assessment.2.3 Communication Skills:- Effective communication is vital in engineering, and evaluating an engineer's ability to communicate ideas, collaborate with team members, and present information accurately is important.2.4 Time Management:- Assessing an engineer's ability to manage time efficiently, meet deadlines, and prioritize tasks helps in evaluating their overall performance.2.5 Adaptability and Learning:- Performance evaluation should consider an engineer's adaptability to changing technologies and their willingness to learn and upgrade their skills.III. Methods of Performance Evaluation in Engineering:3.1 Self-Assessment:- Engineers can evaluate their own performance by reflecting on their achievements, identifying areas for improvement, and setting goals for professional development.3.2 Peer Evaluation:- Colleagues within the engineering team can provide valuable insights into an engineer's performance, offering a different perspective and identifying strengths and weaknesses.3.3 Supervisory Evaluation:- Supervisors can assess an engineer's performance based on their observations, feedback from clients or stakeholders, and the achievement of predetermined goals.3.4 360-Degree Feedback:- This evaluation method involves input from multiple sources, including supervisors, peers, subordinates, and clients, providing a comprehensive view of an engineer's performance.3.5 Key Performance Indicators (KPIs):- Organizations can establish specific KPIs for engineering tasks, such as project completion time, error rates, or customer satisfaction, to measure and evaluate performance objectively.IV. Challenges and Solutions in Performance Evaluation in Engineering:4.1 Subjectivity:- Performance evaluation in engineering can be subjective due to varying opinions and biases. Implementing clear evaluation criteria and providing proper training to evaluators can help mitigate this challenge.4.2 Quantifying Technical Skills:- Assessing technical skills can be challenging, but utilizing standardized tests, certifications, and practical assessments can provide a more objective evaluation.4.3 Balancing Individual and Team Performance:- Evaluating individual performance while considering the collaborative nature of engineering work requires a balanced approach. Incorporating team-based evaluations and recognizing collective achievements can address this challenge.Conclusion:In conclusion, performance evaluation in engineering is essential for organizations to ensure quality output, enhance efficiency, and promote innovation. By focusing on key metrics, utilizing appropriate evaluation methods, and addressing challenges,organizations can effectively evaluate the performance of engineers and drive continuous improvement in the field of engineering.。
生态调度效果评估方案
生态调度效果评估方案1. 引言生态调度是指在计算机科学领域中,为了提高计算资源的利用率和效能,通过动态调整任务分配和资源利用策略来实现系统性能的最优化。
在一个复杂的集群环境中,为了评估生态调度的效果,需要设计一种评估方案来定量地分析和比较不同调度算法的性能。
本文将介绍一个生态调度效果评估方案,该方案可以帮助系统管理员或开发人员评估并选择最优的生态调度算法。
2. 评估指标在评估生态调度的效果时,需要考虑以下几个指标:2.1 利用率利用率是指系统中计算资源的使用率,可以通过以下公式计算:$$ 利用率 = \\frac{实际使用资源}{总资源} $$利用率越高,说明系统的资源利用效率越高。
2.2 响应时间响应时间是指任务在系统中执行完成所需要的时间。
较低的响应时间意味着系统能够更快地响应用户请求。
2.3 吞吐量吞吐量是指在单位时间内系统能够处理的任务数量。
较高的吞吐量表示系统具有较强的处理能力。
2.4 能耗在考虑生态调度效果时,还需要考虑系统的能耗情况。
较低的能耗表示系统运行效率高,能够节省能源。
3. 实验设计为了评估生态调度的效果,可以采用以下步骤进行实验设计:3.1 数据收集首先,需要收集一组任务和资源使用的数据。
可以使用真实的任务数据或者通过模拟生成一组测试数据。
3.2 算法实现实现不同的生态调度算法,可以选择常用的算法,例如最少任务数、最小响应时间或者随机分配等。
3.3 仿真实验使用收集到的数据和实现的生态调度算法,进行一系列仿真实验。
在每个实验中,记录下关注的指标,如利用率、响应时间、吞吐量和能耗。
3.4 比较和分析对不同算法的实验结果进行比较和分析。
可以使用统计方法或可视化工具来展示实验结果,并进行定量和定性的比较。
4. 结果分析通过实验结果的比较和分析,可以得出不同生态调度算法在不同指标下的效果。
根据实验结果,选择最优的生态调度算法,以实现最佳的系统性能。
5. 结论本文提出了一个生态调度效果评估方案,该方案基于一系列实验,通过比较和分析不同生态调度算法在各项指标下的表现,帮助系统管理员或开发人员选择最优的生态调度算法。
intefrence time评估指标
intefrence time评估指标Intereference Time Evaluation Metrics: A Step-by-Step AnalysisIntroduction:In the field of information technology, the performance of systems and applications is a critical factor in determining their effectiveness and user satisfaction. One important aspect of performance evaluation is the measurement of interference time. In this article, we will dive into the topic of interference time evaluation metrics, discussing their importance, methodologies, and step-by-step analysis.Understanding Interference Time:Interference time refers to the duration during which a system or application is affected by external factors that hinder its normal operation. These factors can include software or hardware failures, network congestion, resource limitations, and other external events. Evaluating interference time is crucial in measuring the system's resilience and its ability to maintain uninterrupted operation despite these interferences.Importance of Interference Time Evaluation:Interference time evaluation holds significance in several areas. Firstly, it aids in assessing the reliability of a system or application. By analyzing the duration and frequency of interferences encountered, organizations can identify potential weaknesses and vulnerabilities that need to be addressed. Furthermore, interference time evaluation helps determine the overall performance and efficiency of a system, enabling organizations to make informed decisions regarding system optimization and resource allocation. Lastly, it plays a vital role in ensuring user satisfaction by measuring the system's ability to maintain a consistent user experience even in the presence of interferences.Methodologies for Interference Time Evaluation:Now that we understand the importance of interference time evaluation, let's explore the methodologies employed to measure and analyze interference time.1. Data Collection: The first step in evaluating interference time is tocollect relevant data. This can be achieved through various means, such as monitoring system logs, conducting experiments with controlled interferences, or leveraging real-time monitoring tools.2. Identification of Interference Events: Once the data is collected, the next step is to identify interference events within the dataset. This can be done by analyzing system logs for error messages, examining network traffic patterns, or leveraging statistical analysis techniques to detect anomalies.3. Calculation of Interference Time: Once the interference events are identified, the time duration of each event needs to be calculated. This can be achieved by determining the start and end timestamps of each event and calculating the time difference.4. Aggregation and Analysis: After obtaining the interference time for each event, the data needs to be aggregated and analyzed. This involves calculating various metrics such as mean, median, and standard deviation of interference time. Additionally, visualizations such as histograms or time-series plots can aid in identifying patterns and trends.5. Comparison and Benchmarking: Finally, the interference time metrics obtained from the analysis can be compared against industry standards or benchmarks to assess the system's performance. This step helps organizations gauge their performance relative to their peers and identify areas where improvements can be made.Conclusion:In conclusion, interference time evaluation metrics provide valuable insights into a system's reliability, performance, and user satisfaction. By following a step-by-step analysis approach, organizations can collect, analyze, and benchmark interference time metrics to identify weaknesses, optimize systems, and ensure uninterrupted operations. These evaluations pave the way for continuous improvements and enhanced user experiences in the ever-evolving field of information technology.。
关于英文对电影评价的作文
关于英文对电影评价的作文英文:When it comes to evaluating a movie, there are several factors that I take into consideration. Firstly, the plot of the movie plays a crucial role in determining its quality. A well-crafted and engaging storyline can captivate the audience and keep them hooked from start to finish. For example, I recently watched a movie called "Inception" and was blown away by its intricate and mind-bending plot. The way the story unfolded kept me on the edge of my seat, and I found myself thinking about it long after the credits rolled.In addition to the plot, the acting in a movie also greatly impacts my evaluation. A talented cast can bring the characters to life and make the story more believable and relatable. Take for instance the movie "The Shawshank Redemption," where the performances of Tim Robbins and Morgan Freeman were simply outstanding. Their portrayal ofthe characters added depth and emotion to the film, making it a truly unforgettable experience.Furthermore, the cinematography and visual effects of a movie are important factors for me. A visually stunningfilm can create a mesmerizing and immersive experience for the audience. One movie that comes to mind is "Avatar," which wowed audiences with its breathtaking visuals and groundbreaking use of 3D technology. The stunning visuals added an extra layer of depth to the story and made the movie a feast for the eyes.Lastly, the overall impact and message of a movie also influence my evaluation. A thought-provoking and meaningful film can leave a lasting impression and provoke introspection. For example, the movie "Dead Poets Society" left me contemplating the importance of following one's passion and living life to the fullest. The powerful message of the film resonated with me long after I had finished watching it.中文:说到评价一部电影,我会考虑几个因素。
performance validation 半导体 -回复
performance validation 半导体-回复Performance Validation in Semiconductor IndustryIntroduction:The semiconductor industry plays a crucial role in advancing technologies and powering various electronic devices. With the rapid pace of development in this sector, validating the performance of semiconductor devices has become increasingly important. Performance validation ensures that a semiconductor device operates reliably within specified parameters, meeting the demands of modern applications. This article provides astep-by-step explanation of the process involved in performance validation in the semiconductor industry.Step 1: Understanding Performance ValidationPerformance validation involves the assessment of various aspects of a semiconductor device's functionality, efficiency, and reliability. It aims to verify that the device performs optimally and consistently under different operating conditions. The validation process encompasses both physical and electrical tests, analyzingparameters such as power consumption, temperature variation, signal integrity, and overall device performance.Step 2: Test Plan DevelopmentThe first step in performance validation is the development of a comprehensive test plan. This plan defines the objectives, methodologies, and tools to be used during the validation process. It outlines the parameters to be tested, the test environment, and the expected outcomes. Test plans are often tailored to specific semiconductor devices, ensuring that the complete range of functionalities and performance requirements are adequately assessed.Step 3: Test Setup and ExecutionOnce the test plan is established, the next step involves setting up the necessary equipment and executing the tests. This requires specialized test benches, test fixtures, and automated test equipment (ATE). The test setup should replicate the real-world conditions under which the semiconductor device will be used, including factors such as temperature, voltage, and load. Duringexecution, the device is subjected to a series of tests, and data is collected for analysis.Step 4: Data Analysis and ComparisonThe collected data is then analyzed to evaluate the device's performance. Various statistical and analytical techniques are employed to interpret the data and draw meaningful conclusions. The performance metrics obtained through the analysis are compared against predetermined specifications and industry standards. Deviations from the expected performance are identified, and potential issues are investigated for further improvement.Step 5: Performance OptimizationIf any performance issues are detected during the analysis, optimization strategies are implemented in this step. This may involve tweaking the design, adjusting manufacturing processes, or enhancing firmware/software algorithms. The aim is to rectify any performance gaps and improve the overall reliability and efficiency of the semiconductor device. Iterative testing and analysis may berequired until the desired performance levels are achieved.Step 6: Documentation and ReportingOnce performance validation is complete and satisfactory results are obtained, it is crucial to document the entire process for future reference and compliance purposes. This includes recording the test procedures, collected data, analysis reports, and any optimization strategies implemented. A comprehensive final report is generated, summarizing the validation process, the device's performance, and any relevant findings or recommendations.Conclusion:Performance validation plays a critical role in ensuring the reliability and functionality of semiconductor devices. The step-by-step process outlined in this article allows semiconductor companies to thoroughly test and validate their products, which ultimately benefits end users. By proactively identifying and addressing performance issues, the semiconductor industry can continue to provide high-quality devices that meet the demands of evolving technologies.。
ieeetim流程
ieeetim流程IEEE TIM (Transactions on Industrial Electronics) is a prestigious scholarly journal published by the Institute of Electrical and Electronics Engineers (IEEE). It focuses on advancements in industrial electronics, including power electronics, electrical machines, control systems, and related technologies. The journal aims to publish high-quality research articles that contribute to the field of industrial electronics by providing innovative solutions and addressing emerging challenges.The process of submitting and publishing an article in IEEE TIM involves several stages, which are briefly described below:1. Manuscript preparation: Authors are required to prepare their manuscript according to the guidelines provided by IEEE TIM. This includes formatting the paper, using the specified template, and ensuring that the paper meets the required length and style.2. Submission: Once the manuscript is prepared, authors can submit it online through the IEEE TIM Manuscript Central system. They need to create an account and follow the instructions to upload their manuscript, along with any supplemental material.3. Initial evaluation: After submission, the manuscript undergoes an initial screening by the journal’s editorial team.They assess the suitability of the paper for the journal and check if it meets the minimum requirements for review. If the manuscript is found to be inappropriate or not meeting the criteria, it may be rejected at this stage.7. Final decision: Once the revised manuscript is received,it undergoes another round of evaluation. The editor orassociate editor reviews the changes made and decides if the revisions are satisfactory. If the revisions are deemed suitable, the manuscript is accepted for publication. Otherwise, further revisions may be requested, or the manuscript may be rejected.8. Pre-publication processes: After acceptance, the manuscript goes through various pre-publication processes. This includes professional editing for language and formatting, proofreading, and the preparation of the final version for publication.Overall, the process of publishing an article in IEEE TIM involves careful evaluation and scrutiny by expert reviewers, ensuring the quality and integrity of the published research.This rigorous process helps maintain the high standards and reputation of the journal within the field of industrial electronics.。
hr英语
hr英语按拼音1 安全safety2 安全的需要security needs3 案例研究case study)4 病假sick leave5 别名alias6 8小时工作制eight-hour shift7 步骤process8 抱负aspiration9 表现behavior10 保健hygiene11 病假sick leave12 被面试者interviewee13 悲观的pessimistic14 办公时间office hours15 报酬compensation16 标准化standardization)17 罢工strike)18 差旅费traveling allowance(for official trip)19 迟到本late book20 出生地点birthplace 出21 存货inventory22 成本cost23 成就取向型领导achievement-oriented leadership24 采购procurement25 常务理事standing director26 程序procedure27 策略strategy28 裁减downsizing)29 催眠法:hypnosis)30 操作工operative employees31 产品product32 产品系列product line33 产品质量quality of products34 产假maternity leave35 产业industry36 产业工会industrial union)37 冲突conflict38 创新innovation39 长期趋势long term trend)40 打卡punch the clock41 打卡机time recorder42 大夜班evening/night shift43 大型联合企业conglomerate44 代课教师probation teacher45 地方工会local union)46 地位status47 地理因素geographic factor48 多种经营diversification49 定位orientation)50 定性目标qualitative objective51 定量目标quantitative objective52 抵制resistance53 登记enroll54 董事会board of director55 道德标准ethics56 动机motive57 动态的dynamic58 敌对antagonism59 订立和变更劳动合同the conclusion and revision of labor contract60 调查反馈survey feedback)61 调动transfer)62 分居separated63 罚薪salary deductio64 分公司总division general manager65 分类法:classification method)66 分红制:profit sharing)67 反馈feedback68 方法technique69 奉献devotion70 忿恨resentment71 服从obedience72 服务service73 法定假日statutory holidays74 法定权益legitimate rights and interests75 法律law76 法规regulation77 非正式组织informal organization)78 非经济报酬:no financial compensation)79 非结构化面试unstructured interview)80 福利welfare81 辅导mentoring)82 工作日work day83 工作证work permit84 工资wage85 公费生government-sponsored student86 国籍citizenship87 工作job)88 工作公告job posting)89 工作分析job analysis)90 工作分析Job Analysis91 工作分析计划表job analysis schedule,JAS)92 工作定价job pricing)93 工作要素Working Factor94 工作效率work efficiency95 工作时间work hour96 工作环境working conditions97 工作规范Job Specification98 工作规范job specification)99 工作评价job evaluation)100 工作说明job description)101 工作说明书Job Description102 工作轮换job rotating)103 工会union)104 工伤job injuries105 工时labor-hour106 工资水平居后者pay followers)107 工资水平领先者pay leaders)108 工资曲线wage curve)109 工资表payroll110 工资率wage rate111 工资幅度pay range)112 工资等级pay grade)113 公司company114 公司形象company image115 公平equity)116 公共关系public relation117 公积金provident fund118 共同作用synergy119 供给预测availability forecast)120 供货商supplier121 股息dividend122 股票期权stock option123 股东shareholders)124 高级管理人员executive125 概率probability126 鼓舞inspire127 管理人力储备management inventory)128 管理方格图the managerial grid129 管理任务法the managerial roles approach 130 管理多样性managing diversity)131 管理决策managerial decision132 管理职能managerial function133 个人价值personal worth134 个人利益personal interest135 个人责任personal responsibility136 个性individuality137 关键事件法critical incident method)138 广告advertising)139 归属affiliation140 归属的需要affiliation needs141 规划program142 规范norm)143 规则rule144 购买acquisition145 顾客服务customer service146 顾问counselor147 合资企业joint venture148 回国留学生returned student149 胡同,巷lane150 候选者candidate151 海氏指示图表个人能力分析Hay Guide Chart-profile Method) 152 婚姻状况marital status153 会议方法conference method)154 会议型面试board interview)155 加班work overtim156 加班费overtime pay157 近视short-sighte158 籍贯native place159 加班work overtime160 价值value161 机器machinery162 机会opportunity163 机时machine-hour164 角色扮演role playing)165 角色冲突role conflict)166 建筑building167 降职demotion)168 家庭状况family status169 健康health)170 教育程度educational background171 教导主任dean of students172 集中趋势central tendency)173 解除劳动合同dissolve a labor contract174 解雇layoff175 激励motivation176 激励方法motivational techniques177 激励因素motivator178 决策理论法the decision theory approach179 奖金bonus180 奖金incentive compensation)181 奖励reward182 晋升promotion183 竞争对手rival184 简历resume185 紧张stress)186 紧缩政策retrenchment strategy187 纪律discipline)188 纪律处分disciplinary action)189 经理manager190 经济体系economic system191 经济补偿economic compensation192 经营法the operational approach193 经营管理策略business games)194 经验法the empirical approach195 结构structure196 结构化面试structured interview)197 绩效考核performance evaluation198 绩效评价Performance Appraisal,PA)199 计划planning200 进取性aggressiveness201 鉴定appraisal202 间接经济报酬indirect financial compensation) 203 静止的static204 扣薪dock pay205 考绩evaluation of employe206 考绩表employee evaluation form207 开溜sneak out208 口头审查job interviews (对申请工作者的)209 可考核目verifiable objective210 可行性feasibility211 可到职时间date of availability212 考绩制度merit system213 客座教授guest professor214 客观性objectivity)215 科学管理scientific management216 控制controlling217 控制手段control device218 集体目标group objective219 跨国公司multinational corporation,MNC)221 开支帐户expense account222 开始kick off223 开发development)224 留学生abroad student225 留级生repeater226 理事director227 离婚divorced228 轮班shif229 利益冲突conflict of interests230 利润profit231 利润率profitability232 集体合同collective contract233 零售retail234 乐观的optimistic235 劳动力市场labor market)236 劳动合同期限term of the labor contract237 劳动合同关系contractual labor relationship238 劳动委员commissary in charge of physical labour 239 劳动法Labor law240 劳动争议labor disputes241 劳动争议仲裁the labor disputes arbitration242 劳动关系labor relation243 劳动报酬remuneration244 劳动纪律labor discipline245 劳资纠纷labor dispute246 劳资谈判collective bargaining)247 录用分数线cutoff score)248 灵活性discretion249 灵活的flexible250 论文导师supervisor251 赖狗dog252 领先性primacy253 领导leading254 领导行为leader behavior255 民主式领导democratic leader256 民族;国籍nationality257 目前住址present address258 目标mission/ objective259 目标mission)260 目标管理management by objectives261 目标管理management by objective,MBO)262 面试interview263 面试官interviewer265 集体行为法the group behavior approach266 满足satisfaction267 满意satisfaction268 年薪annual pensio269 年终奖year-end bonus270 内部公平internal equity)271 内部提升Promotion From Within ,PFW)272 内部员工关系internal employee relations) 273 内部环境internal environment274 内部环境internal environment)275 聘书agreement of employmen276 平行比较法paired comparison)277 批准approval278 批准程序approval procedure279 批发wholesale280 品质trait281 派生政策derivative policy282 破产政策liquidation strategy283 偏差deviation284 偏见prejudice285 排列法:ranking method)286 普遍性pervasiveness287 评分法:point method)288 评价工具appraisal tool289 评估assessment290 频率frequency rate)291 遣散费release pay292 签到本attendance book293 企业enterprise294 企业文化corporate culture)295 企业文化corporate culture)296 企业家entrepreneur297 全面质量管理Total Quality Management,TQM) 298 全国工会national union)299 求职人员job applicant300 求职面试employment interview)301 缺勤率absenteeism302 情感affection303 强化理论reinforcement theory304 权利power305 潜意识subconscious306 日班day shif307 人力投入human input308 人力资源助理human resouce assistant309 人力资源信息系统Human Resource Information System,HRIS)310 人力资源副总裁助Assistant Vice-President of Human Resources人力资源311 人力资源管理Human Resource Management ,HRM312 人力资源管理Human Resource Management313 人力资源开发Human Resource Development,HRD)314 人力资源经理human resource manager315 人力资源计划Human Resource Planning,HRP)316 人力资源认证协会the Human Resource Certification Institute,HRCI317 人口因素demographic factor318 人事staffing319 人事助理Assistant Personnel Officer320 人事制度personal system321 人事管理human engineering322 人事管理personal management323 人员流动turnover324 人际交往能力interpersonal skills325 人际行为法the interpersonal behavior approach326 人际关系human relation327 弱点weakness328 热情enthusiasm329 热诚zeal330 上午班morning session331 色盲color-blin332 身份证ID card333 试用on probatiotion334 (税后)净薪take-home pay335 360反馈360-degree feedback)336 三好学生"Three Goods" student337 下级subordinate338 士气morale339 市场占有率market share340 生理的需要physiological needs341 生产能力capacity to produce342 生产率productivity343 生产率productivity344 申诉grievance)345 收入income346 事假casual leave347 社会技术系统法the social-technical systems approach348 社会保险the social insurance349 社会保险和福利social insurance protection and welfare350 社会责任public responsibility351 适应性adaptability352 商业business353 商业道德business ethics354 授权delegation of authority355 双重国籍duel citizenship356 实习internship)357 实际工作者practitioner358 审查review359 数学法the mathematical approach360 税收率tax rate361 设备equipment362 试用人员probation staff363 试用期probation364 随机制宜法the contingency approach365 投入原则the commitment principle366 投资回报return on investment367 体育委员commissary in charge of sports368 特殊事件special events)369 特许经营franchise370 培训training)371 团支部书记League branch secretary372 团队建设team building)373 态度attitude374 谈判组:bargaining union)375 参与型领导participative leadership376 外快windfal377 未婚single/unmarried378 无薪假unpaid leave379 文娱委员commissary in charge of entertainment380 外部公平external equity)381 外部环境external environment382 外部环境external environment)383 外国学生foreign student384 威胁threat385 无效劳动合同invalid labor contracts386 维持maintenance387 误工记录record of labor-hours lost388 违反劳动合同的责任responsibilities for violating the labor contract. 389 问号question mark390 休息日day off391 血型bloodtype392 校友alumnus393 新生frog-green394 学徒apprentice395 小组公平team equity)396 小组面试group interview)397 小组评价group appraisal)398 小贩vendor399 心理学psychology400 休息时间coffee break401 休假vacation402 先进技术advanced technology403 行政人员administrator404 行政秘书executive secretary)405 行政管理能力administrative ability406 行业工会craft union)407 行为科学behavior science408 系统法the systems approach409 性格personality410 信心confidence411 宣传委员commissary in charge of publicity412 效果effectiveness413 效率efficiency414 酗酒alcoholism)415 协作社会系统法the cooperative social systems approach 416 协调coordinate417 叙述法:essay method)418 学习委员commissary in charge of studies419 现代经营管理modern operational management420 现行工资going rate)421 现金牛cash cow422 现金流量cash flow423 现金状况cash position424 训练coaching)425 选择selection)426 选择率selection rate)427 销售量sales volume428 研究生graduate student429 远视far-sighte430 一致性consistency431 永久住址permanent address432 因素比较法factor comparison method)433 有效性validity)434 有竞争力的价格competitive price435 优先priority436 优势strength437 延长工作时间extend the working hours438 盈余surplus439 要求预测requirement forecast)440 要素ingredient441 原理principle442 欲望desire443 硬性分布法forced distribution method)444 毅力persistence445 业务知识测试job knowledge tests)446 业绩performance447 业绩performance448 业绩评定表rating scales method)449 严格strictness)450 压力pressure451 员工公平employee equity)452 员工申请表employee requisition)453 员工股权计划employee stock ownership plan,ESOP) 454 员工福利协调员Benefits Coordinator455 应变策略consistency strategy456 忧虑fear457 晕圈错误halo error)458 检验记录inspection record459 邮政编码postal code460 预算budget461 自费生commoner462 走读生extern463 智商intelligence quotient464 专区prefecture465 职业病occupational diseases466 支持型领导supportive leadership467 主要决定major decision468 主管人员supervisor469 仲裁arbitration)470 在职培训in-job training471 在职培训on-the-job training ,OJT)472 自主权latitude473 自由放任式领导free-rein leader474 自我实现self-actualization475 自我实现的需要needs for self-actualization476 自我评价self-assessment)477 自治区autonomous region478 作风style479 折中eclectic480 忠诚loyalty481 招聘recruitment482 招聘方法recruitment methods)483 注册register484 直接经济报酬direct financial compensation)485 指导型领导instrumental leadership486 政策policy)487 值班津贴shift differential)488 准确度aiming)489 追随followership490 最低工资minimum wage491 最终结果end result492 尊敬esteem493 尊敬的需要esteem needs494 智力intelligence495 增长目标growth goal496 专利产品proprietary product497 专制式领导autocratic leader498 专家specialist499 总经理general manager500 总预算overall budget501 战略规划strategic planning)502 战术tactics503 组织organizing504 组织文化organizational culture505 组织发展organization development,OD)506 组织规模size of the organization507 终止劳动合同terminate the labor contract508 职位posting)509 职位分析问卷调查Management Position Description Questionnaire,MPDQ) 510 职业career)511 职业profession512 职业介绍所employment agency)513 职业培训vocational training514 职业道路career path)515 职业道德professional ethics516 职业兴趣测试vocational interest tests)517 职业动机career anchors)518 职业发展career development)519 职业计划career planning)520 职权authority521 职责responsibility522 脱产培训off-job training523 质量圈:quality circles)524 资本支出capital outlay525 资本货物capital goods526 资金短缺capital shortage527 资源resource528 资产组合portfolio matrix529 资产负债balance sheet一.按英語字母的順序:1 abroad student 留学生2 achievement-oriented leadership成就取向型领导3 administrative ability行政管理能力4 administrator行政人员5 advanced technology先进技术6 appraisal tool评价工具7 approval procedure批准程序8 balance sheet资产负债9 behavīor science行为科学10 business ethics商业道德11 capacity to produce生产能力12 capital goods资本货物13 capital outlay资本支出14 capital shortage资金短缺15 cash flow现金流量16 cash position现金状况17 company image公司形象18 conflict of interests利益冲突19 conglomerate大型联合企业20 consistency strategy应变策略21 control device控制手段22 customer service顾客服务23 demographic factor人口因素24 derivative policy派生政策25 diversification多种经营26 division general manager分公司总27 economic system经济体系28 end result最终结果29 esteem needs尊敬的需要30 expense account开支帐户31 external environment外部环境32 foreign student 外国学生33 franchise特许经营34 free-rein leader自由放任式领导35 frog-green 新生36 geographic factor地理因素37 graduate student 研究生38 growth goal增长目标39 guest professor 客座教授40 human input人力投入41 human relation人际关系42 human resource manager人力资源经理43 in-job training 在职培训44 inspection record检验记录45 internal environment内部环境46 joint venture合资企业47 labor dispute劳资纠纷48 leader behavīor领导行为49 League branch secretary 团支部书记50 liquidation strategy破产政策51 major decision主要决定52 management by objectives目标管理53 managerial decision管理决策54 managerial function管理职能55 merit system考绩制度56 modern operational management现代经营管理57 motivational techniques激励方法58 motivator激励因素59 needs for self-actualization自我实现的需要60 organizational culture组织文化61 participative leadership参与型领导62 personal interest个人利益63 personal responsibility个人责任64 personal worth个人价值65 postal code 邮政编码66 practitioner实际工作者67 product line产品系列68 proprietary product专利产品69 public relation公共关系70 public responsibility社会责任71 qualitative objective定性目标72 quality of products产品质量73 quantitative objective定量目标74 record of labor-hours lost误工记录75 reinforcement theory强化理论76 retrenchment strategy紧缩政策77 return on investment投资回报78 returned student 回国留学生79 rival竞争对手80 scientific management科学管理81 self-actualization自我实现82 short-sighte 近视83 size of the organization组织规模84 standing director 常务理事85 stock option股票期权86 supervisor主管人员87 synergy共同作用88 the commitment principle投入原则89 the contingency approach随机制宜法90 the cooperative social systems approach协作社会系统法91 the decision theory approach决策理论法92 the group behavīor approach集体行为法93 the interpersonal behavīor approach人际行为法94 the managerial roles approach管理任务法95 Three Goods student 三好学生96 turnover人员流动97 verifiable objective可考核目98 wage 工资99 windfal 外快100 work efficiency工作效率101 360-degree feedback)360反馈102 absenteeism缺勤率103 acquisition购买104 adaptability适应性105 advertising)广告106 affection情感107 affiliation needs归属的需要108 affiliation归属109 aggressiveness进取性110 agreement of employmen 聘书111 aiming)准确度112 alcoholism)酗酒113 alias 别名114 alumnus 校友115 annual pensio 年薪116 antagonism敌对117 appraisal鉴定118 apprentice 学徒119 approval批准120 arbitration)仲裁121 aspiration抱负122 assessment评估123 Assistant Personnel Officer人事助理124 Assistant Vice-President of Human Resources人力资源人力资源副总裁助125 attendance book 签到本126 attitude态度127 authority职权128 autocratic leader专制式领导129 autonomous region 自治区130 availability forecast)供给预测131 bargaining union)谈判组:132 behavīor表现133 Benefits Coordinator员工福利协调员134 birthplace 出出生地点135 bloodtype 血型136 board interview)会议型面试137 board of director董事会138 bonus奖金139 budget预算140 building建筑141 business games)经营管理策略142 business商业143 candidate候选者144 career anchors)职业动机145 career development)职业发展146 career path)职业道路147 career planning)职业计划148 career)职业149 case study)案例研究150 cash cow现金牛151 casual leave 例假;事假152 central tendency)集中趋势153 citizenship 国籍154 classification method)分类法:155 coaching)训练156 coffee break 休息时间157 collective bargaining)劳资谈判158 collective contract集体合同159 color-blin 色盲160 commissary in charge of entertainment 文娱委员161 commissary in charge of physical labour 劳动委员162 commissary in charge of publicity 宣传委员163 commissary in charge of sports 体育委员164 commissary in charge of studies 学习委员165 commoner 自费生166 company公司167 compensation)报酬168 compensation报酬169 competitive price有竞争力的价格170 conference method)会议方法171 confidence信心172 conflict冲突173 consistency一致性174 contractual labor relationship劳动合同关系175 controlling控制176 coordinate协调177 corporate culture)企业文化178 cost成本179 counselor顾问180 craft union)行业工会181 critical incident method)关键事件法182 cutoff score)录用分数线183 date of availability 可到职时间184 day off 休息日185 day shif 日班186 dean of students 教导主任187 delegation of authority授权188 democratic leader民主式领导189 demotion)降职190 desire欲望191 development)开发192 deviation偏差193 devotion奉献194 direct financial compensation)直接经济报酬195 director 理事196 disciplinary action)纪律处分197 discipline)纪律198 discretion灵活性199 dissolve a labor contract解除劳动合同200 dividend股息201 divorced 离婚202 dock pay 扣薪203 dog赖狗204 downsizing)裁减205 duel citizenship 双重国籍206 dynamic动态的207 eclectic折中208 economic compensation经济补偿209 educational background 教育程度210 effectiveness效果211 efficiency效率212 eight-hour shift 8小时工作制213 employee equity)员工公平214 employee evaluation form 考绩表215 employee requisition)员工申请表216 employee stock ownership plan,ESOP)员工股权计划217 employment agency)职业介绍所218 employment interview)求职面试219 enroll登记220 enterprise企业221 enthusiasm热情222 entrepreneur企业家223 equipment设备224 equity)公平225 essay method)叙述法:226 esteem尊敬227 ethics道德标准228 evaluation of employe 考绩229 evening/night shift 大夜班230 executive secretary)行政秘书231 executive高级管理人员232 extend the working hours 延长工作时间233 extern 走读生234 external environment)外部环境235 external equity)外部公平236 factor comparison method)因素比较法237 family status 家庭状况238 far-sighte 远视239 fear忧虑240 feasibility可行性241 feedback反馈242 flexible灵活的243 followership追随244 forced distribution method)硬性分布法245 frequency rate)频率246 general manager总经理247 going rate)现行工资248 government-sponsored student 公费生249 grievance)申诉250 group appraisal)小组评价251 group interview)小组面试252 group objective集体目标253 halo error)晕圈错误254 Hay Guide Chart-profile Method)海氏指示图表个人能力分析255 health)健康256 human resouce assistant 人力资源助理257 Human Resource Development,HRD)人力资源开发258 Human Resource Information System,HRIS)人力资源信息系统259 Human Resource Management ,HRM人力资源管理260 Human Resource Planning,HRP)人力资源计划261 human engineering人事管理262 Human Resource Management 人力资源管理263 hygiene保健264 hypnosis)催眠法:265 ID card 身份证266 incentive compensation)奖金267 income收入268 indirect financial compensation)间接经济报酬269 individuality个性270 industrial union)产业工会271 industry产业272 informal organization)非正式组织273 ingredient要素274 innovation创新275 inspire鼓舞276 instrumental leadership指导型领导277 intelligence quotient 智商278 intelligence智力279 internal employee relations)内部员工关系280 internal environment)内部环境281 internal equity)内部公平282 internship)实习283 interpersonal skills人际交往能力284 interviewee被面试者285 interviewer面试官286 interview面试287 invalid labor contracts 无效劳动合同288 inventory存货289 job analysis schedule,JAS)工作分析计划表290 job analysis)工作分析291 job applicant求职人员292 job descrīpt ion)工作说明293 Job Descrīption工作说明书294 job evaluation)工作评价295 job injuries工伤296 job interviews (对申请工作者的)口头审查297 job knowledge tests)业务知识测试298 job posting)工作公告299 job pricing)工作定价300 job rotating)工作轮换301 job specification)工作规范302 Job Specification工作规范303 Job Analysis工作分析304 job)工作305 kick off开始306 labor discipline 劳动纪律307 labor disputes劳动争议308 Labor law劳动法309 labor market)劳动力市场310 labor relation 劳动关系311 labor-hour工时312 lane 胡同,巷313 late book 迟到本314 latitude自主权315 law法律316 layoff解雇317 leading领导318 legitimate rights and interests 法定权益319 leniency)宽松320 local union)地方工会321 long term trend)长期趋势322 loyalty忠诚323 machine-hour机时324 machinery机器325 maintenance维持326 management by objective,MBO)目标管理327 management inventory)管理人力储备328 Management Position Descrīption Questionnaire,MPDQ)职位分析问卷调查329 manager经理330 managing diversity)管理多样性331 marital status 婚姻状况332 market share市场占有率333 maternity leave产假334 media)媒介335 mentoring)辅导336 minimum wage 最低工资337 mission)目标338 mission/ objective目标339 morale士气340 morning session 上午班341 motivate激励342 motivation激励343 motive动机344 multinational corporation,MNC)跨国公司345 national union)全国工会346 nationality 民族;国籍347 native place 籍贯348 no financial compensation)非经济报酬: 349 norm)规范350 obedience服从351 objectivity)客观性352 occupational diseases 职业病353 office hours 办公时间354 off-job training 脱产培训355 on probatiotion 试用356 on-the-job training ,OJT)在职培训357 operative employees操作工358 opportunity机会359 optimistic乐观的360 organization development,OD)组织发展361 organizing组织362 orientation)定位363 overall budget总预算364 overtime pay 加班费365 paired comparison)平行比较法366 pay followers)工资水平居后者367 pay grade)工资等级368 pay leaders)工资水平领先者369 pay range)工资幅度370 payroll工资表371 Performance Appraisal,PA)绩效评价372 performance evaluation绩效考核373 performance业绩374 permanent address 永久住址375 persistence毅力376 personal management 人事管理377 personal system 人事制度378 personality性格379 pervasiveness普遍性380 pessimistic悲观的381 physiological needs生理的需要382 planning计划383 point method)评分法:384 policy)政策385 portfolio matrix资产组合386 posting)职位387 power权利388 prefecture 专区389 prejudice偏见390 present address 目前住址391 pressure压力393 principle原理394 priority优先395 probability概率396 probation staff 试用人员397 probation teacher 代课教师398 probation试用期399 procedure程序400 process步骤401 procurement采购402 productivity生产率403 product产品404 professional ethics职业道德405 profession职业406 profit sharing)分红制:407 profitability利润率408 profit利润409 program规划410 Promotion From Within ,PFW)内部提升411 promotion晋升412 provident fund公积金413 psychology心理学414 punch the clock 打卡415 quality circles)质量圈:416 question mark问号417 ranking method)排列法:418 rating scales method)业绩评定表419 recruitment methods)招聘方法420 recruitment招聘421 recruit招聘422 register注册423 regulation法规424 release pay 遣散费425 remuneration劳动报酬426 repeater 留级生427 requirement forecast)要求预测428 resentment忿恨429 resistance抵制430 resource资源431 responsibilities for violating the labor contract.违反劳动合同的责任432 responsibility职责433 resume简历434 retail零售435 review审查437 role conflict)角色冲突438 role playing)角色扮演439 rule规则440 safety)安全441 safety安全442 salary deductio 罚薪443 sales volume销售量444 satisfaction满足445 security needs安全的需要446 selection rate)选择率447 select选拔448 self-assessment)自我评价449 separated 分居450 service服务451 shareholders)股东452 shif 轮班453 shift differential)值班津贴454 sick leave 病假455 sick leave病假456 single/unmarried 未婚457 sneak out 开溜458 social insurance protection and welfare社会保险和福利459 special events)特殊事件460 specialist专家461 staffing人事462 standardization)标准化463 static静止的464 status地位465 statutory holidays法定假日466 strategic planning)战略规划467 strategy策略468 strength优势469 stress)紧张470 strictness)严格471 strike)罢工472 structured interview)结构化面试473 structure结构474 style作风475 subconscious潜意识476 subordinate下级477 supervisor 论文导师478 supplier供货商479 supportive leadership支持型领导480 surplus盈余481 survey feedback)调查反馈482 tactics战术483 take-home pay (税后)净薪484 tax rate税收率485 team building)团队建设486 team equity)小组公平487 technique方法488 term of the labor contract劳动合同期限489 terminate the labor contract终止劳动合同490 the conclusion and revision of labor contract订立和变更劳动合同491 the empirical approach经验法492 the Human Resource Certification Institute,HRCI人力资源认证协会493 the labor disputes arbitration 劳动争议仲裁494 the managerial grid管理方格图495 the mathematical approach数学法496 the operational approach经营法497 the social insurance社会保险498 the social-technical systems approach社会技术系统法499 the systems approach系统法500 threat威胁501 time recorder 打卡机502 Total Quality Management,TQM)全面质量管理503 training)培训504 trait品质505 transfer)调动506 traveling allowance(for official trip) 差旅费507 union)工会508 unpaid leave 无薪假509 unstructured interview)非结构化面试510 vacation休假511 validity)有效性512 value价值513 vendor小贩514 vocational interest tests)职业兴趣测试515 vocational training 职业培训516 wage curve)工资曲线517 wage rate工资率518 weakness弱点519 welfare福利520 wholesale批发521 work day 工作日522 work hour 工作时间523 work overtim 加班524 work overtime加班525 work permit 工作证526 working conditions 工作环境527 Working Factor工作要素528 year-end bonus 年终奖529 zeal热诚。
- 1、下载文档前请自行甄别文档内容的完整性,平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益,请联系客服反馈,我们会尽快为您处理(人工客服工作时间:9:00-18:30)。
Performance Evaluation of Multiple Time Scale TCP Under Self-Similar Traffic ConditionsKIHONG PARK and TSUNYI TUANPurdue UniversityMeasurements of network traffic have shown that self-similarity is a ubiquitous phenomenon span-ning across diverse network environments.In previous work,we have explored the feasibility of exploiting long-range correlation structure in self-similar traffic for congestion control.We have advanced the framework of multiple time scale congestion control and shown its effectiveness at enhancing performance for rate-based feedback control.In this article,we extend the multiple time scale control framework to window-based congestion control,in particular,TCP.This is performed by interfacing TCP with a large time scale control module that adjusts the aggressiveness of band-width consumption behavior exhibited by TCP as a function of“large time scale”network state, that is,information that exceeds the time horizon of the feedback loop as determined by RTT.How to effectively utilize such information—due to its probabilistic nature,dispersion over multiple time scales,and realization on top of existing window-based congestion controls—is a nontrivial problem.First,we define a modular extension of TCP(a function call with a simple interface that applies to variousflavors of TCP,e.g.,Tahoe,Reno,and Vegas)and show that it significantly im-proves performance.Second,we show that multiple time scale TCP endows the underlying feedback control with proactivity by bridging the uncertainty gap associated with reactive controls which is exacerbated by the high delay-bandwidth product in broadband wide area networks.Third,we investigate the influence of three traffic control dimensions—tracking ability,connection duration, and fairness—on performance.Performance evaluation of multiple time scale TCP is facilitated by a simulation benchmark environment based on physical modeling of self-similar traffic.We expli-cate our methodology for discerning and evaluating the impact of changes in transport protocols in the protocol stack under self-similar traffic conditions and discuss issues arising in comparative performance evaluation under heavy-tailed workloads.Categories and Subject Descriptors: C.2[Computer Systems Organization]:Computer-Communication NetworksGeneral Terms:Algorithms,PerformanceAdditional Key Words and Phrases:Congestion control,multiple time scale,network protocols, TCP,performance evaluation,self-similar traffic,simulation1.INTRODUCTION1.1BackgroundMeasurements of local and wide area traffic have shown that network traffic exhibits variability at a wide range of time scales and that this This work was supported in part by NSF grant ANI-9714707,K.Park was also supported by NSF grants ANI-9875789(CAREER),ESS-9806741,EIA-9972883,and grants from the Purdue Research Foundation,Santa Fe Institute,and Sprint.Authors’address:Department of Computer Sciences,Purdue University,West Lafayette,IN47907; email:park@.Permission to make digital/hard copy of part or all of this work for personal or classroom use is granted without fee provided that the copies are not made or distributed for profit or commercial advantage,the copyright notice,the title of the publication,and its date appear,and notice is given that copying is by permission of the ACM,Inc.To copy otherwise,to republish,to post on servers, or to redistribute to lists,requires prior specific permission and/or a fee.c 2000ACM1049-3301/00/0400–0152$5.00ACM Transactions on Modeling and Computer Simulation,Vol.10,No.2,April2000,Pages152–177.Multiple Time Scale TCP•153 is a ubiquitous phenomenon which has been observed across diverse networking contexts,from Ethernet to ATM,VBR video,and WWW traffic [Crovella and Bestavros1996;Garret and Willinger1994;Huang et al.1995; Leland et al.1994;Paxson and Floyd1994;Willinger et al.1995].A number of performance studies have shown that self-similarity can have a detrimen-tal impact on network performance leading to amplified queueing delay and packet loss rate[Adas and Mukherjee1995;Addie et al.1995;Duffield and O’Connel1993;Likhanov et al.1995;Norros1994].From a queueing perspec-tive,a principal distinguishing characteristic of long-range dependent traffic is that queue length distribution decays much more slowly(i.e.,polynomially) vis-`a-vis short-range-dependent traffic sources that exhibit exponential decay. These performance effects,to some extent,can be curtailed by delimiting the buffer size which has led to a“small buffer capacity-large bandwidth”resource provisioning strategy[Grossglauser and Bolot1996;Ryu and Elwalid1996].A more comprehensive discussion of performance issues is provided in Park and Willinger[2000a].The problem of controlling self-similar network traffic is still in its infancy. By the control of self-similar traffic,we mean the problem of regulating traf-ficflow,possibly exploiting the properties associated with self-similarity and long-range dependence,such that network performance is optimized.The“good news”within the“bad news”with respect to performance effects is long-range dependence which,by definition,implies the existence of nontrivial correlation structure at larger time scales that may be exploitable for traffic control pur-poses,information to which current traffic control algorithms are impervious. Long-range dependence and self-similarity of aggregate traffic can be shown to persist at multiplexing points in the network as long as connection durations or object sizes being transported are heavy-tailed,irrespective of buffer capac-ity and details in the protocol stack or network configuration[Feldmann et al. 1998;Park et al.1996].How to effectively utilize large time scale,probabilis-tic information afforded by traffic characteristics to improve performance is a nontrivial problem.In previous work[Tuan and Park1999]we have explored the feasibility of exploiting long-range correlation structure in self-similar network traffic for congestion control.We introduced the framework of multiple time scale con-gestion control(MTSC)and showed its effectiveness at enhancing performance for rate-based feedback control.We showed that by incorporating correlation structure at large time scales into a generic rate-based feedback congestion con-trol,we are able to improve performance significantly.In Tuan and Park[2000], we applied MTSC to the control of real-time multimedia traffic,in particular, MPEG video,using adaptive redundancy control,and we showed that end-to-end quality of service(QoS)is significantly enhanced by utilizing large time correlation structure in both the background and source traffic.The real-time traffic control framework is called multiple time scale redundancy control which improves on earlier work in packet-level adaptive forward error correction for end-to-end QoS control[Park and Wang1999;Park1997a].1.2New ContributionsIn this article,we extend the multiple time scale traffic control framework to reliable transport and window-based congestion control based on TCP.This ACM Transactions on Modeling and Computer Simulation,Vol.10,No.2,April2000154•K.Park and T.Tuanis performed by interfacing TCP with a large time scale control module that adjusts the aggressiveness of bandwidth consumption behavior exhibited by TCP as a function of“large time scale”network state(i.e.,information that exceeds the time horizon of the feedback loop as determined by round-trip time(RTT)).The adaptation of MTSC to TCP is relevant due to the fact that the bulk of current Internet traffic is governed by TCP,and this is expected to persist due to the growth and dominance of HTTP-based World Wide Web traffic[Arlitt and Williamson1996;Barford and Crovella1998;Crovella and Bestavros1996].The effective realization of MTSC for TCP is nontrivial due to the following constraints:(a)large time scale correlation structure of net-work state is inferred by observing the output behavior of a single TCP con-nection as it shares network resources with otherflows at bottleneck routers;(b)we engage probabilistic,large time scale information while instituting min-imal changes confined to the sender side;(c)we construct a uniform mecha-nism in the form of a function call with a simple well-defined interface that is applicable to a range of TCPflavors;(d)performance of multiple time scale TCP should degenerate to that of TCP when network traffic is short-range dependent.Our contribution is as follows.First,we construct a robust modular exten-sion of TCP,a function call with a simple well-defined interface that adjusts a single constant(now a variable)in TCP’s congestion window update.The same extension applies to variousflavors of TCP including Tahoe,Reno,Vegas,and rate-based extensions.We show that the resulting protocol,multiple time scale TCP(TCP-MT),significantly improves performance.Performance gain is mea-sured by the ratio of reliable throughput of TCP-MT versus the throughput of the corresponding TCP without the large time scale component.We show that performance gain is increased as long-range dependence is increased approach-ing that of measured network traffic.Second,we show that multiple time scale TCP endows the underlying feed-back control with proactivity by bridging the“uncertainty gap”associated with reactive controls,which is exacerbated by the high delay-bandwidth product of broadband wide area networks[Kim and Farber1995;Lakshman and Madhow 1997;Pecelli and Kim1995].As RTT increases,the information conveyed by feedback becomes more outdated,and the effectiveness of reactions undertaken by a feedback control diminishes.TCP-MT,by exploiting large time scale in-formation exceeding the scope of the feedback loop,can affect control actions that remain timely and accurate,thus offsetting the cost incurred by reactive control.It is somewhat of an“irony”that self-similar burstiness which,in ad-dition to itsfirst-order performance effects causes second-order effects in the form of concentrated periods of over-and under-utilization,can nonetheless help mitigate the Achilles’heel of feedback traffic controls which has been a dominant theme of congestion control research in the1990s.Third,we investigate the influence of three traffic control dimensions—tracking ability,connection duration,and fairness—on performance.Tracking ability refers to a feedback control’s ability to track system state by its inter-action with otherflows at routers.It is relevant when performing online esti-mation of large time scale correlation structure using per-flow input/output be-havior.TCP-MT yields the highest performance gain when connection duration ACM Transactions on Modeling and Computer Simulation,Vol.10,No.2,April2000Multiple Time Scale TCP•155 is long.Since network measurements have shown that most connections are short-lived but the bulk of traffic is contributed by the few long-lived ones[Feld-mann et al.1998;Park et al.1996],effectively managing the long-lived ones, by Amdahl’s law,is important for system performance.We complement this basic focus by exploring ways of actively managing short connections using a priori and shared information across connections.With respect to fairness,we show that the bandwidth sharing behavior of TCP-MT is similar to that of TCP, neither improving nor diminishing the well-known(un)fairness properties as-sociated with TCP[Lakshman and Madhow1997].1.3Simulation-Based Protocol Evaluation Under Self-Similar T rafficOur performance evaluation method is based on a simulation benchmark en-vironment derived from physical modeling of self-similar network traffic[Park et al.1996].Setting up a framework where the impact of changes in transport protocols(under self-similar traffic conditions)can be effectively discerned and evaluated is a nontrivial problem.Feedback control induces a closed system where the very control actions that are subject to modification can affect the traffic properties and performance being measured.To yield meaningful ex-perimental evaluations and facilitate a comparative benchmark environment where“other things being equal”holds,the meaning of self-similar traffic con-ditions needs to be made precise and well-defined.Physical models show that self-similarity in network systems is primarily caused by an application layer property,heavy-tailed objects on WWW servers,UNIXfile servers[Arlitt and Williamson1996;Crovella and Bestavros1996;Park et al.1996],whose trans-port,as mediated by the protocol stack,induces self-similarity at multiplexing points in the network.Moreover,the degree of long-range dependence as mea-sured by the Hurst parameter is directly determined by the tail index(i.e., heavy-tailedness)of heavy-tailed distributions.Thus by varying the tail index in the application layer,we can influence,and keep constant across different experimental set-ups,the intrinsic propensity of the system to generate and experience self-similar burstiness in its network traffic while at the same time incorporating the modulating influence of transport protocols in the protocol stack.Related to the comparative performance evaluation issue,we discuss problems associated with sampling from heavy-tailed distributions,and the solution we employ to facilitate comparative evaluation.The rest of the article is organized as follows.In the next section,we give a brief overview of self-similar network traffic,its predictability properties,and the method employed to achieve online estimation of large time scale correla-tion structure.Section3describes the multiple time scale congestion control framework for TCP,the form of the large time scale module including its in-stantiation on top of Tahoe,Reno,Vegas,and rate-based extensions.Section4 discusses simulation issues and describes the performance evaluation envi-ronment employed in the article.In Section5we present performance results of TCP-MT and show its efficacy under varying resource configurations,cou-plings with different TCPflavors,round-trip times,long-range dependence,and resource sharing behavior as the number of TCP-MT connections competing for network resources is increased.We conclude with a discussion of our results and future work.ACM Transactions on Modeling and Computer Simulation,Vol.10,No.2,April2000156•K.Park and T.Tuan2.TECHNICAL BACKGROUND AND SET-UP2.1Self-Similarity and Long-Range DependenceLet {X t ;t ∈Z +}be a time series that represents the trace of data traffic mea-sured at some fixed time granularity .We define the aggregated series X (m )i asX (m )i =1m(X im −m +1+···+X im ).That is,X t is partitioned into blocks of size m ,their values are averaged,and i is used to index these blocks.Let r (k )and r (m )(k )denote the autocorrelation functions of X t and X (m )i ,respectively ,where k is the time lag.Assume X t has finite mean and variance.X t is asymptotically second-order self-similar withparameter H (12<H <1)if for all k ≥1,r (m )(k )∼12 (k +1)2H −2k 2H +(k −1)2H ,m →∞.(1)H is called the Hurst parameter and its range 12<H <1plays a crucial role.The significance of (1)stems from the following properties being satisfied:(i)r (m )(k )∼r (k ),(ii)r (k )∼c k −β,as k →∞,where 0<β<1and c >0is a constant.Property (i)states that the correlation structure is preserved with respect to time aggregation,andit is in this second-order sense that X t is “self-similar.”Property (ii)says that r (k )decays hyperbolically which implies ∞k =0r (k )=∞.This is referred to aslong-range dependence (LRD).The second property hinges on the assumptionthat 12<H <1as H =1−β/2.The relevance of asymptotic second-order self-similarity for network traffic derives from the fact that it plays the role of a “canonical”model where the on/off model of Willinger et al.[1995],1Likhanov et al.’s [1995]source model,and the M /G /∞queueing model with heavy-tailed service times [Cox 1984],among others,all lead to second-order self-similarity .In general,self-similarity and long-range dependence are not equivalent.Forexample,fractional Brownian motion with H =1is self-similar but it is not long-range dependent.For second-order self-similarity with H >1,however,one implies the other and it is for this reason that we sometimes use the termsinterchangeably within the traffic modeling context.A more comprehensive discussion can be found in Park and Willinger [2000b].There is an intimate relationship between heavy-tailed distributions and long-range dependence in the networking context in that the former can be viewed as causing the latter [Feldmann et al.1998;Park et al.1996;Willinger et al.1995].We say a random variable Z has a heavy-tailed distribution ifPr {Z >x }∼cx −α,x →∞,(2)1That is,via its relation to fractional Brownian motion and its increment process,fractional Gaussian noise.ACM Transactions on Modeling and Computer Simulation,Vol.10,No.2,April 2000Multiple Time Scale TCP•157 where0<α<2is called the tail index or shape parameter and c is a positive constant.That is,the tail of the distribution,asymptotically,decays hyperboli-cally.This is in contrast to light-tailed distributions(e.g.,exponential and Gaus-sian)which possess an exponentially decreasing tail.A distinguishing mark of heavy-tailed distributions is that they have infinite variance for0<α<2,and if0<α≤1,they also have an unbounded mean.In the networking context, we are primarily interested in the case1<α<2.This is due to the fact that when heavy-tailedness causes self-similarity,the Hurst parameter is related to the tail index by H=(3−α)/2.A frequently used heavy-tailed distribution is the Pareto distribution whose distribution function is given byPr{Z≤x}=1−(b/x)α,where1<α<2is the shape parameter and0<b≤x is called the location parameter.Its mean is given byαb/(α−1).A random variable obeying a heavy-tailed distribution exhibits extreme variability.Practically speaking,a heavy-tailed distribution gives rise to very large values with nonnegligible probability so that sampling from such a distribution results in the bulk of values being “small”but a few samples having“very”large values.Not surprisingly,heavy-tailedness has an impact on sampling by slowing down the convergence rate of the sample mean to the population mean,dilating it as the tail indexαapproaches1.Sampling and convergence issues are discussed in Section4.3.2.2Long-Range Dependence and PredictabilityGiven X t and X(m)i ,we are interested in estimating Pr{X(m)i+1|X(m)i}for somesuitable aggregation level m>1.If X t is short-range dependent,we havePrX(m)i+1X(m)i∼PrX(m)i+1for large m whereas for long-range dependent traffic,correlation provided by conditioning is preserved.Thus given traffic observations a,b>0(a=b)of the “recent”past corresponding to time scale m,PrX(m)i+1X(m)i=b=PrX(m)i+1X(m)i=aand this information may be exploited to enhance congestion control actions undertaken at smaller time scales.We employ a simple,easy-to-implement,(both online and offline)prediction scheme to estimate Pr{X(m)i+1|X(m)i}based onobserved empirical distribution.We note that optimum estimation is a difficultproblem for LRD traffic[Beran1994],and its solution is outside the scope of this article.Our estimation scheme provides sufficient accuracy with respect to extracting predictability and is computationally efficient;however,it can be substituted by any other scheme if the latter is deemed“superior”with-out affecting the conclusions of our results.To facilitate normalized contention levels,we define a map L:R+→[1,h],monotone in its argument,and let x(m)i=L(X(m)i).Thus x(m)i≈1is interpreted as the aggregate traffic level attime scale m being“low”and x(m)i≈h is understood as the traffic level being“high”.The process x(m)i is related to the level process used in Duffield andWhitt[2000]for modeling LRD traffic.ACM Transactions on Modeling and Computer Simulation,Vol.10,No.2,April2000158•K.Park and T.TuanFig.1.Top row:Probability densities with L 2conditioned on L 1for α=1.05with time scales of 1sec (left)and 5sec (right).Bottom row:Corresponding probability densities with L 2conditioned on L 1for α=1.95.Figure 1shows the estimated conditional probability densities for α=1.05(long-range dependent)and 1.95(short-range dependent)traffic for absolute time scales 2T =1second and 5seconds.The quantization level is set to h =8.We use L 1and L 2without reference to the specific time index i to denote con-secutive quantized traffic levels x (m )i ,x (m )i +1.Therefore,in a causal system,the pair (L 1,L 2)can be used to represent the current observed network traffic level and the predicted traffic level based on the current observation,respectively .For the aggregate throughput traces with α=1.05(Figure 1,top row),the 3-D conditional probability densities can be seen to be skewed diagonally from the lower left side toward the upper right side.This indicates that if the cur-rent traffic level L 1is low ,say L 1=1,chances are that L 2will be low as well.That is,the probability mass of Pr {L 2|L 1=1}is concentrated toward 1.Con-versely ,the plots show that Pr {L 2|L 1=8}is concentrated toward 8.Thus for α=1.05traffic,conditioning at time scales t =1slc and 5slc does help predict the future.The corresponding probability densities for α=1.95traffic are shown in Figure 1(bottom row).We observe that the shape of the distribu-tion is insensitive to conditioning (i.e.,Pr {L 2|L 1}≈Pr {L 2})which implies a lack of predictability structure at large time scales.At short time scales,both α=1.05and 1.95traffic contain predictability ,structure toward which current protocols,feedback or otherwise,are geared.The large time scale correlation 2The corresponding aggregation levels,expressed with respect to X (m )i ,are m =100and 500.ACM Transactions on Modeling and Computer Simulation,Vol.10,No.2,April 2000Multiple Time Scale TCP•159(a)(b)Fig.2.(a):Selective slope adjustment(i.e.,slope shift)during linear increase phase for high-and low-contention periods.(b):Selective“DC”level adjustment(i.e.,level shift)between high-and low-contention periods.structure is empirically observed to stay invariant in the1–10second range(cf. the distributions for1-and10-second time scales).Due to this robustness,as far as predictability is concerned,picking the exact time is not a critical com-ponent.On the other hand,to achieve reasonable responsiveness to changes in large time scale network state,we choose a time scale closer to1than10 seconds.We use a2-second time scale for this reason in the rest of the article.3.MULTIPLE TIME SCALE TCP3.1Multiple Time Scale Congestion ControlThe framework of multiple time scale congestion control[Tuan and Park1999], in general,allows for n-level time scale congestion control for n≥1where infor-mation extracted at n separate time scales is cooperatively engaged to modulate the output behavior of the feedback congestion control residing at the lowest time scale(i.e.,n=1).The ultimate goal of MTSC is to improve performance vis-`a-vis the congestion control consisting of feedback congestion control alone. Thus even when n>1,if the large time scale modules are deactivated,then the congestion control degenerates to the original feedback congestion control. We distinguish two strategies for engaging large time scale correlation struc-ture to modulate the traffic control behavior of a feedback congestion control. Thefirst method,selective slope control(SSC),adjusts the slope of linear in-crease during the linear increase phase of linear increase/exponential decrease congestion controls based on the predicted large time scale network state.If network contention is low,then the slope is increased,and vice versa when net-work contention is high.This is depicted in Figure2(a).Selective slope control is motivated by TCP performance evaluation work[Kim1995;Kim and Farber 1995]which shows that the conservativeness or asymmetry of TCP’s congestion control(necessitated by stability considerations)leads to inefficient utilization of bandwidth that is especially severe in large delay-bandwidth product net-works.By varying the slope across persistent network states,SSC is able to modulate the aggressiveness of the feedback congestion control’s bandwidth consumption behavior without triggering instability;the slope is held constant over a sufficiently large time interval exceeding the RTT or feedback loop by an order of magnitude or more.Due to the large gap in time scale,the feedback congestion control has ample time to converge,and it perceives the slope shifts as stemming from a quasistationary system for which it is provably stable.We ACM Transactions on Modeling and Computer Simulation,Vol.10,No.2,April2000160•K.Park and T.Tuanhave shown the effectiveness of SSC in the context of rate-based feedback con-gestion control[Tuan and Park1999],and we adopt it as the basic strategy for realizing multiple time scale TCP.The second method for utilizing large time scale correlation structure in feed-back traffic controls is called selective level control(SLC),and it additively adjusts output rate as a function of large time scale network state,increasing the“DC”level when network contention is low and decreasing it when the op-posite is true.This is depicted in Figure2(b).SLC is a more general scheme not necessarily customized toward congestion control.For example,we have em-ployed SLC successfully for real-time multimedia traffic control where adaptive packet-level forward error correction is applied to facilitate timely arrival and decoding of MPEG I video frames when retransmission is infeasible[Tuan and Park2000].It is a UDP-based videoconferencing implementation running over UNIX and Windows NT where SLC is built on top of AFEC,an adaptive redun-dancy control protocol for achieving user-specified end-to-end QoS[Park and Wang1999;Park1997a].3.2Structure of TCP-MTTCP-MT consists of two components:the underlying feedback control(i.e.,par-ticularflavor of TCP)and the large time scale module implementing SSC.The large time scale module,in turn,is composed of three parts:an explicit pre-diction module that extracts large time scale correlation structure online,an aggressiveness schedule that determines thefinal magnitude of slope that is passed to TCP,and a metacontrol that adjusts the range of slope values to be used by the aggressiveness schedule.SSC bases its computation on the under-lying feedback congestion control’s per-flow,observable input–output behavior (number of TCP segments transmitted),as well as incoming ACKs.Only the sender-side is augmented by the large time scale module;the receiver-side stays untouched.The overall structure of TCP-MT is depicted in Figure3.The next sections describe the various components of TCP in more detail including the specific instantiations on top of Tahoe,Reno,and Vegas,and a rate-based ex-tension of TCP.3.3Explicit PredictionPer-connection,online estimation of conditional probability densities Pr{L2|L1= }, ∈[1,h],is achieved via a conditional execution estimator. In TCP,there are a number of approaches(e.g.,timeout and ACK arrival pat-tern,congestion window update,throughput behavior)that can be employed to estimate network state.We use a uniform approach to inferring persistentnetwork state where X(m)i (aggregation m corresponds to the time scale T L)isdefined to be the number of bits transmitted by TCP over a T L time interval, which is a simple observable quantity at the sender side.Although timeouts and ACK arrivals can be used directly to estimate network state,a drawback of this method lies in its dependence on the idiosyncracies of the underlying TCP congestion control(different versions of TCP,principally,diverge in the mechanism that they employ to estimate and react to the network state)that would require nontrivial customization to couple SSC on top of each TCP.Our approach is predicated on the fact that,whatever the underlying TCP’s pri-vate estimation and control method,ultimately its impact and effectiveness is ACM Transactions on Modeling and Computer Simulation,Vol.10,No.2,April2000。