757 research outputs found
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Expert and operator perspectives on barriers to energy efficiency in data centers
It was last estimated in 2016 that data centers (DCs) comprise approximately 2% of total US electricity consumption. However, this estimate is currently being updated to account for the massive increase in computing needs due to streaming, cryptocurrency, and artificial intelligence (AI). To prevent energy consumption that tracks with increasing computing needs, it is imperative we identify energy efficiency strategies and investments beyond the low-hanging fruit solutions. In a two-phased research approach, we ask: What non-technical barriers still impede energy efficiency (EE) practices and investments in the data center sector, and what can be done to overcome these barriers? In particular, we are focused on social and organizational barriers to EE. In Phase I, we performed a literature review and found that technical solutions are abundant in the literature, but fail to address the top-down cultural shifts that need to take place in order to adapt new energy efficiency strategies. In Phase II, reported here, we interviewed 16 data center operators/experts to ground-truth our literature findings. Our interview protocols focus on three aspects of DC decision-making: procurement practices, metrics and monitoring, and perceived barriers to energy efficiency. We find that vendors are the key drivers of procurement decisions, advanced efficiency metrics are facility-specific, and there is convergence in the design of advanced facilities due to the heat density of parallelized infrastructure. Our ultimate goals for our research are to design DC decarbonization policies that target organizational structure, empower individual staff, and foster a supportive external market
A truthful incentive mechanism for emergency demand response in colocation data centers
Data centers are key participants in demand response programs, including emergency demand response (EDR), where the grid coordinates large electricity consumers for demand reduction in emergency situations to prevent major economic losses. While existing literature concentrates on owner-operated data centers, this work studies EDR in multi-tenant colocation data centers where servers are owned and managed by individual tenants. EDR in colocation data centers is significantly more challenging, due to lack of incentives to reduce energy consumption by tenants who control their servers and are typically on fixed power contracts with the colocation operator. Consequently, to achieve demand reduction goals set by the EDR program, the operator has to rely on the highly expensive and/or environmentally-unfriendly on-site energy backup/generation. To reduce cost and environmental impact, an efficient incentive mechanism is therefore in need, motivating tenants’ voluntary energy reduction in case of EDR. This work proposes a novel incentive mechanism, Truth-DR, which leverages a reverse auction to provide monetary remuneration to tenants according to their agreed energy reduction. Truth-DR is computationally efficient, truthful, and achieves 2-approximation in colocation-wide social cost. Trace-driven simulations verify the efficacy of the proposed auction mechanism.published_or_final_versio
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The Workforce Innovation and Opportunity Act and the One-Stop Delivery System
[Excerpt] The Workforce Innovation and Opportunity Act (WIOA; P.L. 113-128), which succeeded the Workforce Investment Act of 1998 (P.L. 105-220) as the primary federal workforce development legislation, was enacted in July 2014 to bring about increased coordination among federal workforce development and related programs. Most of WIOA’s provisions went into effect July 1, 2015. WIOA authorizes appropriations for each of FY2015 through FY2020 to carry out the programs and activities authorized in the legislation.
Workforce development programs provide a combination of education and training services to prepare individuals for work and to help them improve their prospects in the labor market. They may include activities such as job search assistance, career counseling, occupational skill training, classroom training, or on-the-job training. The federal government provides workforce development activities through WIOA’s programs and other programs designed to increase the employment and earnings of workers.
WIOA includes five titles: Workforce Development Activities (Title I), Adult Education and Literacy (Title II), Amendments to the Wagner-Peyser Act (Title III), Amendments to the Rehabilitation Act of 1973 (Title IV), and General Provisions (Title V). Title I, whose programs are primarily administered through the Employment and Training Administration (ETA) of the U.S. Department of Labor (DOL), includes three state formula grant programs, multiple national programs, and Job Corps. Title II, whose programs are administered by the U.S. Department of Education (ED), includes a state formula grant program and National Leadership activities. Title III amends the Wagner-Peyser Act of 1933, which authorizes the Employment Service (ES). Title IV amends the Rehabilitation Act of 1973, which authorizes vocational rehabilitation services to individuals with disabilities. Title V includes provisions for the administration of WIOA.
The WIOA system provides central points of service via its system of around 3,000 One-Stop centers nationwide, through which state and local WIOA employment and training activities are provided and certain partner programs must be coordinated. This system is supposed to provide employment and training services that are responsive to the demands of local area employers. Administration of the One-Stop system occurs through Workforce Development Boards (WDBs), a majority of whose members must be representatives of business and which are authorized to determine the mix of service provision, eligible providers, and types of training programs, among other decisions. WIOA provides universal access (i.e., an adult age 18 or older does not need to meet any qualifying characteristics) to its career services, including a priority of service for low- income adults. WIOA also requires Unified State Plans (USPs) that outline the workforce strategies for the six core WIOA programs—adult, dislocated worker, and youth programs (Title I of WIOA), the Adult Education and Family Literacy Act (AEFLA; Title II of WIOA), the Employment Service program (amended by Title III of WIOA), and the Vocational Rehabilitation State Grant Program (amended by Title IV of WIOA). Finally, WIOA adopts the same six “primary indicators of performance” across most of the programs authorized in the law.
This report provides details of WIOA Title I state formula program structure, services, allotment formulas, and performance accountability. In addition, it provides a program overview for national grant programs. It also offers a brief overview of the Employment Service (ES), which is authorized by separate legislation but is an integral part of the One-Stop system created by WIOA
Strategic and operational services for workload management in the cloud
In hosting environments such as Infrastructure as a Service (IaaS) clouds, desirable application performance is typically guaranteed through the use of Service Level Agreements (SLAs), which specify minimal fractions of resource capacities that must be allocated by a service provider for unencumbered use by customers to ensure proper operation of their workloads. Most IaaS offerings are presented to customers as fixed-size and fixed-price SLAs, that do not match well the needs of specific applications. Furthermore, arbitrary colocation of applications with different SLAs may result in inefficient utilization of hosts' resources, resulting in economically undesirable customer behavior.
In this thesis, we propose the design and architecture of a Colocation as a Service (CaaS) framework: a set of strategic and operational services that allow the efficient colocation of customer workloads. CaaS strategic services provide customers the means to specify their application workload using an SLA language that provides them the opportunity and incentive to take advantage of any tolerances they may have regarding the scheduling of their workloads. CaaS operational services provide the information necessary for, and carry out the reconfigurations mandated by strategic services. We recognize that it could be the case that there are multiple, yet functionally equivalent ways to express an SLA. Thus, towards that end, we present a service that allows the provably-safe transformation of SLAs from one form to another for the purpose of achieving more efficient colocation. Our CaaS framework could be incorporated into an IaaS offering by providers or it could be implemented as a value added proposition by IaaS resellers. To establish the practicality of such offerings, we present a prototype implementation of our proposed CaaS framework
Financing ICT and digitalisation in Africa: Current trends and key sustainability issues
Increasingly recognised as a pivotal infrastructure for inclusive economic development and social justice in Africa, information and communication technology is a fundamental component of the continent’s infrastructure budget. DFIs, such as the World Bank and the African Development Bank, have long included digital infrastructure and connectivity projects as one of the portfolios that receive financial support. Nevertheless, the investment landscape for sustainable information and communication technologies in Africa remains poorly understood. The availability of data is inconsistent, mirroring a broader knowledge problem across the entire infrastructure finance sector (see Cirolia, Pieterse & Pollio, 2022). Moreover, issues of sustainable investment are by nature of digital infrastructure much less visible and debated than in related sectors of mobility or energy.
This paper is, therefore, aimed at i) highlighting the different components of infrastructure investment in information and communication technologies, ii) showing that the value chain is complex and that different investment patterns and bottlenecks need to be recognised across the sector, and iii) identifying key sustainability issues that deserve attention for digital infrastructure as much as for other types of technical systems. To do so, in this paper, four sections and a tentative list of policy implications linking sustainability concerns to the financial design of information and communication technology infrastructure are featured
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