TaskInsight: Understanding Task Schedules Effects on Memory and Performance

Recent scheduling heuristics for task-based applications have managed to improve their by taking into account memory-related properties such as data locality and cache sharing. However, there is still a general lack of tools that can provide insights into why, and where, different schedulers improve memory behavior, and how this is related to the applications' performance. To address this, we present TaskInsight, a technique to characterize the memory behavior of different task schedulers through the analysis of data reuse between tasks. TaskInsight provides high-level, quantitative information that can be correlated with tasks' performance variation over time to understand data reuse through the caches due to scheduling choices. TaskInsight is useful to diagnose and identify which scheduling decisions affected performance, when were they taken, and why the performance changed, both in single and multi-threaded executions. We demonstrate how TaskInsight can diagnose examples where poor scheduling caused over 10% difference in performance for tasks of the same type, due to changes in the tasks' data reuse through the private and shared caches, in single and multi-threaded executions of the same application. This flexible insight is key for optimization in many contexts, including data locality, throughput, memory footprint or even energy efficiency.We thank the reviewers for their feedback. This work was supported by the Swedish Research Council, the Swedish Foundation for Strategic Research project FFL12-0051 and carried out within the Linnaeus Centre of Excellence UPMARC, Uppsala Programming for Multicore Architectures Research Center. This paper was also published with the support of the HiPEAC network that received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement no. 687698.Peer ReviewedPostprint (published version

Creativity in the primary curriculum

Abstract not available

Near-Memory Address Translation

Memory and logic integration on the same chip is becoming increasingly cost effective, creating the opportunity to offload data-intensive functionality to processing units placed inside memory chips. The introduction of memory-side processing units (MPUs) into conventional systems faces virtual memory as the first big showstopper: without efficient hardware support for address translation MPUs have highly limited applicability. Unfortunately, conventional translation mechanisms fall short of providing fast translations as contemporary memories exceed the reach of TLBs, making expensive page walks common. In this paper, we are the first to show that the historically important flexibility to map any virtual page to any page frame is unnecessary in today's servers. We find that while limiting the associativity of the virtual-to-physical mapping incurs no penalty, it can break the translate-then-fetch serialization if combined with careful data placement in the MPU's memory, allowing for translation and data fetch to proceed independently and in parallel. We propose the Distributed Inverted Page Table (DIPTA), a near-memory structure in which the smallest memory partition keeps the translation information for its data share, ensuring that the translation completes together with the data fetch. DIPTA completely eliminates the performance overhead of translation, achieving speedups of up to 3.81x and 2.13x over conventional translation using 4KB and 1GB pages respectively.Comment: 15 pages, 9 figure

Teaching schools evaluation. Research Brief

This Research Brief reports the findings from a two-year study (2013-15) in to the work of teaching schools and their alliances commissioned by the National College for Teaching and Leadership (NCTL). The broad aim of the study was to investigate the effectiveness and impact of teaching schools on improvement, and identify the quality and scope of external support that are required to enhance these . This was achieved through combining qualitative and quantitative data collection and analysis derived from three research activities: case studies of 26 teaching schools alliances (TSAs), a national survey of the first three cohorts of 345 TSAs, and secondary research and analysis of national performance and inspection results

Clinical leadership in service redesign using Clinical Commissioning Groups: a mixed-methods study

Background: A core component of the Health and Social Care Act 2012 (Great Britain. Health and Social Care Act 2012. London: HMSO; 2012) was the idea of devolving to general practitioners (GPs) a health service leadership role for service redesign. For this purpose, new Clinical Commissioning Groups (CCGs) were formed in the English NHS.Objectives: This research examined the extent to which, and the methods by which, clinicians stepped forward to take up a leadership role in service redesign using CCGs as a platform.Design: The project proceeded in five phases: (1) a scoping study across 15 CCGs, (2) the design and administration of a national survey of all members of CCG governing bodies in 2014, (3) six main in-depth case studies, (4) a second national survey of governing body members in 2016, which allowed longitudinal comparisons, and (5) international comparisons.Participants: In addition to GPs serving in clinical lead roles for CCGs, the research included insights from accountable officers and other managers and perspectives from secondary care and other provider organisations (local authority councillors and staff, patients and the public, and other relevant bodies).Results: Instances of the exercise of clinical leadership utilising the mechanism of the CCGs were strikingly varied. Some CCG teams had made little of the opportunity. However, we found other examples of clinicians stepping forward to bring about meaningful improvements in services. The most notable cases involved the design of integrated care for frail elderly patients and others with long-term conditions. The leadership of these service redesigns required cross-boundary working with primary care, secondary care, community care and social work. The processes enabling such breakthroughs required interlocking processes of leadership across three arenas: (1) strategy-level work at CCG board level, (2) mid-range operational planning and negotiation at programme board level and (3) the arena of practical implementation leadership at the point of delivery. The arena of the CCG board provided the legitimacy for strategic change; the programme boards worked through the competing logics of markets, hierarchy and networks; and the practice arena allowed the exercise of clinical leadership in practical problemsolving, detailed learning and routinisation of new ways of working at a common-sense everyday level.Limitations: Although the research was conducted over a 3-year period, it could be argued that a much longer period is required for CCGs to mature and realise their potential.Conclusions: Despite the variation in practice, we found significant examples of clinical leaders forging new modes of service design and delivery. A great deal of the service redesign effort was directed at compensating for the fragmented nature of the NHS – part of which had been created by the 2012 reforms. This is the first study to reveal details of such work in a systematic way