269 research outputs found

    Appling parallelism in image mining

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    Image mining deals with the study and development of new technologies that allow accomplishing this subject. A common mistake about image mining is identifying its scopes and limitations. Clearly it is different from computer vision and image processing areas. Image mining deals with the extraction of image patterns from a large collection of images, whereas the focus of computer vision and image processing is in understanding and/or extracting specific features from a single image. On the other hand it might be thought that it is much related to content-based retrieval area, since both deals with large image collections. Nevertheless, image mining goes beyond the simple fact of recovering relevant images, the goal is the discovery of image patterns that are significant in a given collection of images. As a result, an image mining systems implies lots of tasks to be done in a regular time. Images provide a natural source of parallelism; so the use of parallelism in every or some mining tasks might be a good option to reduce the cost and overhead of the whole image mining process. At this work we will try to draw the image minnig problem: its computational cost, and to propose a possible global or local parallel solution.Eje: Procesamiento Concurrente, Paralelo y DistribuidoRed de Universidades con Carreras en Informática (RedUNCI

    Appling parallelism in image mining

    Get PDF
    Image mining deals with the study and development of new technologies that allow accomplishing this subject. A common mistake about image mining is identifying its scopes and limitations. Clearly it is different from computer vision and image processing areas. Image mining deals with the extraction of image patterns from a large collection of images, whereas the focus of computer vision and image processing is in understanding and/or extracting specific features from a single image. On the other hand it might be thought that it is much related to content-based retrieval area, since both deals with large image collections. Nevertheless, image mining goes beyond the simple fact of recovering relevant images, the goal is the discovery of image patterns that are significant in a given collection of images. As a result, an image mining systems implies lots of tasks to be done in a regular time. Images provide a natural source of parallelism; so the use of parallelism in every or some mining tasks might be a good option to reduce the cost and overhead of the whole image mining process. At this work we will try to draw the image minnig problem: its computational cost, and to propose a possible global or local parallel solution.Eje: Procesamiento Concurrente, Paralelo y DistribuidoRed de Universidades con Carreras en Informática (RedUNCI

    Department of Anthropology and Geography Self-Study Report to the Academic Planning Committee

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    In January of 2001 the Department of Anthropology and the Department of Geography became the Department of Anthropology and Geography. This merger was not requested by members of either unit: it was imposed administratively. Under ideal circumstance, such mergers evolve organically through a history of collaborations from the bottom up. Nevertheless, faculty of each unit had collaborated in a variety of contexts so there was some basis for integration. As one may imagine, one of the first things we set out to accomplish as a newly formed unit was the establishment of a common set of by-laws. After about six months of joint meetings we created our by-laws which represented a first crucial step in integrating the department. The administrative and committee structures are fully integrated even though the department functions as two separate curricular programs. The next significant step in our history came in the summer of 2002 when the Geography Program faculty moved out of Avery Hall and physically merged into Bessey Hall and Morrill Hall space occupied by faculty of the Anthropology Program. Prior to our physical merger, we had the option of the Geography Program occupying space in Nebraska Hall. Faculty in both programs strongly felt that such a move would hinder our ability to grow together as a cohesive department even though a physical merger would place great hardships on us all by sharing such a small space. The archaeologists were especially inconvenienced by the loss of teaching and research laboratory space. Nevertheless, we believe we made the correct choice. In August of 2002 Dave Wishart became chair of the department. Patricia Draper had been chair at the inception of the merger and there was reasonable concern that the numerically dominant anthropologists would hold administrative sway in the department. Wishart\u27s election put that fear to rest. Since the move and election of Wishart as chair we have met on numerous occasions to discuss department integration programmatically. Out of these discussions came the Indigenous Peoples specialization in the Geography doctoral program which was approved by the Graduate College in November of 2003. This new doctoral program will permit graduate students to pursue a doctoral degree in the Geography Program in an area, indigenous peoples, in which faculty in both programs have interest and expertise. There is discussion of another track in the Geography doctoral program that would emphasize archaeology, GIS, and cartography. It should be noted that these programmatic mergers, to some extent, were driven by a long history of anthropology faculty serving on geography doctoral committees of students who had research topics that bridged our two disciplines. Finally, we are searching for ways to develop a shared undergraduate minor in regional or area studies. Our merger as a cohesive unit has been accomplished successfully. We are proceeding deliberately to simultaneously maintain the integrity of our disciplines while taking advantage of interdisciplinary opportunities that benefit us and our students. Includes Faculty vitae, Course descriptions, Review of Existing Instructional Programs, proposal for a Specialization in Professional Archaeology at the MA level, Review Team Report: (May 1997), Self-Study Report to the Academic Planning Committee Geography Program, supplementary materials

    Department of Anthropology and Geography Self-Study Report to the Academic Planning Committee

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    In January of 2001 the Department of Anthropology and the Department of Geography became the Department of Anthropology and Geography. This merger was not requested by members of either unit: it was imposed administratively. Under ideal circumstance, such mergers evolve organically through a history of collaborations from the bottom up. Nevertheless, faculty of each unit had collaborated in a variety of contexts so there was some basis for integration. As one may imagine, one of the first things we set out to accomplish as a newly formed unit was the establishment of a common set of by-laws. After about six months of joint meetings we created our by-laws which represented a first crucial step in integrating the department. The administrative and committee structures are fully integrated even though the department functions as two separate curricular programs. The next significant step in our history came in the summer of 2002 when the Geography Program faculty moved out of Avery Hall and physically merged into Bessey Hall and Morrill Hall space occupied by faculty of the Anthropology Program. Prior to our physical merger, we had the option of the Geography Program occupying space in Nebraska Hall. Faculty in both programs strongly felt that such a move would hinder our ability to grow together as a cohesive department even though a physical merger would place great hardships on us all by sharing such a small space. The archaeologists were especially inconvenienced by the loss of teaching and research laboratory space. Nevertheless, we believe we made the correct choice. In August of 2002 Dave Wishart became chair of the department. Patricia Draper had been chair at the inception of the merger and there was reasonable concern that the numerically dominant anthropologists would hold administrative sway in the department. Wishart\u27s election put that fear to rest. Since the move and election of Wishart as chair we have met on numerous occasions to discuss department integration programmatically. Out of these discussions came the Indigenous Peoples specialization in the Geography doctoral program which was approved by the Graduate College in November of 2003. This new doctoral program will permit graduate students to pursue a doctoral degree in the Geography Program in an area, indigenous peoples, in which faculty in both programs have interest and expertise. There is discussion of another track in the Geography doctoral program that would emphasize archaeology, GIS, and cartography. It should be noted that these programmatic mergers, to some extent, were driven by a long history of anthropology faculty serving on geography doctoral committees of students who had research topics that bridged our two disciplines. Finally, we are searching for ways to develop a shared undergraduate minor in regional or area studies. Our merger as a cohesive unit has been accomplished successfully. We are proceeding deliberately to simultaneously maintain the integrity of our disciplines while taking advantage of interdisciplinary opportunities that benefit us and our students. Includes Faculty vitae, Course descriptions, Review of Existing Instructional Programs, proposal for a Specialization in Professional Archaeology at the MA level, Review Team Report: (May 1997), Self-Study Report to the Academic Planning Committee Geography Program, supplementary materials

    Annual Report of the University, 2000-2001, Volumes 1-4

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    Message from the President Thank you for joining me in this look back over the past year at the University of New Mexico. It was a year filled with activity, accomplishment and challenge, and this is our opportunity to reflect back on that year. In 2000-2001 we engaged in a University-wide strategic planning process that called on the energies and talents of hundreds of individuals- faculty, staff, students and members of our broader community. The plan, which will be completed in Fall 2001, will serve as our roadmap for the future and will guide our efforts to capitalize on the opportunities and to meet the challenges of the next several years. This process has encouraged us to examine closely our mission and our values, who we are and what we aspire to become. It has given us reason to be proud of our past and cause to think seriously about how we must change in the future. While this was a year for looking ahead, it was also a year of significant accomplishment. For example, we launched a comprehensive set of programs designed to enrich the academic and social experiences of our undergraduate students. We began the implementation of Freshman Learning Communities where small cohorts of students study and learn together in a common set of courses under the guidance of a senior faculty scholar. We reorganized our advisement systems, we undertook the construction or renovation of student-centered facilities on campus, and we created new support systems to enhance student academic success. It was a year in which our support of faculty, staff and students was our highest priority. Through the support of the New Mexico Legislature, faculty and staff received significant salary increases. A new health benefits plan for graduate assistants was implemented. Our Staff as Students program enabled more than 40 staff members to obtain UNM degrees. And, a Center for Scholarship in Teaching and Learning was established to assist faculty in their efforts to develop more effective teaching skills. Finally, this was a year in which UNM dramatically expanded its role in the local community and throughout the state. Never before has the University been as active or as visible in meeting its public responsibility as it was in 2000-2001. From its active participation in economic development initiatives, to its involvement in K-12 educational improvement efforts, to its significant leadership role in health care delivery, UNM demonstrated its ability to help the state meet its most pressing social challenges. And, as UNM took on a more visible role in supporting the state\\u27s citizens, the support for UNM was returned in kind. This year, annual giving to the University rose to a record 35.3 million dollars, a 40% increase over just two years ago. All told, it has been a gratifying and successful year. However, we cannot allow our past accomplishments to mask the continued challenges facing this University. Neither will we allow these challenges to dominate our thinking and diminish out pride in what the University has achieved. So we will savor our successes and continue to move forward. As always, we thank you for sharing our dreams and for supporting the University of New Mexico. Sincerely, William C. Gordon, Presiden

    Annual Report of the University, 2001-2002, Volumes 1-4

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    VITAL ACADEMIC CLIMATE* by Brian Foster, Provost/Vice President of Academic Affairs A great university engages students and faculty fully in important ideas and issues ... not just to learn about them, but to take them apart and put them back together, to debate, deconstruct, resist, reconstruct and build upon them. Engagement of this sort takes concentration and commitment, and it produces the kind of discipline and passion that leads to student and faculty success and satisfaction in their studies, research, performance, artistic activity and service. It is also the kind of activity that creates a solid, nurturing spirit of community. This is what we mean when we talk about a vital academic climate. We are striving for an environment that will enrich the social, cultural and intellectual lives of all who come in contact with the University. Many things interconnect to make this happen: curriculum, co-curricular activities, conferences, symposia, cultural events, community service, research and social activity. Our goal is to create the highest possible level of academic commitment and excitement at UNM. This is what characterizes a truly great university. *Strategic Direction 2 New Mexico native Andres C. Salazar, a Ph.D. in electrical engineering from Michigan State University, has been named the PNM Chair in Microsystems, Commercialization and Technology. Carrying the title of professor, the PNM Chair is a joint appointment between the School of Engineering and the Anderson Schools of Management. Spring 2002 graduate John Probasco was selected a 2002 Rhodes Scholar, the second UNM student to be so honored in the past four years. The biochemistry major from Alamogordo previously had been awarded the Goldwater Scholarship and the Truman Scholarship. Andres c. Salazar Biology student Sophie Peterson of Albuquerque was one of 30 students nationwide to receive a 2002-2003 Award of Excellence from Phi Kappa Phi, the oldest and largest national honor society. Regents\\u27 Professor of Communication and Journalism Everett M. Rogers was selected the University\\u27s 4 71h Annual Research Lecturer, the highest honor UNM bestows upon members of its faculty. John Probasco honored by Student Activities Director Debbie Morris. New Mexico resident, author and poet Simon}. Ortiz received an Honorary Doctorate of Letters at Spring Commencement ceremonies. Child advocate Angela Angie Vachio, founder and executive director of Peanut Butter and Jelly Family Services, Inc., was awarded an Honorary Doctorate of Humane Letters. American Studies Assistant Professor Amanda}. Cobb won the 22 d annual American Book Award for listening to Our Grandmothers\\u27 Stories: The Bloomfield Academy for Chickasaw Females, 1852-1949

    2000-2004

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