111,756 research outputs found

    Decomposability and scalability in space-based observatory scheduling

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    In this paper, we discuss issues of problem and model decomposition within the HSTS scheduling framework. HSTS was developed and originally applied in the context of the Hubble Space Telescope (HST) scheduling problem, motivated by the limitations of the current solution and, more generally, the insufficiency of classical planning and scheduling approaches in this problem context. We first summarize the salient architectural characteristics of HSTS and their relationship to previous scheduling and AI planning research. Then, we describe some key problem decomposition techniques supported by HSTS and underlying our integrated planning and scheduling approach, and we discuss the leverage they provide in solving space-based observatory scheduling problems

    Scheduling with partial orders and a causal model

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    In an ongoing project at Honeywell SRC, we are constructing a prototype scheduling system for a NASA domain using the 'Time Map Manager' (TMM). The TMM representations are flexible enough to permit the representation of precedence constraints, metric constraints between activities, and constraints relative to a variety of references (e.g., Mission Elapsed Time vs. Mission Day). The TMM also supports a simple form of causal reasoning (projection), dynamic database updates, and monitoring specified database properties as changes occur over time. The greatest apparent advantage to using the TMM is the flexibility added to the scheduling process: schedules are constructed by a process of 'iterative refinement,' in which scheduling decisions correspond to constraining an activity either with respect to another activity or with respect to one time line. The schedule becomes more detailed as activities and constraints are added. Undoing a scheduling decision means removing a constraint, not removing an activity from a specified place on the time line. For example, we can move an activity around on the time line by deleting constraints and adding new ones

    A greedy heuristic approach for the project scheduling with labour allocation problem

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    Responding to the growing need of generating a robust project scheduling, in this article we present a greedy algorithm to generate the project baseline schedule. The robustness achieved by integrating two dimensions of the human resources flexibilities. The first is the operators’ polyvalence, i.e. each operator has one or more secondary skill(s) beside his principal one, his mastering level being characterized by a factor we call “efficiency”. The second refers to the working time modulation, i.e. the workers have a flexible time-table that may vary on a daily or weekly basis respecting annualized working strategy. Moreover, the activity processing time is a non-increasing function of the number of workforce allocated to create it, also of their heterogynous working efficiencies. This modelling approach has led to a nonlinear optimization model with mixed variables. We present: the problem under study, the greedy algorithm used to solve it, and then results in comparison with those of the genetic algorithms

    COOPERATION SUPPORT IN A DYADIC SUPPLY CHAIN

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    To improve the supply chains performance, taking into account the customer demand in the tactical planning process is essential. It is more and more difficult for the customers to insure a certain level of demand over a medium term period. Then it is necessary to develop methods and decision support systems to reconcile the order and book processes. In this context, this paper aims at introducing a collaboration support tool and methodology dedicated to a dyadic supply chain. This approach aims at evaluating in term of risks different demand management strategies within the supply chain using a simulation dedicated tool. The evaluation process is based on an exploitation of decision theory and game theory concepts and methods.supply chain ; simulation ; collaboration ; decision theory ; risk

    A human factors approach to analysing military command and control

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    This paper applies the Event Analysis for Systemic Teamwork (EAST) method to an example of military command and control. EAST offers a way to describe system level 'emergent properties' that arise from the complex interactions of system components (human and technical). These are described using an integrated methods approach and modelled using Task, Social and Knowledge networks. The current article is divided into three parts: a brief description of the military command and control context, a brief description of the EAST method, and a more in depth presentation of the analysis outcomes. Numerous findings emerge from the application of the method. These findings are compared with similar analyses undertaken in civilian domains, where Network Enabled Capability (NEC) is already in place. The emergent properties of the military scenario relate to the degree of system reconfigurability, systems level Situational Awareness (SA), team-working and the role of mediating technology. It is argued that the EAST method can be used to offer several interesting perspectives on designing and specifying NEC capability in military context

    Adaptive Governance and Evolving Solutions to Natural Resource Conflicts

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    New Zealand is facing increasing challenges in managing natural resources (land, freshwater, marine space and air quality) under pressures from domestic (population growth, agricultural intensification, cultural expectations) and international (climate change) sources. These challenges can be described in terms of managing ‘wicked problems’; i.e. problems that may not be understood fully until they have been solved, where stakeholders have different world views and frames for understanding the problem, the constraints affecting the problem and the resources required to solve it change over time, and no complete solution is ever actually found. Adaptive governance addresses wicked problems through a framework to engage stakeholders in a participative process to create a long term vision. The vision must identify competing goals and a process for balancing them over time that acknowledges conflicts cannot always be resolved in a single lasting decision. Circumstances, goals and priorities can all vary over time and by region. The Resource Management Act can be seen as an adaptive governance structure where frameworks for resources such as water may take years to evolve and decades to fully implement. Adaptive management is about delivery through an incremental/experimental approach, limits on the certainty that governments can provide and stakeholders can demand, and flexibility in processes and results. In New Zealand it also requires balancing central government expertise and resources, with local authorities which can reflect local goals and knowledge, but have varying resources and can face quite distinct issues of widely differing severity. It is important to signal the incremental, overlapping, iterative and time-consuming nature of the work involved in developing and implementing adaptive governance and management frameworks. Managing the expectations of those involved as to the nature of the process and their role in it, and the scope and timing of likely outcomes, is key to sustaining participation.Adaptive capacity; governance; resilience

    The gaps between healthcare service and building design : a state of the art review

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    Healthcare buildings are designed to achieve diverse objectives, ranging from providing appropriate environments where care can be delivered to communities to increasing operational efficiency and improving patient flows and the patient experience. Improvements in operational efficiency should result from state-of-the-art buildings, more appropriate layouts, departmental adjacencies, efficient clinical and business processes and enhanced information systems. However, complexities around requirements and stakeholders management may prevent the achievement of such objectives. The aim of this article is to identify and understand how healthcare services (re)design and building design can be integrated to facilitate increased performance both in terms of service delivery and future changes. Findings indicate that current approaches and innovation are restricted due to functional barriers in the design process, and that there is a need to support the development of operations driven design through time (e.g. flexible and durable) that satisfies diverse needs
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