An evaluation methodology and framework for semantic web services technology

Software engineering has been driven over decades by the trend towards component based development and loose coupling. Service oriented architectures and Web Services in particular are the latest product of this long-reaching development. Semantic Web Services (SWS) apply the paradigms of the Semantic Web to Web Services to allow more flexible and dynamic service usages. Numerous frameworks to realize SWS have been put forward in recent years but their relative advantages and general maturity are not easy to assess. This dissertation presents a solution to this issue. It defines a general methodology and framework for SWS technology evaluation as well as concrete benchmarks to assess the functional scope and performance of various approaches. The presented benchmarks have been executed within international evaluation campaign. The thesis thus comprehensively covers theoretical, methodological as well as practical results regarding the evaluation and assessment of SWS technologies

Automatic generation of semantic Mashups in web portals

The Web has become an important source for information, which are created by independent providers. Web portals provide an unified point of access to content, data, services and web applications located throughout the enterprise. However, Web users have often only an insufficient available amount of time, to effectively use the available information resources. This thesis proposes a mashup framework that automatically mashes-up web portal content with related background information. The background information are derived from information web services that are composed by an evolutionary algorithm

Robustness estimation and optimisation for semantic web service composition with stochastic service failures

Service-oriented architecture (SOA) is a widely adopted software engineering paradigm that encourages modular and reusable applications. One popular application of SOA is web service composition, which aims to loosely couple web services to accommodate complex goals not achievable through any individual web service. Many approaches have been proposed to construct composite services with optimized Quality of Service (QoS), assuming that QoS of web services never changes. However, the constructed composite services may not perform well and may not be executable later due to its component services' failure. Therefore, it is important to build composite services that are robust to stochastic service failures. Two challenges of building robust composite services are to efficiently generate service composition with near-optimal quality in a large search space of available services and to accurately measure the robustness of composite services considering all possible failure scenarios. This article proposes a novel two-stage GA-based approach to robust web service composition with an adaptive evolutionary control and an efficient robustness measurement. This approach can generate robust composite service at the design phase, which can cope with stochastic service failures and maintain high quality at the time of execution. We have conducted experiments with benchmark datasets to evaluate the performance of our proposed approach. Our experiments show that our method can produce highly robust composite services, achieving outstanding performance consistently in the event of stochastic service failures, on service repositories with varying sizes

Thinking outside the TBox multiparty service matchmaking as information retrieval

Service oriented computing is crucial to a large and growing number of computational undertakings. Central to its approach are the open and network-accessible services provided by many different organisations, and which in turn enable the easy creation of composite workflows. This leads to an environment containing many thousands of services, in which a programmer or automated composition system must discover and select services appropriate for the task at hand. This discovery and selection process is known as matchmaking. Prior work in the field has conceived the problem as one of sufficiently describing individual services using formal, symbolic knowledge representation languages. We review the prior work, and present arguments for why it is optimistic to assume that this approach will be adequate by itself. With these issues in mind, we examine how, by reformulating the task and giving the matchmaker a record of prior service performance, we can alleviate some of the problems. Using two formalisms—the incidence calculus and the lightweight coordination calculus—along with algorithms inspired by information retrieval techniques, we evolve a series of simple matchmaking agents that learn from experience how to select those services which performed well in the past, while making minimal demands on the service users. We extend this mechanism to the overlooked case of matchmaking in workflows using multiple services, selecting groups of services known to inter-operate well. We examine the performance of such matchmakers in possible future services environments, and discuss issues in applying such techniques in large-scale deployments

A.: Opossum - an Online Portal to Collect and Share Sws Descriptions

Semantic web services have received a significant amount of research attention in the last years but too little effort has been put into the evaluation of the approaches so far. The main blocker of thorough evaluations is the lack of large and diverse test collections for semantic web services. In this demo we present a portal designed to help working towards common test collections by making it easy to collect, search for, and compare semantic service descriptions across various formalisms.

Annual Report of the University, 1999-2000, Volumes 1-4

The Robert O. Anderson School and Graduate School of Management at The University of New Mexico Period of Report: July 1, 1999 to June 30, 2000 Submitted by Howard L. Smith, Dean The Anderson Schools of Management is divided into four distinct divisions- the Department of Accounting; the Department of Finance, International and Technology Management; the Department of Marketing, Information and Decision Sciences; and the Department of Organizational Studies. This structure provides an opportunity for The Anderson Schools to develop four distinct areas of excellence, proven by results reported here. I. Significant Developments During the Academic Year The Anderson Schools of Management • As a result of the multi-year gift from the Ford Motor Company, completed renovation of The Schools\u27 Advisement and Placement Center, as well as all student organization offices. • The Ford gift also provided for $100,000 to support faculty research, case studies and course development. • The Schools revised the MBA curriculum to meet the changing needs of professional, advanced business education. • The Schools updated computer laboratory facilities, with the addition of a 45-unit cluster for teaching and student work. • The faculty and staff of The Schools furthered outreach in economic development activities by participating directly as committee members and leaders in the cluster workgroups of the Next Generation Economy Initiative. • The faculty, staff and students of The Schools contributed to the development of the Ethics in Business Awards; particularly exciting was the fact that all nominee packages were developed by student teams from The Anderson Schools. • The Schools continue to generate more credit hours per faculty member than any other division of the UNM community. The Accounting Department • Preparation and presentation of a progress report to accrediting body, the AACSB. The Department of Finance, International and Technology Management • The Department continued to focus on expansion of the Management of Technology program as a strategic strength of The Schools. The Department of Marketing. Information and Decision Sciences • Generated 9022 credit hours, with a student enrollment of 3070. The Department of Organizational Studies • Coordinated the 9th UNM Universidad de Guanajuato (UG) Mexico Student Exchange

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

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