3D and 4D Models Used in Bridge Design and Education

A bridge is the type of structure whose appearance normally deserves more attention because it not only has an evident impact on the environment but also represents considerable investment, both of which justify careful evaluation. The aesthetic analysis is an important issue that must be considered when designing a new bridge, especially when it is to be built in an urban or road environment. In this context, the automatic generation of three‐dimensional (3D) geometric models of the bridge under analysis, and the walk around and aerial simulation allowed over it, which can be generated, helps bridge designers to evaluate its aesthetic concept and environmental impact. The bridge construction process can also be simulated, helping designers and builders to review the progress of the construction work in situ. For that, 4D (3D + time) models of the most frequent bridge construction methods were generated, using virtual reality (VR) technology. The simulation of the construction activity made possible by the developed interactive 4D model helps bridge designers to analyse the whole construction process. The present study aims to analyse the mechanisms of how to generate 3D models of a bridge automatically and how to simulate its construction using VR capacities

Lessons Learned from a Decade of Providing Interactive, On-Demand High Performance Computing to Scientists and Engineers

For decades, the use of HPC systems was limited to those in the physical sciences who had mastered their domain in conjunction with a deep understanding of HPC architectures and algorithms. During these same decades, consumer computing device advances produced tablets and smartphones that allow millions of children to interactively develop and share code projects across the globe. As the HPC community faces the challenges associated with guiding researchers from disciplines using high productivity interactive tools to effective use of HPC systems, it seems appropriate to revisit the assumptions surrounding the necessary skills required for access to large computational systems. For over a decade, MIT Lincoln Laboratory has been supporting interactive, on-demand high performance computing by seamlessly integrating familiar high productivity tools to provide users with an increased number of design turns, rapid prototyping capability, and faster time to insight. In this paper, we discuss the lessons learned while supporting interactive, on-demand high performance computing from the perspectives of the users and the team supporting the users and the system. Building on these lessons, we present an overview of current needs and the technical solutions we are building to lower the barrier to entry for new users from the humanities, social, and biological sciences.Comment: 15 pages, 3 figures, First Workshop on Interactive High Performance Computing (WIHPC) 2018 held in conjunction with ISC High Performance 2018 in Frankfurt, German

Do dot coms add value : a preliminary study of the market capitalisation of Australian and Indian telecoms and banking sectors

E-Business is increasingly reshaping the way businesses operate across the globe. Globally, businesses in the banking and telecoms sectors have been re-engineering their value chains by adopting e-Business presence by means of dot com launches. The second half of the 1990s, however, saw both the rise and subsequent collapse of dot com entities as a major focus of investment interest, with consequent speculation over the viability of this corporate vehicle. The perceived increase in market capitalisation by means of these ventures during the boom period is now not so certain. In this paper, we report the results of a preliminary study which investigated the impact of dot com launches on market capitalisation within the banking and telecoms sectors of Australia and India.<br /

First come, first served: an analysis of pioneer and follower firms' market and nonmarket actions in the European mobile telephone industry

This study examines the relationship between erosion of the first-mover's market share and the differences in competitive behaviour of pioneer firms and followers. Particularly, we pay particular attention to market actions related to innovation, pricing and promotion, and to non-market actions related to judicial issues. The empirical study has been carried out with companies that are present in a dynamic context, such as the European mobile telephone industry. Our results show that when followers take more non-market actions than pioneers the negative effect on the firstentrant's advantage is more significant. On the contrary, we have not found a significant impact of innovating and pricing actions

FIRST COME, FIRST SERVED: AN ANALYSIS OF PIONEER AND FOLLOWER FIRMS' MARKET AND NONMARKET ACTIONS IN THE EUROPEAN MOBILE TELEPHONE INDUSTRY

This study examines the relationship between erosion of the first-mover’s market share and the differences in competitive behaviour of pioneer firms and followers. Particularly, we pay particular attention to market actions related to innovation, pricing and promotion, and to non-market actions related to judicial issues. The empirical study has been carried out with companies that are present in a dynamic context, such as the European mobile telephone industry. Our results show that when followers take more non-market actions than pioneers the negative effect on the firstentrant’s advantage is more significant. On the contrary, we have not found a significant impact of innovating and pricing actions.

Creativity and innovation in education. Case-study

Treball Final de Grau en Administració d'Empreses. Codi: AE1049. Curs 2018-201

Come On In. The Water's Fine. An Exploration of Web 2.0 Technology and Its Emerging Impact on Foundation Communications

According to the authors of Come on in. The water's fine. An exploration of Web 2.0 technology and its emerging impact on foundation communications, foundations that have adopted new and still emerging forms of digital communications -- interactive Web sites, blogs, wikis, and social networking applications -- are finding that they offer "opportunities for focused convenings and conversations, lend themselves to interactions with and among grantees, and are an effective story-telling medium." The report's authors, David Brotherton and Cynthia Scheiderer, of Brotherton Strategies, who spent nearly a year exploring how foundations are using new media, add that "electronic communications create an opportunity to connect people who are interested in an issue with each other and the grantees working on the issue."The report also acknowledges that the new technologies raise skepticism and concern among foundations. They include the "worry of losing control over the foundation's message, allowing more staff members to represent the foundation in a more public way, opening the flood gates of grant requests or the headache of a forum gone bad with unwanted or inappropriate posts."Still, the report urges foundations to put aside their worries and make even more forceful use of new media applications and tools. The report argues that whatever is "lost in message control will be more than made up for by the opportunity to engage audiences in new ways, with greater programmatic impact."Acknowledging that adoption of new media tools will require some cultural and operational shifts in foundations, the report offers suggestions from Ernest James Wilson III, dean and Walter Annenberg chair in communication at the University of Southern California, for how to deal with these challenges. He says that for foundations to make the best use of what the technology offers, they should concentrate on three things:Build up the individual "human capital" of their staffs and provide them the competencies they need to operate in the new digital world.Make internal institutional reforms to reward creativity and innovation in using these new media internally and among grantees.Build social networks that span sectors and institutions, to engage in ongoing dialogue among private, public, nonprofits and research stakeholders.As Wilson also says, "All of these steps first require leadership, arguably a new type of leadership, not only at the top but also from the 'bottom' up, since many of the people with the requisite skills, attitudes, substantive knowledge and experience are younger, newer employees, and occupy the low-status end of the organizational pyramid, and hence need strong allies at the top.