Precompilation: an alternative approach to provide native generic programming support in C++

In C++, Generative Programming (GP) techniques are being used to generate highly customized and optimized products automatically manufactured at compile-time; to provide these functionalities increasing compiling power is required. This work presents an improved compilation model for C++ by adding the ‘precompilation’ phase, leading beyond the Template Meta Programming technique to produce constants and conditional code. Procedural, object-oriented and all the remaining language features become available to produce constants, instances, and compiletime checks, opening, at the same time, a new way for metadata types treatment. In addition to that, when compiling for embedded platforms, some calculi may be moved from resource-critical run time to compile time, taking advantage of the processing power of the host platform. A tool named PRECOMP C++ is also presented in this work as a precompilationenabled C++ extension that supports GP in standard C++ execution during compile time, providing the ability to run metaprograms that operate with more complex data types and features than those supported in Template Meta Programming, such as floating point, pointers arithmetic, inclusion polymorphism, and dynamic memoryII Workshop de Ingeniería de Software y Bases de Datos (WISBD)Red de Universidades con Carreras en Informática (RedUNCI

Optimización de las ingestas realizadas durante el periodo competitivo en deportes de invasión

La energía es un factor limitante durante la realización de cualquier actividad física, y concretamente durante la realización de los deportes de invasión. Para impedir el agotamiento de las reservas de glucógeno muscular y hepático durante el ejercicio será necesario controlar la ingesta previa a la competición, la ingesta justo antes de empezar a competir, la que se realiza durante la competición y la que se realiza después de la misma. Para estos deportes, que se realizan a unas grandes intensidades de manera intermitente, las investigaciones han demostrado que se pueden obtener beneficios del consumo de suplementos de hidratos de carbono, tomados antes y durante la competición. Estos beneficios aparecen sobre todo en las últimas fases de la competición, debido fundamentalmente a que, hasta ese momento, se ha evitado parcialmente el agotamiento de las reservas de glucógeno muscular (Sugiura & Kobayashi, 1998) (Segal, Nyman, Kral, & Kotler, 1985)

A chemical nano-reactor based on a levitated nanoparticle in vacuum

A single levitated nanoparticle is used as a nano-reactor for studying surface chemistry at the nanoscale. Optical levitation under controlled pressure, surrounding gas composition, and humidity provides extreme control over the nanoparticle, including dynamics, charge, and surface chemistry. Using a single nanoparticle avoids ensemble averages and allows to study how the presence of silanol groups at its surface a ects the adsorption and desorption of water from the background gas with unprecedented real time, spatial, and temporal resolution. Here, we demonstrate the unique potential of this versatile platform by studying the Zhuravlev model in silica particles. In contrast to standard methods, our system allowed the rst observation of an abrupt and irreversible change in scattering cross section, mass, and mechanical eigenfrequency during the dehydroxylation process, indicating changes in density, refractive index and volume.European Research Council through grant QnanoMECA (CoG - 64790)Fundaci o Privada CellexCERCA Programme / Generalitat de CatalunyaSpanish Ministry of Economy and Competitiveness through the Severo Ochoa Programme for Centres of Excellence in R&D (SEV-2015-0522)FEDER/Junta de Andalucía-Consejería de Transformación Económica, Industria, Conocimiento y Universidades/Projects C-FQM-410-UGR18, P18-FR- 3583, and A-FQM-644-UGR20Germany's Excellence Strategy { EXC-2123 QuantumFrontiers { 39083796

Understanding Interactions between Design Team Members of Construction Projects Using Social Network Analysis

[EN] Social network analysis (SNA) has not been used to study design project teams in which the full interactions have become more complex (formal and informal) because the team members are from different companies and there is no colocation. This work proposes a method to understand the interactions in the design teams of construction projects using SNA metrics and the sociograms generated within temporary organizations. This study includes three stages: (1) a literature review of the dimensions of interactions within work teams and the application of SNA to the architecture, engineering, and construction (AEC) industry; (2) a proposal of an interaction network method for construction project design teams; and (3) an analysis of a pilot project. Interaction networks were defined in two categories: general interactions and commitment management. For each network, metric indicators were defined for the analysis. The pilot project showed high levels of consistency among team responses. The proposed method allows an analysis of the entire work team and of each individual team member. The method also makes it possible to analyze the work team from a global perspective by carrying out a joint analysis of two or more networks.The authors would like to acknowledge the help and support provided by GEPUC and GEPRO SpA., which provided access to data collection for this study. In addition, the authors acknowledge financial support from FONDECYT (1181648) and the Pontificia Universidad Catolica de Chile. Rodrigo Herrera acknowledges financial support for Ph.D. studies from VRI of PUC and CONICYT-PCHA/National Doctorate/2018-21180884.Herrera, RF.; Mourgues, C.; Alarcón, LF.; Pellicer, E. (2020). Understanding Interactions between Design Team Members of Construction Projects Using Social Network Analysis. Journal of Construction Engineering and Management. 146(6):1-13. https://doi.org/10.1061/(ASCE)CO.1943-7862.0001841S1131466Alarcón D. M. I. M. Alarcón and L. F. Alarcón. 2013. “Social network analysis: A diagnostic tool for information flow in the AEC industry.” In Proc. 21st Annual Conf. of the Int. Group for Lean Construction 2013 947–956. Fortaleza Brazil: International Group for Lean Construction.Alarcón, L. F., Ashley, D. B., de Hanily, A. S., Molenaar, K. R., & Ungo, R. (2011). Risk Planning and Management for the Panama Canal Expansion Program. Journal of Construction Engineering and Management, 137(10), 762-771. doi:10.1061/(asce)co.1943-7862.0000317Al Hattab, M., & Hamzeh, F. (2015). Using social network theory and simulation to compare traditional versus BIM–lean practice for design error management. Automation in Construction, 52, 59-69. doi:10.1016/j.autcon.2015.02.014Austin, R. B., Pishdad-Bozorgi, P., & de la Garza, J. M. (2016). Identifying and Prioritizing Best Practices to Achieve Flash Track Projects. Journal of Construction Engineering and Management, 142(2), 04015077. doi:10.1061/(asce)co.1943-7862.0001061Baiden, B. K., Price, A. D. F., & Dainty, A. R. J. (2006). The extent of team integration within construction projects. International Journal of Project Management, 24(1), 13-23. doi:10.1016/j.ijproman.2005.05.001Cash, P., Dekoninck, E. A., & Ahmed-Kristensen, S. (2017). Supporting the development of shared understanding in distributed design teams. Journal of Engineering Design, 28(3), 147-170. doi:10.1080/09544828.2016.1274719Castillo, T., Alarcón, L. F., & Pellicer, E. (2018). Influence of Organizational Characteristics on Construction Project Performance Using Corporate Social Networks. Journal of Management in Engineering, 34(4), 04018013. doi:10.1061/(asce)me.1943-5479.0000612Castillo, T., Alarcón, L. F., & Salvatierra, J. L. (2018). Effects of Last Planner System Practices on Social Networks and the Performance of Construction Projects. Journal of Construction Engineering and Management, 144(3), 04017120. doi:10.1061/(asce)co.1943-7862.0001443Craft, R. C., & Leake, C. (2002). The Pareto principle in organizational decision making. Management Decision, 40(8), 729-733. doi:10.1108/00251740210437699Dainty, A. R. J., Briscoe, G. H., & Millett, S. J. (2001). Subcontractor perspectives on supply chain alliances. Construction Management and Economics, 19(8), 841-848. doi:10.1080/01446190110089727Dave B. S. Kubler K. Främling and L. Koskela. 2014. “Addressing information flow in lean production management and control in construction.” In Proc. 22nd Annual Conf. of the Int. Group for Lean Construction 581–592. Oslo Norway: International Group for Lean Construction.Flores J. J. C. Ruiz D. Alarcón L. F. Alarcón J. L. Salvatierra and I. Alarcón. 2014. “Improving connectivity and information flow in lean organizations—Towards an evidence-based methodology.” In Proc. 22nd Annual Conf. of the Int. Group for Lean Construction 2014 1109–1120. Oslo Norway: International Group for Lean Construction.Herrera R. F. C. Mourgues and L. F. Alarcón. 2018. “Assessment of lean practices performance and social networks in Chilean airport projects.” In Proc. 26th Annual Conf. of the Int. Group for Lean Construction 2018 603–613. Chennai India: International Group for Lean Construction.Hickethier G. I. D. Tommelein and B. Lostuvali. 2013. “Social network analysis of information flow in an IPD-project design organization.” In Proc. 21st Annual Conf. of the Int. Group for Lean Construction 2013 319–328. Fortaleza Brazil: International Group for Lean Construction.Hoppe, B., & Reinelt, C. (2010). Social network analysis and the evaluation of leadership networks. The Leadership Quarterly, 21(4), 600-619. doi:10.1016/j.leaqua.2010.06.004Karp, N. C., Hauer, K. E., & Sheu, L. (2019). Trusted to Learn: a Qualitative Study of Clerkship Students’ Perspectives on Trust in the Clinical Learning Environment. Journal of General Internal Medicine, 34(5), 662-668. doi:10.1007/s11606-019-04883-1Kereri, J. O., & Harper, C. M. (2019). Social Networks and Construction Teams: Literature Review. Journal of Construction Engineering and Management, 145(4), 03119001. doi:10.1061/(asce)co.1943-7862.0001628Kleinsmann, M., Deken, F., Dong, A., & Lauche, K. (2012). Development of design collaboration skills. Journal of Engineering Design, 23(7), 485-506. doi:10.1080/09544828.2011.619499Knotten, V., Lædre, O., & Hansen, G. K. (2017). Building design management – key success factors. Architectural Engineering and Design Management, 13(6), 479-493. doi:10.1080/17452007.2017.1345718Long D. and P. Arroyo. 2018. “Language moods and improving project performance.” In Proc. 26th Annual Conf. of the Int. Group for Lean Construction 2018 495–504. Chennai India: International Group for Lean Construction.Love, P. E. D., Irani, Z., Cheng, E., & LI, H. (2002). A model for supporting inter-organizational relations in the supply chain. Engineering Construction and Architectural Management, 9(1), 2-15. doi:10.1046/j.1365-232x.2002.00225.xMedina-Mora R. T. Winograd R. Flores and F. Flores. 1992. “The action workflow approach to workflow management technology.” In Proc. Computer Supported Cooperative Work 92 281–288. New York: Association for Computing Machinery.Ng, S. T., & Tang, Z. (2010). Labour-intensive construction sub-contractors: Their critical success factors. International Journal of Project Management, 28(7), 732-740. doi:10.1016/j.ijproman.2009.11.005Oluwatayo, A. A., & Amole, D. (2013). Ownership, structure, and performance of architectural firms. Frontiers of Architectural Research, 2(1), 94-106. doi:10.1016/j.foar.2012.12.001Oviedo-Haito, R. J., Jiménez, J., Cardoso, F. F., & Pellicer, E. (2014). Survival Factors for Subcontractors in Economic Downturns. Journal of Construction Engineering and Management, 140(3), 04013056. doi:10.1061/(asce)co.1943-7862.0000811Paris, C. R., Salas, E., & Cannon-Bowers, J. A. (2000). Teamwork in multi-person systems: a review and analysis. Ergonomics, 43(8), 1052-1075. doi:10.1080/00140130050084879Phelps A. F. 2012. “Behavioral factors influencing lean information flow in complex projects.” In Proc. 20th Annual Conf. of the Int. Group for Lean Construction 2012. San Diego: International Group for Lean Construction.Priven V. and R. Sacks. 2013. “Social network development in Last Planner System implementations.” In Proc. 21st Annual Conf. of the Int. Group for Lean Construction 2013 474–485. Fortaleza Brazil: International Group for Lean Construction.Pryke, S. (2012). Social Network Analysis in Construction. doi:10.1002/9781118443132Rahmawati Y. C. Utomo N. Anwar N. P. Negoro and C. B. Nurcahyo. 2014. “A framework of knowledge management for successful group decision in design process.” In Proc. 2014 IEEE Conf. on Open Systems 60–65. Subang Malaysia: IEEE.Rojas, M. J., Herrera, R. F., Mourgues, C., Ponz-Tienda, J. L., Alarcón, L. F., & Pellicer, E. (2019). BIM Use Assessment (BUA) Tool for Characterizing the Application Levels of BIM Uses for the Planning and Design of Construction Projects. Advances in Civil Engineering, 2019, 1-9. doi:10.1155/2019/9094254Schöttle A. S. Haghsheno and F. Gehbauer. 2014. “Defining cooperation and collaboration in the context of lean construction.” In Proc. 22nd Annual Conf. of the Int. Group for Lean Construction 1269–1280. Oslo Norway: International Group for Lean Construction.Schröpfer, V. L. M., Tah, J., & Kurul, E. (2017). Mapping the knowledge flow in sustainable construction project teams using social network analysis. Engineering, Construction and Architectural Management, 24(2), 229-259. doi:10.1108/ecam-08-2015-0124Scott, J. (2017). Social Network Analysis. doi:10.4135/9781529716597Searle, J. R. (1969). Speech Acts. doi:10.1017/cbo9781139173438Segarra L. R. F. Herrera L. F. Alarcón and E. Pellicer. 2017. “Knowledge management and information flow through social networks analysis in Chilean architecture firms.” In Proc. 25th Annual Conf. of the Int. Group for Lean Construction 413–420. Heraklion Greece: International Group for Lean Construction.Sonnenwald, D. H. (1996). Communication roles that support collaboration during the design process. Design Studies, 17(3), 277-301. doi:10.1016/0142-694x(96)00002-6Svalestuen F. K. Frøystad F. Drevland S. Ahmad J. Lohne and O. Lædre. 2015. “Key elements to an effective building design team.” In Proc. Int. Conf. on Project Management 838–843. Sapporo Japan: Elsevier.Sydow, J., & Braun, T. (2018). Projects as temporary organizations: An agenda for further theorizing the interorganizational dimension. International Journal of Project Management, 36(1), 4-11. doi:10.1016/j.ijproman.2017.04.012Turner, J. R., & Müller, R. (2003). On the nature of the project as a temporary organization. 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La falta de homogeneidad del producto (FHP) en las empresas cerámicas y su impacto en la reasignación del inventario

La asignación del producto disponible a prometer (ATP) a pedidos en contextos de fabricación contra almacén (MTS) es de la máxima importancia ya que puede influir en la satisfacción del cliente y en los beneficios de la empresa. Sin embargo, una asignación inicial adecuada, puede pasar a ser inadecuada por diversas razones. En estos casos, es necesaria la reasignación del inventario, la cual será más compleja cuanto más ambiciosos sean los objetivos a alcanzar con ella y mayor el volumen de información a utilizar. En este sentido, cabe destacar que la falta de homogeneidad en el producto (FHP), presente en distintos sectores industriales, provoca la atomización del inventario y aumenta la complejidad de la reasignación, dificultando la obtención de soluciones óptimas. En el presente trabajo se describe la problemática de la FHP, primero de manera genérica, y luego, particularizada a empresas cerámicas MTS. Posteriormente, se identifican las situaciones en las que una determinada asignación de ATP puede dejar de ser adecuada en dicho contexto y se propone la reasignación como una forma de búsqueda de nuevas asignaciones válidas. Finalmente, mediante un caso de estudio de una empresa cerámica, se analiza el impacto de la FHP en cada una de las situaciones identificadas, observando que la FHP provoca alguna de éstas situaciones y complica, en todas ellas, la reasignación del inventario a pedidos.Peer reviewe

Comparing Team Interactions in Traditional and BIM-Lean Design Management

[EN] There is qualitative evidence showing that design teams that use BIM-lean management have a higher level of interaction than design teams that do not use this management approach. However, there is no quantitative empirical evidence of this higher level of interaction. Therefore, the objective of this paper is to present quantitative empirical evidence of the differences among the various types of interactions of a design team. Two case studies were analyzed, and their design management was assessed from a lean BIM perspective while their team interactions were assessed using social network analysis (SNA). To achieve the aim of this paper, four steps were performed: (1) case study selection; (2) description of the design management of the projects from the lean design management and BIM perspectives; (3) assessment of design team interaction; and (4) comparison using SNA. The results show that the project that applied BIM-lean management exhibited higher levels of interactions among its design team members than the traditional team; transparent, orderly, and standardized information flows; a collaborative, trusting, and learning environment; and commitment management. None of these interaction elements were visible in the project that did not apply BIM-lean management. It is suggested that an analysis be performed on a representative sample of projects in the future so that conclusive statistical inferences could be made.This research was funded by Fondecyt Regular, grant number 1210769 and ANID, grant number CONICYT-PCHA/National Doctorate/2018-21180884. The APC was paid by the Pontificia Universidad Católica de Valparaíso.Herrera, RF.; Mourgues, C.; Alarcón, LF.; Pellicer, E. (2021). Comparing Team Interactions in Traditional and BIM-Lean Design Management. Buildings. 11(10):1-25. https://doi.org/10.3390/buildings11100447S125111