Implementing implicit OpenMP data sharing on GPUs

OpenMP is a shared memory programming model which supports the offloading of target regions to accelerators such as NVIDIA GPUs. The implementation in Clang/LLVM aims to deliver a generic GPU compilation toolchain that supports both the native CUDA C/C++ and the OpenMP device offloading models. There are situations where the semantics of OpenMP and those of CUDA diverge. One such example is the policy for implicitly handling local variables. In CUDA, local variables are implicitly mapped to thread local memory and thus become private to a CUDA thread. In OpenMP, due to semantics that allow the nesting of regions executed by different numbers of threads, variables need to be implicitly \emph{shared} among the threads of a contention group. In this paper we introduce a re-design of the OpenMP device data sharing infrastructure that is responsible for the implicit sharing of local variables in the Clang/LLVM toolchain. We introduce a new data sharing infrastructure that lowers implicitly shared variables to the shared memory of the GPU. We measure the amount of shared memory used by our scheme in cases that involve scalar variables and statically allocated arrays. The evaluation is carried out by offloading to K40 and P100 NVIDIA GPUs. For scalar variables the pressure on shared memory is relatively low, under 26\% of shared memory utilization for the K40, and does not negatively impact occupancy. The limiting occupancy factor in that case is register pressure. The data sharing scheme offers the users a simple memory model for controlling the implicit allocation of device shared memory

Legislative Alert: Rebuild America Act (S. 2252)

[Excerpt] On behalf of the AFL-CIO, I am writing to express our strong support for the Rebuild America Act (S. 2252), which sets out a vision for rebuilding our economy on stronger foundations. S. 2252 would promote broadly shared prosperity by putting America back to work, rebuilding our infrastructure, repairing our safety net, and insisting that shared sacrifice start at the top—with Wall Street and the wealthiest Americans

The Library Consortium of New Zealand's Shared IRR Infrastructure

The Library Consortium of New Zealand has run an Institutional Research Repository Project for three universities and one institute of technology in New Zealand since 2006. After a brief introduction to the context in which the project operates, this document describes the Institutional Research Repositories that are part of this project and their shared infrastructure. Particular emphasis is placed on advantages and challenges created by the shared infrastructure

Negotiating the 'trading zone'. Creating a shared information infrastructure in the Dutch public safety sector

Our main concern in this article is whether nation-wide information technology (IT) infrastructures or systems in emergency response and disaster management are the solution to the communication problems the safety sector suffers from. It has been argued that implementing nation-wide IT systems will help to create shared cognition and situational awareness among relief workers. We put this claim to the test by presenting a case study on the introduction of ‘netcentric work’, an IT system-based platform aiming at the creation of situational awareness for professionals in the safety sector in the Netherlands. The outcome of our research is that the negotiation with relevant stakeholders by the Dutch government has lead to the emergence of several fragmented IT systems. It becomes clear that a top-down implementation strategy for a single nation-wide information system will fail because of the fragmentation of the Dutch safety sector it is supposed to be a solution to. As the US safety sector is at least as fragmented as its Dutch counterpart, this may serve as a caveat for the introduction of similar IT systems in the US

Everyone is Different! Exploring the Issues and Problems with ERP Enabled Shared Service Initiatives

In today’s increasingly competitive environment, there is constant pressure for corporate leaders to add value to their organizations. These contemporary organizations are increasingly moving into business models that attempt to reduce duplicate supporting processes and staff by streamlining business processes that are not central to the organization’s operations and concentrating on strategies on strategic or core, business processes. This concept, known as Shared Services, attempts to bundle some of the supporting processes and non-strategic activities into a separate organization, which in turn treats those processes and activities as the core of its own business. Shared Services consolidate and support redundant functions, such as accounts payable and procurement, for disparate business units. By leveraging economies of scale from a common IT infrastructure, such a group is able to market specific services to business units. Many organizations are employing Enterprise Resource Planning (ERP) systems, for example SAP, to facilitate Shared Service initiatives by aggregating backroom functionality across departments. This research-in-progress paper investigates issues and problems with ERP enabled Shared Services in 19 organizations. The results reveal five main issues that organizations face in implementing a Shared Services initiative