The parser translates a textual C program into its abstract syntax tree AST rep- resentation. The AST is then traversed by the type checker to build a symbol table.
In SBE each block consists only of at most one statement. In BBE each block is a sequence of statements that is always entered at the beginning and exited at the end. LBE improves performances by reducing the number of abstract post image computation [1]. Structure Abs. Static analyses and optimizations implemented by K RATOS include a simple cone- of-influence reduction that removes nodes of CFAs that do not lead to the error nodes, dead-code elimination, and constant propagation.
The analysis consists of an abstraction structure, a precision, and a node expander. The abstraction structure contains the representation of abstract states that label ART nodes.
A state typically consists of a location or node in CFA, a formula denoting the abstract data state, and a stack that keeps track of the trace of function calls. The structure also implements the coverage criteria that stop the expan- sion of ART nodes. The precision encodes the mapping from locations in CFA to sets of predicates that have been discovered so far. These predicates are relevant predicates used to compute the abstract post images. The node expander expands an ART node by 1 unwinding each of the outgoing edges of the CFA node in the state labelling the ART node, and 2 computing the abstract post image of the state with respect to the statement labelling the outgoing edge.
The node expander currently implements depth- first search DFS , breadth-first search BFS , and topological ordering strategies for expanding nodes. For the concurrent analysis, we extract the threads and events from the input threaded C program to create the initial state of scheduler. In this analysis, the node expander is also equipped with a scheduler and a primitive executor. The scheduler ex- plores all possible schedules given a scheduler state as an input.
The primitive executor executes calls to functions that modify the state of scheduler. The executor only assumes that the actual arguments of the calls are known statically. We remark that, the architecture of the concurrent analysis does not assume that the scheduler is a SystemC scheduler.
Change brick size Choose joint Choose bond Choose the bricks for the mix and their percentage. Choose brick. Add brick. Some bricks are not available in the selected bricksize. Bed joint Vertical joint. Change brick size. We do however give a description of terms in order to provide a justified basis for the terminologies used and rationality underlying this research.
The knowledge which the firm owns is often referred to as its intellectual capital. Teece argues that without protection on intellectual capital, a free market would exist which would not allow the development of a competitive advantage if the know-how would be easily replicated. Thus companies are able to place a value on their knowledge and other intangible assets in such a way to leverage it against the markets. Firms, especially service providers, have a wealth of knowledge which is embedded in employees and their practices, and therefore it is this wealth of knowledge, which often resides and emerges from the collective work of employees, which needs to be captured and managed.
This challenge has driven firms to turn to knowledge management in order to codify knowledge, by converting it into an accessible, easily locatable, form. This topic has been argued about widely and variedly and further arguing about it here is out of the research scope.
It is however important to state a basis, or pediment for the arguments which will follow during the research. In general, the widely accepted notion is that data represents raw facts, information is giving meaning to data, whilst acting upon the information is what leads to knowledge.
This in turn leads to a cycle for data, information and knowledge. Davenport and Prusak present the triad as a pyramid with data at its base and knowledge at its apex, depicted in Figure 1.
However, as a pyramid it lacks at showing the cyclical flow, presented in Figure 2,on how data leads to information to knowledge whilst knowledge leads to new data etc. Proof of this is the ability, for example, of how humanity is able to move forward technology-wise.
For example, the wheel is not reinvented every new generation. New discoveries are made through previously built-upon knowledge being accepted by the scientific community as data, and information, which in turn serves as a basis to the next researchers who assimilate and develop new knowledge.
It is argued that the separation is not a clear cut, especially higher up in the hierarchy. It originates and is applied in the minds of knowers.
For the purpose of this research we adopt the definitions as: information is the knowhow which is explicitly expressed communicated, documented etc. This information may then be perceived as data raw facts by those who do not understand it i. For example an instruction booklet, like a DVD player instruction book: for the technical people, a quick read would add to their technical knowledge. A collection of these booklets could constitute together a knowledge base.
For the less technical people, reading this booklet might add to their knowledge, or they might need to go through it more than once, or even would need to try things out to actually learn what this is. For the non-technical people they would have no idea what the leaflet is trying to state. It could therefore be argued that, knowledge cannot be separated from a human entity as it is only perceived by a human who could make sense of it.
However we argue that since collecting knowledge is done, in the first place with the aim to pass on this knowledge to others or capture it for oneself who could make sense of it and therefore help them learn, or make decisions out of it, then the separation of knowledge from the human entity is only on a temporary basis and thus the value of the collection, the knowledge repository, is perceived by the specific community users as knowledge, rather than mere information, or data.
This makes it even a bigger challenge for the firm to be able to capture the right amounts of knowledge to cater for its knowledge repository clientele. However, for the knowledge agents, figuring out the right amount to share has also proved hard to determine. Research suggests that this is due to there being two main types of knowledge. Knowledge Classification was firstly discussed by Polanyi , and later on further explored by Nonaka and Takeuchi in their famous SECI model , who categorise knowledge in two main types; Tacit knowledge and Explicit knowledge.
These two types of knowledge classification shall be described further in Section 2. This categorisation of knowledge is dependent to different persons and entities. The SECI model depicts this and how through Socialisation, Externalisation, Communication, and Internalisation knowledge is transformed by entities from one form into another.
The separation between tacit and explicit is therefore done on the knowledge accessibility level, which however, is not a clear dichotomy.
Barney , in the resource-based view of the firm, proposes that if a resource is valuable, unique, and hard to imitate and substitute a competitive advantage may be created. Thus tacit knowledge becomes of main strategic importance in order to pursue a competitive advantage. Organizational knowledge is created through cycles of combination, internalization, socialization and externalization that transform knowledge between tacit and explicit modes Nonaka, This provides a challenge for firms to capture knowledge and leverage both types of knowledge by setting up a contextual rationality.
Unlike many traditional resources, it is not easily purchased in the marketplace in a ready-to-use form. To acquire similar knowledge, competitors have to engage in similar experiences.
Through our study we also analyse what kind of knowledge is used within the IT support environment. Diverse solutions for capturing and reusing the knowledge needs to be catered for in a knowledge management system in order to be able ameliorate access to the diverse knowledge present in the workers and make this more available for others, in such a way that through the daily firm operations the knowledge is passed on throughout the firm in order to avoid, or minimise, the adverse effect of losing it.
Particular at The Firm, the need for knowledge management is more evident since it has a number of employees who have been working for the firm for a long time.
We further explore this in Section 2. Having tacit knowledge available to customer will lead to higher product adoption. Due to its intangible nature it is argued that knowledge cannot be managed as other traditional resources are managed. Wurzburg , also argues that knowledge directly, or indirectly, has always been managed; evidence of this is embodied from literature to machinery. Recent economists have also expressed new theories such as the Knowledge-Based theory of the firm, and the Resource-Based theory of the firm.
This implies that knowledge needs to be managed for firms to chase or achieve a competitive advantage. Literature also points out that in the management of a modern firm, both knowledge management and intellectual capital are required Wiig, However, confusion still exists among practitioners about what is considered knowledge, knowledge management and knowledge management systems KMS , which are often defined as tools and technologies that support KM activities in organizations Davenport et al.
These terms have been applied and used in the industry in a sparse way and there is no one agreed upon definition on any of them. This leads to there being no generally accepted approach to manage knowledge Wiig, ; Moteleb Zade, The personalization strategy, recognizing the tacit dimension of knowledge, assumes that knowledge is shared mainly through direct interpersonal communication.
Through the development of a knowledge management strategy and a system to support it, knolwedge can thus be captured and exchanged. This has been observed throughout our research at the collaborating firm where knowledge is generally passed on through person-to-person which has not helped the firm manage its knowledge in an efficient way.
We further explore the business issues in Chapter 4, Subsection 4. We thus argue that a knowledge management strategy based solely on personalisation, without codification of knowledge, is not enough to properly manage knowledge in a highly technical environment.
On the other hand, a strategy based solely on codification may develop into an an informational system rather than a KMS. This is corraborated in literature where it is argued that KM is not only an IT system but is also made up of the people component, who are the main knowledge holders, and seekers, thus a KMS should be catered around them Moteleb, et al.
However, managing knowledge does not guarantee strategic advantage as often firms miss understanding the point of what knowledge needs to be exploited or created resulting in firms attempting to share what they know without understanding what they need to share Zack, We thus focus our research into what strategic knowledge does The Firm depend on and how this knowledge could thus be managed. To support knowledge management initiative in an organisational context, a knowledge management system is needed.
Moreover nowadays, there is a trend of an ever-increasing temporary workforce, where employees are contracted on a temporary basis, or work is outsourced to another specialised service-providing firm.
Such tendency increases the risk of losing all the access to the knowledge developed during the contract period. We therfore suggest that knowledge management needs not only to be able to leverage knowledge out of the permanent workers but even from the temporary knowledge workers in such a way that, when their contract is over, their knowledge is not lost.
Mills cited in Weick, et. In an organisation, sensemaking is needed to make order out of an experienced issue or disorder. It is here where then the customer contacts the firm in order to get help, here the knowledge agents at the firm are expect to make sense of the problem and through the experiential knowledge be able to provide the customers with support.
We thus deduce that sensemaking is relative accordingly to who is experiencing the issue; for example for a given issue a customer may view the problem effecting the system and putting it in a state of disorder, whilst for the same problem the knowledge agents are able to make sense out of it easier, through their experience and help the customer to make sense out of the issue.
Arguably, this is the main reason behind providing customer support in the first place. More about how knowledge management can help in the service industry, and the support environment, is discussed in Subsection 2.
A framework to help organisations to be able to make sense has been proposed by Kurtz and Snowden Cynefin is a sensemaking framework in the sense that it has been used to give decision makers a powerful construct to make sense of situations and unspecified problems.
The Ordered-Known domain is where the cause and effects are known through repeatability where the cause and effect relationships are linear and predictions can be easily made through structured techniques. Decisions within this space are taken via sense, categorise, and respond. The Ordered-Knowable domain is where the cause and effects may not be fully known, or they are only known to a limited group of people.
Cause and effect may be visible over time and may be difficult to understand. In this domain fact-finding is often done through experiments and expert-opinions. It is the domain of methodology which seeks to find the relationships between cause and effect.
Kurtz and Snowden point out that it is important to note here by known and knowable it is not referring to the knowledge of individuals but rather to things that are known to society or the organization. If I want to know how fish sleep, I may not know how or where to find out, but I have a hunch that somebody knows. Decision making here is done through expert-opinion and probing to make the patterns more visible before taking any action.
Patterns can then be sensed and stabilised. The system is turbulent and there is no time to investigate changes whilst waiting for patterns is a waste of time. This is when crisis management where mitigation of the issues is a top priority and only few can see order, or have the courage to act to bring the system in order.
Decision making here is to act quickly and decisively in order to reduce turbulence and then sense immediately a reaction to intervention and respond. The sensemaking techniques of the ordered domain do not apply to the unordered domain and Kurtz and Snowden argue that narrative techniques are particularly powerful in this space. The central domain, that of disorder happens when a decision cannot be taken as the stakeholders tend to have a conflict over the same problem being viewed from different angles.
Through our research, the Cynefin framework is used to make sense of the domains The Firm is often faced when making support decisions. This has been depicted in Figure 9 in Chapter 4.
On the other hand, the socio-technical perspective recognises that technology alone does not make up a KMS. Therfore the human side of the KMS is the most important side, whilst the technology is its enabling part. In the case of our collaborating firm, we find that a number of technologies have been availble within the firm which should have fostered knowledge management.
This technology includes an intranet portal with the possibilities ranging from knowledge bases to document repositories. Also the firm has at its disposal a customer relationships management CRM system.
From the technical perspective, as defined above, it would therefore seem that the firm had a KMS in place. Knowledge management was thus not happening and multiple breakdowns where expereinced on a daily basis along the business processes. This brings the spotlight on the people part of the KMS supporting the socio-technical perspective.
We therefore support through our findings that culture is of main importantance in a KMS. A knowledge friendly culture is one in which the employees highly value learning and exhibit a positive orientation to knowledge. A knowledge unfriendly culture, on the other hand, is one that neither values nor rewards knowledge. Culture is intangible. It is unique to each organization.
A knowledge friendly culture cannot be replicated, imitated, acquired or substituted. It develops within the organization, and remains unique to that organization.
Firm culture is instilled into the stakeholders through processes. Knoco Ltd. We corraborate this through our research, where people are the main part of a KMS, as knowledge needs not to, and argueably cannot, be seperated from a human entity, then these need to be supported by processes and technology to enable and empower their sharing capabilties.
In so doing it addresses all the components pertinent to the implementation of the [KMS] as a strategic system by giving appropriate focus to those components that generate sustainable competitive advantage. We thus focus on these three main aspects for developing a complete and suitable KMS where people are the knowledge agents which are to be supported via processes, the knowledge flows, and technologies through knowledge interfaces for managing their knowledge. As hilighted earlier, with regards to the trends of temporal staffing and trends in partnering, the processes and technology should also cater for this type of stakeholders.
A knowledge management system should allow for parts of the available knowledge to be exposed on a needs basis in order to allow temporary staff, and partnering companies, to use what knowledge has already been built and also to contribute to it. Partner companies may also have their own unique knowledge base where integration of both, or parts, of their knowledge repositories would benefit both parties.
By inference this also applies to the knowledge repositories within these systems. Upon conducting this research no propper methodology, or any in-depth research, has been found of studies focusing on such practices.
However, delving into this area would be out of scope of this literature review and research. This topic could however be an area of study for further research.
An attempt to develop a common approach into developing a KMS was done by Moteleb, et. A five-phase methodology has been suggested which has emerged within practice in two small firms through action research. This makes it, not only suitable, but also ideal for our research as it is already proven in practice and also fits seamlessly with our action research methodology.
Also the phased approached described in the emerging methodology, allowed for the flexibility needed for us to work within the limited time constraints of an academic project, and the timings occurring within an organisational context. Moreover we chose this technique due to the involvement of the people through the design and development.
Also it has been pointed out in change management literature that the involvement of people, when change is happening, leads to a better acceptance and less resistance of the new system. However, one pitfall to look out for is the designing of an overly ambitious project. This supports our claim that not everything should be captured in the knowledge base as some of the required knowledge is already available in the public domain.
We therefore reiterate that the focus should be placed on the product and custom tacit knowledge and in order to facilitate and speed up knowledge acquisition and internalisation links to the public domain could be inserted in the knowledge artefacts. We argue that the chosen KMS design system and methodology allows us to steer away from this issue as through the cycles the system naturally evolves rather than trying to build one big system in one time.
A key enabler, it allows businesses to use their knowledge assets to provide better customer service. According to the ITILv.
However, ITILv. For our research purposes the technical differentiation between the types is not important as both centres have the purpose to provide a value-added service to the customers; where help and issues could be resolved by experts through the exchange and transfer of knowledge.
Whilst the exploration of knowledge management in the service industry is not new, the findings of written material about this industry area, in direct relation with knowledge management, were scarce. We therefore include in our review, research about both type of environments in relation to KM, especially due to the scarcity of material. Such a statement further fits with our argument of how in the IT service industry Personalisation and Codification of knowledge are both needed.
We further argue that this is true for any service-based industry which heavily relies on knowledge workers and thus, knowledge management is even more important having a more evident value. Arguably KM initiatives are generally hard to properly evaluate and measure a direct return of investment ROI on. However this should be less of the case when measuring ROI in the support environment, where measurements of effectiveness could be easily done due to facilities generally available, including support request tracking, time to resolution of call, and other measurements.
This should also help in tackling: o Problem 1 — less calls means that customer is satisfied earlier. It provides a cohesive set of best practice, drawn from the public and private sectors internationally in supporting IT services to the business APM Group Ltd, This should also help in tackling: o Problem 1 — better quality in support will result in less customer churn.
This should also help in tackling: o Problem 3 — employee morale should be improved from reduced stress, o Problem 4 — more consistent answers will mean less options and confusions in tackling an issue leading to faster learning. This should also help in tackling: o Problem 1 — the better the understand of the threats, the better service The Firm can provide in order to reduce customer churn and be able to gain new customers, o Problem 2- through better managing the knowledge the firm will have better decision making capabilities having a full view of what is going on, o Problem 3 — through better performance the company will be in a better position to offer more competitive salaries.
This should also help in tackling: o Problem 1 — better productivity will mean more team to deal with harder issues and having a better rate of support calls closures, o Problem 2 — better productivity will allow for more time for meetings and updates allowing for better decision making, o Problem 3 — being able to solve more issues the employees will feel more performance satisfaction, o Problem 4 — through the documentation of best practices Although the source for the above statistics is a commercial firm, claiming that the results portrayed are derived from case studies other separate research corroborates their claims thus making the resource reliable.
Table 2 depicts the dramatic results reportedly achieved by companies involved in the case studies who have successfully implemented a knowledge management system. The knowledge available within the support agents is therefore largely tacit knowledge built through the years of experience. Deriving from observations throughout the project we argue that in a technical environment the knowledge is further categorised in two sub-types of tacit knowledge: 1.
Technological-specific knowledge: this is the type of tacit technical knowledge needed to use the technology behind the product. An example of this type of knowledge would be any solution to a problem which could be found in public domain knowledge basis, say with the aid of a search-engine.
Product-specific knowledge: this type of tacit knowledge is more related to the supported product and domain. Although the product may be of the technological type, this type of knowledge is more of a higher-level and product-specific to the usage according to the product custom-domain usage. Without one or the other the level of support which could be provided would be hindered, therefore it is through the mixture and interaction of this knowledge that support is viewed as efficient and helpful by the customers.
This knowledge is what makes the support agents even more valuable to the company. Shunned by the other gods for his brutality and haunted by memories of his past, Kratos is struck down by Zeus for refusing to swear loyalty. Rescued before he is lost to the Underworld by the Titan Gaia, Kratos is set on a path to regain his power and change that which no mortal, or god, has ever changed — his fate.
In God of War: Chains of Olympus, the world is plunged into darkness and the gods rendered powerless. As penance for killing those closest to him, Kratos is tasked by Athena to restore Olympus and embarks on a journey that pits him against the most feared creatures of Greek mythology. At the end of his path, Kratos must choose between his own personal redemption or saving the world from certain destruction.
Facing impossible odds and an elaborate plot, Kratos must rise from the darkest depths of Hades to scale the heights of Mt. Armed with double-chained blades and a new array of weapons and magic, Kratos faces off against fearsome monsters of myth and gargantuan Titans on his path to bring down Zeus, King of the Gods. God of War: Ghost of Sparta is set after the events of the original PlayStation 2 game, revealing the previously unknown struggles and history of Kratos as he challenges the deities of Olympus, eventually taking the status and title of god for himself.
God of War: Ascension serves as another prequel to the series, taking place ten years before the events of the original God of War. Shortly after Kratos was tricked by Ares into slaying his family, he swears to avenge them and renounces his blood oath to serve the God of War. As punishment for breaking this oath, Kratos is sentenced to an eternity chained within a prison for the living damned while enduring endless torture by the Furies who want to break his mind.
Kratos will have to battle his way through the prison as he seeks his freedom, redemption, and the clarity to avenge his family. Inspired by fans around the world, visit the definitive Official Cosplay Guide. Depending on the difficulty setting, the average player can expect to take around hours total to complete the main story. Players seeking a completionist run can expect around hours of gameplay total. Players should enjoy the game at their own pace regardless of the time listed above.
The God of War franchise currently has 8 games in the series, with another installment in the works. The next God of War will release in From the day which this entertainment application has been established, it is offering us the HD movies for free. Due to some legal issue, the Movierulz was disappeared for some time. All of us know that nothing comes free on the internet so that the Movierulz will take your personal information while you will be using this application.
It will be very happy that we can download the movies for free from a downloading movie site. But this site Movierulz is illegal. You would be punished as per the Anti-Piracy act if you were caught using this website. Movierulz is the most popular, user-friendly, and free film software program that serves millions of people.
All the groups are divided by it. You cannot download the Movierulz application from the official sources including Google play store before it is legal.
0コメント