Towards extended machine translation model for next generation world wide web

In this paper, we proposed a Data Translation model which potentially is a major promising web service of the next generation world wide web. This technique is somehow analogy to the technique of traditional machine translation but it is far beyond what we understand about machine translation in the past and nowadays in terms of the scope and the contents. To illustrate the new concept of web services based data translation, a multilingual machine translation electronic dictionary system and its web services based model including generic services, multilingual translation services are presented. This proposed data translation model aims at achieving better web services in easiness, convenience, efficiency, and higher accuracy, scalability, self-learning, self-adapting.

Program management: the next step in the evolution of project management?

The term ‘program management’, while referred to occasionally in journals, organisation publications and by training consultants, is not a widely acknowledged notion. While literature on project management is plentiful and the concept is well entrenched in both a practical and academic
sense, program management is a term that is used differently by various sectors. Its meaning is less defined and more broadly applied than that of project management. For example, although Program Managers are sometimes recruited under that title, the definition still remains somewhat
obscure. Seen mostly in the health and education public sectors, program management is commonly thought of as separate to project management but, as this paper will suggest, program management is more likely an extension of project management and a complementary tool to achieving
organisational outcomes. This paper attempts to clarify the distinctions between the management approaches by looking at existing literature and comparing it to common practice in a government instrumentality. It will become apparent that further research is needed regarding this significant
step in the evolution of management practices.

Global software development : the next RE frontier?

Requirements Engineers face an emerging set of challenges, which compound the traditional Requirements Engineering (RE) challenges (stakeholder identification, domain expertise, communication, analytic skills, problem solving, ...) that have arguably still not been fully addressed. This is the challenge of RE in the world of global software development, with requirements teams working in virtual mode (possibly on different continents), with the software having to operate in multiple contexts, addressing the needs of different cultures and legal jurisdictions, and having to build sales in different marketplaces. Further the need arises to specify software that is progressively enhanced through regular releases, rather than the “green field” specification of products.

This theoretical paper introduces these challenges, and presents an initial selection of theoretical models, drawn from many and varied source disciplines, which might be employed to gain insight into various features of RE in support of global software development. To illustrate the potential relevance of this selection of models, a longitudinal case study with a recently identified software developer, to follow the specification and subsequent roll-out of a future release of a software product for sale globally, is introduced. Features of the situation faced by that organisation are highlighted, to illustrate the potential relevance of the diverse models that have been identified.

After hMSH2 and hMLH1- what next? Analysis of three-generational, population-based, early-onset colorectal cancer families

The aim of our study was to examine the role of genetic factors on early-onset colorectal cancer after excluding the impact of germline mutations in the two major mismatch repair genes. A total of 131 incident probands, under 45 years at diagnosis of a first primary colorectal cancer selected from the Victorian Cancer Registry, and their first-and second-degree relatives, were interviewed. Germline DNA from all 12 probands with a family history meeting the modified Amsterdam Criteria for Hereditary Non-Polyposis Colorectal Cancer (HNPCC) and a random sample of 31 of the remaining probands was screened for mutations in hMSH2 and hMLH1 via manual sequencing. Germline mutations were identified in 6 of the 131 probands (5%), all from the "HNPCC" families. Of the remaining 125 probands, 51 (41%) reported at least one first-or second-degree relative with colorectal cancer with an excess of colorectal cancer in first-degree relatives (SMR = 2.7, 95% CI = 1.7-4.1, p < 0.001). The lifetime risk to age 70 for first-degree relatives was 8.0% (5.0-12.8%), compared to the Victorian population risk of 3.2% (p = 0.01). The best fitting major gene model was a recessively-inherited risk of 98% to age 70 (95% CI = 24-100%) carried by 0.17% of the population and would explain 15% of all colorectal cancer in cases with a diagnosis before age 45. Early-onset colorectal cancer is strongly familial even after excluding families found to be segregating a mutation in either of the 2 major mismatch repair genes. There is evidence for a role of yet to be identified genes associated with a high recessively-inherited risk of colorectal cancer.

Text next : new resources for literacy learning

This collection of resources provides classroom examples and case studies, offers a platform of ideas for teachers to investigate new ways of building the literacy development of their students.

Mind the gap 2014 : research to inform the next five years of library development

Libraries have a long history of gathering evidence of performance. The results of regular client satisfaction surveys directly inform the continuous improvement of library and information services. Staff and student input is critical for improving library physical and virtual spaces, facilities and resources, and also to learn how the university community may approach information discovery into the future.

At Deakin University Library we are investigating, developing and integrating Web 2.0 applications into our service delivery. At the same time, designs for next generation physical learning spaces are being developed and implemented. These will extend the opportunities for students to contribute to a connected network of learners and teachers, to develop social networks, and to enrich experience of university life. Both the online and spaces strategies support the University’s distinctive advantage in flexible education.

But what of the future? How can the Library ensure that its support of research, teaching and learning aligns with changes in the behaviour and preferences of the university community in the next five years? This paper reviews Deakin University Library’s recent achievements, exposes an important gap and previews its plans to ensure its reliable support to the university community continues.

Re-imagining the cultural brand : postmodernism and next wave

The traditional interpretation of a brand, and the means by which an organisation communicates its brand, might be considered a product of a modernist managerial paradigm, with its focus on consistency, control, and coherence (Brown 1995, 1999; Firat and Shultz 1997). With the emergence of postmodernism, this logic has been challenged by one of flexibility and openness, since consumers are no longer willing to commit or conform to any unified and consistent idea, system, or narrative. In order to explain this change in the management of brands, this paper will examine the Australian cultural brand, Next Wave, as a paradigmatic example. Next Wave offers an innovative brand management model founded on the interaction between the organisation and the content provider, i.e., the artist. Based on both aesthetic and conceptual experimentations, Next Wave is a dynamic brand in which shape and content are continually redefined in an interactive and mutual relationship between the artist and the organisation. Therefore, it can be argued that paradoxically, the organisation does not own its own brand. In fact, the ownership exists only from a legal point of view (as a trademark); the real artificer of the brand is the artist. Since it is not possessed nor controlled at all by the organisation, but is always subject to continuous evolutions and redefinitions, the Next Wave brand can be considered as a postmodern brand that is not strictly tied to marketing rules, but involves the target as an active participant in the brand creation process.