A new organization for a perceptron-based branch predictor and its FPGA implementation

An unaltered rearrangement of the original computation of a neural based predictor at the algorithmic level is introduced as a new organization. Its FPGA implementation generates circuits that are 1.7 faster than a direct implementation of the original algorithm. This faster clock rate allows to implement predictors with longer history lengths using the nearly the same hardware budget.

FPGA organization for the fast path-based neural branch predictor

This paper develops cycle-level FPGA circuits of an organization for a fast path-based neural branch predictor Our results suggest that practical sizes of prediction tables are limited to around 32 KB to 64 KB in current FPGA technology due mainly to FPGA area of logic resources to maintain the tables. However the predictor scales well in terms of prediction speed. Table sizes alone should not be used as the only metric for hardware budget when comparing neural-based predictor to predictors of totally different organizations. This paper also gives early evidence to shift the attention on to the recovery from mis-prediction latency rather than on prediction latency as the most critical factor impacting accuracy of predictions for this class of branch predictors.

Semantic organization to enhance active learning based on distributed multimedia educational resources

In order to organize distributed educational resources efficiently, to provide active learners an integrated, extendible and cohesive interface to share the dynamically growing multimedia learning materials on the Internet, this paper proposes a generic resource organization model with semantic structures to improve expressiveness, scalability and cohesiveness. We developed an active learning system with semantic support for learners to access and navigate through efficient and flexible manner. We learning resources in an efficient and flexible manner. We provide facilities for instructors to manipulate the structured educational resources via a convenient visual interface. We also developed a resource discovering and gathering engine based on complex semantic associations for several specific topics.

A design of e-procurement infrastructure model for public service sector

Procurement is one of major business operations in public service sector. The advance of information and communication technology (ICT) pushes this business operation to increase its efficiency and foster collaborations between the organization and its suppliers. This leads to a shift from the traditional procurement transactions to an e-procurement paradigm. Such change impacts on business process, information management and decision making. E-procurement involves various stakeholders who engage in activities based on different social and cultural practices. Therefore, a design of e-procurement system may involve complex situations analysis. This paper describes an approach of using the problem articulation method to support such analysis. This approach is applied to a case study from UAE.

Articulation of stakeholders requirements for complex e-government systems development

Requirements analysis focuses on stakeholders concerns and their influence towards e-government systems. Some characteristics of stakeholders concerns clearly show the complexity and conflicts. This imposes a number of questions in the requirements analysis, such as how are they relevant to stakeholders? What are their needs? How conflicts among the different stakeholders can be resolved? And what coherent requirements can be methodologically produced? This paper describes the problem articulation method in organizational semiotics which can be used to conduct such complex requirements analysis. The outcomes of the analysis enable e-government systems development and management to meet userspsila needs. A case study of Yantai Citizen Card is chosen to illustrate a process of analysing stakeholders in the lifecycle of requirements analysis.

Strategic organization in projects and firms through software integration

As integrated software solutions reshape project delivery, they alter the bases for collaboration and competition across firms in complex industries. This paper synthesises and extends literatures on strategy in project-based industries and digitally-integrated work to understand how project-based firms interact with digital infrastructures for project delivery. Four identified strategies are to: 1) develop and use capabilities to shape the integrated software solutions that are used in projects; 2) co-specialize, developing complementary assets to work repeatedly with a particular integrator firm; 3) retain flexibility by developing and maintaining capabilities in multiple digital technologies and processes; and 4) manage interfaces, translating work into project formats for coordination while hiding proprietary data and capabilities in internal systems. The paper articulates the strategic importance of digital infrastructures for delivery as well as product architectures. It concludes by discussing managerial implications of the identified strategies and areas for further research.

IT implementation in the construction organization

Organizational issues are inhibiting the implementation and strategic use of information technologies (IT) in the construction sector. This paper focuses on these issues and explores processes by which emerging technologies can be introduced into construction organizations. The paper is based on a case study, conducted in a major house building company that was implementing a virtual reality (VR) system for internal design review in the regional offices. Interviews were conducted with different members of the organization to explore the introduction process and the use of the system. The case study findings provide insight into the process of change, the constraints that inhibit IT implementation and the relationship between new technology and work patterns within construction organizations. They suggest that (1) user-developer communications are critical for the successful implementation of non-diffused innovations in the construction industry; and (2) successful uptake of IT requires both strategic decision-making by top management and decision-making by technical managers.