A proposal for a modular and application-aware autonomic manager of private cloud infrastructures

Recientemente, el paradigma de la computaci��n en la nube ha recibido mucho inter��s por parte tanto de la industria como del mundo acad��mico. Las infraestructuras cloud p��blicas est��n posibilitando nuevos modelos de negocio y ayudando a reducir costes. Sin embargo, una compa����a podr��a desear ubicar sus datos y servicios en sus propias instalaciones, o tener que atenerse a leyes de protecci��n de datos. Estas circunstancias hacen a las infraestructuras cloud privadas ciertamente deseables, ya sea para complementar a las p��blicas o para sustituirlas por completo. Por desgracia, las carencias en materia de est��ndares han impedido que las soluciones para la gesti��n de infraestructuras privadas se hayan desarrollado adecuadamente. Adem��s, la multitud de opciones disponibles ha creado en los clientes el miedo a depender de una tecnolog��a concreta (technology lock-in). Una de las causas de este problema es la falta de alineaci��n entre la investigaci��n acad��mica y los productos comerciales, ya que aquella est�� centrada en el estudio de escenarios idealizados sin correspondencia con el mundo real, mientras que ��stos consisten en soluciones desarrolladas sin tener en cuenta c��mo van a encajar con los est��ndares m��s comunes o sin preocuparse de hacer p��blicos sus resultados. Con objeto de resolver este problema, propongo un sistema de gesti��n modular para infraestructuras cloud privadas enfocado en tratar con las aplicaciones en lugar de centrarse ��nicamente en los recursos hardware. Este sistema de gesti��n sigue el paradigma de la computaci��n aut��noma y est�� dise��ado en torno a un modelo de informaci��n sencillo, desarrollado para ser compatible con los est��ndares m��s comunes. Este modelo divide el entorno en dos vistas, que sirven para separar aquello que debe preocupar a cada actor involucrado del resto de informaci��n, pero al mismo tiempo permitiendo relacionar el entorno f��sico con las m��quinas virtuales que se despliegan encima de ��l. En dicho modelo, las aplicaciones cloud est��n divididas en tres tipos gen��ricos (Servicios, Trabajos de Big Data y Reservas de Instancias), para que as�� el sistema de gesti��n pueda sacar partido de las caracter��sticas propias de cada tipo. El modelo de informaci��n est�� complementado por un conjunto de acciones de gesti��n at��micas, reversibles e independientes, que determinan las operaciones que se pueden llevar a cabo sobre el entorno y que es usado para hacer posible la escalabilidad en el entorno. Tambi��n describo un motor de gesti��n encargado de, a partir del estado del entorno y usando el ya mencionado conjunto de acciones, la colocaci��n de recursos. Est�� dividido en dos niveles: la capa de Gestores de Aplicaci��n, encargada de tratar s��lo con las aplicaciones; y la capa del Gestor de Infraestructura, responsable de los recursos f��sicos. Dicho motor de gesti��n obedece un ciclo de vida con dos fases, para as�� modelar mejor el comportamiento de una infraestructura real. El problema de la colocaci��n de recursos es atacado durante una de las fases (la de consolidaci��n) por un resolutor de programaci��n entera, y durante la otra (la online) por un heur��stico hecho ex-profeso. Varias pruebas han demostrado que este acercamiento combinado es superior a otras estrategias. Para terminar, el sistema de gesti��n est�� acoplado a arquitecturas de monitorizaci��n y de actuadores. Aquella estando encargada de recolectar informaci��n del entorno, y ��sta siendo modular en su dise��o y capaz de conectarse con varias tecnolog��as y ofrecer varios modos de acceso. ABSTRACT The cloud computing paradigm has raised in popularity within the industry and the academia. Public cloud infrastructures are enabling new business models and helping to reduce costs. However, the desire to host company���s data and services on premises, and the need to abide to data protection laws, make private cloud infrastructures desirable, either to complement or even fully substitute public oferings. Unfortunately, a lack of standardization has precluded private infrastructure management solutions to be developed to a certain level, and a myriad of diferent options have induced the fear of lock-in in customers. One of the causes of this problem is the misalignment between academic research and industry ofering, with the former focusing in studying idealized scenarios dissimilar from real-world situations, and the latter developing solutions without taking care about how they f t with common standards, or even not disseminating their results. With the aim to solve this problem I propose a modular management system for private cloud infrastructures that is focused on the applications instead of just the hardware resources. This management system follows the autonomic system paradigm, and is designed around a simple information model developed to be compatible with common standards. This model splits the environment in two views that serve to separate the concerns of the stakeholders while at the same time enabling the traceability between the physical environment and the virtual machines deployed onto it. In it, cloud applications are classifed in three broad types (Services, Big Data Jobs and Instance Reservations), in order for the management system to take advantage of each type���s features. The information model is paired with a set of atomic, reversible and independent management actions which determine the operations that can be performed over the environment and is used to realize the cloud environment���s scalability. From the environment���s state and using the aforementioned set of actions, I also describe a management engine tasked with the resource placement. It is divided in two tiers: the Application Managers layer, concerned just with applications; and the Infrastructure Manager layer, responsible of the actual physical resources. This management engine follows a lifecycle with two phases, to better model the behavior of a real infrastructure. The placement problem is tackled during one phase (consolidation) by using an integer programming solver, and during the other (online) with a custom heuristic. Tests have demonstrated that this combined approach is superior to other strategies. Finally, the management system is paired with monitoring and actuators architectures. The former able to collect the necessary information from the environment, and the later modular in design and capable of interfacing with several technologies and ofering several access interfaces.

Public Lawyers and Marijuana Regulation

Although 23 states and the District of Columbia have now legalized marijuana for medical purposes, marijuana remains a prohibited substance under federal law. Because the production, sale, possession and use of marijuana remain illegal, there is a risk of prosecution under federal laws. Furthermore, those who help marijuana users and providers put themselves at risk ��� federal law punishes not only those who violate drug laws but also those who assist or conspire with them to do so. In the case of lawyers representing marijuana users and businesspeople, this means not only the real (though remote) risk of criminal prosecution but also the more immediate risk of professional discipline. Elsewhere, we wrote about the difficult place in which lawyers find themselves when representing marijuana clients. We argued that while both the criminal law and the rules of professional conduct rightly require legal obedience from lawyers, other countervailing factors must be considered when evaluating lawyers��� representation of marijuana clients. In particular, we asserted that considerations of equity and access to justice weigh dispositively in favor of protecting lawyers who endeavor to help their clients comply with state marijuana laws, and we suggested means of interpreting relevant criminal law provisions and rules of professional conduct to achieve this result. This article builds on that analysis, taking on the particular issue of the public lawyer���s��� role in marijuana regulation. For government lawyers, the key issues in exercising discretion in the context of marijuana are not clients��� access to the law and equality but rather determining the clients��� wishes and serving them diligently and ethically. Lawyers representing state agencies, legislatures and the executive branch of government draft and interpret the rules and regulations regarding marijuana. Lawyers for federal, state and local governments then interpret those rules to determine the obligations and responsibilities of those they represent and to help their clients meet those obligations and carry out their required tasks. Both state and federal prosecutors are charged with determining what conduct remains illegal under the new rules and, perhaps more importantly, with exercising discretion regarding whom to prosecute and to what extent. Marijuana regulation is not a niche area of government regulation; it will influence the practice of virtually every public lawyer in the years to come. Public lawyers must understand the changes in marijuana law and the implications for government clients. Given the pervasiveness of the modern regulatory state, the situation is no easier ��� and, in many ways, it is more complicated ��� for public lawyers than it is for private ones. Public lawyers face myriad practice challenges with respect to marijuana law reform, and while we do not purport to identify and resolve all of the issues that are sure to arise in this short paper, we hope that the article helps alert public lawyers to some of the risks involved in participating in marijuana regulation so that they can think carefully about their obligations when these issues arise.

Privy Private Eye: A Guidebook for Travelers Who Have to Go

This creative Capstone project, Privy Private Eye: A Guidebook for Travelers Who Have to Go, contains a nonfiction compendium of brief reviews of public restrooms in the Dallas, Texas area. To inform readers about facilities that are safe (and a few that should be avoided), Privy Private Eye contains reviews and ratings of restrooms in gas stations, restaurants, and retail centers. These appraisals will be featured in a full-length manuscript that may be published in the near future as a travel guide. Also contained herein, before the creative portion of the project itself, is a reflective paper describing the project, its creation, and its position within the context of published travel guides.

The impact of demographic change and its challenges for the workforce in the European public sectors. Three priority areas to invest in future HRM. EIPA Working Paper 2012/W/01

European public sectors are particularly affected by the demographic challenge and an ageing and shrinking workforce. According to OECD statistics, over 30% of public employees of central government in 13 countries will leave during the next 15 years. Moreover, the public sector has as compared to the private sector to rely on a much older workforce, who will have to work longer in future. Against this background, European governments need to react and re-think major elements of current HR and organisational management in the public sector. Particularly the skills in age management should be improved in order to also maintain in future a highly productive, competent and efficient public sector and to ensure that public employees stay longer ���employable���, ���healthy���, ���fit for the job��� and ���up to the task���. The survey suggests some solutions by investing more in three priority areas in the field of HRM.

Exploitative Abuses: Which Competition Policy, Which Public Policy? Research Papers in Law, 2/2007

As the final session of the day, my aim in this paper is to briefly outline the nature of exploitative abuses before turning to the question of the relationship between competition law and intellectual property law in the context of what Teubner calls the regulatory trilemma and from that draw a two-fold conclusion. First, the demands on law from the social phenomenon of markets are more acute when those demands raise issues across the different law domains of IP and competition. Second, where IP law and competition meet, the aim should be for both domains to internalise the values of the other. This however can only happen to the extent but only to the extent that there can be what Collins1 calls productive disintegration. Finally, in the specific context of exploitative abuses the overlap between IP law and competition law arises primarily in relation to claims of excessive pricing in licensing arrangements. Such claims could form the basis of a private action2 or can be made in the context of compulsory dealing decisions such as Microsoft.3 The involvement of competition agencies in pricing decisions goes to the heart of concerns about the nature of competition law and the role of competition agencies and highlights the need for the law to indirectly control rather than inappropriately attempt to directly control markets.

Ukraine on the financial front – the problem of Ukraine���s foreign public debt. OSW COMMENTARY NUMBER 178|05.08.2015

One of the key challenges that Ukraine is facing is the scale of its foreign debt (both public and private). As of 1st April it stood at US$ 126 billion, which is 109.8% of the country���s GDP. Approximately 45% of these financial obligations are short-term, meaning that they must be paid off within a year. Although the value of the debt has fallen by nearly US$ 10 billion since the end of 2014 (due to the private sector paying a part of the liabilities), the debt to GDP ratio has increased due to the recession and the depreciation of the hryvnia. The value of Ukraine���s foreign public debt is also on the rise (including state guarantees); since the beginning of 2015 it has risen from US$ 37.6 billion to US$ 43.6 billion. Ukraine does not currently have the resources to pay off its debt. In this situation a debt restructuring is necessary and this is one of the top priorities for the Ukrainian government as well as for the International Monetary Fund (IMF) and its assistance programme. Without this it will be much more difficult for Ukraine to overcome the economic crisis.

Getting the most from public R&D spending in times of budgetary austerity. Bruegel Working Paper 2016/01, February 2016

This working paper reviews the evidence on the impact of public R&D spending. The authors first look at the evidence from micro-analysis of the impact of public intervention on private R&D and innovation, with a focus on the latest results from crosscountry micro-research performed within SIMPATIC. To analyse the impact of public R&D on growth, the micro-results on private R&D investment effects are complemented with a macro-perspective. To this end, the authors look at how public R&D performs in affecting GDP growth and jobs in applied macro-models most commonly used in EU policy analysis. They focus particularly on the NEMESIS model in development within the SIMPATIC project. The authors conclude with some policy recommendations from the reviewed micro and macro SIMPATIC evidence for designing public R&D projects and programmes.

Torn between state and market: Private policy implementation and conflicting institutional logics

Policy implementation by private actors constitutes a ���missing link��� for understanding the implications of private governance. This paper proposes and assesses an institutional logics framework that combines a top-down, policy design approach with a bottom-up, implementation perspective on discretion. We argue that the conflicting institutional logics of the state and the market, in combination with differing degrees of goal ambiguity, accountability and hybridity play a crucial role for output performance. These arguments are analyzed based on a secondary analysis of seven case studies of private and hybrid policy implementation in diverging contexts. We find that aligning private output performance with public interests is at least partly a question of policy design congruence: private implementing actors tend to perform deficiently when the conflicting logics of the state and the market combine with weak accountability mechanisms.

A comparative analysis of policies and other factors which affect the role of the private sector in economic development /

"PN-AAL-031"--Cover.

Costa Rica private sector study /

"PN-AAL-005"--Cover.

Minorities and women in private industry, 1975 : an analysis of EEO-1 employment /

Includes bibliographical references.

Taylor's sacred minstrel, or, American church music book : a new collection of psalm and hymn tunes adapted to the various metres now in use : together with anthems, sentences, chants and other pieces : for the use of choirs, congregations, singing schools, musical societies, social sacred music circles, and private devotion ... /

Mode of access: Internet.

Economic growth and the third world : a report on the AID Private Enterprise Initiative.

"April 1987."

Private investment in Latin America. A report of the Subcommittee on Inter-American Economic Relationships.

At head of title: 88th Congress, 2d session. Joint committee print.

Credit for marginal groups; a study of the principal private sector credit institutions providing loans to marginal groups in the countries of the Dominican Republic, Chile, Ecuador, Colombia, and Guatemala.

"Sponsored by: Pan American Development Foundation, in cooperation with: CUNA International, Inc. [and others]"