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Register a new userCharacterizing Smartphone Power Management in the Wild
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For better reliability and prolonged battery life, it is important that users and vendors understand the quality of charging and the performance of smartphone batteries. Considering the diverse set of devices and user behavior it is a challenge. In this work, we analyze a large collection of battery analytics dataset collected from 30K devices of 1.5K unique smartphone models. We analyze their battery properties and state of charge while charging, and reveal the characteristics of different components of their power management systems: charging mechanisms, state of charge estimation techniques, and their battery properties. We explore diverse charging behavior of devices and their users.
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The goal of this work is to minimize the energy dissipation of embedded controllers without jeopardizing the quality of control (QoC). Taking advantage of the dynamic voltage scaling (DVS) technology, this paper develops a performance-aware power management scheme for embedded controllers with processors that allow multiple voltage levels. The periods of control tasks are adapted online with respect to the current QoC, thus facilitating additional energy reduction over standard DVS. To avoid the waste of CPU resources as a result of the discrete voltage levels, a resource reclaiming mechanism is employed to maximize the CPU utilization and also to improve the QoC. Simulations are conducted to evaluate the performance of the proposed scheme. Compared with the optimal standard DVS scheme, the proposed scheme is shown to be able to save remarkably more energy while maintaining comparable QoC.
There is no doubt that management practices are linked to the productivity and performance of a company. However, research findings are mixed. This paper provides a multi-disciplinary review of the current evidence of such a relationship and offers suggestions for further exploration. We provide an extensive review of the literature in terms of research findings from studies that have been trying to measure and understand the impact that individual management practices and clusters of management practices have on productivity at different levels of analysis. We focus our review on Operations Management (om) and Human Resource Management (hrm) practices as well as joint applications of these practices. In conclusion, we can say that taken as a whole, the research findings are equivocal. Some studies have found a positive relationship between the adoption of management practices and productivity, some negative and some no association whatsoever. We believe that the lack of universal consensus on the effect of the adoption of complementary management practices might be driven either by measurement issues or by the level of analysis. Consequently, there is a need for further research. In particular, for a multi-level approach from the lowest possible level of aggregation up to the firm-level of analysis in order to assess the impact of management practices upon the productivity of firms.
Information and Communication Technologies (ICT) has practically penetrated into all spheres of life. Therefore a closer look at the impact of ICT in public financial management and performance is highly justified. Public finance is defined as a field of economics concerned with paying for collective or governmental activities, and with the administration and design of those activities. Activities will be viewed as services or more precisely as public services. We believe that there is need to consider performance from the perspective of effective performance and the perceived performance. In fact the real or effective performance might not correspond to the perceived performance. A service can be considered from the perspective of the decision-maker, who in our case could be a government or a collectivity. ICT can be employed in the three phases that concern the decision-maker: design, implementation and evaluation. The beneficiaries of a service can employ ICT in any of the three phases - awareness, exploitation and assessment - for guarantying a high level of efficiency. Each phase in the environment of a service will be presented as well as illustrations of how ICT can be employed in order to improve the end-result of each one of them. We believe that a high efficiency of each phase will produce a high global efficiency. It should be noted however that the effectiveness of any system is highly dependent on the human engagement in the system. Therefore, the impact of ICT in public financial management will be felt only if the decision-makers and the end-users of the services engage themselves in the success of the system. Instead of giving a catalog of services, the focus has been on the model (or methodology) to adopt in designing services for which ICT could enhance the implementation.
In the global competition, companies are propelled by an immense pressure to innovate. The trend to produce more new knowledge-intensive products or services and the rapid progress of information technologies arouse huge interest on knowledge management for innovation. However the strategy of knowledge management is not widely adopted for innovation in industries due to a lack of an effective approach of their integration. This study aims to help the designers to innovate more efficiently based on an integrated approach of knowledge management. Based on this integrated approach, a prototype of distributed knowledge management system for innovation is developed. An industrial application is presented and its initial results indicate the applicability of the approach and the prototype in practice.
In this paper IEEE Learning Technology System Architecture (LTSA) for LMS software has been analyzed. It has been observed that LTSA is too abstract to be adapted in a uniform way by LMS developers. A Learners Quanta based high level design that satisfies the IEEE LTSA standard has been proposed for future development of efficient LMS software. A hybrid model of learning fitting into LTSA model has also been proposed while designing.
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