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1 operations planning
упр. планирование производства (планирование производственных операций, последовательности их выполнения, расчет времени осуществления каждой операции, поиск оптимального размещения оборудования на предприятии и др.; призвано обеспечить наиболее эффективное использование труда и оборудования, оптимальное движение материалов и продукции в процессе производства и наиболее точное календарное планирование)See: -
2 generic competition venue concept of operations
концепция функционирования типового соревновательного объекта
Документ, разрабатываемый ОКОИ совместно с партнерами на этапе операционного планирования, после выработки концепции деятельности ФНД. Документ содержит: обобщенное описание деятельности типового соревновательного объекта, основные этапы его работы, роли функций, типовую структуру команды, обслуживающей объект, типовой эскизный проект и группировочную диаграмму. Предполагается разработка только одного такого документа.
[Департамент лингвистических услуг Оргкомитета «Сочи 2014». Глоссарий терминов]EN
generic competition venue concept of operations
Document produced by the OCOG and its partners during the operational planning phase but following the functional area concept of operations. Its content includes: high-level description of how a generic competition venue will operate, key phases of operation, role of functional areas, generic venue team structure, generic venue block plan and affinity diagram. There is only one document produced.
[Департамент лингвистических услуг Оргкомитета «Сочи 2014». Глоссарий терминов]Тематики
EN
Англо-русский словарь нормативно-технической терминологии > generic competition venue concept of operations
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3 концепция функционирования типового соревновательного объекта
концепция функционирования типового соревновательного объекта
Документ, разрабатываемый ОКОИ совместно с партнерами на этапе операционного планирования, после выработки концепции деятельности ФНД. Документ содержит: обобщенное описание деятельности типового соревновательного объекта, основные этапы его работы, роли функций, типовую структуру команды, обслуживающей объект, типовой эскизный проект и группировочную диаграмму. Предполагается разработка только одного такого документа.
[Департамент лингвистических услуг Оргкомитета «Сочи 2014». Глоссарий терминов]EN
generic competition venue concept of operations
Document produced by the OCOG and its partners during the operational planning phase but following the functional area concept of operations. Its content includes: high-level description of how a generic competition venue will operate, key phases of operation, role of functional areas, generic venue team structure, generic venue block plan and affinity diagram. There is only one document produced.
[Департамент лингвистических услуг Оргкомитета «Сочи 2014». Глоссарий терминов]Тематики
EN
Русско-английский словарь нормативно-технической терминологии > концепция функционирования типового соревновательного объекта
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4 officer
офицер; должностное лицо; сотрудник; укомплектовывать офицерским составом; командоватьAir officer, Administration, Strike Command — Бр. начальник административного управления командования ВВС в Великобритании
Air officer, Engineering, Strike Command — Бр. начальник инженерно-технического управления командования ВВС в Великобритании
Air officer, Maintenance, RAF Support Command — Бр. начальник управления технического обслуживания командования тыла ВВС
Air officer, Training, RAF Support Command — начальник управления подготовки ЛС командования тыла ВВС
assistant G3 plans officer — помощник начальника оперативного отдела [отделения] по планированию
Flag officer, Germany — командующий ВМС ФРГ
Flag officer, Naval Air Command — Бр. командующий авиацией ВМС
Flag officer, Submarines — Бр. командующий подводными силами ВМС
float an officer (through personnel channels) — направлять личное дело офицера (в различные кадровые инстанции);
General officer Commanding, Royal Marines — Бр. командующий МП
General officer Commanding, the Artillery Division — командир артиллерийской дивизии (БРА)
landing zone (aircraft) control officer — офицер по управлению авиацией в районе десантирования (ВДВ)
officer, responsible for the exercise — офицер, ответственный за учение (ВМС)
Principal Medical officer, Strike Command — Бр. начальник медицинской службы командования ВВС в Великобритании
Senior Air Staff officer, Strike Command — Бр. НШ командования ВВС в Великобритании
senior officer, commando assault unit — Бр. командир штурмового отряда «коммандос»
senior officer, naval assault unit — Бр. командир военно-морского штурмового отряда
senior officer, naval build-up unit — Бр. командир военно-морского отряда наращивания сил десанта
senior officer, present — старший из присутствующих начальников
senior officer, Royal Artillery — Бр. старший начальник артиллерии
senior officer, Royal Engineers — Бр. старший начальник инженерных войск
short service term (commissioned) officer — Бр. офицер, призываемый на кратковременную службу; офицер, проходящий службу по краткосрочному контракту
tactical air officer (afloat) — офицер по управлению ТА поддержки (морского) десанта (на корабле управления)
The Dental officer, US Marine Corps — начальник зубоврачебной службы МП США
The Medical officer, US Marine Corps — начальник медицинской службы МП США
— burial supervising officer— company grade officer— education services officer— field services officer— fire prevention officer— general duty officer— information activities officer— logistics readiness officer— regular commissioned officer— security control officer— supply management officer— transportation officer— water supply officer* * * -
5 модульный центр обработки данных (ЦОД)
модульный центр обработки данных (ЦОД)
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[Интент]Параллельные тексты EN-RU
[ http://dcnt.ru/?p=9299#more-9299]
Data Centers are a hot topic these days. No matter where you look, this once obscure aspect of infrastructure is getting a lot of attention. For years, there have been cost pressures on IT operations and this, when the need for modern capacity is greater than ever, has thrust data centers into the spotlight. Server and rack density continues to rise, placing DC professionals and businesses in tighter and tougher situations while they struggle to manage their IT environments. And now hyper-scale cloud infrastructure is taking traditional technologies to limits never explored before and focusing the imagination of the IT industry on new possibilities.
В настоящее время центры обработки данных являются широко обсуждаемой темой. Куда ни посмотришь, этот некогда малоизвестный аспект инфраструктуры привлекает все больше внимания. Годами ИТ-отделы испытывали нехватку средств и это выдвинуло ЦОДы в центр внимания, в то время, когда необходимость в современных ЦОДах стала как никогда высокой. Плотность серверов и стоек продолжают расти, все больше усложняя ситуацию для специалистов в области охлаждения и организаций в их попытках управлять своими ИТ-средами. И теперь гипермасштабируемая облачная инфраструктура подвергает традиционные технологии невиданным ранее нагрузкам, и заставляет ИТ-индустрию искать новые возможности.
At Microsoft, we have focused a lot of thought and research around how to best operate and maintain our global infrastructure and we want to share those learnings. While obviously there are some aspects that we keep to ourselves, we have shared how we operate facilities daily, our technologies and methodologies, and, most importantly, how we monitor and manage our facilities. Whether it’s speaking at industry events, inviting customers to our “Microsoft data center conferences” held in our data centers, or through other media like blogging and white papers, we believe sharing best practices is paramount and will drive the industry forward. So in that vein, we have some interesting news to share.
В компании MicroSoft уделяют большое внимание изучению наилучших методов эксплуатации и технического обслуживания своей глобальной инфраструктуры и делятся результатами своих исследований. И хотя мы, конечно, не раскрываем некоторые аспекты своих исследований, мы делимся повседневным опытом эксплуатации дата-центров, своими технологиями и методологиями и, что важнее всего, методами контроля и управления своими объектами. Будь то доклады на отраслевых событиях, приглашение клиентов на наши конференции, которые посвящены центрам обработки данных MicroSoft, и проводятся в этих самых дата-центрах, или использование других средств, например, блоги и спецификации, мы уверены, что обмен передовым опытом имеет первостепенное значение и будет продвигать отрасль вперед.
Today we are sharing our Generation 4 Modular Data Center plan. This is our vision and will be the foundation of our cloud data center infrastructure in the next five years. We believe it is one of the most revolutionary changes to happen to data centers in the last 30 years. Joining me, in writing this blog are Daniel Costello, my director of Data Center Research and Engineering and Christian Belady, principal power and cooling architect. I feel their voices will add significant value to driving understanding around the many benefits included in this new design paradigm.
Сейчас мы хотим поделиться своим планом модульного дата-центра четвертого поколения. Это наше видение и оно будет основанием для инфраструктуры наших облачных дата-центров в ближайшие пять лет. Мы считаем, что это одно из самых революционных изменений в дата-центрах за последние 30 лет. Вместе со мной в написании этого блога участвовали Дэниел Костелло, директор по исследованиям и инжинирингу дата-центров, и Кристиан Белади, главный архитектор систем энергоснабжения и охлаждения. Мне кажется, что их авторитет придаст больше веса большому количеству преимуществ, включенных в эту новую парадигму проектирования.
Our “Gen 4” modular data centers will take the flexibility of containerized servers—like those in our Chicago data center—and apply it across the entire facility. So what do we mean by modular? Think of it like “building blocks”, where the data center will be composed of modular units of prefabricated mechanical, electrical, security components, etc., in addition to containerized servers.
Was there a key driver for the Generation 4 Data Center?Наши модульные дата-центры “Gen 4” будут гибкими с контейнерами серверов – как серверы в нашем чикагском дата-центре. И гибкость будет применяться ко всему ЦОД. Итак, что мы подразумеваем под модульностью? Мы думаем о ней как о “строительных блоках”, где дата-центр будет состоять из модульных блоков изготовленных в заводских условиях электрических систем и систем охлаждения, а также систем безопасности и т.п., в дополнение к контейнеризованным серверам.
Был ли ключевой стимул для разработки дата-центра четвертого поколения?
If we were to summarize the promise of our Gen 4 design into a single sentence it would be something like this: “A highly modular, scalable, efficient, just-in-time data center capacity program that can be delivered anywhere in the world very quickly and cheaply, while allowing for continued growth as required.” Sounds too good to be true, doesn’t it? Well, keep in mind that these concepts have been in initial development and prototyping for over a year and are based on cumulative knowledge of previous facility generations and the advances we have made since we began our investments in earnest on this new design.Если бы нам нужно было обобщить достоинства нашего проекта Gen 4 в одном предложении, это выглядело бы следующим образом: “Центр обработки данных с высоким уровнем модульности, расширяемости, и энергетической эффективности, а также возможностью постоянного расширения, в случае необходимости, который можно очень быстро и дешево развертывать в любом месте мира”. Звучит слишком хорошо для того чтобы быть правдой, не так ли? Ну, не забывайте, что эти концепции находились в процессе начальной разработки и создания опытного образца в течение более одного года и основываются на опыте, накопленном в ходе развития предыдущих поколений ЦОД, а также успехах, сделанных нами со времени, когда мы начали вкладывать серьезные средства в этот новый проект.
One of the biggest challenges we’ve had at Microsoft is something Mike likes to call the ‘Goldilock’s Problem’. In a nutshell, the problem can be stated as:
The worst thing we can do in delivering facilities for the business is not have enough capacity online, thus limiting the growth of our products and services.Одну из самых больших проблем, с которыми приходилось сталкиваться Майкрософт, Майк любит называть ‘Проблемой Лютика’. Вкратце, эту проблему можно выразить следующим образом:
Самое худшее, что может быть при строительстве ЦОД для бизнеса, это не располагать достаточными производственными мощностями, и тем самым ограничивать рост наших продуктов и сервисов.The second worst thing we can do in delivering facilities for the business is to have too much capacity online.
А вторым самым худшим моментом в этой сфере может слишком большое количество производственных мощностей.
This has led to a focus on smart, intelligent growth for the business — refining our overall demand picture. It can’t be too hot. It can’t be too cold. It has to be ‘Just Right!’ The capital dollars of investment are too large to make without long term planning. As we struggled to master these interesting challenges, we had to ensure that our technological plan also included solutions for the business and operational challenges we faced as well.
So let’s take a high level look at our Generation 4 designЭто заставило нас сосредоточиваться на интеллектуальном росте для бизнеса — refining our overall demand picture. Это не должно быть слишком горячим. И это не должно быть слишком холодным. Это должно быть ‘как раз, таким как надо!’ Нельзя делать такие большие капиталовложения без долгосрочного планирования. Пока мы старались решить эти интересные проблемы, мы должны были гарантировать, что наш технологический план будет также включать решения для коммерческих и эксплуатационных проблем, с которыми нам также приходилось сталкиваться.
Давайте рассмотрим наш проект дата-центра четвертого поколенияAre you ready for some great visuals? Check out this video at Soapbox. Click here for the Microsoft 4th Gen Video.
It’s a concept video that came out of my Data Center Research and Engineering team, under Daniel Costello, that will give you a view into what we think is the future.
From a configuration, construct-ability and time to market perspective, our primary goals and objectives are to modularize the whole data center. Not just the server side (like the Chicago facility), but the mechanical and electrical space as well. This means using the same kind of parts in pre-manufactured modules, the ability to use containers, skids, or rack-based deployments and the ability to tailor the Redundancy and Reliability requirements to the application at a very specific level.
Посмотрите это видео, перейдите по ссылке для просмотра видео о Microsoft 4th Gen:
Это концептуальное видео, созданное командой отдела Data Center Research and Engineering, возглавляемого Дэниелом Костелло, которое даст вам наше представление о будущем.
С точки зрения конфигурации, строительной технологичности и времени вывода на рынок, нашими главными целями и задачами агрегатирование всего дата-центра. Не только серверную часть, как дата-центр в Чикаго, но также системы охлаждения и электрические системы. Это означает применение деталей одного типа в сборных модулях, возможность использования контейнеров, салазок, или стоечных систем, а также возможность подстраивать требования избыточности и надежности для данного приложения на очень специфичном уровне.Our goals from a cost perspective were simple in concept but tough to deliver. First and foremost, we had to reduce the capital cost per critical Mega Watt by the class of use. Some applications can run with N-level redundancy in the infrastructure, others require a little more infrastructure for support. These different classes of infrastructure requirements meant that optimizing for all cost classes was paramount. At Microsoft, we are not a one trick pony and have many Online products and services (240+) that require different levels of operational support. We understand that and ensured that we addressed it in our design which will allow us to reduce capital costs by 20%-40% or greater depending upon class.
Нашими целями в области затрат были концептуально простыми, но трудно реализуемыми. В первую очередь мы должны были снизить капитальные затраты в пересчете на один мегаватт, в зависимости от класса резервирования. Некоторые приложения могут вполне работать на базе инфраструктуры с резервированием на уровне N, то есть без резервирования, а для работы других приложений требуется больше инфраструктуры. Эти разные классы требований инфраструктуры подразумевали, что оптимизация всех классов затрат имеет преобладающее значение. В Майкрософт мы не ограничиваемся одним решением и располагаем большим количеством интерактивных продуктов и сервисов (240+), которым требуются разные уровни эксплуатационной поддержки. Мы понимаем это, и учитываем это в своем проекте, который позволит нам сокращать капитальные затраты на 20%-40% или более в зависимости от класса.For example, non-critical or geo redundant applications have low hardware reliability requirements on a location basis. As a result, Gen 4 can be configured to provide stripped down, low-cost infrastructure with little or no redundancy and/or temperature control. Let’s say an Online service team decides that due to the dramatically lower cost, they will simply use uncontrolled outside air with temperatures ranging 10-35 C and 20-80% RH. The reality is we are already spec-ing this for all of our servers today and working with server vendors to broaden that range even further as Gen 4 becomes a reality. For this class of infrastructure, we eliminate generators, chillers, UPSs, and possibly lower costs relative to traditional infrastructure.
Например, некритичные или гео-избыточные системы имеют низкие требования к аппаратной надежности на основе местоположения. В результате этого, Gen 4 можно конфигурировать для упрощенной, недорогой инфраструктуры с низким уровнем (или вообще без резервирования) резервирования и / или температурного контроля. Скажем, команда интерактивного сервиса решает, что, в связи с намного меньшими затратами, они будут просто использовать некондиционированный наружный воздух с температурой 10-35°C и влажностью 20-80% RH. В реальности мы уже сегодня предъявляем эти требования к своим серверам и работаем с поставщиками серверов над еще большим расширением диапазона температур, так как наш модуль и подход Gen 4 становится реальностью. Для подобного класса инфраструктуры мы удаляем генераторы, чиллеры, ИБП, и, возможно, будем предлагать более низкие затраты, по сравнению с традиционной инфраструктурой.
Applications that demand higher level of redundancy or temperature control will use configurations of Gen 4 to meet those needs, however, they will also cost more (but still less than traditional data centers). We see this cost difference driving engineering behavioral change in that we predict more applications will drive towards Geo redundancy to lower costs.
Системы, которым требуется более высокий уровень резервирования или температурного контроля, будут использовать конфигурации Gen 4, отвечающие этим требованиям, однако, они будут также стоить больше. Но все равно они будут стоить меньше, чем традиционные дата-центры. Мы предвидим, что эти различия в затратах будут вызывать изменения в методах инжиниринга, и по нашим прогнозам, это будет выражаться в переходе все большего числа систем на гео-избыточность и меньшие затраты.
Another cool thing about Gen 4 is that it allows us to deploy capacity when our demand dictates it. Once finalized, we will no longer need to make large upfront investments. Imagine driving capital costs more closely in-line with actual demand, thus greatly reducing time-to-market and adding the capacity Online inherent in the design. Also reduced is the amount of construction labor required to put these “building blocks” together. Since the entire platform requires pre-manufacture of its core components, on-site construction costs are lowered. This allows us to maximize our return on invested capital.
Еще одно достоинство Gen 4 состоит в том, что он позволяет нам разворачивать дополнительные мощности, когда нам это необходимо. Как только мы закончим проект, нам больше не нужно будет делать большие начальные капиталовложения. Представьте себе возможность более точного согласования капитальных затрат с реальными требованиями, и тем самым значительного снижения времени вывода на рынок и интерактивного добавления мощностей, предусматриваемого проектом. Также снижен объем строительных работ, требуемых для сборки этих “строительных блоков”. Поскольку вся платформа требует предварительного изготовления ее базовых компонентов, затраты на сборку также снижены. Это позволит нам увеличить до максимума окупаемость своих капиталовложений.
Мы все подвергаем сомнениюIn our design process, we questioned everything. You may notice there is no roof and some might be uncomfortable with this. We explored the need of one and throughout our research we got some surprising (positive) results that showed one wasn’t needed.
В своем процессе проектирования мы все подвергаем сомнению. Вы, наверное, обратили внимание на отсутствие крыши, и некоторым специалистам это могло не понравиться. Мы изучили необходимость в крыше и в ходе своих исследований получили удивительные результаты, которые показали, что крыша не нужна.
Серийное производство дата центров
In short, we are striving to bring Henry Ford’s Model T factory to the data center. http://en.wikipedia.org/wiki/Henry_Ford#Model_T. Gen 4 will move data centers from a custom design and build model to a commoditized manufacturing approach. We intend to have our components built in factories and then assemble them in one location (the data center site) very quickly. Think about how a computer, car or plane is built today. Components are manufactured by different companies all over the world to a predefined spec and then integrated in one location based on demands and feature requirements. And just like Henry Ford’s assembly line drove the cost of building and the time-to-market down dramatically for the automobile industry, we expect Gen 4 to do the same for data centers. Everything will be pre-manufactured and assembled on the pad.Мы хотим применить модель автомобильной фабрики Генри Форда к дата-центру. Проект Gen 4 будет способствовать переходу от модели специализированного проектирования и строительства к товарно-производственному, серийному подходу. Мы намерены изготавливать свои компоненты на заводах, а затем очень быстро собирать их в одном месте, в месте строительства дата-центра. Подумайте о том, как сегодня изготавливается компьютер, автомобиль или самолет. Компоненты изготавливаются по заранее определенным спецификациям разными компаниями во всем мире, затем собираются в одном месте на основе спроса и требуемых характеристик. И точно так же как сборочный конвейер Генри Форда привел к значительному уменьшению затрат на производство и времени вывода на рынок в автомобильной промышленности, мы надеемся, что Gen 4 сделает то же самое для дата-центров. Все будет предварительно изготавливаться и собираться на месте.
Невероятно энергоэффективный ЦОД
And did we mention that this platform will be, overall, incredibly energy efficient? From a total energy perspective not only will we have remarkable PUE values, but the total cost of energy going into the facility will be greatly reduced as well. How much energy goes into making concrete? Will we need as much of it? How much energy goes into the fuel of the construction vehicles? This will also be greatly reduced! A key driver is our goal to achieve an average PUE at or below 1.125 by 2012 across our data centers. More than that, we are on a mission to reduce the overall amount of copper and water used in these facilities. We believe these will be the next areas of industry attention when and if the energy problem is solved. So we are asking today…“how can we build a data center with less building”?А мы упоминали, что эта платформа будет, в общем, невероятно энергоэффективной? С точки зрения общей энергии, мы получим не только поразительные значения PUE, но общая стоимость энергии, затраченной на объект будет также значительно снижена. Сколько энергии идет на производство бетона? Нам нужно будет столько энергии? Сколько энергии идет на питание инженерных строительных машин? Это тоже будет значительно снижено! Главным стимулом является достижение среднего PUE не больше 1.125 для всех наших дата-центров к 2012 году. Более того, у нас есть задача сокращения общего количества меди и воды в дата-центрах. Мы думаем, что эти задачи станут следующей заботой отрасли после того как будет решена энергетическая проблема. Итак, сегодня мы спрашиваем себя…“как можно построить дата-центр с меньшим объемом строительных работ”?
Строительство дата центров без чиллеровWe have talked openly and publicly about building chiller-less data centers and running our facilities using aggressive outside economization. Our sincerest hope is that Gen 4 will completely eliminate the use of water. Today’s data centers use massive amounts of water and we see water as the next scarce resource and have decided to take a proactive stance on making water conservation part of our plan.
Мы открыто и публично говорили о строительстве дата-центров без чиллеров и активном использовании в наших центрах обработки данных технологий свободного охлаждения или фрикулинга. Мы искренне надеемся, что Gen 4 позволит полностью отказаться от использования воды. Современные дата-центры расходуют большие объемы воды и так как мы считаем воду следующим редким ресурсом, мы решили принять упреждающие меры и включить экономию воды в свой план.
By sharing this with the industry, we believe everyone can benefit from our methodology. While this concept and approach may be intimidating (or downright frightening) to some in the industry, disclosure ultimately is better for all of us.
Делясь этим опытом с отраслью, мы считаем, что каждый сможет извлечь выгоду из нашей методологией. Хотя эта концепция и подход могут показаться пугающими (или откровенно страшными) для некоторых отраслевых специалистов, раскрывая свои планы мы, в конечном счете, делаем лучше для всех нас.
Gen 4 design (even more than just containers), could reduce the ‘religious’ debates in our industry. With the central spine infrastructure in place, containers or pre-manufactured server halls can be either AC or DC, air-side economized or water-side economized, or not economized at all (though the sanity of that might be questioned). Gen 4 will allow us to decommission, repair and upgrade quickly because everything is modular. No longer will we be governed by the initial decisions made when constructing the facility. We will have almost unlimited use and re-use of the facility and site. We will also be able to use power in an ultra-fluid fashion moving load from critical to non-critical as use and capacity requirements dictate.
Проект Gen 4 позволит уменьшить ‘религиозные’ споры в нашей отрасли. Располагая базовой инфраструктурой, контейнеры или сборные серверные могут оборудоваться системами переменного или постоянного тока, воздушными или водяными экономайзерами, или вообще не использовать экономайзеры. Хотя можно подвергать сомнению разумность такого решения. Gen 4 позволит нам быстро выполнять работы по выводу из эксплуатации, ремонту и модернизации, поскольку все будет модульным. Мы больше не будем руководствоваться начальными решениями, принятыми во время строительства дата-центра. Мы сможем использовать этот дата-центр и инфраструктуру в течение почти неограниченного периода времени. Мы также сможем применять сверхгибкие методы использования электрической энергии, переводя оборудование в режимы критической или некритической нагрузки в соответствии с требуемой мощностью.
Gen 4 – это стандартная платформаFinally, we believe this is a big game changer. Gen 4 will provide a standard platform that our industry can innovate around. For example, all modules in our Gen 4 will have common interfaces clearly defined by our specs and any vendor that meets these specifications will be able to plug into our infrastructure. Whether you are a computer vendor, UPS vendor, generator vendor, etc., you will be able to plug and play into our infrastructure. This means we can also source anyone, anywhere on the globe to minimize costs and maximize performance. We want to help motivate the industry to further innovate—with innovations from which everyone can reap the benefits.
Наконец, мы уверены, что это будет фактором, который значительно изменит ситуацию. Gen 4 будет представлять собой стандартную платформу, которую отрасль сможет обновлять. Например, все модули в нашем Gen 4 будут иметь общепринятые интерфейсы, четко определяемые нашими спецификациями, и оборудование любого поставщика, которое отвечает этим спецификациям можно будет включать в нашу инфраструктуру. Независимо от того производите вы компьютеры, ИБП, генераторы и т.п., вы сможете включать свое оборудование нашу инфраструктуру. Это означает, что мы также сможем обеспечивать всех, в любом месте земного шара, тем самым сводя до минимума затраты и максимальной увеличивая производительность. Мы хотим создать в отрасли мотивацию для дальнейших инноваций – инноваций, от которых каждый сможет получать выгоду.
Главные характеристики дата-центров четвертого поколения Gen4To summarize, the key characteristics of our Generation 4 data centers are:
Scalable
Plug-and-play spine infrastructure
Factory pre-assembled: Pre-Assembled Containers (PACs) & Pre-Manufactured Buildings (PMBs)
Rapid deployment
De-mountable
Reduce TTM
Reduced construction
Sustainable measuresНиже приведены главные характеристики дата-центров четвертого поколения Gen 4:
Расширяемость;
Готовая к использованию базовая инфраструктура;
Изготовление в заводских условиях: сборные контейнеры (PAC) и сборные здания (PMB);
Быстрота развертывания;
Возможность демонтажа;
Снижение времени вывода на рынок (TTM);
Сокращение сроков строительства;
Экологичность;Map applications to DC Class
We hope you join us on this incredible journey of change and innovation!
Long hours of research and engineering time are invested into this process. There are still some long days and nights ahead, but the vision is clear. Rest assured however, that we as refine Generation 4, the team will soon be looking to Generation 5 (even if it is a bit farther out). There is always room to get better.
Использование систем электропитания постоянного тока.
Мы надеемся, что вы присоединитесь к нам в этом невероятном путешествии по миру изменений и инноваций!
На этот проект уже потрачены долгие часы исследований и проектирования. И еще предстоит потратить много дней и ночей, но мы имеем четкое представление о конечной цели. Однако будьте уверены, что как только мы доведем до конца проект модульного дата-центра четвертого поколения, мы вскоре начнем думать о проекте дата-центра пятого поколения. Всегда есть возможность для улучшений.So if you happen to come across Goldilocks in the forest, and you are curious as to why she is smiling you will know that she feels very good about getting very close to ‘JUST RIGHT’.
Generations of Evolution – some background on our data center designsТак что, если вы встретите в лесу девочку по имени Лютик, и вам станет любопытно, почему она улыбается, вы будете знать, что она очень довольна тем, что очень близко подошла к ‘ОПИМАЛЬНОМУ РЕШЕНИЮ’.
Поколения эволюции – история развития наших дата-центровWe thought you might be interested in understanding what happened in the first three generations of our data center designs. When Ray Ozzie wrote his Software plus Services memo it posed a very interesting challenge to us. The winds of change were at ‘tornado’ proportions. That “plus Services” tag had some significant (and unstated) challenges inherent to it. The first was that Microsoft was going to evolve even further into an operations company. While we had been running large scale Internet services since 1995, this development lead us to an entirely new level. Additionally, these “services” would span across both Internet and Enterprise businesses. To those of you who have to operate “stuff”, you know that these are two very different worlds in operational models and challenges. It also meant that, to achieve the same level of reliability and performance required our infrastructure was going to have to scale globally and in a significant way.
Мы подумали, что может быть вам будет интересно узнать историю первых трех поколений наших центров обработки данных. Когда Рэй Оззи написал свою памятную записку Software plus Services, он поставил перед нами очень интересную задачу. Ветра перемен двигались с ураганной скоростью. Это окончание “plus Services” скрывало в себе какие-то значительные и неопределенные задачи. Первая заключалась в том, что Майкрософт собиралась в еще большей степени стать операционной компанией. Несмотря на то, что мы управляли большими интернет-сервисами, начиная с 1995 г., эта разработка подняла нас на абсолютно новый уровень. Кроме того, эти “сервисы” охватывали интернет-компании и корпорации. Тем, кому приходится всем этим управлять, известно, что есть два очень разных мира в области операционных моделей и задач. Это также означало, что для достижения такого же уровня надежности и производительности требовалось, чтобы наша инфраструктура располагала значительными возможностями расширения в глобальных масштабах.
It was that intense atmosphere of change that we first started re-evaluating data center technology and processes in general and our ideas began to reach farther than what was accepted by the industry at large. This was the era of Generation 1. As we look at where most of the world’s data centers are today (and where our facilities were), it represented all the known learning and design requirements that had been in place since IBM built the first purpose-built computer room. These facilities focused more around uptime, reliability and redundancy. Big infrastructure was held accountable to solve all potential environmental shortfalls. This is where the majority of infrastructure in the industry still is today.
Именно в этой атмосфере серьезных изменений мы впервые начали переоценку ЦОД-технологий и технологий вообще, и наши идеи начали выходить за пределы общепринятых в отрасли представлений. Это была эпоха ЦОД первого поколения. Когда мы узнали, где сегодня располагается большинство мировых дата-центров и где находятся наши предприятия, это представляло весь опыт и навыки проектирования, накопленные со времени, когда IBM построила первую серверную. В этих ЦОД больше внимания уделялось бесперебойной работе, надежности и резервированию. Большая инфраструктура была призвана решать все потенциальные экологические проблемы. Сегодня большая часть инфраструктуры все еще находится на этом этапе своего развития.
We soon realized that traditional data centers were quickly becoming outdated. They were not keeping up with the demands of what was happening technologically and environmentally. That’s when we kicked off our Generation 2 design. Gen 2 facilities started taking into account sustainability, energy efficiency, and really looking at the total cost of energy and operations.
Очень быстро мы поняли, что стандартные дата-центры очень быстро становятся устаревшими. Они не поспевали за темпами изменений технологических и экологических требований. Именно тогда мы стали разрабатывать ЦОД второго поколения. В этих дата-центрах Gen 2 стали принимать во внимание такие факторы как устойчивое развитие, энергетическая эффективность, а также общие энергетические и эксплуатационные.
No longer did we view data centers just for the upfront capital costs, but we took a hard look at the facility over the course of its life. Our Quincy, Washington and San Antonio, Texas facilities are examples of our Gen 2 data centers where we explored and implemented new ways to lessen the impact on the environment. These facilities are considered two leading industry examples, based on their energy efficiency and ability to run and operate at new levels of scale and performance by leveraging clean hydro power (Quincy) and recycled waste water (San Antonio) to cool the facility during peak cooling months.
Мы больше не рассматривали дата-центры только с точки зрения начальных капитальных затрат, а внимательно следили за работой ЦОД на протяжении его срока службы. Наши объекты в Куинси, Вашингтоне, и Сан-Антонио, Техас, являются образцами наших ЦОД второго поколения, в которых мы изучали и применяли на практике новые способы снижения воздействия на окружающую среду. Эти объекты считаются двумя ведущими отраслевыми примерами, исходя из их энергетической эффективности и способности работать на новых уровнях производительности, основанных на использовании чистой энергии воды (Куинси) и рециклирования отработанной воды (Сан-Антонио) для охлаждения объекта в самых жарких месяцах.
As we were delivering our Gen 2 facilities into steel and concrete, our Generation 3 facilities were rapidly driving the evolution of the program. The key concepts for our Gen 3 design are increased modularity and greater concentration around energy efficiency and scale. The Gen 3 facility will be best represented by the Chicago, Illinois facility currently under construction. This facility will seem very foreign compared to the traditional data center concepts most of the industry is comfortable with. In fact, if you ever sit around in our container hanger in Chicago it will look incredibly different from a traditional raised-floor data center. We anticipate this modularization will drive huge efficiencies in terms of cost and operations for our business. We will also introduce significant changes in the environmental systems used to run our facilities. These concepts and processes (where applicable) will help us gain even greater efficiencies in our existing footprint, allowing us to further maximize infrastructure investments.
Так как наши ЦОД второго поколения строились из стали и бетона, наши центры обработки данных третьего поколения начали их быстро вытеснять. Главными концептуальными особенностями ЦОД третьего поколения Gen 3 являются повышенная модульность и большее внимание к энергетической эффективности и масштабированию. Дата-центры третьего поколения лучше всего представлены объектом, который в настоящее время строится в Чикаго, Иллинойс. Этот ЦОД будет выглядеть очень необычно, по сравнению с общепринятыми в отрасли представлениями о дата-центре. Действительно, если вам когда-либо удастся побывать в нашем контейнерном ангаре в Чикаго, он покажется вам совершенно непохожим на обычный дата-центр с фальшполом. Мы предполагаем, что этот модульный подход будет способствовать значительному повышению эффективности нашего бизнеса в отношении затрат и операций. Мы также внесем существенные изменения в климатические системы, используемые в наших ЦОД. Эти концепции и технологии, если применимо, позволят нам добиться еще большей эффективности наших существующих дата-центров, и тем самым еще больше увеличивать капиталовложения в инфраструктуру.
This is definitely a journey, not a destination industry. In fact, our Generation 4 design has been under heavy engineering for viability and cost for over a year. While the demand of our commercial growth required us to make investments as we grew, we treated each step in the learning as a process for further innovation in data centers. The design for our future Gen 4 facilities enabled us to make visionary advances that addressed the challenges of building, running, and operating facilities all in one concerted effort.
Это определенно путешествие, а не конечный пункт назначения. На самом деле, наш проект ЦОД четвертого поколения подвергался серьезным испытаниям на жизнеспособность и затраты на протяжении целого года. Хотя необходимость в коммерческом росте требовала от нас постоянных капиталовложений, мы рассматривали каждый этап своего развития как шаг к будущим инновациям в области дата-центров. Проект наших будущих ЦОД четвертого поколения Gen 4 позволил нам делать фантастические предположения, которые касались задач строительства, управления и эксплуатации объектов как единого упорядоченного процесса.
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Русско-английский словарь нормативно-технической терминологии > модульный центр обработки данных (ЦОД)
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модульный центр обработки данных (ЦОД)
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Data Centers are a hot topic these days. No matter where you look, this once obscure aspect of infrastructure is getting a lot of attention. For years, there have been cost pressures on IT operations and this, when the need for modern capacity is greater than ever, has thrust data centers into the spotlight. Server and rack density continues to rise, placing DC professionals and businesses in tighter and tougher situations while they struggle to manage their IT environments. And now hyper-scale cloud infrastructure is taking traditional technologies to limits never explored before and focusing the imagination of the IT industry on new possibilities.
В настоящее время центры обработки данных являются широко обсуждаемой темой. Куда ни посмотришь, этот некогда малоизвестный аспект инфраструктуры привлекает все больше внимания. Годами ИТ-отделы испытывали нехватку средств и это выдвинуло ЦОДы в центр внимания, в то время, когда необходимость в современных ЦОДах стала как никогда высокой. Плотность серверов и стоек продолжают расти, все больше усложняя ситуацию для специалистов в области охлаждения и организаций в их попытках управлять своими ИТ-средами. И теперь гипермасштабируемая облачная инфраструктура подвергает традиционные технологии невиданным ранее нагрузкам, и заставляет ИТ-индустрию искать новые возможности.
At Microsoft, we have focused a lot of thought and research around how to best operate and maintain our global infrastructure and we want to share those learnings. While obviously there are some aspects that we keep to ourselves, we have shared how we operate facilities daily, our technologies and methodologies, and, most importantly, how we monitor and manage our facilities. Whether it’s speaking at industry events, inviting customers to our “Microsoft data center conferences” held in our data centers, or through other media like blogging and white papers, we believe sharing best practices is paramount and will drive the industry forward. So in that vein, we have some interesting news to share.
В компании MicroSoft уделяют большое внимание изучению наилучших методов эксплуатации и технического обслуживания своей глобальной инфраструктуры и делятся результатами своих исследований. И хотя мы, конечно, не раскрываем некоторые аспекты своих исследований, мы делимся повседневным опытом эксплуатации дата-центров, своими технологиями и методологиями и, что важнее всего, методами контроля и управления своими объектами. Будь то доклады на отраслевых событиях, приглашение клиентов на наши конференции, которые посвящены центрам обработки данных MicroSoft, и проводятся в этих самых дата-центрах, или использование других средств, например, блоги и спецификации, мы уверены, что обмен передовым опытом имеет первостепенное значение и будет продвигать отрасль вперед.
Today we are sharing our Generation 4 Modular Data Center plan. This is our vision and will be the foundation of our cloud data center infrastructure in the next five years. We believe it is one of the most revolutionary changes to happen to data centers in the last 30 years. Joining me, in writing this blog are Daniel Costello, my director of Data Center Research and Engineering and Christian Belady, principal power and cooling architect. I feel their voices will add significant value to driving understanding around the many benefits included in this new design paradigm.
Сейчас мы хотим поделиться своим планом модульного дата-центра четвертого поколения. Это наше видение и оно будет основанием для инфраструктуры наших облачных дата-центров в ближайшие пять лет. Мы считаем, что это одно из самых революционных изменений в дата-центрах за последние 30 лет. Вместе со мной в написании этого блога участвовали Дэниел Костелло, директор по исследованиям и инжинирингу дата-центров, и Кристиан Белади, главный архитектор систем энергоснабжения и охлаждения. Мне кажется, что их авторитет придаст больше веса большому количеству преимуществ, включенных в эту новую парадигму проектирования.
Our “Gen 4” modular data centers will take the flexibility of containerized servers—like those in our Chicago data center—and apply it across the entire facility. So what do we mean by modular? Think of it like “building blocks”, where the data center will be composed of modular units of prefabricated mechanical, electrical, security components, etc., in addition to containerized servers.
Was there a key driver for the Generation 4 Data Center?Наши модульные дата-центры “Gen 4” будут гибкими с контейнерами серверов – как серверы в нашем чикагском дата-центре. И гибкость будет применяться ко всему ЦОД. Итак, что мы подразумеваем под модульностью? Мы думаем о ней как о “строительных блоках”, где дата-центр будет состоять из модульных блоков изготовленных в заводских условиях электрических систем и систем охлаждения, а также систем безопасности и т.п., в дополнение к контейнеризованным серверам.
Был ли ключевой стимул для разработки дата-центра четвертого поколения?
If we were to summarize the promise of our Gen 4 design into a single sentence it would be something like this: “A highly modular, scalable, efficient, just-in-time data center capacity program that can be delivered anywhere in the world very quickly and cheaply, while allowing for continued growth as required.” Sounds too good to be true, doesn’t it? Well, keep in mind that these concepts have been in initial development and prototyping for over a year and are based on cumulative knowledge of previous facility generations and the advances we have made since we began our investments in earnest on this new design.Если бы нам нужно было обобщить достоинства нашего проекта Gen 4 в одном предложении, это выглядело бы следующим образом: “Центр обработки данных с высоким уровнем модульности, расширяемости, и энергетической эффективности, а также возможностью постоянного расширения, в случае необходимости, который можно очень быстро и дешево развертывать в любом месте мира”. Звучит слишком хорошо для того чтобы быть правдой, не так ли? Ну, не забывайте, что эти концепции находились в процессе начальной разработки и создания опытного образца в течение более одного года и основываются на опыте, накопленном в ходе развития предыдущих поколений ЦОД, а также успехах, сделанных нами со времени, когда мы начали вкладывать серьезные средства в этот новый проект.
One of the biggest challenges we’ve had at Microsoft is something Mike likes to call the ‘Goldilock’s Problem’. In a nutshell, the problem can be stated as:
The worst thing we can do in delivering facilities for the business is not have enough capacity online, thus limiting the growth of our products and services.Одну из самых больших проблем, с которыми приходилось сталкиваться Майкрософт, Майк любит называть ‘Проблемой Лютика’. Вкратце, эту проблему можно выразить следующим образом:
Самое худшее, что может быть при строительстве ЦОД для бизнеса, это не располагать достаточными производственными мощностями, и тем самым ограничивать рост наших продуктов и сервисов.The second worst thing we can do in delivering facilities for the business is to have too much capacity online.
А вторым самым худшим моментом в этой сфере может слишком большое количество производственных мощностей.
This has led to a focus on smart, intelligent growth for the business — refining our overall demand picture. It can’t be too hot. It can’t be too cold. It has to be ‘Just Right!’ The capital dollars of investment are too large to make without long term planning. As we struggled to master these interesting challenges, we had to ensure that our technological plan also included solutions for the business and operational challenges we faced as well.
So let’s take a high level look at our Generation 4 designЭто заставило нас сосредоточиваться на интеллектуальном росте для бизнеса — refining our overall demand picture. Это не должно быть слишком горячим. И это не должно быть слишком холодным. Это должно быть ‘как раз, таким как надо!’ Нельзя делать такие большие капиталовложения без долгосрочного планирования. Пока мы старались решить эти интересные проблемы, мы должны были гарантировать, что наш технологический план будет также включать решения для коммерческих и эксплуатационных проблем, с которыми нам также приходилось сталкиваться.
Давайте рассмотрим наш проект дата-центра четвертого поколенияAre you ready for some great visuals? Check out this video at Soapbox. Click here for the Microsoft 4th Gen Video.
It’s a concept video that came out of my Data Center Research and Engineering team, under Daniel Costello, that will give you a view into what we think is the future.
From a configuration, construct-ability and time to market perspective, our primary goals and objectives are to modularize the whole data center. Not just the server side (like the Chicago facility), but the mechanical and electrical space as well. This means using the same kind of parts in pre-manufactured modules, the ability to use containers, skids, or rack-based deployments and the ability to tailor the Redundancy and Reliability requirements to the application at a very specific level.
Посмотрите это видео, перейдите по ссылке для просмотра видео о Microsoft 4th Gen:
Это концептуальное видео, созданное командой отдела Data Center Research and Engineering, возглавляемого Дэниелом Костелло, которое даст вам наше представление о будущем.
С точки зрения конфигурации, строительной технологичности и времени вывода на рынок, нашими главными целями и задачами агрегатирование всего дата-центра. Не только серверную часть, как дата-центр в Чикаго, но также системы охлаждения и электрические системы. Это означает применение деталей одного типа в сборных модулях, возможность использования контейнеров, салазок, или стоечных систем, а также возможность подстраивать требования избыточности и надежности для данного приложения на очень специфичном уровне.Our goals from a cost perspective were simple in concept but tough to deliver. First and foremost, we had to reduce the capital cost per critical Mega Watt by the class of use. Some applications can run with N-level redundancy in the infrastructure, others require a little more infrastructure for support. These different classes of infrastructure requirements meant that optimizing for all cost classes was paramount. At Microsoft, we are not a one trick pony and have many Online products and services (240+) that require different levels of operational support. We understand that and ensured that we addressed it in our design which will allow us to reduce capital costs by 20%-40% or greater depending upon class.
Нашими целями в области затрат были концептуально простыми, но трудно реализуемыми. В первую очередь мы должны были снизить капитальные затраты в пересчете на один мегаватт, в зависимости от класса резервирования. Некоторые приложения могут вполне работать на базе инфраструктуры с резервированием на уровне N, то есть без резервирования, а для работы других приложений требуется больше инфраструктуры. Эти разные классы требований инфраструктуры подразумевали, что оптимизация всех классов затрат имеет преобладающее значение. В Майкрософт мы не ограничиваемся одним решением и располагаем большим количеством интерактивных продуктов и сервисов (240+), которым требуются разные уровни эксплуатационной поддержки. Мы понимаем это, и учитываем это в своем проекте, который позволит нам сокращать капитальные затраты на 20%-40% или более в зависимости от класса.For example, non-critical or geo redundant applications have low hardware reliability requirements on a location basis. As a result, Gen 4 can be configured to provide stripped down, low-cost infrastructure with little or no redundancy and/or temperature control. Let’s say an Online service team decides that due to the dramatically lower cost, they will simply use uncontrolled outside air with temperatures ranging 10-35 C and 20-80% RH. The reality is we are already spec-ing this for all of our servers today and working with server vendors to broaden that range even further as Gen 4 becomes a reality. For this class of infrastructure, we eliminate generators, chillers, UPSs, and possibly lower costs relative to traditional infrastructure.
Например, некритичные или гео-избыточные системы имеют низкие требования к аппаратной надежности на основе местоположения. В результате этого, Gen 4 можно конфигурировать для упрощенной, недорогой инфраструктуры с низким уровнем (или вообще без резервирования) резервирования и / или температурного контроля. Скажем, команда интерактивного сервиса решает, что, в связи с намного меньшими затратами, они будут просто использовать некондиционированный наружный воздух с температурой 10-35°C и влажностью 20-80% RH. В реальности мы уже сегодня предъявляем эти требования к своим серверам и работаем с поставщиками серверов над еще большим расширением диапазона температур, так как наш модуль и подход Gen 4 становится реальностью. Для подобного класса инфраструктуры мы удаляем генераторы, чиллеры, ИБП, и, возможно, будем предлагать более низкие затраты, по сравнению с традиционной инфраструктурой.
Applications that demand higher level of redundancy or temperature control will use configurations of Gen 4 to meet those needs, however, they will also cost more (but still less than traditional data centers). We see this cost difference driving engineering behavioral change in that we predict more applications will drive towards Geo redundancy to lower costs.
Системы, которым требуется более высокий уровень резервирования или температурного контроля, будут использовать конфигурации Gen 4, отвечающие этим требованиям, однако, они будут также стоить больше. Но все равно они будут стоить меньше, чем традиционные дата-центры. Мы предвидим, что эти различия в затратах будут вызывать изменения в методах инжиниринга, и по нашим прогнозам, это будет выражаться в переходе все большего числа систем на гео-избыточность и меньшие затраты.
Another cool thing about Gen 4 is that it allows us to deploy capacity when our demand dictates it. Once finalized, we will no longer need to make large upfront investments. Imagine driving capital costs more closely in-line with actual demand, thus greatly reducing time-to-market and adding the capacity Online inherent in the design. Also reduced is the amount of construction labor required to put these “building blocks” together. Since the entire platform requires pre-manufacture of its core components, on-site construction costs are lowered. This allows us to maximize our return on invested capital.
Еще одно достоинство Gen 4 состоит в том, что он позволяет нам разворачивать дополнительные мощности, когда нам это необходимо. Как только мы закончим проект, нам больше не нужно будет делать большие начальные капиталовложения. Представьте себе возможность более точного согласования капитальных затрат с реальными требованиями, и тем самым значительного снижения времени вывода на рынок и интерактивного добавления мощностей, предусматриваемого проектом. Также снижен объем строительных работ, требуемых для сборки этих “строительных блоков”. Поскольку вся платформа требует предварительного изготовления ее базовых компонентов, затраты на сборку также снижены. Это позволит нам увеличить до максимума окупаемость своих капиталовложений.
Мы все подвергаем сомнениюIn our design process, we questioned everything. You may notice there is no roof and some might be uncomfortable with this. We explored the need of one and throughout our research we got some surprising (positive) results that showed one wasn’t needed.
В своем процессе проектирования мы все подвергаем сомнению. Вы, наверное, обратили внимание на отсутствие крыши, и некоторым специалистам это могло не понравиться. Мы изучили необходимость в крыше и в ходе своих исследований получили удивительные результаты, которые показали, что крыша не нужна.
Серийное производство дата центров
In short, we are striving to bring Henry Ford’s Model T factory to the data center. http://en.wikipedia.org/wiki/Henry_Ford#Model_T. Gen 4 will move data centers from a custom design and build model to a commoditized manufacturing approach. We intend to have our components built in factories and then assemble them in one location (the data center site) very quickly. Think about how a computer, car or plane is built today. Components are manufactured by different companies all over the world to a predefined spec and then integrated in one location based on demands and feature requirements. And just like Henry Ford’s assembly line drove the cost of building and the time-to-market down dramatically for the automobile industry, we expect Gen 4 to do the same for data centers. Everything will be pre-manufactured and assembled on the pad.Мы хотим применить модель автомобильной фабрики Генри Форда к дата-центру. Проект Gen 4 будет способствовать переходу от модели специализированного проектирования и строительства к товарно-производственному, серийному подходу. Мы намерены изготавливать свои компоненты на заводах, а затем очень быстро собирать их в одном месте, в месте строительства дата-центра. Подумайте о том, как сегодня изготавливается компьютер, автомобиль или самолет. Компоненты изготавливаются по заранее определенным спецификациям разными компаниями во всем мире, затем собираются в одном месте на основе спроса и требуемых характеристик. И точно так же как сборочный конвейер Генри Форда привел к значительному уменьшению затрат на производство и времени вывода на рынок в автомобильной промышленности, мы надеемся, что Gen 4 сделает то же самое для дата-центров. Все будет предварительно изготавливаться и собираться на месте.
Невероятно энергоэффективный ЦОД
And did we mention that this platform will be, overall, incredibly energy efficient? From a total energy perspective not only will we have remarkable PUE values, but the total cost of energy going into the facility will be greatly reduced as well. How much energy goes into making concrete? Will we need as much of it? How much energy goes into the fuel of the construction vehicles? This will also be greatly reduced! A key driver is our goal to achieve an average PUE at or below 1.125 by 2012 across our data centers. More than that, we are on a mission to reduce the overall amount of copper and water used in these facilities. We believe these will be the next areas of industry attention when and if the energy problem is solved. So we are asking today…“how can we build a data center with less building”?А мы упоминали, что эта платформа будет, в общем, невероятно энергоэффективной? С точки зрения общей энергии, мы получим не только поразительные значения PUE, но общая стоимость энергии, затраченной на объект будет также значительно снижена. Сколько энергии идет на производство бетона? Нам нужно будет столько энергии? Сколько энергии идет на питание инженерных строительных машин? Это тоже будет значительно снижено! Главным стимулом является достижение среднего PUE не больше 1.125 для всех наших дата-центров к 2012 году. Более того, у нас есть задача сокращения общего количества меди и воды в дата-центрах. Мы думаем, что эти задачи станут следующей заботой отрасли после того как будет решена энергетическая проблема. Итак, сегодня мы спрашиваем себя…“как можно построить дата-центр с меньшим объемом строительных работ”?
Строительство дата центров без чиллеровWe have talked openly and publicly about building chiller-less data centers and running our facilities using aggressive outside economization. Our sincerest hope is that Gen 4 will completely eliminate the use of water. Today’s data centers use massive amounts of water and we see water as the next scarce resource and have decided to take a proactive stance on making water conservation part of our plan.
Мы открыто и публично говорили о строительстве дата-центров без чиллеров и активном использовании в наших центрах обработки данных технологий свободного охлаждения или фрикулинга. Мы искренне надеемся, что Gen 4 позволит полностью отказаться от использования воды. Современные дата-центры расходуют большие объемы воды и так как мы считаем воду следующим редким ресурсом, мы решили принять упреждающие меры и включить экономию воды в свой план.
By sharing this with the industry, we believe everyone can benefit from our methodology. While this concept and approach may be intimidating (or downright frightening) to some in the industry, disclosure ultimately is better for all of us.
Делясь этим опытом с отраслью, мы считаем, что каждый сможет извлечь выгоду из нашей методологией. Хотя эта концепция и подход могут показаться пугающими (или откровенно страшными) для некоторых отраслевых специалистов, раскрывая свои планы мы, в конечном счете, делаем лучше для всех нас.
Gen 4 design (even more than just containers), could reduce the ‘religious’ debates in our industry. With the central spine infrastructure in place, containers or pre-manufactured server halls can be either AC or DC, air-side economized or water-side economized, or not economized at all (though the sanity of that might be questioned). Gen 4 will allow us to decommission, repair and upgrade quickly because everything is modular. No longer will we be governed by the initial decisions made when constructing the facility. We will have almost unlimited use and re-use of the facility and site. We will also be able to use power in an ultra-fluid fashion moving load from critical to non-critical as use and capacity requirements dictate.
Проект Gen 4 позволит уменьшить ‘религиозные’ споры в нашей отрасли. Располагая базовой инфраструктурой, контейнеры или сборные серверные могут оборудоваться системами переменного или постоянного тока, воздушными или водяными экономайзерами, или вообще не использовать экономайзеры. Хотя можно подвергать сомнению разумность такого решения. Gen 4 позволит нам быстро выполнять работы по выводу из эксплуатации, ремонту и модернизации, поскольку все будет модульным. Мы больше не будем руководствоваться начальными решениями, принятыми во время строительства дата-центра. Мы сможем использовать этот дата-центр и инфраструктуру в течение почти неограниченного периода времени. Мы также сможем применять сверхгибкие методы использования электрической энергии, переводя оборудование в режимы критической или некритической нагрузки в соответствии с требуемой мощностью.
Gen 4 – это стандартная платформаFinally, we believe this is a big game changer. Gen 4 will provide a standard platform that our industry can innovate around. For example, all modules in our Gen 4 will have common interfaces clearly defined by our specs and any vendor that meets these specifications will be able to plug into our infrastructure. Whether you are a computer vendor, UPS vendor, generator vendor, etc., you will be able to plug and play into our infrastructure. This means we can also source anyone, anywhere on the globe to minimize costs and maximize performance. We want to help motivate the industry to further innovate—with innovations from which everyone can reap the benefits.
Наконец, мы уверены, что это будет фактором, который значительно изменит ситуацию. Gen 4 будет представлять собой стандартную платформу, которую отрасль сможет обновлять. Например, все модули в нашем Gen 4 будут иметь общепринятые интерфейсы, четко определяемые нашими спецификациями, и оборудование любого поставщика, которое отвечает этим спецификациям можно будет включать в нашу инфраструктуру. Независимо от того производите вы компьютеры, ИБП, генераторы и т.п., вы сможете включать свое оборудование нашу инфраструктуру. Это означает, что мы также сможем обеспечивать всех, в любом месте земного шара, тем самым сводя до минимума затраты и максимальной увеличивая производительность. Мы хотим создать в отрасли мотивацию для дальнейших инноваций – инноваций, от которых каждый сможет получать выгоду.
Главные характеристики дата-центров четвертого поколения Gen4To summarize, the key characteristics of our Generation 4 data centers are:
Scalable
Plug-and-play spine infrastructure
Factory pre-assembled: Pre-Assembled Containers (PACs) & Pre-Manufactured Buildings (PMBs)
Rapid deployment
De-mountable
Reduce TTM
Reduced construction
Sustainable measuresНиже приведены главные характеристики дата-центров четвертого поколения Gen 4:
Расширяемость;
Готовая к использованию базовая инфраструктура;
Изготовление в заводских условиях: сборные контейнеры (PAC) и сборные здания (PMB);
Быстрота развертывания;
Возможность демонтажа;
Снижение времени вывода на рынок (TTM);
Сокращение сроков строительства;
Экологичность;Map applications to DC Class
We hope you join us on this incredible journey of change and innovation!
Long hours of research and engineering time are invested into this process. There are still some long days and nights ahead, but the vision is clear. Rest assured however, that we as refine Generation 4, the team will soon be looking to Generation 5 (even if it is a bit farther out). There is always room to get better.
Использование систем электропитания постоянного тока.
Мы надеемся, что вы присоединитесь к нам в этом невероятном путешествии по миру изменений и инноваций!
На этот проект уже потрачены долгие часы исследований и проектирования. И еще предстоит потратить много дней и ночей, но мы имеем четкое представление о конечной цели. Однако будьте уверены, что как только мы доведем до конца проект модульного дата-центра четвертого поколения, мы вскоре начнем думать о проекте дата-центра пятого поколения. Всегда есть возможность для улучшений.So if you happen to come across Goldilocks in the forest, and you are curious as to why she is smiling you will know that she feels very good about getting very close to ‘JUST RIGHT’.
Generations of Evolution – some background on our data center designsТак что, если вы встретите в лесу девочку по имени Лютик, и вам станет любопытно, почему она улыбается, вы будете знать, что она очень довольна тем, что очень близко подошла к ‘ОПИМАЛЬНОМУ РЕШЕНИЮ’.
Поколения эволюции – история развития наших дата-центровWe thought you might be interested in understanding what happened in the first three generations of our data center designs. When Ray Ozzie wrote his Software plus Services memo it posed a very interesting challenge to us. The winds of change were at ‘tornado’ proportions. That “plus Services” tag had some significant (and unstated) challenges inherent to it. The first was that Microsoft was going to evolve even further into an operations company. While we had been running large scale Internet services since 1995, this development lead us to an entirely new level. Additionally, these “services” would span across both Internet and Enterprise businesses. To those of you who have to operate “stuff”, you know that these are two very different worlds in operational models and challenges. It also meant that, to achieve the same level of reliability and performance required our infrastructure was going to have to scale globally and in a significant way.
Мы подумали, что может быть вам будет интересно узнать историю первых трех поколений наших центров обработки данных. Когда Рэй Оззи написал свою памятную записку Software plus Services, он поставил перед нами очень интересную задачу. Ветра перемен двигались с ураганной скоростью. Это окончание “plus Services” скрывало в себе какие-то значительные и неопределенные задачи. Первая заключалась в том, что Майкрософт собиралась в еще большей степени стать операционной компанией. Несмотря на то, что мы управляли большими интернет-сервисами, начиная с 1995 г., эта разработка подняла нас на абсолютно новый уровень. Кроме того, эти “сервисы” охватывали интернет-компании и корпорации. Тем, кому приходится всем этим управлять, известно, что есть два очень разных мира в области операционных моделей и задач. Это также означало, что для достижения такого же уровня надежности и производительности требовалось, чтобы наша инфраструктура располагала значительными возможностями расширения в глобальных масштабах.
It was that intense atmosphere of change that we first started re-evaluating data center technology and processes in general and our ideas began to reach farther than what was accepted by the industry at large. This was the era of Generation 1. As we look at where most of the world’s data centers are today (and where our facilities were), it represented all the known learning and design requirements that had been in place since IBM built the first purpose-built computer room. These facilities focused more around uptime, reliability and redundancy. Big infrastructure was held accountable to solve all potential environmental shortfalls. This is where the majority of infrastructure in the industry still is today.
Именно в этой атмосфере серьезных изменений мы впервые начали переоценку ЦОД-технологий и технологий вообще, и наши идеи начали выходить за пределы общепринятых в отрасли представлений. Это была эпоха ЦОД первого поколения. Когда мы узнали, где сегодня располагается большинство мировых дата-центров и где находятся наши предприятия, это представляло весь опыт и навыки проектирования, накопленные со времени, когда IBM построила первую серверную. В этих ЦОД больше внимания уделялось бесперебойной работе, надежности и резервированию. Большая инфраструктура была призвана решать все потенциальные экологические проблемы. Сегодня большая часть инфраструктуры все еще находится на этом этапе своего развития.
We soon realized that traditional data centers were quickly becoming outdated. They were not keeping up with the demands of what was happening technologically and environmentally. That’s when we kicked off our Generation 2 design. Gen 2 facilities started taking into account sustainability, energy efficiency, and really looking at the total cost of energy and operations.
Очень быстро мы поняли, что стандартные дата-центры очень быстро становятся устаревшими. Они не поспевали за темпами изменений технологических и экологических требований. Именно тогда мы стали разрабатывать ЦОД второго поколения. В этих дата-центрах Gen 2 стали принимать во внимание такие факторы как устойчивое развитие, энергетическая эффективность, а также общие энергетические и эксплуатационные.
No longer did we view data centers just for the upfront capital costs, but we took a hard look at the facility over the course of its life. Our Quincy, Washington and San Antonio, Texas facilities are examples of our Gen 2 data centers where we explored and implemented new ways to lessen the impact on the environment. These facilities are considered two leading industry examples, based on their energy efficiency and ability to run and operate at new levels of scale and performance by leveraging clean hydro power (Quincy) and recycled waste water (San Antonio) to cool the facility during peak cooling months.
Мы больше не рассматривали дата-центры только с точки зрения начальных капитальных затрат, а внимательно следили за работой ЦОД на протяжении его срока службы. Наши объекты в Куинси, Вашингтоне, и Сан-Антонио, Техас, являются образцами наших ЦОД второго поколения, в которых мы изучали и применяли на практике новые способы снижения воздействия на окружающую среду. Эти объекты считаются двумя ведущими отраслевыми примерами, исходя из их энергетической эффективности и способности работать на новых уровнях производительности, основанных на использовании чистой энергии воды (Куинси) и рециклирования отработанной воды (Сан-Антонио) для охлаждения объекта в самых жарких месяцах.
As we were delivering our Gen 2 facilities into steel and concrete, our Generation 3 facilities were rapidly driving the evolution of the program. The key concepts for our Gen 3 design are increased modularity and greater concentration around energy efficiency and scale. The Gen 3 facility will be best represented by the Chicago, Illinois facility currently under construction. This facility will seem very foreign compared to the traditional data center concepts most of the industry is comfortable with. In fact, if you ever sit around in our container hanger in Chicago it will look incredibly different from a traditional raised-floor data center. We anticipate this modularization will drive huge efficiencies in terms of cost and operations for our business. We will also introduce significant changes in the environmental systems used to run our facilities. These concepts and processes (where applicable) will help us gain even greater efficiencies in our existing footprint, allowing us to further maximize infrastructure investments.
Так как наши ЦОД второго поколения строились из стали и бетона, наши центры обработки данных третьего поколения начали их быстро вытеснять. Главными концептуальными особенностями ЦОД третьего поколения Gen 3 являются повышенная модульность и большее внимание к энергетической эффективности и масштабированию. Дата-центры третьего поколения лучше всего представлены объектом, который в настоящее время строится в Чикаго, Иллинойс. Этот ЦОД будет выглядеть очень необычно, по сравнению с общепринятыми в отрасли представлениями о дата-центре. Действительно, если вам когда-либо удастся побывать в нашем контейнерном ангаре в Чикаго, он покажется вам совершенно непохожим на обычный дата-центр с фальшполом. Мы предполагаем, что этот модульный подход будет способствовать значительному повышению эффективности нашего бизнеса в отношении затрат и операций. Мы также внесем существенные изменения в климатические системы, используемые в наших ЦОД. Эти концепции и технологии, если применимо, позволят нам добиться еще большей эффективности наших существующих дата-центров, и тем самым еще больше увеличивать капиталовложения в инфраструктуру.
This is definitely a journey, not a destination industry. In fact, our Generation 4 design has been under heavy engineering for viability and cost for over a year. While the demand of our commercial growth required us to make investments as we grew, we treated each step in the learning as a process for further innovation in data centers. The design for our future Gen 4 facilities enabled us to make visionary advances that addressed the challenges of building, running, and operating facilities all in one concerted effort.
Это определенно путешествие, а не конечный пункт назначения. На самом деле, наш проект ЦОД четвертого поколения подвергался серьезным испытаниям на жизнеспособность и затраты на протяжении целого года. Хотя необходимость в коммерческом росте требовала от нас постоянных капиталовложений, мы рассматривали каждый этап своего развития как шаг к будущим инновациям в области дата-центров. Проект наших будущих ЦОД четвертого поколения Gen 4 позволил нам делать фантастические предположения, которые касались задач строительства, управления и эксплуатации объектов как единого упорядоченного процесса.
Тематики
Синонимы
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Англо-русский словарь нормативно-технической терминологии > modular data center
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7 CULTURE, LITERATURE, AND LANGUAGE
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Fazer E Desfazer A História, 19-20 (1998): 191-212.■. "Tributo ao Historiador dos Historiadores. Memorias de A.H.de Oliveira Marques (1933-2007)," Historia XXIX, 95, III series (March 2007), 18-22.■ Wiarda, Howard J. Transcending Corporatism? The Portuguese Corporative System and the Revolution of 1974. Columbia: Institute of International Studies, University of South Carolina, 1976.■. The Transition to Democracy in Spain and Portugal. Washington, D.C.: American Enterprise Institute for Public Policy Research, 1989. Wise, Audrey. Eyewitness in Revolutionary Portugal. With a Preface by Judith Hart, MP. London: Spokesman, 1975.■ PHYSICAL FEATURES: GEOGRAPHY, GEOLOGY, FAUNA, AND FLORA■ Birot, Pierre. Le Portugal: Étude de géographie régionale. Paris, 1950.■ Embleton, Clifford. Geomorphology of Europe. London: Macmillan, 1984.■ Girão, Aristides de Amorim. Divisão regional, divisão agrícola e divisão administrativa. Coimbra, 1932.■. Condições geográficos e históricas de autonomia política de Portugal. Coimbra, 1935.■. Atlas de Portugal, 2nd ed. Coimbra, 1958.■ Ribeiro, Orlando. Portugal, O Mediterrâneo e o Altântico. Coimbra, 1945 and later eds.■. Portugal. Volume V of Geografia de Espana y Portugal. Barcelona, 1955.■. Ensaios de Geografia Humana e regio nal. Lisbon, 1970.■. A geografia e a divisão regional do país. Lisbon, 1970.■ Stanislawski, Dan. The Individuality of Portugal. Austin: The University of Texas Press, 1959.■. Portugal's Other Kingdom: The Algarve. Austin: University of Texas Press, 1963.■ Taylor, Albert William. Wild Flowers of Spain and Portugal. London: Chatto & Windus, 1972.■ Way, Ruth, and Margaret Simmons. A Geography of Spain and Portugal. London: Methuen, 1962.■ ARCHAEOLOGY AND PREHISTORY■ "Actas do Colóquio Inter-Universitário do Noroeste Peninsular (Porto-Baião, 1988), vol. II, Proto-História, romanização e Idade Média." In Trabalhos de antropologia e etnologia. 28, 3-4 (1988).■ Alarcão, Jorge de, ed. "Do Paleolítico va arte visigótica." Vol. 1, História da■ Arte em Portugal. Lisbon: Alfa, 1986.■. Roman Portugal, 3 vols. Warminister, U.K.: Aris & Phillips, 1988.■. Portugal Das Orígens A Romanização. Vol. I. In J. Serrão and A. H. de Oliveira Marques, eds. Nova História de Portugal. Lisbon: Presença, 1990. Anderson, James M., and M. S. Lea. Portugal 1001 Sights: An Archaeological and Historical Guide. Calgary, Alberta: University of Calgary and Robert Hale, 1994.■ Balmuth, Miriam S., Antonio Gilman, and Lourdes Prados-Torreira, eds. Encounters and Transformations: The Archaeology of Iberia in Transition. Monographs in Mediterranean Archaeology, no. 7. Sheffield, U.K.: Sheffield Academic Press, 1997.■ Beirão, C. M. M. Une civilization protohistorique du Sud au Portugal ( 1er Age du Fer). Paris: D. Boccard, 1986.■ Cardoso, João Luís, Santinho A. Cunha, and Delberto Aguiar. O Homem Pre-Histórico no Concelho de Oeiras. Oeiras, Portugal: Estudos Arquelógicos de Oeiras, 1991.■ Harrison, Richard J. The Bell Beaker Cultures of Spain and Portugal. Cambridge, Mass.: Harvard University Press, 1977.■ Mangas, Júlio, ed. Hispania epigraphica. Madrid, 1989.■ Maloney, Stephanie J. "The Villa of Toerre de Palma, Portugal: Archaeology and Preservation." Portuguese Studies Review VIII, 1 (Fall-Winter, 1999-2000): 14-28.■ Savory, H. N. Spain and Portugal: The Prehistory of the Iberian Peninsula. London, 1968.■ Silva, A. C. F. A cultura castreja no Noroeste de Portugal. Paços de Ferreira:■ Museu da Citânia de Sanfins, 1986. Straus, L. G. Iberia before the Iberians. Albuquerque, N.M., 1992.■ FOREIGN TRAVELERS AND RESIDENTS' ACCOUNTS■ Andersen, Hans Christian. A Visit to Portugal 1866. London: Peter Owen, 1972.■ Beckford, William. Italy, with Sketches of Spain and Portugal. Paris: Baudry's European Library, 1834.■ Boyd Alexander, ed. London: Hart-Davies, 1954.■. Recollections of an Excursion to the Monasteries of Alcoboca and Batalha. Fontwell, U.K.: Centaur Press, 1972.■ Bell, Aubrey F. G. In Portugal. London: Bodley Head, 1912.■ Borrow, George. The Bible in Spain, 2 vols. London: Constable, 1923 ed.■ Chaves, Castelo Branco. Os livros de viagens em Portugal no século XVIII e a sua projecção europeia. Lisbon, 1977.■ Costigan, Arthur William. Sketches of Society and Manners in Portugal. London: T. Vernon, 1787.■ Crawfurd, Oswald. Portugal Old and New. London: Kegan, Paul, 1880.■. Round the Calendar in Portugal. London: Chapman & Hall, 1890.■ Darymple, William. Travels through Spain and Portugal in 1774. London: J. Almon, 1777.■ Dumouriez, Charles Francois Duperrier. An Account of Portugal as It Appeared in 1766. London: C. Law, 1797.■ Fielding, Henry. Jonathan Wild and the Journal of a Voyage to Lisbon. London: J. M. Dent, 1932.■ Fullerton, Alice. To Portugal for Pleasure. London: Grafton, 1945.■ Gibbons, John. I Gathered No Moss. London: Robert Hale, 1939.■ Gordon, Jan, and Cora Gordon. Portuguese Somersault. London: Harrap, 1934.■ Hewitt, Richard. A Cottage in Portugal. New York: Simon & Schuster, 1996.■ Huggett, Frank. South of Lisbon: Winter Travels in Southern Portugal. London: Gollancz, 1960.■ Hume, Martin. Through Portugal. London: Richards, 1907.■ Hyland, Paul. Backwards Out of the Big World: A Voyage into Portugal. Hammersmith, U.K.: HarperCollins, 1996.■ Jackson, Catherine Charlotte, Lady. Fair Lusitania. London: Bentley, 1874.■ Kelly, Marie Node. This Delicious Land Portugal. London: Hutchinson, 1956.■ Kempner, Mary Jean. Invitation to Portugal. New York: Athenaeum, 1969.■ Kingston, William H. G. Lusitanian Sketches of the Pen and Pencil. 2 vol. London: Parker, 1845.■ Landmann, George. Historical, Military and Picturesque Observations on Portugal. 2 vol. London: Cadell and Davies, 1818.■ Latouche, John [Pseudonym of Oswald Crawfurd]. Travels in Portugal. London: Ward, Lock & Taylor, ca. 1874.■ Link, Henry Frederick. Travels in Portugal and France and Spain. London: Longman & Rees, 1801.■ Macauley, Rose. They Went to Portugal. London: Jonathan Cape, 1946.■. They Went to Portugal, Too. Manchester: Carcanet Books, 1990.■ Merle, Iris. Portuguese Panorama. London: Ouzel, 1958.■ Murphy, J. C. Travels in Portugal. London: 1795.■ Proper, Datus C. The Last Old Place: A Search through Portugal. New York: Simon & Schuster, 1992.■ Quillinan, Dorothy [Wordsworth]. Journal of a Few Months in Portugal with Glimpses of the South of Spain. 2 vol. London: Moxon, 1847. Sitwell, Sacheverell. Portugal and Madeira. London: Batsford, 1954. Smith, Karine R. Until Tomorrow: Azores and Portugal. Snohomish, Wash.: Snohomish Publishing, 1978. Southey, Robert. Journals of a Residence in Portugal, 1800-1801 and a Visit to France, 1838. London and New York: Oxford Univ. Press, 1912. Thomas, Gordon Kent. Lord Byron's Iberian Pilgrimage. Provo, Utah: Brigham Young University Press, 1983. Twiss, Richard. Travels through Portugal and Spain in 1772-1773. London, 1775.■ Watson, Gilbert. Sunshine and Sentiment in Portugal. London: Arnold, 1904. Wheeler, Douglas L. "A[n American] Fulbrighter in Lisbon, Portugal, 196162." Portuguese Studies Review 1 (1991): 9-16.■ PORTUGUESE CARTOGRAPHY, DISCOVERIES, AND NAVIGATION■ Albuquerque, Luís de. Curso de História de Naútica. Coimbra, 1972.■. Introdução a história dos descobrimentos, 3rd ed. Mem Martins, 1983.■. Os Descobrimentos Portugueses. Lisbon: Alfa, 1983.■. Portuguese Books on Nautical Science from Pedro Nunes to 1650. Lisbon, 1984.■. Os Descobrimentos Portugueses. Lisbon, 1985.■ Boorstin, Daniel. The Discoverers. New York: Random House, 1983. Boxer, C. R. The Portuguese Seaborne Empire, 1415-1825. London: Hutchinson, 1969.■ Brazão, Eduardo. La découverte de Terre-Neuve. Montreal: Les Presses de l'Université, 1964.■. "Les Corte-Real et le Nouveau Monde." Revue d'histoire d'Amérique Française 19, 1 (1965): 335-49. Cortesão, Armando, and Avelino Teixeira de Mota. Cartografia Portuguesa Antiga. Lisbon, 1960.■. Portugalia Monumenta Cartográfica, 6 vols. Lisbon, 1960-62.■. História da Cartografia Portuguesa, 2 vols. Coimbra, 1969-70.■ Cortesão, Jaime. L'expansion des portugais dans l'historie de la civilisation. Brussels, 1930.■. Os descobrimentos portugueses, 2 vols. V. Magalhães Godinho and Joel Serrão, eds. Lisbon, 1960.■. A expansão dos Portugueses no período henriquinho. Lisbon, 1965.■. Descobrimentos precolombanos dos portugueses. Lisbon, 1966.■ Costa, Abel Fontoura da. A Marinharia dos Descobrimentos, 3rd ed. Lisbon, 1960.■ Costa Brochado, Idalino F. Descobrimento do Atlântico. Lisbon, 1958. English ed., 1959-60.■ Coutinho, Admiral Gago. A naútica dos descobrimentos, 2 vols. Lisbon, 1951-52.■ Crone, G. R. Maps and Their Makers. New York: Capricorn Books, 1966.■ Dias, José S. da Silva. Os descobrimentos e a problemática cultural do Século XVI, 2nd ed. Lisbon, 1982.■ Disney, Anthony, and Emily Booth, eds. Vasco Da Gama and the Linking of Europe and Asia. New Delhi: Oxford University Press, 2000.■ Godinho, Vitorino Magalhães, ed. Documentos sobre a expansão portuguesa [ to 1460], 3 vols. Lisbon, 1945-54.■ Guedes, Max, and Gerald Lombardi, eds. Portugal. Brazil: The Age of Atlantic Discoveries. Lisbon: Bertrand; Milan: Ricci; Brazilian Culture Foundation, 1990. [Catalogue of New York Public Library Exhibit, Summer 1990]■ Harley, J. B., and David Woodward. The History of Cartography. Volume 1: Cartography in Prehistoric, Ancient and Medieval Europe and Mediterranean. Chicago: University of Chicago Press, 1987.■ Leite, Duarte. História dos Descobrimentos: Colectânea de esparsos, 2 vols. Lisbon, 1958-61.■ Ley, Charles. Portuguese Voyages, 1498-1663. London: Dent, 1953.■ Marques, J. Martins da Silva. Descobrimentos portugueses, 2 vols. Lisbon, 1944-71.■ Martyn, John R. C., ed. Pedro Nunes ( 1502-1578): His Lost Algebra and Other Discoveries. John R. C. Martyn, trans. New York: Peter Lang, 1996.■ Morison, Samuel Eliot. The European Discovery of America: The Northern Voyages, A. D. 500-1600. New York: Oxford University Press, 1971.■. Portuguese Voyages to America in the Fifteenth Century. Cambridge: Harvard University Press, 1974.■ Mota, Avelino Teixeira da. Mar, Além-Mar-Estudos e Ensaios de História e Geografia. Lisbon, 1972.■ Nemésio, Vitorino. Vida e Obra do Infante D. Henrique. Lisbon, 1959.■ Parry, J. H. The Discovery of the Sea. New York: Dial, 1974.■ Penrose, Boies. Travel and Discovery in the Renaissance, 1420-1620. Cambridge, Mass.: Harvard University Press, 1952.■ Peres, Damião. História dos Descobrimentos Portugueses. Oporto, 1943.■ Prestage, Edgar. The Portuguese Pioneers. London, 1933; New York: Barnes & Noble, 1967.■ Rogers, Francis M. Precision Astrolabe: Portuguese Navigators and Transoceanic Aviation. Lisbon, 1971.■ Seary, E. R. "The Portuguese Element in the Place Names of Newfoundland." In Luís Albuquerque, ed., Vice-Almirante A. Teixeira da Mota: In Memo-riam. Vol. II, 359-64. Lisbon: Academia da Marinha, 1989.■ Subrahmanyam, Sanjay. The Career and Legend of Vasco Da Gama. Cambridge: Cambridge University Press, 1997.■ Velho, Alvaro. Roteiro ( Navigator's Route) da Primeira Viagem de Vasco da Gama ( 1497-1499). Lisbon, 1960.■ Winius, George, ed. Portugal, the Pathfinder: Journeys from the Medieval toward the Modern World 1300-ca. 1600. Madison, Wisc.: Hispanic Seminary of Medieval Studies, 1995.■ PORTUGAL AND HER OVERSEAS EMPIRES (1415-1975)■ Abshire, David M., and Michael A. Samuels, eds. Portuguese Africa: A Handbook. New York: Praeger, 1969.■ Afonso, Aniceto, and Carlos de Matos Gomes. Guerra Colonial. Lisbon: Noticias, 2001.■ Albuquerque, J. Moushino de. Moçambique. Lisbon, 1898.■ Alden, Dauril. The Making of an Enterprise: The Society of Jesus in Portugal, Its Empire & Beyond. Stanford, Calif.: Stanford University Press, 1995.■ Alexandre, Valentim. Orígens do Colonialismo Português Moderno ( 18221891). Lisbon: Sá da Costa, 1979.■, and Jill Dias, eds. "O Império Africano 1825-1890. Volume X." In J.■ Serrão and A. H. de Oliveira Marques, eds., Nova História Da Expansão Portuguesa. Lisbon: Estampa, 1998.■ Ames, Glen J. "The Carreira da India, 1668-1682: Maritime Enterprise and the Quest for Stability in Portugal's Asian Empire." Journal of European Economic History 20, 1 (1991): 7-28.■. Renascent Empire? The House of Braganza and the Quest for Stability in Portuguese Monsoon Asia, ca. 1640-1683. Amsterdam: Amsterdam Univ.Press, 2000.■. Vasco da Gama. Renaissance Crusader. New York: Pearson/Longman, 2005.■ Antunes, José Freire. O Império com Pés de Barro: Colonizaçao e Descolonização: As Ideologias em Portugal. Lisbon: D. Quixote, 1980.■. O Factor Africano 1890-1990. Lisbon: Bertrand, 1990.■. A Guerra De Africa 1961-1974, 2 vols. Lisbon: Círculo de Leitores, 1995-96.■. Jorge Jardim: Agente Secreto 1919-1982. Lisbon: Bertrand, 1996.■ Axelson, Eric A. South-East Africa, 1488-1530. London: Longmans, 1940.■. "Prince Henry and the Discovery of the Sea Route to India." Geographical Journal (U.K.) 127, 2 (June 1961): 145-58.■. Portugal and the Scramble for Africa, 1875-1891. Johannesburg: Witwaterstrand University Press, 1967.■. Portuguese in South-East Africa, 1488-1699. Cape Town: Struik, 1973.■. Congo to Cape: Early Portuguese Explorers. New York: Harper & Row, 1974.■ Azevedo, Mário. Historical Dictionary of Mozambique, 2nd ed. Lanham, Md.: Scarecrow Press, 2003.■ Baião, António, Hernãni Cidade, and Manuel Murias, eds. História da Expansão Portuguesa no Mundo, 4 vols. Lisbon, 1937-40.■ Bender, Gerald J. "The Limits of Counterinsurgency [in the Angolan War, 1961-72]." Comparative Politics (1972): 331-60.■. Angola under the Portuguese: The Myth Versus Reality. Berkeley: University of California Press, 1978.■ Bhíla, H. H. K. Trade and Politics in a Shona Kingdom: The Manyika and Their Portuguese and African Neighbours, 1875-1902. Harlow, U.K.: Longman, 1990.■ Birmingham, David. The Portuguese Conquest of Angola. Oxford: Clarendon Press, 1965.■. Trade and Conflict in Angola. Oxford: Clarendon Press, 1966.■. Frontline Nationalism in Angola & Mozambique. London: James Currey, 1992.■. Portugal and Africa. New York: St. Martins, 1999.■ Bottineau, Yves. Le Portugal Et Sa Vocation Maritime. Paris: Boccard, 1977. Boxer, C. R. Fidalgos in the Far East— Fact and Fancy in the History of Macau. Berkeley: University of California Press, 1948. ———. The Christian Century in Japan. Berkeley: University of California Press, 1951.■ ———. Salvador de Sá and the Struggle for Brazil and Angola, 1602-1688. London, 1952.■ ———. Four Centuries of Portuguese Expansion, 1415-1825: A Succinct Survey. Johannesburg: Witwaterstrand University Press, 1961.■ ———. The Golden Age of Brazil, 1695-1750. Berkeley: University of California Press, 1962.■ ———. Race Relations in the Portuguese Colonial Empire, 1415-1825. Oxford:■ Clarendon Press, 1963. ———. Portuguese Society in the Tropics. Madison: University of Wisconsin Press, 1965.■ ———. The Portuguese Seaborne Empire 1415-1825. London: Hutchi nson, 1969.■ ———, and Carlos de Azevedo, eds. Fort Jesus and the Portuguese in Mombasa. London: Hollis and Carter, 1960.■ Broadhead, Susan H. Historical Dictionary of Angola, 2nd ed. Metuchen, N.J.: Scarecrow Press, 1992.■ Burton, Richard. Goa and the Blue Mountains. London: Bentley, 1851.■ Cabral, Luís. Crónica da Libertação. Lisbon, 1984.■ Caetano, Marcello. Colonizing Traditions, Principles and Methods of the Portuguese. Lisbon, 1951.■ ———. Portugal E A Internacionalização Dos Problemas Africanos, 3rd ed. Lisbon, 1965.■ Cann, John P. Counterinsurgency in Africa: The Portuguese Way of War, 1961-1974. Westport, Conn.: Greenwood, 1997. Castelo, Claudia. " O modo portugues de estar no mundo." O luso-tropicalismo e a ideologia colonial portuguesa ( 1931-1961). Oporto: Afrontamento, 1998. Castro, Armando. O Sistema Colonial Português em Africa ( meados do Século XX). Lisbon, 1978.■ Chaliand, Gerard. "The Independence of Guinea-Bissau and the Heritage of [Amilcar] Cabral." In Revolution in the Third World. Harmondsworth, U.K.: Penguin, 1978.■ Chilcote, Ronald H. Portuguese Africa. Englewood Cliffs, N.J.: Prentice-Hall, 1967.■ Clarence-Smith, Gervase. Slaves, Peasants and Capitalists in Southern Angola 1840-1926. Cambridge: Cambridge University Press, 1979.■ ———. The Third Portuguese Empire 1825-1975: A Study in Economic Imperialism. Manchester, U.K.: Manchester University Press, 1985.■ Coates, Timothy J. Convicts and Orphans: Forced and State-Sponsored Colonizers in the Portuguese Empire, 1550-1720. Stanford, Calif.: Stanford University Press, 2001.■ Davies, Shann. Macau. Singapore: Times Editions, 1986.■ Dias, C. Malheiro, ed. História da colonização portuguesa no Brasil, 3 vols. Oporto, 1921-24.■ Diffie, Bailey W., and George Winius. Foundations of the Portuguese Empire, 1415-1580. Minneapolis: Minnesota University Press, 1977.■ Disney, Anthony R. Twilight of the Pepper Empire: Portuguese Trade in Southwest India in the Early Seventeenth Century. Cambridge, Mass.: Harvard University Press, 1978.■ ———, and Emily Booth, eds. Vasco Da Gama and the Linking of Europe and Asia. New Delhi: Oxford University Press, 2000.■ Duffy, James. Shipwreck and Empire: Being an Account of Portuguese Maritime Disaster in a Century of Decline. Cambridge, Mass.: Harvard University Press, 1955.■ ———. Portuguese Africa. Cambridge, Mass.: Harvard University Press, 1959. ———. Portugal in Africa. Cambridge, Mass.: Harvard University Press, 1962.■. "The Portuguese Territories." In Colin Legum, ed., Africa: A Handbook to the Continent. New York: Holmes & Meier, 1967. ———. A Question of Slavery. Oxford: Oxford University Press, 1967. Felgas, Hélio. História do Congo Português. Carmona, Angola, 1958. ———. Guerra em Angola. Lisbon, 1961.■ Galvão, Henrique, and Carlos Selvagam. O Império Ultramarino Português, 3 vols. Lisbon, 1953.■ Gleijeses, Piero. Conflicting Missions: Havana, Washington and Africa, 19591976. Chapel Hill: University of North Carolina Press, 2002.■ Godinho, Vitorino Magalhães. "Portugal and Her Empire." In The New Cambridge Modern History. Vol. V (1961): 384-97; Vol. VI (1963): 509-TO.■ Grenfell, F. James. História da Igreja Baptista em Angola, 1879-1975. Queluz, Portugal: Núcleo, 1998.■ Hammond, Richard J. "Economic Imperialism: Sidelights on a Stereotype." Journal of Economic History XXI, 4 (1961): 582-98.■ ———. Portugal and Africa, 1815-1910: A Study in Uneconomic Imperialism. Stanford, Calif.: Stanford University Press, 1966.■ Hanson, Carl. Portugal and the Wider World 1147-1497. New Orleans, La.: University Press of the South, 2001.■ Harris, Marvin. Portugal's African Wards. 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Mozambique: The Africanization of a European Institution: The Zambezi Prazos, 1750-1902. Madison: University of Wisconsin Press, 1972.■ ———. The Tradition of Resistance in Mozambique: Anti-Colonial Activity in the Zambesi Valley 1850-1921. Berkeley: University of California Press, 1976.■ James, Martin. Historical Dictionary of Angola, 3rd ed. Lanham, Md.: Scarecrow Press, 2004.■ Jardim, Jorge. Sanctions Double-Cross: Oil to Rhodesia. Lisbon, 1978. Johnson, Harold, and Maria Beatriz Nizza da Silva. O Império Luso-Brasileiro 1500-1620. Volume VI. In J. Serrão and A. H. de Oliveira Marques, eds. Nova História Da Expansão Portuguesa. Lisbon: Estampa, 1992. Joliffe, Jill. East Timor: Nationalism & Colonialism. University of Queensland Press, 1978.■ Kea, Ray A. Settlements, Trade and Politics in the Seventeenth Century Gold Coast. Baltimore, Md.: Johns Hopkins University Press, 1982.■ Kohen, Arnold. From the Place of the Dead. The Epic Struggles of Bishop Belo of East Timor. New York: St Martins, 1999.■ Livingstone, Charles, and David Livingstone. Narrative of an Expedition to the Zambezi and Its Tributaries. New York: 1866.■ Livingstone, David. Missionary Travels and Researches in South Africa. London, 1857.■ Lobban, Richard, and Joshua Forrest. Historical Dictionary of the Republic of Guinea-Bissau, 3rd ed. Lanham, Md.: Scarecrow Press, 1996. Lobban, Richard, and Marilyn Halter. Historical Dictionary of Cape Verde, 3rd ed. Lanham, Md.: Scarecrow Press, 1993. Martino, Antonio M. Joao de Azevedo Coutinho. Marinheiro e soldado de Portugal. Lisbon: Colibri, 2002. Martins, Rocha. História das Colónias Portuguesas. Lisbon, 1933. Marvaud, Angel. Le Portugal et Ses Colonies. Paris, 1912. Mason, Philip, ed. Angola: A Symposium; Views of a Revolt. Oxford: Oxford University Press, 1961. Melo, João de, ed. Os Anos Da Guerra 1961-1975: Os Portugueses em Africa, 2 vols. Lisbon, 1988. Miller, Joseph C. 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Brother Luiz de Sousa [play]. Edgar Prestage, trans. London: Elkin Mathess, 1909.■. Travels in My Homeland. John M. Parker, trans. London: Peter Owen and UNESCO, 1987. Griffin, Jonathan. Camões: Some Poems Translated from the Portuguese by Jonathan Griffin. London: Menard Press, 1976. Jorge, Lídia. The Murmuring Coast. Minneapolis: University of Minnesota Press, 1995.■ Lisboa, Eugénio, ed. Portuguese Short Fiction. Manchester, U.K.: Carcanet, 1997.■ Lopes, Fernão. The English in Portugal 1367-87: Extracts from the Chronicles of Dom Fernando and Dom João. Derek W. Lomax and R. J. Oakley, eds. and trans. Warminster, U.K.: Aris & Phillips, 1988.■ Macedo, Helder, ed. Contemporary Portuguese Poetry: An Anthology in English. Helder Macedo, et al., trans. Manchester, U.K.: Carcanet New Press, 1978.■ Martins, J. P. De Oliveira. A History of Iberian Civilization. Aubrey F. G. Bell, trans.; preface by Salvador de Madariaga. New York: Cooper Square, 1969.■ Mendes Pinto, Fernão. The Travels of Mendes Pinto [Orig. title: Peregrinação].■ Rebecca D. Catz, trans., with introduction and notes. Chicago: University of Chicago Press, 1989. Miguéis, José Rodrigues. A Man Smiles at Death with Half a Face. George■ Monteiro, trans. Hanover, N.H.: University Press of New England, 1991.■. Happy Easter. John Byrne, trans. Manchester, U.K.: Carcanet, 1995.■. Steerage and Ten Other Stories. George Monteiro, ed. Providence, R.I.: Gávea-Brown, 1998. Monteiro, Luís De Sttau. The Rules of the Game. Ann Stevens, trans. London: Hamilton, 1965.■ Mourão-Ferreira, David. Lucky in Love. Christine Robinson, trans. Manchester, U.K.: Carcanet, 1999. Namora, Fernando. Field of Fate. Dorothy Ball, trans. London: Macmillan, 1970.■. Mountain Doctor. Dorothy Ball, trans. London: Macmillan, 1956.■ Nemésio, Vitorino. Inclement Weather over the Channel. Francisco Cota Fagundes, trans. Providence, R.I.: Gávea-Brown, 1993.■. Stormy Isles: An Azorean Tale. Francisco C. Fagundes, trans. 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André deResende's 'Poema Latina'/ 'Latinpoems.' J. C. R. Martyn, ed. and trans. Lewiston N.Y.: Lampeter and Edwin Mellen, 1998. Ribeiro, Aquilino. When the Wolves Howl. Patricia McGowan Pinheiro, trans. New York: Macmillan; London: Cape, 1963. Sá Carneiro, Mário de. The Great Shadow ( and Other Stories). Margaret Jull Costa, trans. Sawtry, U.K.: Dedalus, 1996. Santareno, Bernardo. The Promise. Nelson H. Vieira, trans. Providence, R.I.: Gávea-Brown, 1981.■ Saramago, José. Baltasar and Blimunda. Giovanni Pontiero, trans. New York: Harcourt, Brace, 1987.■. The Stone Raft. Giovanni Pontiero, trans. New York: Harcourt, Brace, 1991.■. The Year of the Death of Ricardo Reis. Giovanni Pontiero, trans. New York: Harcourt, Brace, 1991.■. The History of the Siege of Lisbon. Giovanni Pontiero, trans. New York: Harcourt Brace, 1996.■. Blindness. New York: Harcourt, Brace, 1999.■. Tale of the Unknown Island. New York: Harcourt Brace, 2000.■. All the Names. Margaret Jull Costa, trans. New York: Harcourt, 2000.■. Journey to Portugal. New York: Harcourt Brace, 2001.■ Sena, Jorge de. The Poetry of Jorge de Sena: A Bilingual Selection. Frederick G. Williams et al., trans. Santa Barbara, Calif.: Mudborn Press, 1980.■. By the Rivers of Babylon and Other Stories. New Brunswick, N.J.: Rutgers University Press, 1989.■ Vicente, Gil. Four Plays of Gil Vicente: Edited from the Editio Princeps ( 1562). Aubrey F. G. Bell, ed. and trans. Cambridge: Cambridge University Press, 1920.■. Lyrics of Gil Vicente. Aubrey F. G. Bell, trans. Oxford: Oxford University Press, Hispanic Notes and Monographs, Portuguese Series 1, 1921.■. The Play of Rubena. Jack E. Tomlins, trans.; Rene P. Garay and José I. Suarez, eds. New York: National Hispanic Foundation for Humanities, 1993.■. The Boat Plays. David Johnston, trans. and adaptation. London: Oberon, 1996.■. Three Discovery Plays. Anthony Lappin, trans. Warminster, U.K.: Aris & Phillips, 1997.■ Vieira, António. Dust Thou Art. Rev. W. Anderson, trans. London, 1882.■ Portuguese and Portuguese-American Cooking: Cuisine■ Anderson, Jean. Food of Portugal. New York: Hearst, 1994. Asselin, E. Donald. A Portuguese-American Cookbook. Rutland, Vt.: Charles E. Tuttle, 1966.■ Bourne, Ursula. Portuguese Cookery. Harmondsworth, U.K.: Penguin, 1973. Crato, Maria Helena Tavares. Cozinha Portuguesa I, II. Lisbon: Editorial Presença, 1978.■ Dienhart, Miriam, and Anne Emerson, ed. Cooking in Portugal. Cascais: American Women of Lisbon, 1978.■ Feibleman, Peter S. The Cooking of Spain and Portugal. New York: Time-Life Books; Foods of the World, 1969.■ Koehler, Margaret H. Recipes from the Portuguese of Provincetown. Riverside, Conn.: Chatham Press, 1973. Manjny, Maite. The Home Book of Portuguese Cookery. London: Faber & Faber, 1974.■ Marques, Susan Lowndes. Good Food from Spain and Portugal. London: Muller, 1956.■ Modesto, Maria de Lourdes. Cozinha Tradicional Portuguesa. Lisbon: Verbo, 1982.■ Ortiz, Elisabeth Lambert. The Food of Spain and Portugal. The Complete Iberian Cuisine. New York: Atheneum, 1989. Pinto, Elvira. La Bonne Cuisine Portugaise. Paris: Edicions Garanciere, 1985.■ Robertson, Carol. Portuguese Cooking: The Authentic and Robust Cuisine of Portugal. Berkeley Calif.: North Atlantic, 1993. Schmaeling, Tony. The Cooking of Spain and Portugal. Ware, U.K.: Omega, 1983.■ Vieira, Édite. The Taste of Portugal. London: Robinson, 1989.■ Von Treskow, Maria. Zü Gast in Portugal: Eine Kulnarische Reise in Garten Europas. Weingarten: Kunstverlag, 1989. Wright, Carol. Portuguese Food. London: Dent, 1969.■. Self-catering in Portugal: Making the Most of Local Food and Drink. London: Croom Helm, 1986.■ Afonso, Simonetta Luz, and Angela Delaforce. Palace of Queluz— The Gardens. Lisbon, 1989.■ Araújo, Iluídio Alves de. Arte Paisagista e Arte das Jardins em Portugal. Lisbon, 1962.■ Azeredo, Francisco de. Casas Senhoriais Portuguesas. Barcelos, 1986.■ Binney, Marcus. Country Manors of Portugal. New York: Scala Books, 1987.■ Bowe, Patrick, and Nicolas Sapieha. Gardens of Portugal. New York: Scala Books and Harper and Row, 1989.■ Cane, Florence du. The Flowers and Gardens of Madeira. London, 1924.■ Cardoso, Pedro Homem, and Helder Carita. Da Grandeza das Jardins em Portugal. Lisbon, 1987.■ Carita, Helder, and Homem Cardoso. Portuguese Gardens. London: Antique Collector's Club, 1987.■ Costa, António da, and Luís de O. Franquinho. Madeira: Plantas e Floras. Funchal, 1986.■ Nichols, Rose Standish. Spanish and Portuguese Gardens. Boston, 1926.■ Pereira, Arthur D. Sintra and Its Farm Manors. Sintra, 1983.■ Sampaio, Gonçalo. Flora Portuguesa. Lisbon, 1946.■ Sitwell, Sacheverell. Portugal and Madeira. London: Batsford, 1945.■ Underwood, John, and Pat Underwood. Landscapes of Madeira. London, 1980.■ Vieira, Rui. Flowers of Madeira. Funchal, 1973.■ Viterbo, Francisco Marques de Sousa. A Jardinagem em Portugal, 2 vols. 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S. de Winton. Survey of Education in Portugal. London, 1942.■ Hirsch, Elizabeth Feist. Damião de Góis: The Life and Thought of a Portuguese Humanist. The Hague, 1967.■ Lemos, Maximiano. Arquivos de História da Medicina Portuguesa. Several vols. Lisbon, 1886-1923. Vol. I. História da Medicina em Portugal. Doutrina e Instituições. Lisbon, 1899.■ Mira, Matias Ferreira de. História da Medicina Portuguesa. Lisbon, 1948.■ Orta, Garcia de. Colóquios dos Simples e Drogas e Cousas Medicinais da India. Conde de Ficalho, ed., 2 vols. Lisbon, 1891-95.■ Osório, J. Pereira. História e Desenvolvimento da Ciência em Portugal, 2 vols. Lisbon, 1986-89.■ Pina, Luís de. "Uma prioridade portuguesa do século XVI. João de Barros e a Dactiloscópia Oriental." Arquivo da Repartição de Antropologia Criminal IV (1936).■. "As Ciências na História do Império Colonial Português — Séculos XV a XIX." Anais de Faculdade de Ciências do Porto ( 1939-10).■. "Os Portugueses Mestres de Ciência e Metras no Estrangeiro." Actas do Congresso do Mundo Português. Lisbon, 1940.■. "A Ciência em Portugal (bosquejo Histórico)." In Secretariado Nacional da Informação, ed., Portugal: Breviário Da Pátria Para Os Portugueses Ausentes, 277-301. Lisbon, 1946.■ Richards, Robert A. C., ed. Guide to World Science: Vol. 9: Spain and Portugal, 2nd ed. Guernsey, U.K.: F. H. Books, 1974.■ Saraiva, António José. História da Cultura em Portugal, 3 vols. Lisbon, 1950-62.■ ———. "João de Barros." In Serrao, ed., Dicionário de História de Portugal 1 (1963): 307-8.■ Silvestre Ribeiro, José. História dos Establecimentos Scientíficos, Literários e Artísticos de Portugal nos Successivos Reinados da Monarchia, 3 vols. Lisbon, 1871-83.■ Veiga-Pires, J. A., and Ronald G. Grainger, eds. Pioneers in Angiography: The Portuguese School ofAngiography. Lancaster, U.K.: MTP Press, 1982.■ Walker, Timothy. "Doctors, Folk Medicine and the Inquisition: The Repression of Popular Healing in Portugal during the Enlightenment Era." Ph.D. dissertation, History Department, Boston University, 2001.■ Barbosa, Madelena. "Women in Portugal." Women's Studies International Quarterly 4 (1981): 477-80.■ Barreno, Maria Isabel, Maria Teresa Horta, and Maria Velho da Costa. Novas Cartas Portuguesas. Lisbon, 1972.■ ———. The Three Marias. New Portuguese Letters. Helen R. Lane, trans. New York: Doubleday, 1975.■ Brettell, Caroline B. We Have Already Cried Many Tears: The Stories of Three Portuguese Migrant Women. Cambridge, Mass.: Schenkman, 1982.■ Ferreira, Virginia. "Engendering Portugal: Social Change, State Politics, and Women's Social Mobilization." In António Costa Pinto, ed., Modern Portugal, 162-88. Palo Alto, Calif.: SPOSS, 1998.■ Goodwin, Mary. "Portuguese Feminism." Portuguese Studies Newsletter 17 (Spring-Summer 1987): 12-13.■ Lamas, Maria. As Mulheres do Meu País. Lisbon, 1948.■ "Mulheres Portuguesas e Feminismo." Análise Social [special number on Portuguese Women and Feminism] 22 (1986): 92-93.■ Osório, Ana de Castro. As Mulheres Portuguesas. Lisbon, 1905.■ Sadlier, Darlene J. The Question of How: Women Writers and New Portuguese Literature. Westport, Conn.: Greenwood; Contributions in Women's Studies, no. 109, 1989.■ Silva, Manuela. The Employment of Women in Portugal. Luxembourg: Office for Official Publications, European Communities, 1984. Velho da Costa, Maria. Maina Mendes. Lisbon, 1974.■ Vicente, Ana, and Maria Reynolds de Souza. Family Planning in Portugal. Lisbon, 1984.■ Almeida, Fortunato de. História da Igreja em Portugal. 6 vols. Coimbra, 1910-24, and Oporto, 1967-72. Alonso, Joaquim Maria. The Secret of Fátima: Fact and Legend. Cambridge, Mass.: Ravengate Press, 1979. Alves, José da Felicidade, ed. Católicos e política de Humberto Delgado à Marcelo Caetano. Lisbon, 1969. Araújo, Miguel de, ed. Dicionario político; 1; Os Bispos e a revoluçao de Abril. Lisbon, 1976. Bishko, Charles Julian. Spanish and Portuguese Monastic History 600-1300. London, Variorum Reprints, 1984.■ Blanshard, Paul. Freedom and Catholic Power in Spain and Portugal. Boston: Beacon Press, 1962.■ Boxer, C. R. The Church Militant and Iberian Expansion 1440-1770. Baltimore, Md.: Johns Hopkins University Press, 1978. Bruneau, Thomas C. "Church and State in Portugal: Crises of Cross and Sword." Journal of Church and State XVIII (1976): 463-90. Freire, José Geraldes. Resistência Católico ao Salazarismo-Marcelismo. Oporto, 1976.■ Herculano, Alexandre. History of the Origin and Establishment of the Inquisition in Portugal. John C. Banner, trans. Stanford, Calif.: Stanford University Press, 1962.■ IPOPE. Estudo sobre liberdade e religião em Portugal. Lisbon, 1973. Johnston, Francis. Fátima: The Great Sign. Chulmleigh, U.K.: Augustine Publications, 1980.■ Kondor, Fr. Louis. Fátima in Lucia's Own Words: Sister Lucia's Memoirs. Fatima: Postulation Center, 1976. Lourenço, Joaquim Maria. Situação jurídica da Igreja em Portugal. Coimbra, 1943.■ Mattoso, José. Religião e Cultura na Idade Média Portuguesa. Lisbon, 1982. Miller, Samuel J. Portugal and Rome c. 1748-1830: An Aspect of Catholic Enlightenment. Rome: Universita Gregoriana Editrice, 1978. O'Malley, John W. The First Jesuits. Cambridge, Mass.: Harvard University Press, 1993.■ Pattee, Richard. Portugal and the Portuguese World. Milwaukee, Wisc.: Bruce, 1957.■ Prestage, Edgar. Portugal: A Pioneer of Christianity. Lisbon, 1945.■ Richard, Robert. Etudes sur l'histoire morale et religieuse de Portugal. Paris: Centro Cultural de Gulbenkian, 1970.■ Robinson, Richard A. H. "The Religious Question and Catholic Revival in Portugal, 1900-1930." Journal of Contemporary History XII (1977): 345-62.■. Contemporary Portugal: A History. London: Allen & Unwin, 1979.■ Rodrigues, R. P. Francisco. História da Companhia de Jesus na Assistência de Portugal, 7 vols. Lisbon, 1931-50.■ Roth, Cecil. A History of the Marranos. Philadelphia: Jewish Publication Society of America, 1932.■ Agriculture, Viticulture, and Fishing■ Abreu-Ferreira, Darlene. "The Portuguese in Newfoundland: Documentary Evidence Examined." Portuguese Studies Review 4, 1 (1995-96): 11-33.■ Allen, H. Warner. The Wines of Portugal. London: Michael Joseph, 1963.■ Barros, Afonso de. A reforma agrária em Portugal. Oeiras, 1979.■ Beamish, Huldine V. The Hills of Alentejo. London: Geoffrey Bles, 1958.■ Bennett, Norman R. "The Golden Age of the Port Wine System, 1781-1807." The International History Review XII (1990): 221-18.■ Black, Richard. "The Myth of Subsistence: Market Production in the Small Farm Sector of Northern Portugal." Iberian Studies 1, 8 (1989): 25-41.■ Bravo, Pedro, and Duarte de Oliveira. Viticulture Moderna. Lisbon, 1974.■. Vinhas e Vinhos De Portugal. Lisbon, 1979.■ Cabral, Manuel V. "Agrarian Structures and Recent Movements in Portugal." Journal of Peasant Studies 4, 5 (July 1978): 411-45.■ Cardoso, José Carvalho. A Agricultura Portuguesa. Lisbon, 1973.■ Carvalho, Bento de. Guía Dos Vinhos Portugueses. Lisbon, 1982.■ Clarke, Robert. Open Boat Whaling in the Azores: The History and Present Methods of a Relic Industry. Cambridge: Cambridge University Press, 1954.■ Cockburn, Ernest. Port Wine and Oporto. London: Wine & Spirit, 1949. Cole, S. C. "Cod, Cod Country and Family: The Portuguese Newfoundland Fishery." Mast 3, 1 (1990): 1-29.■ Coull, James. The Fisheries of Europe. London: G. Bell & Sons, 1972.■ Croft-Cooke, Rupert. Port. London: Putnam, 1957.■. Madeira. London: Putnam, 1961.■ Delaforce, John. The Factory House at Oporto. London: Christie's Wine Publications, 1979 and later eds.■ Doel, Patricia A. Port O'Call: Memories of the Portuguese White Fleet in St. John's Newfoundland. St. John's, Newfoundland: ISER, 1992.■ Fletcher, Wyndham. Port: An Introduction to Its History and Delights. London: Bernet, 1978.■ Francis, A. D. The Wine Trade. London: Adam and Charles Black, 1972.■ Freitas, Eduardo, João Ferreira de Almeida, and Manuel Villaverde Cabral. Modalidades de penetração do capitalismo na agricultura: estruturas agrárias em Portugal Continental, 1950-1970. Lisbon, 1976.■ Gonçalves, Francisco Esteves. Portugal: A Wine Country. Lisbon, 1984.■ Gulbenkian Foundation. Agrarian Reform. Lisbon, 1981.■ Kurlansky, Mark. Cod: A Biography of the Fish That Changed the World. New York: Walker, 1997.■ Malefakis, Edward. "Two Iberian Land Reforms Compared: Spain, 1931-1936 and Portugal, 1974—1978." In Gulbenkian Foundation, Agrarian Reform. Lisbon, 1981.■ Moutinho, M. História da pesca do bacalhau. Lisbon: Imprensa Universitária, 1985.■ Oliveira Marques, A. H. de. lntrodução a história da agricultura em Portugal.■ Lisbon, 1968. Pato, Octávio. O Vinho. Lisbon, 1971.■ Pearson, Scott R. Portuguese Agriculture in Transition. Ithaca, N.Y.: Cornell University Press, 1987.■ Postgate, Raymond. Portuguese Wine. London: Dent, 1969.■ Read, Jan. The Wines of Portugal. London: Faber & Faber, 1982.■ Robertson, George. Port. London: Faber & Faber, 1982 ed.■ Rutledge, Ian. "Land Reform and the Portuguese Revolution." Journal of Peasant Studies 5, 1 (Oct. 1977): 79-97.■ Sanceau, Elaine. The British Factory at Oporto. Oporto, 1970.■ Simon, Andre L. Port. London: Constable, 1934.■ Simões, J. Os grandes trabalhadores do Mar: Reportagens na Terra Nova e na Groenlândia. Lisbon: Gazeta dos Caminho de Ferro, 1942.■ Smith, Diana. Portugal and the Challenge of 1992: Special Report. New York: Camões Center/RIIC, Columbia University, 1990.■ Stanislawski, Dan. Landscapes of Bacchus: The Vine in Portugal. Austin: University of Texas Press, 1970.■ Teixeira, Carlos, and Victor M. Pereira da Rosa, eds. The Portuguese in Canada: From the Seat to the City. Toronto: University of Toronto Press, 2000.■ Unwin, Tim. "Farmers' Perceptions of Agrarian Change in Northwest Portugal." Journal of Rural Studies 1, 4 (1985): 339-57.■ Valadão do Valle, E. Bacalhau: tradições históricas e económicos. Lisbon, 1991.■ Venables, Bernard. Baleia! The Whalers of Azores. London: Bodley Head, 1968.■ Villiers, Alan. The Quest of the Schooner Argus: A Voyage to the Banks and Greenland. New York: Scribners, 1951. World Bank. Portugal: Agricultural Survey. Washington, D.C.: World Bank, 1978.■ ECONOMY, INDUSTRY, AND DEVELOPMENT■ Aiyer, Srivain, and Shahid A. Chandry. Portugal and the E.E.C.: Employment and Implications. Lisbon, 1979.■ Baklanoff, Eric N. The Economic Transformation of Spain and Portugal. New York: Praeger, 1978.■. "Changing Systems: The Portuguese Revolution and the Public Enterprise Sector." ACES ( Association of Comparative Economic Studies) Bulletin 26 (Summer-Fall 1984): 63-76.■. "Portugal's Political Economy: Old and New." In K. Maxwell and M. Haltzel, eds., Portugal: Ancient Country, Young Democracy, 37-59. Washington, D.C.: Wilson Center Press, 1990.■ Barbosa, Manuel P. Growth, Migration and the Balance of Payments in a Small, Open Economy. New York: Garland, 1984.■ Braga de Macedo, Jorge, and Simon Serfaty, eds. Portugal since the Revolution: Economic and Political Perspectives. Boulder, Colo.: Westview, 1981.■ Carvalho, Camilo, et al. Sabotagem Econômica: " Dossier" Banco Espírito Santo e Comercial de Lisboa. Lisbon, 1975.■ Corkill, David. The Development of the Portuguese Economy: A Case of Euro-peanization. London: Routledge, 1999.■ Cravinho, João. "The Portuguese Economy: Constraints and Opportunities." In K. Maxwell, ed., Portugal in the 1980s, 111-65. Westport, Conn.: Greenwood, 1986.■ Dornsbusch, Rudiger, Richard S. Eckhaus, and Lane Taylor. "Analysis and Projection of Macroeconomic Conditions in Portugal." In L. S. Graham and H. M. Makler, eds., Contemporary Portugal, 299-330. Austin: University of Texas Press, 1979.■ The Economist (London). "On the Edge of Europe: A Survey of Portugal." (June 30, 1981): 3-27.■. "Coming Home: A Survey of Portugal." (May 28, 1988).■. 'The New Iberia: Not Quite Kissing Cousins" [Spain and Portugal]. (May 5, 1990): 21-24.■ Fundação Calouste Gulbenkian and German Marshall Fund of the U.S., eds. II Conferência Internacional sobre e Economia Portuguesa, 2 vols. Lisbon, 1979.■ Hudson, Mark. Portugal to 1993: Investing in a European Future. London: The Economist Intelligence Unit/Special Report No. 11 57/EIU Economic Prospects Series, 1989.■ International Labour Office (ILO). Employment and Basic Needs in Portugal. Geneva: ILO, 1979.■ Kavalsky, Basil, and Surendra Agarwal. Portugal: Current and Prospective Economic Trends. Washington, D.C.: World Bank, 1978.■ Krugman, Paul, and Jorge Braga de Macedo. "The Economic Consequences of the April 25th Revolution." Economia III (1979): 455-83.■ Lewis, John R., and Alan M. Williams. "The Sines Project: Portugal's Growth Centre or White Elephant?" Town Planning Review 56, 3 (1985): 339-66.■ Makler, Harry M. "The Consequences of the Survival and Revival of the Industrial Bourgeoisie." In L. S. Graham and D. L. Wheeler, eds., In Search of Modern Portugal, 251-83. Madison: University of Wisconsin Press, 1983.■ Marques, A. La Politique Economique Portugaise dans la Période de la Dictature ( 1926-1974). Doctoral thesis, 3rd cycle, University of Grenoble, France, 1980.■ Martins, B. Sociedades e grupos em Portugal. Lisbon, 1973.■ Mata, Eugenia, and Nuno Valério. História Econômica De Portugal: Uma Perspectiva Global. Lisbon: Edit. Presença, 1994. Murteira, Mário. "The Present Economic Situation: Its Origins and Prospects." In L. S. Graham and H. M. Makler, eds., Contemporary Portugal, 331-42. Austin: University of Texas Press, 1979. OCED. Economic Survey: Portugal: 1988. Paris: OCED, 1988 [see also this series since 1978].■ Pasquier, Albert. L'Economie du Portugal: Données et Problémes de Son Expansion. Paris: Librarie Generale de Droit, 1961. Pereira da Moura, Francisco. Para onde vai e economia portuguesa? Lisbon, 1973.■ Pintado, V. Xavier. Structure and Growth of the Portuguese Economy. Geneva: EFTA, 1964.■ Pitta e Cunha, Paulo. "Portugal and the European Economic Community." In L. S. Graham and D. L. Wheeler, eds., In Search of Modern Portugal, 321-38. Madison: University of Wisconsin Press, 1983.■. "The Portuguese Economic System and Accession to the European Community." In E. Sousa Ferreira and W. C. Opello, Jr., eds., Conflict and Change in Portugal, 1974-1984, 281-300. Lisbon, 1985. Porto, Manuel. "Portugal: Twenty Years of Change." In Alan Williams, ed., Southern Europe Transformed, 84-112. London: Harper & Row, 1984. Quarterly Economic Review. London: The Economist Intelligence Unit, 1974-present.■ Salgado de Matos, Luís. Investimentos Estrangeiros em Portugal. Lisbon, 1973 and later eds.■ Schmitt, Hans O. Economic Stabilisation and Growth in Portugal. Washington, D.C.: International Monetary Fund, 1981.■ Smith, Diana. Portugal and the Challenge of 1992. New York: Camões Center, RIIC, Columbia University, 1989.■ Tillotson, John. The Portuguese Bank Note Case [ 1920s]: Legal, Economic and Financial Approaches to the Measure of Damages in Contract. Manchester, U.K.: Faculty of Law, University of Manchester, 1992.■ Tovias, Alfred. Foreign Economic Relations of the Economic Community: The Impact of Spain and Portugal. Boulder, Colo.: Rienner, 1990.■ Valério, Nuno. A moeda em Portugal, 1913-1947. Lisbon: Sá da Costa, 1984.■. As Finanças Públicas Portuguesas Entre As Duas Guerras Mundiais. Lisbon: Cosmos, 1994.■ World Bank. Portugal: Current and Prospective Economic Trends. Washington, D.C.: World Bank, 1978 and to the present.■ PHOTOGRAPHY ON PORTUGAL■ Alves, Afonso Manuel, Antônio Sacchetti, and Moura Machado. Lisboa. Lisbon, 1991.■ Antunes, José. Lisboa do nosso olhar; A look on Lisbon. Lisbon: Câmara Municipal de Lisboa, 1991. Beaton, Cecil. Near East. London: Batsford, 1943.■. Lisboa 1942: Cecil Beaton, Lisbon 1942. Lisbon: British Historical Society of Portugal/Fundação Calouste Gulbenkian, 1995.■ Bottineau, Yves. Portugal. London: Thames & Hudson, 1957.■ Câmara Municipal de Lisboa. 7 Olhares ( Seven Viewpoints). Lisbon: Câmara Municipal de Lisboa, 1998.■ Capital, A. Lisboa: Imagens d'A Capital. Lisbon: Edit. Notícias, 1984.■ Dias, Marina Tavares. Photographias de Lisboa, 1900 ( Photographs of Lisbon, 1900). Lisbon: Quimera, 1991.■. Os melhores postais antigos de Lisboa ( The best old postcards of Lisbon). Lisbon: Químera, 1995.■ Finlayson, Graham, and Frank Tuohy. Portugal. London: Thames & Hudson, 1970.■ Glassner, Helga. Portugal. Berlin-Zurich: Atlantis-Verlag, 1942. Hopkinson, Amanda, ed. Reflections by Ten Portuguese photographers. Bark-way, U.K.: Frontline/Portugal 600, 1996.■ Lima, Luís Leiria, and Isabel Salema. Lisboa de Pedra e Bronze. Lisbon, 1990.■ Martins, Miguel Gomes. Lisboa ribeirinha ( Riverside Lisbon). Lisbon: Arquivo Municipal, Câmara Municipal de Lisboa, Livros Horizonte, 1994. Vieira, Alice. Esta Lisboa ( This Lisbon). Lisbon: Caminho, 1994. Wohl, Hellmut, and Alice Wohl. Portugal. London: Frederick Muller, 1983.■ EQUESTRIANISM■ Andrade, Manoel Carlos de, Luz da Liberal e Nobre Arte da Cavallaria. Lisbon, 1790.■ Graciosa, Filipe. Escola Portuguesa de Arte Equestre. Lisbon, 2004.■ Horsetalk Magazine. Published in New Zealand.■ Oliveira, Nuno. Reflections on the Equestrian Art. London, 2000.■ Russell, Eleanor, ed. The Truth in the Teaching of Nuno Oliveira. Stanhope,■ Queensland, Australia, 2003. Vilaca, Luis V., and Pedro Yglesias d'Oliveira, eds. LUSITANO. Coudelarias De Portugal. O Cavalo ancestral do Sudoeste da Europa. Lisbon: ICONOM, 2005.■ Websites of interest: www.equestrian.pt portugalweb.comHistorical dictionary of Portugal > CULTURE, LITERATURE, AND LANGUAGE
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ФНД «Взаимодействие с НОК/НПК»
Задача ФНД «Взаимодействие с национальными Олимпийскими и Паралимпийскими комитетами» заключается в построении системы обмена информацией и взаимодействия между всеми Национальными Олимпийскими комитетами, Национальными Паралимпийскими комитетами, участвующими в Играх, спортсменами и официальными лицами, сопровождающими команды государств-участников Игр, и ОКОИ на основе всестороннего планирования с целью гарантировать успешное проведение инновационных Олимпийских и Паралимпийских игр, максимальный учет потребностей клиентов и создание благоприятных условий для спортсменов и официальных лиц сборных.
[Департамент лингвистических услуг Оргкомитета «Сочи 2014». Глоссарий терминов]EN
NOC/NPC Services FA (NCS)
NOC/NPC Services mission is to create a professional platform of communications and operations between all participating National Olympic Committees, National Paralympic Committees, their athletes and team officials, and the OCOG, based on thorough planning in order to guarantee a client-focused, innovative and successful Olympic and Paralympic Games, while establishing an environment of excellence and success for all participating athletes and team officials.
[Департамент лингвистических услуг Оргкомитета «Сочи 2014». Глоссарий терминов]Тематики
EN
- NOC/NPC Services FA (NCS)
Англо-русский словарь нормативно-технической терминологии > NOC/NPC Services FA (NCS)
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10 operational
operational [‚ɒpə'reɪʃənəl]∎ the design team was operational within six months en l'espace de six mois, l'équipe de dessinateurs fut opérationnelle(b) (equipment, engine, system) opérationnel;∎ the new missiles are not yet operational les nouveaux missiles ne sont pas encore opérationnels;∎ as soon as the engine is operational dès que le moteur sera en état de marche;∎ operational difficulties difficultés fpl d'ordre pratique;∎ we have an operational malfunction nous avons un problème de fonctionnement(c) (costs, requirements) d'exploitation►► Accountancy operational audit audit m opérationnel;Accountancy operational cost accounting comptabilité f analytique d'exploitation;Accountancy operational cost accounts comptes mpl analytiques d'exploitation;Accountancy operational cost centre centre m d'analyse opérationnel;Accountancy operational costs frais mpl ou coûts mpl d'exploitation, frais mpl opérationnels;Accountancy operational efficiency efficacité f opérationnelle;operational marketing marketing m opérationnel;Commerce operational planning planification f des opérations;Marketing operational research recherche f opérationnelleUn panorama unique de l'anglais et du français > operational
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11 management
(mgt; mngmt; man)мен. 1. n менеджмент; управління; керівництво; адміністрація; дирекція; a адміністративний; управлінський; виконавчий; 2. менеджмент; адміністрація; дирекція1. система методів, заходів, дій, необхідних для формулювання, виконання і досягнення визначеної мети діяльності підприємства, організації тощо; ♦ менеджмент включає такі види діяльності: планування (planning), контроль процесу роботи, заохочення працівників, членів і т. ін., координацію завдань тощо; 2. склад осіб, який займається управлінням підприємством, організацією тощо═════════■═════════account management управління службою виконання замовлень клієнтів • завідування рахунками; accountability management програмно-цільове управління • управління методом оцінки ефективності; administrative management адміністративне керівництво; advertising management управління рекламою • управління рекламною діяльністю; assets management управління активами; automated management автоматизоване управління; automated production management автоматизоване управління виробництвом; bottom up management керівництво підприємством з участю робітників • управління за принципом «зверху — вниз»; brand management управління виробництвом товарної марки; business management ділове управління • управління комерційними підприємствами; cash management контроль і регулювання грошових операцій; central management центральне управління; centralized management централізоване управління; channel management управління каналом розподілу; commercial management комерційне управління; company management керівництво фірми • керівництво компанії; computer-assisted management автоматизоване управління; construction management управління будівництвом; contract management контроль і регулювання виконання контракту • контроль за виконанням контракту; corporate management керівництво корпорації • керівництво акціонерного товариства • управління корпорацією; creative management творче керівництво; credit management управління кредитними операціями; data management опрацювання даних; database management управління базою даних; day-to-day management оперативне управління; debt management контроль і регулювання боргів; demand management контроль і регулювання попиту • управління попитом; departmental management управління відділом; economic management господарське управління; environmental management заходи раціонального користування навколишнім середовищем; event management організація і провадження спеціальних заходів; executive management адміністративне керівництво • виконавче керівництво; exhibition management адміністрація виставки; factory management керівництво фабрики • керівництво заводу • заводоуправління; farm management управління сільськогосподарським виробництвом; farm production management управління сільськогосподарським виробництвом; file management управління файлами • управління картотекою; financial management управління фінансовою діяльністю • управління фінансами; functional management функціональне керівництво • функціональний менеджмент • функціональне управління; fund management менеджмент фонду • управління фондом; general management загальне керівництво; general economic management загальне господарське керівництво; goals management програмно-цільове управління • управління методом оцінки ефективності; hands-on management практичне керівництво; higher management вище керівництво • вища ланка керівництва; home management ведення домашнього господарства; human resource management управління людськими ресурсами • менеджмент людських ресурсів; incumbent management керівництво, яке несе відповідальність за що-небудь; industrial management керівництво промисловим підприємством • економіка й організація виробництва; information management керівництво інформацією; interest rate risk management управління ризиком відсотків; internal management внутрішнє управління; inventory management управління запасами • управління матеріально-технічним постачанням; investment management управління інвестиціями • управління портфелем цінних паперів; job management організація праці; joint management спільне управління; line management лінійне керівництво • середня ланка управління • середня ланка керівництва на виробництві; lower management нижча ланка керівництва; manpower management управління кадрами; marketing management управління маркетингом; materials management управління матеріальними ресурсами • управління запасами • управління матеріально-технічним постачанням; matrix management матрична структура управління; media management керівництво служби засобів реклами; merchandise management управління товарними засобами; middle management середня адміністративна ланка • середня ланка управління; monetary management контроль і регулювання грошового обігу • грошово-кредитна політика • контроль і регулювання грошових операцій; natural resource management раціональне використання і відтворення природних ресурсів; nature management природокористування; nutritional management лікувальне харчування • дієтотерапія; on-site management місцеве керівництво; operational management оперативне керівництво; operations management управління основною діяльністю • управління операціями; participative management управління підприємством за участю працівників підприємства; pension fund management управління пенсійним фондом; personnel management управління кадрами • робота з кадрами • добір і розміщення кадрів • трудові відносини; piecemeal management порізнене керівництво • неузгоджене керівництво; plant management управління підприємством • керівництво підприємством • заводоуправління • управління фабрикою • дирекція заводу; port management управління портом; portfolio management управління цінними паперами • контроль і регулювання портфеля цінних паперів • менеджмент портфеля цінних паперів; product management керівництво виробництвом окремого товару • управління продуктом • управління товарним виробництвом; production management управління виробництвом • керування виробництвом; professional management професійне керівництво • професійний менеджмент; program management програмне управління • керівництво програмою; project management керівництво проектом; property management управління власністю; quality management управління якістю; rate management регулювання тарифів; records management оперативний облік; research management управління дослідницькою службою; resource management управління ресурсами; retail management управління підприємством роздрібної торгівлі; retailing management управління роздрібною діяльністю; risk management управління ризиком • управління, націлене на зменшення ризику; sales management управління збутом; sales-force management управління торговельним персоналом • організація роботи торговельного персоналу фірми; scientific management наукове управління; sectoral management галузеве управління; selective inventory management вибіркове управління запасами; senior management вище керівництво • вище виконавче керівництво • вища адміністрація • вища ланка управління • головне управління; service management забезпечення обслуговування споживача; social management соціальний аспект управління; staff management управління кадрами • функціональне керівництво; stock management управління запасами; system management системне керівництво; team management колективне керівництво; technical management технічне керівництво; technical services management управління технічними службами; technology management управління технологією; territory management управління територією • управління збутовою територією • організація роботи на території; time management уміння розпоряджатися часом • управління часом; top management вище керівництво • вище виконавче керівництво • вища адміністрація • вища ланка управління • головне управління; total quality management (TQM) всеосяжне управління якістю • комплексне управління якістю; upper management вище керівництво • вище виконавче керівництво • вища адміністрація • вища ланка управління; venture management цільове управління; waste management використання відходів; works management управління підприємством • керівництво підприємства • заводоуправління • управління фабрикою • дирекція заводу; zero-defects management управління методом бездефектності═════════□═════════management accountancy поточний аналіз господарської діяльності; management accountant; management accounting адміністративна звітність • оперативний облік, який пов'язаний з потребами управління • управлінський облік • виконавчий облік; management accounts адміністративні розрахунки • управлінський облік; management agreement угода з адміністрацією; management and administration організація виробництва і адміністративне управління; management and labour управлінський і виробничий персонал; management audit; management body орган управління; management buy-in купівля контрольного пакета акцій компанії • купівля компанії акціонерами; management buyout викуп контрольного пакета акцій корпорації її персоналом • викуп частини конгломерату для створення самостійної компанії • продаж фірми адміністрацією; management by consensus управління на основі згоди; management by differences управління за відхиленнями (дії керівництва, що відновлюють нормальний процес виробничої діяльності у разі появи відхилень); management by exception управління за відхиленнями; management by interest rates управління шляхом контролю відсоткових ставок; management by objectives (MBO) програмно-цільове управління • управління методом оцінки ефективності; management by results програмно-цільове управління • управління методом оцінки ефективності; management by rules управління за встановленими правилами; management commission адміністративна комісія; management committee адміністративний комітет; management consultancy консультування у справі управління • послуги з управлінського консультування; management consultant консультант у справі управління; management control measures заходи управлінського контролю; management decision рішення менеджменту • рішення управління; management development удосконалення методів управління; management expenses витрати на управління • управлінські витрати; management fee гонорар за управлінські послуги; management game управлінська гра; management group група управління • адміністративна група; management information system (MIS) управлінська інформаційна система; management level рівень менеджменту • рівень управління; management method метод управління; management of assets управління активами; management of bank funds управління банківськими фондами • розміщення банківських капіталів; management of capital управління капіталом; management of consumer wants управління споживчими потребами; management of economic activity управління господарською діяльністю; management of an enterprise управління підприємством; management of foreign economic ties управління зовнішньоекономічними зв'язками; management of liquid funds управління ліквідними фондами; management of production управління виробництвом; management of securities регулювання портфеля цінних паперів; management personnel адміністративно-управлінський апарат • управлінський персонал; management policy політика керівництва • стратегія керівництва; management principle управлінський принцип; management reform реформа управління; management reshuffle перестановка управлінського апарату; management services управлінські послуги; management shakeup перестановка управлінського апарату; management shares акціонерний капітал керівників компанії; management stock акціонерний капітал керівників компанії; management structure структура управління; management tools засоби і методика управління; management unit адміністративний підрозділ; to interfere in the management of втручатися/втрутитися в управління чим-небудь; to take over management приймати/прийняти на себе керівництво • приймати/прийняти на себе управління* * *керівники банку; дирекція; органи управління; адміністрація ( компанії); керівництво ( підприємства); управлінські навички; виконавчі органи; управління; керівники виконавчих органів -
12 operational
opérationnel(elle);∎ the design team was operational within six months en l'espace de six mois, l'équipe de dessinateurs était opérationnelleoperational audit audit m opérationnel;operational costs coûts m pl opérationnels ou d'exploitation;ACCOUNTANCY operational cost accounting comptabilité f analytique d'exploitation;ACCOUNTANCY operational cost accounts comptes m pl analytiques d'exploitation;ACCOUNTANCY operational cost centre centre m d'analyse opérationnel;operational efficiency efficacité f opérationnelle;operational marketing marketing m opérationnel;operational planning planification f des opérations;operational research recherche f opérationnelle
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