-
1 scenario planning
Gen Mgta technique that requires the use of a scenario in the process of strategic planning to aid the development of corporate strategy in the face of uncertainty about the future. Scenario planning was developed in a military context during the 1940s. Its use in a business context was pioneered at Royal Dutch Shell during the 1960s and increased after the 1972 oil crisis. The process of identifying alternative scenarios of the future, based on a variety of differing assumptions, can help managers anticipate changes in the business environment and raise awareness of the frame of reference within which they are operating. The scenarios are then used to assist in both the development of strategies for dealing with unexpected events and the choice between alternative strategic options. -
2 plan
plan [plæn]1. nouna. ( = drawing, map) plan mb. ( = project) plan m, projet m• to upset or spoil sb's plans déranger les projets de qn• what plans do you have for the holidays? quels sont vos projets pour les vacances ?• have you got any plans for tonight? est-ce que vous avez prévu quelque chose pour ce soir ?• the government said they had no plans to increase taxes le gouvernement a dit qu'il n'avait pas l'intention d'augmenter les impôtsa. ( = devise and schedule) planifierb. ( = make plans for) [+ holiday, journey, crime] préparer à l'avance ; [+ essay] faire le plan de ; [+ campaign, attack] organiser• couples can now plan their families les couples peuvent aujourd'hui choisir quand avoir des enfantsc. ( = have in mind) avoir l'intention de• how long do you plan to be away? combien de temps avez-vous l'intention de vous absenter ?( = intend)* * *[plæn] 1.1) (scheme, course of action) plan m2) ( definite aim) projet m ( for de; to do pour faire)3) (outline, map) also Architecture, Construction, Technology plan m2.plans plural noun1) ( arrangements) projets mplto make plans for something — ( organize arrangements) organiser quelque chose; ( envisage) projeter quelque chose
I have no particular plans — ( for tonight) je n'ai rien de prévu; ( for the future) je n'ai pas de projets bien déterminés
2) Architecture, Construction3.transitive verb (p prés etc - nn-)1) (prepare, organize) planifier [future, economy]; organiser, préparer [timetable, meeting, expedition]; préparer [retirement]; organiser [day]; faire un plan de [career]; faire le plan de [essay, book]; préméditer [crime]2) (intend, propose) projeter [visit, trip]; prévoir [new development, factory]3) Architecture, Construction ( design) concevoir [kitchen, garden, city centre]4.intransitive verb (p prés - nn-) prévoirto plan on doing/on something — ( expect) s'attendre à faire/à quelque chose; ( intend) compter faire/sur quelque chose
Phrasal Verbs: -
3 plan
1. noun1) (an idea of how to do something; a method of doing something: If everyone follows this plan, we will succeed; I have worked out a plan for making a lot of money.) plan2) (an intention or arrangement: My plan is to rob a bank and leave the country quickly; What are your plans for tomorrow?) plan3) (a drawing, diagram etc showing a building, town etc as if seen from above: These are the plans of/for our new house; a street-plan.) plano
2. verb1) ((sometimes with on) to intend (to do something): We are planning on going to Italy this year; We were planning to go last year but we hadn't enough money; They are planning a trip to Italy.) planear2) (to decide how something is to be done; to arrange (something): We are planning a party; We'll have to plan very carefully if we are to succeed.) planificar, proyectar3) (to design (a building, town etc): This is the architect who planned the building.) proyectar, diseñar, hacer los planos de•- planner- planning
- go according to plan
- plan ahead
plan1 n1. planwhat are your holiday plans? ¿qué planes tienes para las vacaciones?2. planoplan2 vb planear / proyectar / pensar
plan sustantivo masculino 1 (proyecto, programa) plan; plan de estudios syllabus 2 (fam) (cita, compromiso): ¿tienes algún plan para esta noche? do you have any plans for tonight? 3 (fam) ( actitud): lo dijo en plan de broma he was only kidding (colloq); en plan económico cheaply, on the cheap (colloq)
plan sustantivo masculino
1 (intención) plan
2 (conjunto de ideas, etc) scheme, programme
plan de estudios, curriculum
plan de jubilación/de pensiones, pension plan
3 fam (cita) date: no tengo plan para esta tarde, I have no plans for this afternoon Locuciones: no sigas en ese plan, don't carry on like that
no es plan, that's not a good idea
no es plan de que nos quedemos si él se va, it's not fair for us to have to stay home if he goes out ' plan' also found in these entries: Spanish: abrupta - abrupto - anteproyecto - auspicio - boceto - bosquejar - chafar - concebir - cuajar - delinear - desactivar - descubrir - designio - dinamitar - efecto - fastidiar - garete - generar - idea - idear - instrumentación - inviable - juego - mantilla - mira - pensar - pergeñar - pique - plana - planear - planificar - plano - plazo - política - prever - programa - proyectar - proyecto - rechazar - rechazo - resultado - tortuosa - tortuosidad - tortuoso - trazar - tramar - traza - venta - ventura - viabilidad English: abort - abortive - action - alter - alteration - approachable - approve of - attractive - authenticity - backfire - beauty - benign - botch - bypass - cheap - concoct - contingency plan - cook up - crystallize - curriculum - delineate - design - despite - detailed - develop - development - devious - disappoint - discard - distinct - drum up - elaborate - emigrate - explain - fall apart - fall through - fallback - floor plan - follow through - foolproof - forecast - formulate - get-rich-quick - go - half-baked - hatch - hit on - hit upon - holiday - impracticaltr[plæn]1 (scheme, arrangement) plan nombre masculino, proyecto■ what are your plans for the weekend? ¿qué planes tienes para el fin de semana?■ have you seen the plans for the new opera house? ¿has visto los planos de la nueva ópera?1 (make plans) planear, proyectar, planificar; (intend) pensar, tener pensado2 (make a plan of - house, garden, etc) hacer los planos de, diseñar, proyectar; (- economy, strategy) planificar1 (make preparations) hacer planes; (intend) pensar■ we hadn't planned on rain! ¡no contábamos con que lloviera!\SMALLIDIOMATIC EXPRESSION/SMALLto go according to plan salir como estaba previsto, salir según lo previstoto plan for the future hacer planes para el futuro1) : planear, proyectar, planificarto plan a trip: planear un viajeto plan a city: planificar una ciudad2) intend: tener planeado, proyectarplan vi: hacer planesplan n1) diagram: plano m, esquema m2) scheme: plan m, proyecto m, programa mto draw up a plan: elaborar un proyecton.• dibujo s.m.• diseño s.m.• esbozo s.m.• esquema s.m.• máquina s.f.• plan s.m.• plano s.m.• planta s.f.• programa s.m.• proyecto s.m.• traza s.f.• trazado s.m.v.• idear v.• meditar v.• planear v.• planificar v.• plantear v.• proyectar v.• trazar v.plæn
I
1)a) (diagram, map) plano mseating plan — disposición f de los comensales
to draw up a plan — hacer* un plano
b) (of book, essay) esquema m2) (arrangement, scheme) plan mto go according to plan — salir* conforme estaba planeado, salir* según el plan
do you have any plans for tonight? — ¿tienes algún plan or programa para esta noche?
to make a plan — hacer* un plan
II
1.
- nn- transitive verba) \<\<journey/itinerary\>\> planear, programar; \<\<raid/assault\>\> planear; \<\<garden/house\>\> diseñar, proyectar; \<\<economy/strategies\>\> planificar*; \<\<essay\>\> hacer* un esquema deas planned — según lo planeado, tal y como estaba previsto or planeado
b) ( intend)to plan to + INF: where are you planning to spend Christmas? — ¿dónde tienes pensado or dónde piensas pasar las Navidades?
2.
vito plan FOR something: we need to plan for the future tenemos que pensar en el futuro; we hadn't planned for this — esto no lo habíamos previsto
Phrasal Verbs:- plan on[plæn]1. N1) (=scheme) proyecto m, plan m•
to draw up a plan — elaborar un proyecto, hacer or redactar un plan•
an exercise plan — una tabla or un programa de ejercicios•
a five-year plan — un plan quinquenal•
to make plans for the future — hacer planes or planear para el futurobusiness, instalment, master, pension•
a peace plan — un proyecto or un plan de paz2) (=idea, intention) plan mdo you have any plans for the weekend? — ¿tienes planes para el fin de semana?
•
if everything goes according to plan — si todo sale como está previsto or planeado•
the best plan is to call first — lo mejor es llamar primero•
a change of plan — un cambio de planes4) (=outline) [of story, essay] esquema m5) (Archit, Tech) (often pl) plano m2. VT1) (=organize) [+ schedule, event, crime] planear; [+ party, surprise] preparar; [+ route] planificar, planear; [+ essay] hacer un esquema de, planear; [+ family] planificar•
as planned — según lo previsto, como estaba planeadothings didn't work out as planned — las cosas no salieron según lo previsto or como estaban planeadas
2) (=intend)I had been planning a trip to New York — había estado pensando en or planeando un viaje a Nueva York
how long do you plan to stay? — ¿cuánto tiempo piensas quedarte?
what do you plan to do after college? — ¿qué tienes pensado hacer después de la universidad?, ¿qué te has propuesto hacer después de la universidad?
3) (=design) diseñar3.VI hacer planes•
to plan for sth, it is advisable to plan for retirement — es aconsejable que se hagan planes para la jubilaciónto plan for the future — hacer planes or planear para el futuro
- plan on- plan out* * *[plæn]
I
1)a) (diagram, map) plano mseating plan — disposición f de los comensales
to draw up a plan — hacer* un plano
b) (of book, essay) esquema m2) (arrangement, scheme) plan mto go according to plan — salir* conforme estaba planeado, salir* según el plan
do you have any plans for tonight? — ¿tienes algún plan or programa para esta noche?
to make a plan — hacer* un plan
II
1.
- nn- transitive verba) \<\<journey/itinerary\>\> planear, programar; \<\<raid/assault\>\> planear; \<\<garden/house\>\> diseñar, proyectar; \<\<economy/strategies\>\> planificar*; \<\<essay\>\> hacer* un esquema deas planned — según lo planeado, tal y como estaba previsto or planeado
b) ( intend)to plan to + INF: where are you planning to spend Christmas? — ¿dónde tienes pensado or dónde piensas pasar las Navidades?
2.
vito plan FOR something: we need to plan for the future tenemos que pensar en el futuro; we hadn't planned for this — esto no lo habíamos previsto
Phrasal Verbs:- plan on -
4 plan
I 1. [plæn]1) (scheme, course of action) piano m., programma m.to go according to plan — andare secondo i piani o come previsto
2) (definite aim) progetto m.3) arch. ing. tecn. progetto m.4) (map) pianta f., piantina f.2.1) (arrangements) programmi m., progetti m., piani m.I have no particular plans — (for tonight) non ho niente di particolare in programma; (for the future) non ho fatto progetti
2) arch. ing.II 1. [plæn]the plans — i disegni, il progetto
1) (prepare, organize) pianificare [future, economy]; preparare [ timetable]; organizzare, programmare [day, meeting, expedition]; progettare [ career]; organizzare la struttura di [essay, book]2) (intend) organizzare, programmare [ trip]; (propose) proporre [ visit]; prevedere [ new development]; progettare [ factory]; premeditare [ crime]3) arch. ing. progettare, disegnare [kitchen, garden, building]2.to plan for — prevedere [changes, increase]
to plan on sth., on doing — (expect) aspettarsi qcs., di fare; (intend) avere in programma qcs., di fare
- plan out* * *1. noun1) (an idea of how to do something; a method of doing something: If everyone follows this plan, we will succeed; I have worked out a plan for making a lot of money.) piano2) (an intention or arrangement: My plan is to rob a bank and leave the country quickly; What are your plans for tomorrow?) piano, progetto3) (a drawing, diagram etc showing a building, town etc as if seen from above: These are the plans of/for our new house; a street-plan.) pianta2. verb1) ((sometimes with on) to intend (to do something): We are planning on going to Italy this year; We were planning to go last year but we hadn't enough money; They are planning a trip to Italy.) progettare2) (to decide how something is to be done; to arrange (something): We are planning a party; We'll have to plan very carefully if we are to succeed.) organizzare3) (to design (a building, town etc): This is the architect who planned the building.) progettare•- planner- planning
- go according to plan
- plan ahead* * *I 1. [plæn]1) (scheme, course of action) piano m., programma m.to go according to plan — andare secondo i piani o come previsto
2) (definite aim) progetto m.3) arch. ing. tecn. progetto m.4) (map) pianta f., piantina f.2.1) (arrangements) programmi m., progetti m., piani m.I have no particular plans — (for tonight) non ho niente di particolare in programma; (for the future) non ho fatto progetti
2) arch. ing.II 1. [plæn]the plans — i disegni, il progetto
1) (prepare, organize) pianificare [future, economy]; preparare [ timetable]; organizzare, programmare [day, meeting, expedition]; progettare [ career]; organizzare la struttura di [essay, book]2) (intend) organizzare, programmare [ trip]; (propose) proporre [ visit]; prevedere [ new development]; progettare [ factory]; premeditare [ crime]3) arch. ing. progettare, disegnare [kitchen, garden, building]2.to plan for — prevedere [changes, increase]
to plan on sth., on doing — (expect) aspettarsi qcs., di fare; (intend) avere in programma qcs., di fare
- plan out -
5 near cash
!гос. фин. The resource budget contains a separate control total for “near cash” expenditure, that is expenditure such as pay and current grants which impacts directly on the measure of the golden rule.This paper provides background information on the framework for the planning and control of public expenditure in the UK which has been operated since the 1998 Comprehensive Spending Review (CSR). It sets out the different classifications of spending for budgeting purposes and why these distinctions have been adopted. It discusses how the public expenditure framework is designed to ensure both sound public finances and an outcome-focused approach to public expenditure.The UK's public spending framework is based on several key principles:"consistency with a long-term, prudent and transparent regime for managing the public finances as a whole;" "the judgement of success by policy outcomes rather than resource inputs;" "strong incentives for departments and their partners in service delivery to plan over several years and plan together where appropriate so as to deliver better public services with greater cost effectiveness; and"the proper costing and management of capital assets to provide the right incentives for public investment.The Government sets policy to meet two firm fiscal rules:"the Golden Rule states that over the economic cycle, the Government will borrow only to invest and not to fund current spending; and"the Sustainable Investment Rule states that net public debt as a proportion of GDP will be held over the economic cycle at a stable and prudent level. Other things being equal, net debt will be maintained below 40 per cent of GDP over the economic cycle.Achievement of the fiscal rules is assessed by reference to the national accounts, which are produced by the Office for National Statistics, acting as an independent agency. The Government sets its spending envelope to comply with these fiscal rules.Departmental Expenditure Limits ( DEL) and Annually Managed Expenditure (AME)"Departmental Expenditure Limit ( DEL) spending, which is planned and controlled on a three year basis in Spending Reviews; and"Annually Managed Expenditure ( AME), which is expenditure which cannot reasonably be subject to firm, multi-year limits in the same way as DEL. AME includes social security benefits, local authority self-financed expenditure, debt interest, and payments to EU institutions.More information about DEL and AME is set out below.In Spending Reviews, firm DEL plans are set for departments for three years. To ensure consistency with the Government's fiscal rules departments are set separate resource (current) and capital budgets. The resource budget contains a separate control total for “near cash” expenditure, that is expenditure such as pay and current grants which impacts directly on the measure of the golden rule.To encourage departments to plan over the medium term departments may carry forward unspent DEL provision from one year into the next and, subject to the normal tests for tautness and realism of plans, may be drawn down in future years. This end-year flexibility also removes any incentive for departments to use up their provision as the year end approaches with less regard to value for money. For the full benefits of this flexibility and of three year plans to feed through into improved public service delivery, end-year flexibility and three year budgets should be cascaded from departments to executive agencies and other budget holders.Three year budgets and end-year flexibility give those managing public services the stability to plan their operations on a sensible time scale. Further, the system means that departments cannot seek to bid up funds each year (before 1997, three year plans were set and reviewed in annual Public Expenditure Surveys). So the credibility of medium-term plans has been enhanced at both central and departmental level.Departments have certainty over the budgetary allocation over the medium term and these multi-year DEL plans are strictly enforced. Departments are expected to prioritise competing pressures and fund these within their overall annual limits, as set in Spending Reviews. So the DEL system provides a strong incentive to control costs and maximise value for money.There is a small centrally held DEL Reserve. Support from the Reserve is available only for genuinely unforeseeable contingencies which departments cannot be expected to manage within their DEL.AME typically consists of programmes which are large, volatile and demand-led, and which therefore cannot reasonably be subject to firm multi-year limits. The biggest single element is social security spending. Other items include tax credits, Local Authority Self Financed Expenditure, Scottish Executive spending financed by non-domestic rates, and spending financed from the proceeds of the National Lottery.AME is reviewed twice a year as part of the Budget and Pre-Budget Report process reflecting the close integration of the tax and benefit system, which was enhanced by the introduction of tax credits.AME is not subject to the same three year expenditure limits as DEL, but is still part of the overall envelope for public expenditure. Affordability is taken into account when policy decisions affecting AME are made. The Government has committed itself not to take policy measures which are likely to have the effect of increasing social security or other elements of AME without taking steps to ensure that the effects of those decisions can be accommodated prudently within the Government's fiscal rules.Given an overall envelope for public spending, forecasts of AME affect the level of resources available for DEL spending. Cautious estimates and the AME margin are built in to these AME forecasts and reduce the risk of overspending on AME.Together, DEL plus AME sum to Total Managed Expenditure (TME). TME is a measure drawn from national accounts. It represents the current and capital spending of the public sector. The public sector is made up of central government, local government and public corporations.Resource and Capital Budgets are set in terms of accruals information. Accruals information measures resources as they are consumed rather than when the cash is paid. So for example the Resource Budget includes a charge for depreciation, a measure of the consumption or wearing out of capital assets."Non cash charges in budgets do not impact directly on the fiscal framework. That may be because the national accounts use a different way of measuring the same thing, for example in the case of the depreciation of departmental assets. Or it may be that the national accounts measure something different: for example, resource budgets include a cost of capital charge reflecting the opportunity cost of holding capital; the national accounts include debt interest."Within the Resource Budget DEL, departments have separate controls on:"Near cash spending, the sub set of Resource Budgets which impacts directly on the Golden Rule; and"The amount of their Resource Budget DEL that departments may spend on running themselves (e.g. paying most civil servants’ salaries) is limited by Administration Budgets, which are set in Spending Reviews. Administration Budgets are used to ensure that as much money as practicable is available for front line services and programmes. These budgets also help to drive efficiency improvements in departments’ own activities. Administration Budgets exclude the costs of frontline services delivered directly by departments.The Budget preceding a Spending Review sets an overall envelope for public spending that is consistent with the fiscal rules for the period covered by the Spending Review. In the Spending Review, the Budget AME forecast for year one of the Spending Review period is updated, and AME forecasts are made for the later years of the Spending Review period.The 1998 Comprehensive Spending Review ( CSR), which was published in July 1998, was a comprehensive review of departmental aims and objectives alongside a zero-based analysis of each spending programme to determine the best way of delivering the Government's objectives. The 1998 CSR allocated substantial additional resources to the Government's key priorities, particularly education and health, for the three year period from 1999-2000 to 2001-02.Delivering better public services does not just depend on how much money the Government spends, but also on how well it spends it. Therefore the 1998 CSR introduced Public Service Agreements (PSAs). Each major government department was given its own PSA setting out clear targets for achievements in terms of public service improvements.The 1998 CSR also introduced the DEL/ AME framework for the control of public spending, and made other framework changes. Building on the investment and reforms delivered by the 1998 CSR, successive spending reviews in 2000, 2002 and 2004 have:"provided significant increase in resources for the Government’s priorities, in particular health and education, and cross-cutting themes such as raising productivity; extending opportunity; and building strong and secure communities;" "enabled the Government significantly to increase investment in public assets and address the legacy of under investment from past decades. Departmental Investment Strategies were introduced in SR2000. As a result there has been a steady increase in public sector net investment from less than ¾ of a per cent of GDP in 1997-98 to 2¼ per cent of GDP in 2005-06, providing better infrastructure across public services;" "introduced further refinements to the performance management framework. PSA targets have been reduced in number over successive spending reviews from around 300 to 110 to give greater focus to the Government’s highest priorities. The targets have become increasingly outcome-focused to deliver further improvements in key areas of public service delivery across Government. They have also been refined in line with the conclusions of the Devolving Decision Making Review to provide a framework which encourages greater devolution and local flexibility. Technical Notes were introduced in SR2000 explaining how performance against each PSA target will be measured; and"not only allocated near cash spending to departments, but also – since SR2002 - set Resource DEL plans for non cash spending.To identify what further investments and reforms are needed to equip the UK for the global challenges of the decade ahead, on 19 July 2005 the Chief Secretary to the Treasury announced that the Government intends to launch a second Comprehensive Spending Review (CSR) reporting in 2007.A decade on from the first CSR, the 2007 CSR will represent a long-term and fundamental review of government expenditure. It will cover departmental allocations for 2008-09, 2009-10 and 2010 11. Allocations for 2007-08 will be held to the agreed figures already announced by the 2004 Spending Review. To provide a rigorous analytical framework for these departmental allocations, the Government will be taking forward a programme of preparatory work over 2006 involving:"an assessment of what the sustained increases in spending and reforms to public service delivery have achieved since the first CSR. The assessment will inform the setting of new objectives for the decade ahead;" "an examination of the key long-term trends and challenges that will shape the next decade – including demographic and socio-economic change, globalisation, climate and environmental change, global insecurity and technological change – together with an assessment of how public services will need to respond;" "to release the resources needed to address these challenges, and to continue to secure maximum value for money from public spending over the CSR period, a set of zero-based reviews of departments’ baseline expenditure to assess its effectiveness in delivering the Government’s long-term objectives; together with"further development of the efficiency programme, building on the cross cutting areas identified in the Gershon Review, to embed and extend ongoing efficiency savings into departmental expenditure planning.The 2007 CSR also offers the opportunity to continue to refine the PSA framework so that it drives effective delivery and the attainment of ambitious national standards.Public Service Agreements (PSAs) were introduced in the 1998 CSR. They set out agreed targets detailing the outputs and outcomes departments are expected to deliver with the resources allocated to them. The new spending regime places a strong emphasis on outcome targets, for example in providing for better health and higher educational standards or service standards. The introduction in SR2004 of PSA ‘standards’ will ensure that high standards in priority areas are maintained.The Government monitors progress against PSA targets, and departments report in detail twice a year in their annual Departmental Reports (published in spring) and in their autumn performance reports. These reports provide Parliament and the public with regular updates on departments’ performance against their targets.Technical Notes explain how performance against each PSA target will be measured.To make the most of both new investment and existing assets, there needs to be a coherent long term strategy against which investment decisions are taken. Departmental Investment Strategies (DIS) set out each department's plans to deliver the scale and quality of capital stock needed to underpin its objectives. The DIS includes information about the department's existing capital stock and future plans for that stock, as well as plans for new investment. It also sets out the systems that the department has in place to ensure that it delivers its capital programmes effectively.This document was updated on 19 December 2005.Near-cash resource expenditure that has a related cash implication, even though the timing of the cash payment may be slightly different. For example, expenditure on gas or electricity supply is incurred as the fuel is used, though the cash payment might be made in arrears on aquarterly basis. Other examples of near-cash expenditure are: pay, rental.Net cash requirement the upper limit agreed by Parliament on the cash which a department may draw from theConsolidated Fund to finance the expenditure within the ambit of its Request forResources. It is equal to the agreed amount of net resources and net capital less non-cashitems and working capital.Non-cash cost costs where there is no cash transaction but which are included in a body’s accounts (or taken into account in charging for a service) to establish the true cost of all the resourcesused.Non-departmental a body which has a role in the processes of government, but is not a government public body, NDPBdepartment or part of one. NDPBs accordingly operate at arm’s length from governmentMinisters.Notional cost of a cost which is taken into account in setting fees and charges to improve comparability with insuranceprivate sector service providers.The charge takes account of the fact that public bodies donot generally pay an insurance premium to a commercial insurer.the independent body responsible for collecting and publishing official statistics about theUK’s society and economy. (At the time of going to print legislation was progressing tochange this body to the Statistics Board).Office of Government an office of the Treasury, with a status similar to that of an agency, which aims to maximise Commerce, OGCthe government’s purchasing power for routine items and combine professional expertiseto bear on capital projects.Office of the the government department responsible for discharging the Paymaster General’s statutoryPaymaster General,responsibilities to hold accounts and make payments for government departments and OPGother public bodies.Orange bookthe informal title for Management of Risks: Principles and Concepts, which is published by theTreasury for the guidance of public sector bodies.Office for NationalStatistics, ONS60Managing Public Money————————————————————————————————————————"GLOSSARYOverdraftan account with a negative balance.Parliament’s formal agreement to authorise an activity or expenditure.Prerogative powerspowers exercisable under the Royal Prerogative, ie powers which are unique to the Crown,as contrasted with common-law powers which may be available to the Crown on the samebasis as to natural persons.Primary legislationActs which have been passed by the Westminster Parliament and, where they haveappropriate powers, the Scottish Parliament and the Northern Ireland Assembly. Begin asBills until they have received Royal Assent.arrangements under which a public sector organisation contracts with a private sectorentity to construct a facility and provide associated services of a specified quality over asustained period. See annex 7.5.Proprietythe principle that patterns of resource consumption should respect Parliament’s intentions,conventions and control procedures, including any laid down by the PAC. See box 2.4.Public Accountssee Committee of Public Accounts.CommitteePublic corporationa trading body controlled by central government, local authority or other publiccorporation that has substantial day to day operating independence. See section 7.8.Public Dividend finance provided by government to public sector bodies as an equity stake; an alternative to Capital, PDCloan finance.Public Service sets out what the public can expect the government to deliver with its resources. EveryAgreement, PSAlarge government department has PSA(s) which specify deliverables as targets or aimsrelated to objectives.a structured arrangement between a public sector and a private sector organisation tosecure an outcome delivering good value for money for the public sector. It is classified tothe public or private sector according to which has more control.Rate of returnthe financial remuneration delivered by a particular project or enterprise, expressed as apercentage of the net assets employed.Regularitythe principle that resource consumption should accord with the relevant legislation, therelevant delegated authority and this document. See box 2.4.Request for the functional level into which departmental Estimates may be split. RfRs contain a number Resources, RfRof functions being carried out by the department in pursuit of one or more of thatdepartment’s objectives.Resource accountan accruals account produced in line with the Financial Reporting Manual (FReM).Resource accountingthe system under which budgets, Estimates and accounts are constructed in a similar wayto commercial audited accounts, so that both plans and records of expenditure allow in fullfor the goods and services which are to be, or have been, consumed – ie not just the cashexpended.Resource budgetthe means by which the government plans and controls the expenditure of resources tomeet its objectives.Restitutiona legal concept which allows money and property to be returned to its rightful owner. Ittypically operates where another person can be said to have been unjustly enriched byreceiving such monies.Return on capital the ratio of profit to capital employed of an accounting entity during an identified period.employed, ROCEVarious measures of profit and of capital employed may be used in calculating the ratio.Public Privatepartnership, PPPPrivate Finance Initiative, PFIParliamentaryauthority61Managing Public Money"————————————————————————————————————————GLOSSARYRoyal charterthe document setting out the powers and constitution of a corporation established underprerogative power of the monarch acting on Privy Council advice.Second readingthe second formal time that a House of Parliament may debate a bill, although in practicethe first substantive debate on its content. If successful, it is deemed to denoteParliamentary approval of the principle of the proposed legislation.Secondary legislationlaws, including orders and regulations, which are made using powers in primary legislation.Normally used to set out technical and administrative provision in greater detail thanprimary legislation, they are subject to a less intense level of scrutiny in Parliament.European legislation is,however,often implemented in secondary legislation using powers inthe European Communities Act 1972.Service-level agreement between parties, setting out in detail the level of service to be performed.agreementWhere agreements are between central government bodies, they are not legally a contractbut have a similar function.Shareholder Executive a body created to improve the government’s performance as a shareholder in businesses.Spending reviewsets out the key improvements in public services that the public can expect over a givenperiod. It includes a thorough review of departmental aims and objectives to find the bestway of delivering the government’s objectives, and sets out the spending plans for the givenperiod.State aidstate support for a domestic body or company which could distort EU competition and sois not usually allowed. See annex 4.9.Statement of Excessa formal statement detailing departments’ overspends prepared by the Comptroller andAuditor General as a result of undertaking annual audits.Statement on Internal an annual statement that Accounting Officers are required to make as part of the accounts Control, SICon a range of risk and control issues.Subheadindividual elements of departmental expenditure identifiable in Estimates as single cells, forexample cell A1 being administration costs within a particular line of departmental spending.Supplyresources voted by Parliament in response to Estimates, for expenditure by governmentdepartments.Supply Estimatesa statement of the resources the government needs in the coming financial year, and forwhat purpose(s), by which Parliamentary authority is sought for the planned level ofexpenditure and income.Target rate of returnthe rate of return required of a project or enterprise over a given period, usually at least a year.Third sectorprivate sector bodies which do not act commercially,including charities,social and voluntaryorganisations and other not-for-profit collectives. See annex 7.7.Total Managed a Treasury budgeting term which covers all current and capital spending carried out by the Expenditure,TMEpublic sector (ie not just by central departments).Trading fundan organisation (either within a government department or forming one) which is largely orwholly financed from commercial revenue generated by its activities. Its Estimate shows itsnet impact, allowing its income from receipts to be devoted entirely to its business.Treasury Minutea formal administrative document drawn up by the Treasury, which may serve a wide varietyof purposes including seeking Parliamentary approval for the use of receipts asappropriations in aid, a remission of some or all of the principal of voted loans, andresponding on behalf of the government to reports by the Public Accounts Committee(PAC).62Managing Public Money————————————————————————————————————————GLOSSARY63Managing Public MoneyValue for moneythe process under which organisation’s procurement, projects and processes aresystematically evaluated and assessed to provide confidence about suitability, effectiveness,prudence,quality,value and avoidance of error and other waste,judged for the public sectoras a whole.Virementthe process through which funds are moved between subheads such that additionalexpenditure on one is met by savings on one or more others.Votethe process by which Parliament approves funds in response to supply Estimates.Voted expenditureprovision for expenditure that has been authorised by Parliament. Parliament ‘votes’authority for public expenditure through the Supply Estimates process. Most expenditureby central government departments is authorised in this way.Wider market activity activities undertaken by central government organisations outside their statutory duties,using spare capacity and aimed at generating a commercial profit. See annex 7.6.Windfallmonies received by a department which were not anticipated in the spending review.———————————————————————————————————————— -
6 plan
1. nounplan of action — Aktionsprogramm, das
have great plans for somebody — große Pläne mit jemandem haben
what are your plans for tomorrow? — was hast du morgen vor?
2. transitive verb,[go] according to plan — nach Plan [gehen]; planmäßig [verlaufen od. laufen]
3. intransitive verb,plan to do something — planen od. vorhaben, etwas zu tun
- nn- planenplan on doing something — (coll.) vorhaben, etwas zu tun
* * *1. noun1) (an idea of how to do something; a method of doing something: If everyone follows this plan, we will succeed; I have worked out a plan for making a lot of money.) der Plan2) (an intention or arrangement: My plan is to rob a bank and leave the country quickly; What are your plans for tomorrow?) der Plan3) (a drawing, diagram etc showing a building, town etc as if seen from above: These are the plans of/for our new house; a street-plan.) der Plan2. verb1) ((sometimes with on) to intend( to do something): We are planning on going to Italy this year; We were planning to go last year but we hadn't enough money; They are planning a trip to Italy.) planen2) (to decide how something is to be done; to arrange( something): We are planning a party; We'll have to plan very carefully if we are to succeed.) planen3) (to design (a building, town etc): This is the architect who planned the building.) planen•- academic.ru/55959/planner">planner- planning
- go according to plan
- plan ahead* * *[plæn]I. nthe best-laid \plans die ausgefeiltesten Plänefive-year \plan Fünfjahresplan mfour-point \plan Vierpunkteplan mto go according to \plan wie geplant verlaufento make \plans for sth für etw akk Pläne machen; (for contingencies) für etw akk Vorkehrungen treffenwhat are your \plans for this weekend? was hast du dieses Wochenende vor?to change \plans umdisponierento have \plans etw vorhabenhealthcare \plan Krankenversicherungsprogramm msavings \plan Sparplan mstreet \plan Stadtplan m5. (drawing)▪ \plans pl Pläne pl, Zeichnungen pl\plan of a building Bauplan mto draw up \plans eine Planskizze machen6.▶ \plan B Plan m B▶ the best-laid \plans of mice and men gang aft agley SCOT ( prov) der Mensch denkt und Gott lenkt provII. vt<- nn->▪ to \plan sth1. (draft) etw planen2. (prepare) etw vorbereiten [o organisieren3. (envisage) etw planen [o vorsehen]our meeting wasn't \planned unser Treffen hat sich einfach ergeben4. (intend) etw vorhabenIII. vi1. (prepare) planento \plan carefully sorgfältig planento \plan for one's old age Vorkehrungen für das Alter treffen2.we were \planning on a meal together wir wollten eigentlich zusammen essen gehenI'd \planed on going out tonight eigentlich hatte ich vor, heute Abend auszugehen* * *[pln]1. n1) (= scheme) Plan m; (POL, ECON) Programm nt, Plan mplan of action ( Mil, fig ) — Aktionsprogramm nt
the plan is to meet at six — es ist geplant, sich um sechs zu treffen
so, what's the plan? — was ist also geplant?
the best plan is to tell him first — am besten sagt man es ihm zuerst
to make plans (for sth) — Pläne (für etw) machen, (etw) planen
to have great plans for sb —
what plans do you have for the holidays/your son? — welche Pläne haben Sie für den Urlaub/Ihren Sohn?
according to plan — planmäßig, wie vorgesehen, programmgemäß
2) (= diagram) Plan m; (for novel etc also) Entwurf m; (for essay, speech) Konzept nt; (= town plan) Stadtplan m2. vt1) (= arrange) planen; programme etc erstellen2) (= intend) vorhabenshe's planning a career in law — sie will ins Justizwesen gehen
this development was not planned — diese Entwicklung war nicht eingeplant
3) (= design) planen; buildings etc planen, entwerfen3. viplanento plan for sth — sich einstellen auf (+acc), rechnen mit
* * *plan [plæn]A s1. a) (Spiel-, Wirtschafts-, Arbeits) Plan m:plan of action Schlachtplan (a. fig);according to plan planmäßig, -gemäß;if all goes according to plan nach Plan;make plans (for the future) (Zukunfts)Pläne schmieden;remain below plan das Planziel nicht erreichenb) SCHULE Gliederung f (eines Aufsatzes)2. Plan m, Absicht f:that was our plan so hatten wir es geplant;change one’s plans umdisponieren3. Verfahren n, Methode f4. (Lage-, Stadt) Plan m5. Grundriss m:plan view Draufsicht f;in plan form im Grundriss6. TECH (Maß)Zeichnung f, Riss m:lay out a plan einen Plan aufreißen7. Vertikalebene f (beim perspektivischen Zeichnen)B v/tplan sth ahead etwas vorausplanen;planned economy Planwirtschaft f;planned obsolescence geplanter Verschleiß;planned parenthood Familienplanung f;planned promotion Regelbeförderung f;planned retreat MIL planmäßiger Rückzug2. planen, beabsichtigen ( beide:to do zu tun)3. grafisch darstellenC v/i1. planen, Pläne machen:plan ahead vorausplanen;* * *1. nounPlan, der; (for story etc.) Konzept, das; Entwurf, der; (intention) Absicht, dieplan of action — Aktionsprogramm, das
2. transitive verb,[go] according to plan — nach Plan [gehen]; planmäßig [verlaufen od. laufen]
3. intransitive verb,plan to do something — planen od. vorhaben, etwas zu tun
- nn- planenplan on doing something — (coll.) vorhaben, etwas zu tun
* * *n.Draufsicht f.Entwurf -¨e m.Konzept -e n.Plan ¨-e m. v.anvisieren v.hinarbeiten auf v.intendieren v.planen v.projektieren v. -
7 plan
1 noun(a) (strategy) plan m, projet m;∎ to draw up or to make a plan dresser ou établir un plan;∎ what's your plan of action or campaign? qu'est-ce que vous comptez faire?;∎ to put a plan into operation mettre un plan en œuvre;∎ to go according to plan se dérouler comme prévu ou selon les prévisions;∎ we'll have to try plan B il faudra qu'on essaie l'autre solution;∎ I've thought of a plan j'ai un plan(b) (intention, idea) projet m;∎ I had to change my holiday plans j'ai dû changer mes projets de vacances;∎ we had made plans to stay at a hotel nous avions prévu de descendre à l'hôtel;∎ what are your plans for Monday? qu'est-ce que tu as prévu pour lundi?;∎ to have other plans avoir d'autres projets;∎ the plan is to meet up at Rachel's l'idée, c'est de se retrouver chez Rachel(c) (diagram, map) plan m;∎ I'll draw you a plan of the office je vais vous dessiner un plan du bureau(d) (outline → of book, essay, lesson) plan m;∎ rough plan canevas m, esquisse f(e) Architecture plan m;∎ drawn in plan and in elevation dessiné en plan et en élévation(a) (organize in advance → project) élaborer; (→ concert, conference) organiser, monter; (→ crime, holiday, trip, surprise, lesson) préparer; (→ campaign) organiser, preparer; Economics planifier;∎ everything had been planned down to the last detail tout avait été planifié dans les moindres détails;∎ plan your time carefully organisez votre emploi du temps avec soin;∎ they're planning a surprise for you ils te préparent une surprise;∎ they're planning a new venture ils ont en projet une nouvelle entreprise;∎ the Pope's visit is planned for March la visite du pape doit avoir lieu en mars;∎ an industrial estate is planned for this site il est prévu d'aménager un parc industriel sur ce site;∎ everything went as planned tout s'est déroulé comme prévu∎ we're planning to go to the States nous projetons d'aller aux États-Unis;∎ plan to finish it in about four hours comptez environ quatre heures pour le terminer(c) (design → house, garden, town) concevoir, dresser les plans defaire des projets;∎ it is important to plan ahead il est important de faire des projets pour l'avenirprévoir;∎ to plan for the future faire des projets d'avenir;∎ we didn't plan for this many people nous n'avions pas prévu ou nous n'attendions pas autant de monde;∎ you must plan for everything vous devez tout prévoir ou parer à toute éventualité∎ what are you planning on doing? qu'est-ce que vous projetez de faire ou vous avez l'intention de faire?;∎ we're planning on going to Brazil or on a trip to Brazil nous projetons de ou nous avons l'intention de partir au Brésil, nous projetons un voyage au Brésil∎ we hadn't planned on it raining nous n'avions pas prévu qu'il pleuvrait;∎ don't plan on being able to persuade him ne compte pas arriver à le persuader;∎ we hadn't planned on staying long nous n'avions pas prévu de ou nous ne comptions pas rester longtemps(make detailed plans for) prévoir (en détail);∎ he had planned it all out il avait tout prévu, il en avait établi tous les détails -
8 plan
1. IIplan for some time plan ahead (in advance, beforehand, etc.) планировать заранее /заблаговременно/ и т.д.; plan in some manner plan intelligently (carefully, realistically, etc.) планировать разумно и т.д.2. IIIplan smth.1) he is planning the rebuilding of his flat он намеревается перепланировать /переделать/ свою квартиру; plan a house (a new recreation centre, a garden, a new railway line, etc.) составлять проект дома и т.д.; he planned the streets of the new town он спланировал улицы /составил проект улиц/ нового города2) plan a trip (a journey, a holiday, one's vacation, a reception, etc.) планировать /задумывать/ поездку и т.д..; he is planning something он что-то замышляет /затевает/; plan a revenge замышлять месть; she planned each detail of the party она продумала /разработала/ все детали вечера3. IVplan smth. in some manner plan smth. systematically (methodically, competently, strategically, carefully, etc.) систематически и т.д. планировать /проектировать/ что-л.; she never plans ahead она никогда ничего заранее не планирует4. XIbe planned in some manner it was done as originally planned все прошло по первоначально задуманному плану /так, как было задумано/; the garden was well (poorly, cleverly, etc.) planned сад был хорошо и т.д. распланирован; be planned to do smth. the house was planned to give large sitting-rooms проект дома предусматривал большие гостиные5. XIIIplan to do smth. plan to visit Europe this summer (to go on to college after finishing high school, to lay out gardens and parks, etc.) собираться /намереваться, планировать/ посетить /поехать в/ Европу этим летом и т.д.; where do you plan to spend the summer? какие у вас планы на лето?; we have planned for you to stop till tomorrow мы рассчитывали, что вы останетесь до завтрашнего дня6. XIVplan doing smth. plan having a holiday (laying out gardens and parks, rebuilding the town, etc.) намереваться пойти в /планировать/ отпуск и т.д.7. XVIplan for (on) smth., smb. plan for the future строить планы на будущее; you'd better not plan on it вы лучше на это не рассчитывайте; she had not planned for so many guests она не рассчитывала на такое количество гостей8. XVIIplan on doing smth. I am planning on spending the coming holidays here я намерен провести предстоящий отпуск здесь9. XXI1plan smth. for smb., smth. I have been planning this visit for months я месяцами планировал эту поездку /думал об этой поездке/; they are planning this campaign for autumn они запланировали эту кампанию на осень -
9 plan
A n1 (scheme, course of action) plan m ; to draw up a six-point plan dresser un plan en six points ; a plan of action/of campaign un plan d'action/de campagne ; the plan is to leave very early nous avons prévu de partir très tôt ; the best plan would be to stay here le mieux serait de rester ici ; everything went according to plan tout s'est passé comme prévu ; to revert to plan B fig se rabattre sur le plan de repli ;4 ( rough outline) (of essay, book) plan m ; make a plan before you start to write fais un plan avant de commencer à écrire ;5 ( map) plan m.1 ( arrangements) (known, fixed) projet m ; (vague, not fixed) projets mpl ; the plans for the school trip le projet de voyage scolaire ; what are your plans for the future? quels sont vos projets d'avenir? ; to make plans faire des projets ; to make plans for sth ( organize arrangements) organiser qch ; ( envisage) projeter qch ; to make plans to do projeter de faire ; to have plans for sth/sb avoir des projets pour qch/qn ; I have no particular plans ( for tonight) je n'ai rien de prévu ; ( for the future) je n'ai pas de projets bien déterminés ; what are your holiday plans? quels sont vos projets pour les vacances? ; but Paul had other plans mais Paul avait prévu autre chose ;2 Archit, Constr the plans les plans mpl ; submit the plans before the end of the month soumettez les plans avant la fin du mois.1 (prepare, organize) planifier [future, traffic system, economy, production] ; organiser, préparer [timetable, meeting, operation, expedition] ; préparer [retirement] ; organiser [day] ; faire un plan de [career] ; to plan it so that one can do s'organiser pour pouvoir faire ; he planned it so he could leave early il s'est organisé pour pouvoir partir tôt ;2 (intend, propose) projeter [visit, trip] ; prévoir [new development, factory] ; to plan to do projeter de faire, se proposer de faire ;3 ( premeditate) préméditer [crime] ;5 ( give structure to) construire [essay, book] ; ( make notes for) faire le plan de [essay, book] ;6 ( decide on size of) to plan a family planifier les naissances.D vi ( p prés etc - nn-) prévoir ; to plan for prévoir [changes, increase] ; to plan on doing/on sth ( expect) s'attendre à faire/à qch ; ( intend) compter faire/sur qch ; I'm not planning on losing the election je ne m'attends pas à perdre les élections ; why don't you ever plan? pourquoi ne t'organises-tu pas à l'avance? ; the present situation makes it impossible to plan vu la situation actuelle, on ne peut pas faire de projets à l'avance.■ plan ahead ( vaguely) faire des projets ; it is impossible to plan ahead il est impossible de faire des projets ; (look, think ahead) prévoir ; in business, you have to plan ahead en affaires, il faut savoir prévoir.■ plan out:▶ plan out [sth] définir, arrêter [strategy, policy] ; planifier [expenditure, traffic system] ; arrêter [itinerary]. -
10 forward
1) ( towards front) nach vorn[e];the traffic moved \forward slowly der Verkehr bewegte sich langsam vorwärts;there was a general movement \forward es gab eine allgemeine Vorwärtsbewegung;to lean \forward sich akk vorlehnen;a leap/step \forward ein Sprung/Schritt nach vorn[e];to be [no] further \forward [nicht] weiter sein3) ( close to front) vorn[e];all the main cargo holds are \forward of the bridge alle Hauptfrachträume liegen vor der Brücke4) ( earlier in time)we brought the starting time \forward an hour wir verlegten die Startzeit eine Stunde vor;to put the clock/one's watch \forward die Uhr/seine Armbanduhr vorstellen\forward movement Vorwärtsbewegung f;2) ( near front) vordere(r, s)\forward look Vorschau f;\forward planning Vorausplanung f5) ( for future delivery) Termin-;\forward buying Terminkauf m;\forward step Schritt m nach vorncentre \forward Mittelstürmer(in) m(f) vt1) ( pass on)to \forward sth [to sb] etw [an jdn] weiterleiten;“please \forward” „bitte nachsenden“to \forward sth etw vorantreiben;to \forward sb's interests jds Interessen vertreten -
11 modular data center
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.
Тематики
Синонимы
EN
Англо-русский словарь нормативно-технической терминологии > modular data center
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12 forward
1.['fɔːwəd]adverb1) (in direction faced) vorwärts2) (towards end of room etc. faced) nach vorn; vor[laufen, -rücken, -schieben]3) (closer) heranhe came forward to greet me — er kam auf mich zu, um mich zu begrüßen
4) (ahead, in advance) voraus[schicken, -gehen]5) (into future) voraus[schauen, -denken]6)2. adjectivecome forward — (present oneself) [Zeuge, Helfer:] sich melden
1) (directed ahead) vorwärts gerichtet; nach vorn nachgestellt2) (at or to the front) Vorder-; vorder...3) (advanced) frühreif [Kind, Pflanze, Getreide]; fortschrittlich [Vorstellung, Ansicht, Maßnahme]4) (bold) dreist5) (Commerc.) Termin[geschäft, -verkauf]; Zukunfts[planung]3. noun 4. transitive verb1) (send on) nachschicken [Brief, Paket, Post] (to an + Akk.); (dispatch) abschicken [Waren] (to an + Akk.)‘please forward’ — "bitte nachsenden"
forwarding address — Nachsendeanschrift, die
2) (pass on) weiterreichen, weiterleiten [Vorschlag, Plan] (to an + Akk.)3) (Computing) weiterleiten4) (promote) voranbringen [Karriere, Vorbereitung]* * *['fo:wəd] 1. adjective1) (moving on; advancing: a forward movement.) vorwärts gerichtet2) (at or near the front: The forward part of a ship is called the `bows'.) vorder2. adverb1) ((also forwards) moving towards the front: A pendulum swings backward(s) and forward(s).) vorwärts2) (to a later time: from this time forward.) weiter3. noun 4. verb(to send (letters etc) on to another address: I have asked the post office to forward my mail.) nachsenden- academic.ru/9036/bring_forward">bring forward* * *for·ward[ˈfɔ:wəd, AM ˈfɔ:rwɚd]I. adv1. (towards front) nach vorn[e]the traffic moved \forward slowly der Verkehr bewegte sich langsam vorwärtsthere was a general movement \forward es gab eine allgemeine Vorwärtsbewegungto lean \forward sich akk vorlehnena leap/step \forward ein Sprung/Schritt nach vorn[e]to be [no] further \forward [nicht] weiter sein3. (close to front) vorn[e]all the main cargo holds are \forward of the bridge alle Hauptfrachträume liegen vor der Brücke4. (earlier in time)we brought the starting time \forward an hour wir verlegten die Startzeit eine Stunde vorto put the clock/one's watch \forward die Uhr/seine Armbanduhr vorstellenfrom that day/time \forward von jenem Tag/jener Zeit anII. adj\forward movement Vorwärtsbewegung f2. (near front) vordere(r, s)\forward look Vorschau f\forward planning Vorausplanung f5. (for future delivery) Termin-\forward buying Terminkauf m\forward step Schritt m nach vorncentre \forward Mittelstürmer(in) m(f)IV. vt1. (pass on)▪ to \forward sth [to sb] etw [an jdn] weiterleiten“please \forward” „bitte nachsenden“▪ to \forward sth etw vorantreibento \forward sb's interests jds Interessen vertreten* * *['fɔːwəd]1. adv1) ( = onward[s], ahead) vorwärts; (= to the front, to particular point, out of line) nach vornhe drove backward(s) and forward(s) between the station and the house — er fuhr zwischen Haus und Bahnhof hin und her
2)if we think forward to the next stage — wenn wir an die vor uns liegende nächste Stufe denken3)(= into prominence)
to come forward — sich meldento bring forward new evidence — neue Beweise pl vorlegen
2. adj1) (in place) vordere(r, s); (in direction) Vorwärts-2) (in time) planning Voraus-; (COMM) buying, price Termin-; (= well-advanced) season (weit) fortgeschritten; plants früh pred; children frühreifI'd like to be further forward with my work — ich wollte, ich wäre mit meiner Arbeit schon weiter
good forward thinking, Jones — gute Voraussicht, Jones
3) (= presumptuous, pert) dreist3. n (SPORT)Stürmer(in) m(f)4. vtwe'll forward your suggestions to the committee — wir werden Ihre Vorschläge an den Ausschuss weiterleiten
* * *forward [ˈfɔː(r)wə(r)d]A adv vor…, nach vorn, vorwärts, voran…, voraus…:from this day forward von heute an;freight forward WIRTSCH Fracht gegen Nachnahme;buy forward WIRTSCH auf Termin kaufen;go forward fig Fortschritte machen;help forward weiterhelfen (dat);B adj (adv forwardly)1. vorwärts oder nach vorn gerichtet, Vorwärts…:forward planning Voraus-, Zukunftsplanung f;2. vorder(er, e, es)3. a) BOT frühreif (auch fig Kind)b) zeitig (Jahreszeit etc)4. ZOOLa) hochträchtigb) gut entwickelt5. fig fortschrittlich7. fig vorlaut, dreist8. fig vorschnell, -eiligforward exchange Termindevisen pl;forward exchange market Devisenterminmarkt m;forward operation Termingeschäft n;C s SPORT Stürmer(in):forward line Stürmer-, Sturmreihe fD v/t1. beschleunigen2. fördern, begünstigen3. a) (ver)senden, schickenb) befördern4. einen Brief etc nachsendenE v/i “please forward” „bitte nachsenden“* * *1.['fɔːwəd]adverb1) (in direction faced) vorwärts2) (towards end of room etc. faced) nach vorn; vor[laufen, -rücken, -schieben]3) (closer) heranhe came forward to greet me — er kam auf mich zu, um mich zu begrüßen
4) (ahead, in advance) voraus[schicken, -gehen]5) (into future) voraus[schauen, -denken]6)2. adjectivecome forward — (present oneself) [Zeuge, Helfer:] sich melden
1) (directed ahead) vorwärts gerichtet; nach vorn nachgestellt2) (at or to the front) Vorder-; vorder...3) (advanced) frühreif [Kind, Pflanze, Getreide]; fortschrittlich [Vorstellung, Ansicht, Maßnahme]4) (bold) dreist5) (Commerc.) Termin[geschäft, -verkauf]; Zukunfts[planung]3. noun 4. transitive verb1) (send on) nachschicken [Brief, Paket, Post] (to an + Akk.); (dispatch) abschicken [Waren] (to an + Akk.)‘please forward’ — "bitte nachsenden"
forwarding address — Nachsendeanschrift, die
2) (pass on) weiterreichen, weiterleiten [Vorschlag, Plan] (to an + Akk.)3) (Computing) weiterleiten4) (promote) voranbringen [Karriere, Vorbereitung]* * *(football) n.Vorwärts- präfix.dreist adj.fortschrittlich adj.nach vorn adj.vorlaut adj.vorwärts adj. v.befördern v.begünstigen v.fördern v.nachsenden v.schicken v.senden v.(§ p.,pp.: sandte (sendete), gesandt (gesendet))versenden v.weiterleiten (Brief) v. -
13 long
long [lɒŋ]━━━━━━━━━━━━━━━━━1. adjective2. adverb4. noun5. compounds━━━━━━━━━━━━━━━━━1. adjective• how long is the swimming pool? quelle est la longueur de la piscine ?• long time no see! (inf!) ça fait une paye ! (inf)• that was a long, long time ago il y a bien longtemps de cela• it'll be a long time before I do that again! je ne recommencerai pas de si tôt !• have you been studying English for a long time? il y a longtemps que vous étudiez l'anglais ?• it took a long time for the truth to be accepted les gens ont mis très longtemps à accepter la vérité2. adverba. ( = a long time) longtemps• it didn't take him long to realize that... il n'a pas mis longtemps à se rendre compte que...• are you going away for long? vous partez pour longtemps ?• will you be long? tu en as pour longtemps ?• have you been here/been waiting long? vous êtes ici/vous attendez depuis longtemps ?• long live the King! vive le roi !• so long! (inf) à bientôt !b. ( = through) all night long toute la nuit► how long? (in time)how long will you be? (doing job) ça va te demander combien de temps ?• how long did they stay? combien de temps sont-ils restés ?• how long is it since you saw him? cela fait combien de temps que tu ne l'as pas vu ?• how long are the holidays? les vacances durent combien de temps ?━━━━━━━━━━━━━━━━━► In the following depuis + present/imperfect translates English perfect/pluperfect continuous.━━━━━━━━━━━━━━━━━• how long have you been learning Greek? depuis combien de temps apprenez-vous le grec ?• how long had you been waiting? depuis combien de temps attendiez-vous ?• how long ago was it? il y a combien de temps de ça ?• he thought of friends long since dead il a pensé à des amis morts depuis longtemps► any/no/a little longer• you can borrow it as long as John doesn't mind vous pouvez l'emprunter à condition que John n'y voie pas d'inconvénient4. noun• the long and the short of it is that... le fin mot de l'histoire, c'est que...5. compounds• long-distance lorry driver (British) routier m adverb• to call sb long-distance appeler qn à longue distance ► long-drawn-out adjective interminable• to be longer-lasting durer plus longtemps ► long-legged adjective [person] aux jambes longues ; [animal] à longues pattes• long-range weather forecast prévisions fpl météorologiques à long terme ► long-running adjective [play] à l'affiche depuis longtemps ; [dispute] vieux ; [TV programme] diffusé depuis longtemps• long-running series (TV) série-fleuve f ► long-sighted adjective (British) hypermétrope ; (in old age) presbyte ; (figurative) [person] qui voit loin ; [decision] pris avec prévoyance ; [attitude] prévoyant* * *[lɒŋ], US [lɔːŋ] 1.1) (lengthy, protracted) [process, wait, journey, vowel] long/longue; [delay] important; [bath, sigh] grand (before n)to get longer — [days] s'allonger
2) ( in expressions of time)to take a long time — [person] être lent; [task] prendre longtemps
3) ( in measuring) [dress, hair, queue] long/longue; [grass] haut; [detour] grandto get long — [grass, hair] pousser; [list, queue] s'allonger
to make something longer — allonger [sleeve]; augmenter la longueur de [shelf]
don't fall, it's a long way down — ne tombe pas, c'est haut
a long way out — ( at sea) loin au large; ( in calculations) loin du compte
to go a long way — [person] ( be successful) aller loin
2.to have a long way to go — fig [worker, planner] avoir encore beaucoup d'efforts à faire
1) ( a long time) longtempsto be long — ( doing something) en avoir pour longtemps
it won't be long before... — dans peu de temps...
it's not that long since... — il ne s'est pas passé tellement de temps depuis...
it wasn't long before... — il n'a pas fallu longtemps pour que...
just long enough to... — juste le temps de...
before long — ( in past) peu après; ( in future) dans peu de temps
5 minutes, no longer! — 5 minutes, pas plus!
2) ( for a long time) (avant pp) depuis longtemps3) ( throughout) (après n)3.as long as, so long as conjunctional phrase1) ( in time) aussi longtemps que2) ( provided that) du moment que (+ indic), pourvu que (+ subj)4.to long for something/somebody — avoir très envie de quelque chose/de voir quelqu'un
to long to do — ( be impatient) être très impatient de faire; ( desire something elusive) rêver de faire
••long time no see! — (colloq) hum ça fait une paye (colloq) qu'on ne s'est pas vus!
so long! — (colloq) salut!
to have a long memory — être rancunier/-ière
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14 Artificial Intelligence
In my opinion, none of [these programs] does even remote justice to the complexity of human mental processes. Unlike men, "artificially intelligent" programs tend to be single minded, undistractable, and unemotional. (Neisser, 1967, p. 9)Future progress in [artificial intelligence] will depend on the development of both practical and theoretical knowledge.... As regards theoretical knowledge, some have sought a unified theory of artificial intelligence. My view is that artificial intelligence is (or soon will be) an engineering discipline since its primary goal is to build things. (Nilsson, 1971, pp. vii-viii)Most workers in AI [artificial intelligence] research and in related fields confess to a pronounced feeling of disappointment in what has been achieved in the last 25 years. Workers entered the field around 1950, and even around 1960, with high hopes that are very far from being realized in 1972. In no part of the field have the discoveries made so far produced the major impact that was then promised.... In the meantime, claims and predictions regarding the potential results of AI research had been publicized which went even farther than the expectations of the majority of workers in the field, whose embarrassments have been added to by the lamentable failure of such inflated predictions....When able and respected scientists write in letters to the present author that AI, the major goal of computing science, represents "another step in the general process of evolution"; that possibilities in the 1980s include an all-purpose intelligence on a human-scale knowledge base; that awe-inspiring possibilities suggest themselves based on machine intelligence exceeding human intelligence by the year 2000 [one has the right to be skeptical]. (Lighthill, 1972, p. 17)4) Just as Astronomy Succeeded Astrology, the Discovery of Intellectual Processes in Machines Should Lead to a Science, EventuallyJust as astronomy succeeded astrology, following Kepler's discovery of planetary regularities, the discoveries of these many principles in empirical explorations on intellectual processes in machines should lead to a science, eventually. (Minsky & Papert, 1973, p. 11)5) Problems in Machine Intelligence Arise Because Things Obvious to Any Person Are Not Represented in the ProgramMany problems arise in experiments on machine intelligence because things obvious to any person are not represented in any program. One can pull with a string, but one cannot push with one.... Simple facts like these caused serious problems when Charniak attempted to extend Bobrow's "Student" program to more realistic applications, and they have not been faced up to until now. (Minsky & Papert, 1973, p. 77)What do we mean by [a symbolic] "description"? We do not mean to suggest that our descriptions must be made of strings of ordinary language words (although they might be). The simplest kind of description is a structure in which some features of a situation are represented by single ("primitive") symbols, and relations between those features are represented by other symbols-or by other features of the way the description is put together. (Minsky & Papert, 1973, p. 11)[AI is] the use of computer programs and programming techniques to cast light on the principles of intelligence in general and human thought in particular. (Boden, 1977, p. 5)The word you look for and hardly ever see in the early AI literature is the word knowledge. They didn't believe you have to know anything, you could always rework it all.... In fact 1967 is the turning point in my mind when there was enough feeling that the old ideas of general principles had to go.... I came up with an argument for what I called the primacy of expertise, and at the time I called the other guys the generalists. (Moses, quoted in McCorduck, 1979, pp. 228-229)9) Artificial Intelligence Is Psychology in a Particularly Pure and Abstract FormThe basic idea of cognitive science is that intelligent beings are semantic engines-in other words, automatic formal systems with interpretations under which they consistently make sense. We can now see why this includes psychology and artificial intelligence on a more or less equal footing: people and intelligent computers (if and when there are any) turn out to be merely different manifestations of the same underlying phenomenon. Moreover, with universal hardware, any semantic engine can in principle be formally imitated by a computer if only the right program can be found. And that will guarantee semantic imitation as well, since (given the appropriate formal behavior) the semantics is "taking care of itself" anyway. Thus we also see why, from this perspective, artificial intelligence can be regarded as psychology in a particularly pure and abstract form. The same fundamental structures are under investigation, but in AI, all the relevant parameters are under direct experimental control (in the programming), without any messy physiology or ethics to get in the way. (Haugeland, 1981b, p. 31)There are many different kinds of reasoning one might imagine:Formal reasoning involves the syntactic manipulation of data structures to deduce new ones following prespecified rules of inference. Mathematical logic is the archetypical formal representation. Procedural reasoning uses simulation to answer questions and solve problems. When we use a program to answer What is the sum of 3 and 4? it uses, or "runs," a procedural model of arithmetic. Reasoning by analogy seems to be a very natural mode of thought for humans but, so far, difficult to accomplish in AI programs. The idea is that when you ask the question Can robins fly? the system might reason that "robins are like sparrows, and I know that sparrows can fly, so robins probably can fly."Generalization and abstraction are also natural reasoning process for humans that are difficult to pin down well enough to implement in a program. If one knows that Robins have wings, that Sparrows have wings, and that Blue jays have wings, eventually one will believe that All birds have wings. This capability may be at the core of most human learning, but it has not yet become a useful technique in AI.... Meta- level reasoning is demonstrated by the way one answers the question What is Paul Newman's telephone number? You might reason that "if I knew Paul Newman's number, I would know that I knew it, because it is a notable fact." This involves using "knowledge about what you know," in particular, about the extent of your knowledge and about the importance of certain facts. Recent research in psychology and AI indicates that meta-level reasoning may play a central role in human cognitive processing. (Barr & Feigenbaum, 1981, pp. 146-147)Suffice it to say that programs already exist that can do things-or, at the very least, appear to be beginning to do things-which ill-informed critics have asserted a priori to be impossible. Examples include: perceiving in a holistic as opposed to an atomistic way; using language creatively; translating sensibly from one language to another by way of a language-neutral semantic representation; planning acts in a broad and sketchy fashion, the details being decided only in execution; distinguishing between different species of emotional reaction according to the psychological context of the subject. (Boden, 1981, p. 33)Can the synthesis of Man and Machine ever be stable, or will the purely organic component become such a hindrance that it has to be discarded? If this eventually happens-and I have... good reasons for thinking that it must-we have nothing to regret and certainly nothing to fear. (Clarke, 1984, p. 243)The thesis of GOFAI... is not that the processes underlying intelligence can be described symbolically... but that they are symbolic. (Haugeland, 1985, p. 113)14) Artificial Intelligence Provides a Useful Approach to Psychological and Psychiatric Theory FormationIt is all very well formulating psychological and psychiatric theories verbally but, when using natural language (even technical jargon), it is difficult to recognise when a theory is complete; oversights are all too easily made, gaps too readily left. This is a point which is generally recognised to be true and it is for precisely this reason that the behavioural sciences attempt to follow the natural sciences in using "classical" mathematics as a more rigorous descriptive language. However, it is an unfortunate fact that, with a few notable exceptions, there has been a marked lack of success in this application. It is my belief that a different approach-a different mathematics-is needed, and that AI provides just this approach. (Hand, quoted in Hand, 1985, pp. 6-7)We might distinguish among four kinds of AI.Research of this kind involves building and programming computers to perform tasks which, to paraphrase Marvin Minsky, would require intelligence if they were done by us. Researchers in nonpsychological AI make no claims whatsoever about the psychological realism of their programs or the devices they build, that is, about whether or not computers perform tasks as humans do.Research here is guided by the view that the computer is a useful tool in the study of mind. In particular, we can write computer programs or build devices that simulate alleged psychological processes in humans and then test our predictions about how the alleged processes work. We can weave these programs and devices together with other programs and devices that simulate different alleged mental processes and thereby test the degree to which the AI system as a whole simulates human mentality. According to weak psychological AI, working with computer models is a way of refining and testing hypotheses about processes that are allegedly realized in human minds.... According to this view, our minds are computers and therefore can be duplicated by other computers. Sherry Turkle writes that the "real ambition is of mythic proportions, making a general purpose intelligence, a mind." (Turkle, 1984, p. 240) The authors of a major text announce that "the ultimate goal of AI research is to build a person or, more humbly, an animal." (Charniak & McDermott, 1985, p. 7)Research in this field, like strong psychological AI, takes seriously the functionalist view that mentality can be realized in many different types of physical devices. Suprapsychological AI, however, accuses strong psychological AI of being chauvinisticof being only interested in human intelligence! Suprapsychological AI claims to be interested in all the conceivable ways intelligence can be realized. (Flanagan, 1991, pp. 241-242)16) Determination of Relevance of Rules in Particular ContextsEven if the [rules] were stored in a context-free form the computer still couldn't use them. To do that the computer requires rules enabling it to draw on just those [ rules] which are relevant in each particular context. Determination of relevance will have to be based on further facts and rules, but the question will again arise as to which facts and rules are relevant for making each particular determination. One could always invoke further facts and rules to answer this question, but of course these must be only the relevant ones. And so it goes. It seems that AI workers will never be able to get started here unless they can settle the problem of relevance beforehand by cataloguing types of context and listing just those facts which are relevant in each. (Dreyfus & Dreyfus, 1986, p. 80)Perhaps the single most important idea to artificial intelligence is that there is no fundamental difference between form and content, that meaning can be captured in a set of symbols such as a semantic net. (G. Johnson, 1986, p. 250)Artificial intelligence is based on the assumption that the mind can be described as some kind of formal system manipulating symbols that stand for things in the world. Thus it doesn't matter what the brain is made of, or what it uses for tokens in the great game of thinking. Using an equivalent set of tokens and rules, we can do thinking with a digital computer, just as we can play chess using cups, salt and pepper shakers, knives, forks, and spoons. Using the right software, one system (the mind) can be mapped into the other (the computer). (G. Johnson, 1986, p. 250)19) A Statement of the Primary and Secondary Purposes of Artificial IntelligenceThe primary goal of Artificial Intelligence is to make machines smarter.The secondary goals of Artificial Intelligence are to understand what intelligence is (the Nobel laureate purpose) and to make machines more useful (the entrepreneurial purpose). (Winston, 1987, p. 1)The theoretical ideas of older branches of engineering are captured in the language of mathematics. We contend that mathematical logic provides the basis for theory in AI. Although many computer scientists already count logic as fundamental to computer science in general, we put forward an even stronger form of the logic-is-important argument....AI deals mainly with the problem of representing and using declarative (as opposed to procedural) knowledge. Declarative knowledge is the kind that is expressed as sentences, and AI needs a language in which to state these sentences. Because the languages in which this knowledge usually is originally captured (natural languages such as English) are not suitable for computer representations, some other language with the appropriate properties must be used. It turns out, we think, that the appropriate properties include at least those that have been uppermost in the minds of logicians in their development of logical languages such as the predicate calculus. Thus, we think that any language for expressing knowledge in AI systems must be at least as expressive as the first-order predicate calculus. (Genesereth & Nilsson, 1987, p. viii)21) Perceptual Structures Can Be Represented as Lists of Elementary PropositionsIn artificial intelligence studies, perceptual structures are represented as assemblages of description lists, the elementary components of which are propositions asserting that certain relations hold among elements. (Chase & Simon, 1988, p. 490)Artificial intelligence (AI) is sometimes defined as the study of how to build and/or program computers to enable them to do the sorts of things that minds can do. Some of these things are commonly regarded as requiring intelligence: offering a medical diagnosis and/or prescription, giving legal or scientific advice, proving theorems in logic or mathematics. Others are not, because they can be done by all normal adults irrespective of educational background (and sometimes by non-human animals too), and typically involve no conscious control: seeing things in sunlight and shadows, finding a path through cluttered terrain, fitting pegs into holes, speaking one's own native tongue, and using one's common sense. Because it covers AI research dealing with both these classes of mental capacity, this definition is preferable to one describing AI as making computers do "things that would require intelligence if done by people." However, it presupposes that computers could do what minds can do, that they might really diagnose, advise, infer, and understand. One could avoid this problematic assumption (and also side-step questions about whether computers do things in the same way as we do) by defining AI instead as "the development of computers whose observable performance has features which in humans we would attribute to mental processes." This bland characterization would be acceptable to some AI workers, especially amongst those focusing on the production of technological tools for commercial purposes. But many others would favour a more controversial definition, seeing AI as the science of intelligence in general-or, more accurately, as the intellectual core of cognitive science. As such, its goal is to provide a systematic theory that can explain (and perhaps enable us to replicate) both the general categories of intentionality and the diverse psychological capacities grounded in them. (Boden, 1990b, pp. 1-2)Because the ability to store data somewhat corresponds to what we call memory in human beings, and because the ability to follow logical procedures somewhat corresponds to what we call reasoning in human beings, many members of the cult have concluded that what computers do somewhat corresponds to what we call thinking. It is no great difficulty to persuade the general public of that conclusion since computers process data very fast in small spaces well below the level of visibility; they do not look like other machines when they are at work. They seem to be running along as smoothly and silently as the brain does when it remembers and reasons and thinks. On the other hand, those who design and build computers know exactly how the machines are working down in the hidden depths of their semiconductors. Computers can be taken apart, scrutinized, and put back together. Their activities can be tracked, analyzed, measured, and thus clearly understood-which is far from possible with the brain. This gives rise to the tempting assumption on the part of the builders and designers that computers can tell us something about brains, indeed, that the computer can serve as a model of the mind, which then comes to be seen as some manner of information processing machine, and possibly not as good at the job as the machine. (Roszak, 1994, pp. xiv-xv)The inner workings of the human mind are far more intricate than the most complicated systems of modern technology. Researchers in the field of artificial intelligence have been attempting to develop programs that will enable computers to display intelligent behavior. Although this field has been an active one for more than thirty-five years and has had many notable successes, AI researchers still do not know how to create a program that matches human intelligence. No existing program can recall facts, solve problems, reason, learn, and process language with human facility. This lack of success has occurred not because computers are inferior to human brains but rather because we do not yet know in sufficient detail how intelligence is organized in the brain. (Anderson, 1995, p. 2)Historical dictionary of quotations in cognitive science > Artificial Intelligence
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15 change management
Gen Mgtthe coordination of a structured period of transition from situation A to situation B in order to achieve lasting change within an organization. Change management can be of varying scope, from continuous improvement, which involves small ongoing changes to existing processes, to radical and substantial change involving organizational strategy. Change management can be reactive or proactive. It can be instigated in reaction to something in an organization’s external environment, for example, in the realms of economics, politics, legislation, or competition, or in reaction to something within the processes, structures, people, and events of the organization’s internal environment. It may also be instigated as a proactive measure, for example, in anticipation of unfavorable economic conditions in the future. Change management usually follows five steps: recognition of a trigger indicating that change is needed; clarification of the end point, or “where we want to be”; planning how to achieve the change; accomplishment of the transition; and maintenance to ensure the change is lasting. Effective change management involves alterations on a personal level, for example, a shift in attitudes or work routines, and thus personnel management skills such as motivation are vital to successful change. Other important influences on the success of change management include leadership style, communication, and a unified positive attitude to the change among the workforce. Business process reengineering is one type of change management, involving the redesign of processes within an organization to raise performance. Change agents are those people within an organization who are leaders and champions of the change process. With the accelerating pace of change in the business environment in the 1990s and 2000s, change has become accepted as a fact of business life and is the subject of books on management. -
16 forward
ˈfɔ:wəd
1. прил.
1) а) передний;
мор. находящийся в передней части корабля б) передовой, прогрессивный;
идущий впереди других, лидирующий в) направленный вперед, по ходу движения
2) а) готовый, желающий (оказать какую-л. услугу и т. п.) Syn: ready, prompt, eager б) всюду сующийся;
нахальный, наглый, развязный Syn: bold
2), presumptuous, pert, bold, immodest
3) а) заблаговременный, экон. форвардный( о закупках, контрактах) "Forward delivery" means that the goods will be delivered at a future date. ≈ Форвардная поставка означает, что товар будет поставлен к некоторой будущей дате. forward estimate б) прям. перен. ранний, скороспелый, преждевременный Syn: precocious
2. нареч.
1) а) с этого момента, отныне, впредь (обычно в выражениях типа from this day forward) - look forward Syn: henceforth, from now on б) коммерч. в будущем, потом;
форвардно, вперед( о поставке, платеже) Maize still dear, but cheaper forward. ≈ Кукуруза все еще дорога, но в будущем подешевеет. to date forward
2) вперед, от себя, дальше;
мор. на носу корабля The river is rushing forward. ≈ Река бежит вперед. Syn: onward
3) спереди, на виду, так, что нечто оказывается на обозрении Who are you, my good friend, who put yourself so forward? ≈ Кто ты, друг мой, что все время норовишь показаться? A young man who stands very forward in parliament. ≈ Очень заметный в парламенте молодой человек. - bring forward ∙ backward(s) and forward(s) ≈ взад и вперед to look forward to smth. ≈ предвкушать что-л.
3. сущ.;
спорт спорт нападающий, форвард ( в футболе, а также других играх)
4. гл.
1) а) прям. перен. ускорять, подталкивать вперед, помогать, способствовать To protect its rights and to forward its interests. ≈ Чтобы защитить свои права и удовлетворить свои интересы. Syn: hasten, quicken, advance, assist, promote б) с.-х. ускорять каким-л. методом рост растений
2) отправлять, пересылать, комп. сл. форвардить (о почте, в частности, электронной) ;
посылать, препровождать, переадресовывать( какое-л. лицо, просьбу, петицию и т.д.) (from;
to) Please forward any letters to me while I'm on holiday. ≈ Пожалуйста, пересылайте мне всю мою почту, пока я в отпуске. Syn: send
3) полигр. пересылать сшитую книгу в обложечную мастерскую, наклеив предварительно бумажную обложку
5. межд. вперед! Ibrahim had but to cry "Forward", and Constantinople was his. ≈ Ибрагиму оставалось только крикнуть "Вперед!" и Константинополь падет к его ногам. (спортивное) нападающий (игрок) ;
форвард - centre * центральный нападающий, центрфорвард передний, передовой - * echelon( военное) первый /головной/ эшелон передовой, прогрессивный - * magazine прогрессивный /передовой/ журнал - * movement прогрессивное движение рассчитанный на будущее - * planning перспективное планирование лучший, выдающийся - * pupil лучший ученик ранний - * spring ранняя весна - * for the season не по сезону ранний - to be * with one's work досрочно выполнить работу слишком рано развившийся - * child не по годам развитой ребенок радикальный, действенный, решительный готовый, стремящийся( что-л. сделать) - to be * to assist быть готовым помочь навязчивый;
развязный, нахальный - * minx нахальная девчонка( коммерческое) заблаговременный;
срочный, на определенный срок;
будущий вперед, дальше - *! вперед! - to go * продолжать - to send * посылать вперед - to put * продвигать, выдвигать впредь, далее;
вперед - from this time * с этого времени( впредь) > * and backward взад и вперед > to look * to smth. предвкушать что-л. > to put /to set/ oneself * важничать;
быть о себе слишком высокого мнения > carriage * (коммерческое) за перевозку не уплачено;
стоимость перевозки подлежит уплате получателем помогать, способствовать;
ускорять - to * a plan продвигать проект - to * the growth of a plant ускорять рост растения продвигать по службе и т. п. - to * smb. in rank повышать кого-л. в ранге /в чине/ продвигать вперед (ленту, фотопленку в аппарате и т. п.) посылать, отправлять - to * goods отправлять товары по месту назначения пересылать;
препровождать - to * letters to a new address пересылать письма по новому адресу (полиграфия) обрабатывать книжный блок backward(s) and ~(s) взад и вперед, to look forward (to smth.) предвкушать (что-л.) balance brought ~ сальдо к переносу на следующую страницу balance brought ~ сальдо с переноса с предыдущей страницы balance carried ~ сальдо к переносу на следующую страницу balance carried ~ сальдо с переноса с предыдущей страницы brought ~ (B/F) перенесенный на следующий год brought ~ (B/F) перенесенный на следующую страницу brought ~ to next year's account перенесенный на счет следующего года buy ~ бирж. покупать на срок carriage ~ за перевозку не уплачено carriage ~ стоимость перевозки подлежит уплате получателем carried ~ (C/F) бухг. к переносу carried ~ (C/F) бухг. перенесенный на будущий период carried ~ (C/F) бухг. перенесенный на другой счет carried ~ (C/F) бухг. перенесенный на другую страницу carried ~ (C/F) бухг. перенесено carry a balance ~ бухг. делать перенос сальдо на другой счет carry ~ to new account бухг. переносить на новый счет carry ~ to next year's account бухг. переносить на счет следующего года ~ спорт. нападающий (в футболе) ;
centre forward центр нападения date ~ назначать ранний срок exchange dealers' ~ positions позиции биржевых дилеров по форвардным сделкам forward будущий ~ int вперед! ~ вперед, впредь;
from this time forward с этого времени;
to look forward смотреть в будущее ~ вперед;
дальше ~ всюду сующийся;
развязный;
нахальный ~ выдающийся ~ готовый (помочь и т. п.) ~ заблаговременный (о закупках, контрактах) ;
forward estimate предварительная смета или оценка ~ заблаговременный ~ идущий впереди других;
работающий или успевающий лучше других ~ лучший ~ спорт. нападающий (в футболе) ;
centre forward центр нападения ~ отправлять, пересылать;
посылать, препровождать ~ отправлять ~ передний ~ передний ~ передовой, прогрессивный ~ передовой ~ пересылать ~ помогать ~ посылать ~ препровождать ~ ранний;
скороспелый;
преждевременный;
необычно ранний ~ способствовать ~ срочный ~ ускорять;
помогать, способствовать;
to forward a scheme продвигать проект ~ ускорять ~ форвардный ~ экспедировать ~ ускорять;
помогать, способствовать;
to forward a scheme продвигать проект ~ заблаговременный (о закупках, контрактах) ;
forward estimate предварительная смета или оценка freight ~ отправление грузов freight ~ фрахт, уплачиваемый в порту выгрузки ~ вперед, впредь;
from this time forward с этого времени;
to look forward смотреть в будущее funds brought ~ средства, перенесенные на другую страницу funds brought ~ средства, перенесенные на другой счет ~ вперед, впредь;
from this time forward с этого времени;
to look forward смотреть в будущее backward(s) and ~(s) взад и вперед, to look forward (to smth.) предвкушать (что-л.) look ~ to предвкушать loss brought ~ убытки, перенесенные на следующую страницу loss brought ~ убытки, перенесенные на последующий период pointing ~ указывающий вперед profit brought ~ прибыль, перенесенная на следующий период put ~ выдвигать put ~ заходить в порт put ~ назначать на должность put ~ предъявлять put: ~ forward выдвигать, предлагать ~ forward передвигать вперед (о стрелках часов) ~ forward продвигать (кого-л.), содействовать( кому-л.) sell ~ продавать на срок sell ~ продавать с будущей поставкой -
17 take stock
1) учет инвентаризировать, делать переучет; оцениватьThe first step in planning your financial future is to take stock of what your expenses are currently. — Первым шагом в планировании вашего финансового будущего должна стать оценка ваших текущих расходов.
Now it is time to take stock of your inventories. — Пора инвентаризовать ваши запасы.
Syn:2) общ. (критически) оценивать, подводить итогиFor investors, this is a good time to take stock of where we are and where we want to be, and plan how best to get there. — Сейчас подходящее время для инвесторов, чтобы оценить, где мы сейчас находимся, и где мы хотим оказаться, и спланировать наилучший путь, чтобы достичь желаемого.
* * */vi/ покупать акции -
18 innovation
инновации
1. Процесс создания и освоения новых технологий и продуктов, приводящий к повышению эффективности производства. 2. Новая техника, технологии, являющиеся результатом научно-технического прогресса. Инновации, в современных условиях, достигаются преимущественно путем инвестиций в нематериальные активы (НИОКР, информационные технологии, переподготовку кадров, привлечение покупателей) Инновации в самом общем смысле, прежде всего, делятся на два класса: инновации процесса и инновации продукта, хотя они тесно связаны между собой; возможно как изготовление нового продукта старыми методами, так и изготовление старого продукта новыми методами – и наоборот. Не следует смешивать понятия инноваций и изобретений. Второе – более узко, относится к технике и технологии. Однако порою простая реорганизация производства ( а это организационная инновация) может принести не меньший экономический эффект, чем изобретение, техническое усовершенствование. Инновации – основа и движущая сила научно-технического прогресса во всех его видах: трудосберегающего, капиталосберегающего, нейтрального. Основоположник теории инноваций австрийский экономист Й.Шумпетер утверждал, что двигателем экономического развития выступает предприимчивость, выражающаяся в постоянном поиске новых комбинаций факторов производства, дающих предпринимателю возможность получать прибыль, большую по сравнению со средней. Все инновации связаны с большой долей риска. Но известно и другое: отказ от инноваций является еще более рисковым делом, поскольку ведет к замедлению научно-технического прогресса и экономического роста в целом.См. Диффузия инноваций.
[ http://slovar-lopatnikov.ru/]Тематики
EN
инновация
1. Вложение средств в экономику, обеспечивающее смену поколений техники и технологии.
2. Новая техника, технология, являющиеся результатом достижений научно-технического прогресса. Развитие изобретательства, появление пионерских и крупных изобретений является существенным фактором инновации.
[ http://www.lexikon.ru/dict/buh/index.html]
инновация
1.- См статью Иннновации, 2. — результат вложения средств (инвестиций) в разработку новой техники и технологии, во внедрение новых форм бизнеса, современных методов работы на рынке, новых товаров и услуг, финансовых инструментов.
[ http://slovar-lopatnikov.ru/]Параллельные тексты EN-RU из ABB Review. Перевод компании Интент
Partners in technologyNew challenges to a history of cooperation with customersПартнеры по технологииНовые уроки сотрудничества с заказчикамиABB’s predecessor companies, ASEA and BBC, were founded almost 120 years ago in a time when electromagnetism and Maxwell’s equations were considered “rocket science.” Since then several technological transitions have occurred and ABB has successfully outlived them all while many other companies vanished at some point along the way. This has been possible because of innovation and a willingness to learn from history. Understanding historical connections between products, technology and industrial economics is extremely Partners in technology New challenges to a history of cooperation with customers George A. Fodor, Sten Linder, Jan-Erik Ibstedt, Lennart Thegel, Fredrik Norlund, Håkan Wintzell, Jarl Sobel important when planning future technologies and innovations.Предшественницы АББ, компании ASEA и BBC, были основаны почти 120 лет назад, в то время, когда электромагнетизм и уравнения Максвелла считались «космическими технологиями». С тех пор прошло несколько технических революций и АББ успешно пережила их все, в то время как многие другие компании затерялись по дороге. Это стало возможным, благодаря постоянным инновациям и стремлению учиться на уроках истории. Для планирования будущих технологий и инноваций огромную роль играет понимание исторических взаимосвязей между продуктами, технологиями и экономикойThese connections rely on information channels in companies and their existence cannot be underestimated if a company is to survive. An organization can acquire more information than any one individual, and the optimal use of this information depends on the existence and types of communication channels between those working in a company and the relevant people outside it.Эти взаимосвязи опираются на существующие в компании информационные каналы и, если компания намерена выжить, их значение нельзя недооценивать. Организация может накопить значительно больше информации, чем любой отдельный человек, и оптимальное использование этой информации зависит от наличия и типов коммуникационных каналов между работниками компании и причастными людьми за ее пределами.Force Measurement, a division of ABB AB, has a long tradition of innovation. Thanks to strong ties with its customers, suppliers, research institutes and universities, Force Measurement provides state-of-the-art equipment for accurate and reliable measurement and control in a broad range of applications. At the same time, established principles such as Maxwell’s equations continue to be applied in new and surprisingly innovative ways to produce products that promote long-term growth and increased competitiveness.Группа измерения компании АББ имеет давние традиции использования инноваций. Благодаря прочным связям с заказчиками, поставщиками, исследовательскими институтами и университетами, она создает уникальное оборудование для точных и надежных измерений в самых разных областях. В то же время незыблемые принципы, подобные уравнениям Максвелла, продолжают применяться новыми и удивительно инновационными способами, позволяя создавать продукты, обеспечивающие устойчивый рост и высокую конкурентоспособность.Innovation is a key factor if companies and their customers are to survive what can only be called truly testing times. The target of innovation is to find and implement ideas that reshape industries, reinvent markets and redesign value chains, and many of these ideas come from innovative customers.Если компания и ее заказчики намерены пережить тяжелые времена, то основное внимание следует обратить на инновации. Целью инноваций является поиск и воплощение идей, позволяющих перевернуть промышленность, заново открыть рынки и перестроить стоимостные цепочки, причем многие из этих идей поступают от заказчиков.Key to successful innovation is communication or the types of information channels employed by firms [1, 2]. A global company like ABB, with offices and factories spanning 90 countries, faces many challenges in maintaining information channels. First of all, there are the internal challenges. Ideas need to be evaluated from many different perspectives to determine their overall impact on the market. Selecting the most effective ones requires expertise and teamwork from the various business, marketing and technology competence groups. Just as important are the channels of communication that exist between ABB, and its customers and suppliers.Секрет успешных инноваций кроется в типах используемых фирмой информационных каналов [1, 2]. Глобальные компании, подобные АББ, с офисами и заводами более чем в 90 странах, сталкиваются с серьезными проблемами управления информационными каналами. Во-первых, существуют внутренние проблемы. Чтобы определить ценность идеи и ее общее влияние на рынок, ее нужно подвергнуть всесторонней оценке. Выбор наиболее эффективных идей требует коллективной работы различных экономических, маркетинговых и технологических групп. Не менее важны и коммуникационные каналы между компанией АББ и ее заказчиками и поставщиками.Many of ABB’s customers come from countries that are gradually developing strong technology and scientific cultures thanks to major investments in very ambitious research programs. China and India, for example, are two such countries. In fact, the Chinese Academy of Sciences is currently conducting research projects in all state of-the-art technologies. Countries in Africa and Eastern Europe are capitalizing on their pool of young talent to create a culture of technology development. Emerging markets, while welcome, mean stiffer competition, and competition to companies like ABB encourages even greater levels of innovationМногие заказчики АББ пришли из стран, постоянно развивающих сильную технологию и научную культуру путем крупных инвестиций в грандиозные исследовательские программы. К таким странам относятся, например, Индия и Китай. На самом деле, Китайская академия наук ведет исследования по всем перспективным направлениям. Страны Африки и Восточной Европы делают ставку на молодые таланты, которым предстоит создавать культуру технологического развития. Новые рынки, хоть и привлекательны, ужесточают конкуренцию, а конкуренция с такими компаниями, как АББ способствует повышению уровня инноваций.Many customers, similar stories Backed by 120 years of technological development and experience, ABB continues to produce products and services in many automation, power generation and robotics fields, and the examples described in the following section illustrate this broad customer range.Заказчиков много, история однаОпираясь более чем на 120-летний опыт технологического развития, АББ продолжает выпускать продукты и оказывать услуги во многих отраслях, связанных с автоматизацией, генерацией энергии и робототехникой. Приведенные далее при меры иллюстрируют широкий диапазон таких заказчиков.Тематики
EN
3.1.29 инновация (innovation): Конечный результат инновационной деятельности, получивший реализацию в виде нового или усовершенствованного продукта, реализуемого на рынке, нового или усовершенствованного технологического процесса, используемого в практической деятельности.
Источник: ГОСТ Р 54147-2010: Стратегический и инновационный менеджмент. Термины и определения оригинал документа
Англо-русский словарь нормативно-технической терминологии > innovation
19 manpower forecasting
Gen Mgtthe prediction of future levels of demand for, and supply of, workers and skills at organizational, regional, or national level. A variety of techniques are used in manpower forecasting, including the statistical analysis of current trends and the use of mathematical models. At national level, these include the analysis of census statistics; at organizational level, projections of future requirements may be made from sales and production figures. Manpower forecasting forms part of the manpower planning process.См. также в других словарях:
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