What is the role GIS could play in the future pervasive semantic grid service environment?

2006 ◽  
Author(s):  
Dafei Yin ◽  
Yu Fang
2004 ◽  
Vol 12 (4) ◽  
pp. 201-211 ◽  
Author(s):  
Simon Miles ◽  
Juri Papay ◽  
Terry Payne ◽  
Michael Luck ◽  
Luc Moreau

Service discovery in large scale, open distributed systems is difficult because of the need to filter out services suitable to the task at hand from a potentially huge pool of possibilities. Semantic descriptions have been advocated as the key to expressive service discovery, but the most commonly used service descriptions and registry protocols do not support such descriptions in a general manner. In this paper, we present a protocol, its implementation and an api for registering semantic service descriptions and other task/user-specific metadata, and for discovering services according to these. Our approach is based on a mechanism for attaching structured and unstructured metadata, which we show to be applicable to multiple registry technologies. The result is an extremely flexible service registry that can be the basis of a sophisticated semantically-enhanced service discovery engine, an essential component of a Semantic Grid.


Author(s):  
Ying Hao ◽  
Saijun Zhang ◽  
Austin Conner ◽  
Na Youn Lee

The study investigated how pediatric speech-language pathologists (SLPs) applied telepractice to compensate for the loss of in-person services and the dynamics of telepractice use during the COVID-19 pandemic in a rural state. We conducted interviews with 10 SLPs and then a statewide survey in which 51 SLPs participated. The qualitative interviews revealed themes including changes in service environment due to the pandemic (e.g., transition to telepractice, losing clients), challenges in the transition to telepractice (e.g., limited training, difficulty engaging clients), worsening wellbeing of clinicians and clients, and SLPs’ perspectives and suggestions towards telepractice in the future. Survey results showed service disruptions and transition dynamics during the pandemic. SLPs’ weekly caseloads reduced from an average of 42.3 clients prior to the pandemic to 25.9 and 23.4 from March to May and from June to September 2020, respectively, and then recovered to 37.2 clients from October to December 2020. In contrast, the number of telepractice caseloads sharply increased from 0.2 clients per week prior to the pandemic to 14.8 from March to May 2020. The weekly telepractice caseloads then declined to 5.5 clients from June to September and 7.9 clients from October to December 2020. In the months right after the pandemic outbreak (i.e., March to May), client children struggled with treatment gains and behavioral wellbeing. However, their outcomes gradually improved by October to December and approached pre-pandemic levels. About one-third of the SLPs reported that they would be more likely or much more likely to use telepractice in the future regardless of the pandemic. However, only about a quarter perceived telepractice as comparable to in-person services. We concluded that the transition from in-person services to telepractice substantially mitigated service disruptions right after the pandemic outbreak and that telepractice’s substitute role evolved over time.


Author(s):  
Zoe Radnor ◽  
Nicola Bateman

This chapter aims to reflect on the past and present move of OM from manufacturing to service through analysis of key OM journals and recognition of practice before considering in more depth the future of OM in terms of the ‘fit’ for public services. It offers an analysis of ‘lean’ in public services. A philosophy and methodology much hailed as way to manage operations effectively. The review will present the prespective that uncritically applying manufacturing ideas to public service is flawed. It argues that adapting OM to the public service environment whilst, learning from existing thinking, should also recognise themselves as services, with the distinctive service operations management logic and managerial challenges that this implies. In conclusion, the chapter will state that managing operations across all sectors in the future should draw on a range of disciplines, theory and concepts.


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