Xem 1-20 trên 297 kết quả Projective structures
  • Dependency analysis of natural language has gained importance for its applicability to NLP tasks. Non-projective structures are common in dependency analysis, therefore we need fine-grained means of describing them, especially for the purposes of machine-learning oriented approaches like parsing. We present an evaluation on twelve languages which explores several constraints and measures on non-projective structures. We pursue an edge-based approach concentrating on properties of individual edges as opposed to properties of whole trees. ...

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  • We prove the Bers density conjecture for singly degenerate Kleinian surface groups without parabolics. 1. Introduction In this paper we address a conjecture of Bers about singly degenerate Kleinian groups. These are discrete subgroups of PSL2 C that exhibit some unusual behavior: • As groups of projective transformations of the Riemann sphere C they act properly discontinuously on a topological disk whose closure is all of C. • As groups of hyperbolic isometries their action on H3 is not convex cocompact. ...

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  • In order to realize the full potential of dependency-based syntactic parsing, it is desirable to allow non-projective dependency structures. We show how a datadriven deterministic dependency parser, in itself restricted to projective structures, can be combined with graph transformation techniques to produce non-projective structures. Experiments using data from the Prague Dependency Treebank show that the combined system can handle nonprojective constructions with a precision sufficient to yield a significant improvement in overall parsing accuracy. ...

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  • An open problem in dependency parsing is the accurate and efficient treatment of non-projective structures. We propose to attack this problem using chart-parsing algorithms developed for mildly contextsensitive grammar formalisms. In this paper, we provide two key tools for this approach. First, we show how to reduce nonprojective dependency parsing to parsing with Linear Context-Free Rewriting Systems (LCFRS), by presenting a technique for extracting LCFRS from dependency treebanks.

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  • This paper provides a review of the steps and stages associated with project management according to the Project Management Institute® (PMI). It is a primer for anyone new to the Project Management Body of Knowledge® (PMBOK®) and who is preparing to take the PMP exam. In order to understand how the Project Management Institute (PMI) recommends that projects be run it is nec- essary to understand the project management life cycle. The project management life cycle is the framework around which project management activities are structured.

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  • Chapter 11a: Question about SCOPE MANAGEMENT. 1. Decomposing the major deliverables into smaller, more manageable components to provide better control is called: a. b. c. d. Scope planning. Scope definition. Scope base lining. Scope verification. 2. Any numbering system that is used to monitor project costs by category such as labor, supplies, or materials, for example, is called: a. b. c. d. Chart of accounts. Work breakdown structure. Universal accounting standard. Standard accounting practices. 3.

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  • Chapter 14a: Question about HUMAN RESOURCES 1. What are the major advantages of the functional type of organization? a. b. c. d. Single point of contact for the customer Stable organizational structure Project orientation Multifunctional teams are easy to form 2. The project manager’s leadership style should be matched to the corresponding developmental level of the project team and should move through successive steps in the following order: a. b. c. d. Disciplinary, autocratic, participative. Projectized, matrix, functional. Team building, team development, responsibility assignment.

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  • Fully understanding the Project Management Institute’s (PMI ) approach to project management can be diffi- cult. This is not because of the complexity of the material. The difficulty arises from having a body of knowl- edge that is structured for referencing, not learning. PMI divides the tasks associated with project management into 44 processes. There are also 44 different man- agement activities that must be completed, in a specific order .

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  • This third editon has been intensively augmented and revised to include the latest developments in this rapidly expanding field. The intensified search for oil and gas, the catastrophic flooding of coastal regions and the demands for transportation, bridges, submerged tunnels and waterways have led to the continuing innovation of new technology which isnowavailable for use on more conventional projects as well as those at the frontiers. This text is intended as a guide and reference for practicing engineers and constructors for use in the marine environment.

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  • Lesson 4. Laying Out Your Plan. In this lesson, you learn the prime directive of project managers, all about plotting your course, initiating a work breakdown structure, and the difference between action and results (results mean deliverables).

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  • GLOSSARY AC. Actual Cost. See Actual cost. Accountability matrix. A structure that relates the project organization structure to the work breakdown structure to help ensure that each element of the project’s scope of work is assigned to a responsible individual. Activity. A unit of work performed as part of a project. An activity usually has a duration, a cost, and resource requirements. Activities can then be subdivided into tasks. Activity definition. Identifying the specific activities that must be performed in order to produce the various project deliverables.

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  • Chapter 2 PROJECT SCOPE. Project scope is the description of what the project will produce. Starting at the beginning with project initiation, the project team builds the project information step by step. According to the PMBOK®.Guide, the processes related to Scope Management are The steps are as follows: 1. 2. 3. 4. 5. Great Idea Project Charter Scope Description Scope Management Plan Work Breakdown Structure 26 Project Scope Once all of these steps have been completed, the team will have a solid description of the scope.

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  • Chapter 4 WORK BREAKDOWN STRUCTURE. In this chapter, we discuss the Work Breakdown Structure, a critical project management tool. The Work Breakdown Structure is a methodology for determining project activities by systematically breaking the project into deliverable-oriented packages.

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  • Autodesk Robot™ Structural Analysis Professional software is a collaborative, versatile, and faster software application that can help you compete and win in the global economy. Purpose-built for BIM, Autodesk Robot Structural Analysis Professional calculates even your more complex models with powerful finite element auto-meshing, nonlinear algorithms, and a comprehensive collection of design codes to help you achieve results in minutes, not hours.

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  • Chapter 5 SCHEDULE CREATION. Now that we have the Work Breakdown Structure, we can think about building the project schedule. Before the project schedule can be created, the team must identify the activities, and determine all of the interdependencies.

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  • This helpful guide offers explanations of everything needed to get started in project management including: how to initiate a project and lead the project team, how to structure the project and plan for resources, how to monitor and track the plan, and how to close out the project. Packed with practical advice, this book includes tips to increase success, reveals common pitfalls to avoid, and presents case studies to show and why project management actually works.

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  • With sales of more than 160,000 copies, "Fundamentals of Project Management" has helped generations of project managers navigate the ins and outs of every aspect of this complex discipline. Using a simple step-by-step approach, the book is the perfect introduction to project management tools, techniques, and concepts. Readers will learn how to: develop a mission statement, vision, goals, and objectives; plan the project; create the work breakdown structure; produce a workable schedule; understand earned value analysis; manage a project team; and control and evaluate progress at every stage.

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  • Chapter 1 introduces the concept of capital budgeting, and sets out the structure of the book. The important points are: Capital budgeting is the most significant financial activity of the firm. Capital budgeting determines the core activities of the firm over a long term future. Capital budgeting decisions must be made carefully and rationally.

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  • Tạo một Project mới trên EA. Tạo sơ đồ l ớp cho 7 m ẫu Structural t ừ Pattern tích hợp sẵn trong EA. 2. Thay đổi tên lớp trong...

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  • Well into the swiftly approaching millennium, project management will continue to be a highly desired skill in the midst of great change. Because rigid organizational boundaries and responsibilities have blurred and new technologies are changing the ways of doing business, results must be delivered more quickly and accurately than ever before. These circumstances call for people who can deal with ambiguity and time pressures while simultaneously accomplishing project goals—in other words, people who display excellence in project management....

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