Tradeoffs Sample Clauses

Tradeoffs. This section sums up the advantages and the disadvantages of the proposed hardware-based architectures. As shown above, the mapping of the Xxxxxxx-Xxxxxxx algorithm on a Maxeler Maia platform offers the best achieved performance. This is due to the internal structure of the Maia platform between the LMEM and the reconfigurable, which uses a larger number of memory controllers than other platforms. On the other hand, the mapping of the proposed architecture on a Maxeler MPC-N (ISCA) platform seems to decrease the overall system performance. This is mainly due to the fact that we did not manage to synchronize the LMEM module with the UDP links, thus we used only the UDP links for transferring data in and the results out from the DFE. This procedure created a great overhead as a huge amount of data needs to be transferred over network links. Concluding, we analyze the performance of the Xxxxxxx-Xxxxxxx system when we attempted to run it over the full QualiMaster pipeline. As described and in deliverable D3.2 and D5.3, the main drawback between the performance achieved from the hardware parts when they are connected to the pipeline is the I/O restrictions, which take place between the mapped Storm components, i.e. Bolt and Spout, and external data sources when they are connected via TCP links.. Until the end of the project we are going to focus mainly on this problem and we will work on increasing the data transmission rates from and to the hardware platform using multiple parallel data I/O links.
Sample 1
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Tradeoffs. Restrictions can affect personal estate planning (you may not be allowed to give away your share of the business) Gifting strategies are important tools in estate planning for owners of closely held businesses. Lifetime gifts of your interest in the business to your children may be part of your estate planning strategy to pass your business interest to your heirs and reduce the total value of the estate. Restrictions in the entity purchase agreement could prevent you (and your co-owners) from passing all or part of your interest in the business as a gift. The parties to the buy-sell, therefore, must consider whether to restrict transfers by gift.
Sample 1

Related to Tradeoffs

  • Demographics Obtain demographic information including age, race, ethnicity, and sex.

  • FURNITURE CLASSIFICATIONS Furniture classifications include but not limited to: Cafeteria, Dormitory, Library Shelving and Library Related, Lounge, Systems (Modular), School (Classroom), Freestanding, Seating, Filing Systems and Equipment, and Technology Support.

  • Indicators Debt to Asset Ratio (10%) •Cash Flow (10%) •Total Margin (25%) Risk Assessment Results

  • PRODUCTIVITY The Productivity Scheme which was agreed to is: Contained in Annexure B.

  • History The two Boards approved a "Proposed Plan to Further Simplify and Facilitate Transfer of Credit Between Institutions" at their meetings in February 1996. This plan was submitted as a preliminary report to the Joint Legislative Education Oversight Committee in March 1996. Since that time, significant steps have been taken toward implementation of the transfer plan. At their April 1996 meetings, the Boards appointed their respective sector representatives to the Transfer Advisory Committee to direct, coordinate, and monitor the implementation of the proposed transfer plan. The Transfer Advisory Committee membership is listed in Appendix D. Basic to the work of the Transfer Advisory Committee in refining transfer policies and implementing the transfer plan has been the re-engineering project accomplished by the North Carolina Community College System, especially common course names, numbers, credits, and descriptions. The Community College Combined Course Library includes approximately 3,800 semester-credit courses written for the associate degree, diploma, and certificate programs offered in the system. Colleges select courses from the Combined Course Library to design all curriculum programs. Of approximately 700 arts and sciences courses within the Combined Course Library, the faculty and administrators of the community colleges recommended approximately 170 courses as appropriate for the general education transfer core. The Transfer Advisory Committee then convened a meeting on May 28, 1996, at which six University of North Carolina faculty in each of ten general education discipline areas met with six of their professional counterparts from the community colleges. Through a very useful and collegial dialog, these committees were able to reach consensus on which community college courses in each discipline were acceptable for transfer to University of North Carolina institutions as a part of the general education core. This list of courses was distributed to all University of North Carolina and community college institutions for their review and comments. Considering the recommendations of the general education discipline committees and the comments from the campuses, the Transfer Advisory Committee established the list of courses that constitutes the general education transfer core. This general education core, if completed successfully by a community college student, is portable and transferable as a block across the community college system and to all University of North Carolina institutions. With the establishment of the general education core as a foundation, joint academic disciplinary committees were appointed to draw up guidelines for community college curricula that will prepare students for intended majors at University of North Carolina institutions. Each committee consisted of representatives from each UNC institution offering such major programs and eight to ten representatives from community colleges. The Transfer Advisory Committee distributed the pre- majors recommended by the faculty committees to all University of North Carolina and community college institutions for their review and comments. Considering the faculty committee recommendations and the campus comments, the Transfer Advisory Committee established pre-majors which have significant numbers of transfers from the community colleges to the University of North Carolina institutions. The special circumstances surrounding transfer agreements for associate in applied science programs, which are not designed for transfer, require bilateral rather than statewide articulation. Special circumstances include the different accreditation criteria for faculty in transfer and non-transfer programs, the different general education requirements for transfer and non-transfer programs, and the workforce preparedness mission of the technical/community college AAS programs. A major element in the proposed transfer plan adopted by the two boards in February 1996 is the transfer information system. Simultaneously with the work being done on the general education and professional specialization (major) components of the transfer curriculum, the joint committee on the transfer information system laid out a plan, approved by the Boards of The University of North Carolina and the North Carolina Community College System, "to provide students with accurate and understandable information regarding the transfer of credits...[and] to increase the adequacy and availability of academic counseling for students who are considering a college transfer program." In addition to the printed publications currently being distributed to students, transfer counselors, admissions directors, and others, an electronic information network provides (1) electronic access to the articulation database which will include current transfer policies, guidelines, and on-line catalogs for public post-secondary institutions; (2) computerized common application forms, which can be completed and transmitted electronically along with transcripts and other education records; and (3) an electronic mail network for transfer counselors and prospective transfer students. Access to the e-mail network is available in the transfer counselors' offices and other selected sites on campuses. The final element of the transfer information system is the Transfer Student Academic Performance Report. This report, recently refined with suggestions from community college administrators, is sent annually to each community college and to the State Board of Community Colleges. These data permit the rational analysis of transfer issues and are beneficial to students and to educational and governmental decision-makers. This performance report provides the important assessment component necessary for evaluating and improving the transfer process. Appendix C Transfer Advisory Committee Procedures Articulation between the North Carolina Community College System and The University of North Carolina is a dynamic process. To ensure the currency of the Comprehensive Articulation Agreement (CAA), occasional modifications to the CAA may be necessary. These modifications may include the addition, deletion, and revision of courses on the transfer list, development and/or revision of pre- majors, and changes in course designation (i.e. additions to UGETC list or changing a course from general education to elective). The TAC will receive requests for modification only upon the recommendation of the chief academic officer of the NCCCS or UNC. Additions, deletions, and modifications may be subject to faculty review under the direction of the TAC. Because the modification process involves faculty and administrative review, this process may require up to 12 months for final action. Additions to the Universal General Education Transfer Component Courses currently included on the approved transfer course list may be considered for inclusion as a Universal General Education Transfer Component (UGETC) course through the following procedures:

  • Backlog Backlog represents the total estimated contract value of work that remains to be completed pursuant to outstanding contracts as at a certain date, net of estimated value added tax, and is based on the Group’s assumption that the relevant contracts will be performed in accordance with their terms. Backlog is not a measure defined by generally accepted accounting principles. Any modification, termination or suspension of these contracts by the Group’s clients may have a substantial and immediate effect on the Group’s backlog. Projects may also remain in the Group’s backlog for an extended period of time beyond what was initially anticipated due to various factors beyond the Group’s control. The table below sets out the details of the total value of new contracts entered into by the Group and its backlog categorised by (1) business segments; (2) the industries in which the Group’s clients operate; (3) regions; and (4) clients of each of (i) China Petrochemical Corporation (“Sinopec Group”) and its associates and (ii) the non- Sinopec Group and its associates during the period or as at the date indicated: Total of New Contract Value For the nine months ended 30 September 2019 Backlog As at 30 September 2019 (RMB thousand) Percentage(%) (RMB thousand) Percentage(%) Business segments Engineering, Consulting and Licensing 2,087,308 5.11 8,422,220 8.52 EPC Contracting 26,581,961 65.13 77,172,248 78.04 Construction 11,092,183 27.18 11,932,488 12.07 Equipment Manufacturing 1,051,892 2.58 1,367,163 1.37 Total 40,813,344 100.00 98,894,119 100.00 Industries in which the Group’s clients operate Oil Refining 11,640,411 28.52 31,912,317 32.27 Petrochemical 17,952,459 43.99 29,329,345 29.66 New Coal Chemicals 4,844,253 11.87 12,093,899 12.23 Other Industries 6,376,221 15.62 25,558,558 25.84 Total 40,813,344 100.00 98,894,119 100.00 Regions PRC 38,099,068 93.35 81,154,529 82.06 Overseas 2,714,276 6.65 17,739,590 17.94 Total 40,813,344 100.00 98,894,119 100.00 Clients of each of (i) Sinopec Group and its associates and (ii) the non-Sinopec Group and its associates Sinopec Group and its associates 25,847,830 63.33 54,640,843 55.25 Non-Sinopec Group and its associates 14,965,514 36.67 44,253,276 44.75 Total 40,813,344 100.00 98,894,119 100.00 The Board wishes to emphasise that the above information in relation to the representative new contracts, the total value of new contracts and backlog shall not constitute any forecast or prediction of the profits of the Group. This announcement is made by the order of the Board. The Board collectively and individually accepts responsibility for the accuracy of this announcement. Shareholders of the Company and potential investors are advised to exercise caution when dealing in the shares of the Company. By order of the Board SINOPEC ENGINEERING (GROUP) CO., LTD. Xxx Xxxxx Chief Financial Officer, Company Secretary Beijing, the PRC 15 October 2019 As at the date of this announcement, the executive Directors are XX Xxxx, XXXXX Xxxxx, XXX Xxxx (employee representative Director) and XXXX Xxxxxxxx (employee representative Director); the non- executive Directors are XX Xxxxxx and XX Xxxxxx; and the independent non-executive Directors are XXX Xxxx Xxxxx, Xxxxxxx, XXX Xxxx and XX Xxxxx.

  • Customer The agency or eligible user that purchases commodities or contractual services pursuant to the Contract.

  • Tickets Each Ticket represents a limited, revocable license to enter the Venue to attend the specific Event listed on the applicable Ticket. No person, except for attendees under the age of three, may enter the Venue without a Ticket, and re-entry is prohibited. Failure to comply with this Agreement shall result in forfeiture of this license and all rights arising hereunder without refund or credit and shall entitle KSE to pursue all legal remedies available.

  • Product Sales Subject to Sections 10.3(c) and 10.3(d), Licensee agrees that it will not sell, offer for sale, or assist third parties (including Affiliates) in selling Product except for the sale and offer for sale of (A) TAF Product, TAF Combination Product, TDF Product and TDF Combination Product for use in the Field and in the countries of the TDF-TAF Territory, (B) COBI Product and COBI Combination Product for use in the Field and in the countries of the COBI Territory, and (C) EVG Product, EVG Combination Product and Quad Product for use in the Field and in the countries of the EVG-Quad Territory.

  • Chargebacks Merchant will accept for chargeback any sale for which the Cardholder disputes the validity of the sale according to prevailing Card Brand regulations, or a Card Issuer or Servicer determines that Merchant has in any way failed to comply with Card Brand regulations or Servicer's procedures in accepting a Card and presenting the resulting Sales Draft to Servicer for purchase. Section 3.3 notwithstanding, Servicer may charge back the amount of a Card sale for which the Cardholder disputes having authorized the charge if Xxxxxxxx failed to obtain the Card Imprint or the Cardholder’s signature. Merchant may not initiate a sale Transaction in an attempt to collect a Chargeback. Merchant will pay the current published fees for each Chargeback as listed on Schedule A of the Merchant Application.

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