Resource Contracting and Failure Sample Clauses

Resource Contracting and Failure. ‌ A client and the GRA may have the conflicting goals in respect of resource allocation as the client aims to obtain better resources (e.g. the larger resource amounts), while the GRA might decide to allocate these resources for other clients rather than this one, following its own load balancing or resource scheduling policy. The reason for the GRA to be in a conflict with a client can be a high demand on resources, which means that other clients would have long waiting times if one client monopolises computing resources for a long time. The GRA might also be unsure about a computing resource capacity in the long term future [15]. The conflicting goals can be resolved through a negotiation process by reaching an agreement [9], which constitutes a contract between the GRA and a client in respect of task(s) execution. As we focus on continuous tasks for which time of execution is the most relevant issue, the GRA and a client negotiate about this issue, while we assume that the appropriate amount of computing resources will be automatically allocated when a time of execution is agreed. However, the amount of available computing resources is assumed to be behind the GRA’s decision to allocate shorter or longer durations of task execution. Consequently, the lack of these resources or their uncertain future availability leads to the GRA allocating much shorter execution durations for the clients’ tasks than a client initially aimed to obtain. However, a client attempts to obtain resources for as long as possible in order to min- imise possible interruptions and, consequently, its utility losses through negotiation with the GRA. The durations of execution for the continuous long-term tasks which might be requested by a client can be measured in weeks, months, etc., and these du- rations are much longer than the typical durations of task execution in a Grid e.g., the majority of tasks are completed within 12 hours in AuverGrid [16]. A negotiation process between a client and the GRA involves a strategising from both sides, which means each negotiator choosing a specific course of action [17] according to its negotia- tion behaviour (i.e. generous or greedy), the external factors (e.g. resource availability), etc. Traditionally, an agreement is reached when an opponent in negotiation proposes some- thing which is better or equal to the negotiator’s own proposal. However, some work also considers that a negotiator may agree to a slightly worse opponent’s proposal u...
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