Technical Challenges Sample Clauses
The 'Technical challenges' clause defines how parties will address unforeseen technical difficulties that may arise during the execution of a contract. Typically, this clause outlines procedures for notifying the other party of a technical issue, steps for resolution, and any adjustments to timelines or deliverables that may be necessary as a result. Its core practical function is to provide a clear process for managing and resolving technical obstacles, thereby minimizing disputes and ensuring project continuity.
Technical Challenges. To facilitate the process of negotiating security SLAs with different potential service providers, to make the comparison of different service offerings simpler, and to simplify the commitment phase of the service lifecycle, there is a need for common industry standards and corresponding templates for machine-readable agreements [1]. However, there are no such templates for security SLAs available today. Establishing a security SLA is not sufficient in itself; the agreed terms need to be monitored and controlled as well. However, monitoring and controlling security terms are inherently difficult. While other QoS aspects, such as the ser- vice availability, can easily be measured and controlled by the users themselves, security tends to be more difficult to monitor. One reason is the nature of ser- vice oriented architectures, which are designed to hide the inner workings of the services from the user, exposing only their APIs to the developers. Another rea- son is that the security requirements are often stated in terms of what should not happen, making it difficult to verify that the preventive mechanisms works as intended, until a breach has already occurred. In addition, the really clever attacks often go unnoticed.
Technical Challenges. The challenge, constrained by economics and time, is to produce a finished genome sequence at a cost of under $0.10 per base at a rate of 600 Mb per year, in order to complete the genome for under $300 million dollars in a five-year period. Physical maps of the genome are now estimated to contribute less than 1 penny per base to the finished sequence cost (Lander et al., 1995) and to be nearly complete in time for the start of large scale sequencing of the human genome. This leaves $0.09 per base to go from the physical map to assembled and finished sequence. The most successful high-throughput DNA sequencing centers in the world are currently Principal Investigator/Program Director (Last, first, middle): Went, Gregory T. ---------------- -------------------------------------------------------------------------------- producing C. elegans sequence from physical maps at $0.50 per finished base at a rate of 10 Mb/year (Sulston et al., 1992; Wilson et al., 1994 ). The rate and cost of sequencing complete bacterial genomes and yeast chromosomes is comparable. To meet the HGP goals, it is necessary to increase the rate of production of finished sequence 60-fold while decreasing the cost 5-fold over these current projects. The logistical concerns of genome-scale DNA sequencing are essentially those derived from the need to increase throughput and reduce cost. This can only be done by improved technology integration and automation. Historically, the introduction of fluorescent four color sequencing into the life science research market enabled the sequencing of individual clones, small contiguous regions, and, when pushed to the limits of the original technology, the sequencing of the first complete bacterial genome (Fleischmann et al., 1995). An early 4-dye commercial instrument produced by Applied Biosystems, Inc., the ABI 373, and its subsequent replacement, the 377, were not designed with the logistics of large scale genomic sequencing in mind. Specifically, these instruments were not designed to efficiently integrate into a "factory environment" consisting primarily of robotic sample handling automated within an informatics framework.
Technical Challenges. The use of RFID in the mining environment presents a number of challenges. These include read- ability due to long distances and unknown radio environment, uncertain orientation of transpon- ders, mechanical and electrical interference, and separation due to size and density. The subsec- tions below present conclusions and results on these technical challenges. The work performed in DISIRE on these matters link to work performed in the ePellet project, which was done by LTU in cooperation with LKAB. Thus, the sections below also contain results that were achieved in the frame of the ePellet project, as these to a high degree will affect the work and decisions taken in DISIRE.
Technical Challenges. 4.4.1 Use of the system in process outside the operative range
Technical Challenges. The use of RFID in the mining environment presents many challenges. These include readability due to long distances and unknown radio environment, uncertain orientation of transponders, mechanical and electrical interference, and separation due to size and density. The work performed in DISIRE on these matters link to work performed in the ePellet project, which was done by LTU in cooperation with LKAB. More details related to this work can be found in D3.1 which contains what were achieved in the frame of the ePellet project, as these to a high degree will affect the work and decisions taken in DISIRE. Tests were performed in Luleå harbour during early 2015. The tests were conducted at the location shown in Figure 17, the belt going up to “siktfickan” using a 3.D magnetic probe (Figure 18).
1. Although two RFID-anten- nas were installed at the belt the results presented in D3.1 only presents results from the an- ▇▇▇▇▇ surrounding the conveyor belt due to experimental difficulties and anunfavourably low signal level from the former. (Photograph courtesy of: ▇▇▇▇▇ ▇▇▇▇, LTU)
Technical Challenges. Information technology together with enterprise systems and electronic commerce have supported large-scale business transformations, and forced firms to change their structures and functionality as well as their business strategies. Information technological developments help organizations in developing, capturing, storing and transforming the digital information. IT advancement makes it possible to share information within different units of organizations as well as across the organizations. But still organizations are facing problems how to share information across the supply chain. Today’s organizations have multiple information systems for multiple purposes. While facing different information related problems organizations adopt information system that is best in resolving that problem. According to [21] while implementing ERP systems, companies were forced with two approaches: 1) to change the software to fit the organization or 2) to change the organization to fit the process. Another strategy is “best of breed” approach, in which organizations adopt ERP modules from different vendors to meet their goals. ▇▇▇▇▇▇▇▇▇▇▇▇▇▇ et al. in 2001 conducted a research on ERP and application integration. They found integration extremely difficult. They suggest that it is better to fit ERP package rather than try to customize it [22]. Many organizations go for “best of breed” approach, and as a result, many autonomous applications co-exist in companies alongside ERP. These autonomous systems use different identifiers for goods, assets and processes. Exchange of information between these autonomous systems within the organization and across supply chain is difficult in terms of formats, security, privacy, roles and semantic integration. While developing mashups developers are facing analogous challenges of deriving shared semantic meaning between heterogeneous data sets. Translation system between different dataset must be designed. During mapping reasonable assumptions have to be made (e.g. one data source have a model in which an address contains street-field, whereas another does not).
Technical Challenges. In Task 2.0, the project team will support regional deployment of CCUS programs by focusing on key technical challenges in the PCOR Partnership Initiative region related to stacked storage opportunities; storage resource potential with unconventional reservoirs; storage performance and subsurface integrity; monitoring, verification, and accounting (MVA) technology; and risk management . The Recipient will collaborate with various PCOR Partnership Initiative members to identify knowledge gaps and address regional challenges through targeted webinars, workshops, reports, and papers.