Service Science, Management and Engineering Education for the 21st Century
2013年8月20日 星期二
Universities online: a survey of online education and services in Australia
Universities online: a survey of online education and services in Australia
This publication reports on a study commissioned by the Department of Education, Science and Training (DEST) to ascertain the current extent of online education in Australian universities. The main findings are presented under the headings of: Online courses; Online units; Online services and support and include: the majority of online courses are at a postgraduate level; the most prevalent form of online delivery was web supplemented; and, online access to web libraries is high.
A research manifesto for services science
A research manifesto for services science
The services sector has grown over the last 50 years to dominate economic activity in most advanced industrial economies, yet scientific understanding of modern services is rudimentary. Here, we argue for a services science discipline to integrate across academic silos and advance service innovation more rapidly.
服務業增長在過去50年中最先進的工業經濟主導經濟活動，但基本的科學理解現代服務業。在這裡，我們認為為服務科學領域學術筒倉和推進服務創新，更迅速地整合。
服務業增長在過去50年中最先進的工業經濟主導經濟活動，但基本的科學理解現代服務業。在這裡，我們認為為服務科學領域學術筒倉和推進服務創新，更迅速地整合。
The evolution and discovery of services science in business schools
The evolution and discovery of services science in business schools
The pioneering efforts of Arizona State University illustrate what can be accomplished when universities worldwide address the need to create comprehensive interdisciplinary curricula for services science.
亞利桑那州立大學作出的先行努力說明什麼，可以實現全球各地的大學位址需要創建服務科學的多學科交叉的綜合性課程。
The pioneering efforts of Arizona State University illustrate what can be accomplished when universities worldwide address the need to create comprehensive interdisciplinary curricula for services science.
亞利桑那州立大學作出的先行努力說明什麼，可以實現全球各地的大學位址需要創建服務科學的多學科交叉的綜合性課程。
資優生個別化教育計畫生態系統模式建構之研究
資優生個別化教育計畫生態系統模式建構之研究
本研究旨在建構資優生個別化教育計畫生態系統模式。研究者首先根據國內、外相
關文獻，探討有關生態系統及資優生 IEP 的內容，同時針對其理論基礎及內涵，加以彙
整、分析、歸納以建立本研究之理論基礎，最後研擬「資優生個別化教育計畫生態系統
模式」德懷術問卷初稿。本研究採德懷術研究法(Delphi Technique Method)，邀請十六位
資優教育專家學者及資優班教師組成的德懷術專家群，完成來回三次問卷調查後，建構
出資優生個別化教育計畫生態系統模式的向度內涵與項目。根據研究發現，歸納出下列
結論：資優生個別化教育計畫生態系統模式包含十六個向度內涵，此即：微系統中的學
校、教師、同儕、家長；中間系統中的家長與學校、家長與教師、教師與學校、教師與
同儕；外系統中的家庭活動、家長工作、重要親友、社會資源、傳播媒體；巨系統中的
文化背景、價值觀、法令政策。此十六個向度內涵又細分為四十八個項目。根據結論，
分別針對我國資優生個別化教育計畫發展、資優生教師與家長，以及未來研究提出建議。
Individualized Education Program
Individualized Education Program
In the United States an Individualized Education Program, commonly referred to as an IEP, is mandated by the Individuals with Disabilities Education Act (IDEA). InCanada and the United Kingdom, an equivalent document is called an Individual Education Plan.
個別化教育計畫的意義 Individualized Educational Program,
個別化教育計畫的意義
- 特殊教育法 第二十七條 ( 1997 )
各級學校應對每位身心障礙學生擬定個別化教育計畫，並應邀請身心障礙學生家長參與其擬定與教育安置。
- 特殊教育法施行細則 第十八條 (1998)
個別化教育計畫，指運用專業團隊合作方式，針對身心障礙學生個別特性所擬定之特殊教育及相關服務計劃。
- 特殊教育法施行細則 第十九條 (1998)
Customizing Customization
Customizing Customization
The history of U.S. business during the past 100 years has been a story of mass production and mass distribution of standardized goods. Scholars and practitioners who examined the economic landscape have generally been drawn to large corporations that built their fortunes by transforming fragmented and heterogeneous markets into unified industries.1 At the heart of this transformation were strategies based on standardization: standardization of taste that allowed for standardized design, standardization of design that allowed for mechanized mass production, and a resulting standardization of products that allowed for mass distribution.
The history of U.S. business during the past 100 years has been a story of mass production and mass distribution of standardized goods.
Scholars and practitioners who examined the economic landscape have generally been drawn to large corporations that built their fortunes by transforming fragmented and heterogeneous markets into unified industries.
美國商界在過去的100年的歷史一直是標準化商品的大規模生產和分配的故事。
誰審查經濟格局的學者和從業者一般都被吸引到大型企業建立自己的財富分散和異構的市場轉化成統一的行業。
在這一轉型的核心戰略，以標準化為基礎：標準化的味道，讓標準化設計，標準化設計允許的機械化批量生產，並得到標準化的產品，允許質量分佈。
Recently, a growing number of economists and management scholars have declared that this era is over.2 Numerous books and articles have posited that we are witnessing the dawn of a new age of customization, an age in which new technologies, increased competition, and more assertive customers are leading firms toward customization of their products and services.3 Not surprisingly, firms that have adopted customization strategies have attracted considerable attention as models of what is expected to become commonplace in the near future.4
近日，越來越多的經濟學家和管理學者已經宣布，這個時代結束了。
許多書籍和文章都假定，我們正在目睹的定制，這個時代，新技術，競爭的加劇，更加自信的客戶定制他們的產品和服務的領先企業走向一個新時代的曙光。
令人驚訝的是，公司已經採取定制策略已經吸引了相當多的關注，因為在不久的將來有望成為司空見慣的模型。
We begin by describing these two logics. We then argue that this conceptual polarization, which took firm root in the theory and practice of management, led management thinkers to ignore strategies that combine these logics. Put simply, this view itself represents an inappropriate standardization of management theory — or, more exactly, continuation of the standardization mentality that has long pervaded such theory. Since the days of Frederick Taylor, the notion that managers should single-mindedly pursue the “one best way” has led management writers to seize on one solution or another (or, more often, one solution and then another) as the best practice. Indeed, the enthusiasm for customization today was paralleled by an even greater enthusiasm for standardization many years ago.
我們開始描述這兩個邏輯。
然後，我們認為，這個概念極化，管理的理論和實踐中深深紮根，帶動管理思想家忽視戰略，結合這些邏輯。
簡言之，這種觀點本身代表一個不適當的標準化管理理論 - 或者，更確切地說，繼續標準化心態早已瀰漫著這樣的理論。
由於天弗雷德里克·泰勒的概念，管理者應該一心一意地奉行“一個最好的方式”管理作家抓住一個解決方案或另一個（或者，更多時候，一個解決方案，然後再）作為最佳實踐。
事實上，今天熱情定制的是平行的一個更大的熱情標準化很多年前。
What has been ignored in all this is that customization and standardization do not define alternative models of strategic action but, rather, poles of a continuum of real-world strategies. By promoting customization as the answer to what ails many organizations, we may be replacing one extreme with another. Managers need to locate their strategies along the continuum, and the role of management writers is to provide the conceptual tools to make this easier.
什麼已被忽略，在這一切的是，不定義個性化和標準化戰略行動的的替代模式，但相反，一個連續的真實世界的策略極點。
促進定制的答案得了什麼病許多組織，我們可以更換一個極端與另一個。
管理者需要沿連續，定位自己的戰略和管理作家的作用是提供的概念工具，以使這更容易。
It is not an accident of history that customization is now promoted with the same enthusiasm with which standardization was promoted almost a century ago. Today’s customization movement is a reaction to significant economic and technological forces, much as the standardization movement was in its time. But these developments must be viewed with a clear perspective. Therefore, we begin by reviewing how the standardization and customization distinction emerged in the first place.
這不是歷史的偶然，現在同樣的熱情促進標準化促進了幾乎一個世紀前定制。
今天的定制運動是一個顯著的經濟和技術力量的反應，多為標準化運動是在其時間。
但是，這些發展必須被視為一個明確的觀點。
因此，我們開始通過審查的標準化和定制的區別是如何出現在首位。
Although most readers may be familiar with the reasons that standardization became dominant at the turn of the century, they may not sufficiently appreciate to what extent this was an act of cognition as well as a reflection of economic and technological forces. Product standardization, mass production, and mass distribution were seen as a conceptual whole, a configuration. Industries that were transformed by this process were contrasted with old-fashioned industries that continued to customize their products. As a result, two logics emerged, a logic of aggregation in contrast to a logic of individualization, that were mistakenly treated as conceptually distinct and mutually exclusive.
雖然大多數讀者可能熟悉標準化的原因，在世紀之交成為佔主導地位，他們可能沒有足夠的欣賞到什麼程度，這是一種行為的認知以及經濟和技術力量的反映。
產品標準化，批量生產，質量分佈被看作是一個概念性的整體配置。
這個過程轉化產業與老式產業繼續來定制自己的產品進行對比。
其結果是，出現了兩種邏輯，聚集的個性化，即一個邏輯概念上不同的和互斥的被誤當作邏輯。
The history of U.S. business during the past 100 years has been a story of mass production and mass distribution of standardized goods.
Scholars and practitioners who examined the economic landscape have generally been drawn to large corporations that built their fortunes by transforming fragmented and heterogeneous markets into unified industries.
美國商界在過去的100年的歷史一直是標準化商品的大規模生產和分配的故事。
誰審查經濟格局的學者和從業者一般都被吸引到大型企業建立自己的財富分散和異構的市場轉化成統一的行業。
在這一轉型的核心戰略，以標準化為基礎：標準化的味道，讓標準化設計，標準化設計允許的機械化批量生產，並得到標準化的產品，允許質量分佈。
Recently, a growing number of economists and management scholars have declared that this era is over.2 Numerous books and articles have posited that we are witnessing the dawn of a new age of customization, an age in which new technologies, increased competition, and more assertive customers are leading firms toward customization of their products and services.3 Not surprisingly, firms that have adopted customization strategies have attracted considerable attention as models of what is expected to become commonplace in the near future.4
近日，越來越多的經濟學家和管理學者已經宣布，這個時代結束了。
許多書籍和文章都假定，我們正在目睹的定制，這個時代，新技術，競爭的加劇，更加自信的客戶定制他們的產品和服務的領先企業走向一個新時代的曙光。
令人驚訝的是，公司已經採取定制策略已經吸引了相當多的關注，因為在不久的將來有望成為司空見慣的模型。
We begin by describing these two logics. We then argue that this conceptual polarization, which took firm root in the theory and practice of management, led management thinkers to ignore strategies that combine these logics. Put simply, this view itself represents an inappropriate standardization of management theory — or, more exactly, continuation of the standardization mentality that has long pervaded such theory. Since the days of Frederick Taylor, the notion that managers should single-mindedly pursue the “one best way” has led management writers to seize on one solution or another (or, more often, one solution and then another) as the best practice. Indeed, the enthusiasm for customization today was paralleled by an even greater enthusiasm for standardization many years ago.
我們開始描述這兩個邏輯。
然後，我們認為，這個概念極化，管理的理論和實踐中深深紮根，帶動管理思想家忽視戰略，結合這些邏輯。
簡言之，這種觀點本身代表一個不適當的標準化管理理論 - 或者，更確切地說，繼續標準化心態早已瀰漫著這樣的理論。
由於天弗雷德里克·泰勒的概念，管理者應該一心一意地奉行“一個最好的方式”管理作家抓住一個解決方案或另一個（或者，更多時候，一個解決方案，然後再）作為最佳實踐。
事實上，今天熱情定制的是平行的一個更大的熱情標準化很多年前。
What has been ignored in all this is that customization and standardization do not define alternative models of strategic action but, rather, poles of a continuum of real-world strategies. By promoting customization as the answer to what ails many organizations, we may be replacing one extreme with another. Managers need to locate their strategies along the continuum, and the role of management writers is to provide the conceptual tools to make this easier.
什麼已被忽略，在這一切的是，不定義個性化和標準化戰略行動的的替代模式，但相反，一個連續的真實世界的策略極點。
促進定制的答案得了什麼病許多組織，我們可以更換一個極端與另一個。
管理者需要沿連續，定位自己的戰略和管理作家的作用是提供的概念工具，以使這更容易。
It is not an accident of history that customization is now promoted with the same enthusiasm with which standardization was promoted almost a century ago. Today’s customization movement is a reaction to significant economic and technological forces, much as the standardization movement was in its time. But these developments must be viewed with a clear perspective. Therefore, we begin by reviewing how the standardization and customization distinction emerged in the first place.
這不是歷史的偶然，現在同樣的熱情促進標準化促進了幾乎一個世紀前定制。
今天的定制運動是一個顯著的經濟和技術力量的反應，多為標準化運動是在其時間。
但是，這些發展必須被視為一個明確的觀點。
因此，我們開始通過審查的標準化和定制的區別是如何出現在首位。
Although most readers may be familiar with the reasons that standardization became dominant at the turn of the century, they may not sufficiently appreciate to what extent this was an act of cognition as well as a reflection of economic and technological forces. Product standardization, mass production, and mass distribution were seen as a conceptual whole, a configuration. Industries that were transformed by this process were contrasted with old-fashioned industries that continued to customize their products. As a result, two logics emerged, a logic of aggregation in contrast to a logic of individualization, that were mistakenly treated as conceptually distinct and mutually exclusive.
雖然大多數讀者可能熟悉標準化的原因，在世紀之交成為佔主導地位，他們可能沒有足夠的欣賞到什麼程度，這是一種行為的認知以及經濟和技術力量的反映。
產品標準化，批量生產，質量分佈被看作是一個概念性的整體配置。
這個過程轉化產業與老式產業繼續來定制自己的產品進行對比。
其結果是，出現了兩種邏輯，聚集的個性化，即一個邏輯概念上不同的和互斥的被誤當作邏輯。
Making mass customization happen: Strategies for the new competitive realities
Making mass customization happen: Strategies for the new competitive realities
For better or worse, the business world of today is vastly different than it was a decade ago or even just a few years ago. The amount of uncertainty, instability, and lack of control that firms have in their business environments—the market turbulence—has increased dramatically for companies in almost every industry. So much so, in fact, that the old ways of competing simply do not work any more.
今天的商業世界是好還是壞，是十年前，甚至幾年前相比有很大的不同。量的不確定，不穩定，缺乏控制公司在其業務環境下的市場動盪已顯著增加公司幾乎在每一個行業。正因如此，事實上，舊的競爭方式根本就無法正常工作了。
The Limits of Mass Customization
The Limits of Mass Customization
- Autores: Paul H. Zipkin
- Localización: MIT Sloan management review, ISSN 1532-9194, Vol. 42, Nº 3, 2001 , págs. 81-87
- Resumen
- Is mass customization really the best way to deliver variety to consumers? Today, mass-customized products seem to be everywhere. Levi-Strauss sells custom-fitted jeans. Andersen Windows can build a window to fit any house. Consumers can get their names printed, sewn or embossed on nearly anything. But managers beware: Do not be seduced by the gaudy banner of mass customization. There are several ways to deliver variety, and mass customization may not always be the best.大規模定制真的是最好的方式為消費者提供各種？今天，大規模定制的產品似乎無處不在。
列維 - 斯特勞斯銷售定制合身的牛仔褲。安徒生Windows可以建立一個窗口，以適應任何房子。
消費者可以得到他們的名字印刷，車縫或浮雕上的幾乎任何東西。
但是，管理者要注意：不要被誘惑的大規模定制的華而不實的旗幟。
有幾種方法，提供品種，大批量定制的不一定是最好的。
So argues Paul Zipkin, professor of business at Duke University's Fuqua School of Business. Mass customization actually requires unique operational capabilities. Several elements have to work well ¿ individually and together ¿ to ensure that mass customization is a plausible business strategy. Those key capabilities are elicitation (a mechanism to interact with the customer and obtain specific information); process flexibility (production technology that fabricates the product according to the information); and logistics (subsequent processing stages and distribution that are able to maintain the identity of each item and deliver the right one to the right customer). Not all companies ¿ or industries ¿ will be able to master these capabilities.因此認為，業務杜克大學Fuqua商學院教授保羅·基普金。
大規模定制實際上需要獨特的作戰能力。
幾個元素以及個別及共同工作，以確保大規模定制是一個合理的商業策略。
這些關鍵功能是啟發式（一種機制，與客戶互動，並獲得特定的信息）;過程的靈活性（據有關資料，編造產品的生產技術）和物流（後續處理階段和分佈是能夠維持的身份每個項目，並給正確的客戶提供正確的）。
並不是所有的公司或行業，將能夠掌握這些能力。Moreover, demand for customization is limited and likely to remain so. Current technology can support large-scale customization only for a few attributes of a few products. For mass customization to deliver real value, people must have sharply differing preferences for certain attributes. This signals opportunities for industries such as apparel, sports equipment and building accessories. But it also means that mass customization is not for every company.Managers should seek opportunities to add value through variety, Zipkin advises. But before committing their companies to a mass-customization strategy, they need to carefully analyze the technology, demand and costs and benefits.此外，對定制的需求是有限的，可能繼續如此。
目前的技術可以支持大規模定制，只有少數產品的幾個屬性。
對於大規模定制，以提供真正的價值，人們必須有大幅某些屬性的不同喜好。
這個信號的機會的行業，如服裝，運動器材和建築配件。但這也意味著，不是每家公司的大規模定制。
管理者應該尋求通過各種增值機會，基普金建議。但在此之前提交他們的公司到大規模定制策略，他們需要仔細分析技術，需求和成本及效益。
The four faces of mass customization.
The four faces of mass customization.
Abstract
Virtually all executives today recognize the need to provide outstanding service to customers. Focusing on the customer, however, is both an imperative and a potential curse. In their desire to become customer driven, many companies have resorted to inventing new programs and procedures to meet every customer's request. But as customers and their needs grow increasingly diverse, such an approach has become a surefire way to add unnecessary cost and complexity to operations. Companies around the world have embraced mass customization in an attempt to avoid those pitfalls. Readily available information technology and flexible work processes permit them to customize goods or services for individual customers in high volumes at low cost. But many managers have discovered that mass customization itself can produce unnecessary cost and complexity. They are realizing that they did not examine thoroughly enough what kind of customization their customers would value before they plunged ahead. That is understandable. Until now, no framework has existed to help managers determine the type of customization they should pursue. James Gilmore and Joseph Pine provide managers with just such a framework. They have identified four distinct approaches to customization. When designing or redesigning a product, process, or business unit, managers should examine each approach for possible insights into how to serve their customers best. In some cases, a single approach will dominate the design. More often, however, managers will need a mix of some or all of the four approaches to serve their own particular set of customers.
今天，幾乎所有的高層認識到客戶需要提供卓越的服務。
然而，聚焦客戶，勢在必行，是一個潛在的詛咒。
在他們的願望，成為客戶驅動，很多企業都使出發明新的方案和程序，以滿足每一位客戶的要求。
但是，客戶和他們的需求日益多樣化，這樣的做法已經成為一個萬無一失的方式來增加不必要的成本和操作的複雜性。
世界各地的公司已經接受了大規模定制，企圖以避免這些陷阱。隨手可用的信息技術和靈活的工作流程，允許他們自定義為個人客戶大批量低成本的商品或服務。
但許多經理們已經發現，大規模定制本身能夠產生不必要的成本和複雜性。
他們都意識到，他們沒有檢查不夠徹底，什麼樣的定制他們的客戶都重視他們提前暴跌之前。這是可以理解的。到現在為止，沒有框架已經存在，以幫助管理者確定類型的定制，他們應該追求的。
詹姆斯·吉爾摩和約瑟夫·派恩為管理者提供這樣一個框架。他們已經確定了四種不同的方法來定制。
在設計或重新設計產品，過程或業務單位，管理者應該檢查每個方法可能的見解如何最好的服務於他們的客戶。在某些情況下，單一的方法將主導設計。
然而，更多的時候，管理者將需要組合的部分或全部的四個方法來為自己的特定的一組客戶。
台灣服務科學學會
台灣服務科學學會
為了延續各界推動「服務科學與服務創新」的能量，2010 年6 月，國立清華大學、溫世仁文教基金會與國內產官學研各領域數十位致力推動國內服務經濟價值提升、產業升級、人才培育與永續發展的學者專家，共同發起成立「台灣服務科學學會」籌備委員會，針對學會的願景、使命、重點工作方向等進行討論，同時在服務科學的研究領域與課程規劃、產學合作機制、國際合作等議題上，進行先期規劃，期待能在學會成立之始，即能匯聚國內更多有志投身於新服務經濟、開創服務創新價值的學界與產業人士，攜手共同促進服務科學的研究與產業發展。本會將訂於民國一百年元月20 日召開成立大會暨第一屆第一次會員大會，正式宣布成立。
為了延續各界推動「服務科學與服務創新」的能量，2010 年6 月，國立清華大學、溫世仁文教基金會與國內產官學研各領域數十位致力推動國內服務經濟價值提升、產業升級、人才培育與永續發展的學者專家，共同發起成立「台灣服務科學學會」籌備委員會，針對學會的願景、使命、重點工作方向等進行討論，同時在服務科學的研究領域與課程規劃、產學合作機制、國際合作等議題上，進行先期規劃，期待能在學會成立之始，即能匯聚國內更多有志投身於新服務經濟、開創服務創新價值的學界與產業人士，攜手共同促進服務科學的研究與產業發展。本會將訂於民國一百年元月20 日召開成立大會暨第一屆第一次會員大會，正式宣布成立。
服務科學 Services Science
服務科學
服務科學, (Services Science) 以客觀的研究方法論，針對服務主體包括服務提供者(Provider)與服務消費者(Consumer)二者，在服務體驗過程中產出的所有相關議題，進行管理學與工程學的研究論述，故又被總稱為服務科學，管理學與工程學。服務科學，以無形的服務作為基本研究對象，但並非將研究範圍局限在服務業，任何產業都會有服務行為產生。
該名詞首先由IBM公司提出，依IBM定義認為，所謂服務科學是指結合眾多跨領域學科的研究，『服務科學，管理學與工程學』（Services Science, Management and Engineering, SSME）整合既有不同領域的學術成果，包括電腦科學、管理科學、工程學、經濟學、社會科學、法律、企業管理與策略、會計學以及金融管理，其基本目標在於研究服務需求與服務創新，透過服務設計讓服務變得更有效率，進而將服務標準化為基礎，尋求創新的服務型態。
發展沿革
起於傳統的電腦科學應用發展與學術研究，多集中於電腦硬體及電腦軟體等工程技術探究，或過度強調企業資訊管理與資訊安全延伸議題的探究，而忽略對探索對其服務主體雙方對服務體驗的平衡。近年來首先由IBM提出 SSME 觀點，探索服務會是全球未來各國GDP能否增長的主要來源，這概念逐受到全球各學術研究機構與電腦科學教育發展的重視，也逐漸出現成立相關的學術科系或者學程教育，比如在台灣的清華大學資訊管理研究所更名為服務科學研究所。其它學校則以開設SSME學程為之。
服務的特性
服務是一個很主觀的概念, 不但要滿足服務體驗的需求，還要讓消費者感到滿意，因此服務完全以消費者為導向。服務具有如下特性：
- 無實體性 服務運用實體產品來提供消費者服務。
- 無法保留具時效性 服務無法被儲藏保留。
- 不可移動 這是服務業的不可移動性。
- 不可分割 服務是先有消費需求才產生提供服務動機，生產和消費之間關係難以分割。
- 客製化 服務則是針對消費者不同的需求，提供不同的服務，它注重的是客製化而不是一致性。
Information Technology Infrastructure Library
Information Technology Infrastructure Library
The Information Technology Infrastructure Library (ITIL) is a set of practices for IT service management (ITSM) that focuses on aligning IT services with the needs of business. In its current form (known as ITIL 2011 edition), ITIL is published in a series of five core publications, each of which covers an ITSM lifecycle stage. ITIL underpins ISO/IEC 20000 (previously BS15000), the International Service Management Standard for IT service management, although differences between the two frameworks do exist.
ITIL describes processes, procedures, tasks and checklists that are not organization-specific, used by an organization for establishing integration with the organization's strategy, delivering value and maintaining a minimum level of competency. It allows the organization to establish a baseline from which it can plan, implement, and measure. It is used to demonstrate compliance and to measure improvement.
ITIL是用來管理信息技術 (IT) 的架構設計，研發和操作的一整套概念和思想。
主要精神為和諧推動及持續改善，將服務對象視為客戶，強調End-to-End的服務。
ITIL最初是藉由一套書籍發布。這套書籍的每一本都涵蓋一個信息技術的領域。ITIL這個名稱和IT Infrastructure Library都是英國政府商務辦公室 (OGC)的註冊商標。藉由為不同的IT組織量身定製一些複雜的清單，任務，流程，ITIL為許多重要的IT時間準則給出了詳盡的解釋。
Service delivery 服務輸送
Service delivery framework
A service delivery framework (SDF) is a set of principles, standards, policies and constraints used to guide the design, development, deployment, operation and retirement of services delivered by a service provider with a view to offering a consistent serviceexperience to a specific user community in a specific business context. An SDF is the context in which a service provider's capabilitiesare arranged into services.
服務輸送框架（SDF）是一組用於指導由服務提供商提供的服務，以便提供一致的服務體驗到一個特定的設計，開發，部署，運行和報廢的原則，標準，政策和約束在一個特定的業務範圍內的使用者社群。輸送框架是服務提供商的能力安排到服務的情境中。
20130817-0819教育新聞提要
20130817-0819教育新聞提要
20130817-0819教育新聞提要
一、重要新聞：
20130817
|
中華日報
|
B2台南要聞
|
姚正玉
| |
20130817
|
中華日報
|
B2台南要聞
|
吳孟珉
| |
20130817
|
中華日報
|
B2台南要聞
|
姚正玉
| |
20130818
|
中華日報
|
B3台南新聞
|
汪惠松
| |
20130818
|
自由時報
|
A12台南都會焦點
|
孟慶慈
| |
20130819
|
聯合報
|
B大台南運動
|
鄭惠仁
| |
20130819
|
聯合報
|
A6生活
|
鄭語謙
| |
20130819
|
聯合報
|
A7話題
|
藍宗標
|
LLB青少棒賽／中華青少棒 奪回世界冠軍
全文網址: LLB青少棒賽／中華青少棒 奪回世界冠軍 | 棒球 | 運動大聯盟 | 聯合新聞網 http://udn.com/NEWS/ |
20130819
|
聯合報
|
A6生活
|
黃文彥
| |
20130819
|
中華日報
|
B5校園廣角鏡
|
吳英華
|
新化樂齡中心 落實終生學習
|
20130819
|
中華日報
|
B5校園廣角鏡
|
陳銀全
|
西門國小將慶百歲 尋找校友
|
20130819
|
自由時報
|
A1焦點新聞
|
林世民、林三豐
|
二、本局發佈新聞：
20130819
|
聯合報
|
B大台南運動
|
黃宣翰
| |
20130819
|
中華日報
|
B1台南焦點
|
陳治交
|
單車環島成年禮 30青年上路
|
20130819
|
自由時報
|
A14台南都會焦點
|
黃文鍠
|
|
訂閱：
文章 (Atom)