OpenLLM-France/wikimedia huggingface dataset:
# Engineering Projects/BarCode/Howard Community College/fall2012/p1-503-nwzz/AppInventor
## App Inventor Tutorials
### Getting Started

Instructions on how to set up app inventor to start creating your application. Setup Page Here is a youtube video that goes through the setup. Setup Video

### Uploading Current App

After App inventor is installed you can simply upload the application that is in progress into your App Inventor account.
Step 1 - Download this file Barcode_Scaner.zip by going to file/download.
Step 2 - Open App Inventor and go to MyProjects/MoreActions/UploadSource and choose the file Barcode_Scanner.zip. All code and page layouts will be available for you to edit.

### Programming

To get a better understanding of the code you might want to install the application on your phone to see what the code is doing.
Downlaod the the Barcode_App from your phone or place on your SD card. Click on the App to install. Xzing scanner also needs to be installed on your device you can download that here Xzing or on the android market.
The current the application is working with all maps inside the application linked to barcode numbers. Just press the 'Scan Barcode' button and after the barcode is scanned it will bring up your location. The app is working for 2 trails (7 locations). Here is the Progamming of the current application. The barcode numbers that work so far are 01001, 01002, 01003, 01004, 02001, 02002, 02003. and can be generated at http://www.barcoding.com/upc/ to test the app.
Now you can look at youtube tutorials to find your way around the block programming. The basic programming concepts apply. To get started try creating a simple barcode application with app inventor tutorial, barcode programming.
There are a lot of tuturials online for app inventor depending on what you are trying to do with the application.

### Packaging

Once you have made changes to the application you can package it by clicking 'Package/Download to this Computer' on the top right of the app inventor blocks editor. The .apk file can be installed on your phone and will replace the current application like an update. It will not add duplicate applications.
# Engineering Projects/BallBot/Howard Community College/Fall2011/501 BBotz2
## Electronic Sections Expected
### Problem Statement

Get a basketball to balance on a 3 wheeled base and then control the wheels individually to rotate and sping the basketball without allowing it to fall out from the wheels.

### Team Members

       Corey
       Kang
       Teddy Hanson

### Poster

* Ballbot speaker
* Spine trigger
* Spine
* Torso
* Exposed base
* Wheel back
* Wheel front
* Rollers and wheel assembly

### Story

Based on this video the goal of the project is to first build a robot upon which a basketball can be mounted and the wheels can be controlled individually to spin the basketball around without losing control or causing the basketball to fly off the wheels. Then the goal would be to make that same robot balance on the basketball and move around while maintaining balance.

### Decision List

Dismantle Tribot.
Program an Arduino instead of using the boards the Tribot came with.

### Material List

Arduino
Wowwee Tribot and all attached pieces it comes with from box.
Screwdriver.

### Software List

Arduino
Java (to program Arduino)

### Time

Estimated time spent dimantling Tribot ~4 hours with 2 focused solely on the base.
6+ hours minimum to program Arduino, this includes time spent to learn Java from scratch.

### Tutorials

Free Java tutorials and lessons

### Next Steps

Write a program to control the wheels individually and work with the remote of the Wowwee Tribot. The current remote and boards interface still, but the wheels cannot be controlled individually as the project stands. Also, with the physical construction of the ballbot a base is needed to mount the wheels on and the power source needs to be moved from between the wheels, probably lowered to serve also as a bridge between the base and wheel tripod where the wheels will be mounted. Also, wheels motors may have to be moved closer together, but this may not be possible as new ways to hold the motors may need to be devised(they are currently in their original base and secured solidly).
# Engineering Projects/BarCode
## Idea

Internal location within a building can be done with special LED lights, blue tooth, wifi, RFID tags, etc. There are two major applications: helping individual navigate a building and helping the building locate people within it.

## Goals

put stickers on walls, take pictures with cell phones, display map of location within building

## Tutorials

none

## Current Status

Just starting

## College/Universities

Howard Community College
# Engineering Projects/BallBot/Howard Community College/Fall2011

       501_BBotz
       501_BBotz2
# Engineering Projects/BarCode/Howard Community College

fall2012
# Engineering Projects/BarCode/Howard Community College/fall2012

* p1-503-nwzz
* p2-503-flq
* p2-503-at
# Engineering Projects/BallBot/Howard Community College/Fall2011/501 BBotz
### Problem Statement

Our team goal is to make the Ballbot stand on its head and remotely rotate a basketball balanced in its wheels.

### Team Members

       Corey
       Kang
       Teddy Hanson

### Summary

    Week 0
    We created a team page and individual pages. Looked at and examined the parts of the ballbot and the arduino.
    Week 1
    Uploaded photos of dismantled ballbot. Learned where the project was left off and how we as a group are going to push it foward. Decided to focus on spinning/rotating the ball as opposed to balancing the ball. May decide later in the project if the spinning of the ball is sucessful to balance on the ball.
    Week 2
    Realized we cannot continue with the present part that we have. Missing one wheel motor, the upper half the the ballbot, the circuit board for the ballbot, and the remote. It is just a mess with no screws and lots of buttons missing. So we ordered three additional ballbots (Tribots) from amazon for thirteen dollars.
    Week 3
    We ordered the wrong ballbot. It is actually the mini version of the ballbot so we ordered the right one. Also we took apart the mini ballbot and figured out that there is nothing we can use to push the project, but we got the motor of an old ballbot running using the battery source of the smaller ballbot.
    Week 4
    The BIG ballbot came in! We played around with it and got comfortable with how it works and reacts to certain buttons on the remote.

### Poster

* Plastic balls
* Front of the remote
* Back of the remote
* Wheels
* Motor
* Connector
* Remote shell
* Wheel Motor
* Arms
* Back of Mini ballbot
* The base
* The Motor
* Wheels
* The back of Minibot
* Front of Mini ballbot

### Decision List

Chose to focus on spinning the basketball as opposed to balancing on top of it.

### Material List

Ballbot and all related components
Arduino
Basketball

### Software List

Arduino
# Engineering Projects/BallBot/Howard Community College/Spring2012/SNTeam
### Problem Statement

Build robot for ENES-102 with sample code exercising all the robots.

### Team Members

scott foerster

### Summary

Put an overall, short one paragraph summary here.

### Poster

Put a graphic in wikimedia, include the graphic here or link to it here. The graphic should be suitable for creating a traditional project poster.

### Story

Tell a detailed story of the project. Describe how split up, what the obstacles were, what testing was done, what informal decisions were made, what assumptions were made, what the results were.

### Decision List

List all formal decisions made with links to their documentation such as a decision tree or decision matrix.

### Material List

    1. List materials used, quantity, size, cost.
    2. Describe what needs to be purchased in the future to continue working on this project.

### Software List

You installed different software packages or used already installed software. Describ the programs here.

### Time

Put one number here. Hours. Total hours that everyone worked on the project. Do not estimate. Do not talk about it. ADD.

### Tutorials

All projects create new tutorials of technical details future participants are going to want to know. They are going to be separate pages that are linked to here.

### Next Steps

List specific details, advice, describe the current problems that the next team faces associated with the project here.
# Engineering Projects/BarCode/Howard Community College/fall2012/p1-503-nwzz
### Problem Statement

Create a barcode system in which people can use their phones to find their location along nature trails.

### Team Members

Naik Taylor Zeher Ziegler

### Summary

Our task was to create a barcode system in which nature trails will be mapped. The barcodes will be printed to be placed along nature trails for people to scan to find there location. We are using QR codes to bring up the maps for the project. The QR codes are a type of barcode that can be used for any type of data.

### Poster

These are the pictures of the NatureTrails
Maps

### Story

So far for our project any information obtained from the weekend is mostly irrelevant since last class our project idea changed. The original plan was to create a barcode system in which we would be able to allow students to find their way through the school using the system of barcodes. Students would take a picture of the barcodes with their cell phones and using the application and google maps the barcodes would pin point your location. After discussing this with the group we decided to change the mapping of the school to mapping nature trails around the campus. Its a similar plan so the barcode plans still work. For the barcode system we will be using QR codes which is an easy barcoding app that can be uploaded on iphones and smart phones. we are taking pictures of the nature trail. We found all five nature trails and took pictures of the all the trails. We linked the QR codes to the maps of the trails so the maps will come up when the code is scanned. We decided to created a google map with all the trails mapped out on it so your location will show up in relation to the trails if your phone as GPS. We then linked a QR code to the google map.

### Material List

    1. List materials used, quantity, size, cost.
    2. Describe what needs to be purchased in the future to continue working on this project.
iPhone or Android smartphone.
Paper and printer to print barcodes.

### Software List

All software used is free on the internet.
QR code generator to create QR codes.
QR Barcode Scanner for any smartphone to scan QR codes with.
Google Maps to create custom map of the nature trails.
App Inventor to design, program and package android application
You must have a google account to create apps in app inventor and edit maps in google maps.

### Time

27 hours

### Tutorials

How to create your own google map tutorial.
How to use App Inventor.

### Next Steps

Pictures of the beginning and end of each trail can be taken to upload to the google map of the trails. (Note: Permissions for HCC Nature Trails google map is set so that anyone can edit the map after signing in to their google account. Should make a calibration list before posting QR code for anyone to scan.)
Add signs at the beginning and end of each trail so people can see where the trails are.
Make a poster to post in school halls/lobbies to get people scanning the QR code.
Panoramic 'street view' at the entrance of each trail.
work on design of offline application that can be used inside for room to room navigation.
# Business process management/Pipeline selection
## Summary

Opportunities at some organizations are evaluated with a standardized framework for selection. With limited resources to meet the demand of all possible projects, these organizations pick opportunities based on defined criteria. These criteria include costs, benefits, and the time to realization or delivery.
All opportunities are presented for selection with similar highlights, making comparison easier. The strategic objectives are enumerated and ranked. Problem statements at the process level are identified along with possible solutions. The costs for each approach and the cumulative effect are captured, and then the aggregate report is submitted for consideration.
Once underway, the projects are evaluated on a regular basis. Specific, production-realized, results are then required every three to four months with releases to the end-users. The projects themselves last several releases, but the end-users and the organizations see tangible benefit throughout.

## Applies to

* Charter for Alignment
# Business process management/Sharing - infrastructure cost models
## Summary

The position of a BPMS tool in the infrastructure stack is such that it will span departmental systems and cross the boundaries of system silos. Both the users that interact with the BPMS tool and the integrations invoked by the defined processes give rise to the possibility of sharing a BPMS tool across the program. If the infrastructure has the capacity for the load imposed by the executing processes then the costs can be distributed to those teams that use it.
| Cost Model | Description | Advantages | Disadvantages |
| Flat Fee | Projects pay a fixed fee, usually a portion of the infrastructure costs, to participate in the shared infrastructure environment. | Works well with similarly sized projects. Can quickly cover the cost of infrastructure if enough projects join. | Small projects pay a penalty if they share with larger projects. |
| Transaction Fee | Projects pay based on usage. The unit of usage is typically a transaction, and that can be defined differently. For example, some organizations charge by hardware (CPU) operations. Others charge by business transactions. | Allocates cost based on the size of the project. Provides data for sizing hardware requirements if opportunities are deemed to be of a size similar to existing projects. | Usually requires initial upfront costs to pay for the infrastructure until projects begin producing chargeable transactions. |
There are occasions when sharing parts of the physical infrastructure may not make sense. Isolation of more sensitive process applications might require different environments for the BPMS tools. However, the sharing of software licensing costs, shared staff to support the environments, and even physical data centers might still make sense. The above cost models can still apply and be defined for such use cases.

## Applies to

* Charter for the BPM Engine
* Charter for BPM Investment
# Business process management/Staging platform growth
## Summary

Knowing that a typical BPM program follows three major stages makes planning for each stage easier. One organization used specific exit criteria for each stage to drive targeted behaviors in all of the people involved with the BPM program.
The Validate stage included work on identifying challenges to building a centralized, shared infrastructure. Not only did this work not immediately benefit the pilot solutions, but it actually took attention away from some of the deliverables for those projects. However, it was critical to determine how much assistance and investment would be needed to build out that part of the engine. Cost and time estimates could then be determined for the later stages.
Issues in getting IT integrations delivered for one of the pilot projects meant that particular solution had to reduce its scope. However, this allowed the program team to add a level of detail to the roadmap that allowed for financial analysis of the long-term costs as compared to anticipated benefits. Roadmapped requirements included an estimate from IT so that total costs could be forecasted for the future opportunity. This level of detail became part of the expected information for any opportunity vying for the centralized funds.
This particular scenario demonstrates the importance of recognizing that the initial solutions are not the endgame. Choosing pilot opportunities is a tricky balance between picking an insignificant problem to tackle and managing the expectations for a more complex issue. The problem that is too small will not be accepted as viable proof of BPM capabilities. A complex, meaningful solution cannot reasonably delivered in its entirety in the Validate timeframe, also leading to failure.
Each stage will have solution goals and program goals to deliver, and that mixture drives how investment should occur.

## Applies to

* Charter for BPM Investment
# Business process management/Metrics are essential
## Summary

In evaluating projects that are underway it is essential to be able to see the real results that support the benefits claims. If efficiency really has been improved then the data should support that claim.
As a part of the requirements then, a project should seek to demonstrate the results with quantitative data and reporting with a limited number of concise, uncluttered report views. Not only does this data allow the strategic impact to be assessed it may even allow the process to run better.

## Applies to

* Charter for Alignment
# Business process management/Opacity leads to higher costs
## Summary

Organizations often have redundant projects concurrently active. Overlapping requirements and capabilities have multiple resources tackling the same problem and reinventing the wheel. This is usually due in part to separate business units operating with limited visibility into one another's activities. Then when the systems go-live, the users are frustrated because they have to pick from multiple systems to accomplish their jobs.
A transparent BPM society where teams can review intent, objectives, and requirements helps remove this problem. It is the programmatic equivalent of a Freedom of Information Act.
IT system owners when asked for the same set of interfaces repeatedly can provide feedback that there are going to be problems with duplication of systems or solutions. Including the end-users in the evaluation of the projects can be a powerful to eliminate duplicates. They will be happier, and therefore, more productive.

## Applies to

* Charter for BPM Democracy
* Charter for Alignment
# Business process management/Why playbacks work
## Summary

Playbacks, or interactive sessions, where feedback can be provided on a solution at regular intervals is one mechanism to encourage contribution from the end-user population. They are successful because they reduce the surprises that might occur at release time. Users are less likely to be shocked because they have participated all along.
Apply this concept to a project where users can contribute input during every stage. Provide visibility into how decisions get made, why specific requirements are defined as they are, and when popular features will be implemented. The change management problem becomes a lot easier to handle.

## Applies to

* Charter for BPM Democracy
# Business process management/Internal dependencies - simultaneous upgrades
## Summary

With a shared BPM infrastructure, conflicts tend to arise when shared assets require changes. The shared assets even include software versions for the platform infrastructure. The questions that arise include ownership and cost allocation of regression testing, hardware upgrades, and more.
One organization established a regular maintenance cycle under which the software platform and shared modules would be refreshed. Every project team built into their project timelines regression testing and upgrade activities. If a specific business objective was going to be sufficiently delayed such that a schedule adjustment was warranted the project team could request a postponement.
The important thing to note here is that the conflict situation was discovered early. Experienced system architects and business sponsors knew that the platform would periodically require maintenance. Renewal and improvements in the infrastructure were expected and recognized as important to the success of the effort. They then established a plan by which those upgrades could occur with minimal friction from active project teams.

## Applies to

* Charter for Conflict Resolution
# Business process management/Method of innovation - incubators
## Summary

Some organizations have internal incubators tasked with keeping abreast of emerging technologies. They specifically seek out new tools and methods for solving problems, proving them out with tangible results on small-scale projects. The responsibility of scaling these new capabilities then transitions to larger, more established entities like Centers of Excellence or Program Management Offices.
BPM programs often start with such incubators. Even after a BPM program is off the ground, this innovation mindset can contribute to areas where the BPM program may be weak. The incubator does not need to disappear. By its very nature, an incubator is typically a smaller, more nimble group, and that group can evolve to meet new demands placed on it.
Some companies call these Tiger Teams. Tiger Teams are tasked with stretching boundaries and demonstrating new possibilities for the engine. This might include prototyping integration mechanisms for a possible project or establishing guidelines for management of the opportunities pipeline.
These incubators are usually provided limited, monitored funding. Members of the team tend to take on multiple responsibilities and work towards delivering results in manageable windows. They can often identify issues or obstacles that prevent real program progress long before a project becomes blocked by the issue, and they do so with limited capital requirements.

## Applies to

* Charter for the BPM Engine
# Business process management/Tools - plan for adapting
## Summary

The specific requirements for the engine and the ability to satisfy those requirements will vary over the program's lifetime. It is unrealistic to assume that a plan for the engine can be constructed years into the future since things are constantly changing. It is also likely that even if such a plan could be produced it would be impossible to fulfill all of the requirements right away. In building the engine today, recognize where short-term tradeoffs are acceptable to get the program in motion.
Consider an organization that was steeped in mainframe technologies and that went down the route of non-Java systems prior to the beginning of their BPM journey. Despite a lack of in-house competence with application servers or webservices, they opted for Java-based BPM software.
They accepted that the first projects would struggle with some of the changes in technology. They took that hit early with plans to invest in additional capabilities for their people at a later stage of the program. While the early engine did not completely meet the applicability requirements outlined for tools in this Charter, a decision was made to leverage external resources in the short-term to more quickly realize the benefits of BPM.

## Applies to

* Charter for the BPM Engine
# English-Chinese/Our Milky Way Galaxy is roughly 100,000 light years in diameter, and our nearest sister galaxy, the Andromeda Galaxy, is located roughly 2.5 million light years away

Our Milky Way Galaxy is roughly 100,000 light years in diameter, and our nearest sister galaxy, the Andromeda Galaxy, is located roughly 2.5 million light years away.
我们的银河系直径约为10万光年，而我们最近的姐妹星系仙女座星系距离我们大约250万光年。
# English-Chinese/Other symptoms of diabetes mellitus include weight loss and tiredness

Other symptoms of diabetes mellitus include weight loss and tiredness.
糖尿病的其他症状包括体重减轻和疲倦。
# English-Chinese/Other symptoms of schizophrenia include false beliefs, unclear or confused thinking, hearing voices that do not exist, reduced social engagement and emotional expression, and lack of motivation

Other symptoms of schizophrenia include false beliefs, unclear or confused thinking, hearing voices that do not exist, reduced social engagement and emotional expression, and lack of motivation.
精神分裂症的其他症狀包括錯誤的信念，不清楚或混亂的思維，聽不到的聲音，減少的社交參與和情緒表達，以及缺乏動力。
# English-Chinese/Our taxes pay to arm the military

Our taxes pay to arm the military.
我们的税收支付武装军队。