Track .xls and .ppt files with Git LFS

.gitattributes

@@ -63,3 +63,5 @@ saved_model/**/* filter=lfs diff=lfs merge=lfs -text
 *.pdf filter=lfs diff=lfs merge=lfs -text
 *.xlsx filter=lfs diff=lfs merge=lfs -text
 *.doc filter=lfs diff=lfs merge=lfs -text
+*.xls filter=lfs diff=lfs merge=lfs -text
+*.ppt filter=lfs diff=lfs merge=lfs -text

task_lite_clean_en/13/data/0abe2c8f1362c5ce_1.pptx

@@ -0,0 +1,3 @@
+version https://git-lfs.github.com/spec/v1
+oid sha256:0c7675c8acd393b7475e7783a976d4705a4fa57f09b2b62ead38233d41f103c3
+size 15896874

task_lite_clean_en/171/data/1835ffb258531167_Purchase_Order_5.txt

@@ -0,0 +1,7 @@
+Purchase Order #1005
+Date: 2024-10-12
+Supplier: Supplier 19
+Items: Office equipment, furniture, tools, etc.
+Amount: ¥10000
+Status: Approved
+Remarks: Supplementary daily office needs

task_lite_clean_en/171/data/25fc466871f35adf_Purchase_Order_1.txt

@@ -0,0 +1,7 @@
+Purchase Order #1001
+Date: 2024-05-22
+Supplier: Supplier 7
+Items: Office equipment, furniture, tools, etc.
+Amount: ¥37000
+Status: Stocked In
+Remarks: Supplementary daily office needs

task_lite_clean_en/171/data/28e7cf8c56f4a37f_PO_10.txt

@@ -0,0 +1,7 @@
+Purchase Order #1010
+Date: 2024-10-05
+Supplier: Supplier 8
+Items: Office equipment, furniture, tools, etc.
+Amount: ¥20000
+Status: Purchased
+Remarks: Supplementary daily office needs

task_lite_clean_en/171/data/3885e1e8f81ab012_Purchase_Order_8.txt

@@ -0,0 +1,7 @@
+Purchase Order #1008
+Date: 2024-07-05
+Supplier: Supplier 15
+Items: Office equipment, furniture, tools, etc.
+Amount: ¥55000
+Status: Pending Approval
+Remarks: Supplementary daily office needs

task_lite_clean_en/171/data/43fe94dbacb72c07_Purchase_Order_9.txt

@@ -0,0 +1,7 @@
+Purchase Order #1009
+Date: 2024-11-10
+Supplier: Supplier 12
+Items: Office equipment, furniture, tools, etc.
+Amount: ¥27000
+Status: Pending Approval
+Remarks: Supplementary daily office needs

task_lite_clean_en/171/data/49850418c1412b18_Purchase_Order_3.txt

@@ -0,0 +1,7 @@
+Purchase Order #1003
+Date: 2024-03-18
+Supplier: Supplier 11
+Items: Office equipment, furniture, tools, etc.
+Amount: ¥45000
+Status: Pending Approval
+Remarks: Supplementary daily office needs

task_lite_clean_en/171/data/65d553c7b7a294fb_Purchase_Order_6.txt

@@ -0,0 +1,7 @@
+Purchase Order #1006
+Date: 2024-10-28
+Supplier: Supplier 9
+Items: Office equipment, furniture, tools, etc.
+Amount: ¥20000
+Status: Approved
+Remarks: Supplementary daily office needs

task_lite_clean_en/171/data/7d597c4558156915_PO_4.txt

@@ -0,0 +1,7 @@
+Purchase Order #1004
+Date: 2024-08-01
+Supplier: Supplier 4
+Items: Office equipment, furniture, tools, etc.
+Amount: ¥45000
+Status: Stocked In
+Remarks: Supplementary daily office needs

task_lite_clean_en/171/data/823846f9ec2bdb95_Purchase_Order_7.txt

@@ -0,0 +1,7 @@
+Purchase Order #1007
+Date: 2024-08-26
+Supplier: Supplier 17
+Items: Office equipment, furniture, tools, etc.
+Amount: ¥20000
+Status: Approved
+Remarks: Supplementary daily office needs

task_lite_clean_en/171/data/f3516715ea0c62bb_Purchase_Order_2.txt

@@ -0,0 +1,7 @@
+Purchase Order #1002
+Date: 2024-04-10
+Supplier: Supplier 2
+Items: Office equipment, furniture, tools, etc.
+Amount: ¥16000
+Status: Stocked In
+Remarks: Supplementary daily office needs

task_lite_clean_en/171/metadata.json

@@ -0,0 +1,136 @@
+{
+  "absolute_id": 171,
+  "persona": "Product Manager",
+  "task": "Based on the purchase order on the desktop, a table is generated by supplier, summarizing the amount and purchase type, named __ PH_11 __, and placed on the desktop.",
+  "task_diff": "easy",
+  "output_files": [
+    "Procurement_Supplier_Summary.xlsx"
+  ],
+  "rubrics": [
+    "Are all 10 purchase order TXT files in the data directory correctly located and read, with no omissions or duplicates?",
+    "Were all 10 purchase orders successfully extracted with non-empty supplier name information?",
+    "Have all 10 purchase orders successfully withdrawn an amount value greater than 0?",
+    "Have all 10 purchase orders successfully extracted non-empty purchase type (item) information?",
+    "Is the output file correctly named \"__ PH_11 __\"?",
+    "Are group rollups done by vendor name?",
+    "Is the supplier name extraction accurate, and there are no extra characters in the output such as \"Supplier 11\", \"Supplier 15\", etc.?",
+    "Does the amount extraction correctly remove the ¥ sign and convert it to an integer value type?",
+    "Is the summation calculation correct, and is the total purchase amount accumulated by all suppliers accurate?",
+    "Does each supplier line retain the corresponding purchase type information?",
+    "__ PH_11 __ Does it contain three columns: \"Supplier\", \"Purchase Type\", and \"Amount\", and the column name is correct?",
+    "Does __ PH_11 __ contain 10 rows of supplier data, corresponding to exactly 10 purchase orders?",
+    "Are all 10 lines in __ PH_11 __ sourcing type \"office equipment, furniture, tools, etc.\"?",
+    "Is the total purchase amount of all suppliers in __ PH_11 __ 295000 yuan?",
+    "Does __ PH_11 __ include Supplier 19 with a sum of exactly $10,000?",
+    "Is the amount for Supplier 15 in __ PH_11 __ a maximum of $55,000 for the entire table?",
+    "Can the output Excel file be opened and read normally, and the format is not damaged?",
+    "Are all suppliers recorded separately in __ PH_11 __ without duplicate supplier consolidation errors?"
+  ],
+  "rubric_types": [
+    "Basic Evaluation",
+    "Basic Evaluation",
+    "Basic Evaluation",
+    "Basic Evaluation",
+    "Basic Evaluation",
+    "Process Evaluation",
+    "Process Evaluation",
+    "Process Evaluation",
+    "Process Evaluation",
+    "Process Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation"
+  ],
+  "file_dep_graph": [
+    {
+      "from": "Purchase_Order_1.txt",
+      "to": "Procurement_Supplier_Summary.xlsx"
+    },
+    {
+      "from": "Purchase_Order_2.txt",
+      "to": "Procurement_Supplier_Summary.xlsx"
+    },
+    {
+      "from": "Purchase_Order_3.txt",
+      "to": "Procurement_Supplier_Summary.xlsx"
+    },
+    {
+      "from": "PO_4.txt",
+      "to": "Procurement_Supplier_Summary.xlsx"
+    },
+    {
+      "from": "Purchase_Order_5.txt",
+      "to": "Procurement_Supplier_Summary.xlsx"
+    },
+    {
+      "from": "Purchase_Order_6.txt",
+      "to": "Procurement_Supplier_Summary.xlsx"
+    },
+    {
+      "from": "Purchase_Order_7.txt",
+      "to": "Procurement_Supplier_Summary.xlsx"
+    },
+    {
+      "from": "Purchase_Order_8.txt",
+      "to": "Procurement_Supplier_Summary.xlsx"
+    },
+    {
+      "from": "Purchase_Order_9.txt",
+      "to": "Procurement_Supplier_Summary.xlsx"
+    },
+    {
+      "from": "PO_10.txt",
+      "to": "Procurement_Supplier_Summary.xlsx"
+    }
+  ],
+  "data_manifest": [
+    {
+      "filename": "Purchase_Order_2.txt",
+      "stored_relpath": "data/f3516715ea0c62bb_Purchase_Order_2.txt"
+    },
+    {
+      "filename": "Purchase_Order_3.txt",
+      "stored_relpath": "data/49850418c1412b18_Purchase_Order_3.txt"
+    },
+    {
+      "filename": "PO_4.txt",
+      "stored_relpath": "data/7d597c4558156915_PO_4.txt"
+    },
+    {
+      "filename": "Purchase_Order_5.txt",
+      "stored_relpath": "data/1835ffb258531167_Purchase_Order_5.txt"
+    },
+    {
+      "filename": "Purchase_Order_6.txt",
+      "stored_relpath": "data/65d553c7b7a294fb_Purchase_Order_6.txt"
+    },
+    {
+      "filename": "Purchase_Order_7.txt",
+      "stored_relpath": "data/823846f9ec2bdb95_Purchase_Order_7.txt"
+    },
+    {
+      "filename": "Purchase_Order_8.txt",
+      "stored_relpath": "data/3885e1e8f81ab012_Purchase_Order_8.txt"
+    },
+    {
+      "filename": "Purchase_Order_9.txt",
+      "stored_relpath": "data/43fe94dbacb72c07_Purchase_Order_9.txt"
+    },
+    {
+      "filename": "PO_10.txt",
+      "stored_relpath": "data/28e7cf8c56f4a37f_PO_10.txt"
+    },
+    {
+      "filename": "Purchase_Order_1.txt",
+      "stored_relpath": "data/25fc466871f35adf_Purchase_Order_1.txt"
+    }
+  ],
+  "tested_capabilities": [
+    "Workspace Exploration"
+  ]
+}

task_lite_clean_en/175/data/1282d3320b36d138_Depreciation_Breakdown_2024_4.csv

@@ -0,0 +1,2 @@
+Asset ID,Asset Name,Purchase Date,Original Value,Depreciation This Month,Accumulated Depreciation,Net Value,Residual Value Rate
+FA-2023-004,Office Equipment 4,2023-11-20,¥19232,¥217,¥2535,¥14297,5%

task_lite_clean_en/175/data/19f1558770101d64_Depreciation_Breakdown_2024_2.csv

@@ -0,0 +1,2 @@
+Asset ID,Asset Name,Purchase Date,Original Value,Depreciation This Month,Accumulated Depreciation,Net Value,Residual Value Rate
+FA-2023-002,Office Equipment 2,2023-05-02,¥23387,¥291,¥3205,¥38576,5%

task_lite_clean_en/175/data/43c3f049437012df_Depreciation_Breakdown_2024_5.csv

@@ -0,0 +1,2 @@
+Asset ID,Asset Name,Purchase Date,Original Value,Depreciation This Month,Accumulated Depreciation,Net Value,Residual Value Rate
+FA-2023-005,Office Equipment 5,2023-11-18,¥42301,¥591,¥1673,¥28431,5%

task_lite_clean_en/175/data/a50a9badb09b0574_Depreciation_Breakdown_2024_3.csv

@@ -0,0 +1,2 @@
+Asset ID,Asset Name,Purchase Date,Original Value,Depreciation This Month,Accumulated Depreciation,Net Value,Residual Value Rate
+FA-2023-003,Office Equipment 3,2023-02-17,¥25932,¥302,¥3733,¥14191,5%

task_lite_clean_en/175/data/c18fdec4b127d343_Depreciation_Breakdown_2024_1.csv

@@ -0,0 +1,2 @@
+Asset ID,Asset Name,Purchase Date,Original Value,Depreciation This Month,Accumulated Depreciation,Net Value,Residual Value Rate
+FA-2023-001,Office Equipment 1,2023-12-11,¥33870,¥417,¥2277,¥11669,5%

task_lite_clean_en/175/metadata.json

@@ -0,0 +1,85 @@
+{
+  "absolute_id": 175,
+  "persona": "Product Manager",
+  "task": "Generate a fixed asset depreciation ledger (__ PH_12 __) based on the 2024 asset depreciation details and output it to the desktop",
+  "task_diff": "medium",
+  "output_files": [
+    "Depreciation_Ledger_For_Fixed_Assets.xlsx"
+  ],
+  "rubrics": [
+    "Have you successfully read all 5 depreciation statement CSV files (__ PH_10 __ to __ PH_9 __)?",
+    "Whether the output file __ PH_12 __ contains 5 data records, corresponding to 5 months from January to May",
+    "Whether the first line of the ledger contains the correct column header: month, asset number, asset name, purchase date, original value, current month depreciation, accumulated depreciation, net value, residual value rate",
+    "Whether the asset number in the January 2024 record is FA-2023-001, and whether the asset name is office equipment 1",
+    "Whether the depreciation for this month is ¥417 in the January 2024 record, and whether the accumulated depreciation is ¥2277",
+    "Is the residual value rate of 5% for all records",
+    "Whether the purchase date of all assets is retained: 2023-12-11, 2023-05-02, 2023-02-17, 2023-11-20, 2023-11-18",
+    "Whether the data is sorted in ascending order by month (→January-May order)",
+    "Whether all numeric fields (original value, current month depreciation, accumulated depreciation, net value) retain the original currency symbol ¥ prefix",
+    "Whether the generated Excel file can be opened normally, and whether the sheet name is' fixed asset depreciation ledger '",
+    "Whether each record in the ledger is correctly associated with the corresponding month information, and there is no mismatch",
+    "Whether all 5 raw data are included in the ledger and none of the original records are missing"
+  ],
+  "rubric_types": [
+    "Basic Evaluation",
+    "Basic Evaluation",
+    "Basic Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Process Evaluation",
+    "Process Evaluation",
+    "Process Evaluation",
+    "Process Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation"
+  ],
+  "file_dep_graph": [
+    {
+      "from": "Depreciation_Breakdown_2024_1.csv",
+      "to": "Depreciation_Ledger_For_Fixed_Assets.xlsx"
+    },
+    {
+      "from": "Depreciation_Breakdown_2024_2.csv",
+      "to": "Depreciation_Ledger_For_Fixed_Assets.xlsx"
+    },
+    {
+      "from": "Depreciation_Breakdown_2024_3.csv",
+      "to": "Depreciation_Ledger_For_Fixed_Assets.xlsx"
+    },
+    {
+      "from": "Depreciation_Breakdown_2024_4.csv",
+      "to": "Depreciation_Ledger_For_Fixed_Assets.xlsx"
+    },
+    {
+      "from": "Depreciation_Breakdown_2024_5.csv",
+      "to": "Depreciation_Ledger_For_Fixed_Assets.xlsx"
+    }
+  ],
+  "data_manifest": [
+    {
+      "filename": "Depreciation_Breakdown_2024_5.csv",
+      "stored_relpath": "data/43c3f049437012df_Depreciation_Breakdown_2024_5.csv"
+    },
+    {
+      "filename": "Depreciation_Breakdown_2024_1.csv",
+      "stored_relpath": "data/c18fdec4b127d343_Depreciation_Breakdown_2024_1.csv"
+    },
+    {
+      "filename": "Depreciation_Breakdown_2024_2.csv",
+      "stored_relpath": "data/19f1558770101d64_Depreciation_Breakdown_2024_2.csv"
+    },
+    {
+      "filename": "Depreciation_Breakdown_2024_3.csv",
+      "stored_relpath": "data/a50a9badb09b0574_Depreciation_Breakdown_2024_3.csv"
+    },
+    {
+      "filename": "Depreciation_Breakdown_2024_4.csv",
+      "stored_relpath": "data/1282d3320b36d138_Depreciation_Breakdown_2024_4.csv"
+    }
+  ],
+  "tested_capabilities": [
+    "Workspace Exploration",
+    "Result-Providing Files Utilization"
+  ]
+}

task_lite_clean_en/178/data/260ea31accd5e45d_Temporary_Work_Order_002.txt

@@ -0,0 +1,34 @@
+Temporary Work Task Order
+Task ID: TEMP-TASK-002
+Release Date: 2024-02-17
+Publisher: Administrator 3
+Task Type: Procurement Request
+
+Task Content:
+Procure 0 office chairs
+
+Task Details:
+Task Objective: Complete the related work on time
+Task Scope: Involves 3 departments
+Budget: ¥18731
+Staff Required: 3 people
+Workload: 18 hours
+
+Execution Requirements:
+□ Follow process guidelines
+□ Keep proper records
+□ Provide timely feedback
+□ Ensure quality
+
+Execution Plan:
+- Start Time: 2024-02-05
+- Completion Deadline: 2024-02-07
+- Inspection and Acceptance: 2024-02-11
+
+Assigned Lead: Employee 3
+Assigned Execution Team Members:
+  - Member 1: Employee 8
+  - Member 2: Employee 26
+  - Member 3: Employee 21
+
+Completion Status: Not Started)

task_lite_clean_en/178/data/8517e2aa3b21f526_Temporary_Work_Order_003.txt

@@ -0,0 +1,34 @@
+Temporary Work Task Order
+Task ID: TEMP-TASK-003
+Release Date: 2024-02-16
+Publisher: Administrator 4
+Task Type: Procurement Request
+
+Task Content:
+Procure 0 office chairs
+
+Task Details:
+Task Objective: Complete the related work on time
+Task Scope: Involves 3 departments
+Budget: ¥38650
+Staff Required: 3 people
+Workload: 25 hours
+
+Execution Requirements:
+□ Follow process guidelines
+□ Keep proper records
+□ Provide timely feedback
+□ Ensure quality
+
+Execution Plan:
+- Start Time: 2024-02-23
+- Completion Deadline: 2024-02-05
+- Inspection and Acceptance: 2024-02-10
+
+Assigned Lead: Employee 4
+Assigned Execution Team Members:
+  - Member 1: Employee 13
+  - Member 2: Employee 2
+  - Member 3: Employee 5
+
+Completion Status: Not Started)

task_lite_clean_en/178/data/bf5a5aaa41a527b7_Temporary_Work_Order_005.txt

@@ -0,0 +1,34 @@
+Temporary Work Task Order
+Task ID: TEMP-TASK-005
+Release Date: 2024-02-26
+Publisher: Administrator 1
+Task Type: Procurement Request
+
+Task Content:
+Procure 0 office chairs
+
+Task Details:
+Task Objective: Complete the related work on time
+Task Scope: Involves 1 department
+Budget: ¥38649
+Staff Required: 5 people
+Workload: 19 hours
+
+Execution Requirements:
+□ Follow process guidelines
+□ Keep proper records
+□ Provide timely feedback
+□ Ensure quality
+
+Execution Plan:
+- Start Time: 2024-02-20
+- Completion Deadline: 2024-02-08
+- Inspection and Acceptance: 2024-02-26
+
+Assigned Lead: Employee 6
+Assigned Execution Team Members:
+  - Member 1: Employee 17
+  - Member 2: Employee 22
+  - Member 3: Employee 15
+
+Completion Status: Not Started)

task_lite_clean_en/178/data/c45023c0a3bb514d_Temporary_Work_Order_001.txt

@@ -0,0 +1,34 @@
+Temporary Work Task Order
+Task ID: TEMP-TASK-001
+Release Date: 2024-02-14
+Publisher: Administrator 2
+Task Type: Procurement Request
+
+Task Content:
+Procure 0 office chairs
+
+Task Details:
+Task Objective: Complete the related work on time
+Task Scope: Involves 3 departments
+Budget: ¥36873
+Staff Required: 2 people
+Workload: 37 hours
+
+Execution Requirements:
+□ Follow process guidelines
+□ Keep proper records
+□ Provide timely feedback
+□ Ensure quality
+
+Execution Plan:
+- Start Time: 2024-02-22
+- Completion Deadline: 2024-02-07
+- Inspection and Acceptance: 2024-02-26
+
+Assigned Lead: Employee 2
+Assigned Execution Team Members:
+  - Member 1: Employee 13
+  - Member 2: Employee 18
+  - Member 3: Employee 4
+
+Completion Status: Not Started)

task_lite_clean_en/178/data/df0849c1114e1f41_Temporary_Work_Order_004.txt

@@ -0,0 +1,34 @@
+Temporary Work Task Order
+Task ID: TEMP-TASK-004
+Release Date: 2024-02-28
+Publisher: Administrator 5
+Task Type: Procurement Request
+
+Task Content:
+Procure 0 office chairs
+
+Task Details:
+Task Objective: Complete the related work on time
+Task Scope: Involves 3 departments
+Budget: ¥26918
+Staff Required: 5 people
+Workload: 11 hours
+
+Execution Requirements:
+□ Follow process guidelines
+□ Keep proper records
+□ Provide timely feedback
+□ Ensure quality
+
+Execution Plan:
+- Start Time: 2024-02-04
+- Completion Deadline: 2024-02-08
+- Inspection and Acceptance: 2024-02-10
+
+Assigned Lead: Employee 5
+Assigned Execution Team Members:
+  - Member 1: Employee 14
+  - Member 2: Employee 6
+  - Member 3: Employee 22
+
+Completion Status: Not Started)

task_lite_clean_en/178/metadata.json

@@ -0,0 +1,81 @@
+{
+  "absolute_id": 178,
+  "persona": "Researcher",
+  "task": "Based on the temporary work order content, a summary table is generated to count the task content of each work order, involving departments, capital occupation, personnel needs, workload information, executors, relevant time and status, and output to the temporary folder under the work order statistics on the desktop",
+  "task_diff": "medium",
+  "output_files": [
+    "Summary_Of_Temporary_Work_Order_Information.xlsx"
+  ],
+  "rubrics": [
+    "Whether the summary table contains all 5 temporary work order data records, and whether the total is exactly 5 work order records",
+    "Whether the task number TEMP-TASK-005 is included in the summary table, and the capital occupation is 38,649 yuan, the personnel demand is 5 people, the workload is 19 hours, and the person in charge is employee 6",
+    "Whether the number of departments involved in TEMP-TASK-005 is 1, whether the status is not started, and whether the release date is 2024-02-26",
+    "Whether the summary table contains task content columns, and the task content of all work orders is \"procurement office chair 0\"",
+    "Whether the task type of all 5 records is \"Purchase requisition\" and the status is \"Not started\"",
+    "Whether the start time of TEMP-TASK-005 is 2024-02-20, whether the completion deadline is 2024-02-08, and whether the acceptance time is 2024-02-26",
+    "All of the following key fields are included in the summary table: task number, task content, number of departments involved, capital occupation, personnel requirements, workload, executor, release date, start time, deadline for completion, check and acceptance time, status",
+    "Whether all records are sorted by task number from small to large, with TEMP-TASK-001 in the first row and TEMP-TASK-005 in the last row",
+    "__ PH_6 __ is an Excel file that can be opened normally and the worksheet name is \"Work Order Summary\"",
+    "Whether all funds occupied amount, personnel requirements, and workload data are accurately filled in, exactly the same as the original work order file, and there is no error"
+  ],
+  "rubric_types": [
+    "Basic Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Process Evaluation",
+    "Outcome Evaluation",
+    "Process Evaluation",
+    "Basic Evaluation",
+    "Outcome Evaluation"
+  ],
+  "file_dep_graph": [
+    {
+      "from": "Temporary_Work_Order_005.txt",
+      "to": "Summary_Of_Temporary_Work_Order_Information.xlsx"
+    },
+    {
+      "from": "Temporary_Work_Order_001.txt",
+      "to": "Summary_Of_Temporary_Work_Order_Information.xlsx"
+    },
+    {
+      "from": "Temporary_Work_Order_002.txt",
+      "to": "Summary_Of_Temporary_Work_Order_Information.xlsx"
+    },
+    {
+      "from": "Temporary_Work_Order_003.txt",
+      "to": "Summary_Of_Temporary_Work_Order_Information.xlsx"
+    },
+    {
+      "from": "Temporary_Work_Order_004.txt",
+      "to": "Summary_Of_Temporary_Work_Order_Information.xlsx"
+    }
+  ],
+  "data_manifest": [
+    {
+      "filename": "Temporary_Work_Order_005.txt",
+      "stored_relpath": "data/bf5a5aaa41a527b7_Temporary_Work_Order_005.txt"
+    },
+    {
+      "filename": "Temporary_Work_Order_001.txt",
+      "stored_relpath": "data/c45023c0a3bb514d_Temporary_Work_Order_001.txt"
+    },
+    {
+      "filename": "Temporary_Work_Order_002.txt",
+      "stored_relpath": "data/260ea31accd5e45d_Temporary_Work_Order_002.txt"
+    },
+    {
+      "filename": "Temporary_Work_Order_003.txt",
+      "stored_relpath": "data/8517e2aa3b21f526_Temporary_Work_Order_003.txt"
+    },
+    {
+      "filename": "Temporary_Work_Order_004.txt",
+      "stored_relpath": "data/df0849c1114e1f41_Temporary_Work_Order_004.txt"
+    }
+  ],
+  "tested_capabilities": [
+    "Workspace Exploration",
+    "Result-Providing Files Utilization"
+  ]
+}

task_lite_clean_en/191/data/7c065495b5e311f6_Access_To_Smart_List_Performance_Improvement_Tools.md

@@ -0,0 +1,124 @@
+[Smart Task Management] Integrate Productivity Tools with the AI Smart Assistant
+
+# Participants
+
+| Role | People | Notes |
+| --- | --- | --- |
+| Owner | @OwnerA | Owner of this document and the design proposal |
+| Reviewers | @ReviewerB@ReviewerC | At least two reviewers; at least one should provide engineering-side feedback |
+| Participants |  | People involved in related development, testing, and product design |
+
+
+# Proposal Goals
+The proposal goals section should describe what this proposal aims to achieve and what is out of scope, with particular emphasis on the latter.
+
+## Background
+Related requirements document  
+AI Smart Assistant architecture design document
+
+## Goals
+Integrate the AI Smart Assistant to support multi-turn conversations with the model and enable calls to a general toolset. This phase will complete the following goals:  
+Integrate the following tools:  
+External information retrieval tool  
+Web content fetching tool  
+Internal document parsing and Q&A tool  
+Task breakdown assistant (delivered by integrating several sub-features)  
+Automatic tool recommendation capability  
+Use specified tools to invoke model capabilities  
+Support multi-turn conversations with context; support starting a new topic  
+
+## Non-goals
+Optimization of tool UI presentation  
+Writing information back to the original system  
+Support for images/rich-text rendering in dialogue input and output, etc.  
+
+# Terminology
+The terminology section should consolidate and align specialized terms used in the document and explain their meanings. If definitions already exist in the internal knowledge base, do not repeat them; prefer unified definitions from the internal knowledge base.
+
+# Technical Background
+
+## Development Dependencies
+Describe the work involved in modifying existing systems, integrating new systems, coordinating external resources, and so on.
+
+## Risks/Bottlenecks
+Based on the requirement background and development dependencies, describe foreseeable implementation difficulties and risks.
+
+# Technical Proposal
+
+## API Definitions
+If new APIs are introduced, provide clear API definitions, including fields, types, and constraints for parameters/return values, along with API behavior descriptions.
+
+## Data Structure Definitions
+
+```
+type Session struct {
+    ID         int       `json:"session_id"`   // Unique session identifier
+    TaskID     int       `json:"task_id"`      // Unique identifier of the associated task
+    Topic      string    `json:"topic"`        // Session topic
+    CreatedAt  time.Time `json:"created_at"`   // Creation time
+    UpdatedAt  time.Time `json:"updated_at"`   // Update time
+}
+```
+
+## Proposal Design
+
+### Tool Integration
+External information retrieval tool  
+Web content fetching tool  
+Internal document parsing and Q&A tool  
+Task breakdown assistant  
+
+### Tool Recommendation and Session Start
+When a user clicks a task, the conversation window with the model opens by default. On the first click, a new session is created; on subsequent clicks, historical conversation content is loaded.
+
+# Security and Compliance Design
+If relevant content exists, describe it directly; otherwise, confirm the following checklist item by item:  
+Are any APIs newly added or modified?  
+If yes, do the parameters/return values involve user-generated content, personal sensitive information, etc.?  
+Is any new data storage introduced?  
+If yes, does it comply with data security standards?  
+Is cross-region traffic scheduling required?  
+If yes, is it compliant?  
+Are any new logs or content persistence introduced?  
+If yes, has the content been desensitized?  
+Is any content generated (including user-generated or AI-generated content)?  
+If yes, is a content safety review mechanism integrated?  
+
+# Monitoring and Alerting Design
+Design monitoring instrumentation and alert configuration based on the technical proposal...
+
+## Monitoring Instrumentation
+Describe the key metrics to monitor and the instrumentation rules.
+
+## Alert Configuration
+Define alert thresholds, notification methods, and handling workflows.
+
+# Disaster Recovery Design
+
+## Critical Dependencies and DR Degradation
+Clarify the critical dependencies introduced and, based on service level objectives, determine whether a disaster recovery plan and degradation strategy are needed.
+
+## Traffic Estimation and Rate Limiting
+Estimate the traffic scale after launch, the maximum carrying capacity, and the rate-limiting strategy when traffic exceeds capacity.
+
+# Rollback Plan
+Assess whether the proposal is a breaking change, and formulate a corresponding rollback plan and cost analysis.
+
+# Resource and Cost Estimation
+Estimate the resources required after launch (compute, storage, etc.) and the related costs.
+
+# Testing and Acceptance
+Test plan: if this is developer self-testing, provide self-test cases and have them reviewed by the quality team; define acceptance criteria.
+
+# Roadmap
+Project schedule planning (down to the week).
+
+# Launch Checklist
+Estimate the launch time and add it to task tracking; key items for reviewers to focus on:  
+The following is the baseline checklist and may be supplemented based on review results:  
+Have environment configurations for all regions been completed?  
+Have permission configurations for all regions been completed?  
+Has end-to-end capacity been confirmed to meet requirements?  
+Has the monitoring dashboard been set up?  
+Has alert configuration been completed?  
+Has disaster recovery capability been verified?

task_lite_clean_en/191/data/99a1c2810660b5d1_Smart_List_Function_Optimization_Needs.md

@@ -0,0 +1,33 @@
+# Smart List Feature Optimization Requirements
+
+# Requirement Background
+The todo extraction feature of Smart List has already been optimized and has shown clear improvement, but there are still several detailed interaction issues at the product layer. These require unified optimization to keep improving the user experience.
+
+# Requirement Description
+
+## Story 1: Guidance Prompt When the Feature Toggle Is Disabled
+
+| Requirement Description | Illustration |
+| --- | --- |
+| When the system detects that the user has not enabled the smart item extraction toggle, it should display a reminder dialog guiding the user to enable it. If the user closes the dialog, the reminder should not be shown again within the configured validity period; after the validity period ends or when the user switches devices, the reminder may be triggered again. If the user clicks "Enable Now," the dialog closes and the toggle is enabled automatically, while the user receives a success message confirming the operation. |  |
+
+
+## Story 2: Add Select-All for Unscheduled Items
+
+| Requirement Description | Illustration |
+| --- | --- |
+| When the user selects items, in addition to checking them one by one, the user can click the select-all checkbox on the left side of the unscheduled area to select items in bulk. This select-all action is not affected by the current selection state: clicking it performs select-all, and clicking it again clears the selection. In the select-all state, the bottom action bar adds a "Complete" option; clicking "Complete" marks all selected items as completed. Other actions such as merge, delete, and close remain unchanged. |  |
+
+
+## Story 3: One-Click AI Scheduling of Unscheduled Items to Today's Calendar
+
+| Requirement Description | Illustration |
+| --- | --- |
+| After the user selects items, add a new "Smart Schedule to Today's Calendar" option to the action menu. Clicking it schedules the selected items to today's calendar in batch. The specific scheduling logic is as follows:<br>1. Schedulable time range: Based on the user's schedule data from the past month, use the earliest and latest schedule times as today's schedulable window;<br>2. Rest-period filtering: Automatically exclude common rest periods (such as lunch breaks and evening meal/rest time), but still allow non-work items (such as meals or naps) to be scheduled;<br>3. Time validity: Only schedule time slots after the current time;<br>4. Smart inference logic: Recall the user's historical scheduling records for similar items (time slots and duration), and combine them with currently free calendar slots (no schedule, or unconfirmed/tentative schedule periods) to infer suitable time slots and duration for the items;<br>5. Short-item handling: Very short items (such as quick confirmation or follow-up tasks) are shown directly at the top of the calendar and do not occupy a specific time slot;<br>6. Capacity limit: If some items cannot be scheduled because the calendar is full, display a prompt describing how many were scheduled successfully and how many were not, and guide the user to adjust manually;<br>7. Workflow: After submission, show a "Smart scheduling in progress" state and support cancellation; when scheduling is completed, show the result. Items are displayed in the calendar with dashed borders, and the user can choose to confirm or cancel the arrangement;<br>8. Conflict handling: If schedule conflicts occur during scheduling, ignore the conflicts and continue. |  |
+
+
+## Story 4: Optimize the AI Tool Interaction Experience
+
+| Requirement Description | Illustration |
+| --- | --- |
+| Optimize the effectiveness of the AI tool recommendation feature and add the following interaction improvements:<br>1. Pinned recommendations at the top: Recommended tools are pinned at the top of the dialog box and selected by default, with priority given to solving the user's conversational needs;<br>2. Tool management: Users can unselect or remove pinned recommended tools, and can also choose more tools through the tool entry point. Selected tools are pinned at the top, and left-right switching is supported when there are many tools;<br>3. Invocation visualization: During response loading, show the name of the tool currently being called by the model and a brief description of the operation (without detailed steps);<br>4. Background generation: Automatically start the recommended tool generation flow when the item details page is opened. Generation continues in the background after the page is closed, and the latest result is displayed when the page is reopened. |  |

task_lite_clean_en/191/data/aeb9637d1b36dfe0_Smart_List_Assistant_Request.md

@@ -0,0 +1,152 @@
+# Smart List Assistant Requests
+
+## 1
+```
+{"model":"generic-model-identifier","messages":[{"role":"system","content":"# Role
+You are an expert at solving office-scenario todo problems, and you are skilled at helping users solve their issues.
+# Todo Description
+
+## Todo Name
+Write a technical document about a certain technical topic
+
+
+
+## Owner
+The user ID of the owner is USER_ID_1
+
+
+## Skills
+1. Use the available tools together with the todo description to find a solution.
+2. When the context is insufficient or no suitable tool is available, you may ask the user for more input.
+3. If the user's input contains an <action> tag and the <action> tag has a name attribute, it means the user has restricted the next round of conversation to use only the tools declared by that name. Be sure not to use any other tools.
+## Constraints
+1. All output content must be organized according to the given format and must not deviate from the formatting requirements.
+2. The discussion must stay focused on the todo context and must not go off topic.","name":null},{"role":"user","content":"Based on the existing tools, please recommend suitable tools for solving this todo and the shortcut commands the user can use. Output the result according to the following format and constraints.
+
+# Format
+"# We recommend the following tools for you
+- <Tool 1 Name: Tool 1 Description>
+- <Tool 2 Name: Tool 2 Description>
+- ...
+
+You can perform the following actions
+<action>Command 1</action>
+<action>Command 2</action>"
+
+# Constraints  
+1. The total number of recommended tools must not exceed 5.
+2. Do not call tools directly.
+3. Do not recommend tools whose names start with memory.
+4. Tool names should be made more readable based on the returned content. For example, if the returned tool is a general document creation tool, the output tool name should be something like Create Document.
+5. The number of actions should match the number of tools.
+6. Use <action> tags to constrain the format. The content of each <action> tag should be a recommended shortcut command related to the todo content so the user can click it to ask directly.
+6. No output line may end with spaces; only newline characters are allowed at the end of each line.
+
+# Complete Example
+A complete example is provided here
+"# We recommend the following tools for you
+- Search Tool: Used to search documents
+- Document Creation Tool: Used to create documents
+
+You can perform the following actions
+<action>Search related documents</action>
+<action>Create a new document and write content</action>"","name":null}],"stream":true,"function_call":null,"tools":[{"type":"function","function":{"name":"Generic Tool 1","description":"Perform basic arithmetic operations","parameters":{"properties":{"operation":{"description":"Operation type (add, subtract, multiply, divide)","enum":["add","subtract","multiply","divide"],"type":"string"},"x":{"description":"The first value","type":"number"},"y":{"description":"The second value","type":"number"}},"required":["operation","x","y"],"type":"object"}}},{"type":"function","function":{"name":"Generic Tool 2","description":"Search for the required news information","parameters":{"properties":{"query":{"description":"Search topic","type":"string"}},"required":["query"],"type":"object"}}},{"type":"function","function":{"name":"Generic Tool 3","description":"Enterprise internal knowledge base query tool","parameters":{"properties":{"query":{"description":"Query question","type":"string"}},"required":["query"],"type":"object"}}}],"tool_choice":null,"stream_options":{"include_usage":true}}
+```
+
+## 2
+```
+{"model":"generic-model-identifier","messages":[{"role":"system","content":"# Role
+You are an expert at solving office-scenario todo problems, and you are skilled at helping users solve their issues.
+# Todo Description
+
+## Todo Name
+Set up a meeting to discuss how to solve a certain system issue
+
+
+
+## Owner
+The user ID of the owner is USER_ID_1
+
+
+## Skills
+1. Use the available tools together with the todo description to find a solution.
+2. When the context is insufficient or no suitable tool is available, you may ask the user for more input.
+3. If the user's input contains an <action> tag and the <action> tag has a name attribute, it means the user has restricted the next round of conversation to use only the tools declared by that name. Be sure not to use any other tools.
+## Constraints
+1. All output content must be organized according to the given format and must not deviate from the formatting requirements.
+2. The discussion must stay focused on the todo context and must not go off topic.","name":null},{"role":"user","content":"Based on the existing tools, please recommend suitable tools for solving this todo and the shortcut commands the user can use. Output the result according to the following format and constraints.
+
+# Format
+"# We recommend the following tools for you
+- <Tool 1 Name: Tool 1 Description>
+- <Tool 2 Name: Tool 2 Description>
+- ...
+
+You can perform the following actions
+<action>Command 1</action>
+<action>Command 2</action>"
+
+# Constraints  
+1. The total number of recommended tools must not exceed 5.
+2. Do not call tools directly.
+3. Do not recommend tools whose names start with memory.
+4. Tool names should be made more readable based on the returned content. For example, if the returned tool is a general document creation tool, the output tool name should be something like Create Document.
+5. The number of actions should match the number of tools.
+6. Use <action> tags to constrain the format. The content of each <action> tag should be a recommended shortcut command related to the todo content so the user can click it to ask directly.
+6. No output line may end with spaces; only newline characters are allowed at the end of each line.
+
+# Complete Example
+A complete example is provided here
+"# We recommend the following tools for you
+- Search Tool: Used to search documents
+- Document Creation Tool: Used to create documents
+
+You can perform the following actions
+<action>Search related documents</action>
+<action>Create a new document and write content</action>"","name":null}],"stream":true,"function_call":null,"tools":[{"type":"function","function":{"name":"Generic Tool 1","description":"Perform basic arithmetic operations","parameters":{"properties":{"operation":{"description":"Operation type (add, subtract, multiply, divide)","enum":["add","subtract","multiply","divide"],"type":"string"},"x":{"description":"The first value","type":"number"},"y":{"description":"The second value","type":"number"}},"required":["operation","x","y"],"type":"object"}}},{"type":"function","function":{"name":"Generic Tool 2","description":"Search for the required news information","parameters":{"properties":{"query":{"description":"Search topic","type":"string"}},"required":["query"],"type":"object"}}},{"type":"function","function":{"name":"Generic Tool 3","description":"Enterprise internal knowledge base query tool","parameters":{"properties":{"query":{"description":"Query question","type":"string"}},"required":["query"],"type":"object"}}}],"tool_choice":null,"stream_options":{"include_usage":true}}
+```
+
+## 3
+```
+{"model":"generic-model-identifier","messages":[{"role":"system","content":"# Role
+You are an expert at solving office-scenario todo problems, and you are skilled at helping users solve their issues.
+# Todo Description
+
+## Todo Name
+Check the market price of a certain product
+
+
+
+## Followers
+Follower names:
+User A  
+User B  
+Corresponding follower IDs:
+USER_ID_2  
+USER_ID_1  
+
+
+## Owner
+The user ID of the owner is USER_ID_2
+
+
+## Notes
+Budget XXX
+
+
+## Skills
+1. Use the available tools together with the todo description to find a solution.
+2. When the context is insufficient or no suitable tool is available, you may ask the user for more input.
+3. If the user's input contains an <action> tag and the <action> tag has a name attribute, it means the user has restricted the next round of conversation to use only the tools declared by that name. Be sure not to use any other tools.
+## Constraints
+1. All output content must be organized according to the given format and must not deviate from the formatting requirements.
+2. The discussion must stay focused on the todo context and must not go off topic.
+# Chat Context
+```[YYYY-MM-DD HH:MM:SS][YYYY-MM-DD HH:MM:SS]The assistant recommended related tools to the user and provided action options.
+```
+# Memory Lookup
+When the user's question involves historical chat content, you can use relevant memory tools to query historical chat content. Make the query time range as precise as possible. If the returned chat content is not accurate enough, be sure to keep narrowing the query time range to obtain more detailed chat content. Continue until the returned summary version is 0. During this process, you do not need to ask the user for additional information.
+
+","name":null},{"role":"user","content":"Use the enterprise Q&A tool to look up my user information
+","name":null},{"role":"assistant","content":"","name":null,"tool_calls":[{"id":"generic-call-identifier","type":"function","function":{"name":"Get Current User ID","arguments":" {}"}}]},{"role":"tool","content":"","name":null,"tool_call_id":"generic-call-identifier"}],"stream":true,"function_call":null,"tools":[{"type":"function","function":{"name":"Generic Tool 1","description":"Perform basic arithmetic operations","parameters":{"properties":{"operation":{"description":"Operation type (add, subtract, multiply, divide)","enum":["add","subtract","multiply","divide"],"type":"string"},"x":{"description":"The first value","type":"number"},"y":{"description":"The second value","type":"number"}},"required":["operation","x","y"],"type":"object"}}},{"type":"function","function":{"name":"Generic Tool 2","description":"Search for the required news information","parameters":{"properties":{"query":{"description":"Search topic","type":"string"}},"required":["query"],"type":"object"}}},{"type":"function","function":{"name":"Generic Tool 3","description":"Enterprise internal knowledge base query tool","parameters":{"properties":{"query":{"description":"Query question","type":"string"}},"required":["query"],"type":"object"}}},{"type":"function","function":{"name":"Get Current User ID","description":"Get the ID of the currently logged-in user","parameters":{"properties":{},"required":[],"type":"object"}}}],"tool_choice":null,"stream_options":{"include_usage":true}}
+```

task_lite_clean_en/191/data/ca6f551a5b02523c_Smart_List_Experience_Instructions.md

@@ -0,0 +1,19 @@
+# Smart Todo Tool Experience Guide
+TLDR:
+Join the experience group: click the designated group entry to join the experience group and obtain access permissions
+Add the application: search for the corresponding tool in the internal collaboration platform and submit an access request; once approved, you can use it
+
+# Product Experience Steps
+
+| Step | Instructions |
+| --- | --- |
+| Step 1: Apply for tool access permission | Search for the target smart todo tool in the internal collaboration platform, submit an access request, and after approval, open and use it directly in the platform; if you are outside the office network, use the designated secure access tool to connect |
+| Step 2: Enable todo synchronization | Click the relevant setting in Personal Center and turn on the sync toggle. This will periodically sync chat records, meeting notes, and task-system todos from internal collaboration tools; synchronization runs periodically rather than in real time |
+| Step 3: Start using the core features | The main features are as follows: some features are still in the planning stage. Automatically identify todos from meetings and instant messaging content, display them by default in the unscheduled area, allow one-click drag-and-drop to the calendar to arrange execution time, or mark them complete directly; incorrectly recognized items can be quickly deleted, and items with inappropriate granularity can be split or merged; allocate work time reasonably based on the calendar to avoid meetings occupying todo time; support selecting todos and using AI to schedule them into today's calendar; the todo details page contains summarized context, reference document links, related collaborators, and other information; the AI assistant on the details page recommends helper tools and action suggestions based on the todo content to help complete tasks efficiently |
+
+
+# Co-Creation Plan for Effectiveness Optimization
+Experience users will regularly receive system notifications about newly added todo items and can directly click to view details or mark them complete. To improve the effectiveness of the tool, we need to build an evaluation set based on real usage data to optimize the feature. You are invited to join the co-creation plan: by reporting issues you encounter during use, you authorize the corresponding data to be used for the evaluation set (the data will be desensitized to protect privacy). Participation is welcome!
+
+# Issue Feedback
+If you encounter any problems during the experience, you can provide feedback in the experience group at any time:

task_lite_clean_en/191/data/ff7ca039c8762440_Smart_Checklist_Evaluation_Set_Construction_Plan.md

@@ -0,0 +1,18 @@
+# Smart Feature Evaluation Set Construction Plan
+
+# Background
+A prototype of a certain smart feature has just completed initial validation, but the effectiveness of core information extraction still needs improvement. To evaluate the impact of algorithm optimization, a batch of evaluation data based on real scenario data needs to be constructed. Because the relevant data involves daily communication and collaboration content and is somewhat sensitive, collection will be carried out through voluntary user contribution.
+
+# Proposal
+Within the group of users invited to participate in the feature experience, users for whom newly extracted information is generated on that day will receive a request through the automated messaging tool associated with the feature, asking for their consent to share data. Users can selectively share the relevant data for each day. If they believe a piece of data is not suitable for sharing, they can simply refrain from confirming it. The interaction logic is as follows:
+
+(Note: The original image description is omitted here because the specific visual presentation is unnecessary; only the core logic is retained.)
+The shared data scope includes: extracted todo-type information, corresponding communication content snippets, collaboration record summaries, intermediate detail data generated during model processing, user feedback on information quality, and explanatory notes for that feedback.
+
+After receiving the data shared by users, the related content will be desensitized. This mainly targets personal identifiers and names related to specific organizations or products for obfuscation. The desensitized dataset is used only for algorithm effectiveness evaluation and not for model training.
+
+Appendix: Sample Data Format
+
+| Todo-type Information | Related Person | (Original completion time field removed) | Source Data (communication/collaboration records) | Todo Details | Quality Feedback Type | Additional Feedback Notes |
+| --- | --- | --- | --- | --- | --- | --- |
+| Complete the drafting of a certain type of requirements document | A | - | A: Proposed an initial direction for everyone to review first, with details to be broken down later. A certain type of requirements document  B: When is the related demo version expected to be available?  C: This needs to be judged together with the specific interaction plan; some data can reuse existing resources.  D: Can we split the interaction modules first?  A: I will organize the first draft, and then ask the relevant teammates to evaluate the backend workload.  B: It is recommended to add a work-summary module so that the team management side can review it more easily.  A: This module can be included in later planning, but permission and compliance issues need to be solved first; the specific iteration can be discussed later. | Item context: A indicated that a certain type of requirements document needs to be completed, and the relevant people will evaluate the workload afterward; B suggested adding a summary module, and A proposed including it in the plan but solving compliance issues first in a later iteration. Recommended references: a certain type of requirements document, related group chat discussion records, smart notes: discussion on the related topic. Related people: B, C, D | Duplicate-type feedback | Identifier ID (the ID can be used to associate the full content of the corresponding duplicate information, including the item, related person, source data, details, etc.; if it is a collaboration schedule ID, it links to the basic information of the corresponding schedule) |

task_lite_clean_en/191/metadata.json

@@ -0,0 +1,125 @@
+{
+  "absolute_id": 191,
+  "persona": "Operations Manager",
+  "task": "Based on the smart list, create a workflow for smart list implementation and continuous improvement. The output is in /Desktop/Smart_List to improve the workflow and generate the file Smart_Inventory_Continuous_Operations_Workflow.txt.",
+  "task_diff": "hard",
+  "output_files": [
+    "Smart_Inventory_Continuous_Operations_Workflow.txt"
+  ],
+  "rubrics": [
+    "Does the output file completely extract all rules related to to-do processing, tool recommendations, user IDs and permissions from Smart_List_Assistant_Request.md?",
+    "Is it clear in the output file that no more than 5 AI tools are recommended, tools starting with memory. are not recommended, and the number of operations and tools is the same?",
+    "Does the output file completely extract the two-step operation of the permission application process from the Smart To-Do Tool Experience Instructions.md?",
+    "Does the output file fully extract the opening method and synchronization frequency rules of to-do synchronization from the smart to-do tool experience description.md?",
+    "Does the output file fully list the five core functions from the Smart To-Do Tool Experience Description.md?",
+    "Does the output file contain instructions for the Co-Creation Program to invite users to voluntarily contribute data for use in the evaluation set?",
+    "Does the output file fully list the five tools that need to be connected from Access_To_Smart_List_Performance_Improvement_Tools.md?",
+    "Does the output file contain the definition of the Session data structure, including the five fields session_id, task_id, topic, created_at, and updated_at?",
+    "Does the output file clearly state the operational requirements for monitoring management, alarm configuration, disaster recovery and downgrade, current limiting strategy, and rollback plan?",
+    "Does the output file make it clear from Smart_Checklist_Evaluation_Set_Construction_Plan.md that the desensitized data is only used for algorithm effect evaluation and not for model training?",
+    "Does the output file extract four optimization Stories from Smart_List_Function_Optimization_Needs.md, namely switch guidance, select all function, intelligent arrangement, and AI tool interaction optimization?",
+    "Does Story 1 in the output file include rules such as pop-up guidance when the switch is not turned on, no reminders within the validity period after closing, and automatic activation of the switch when clicked to turn it on immediately?",
+    "Does Story 2 in the output file contain rules such as clicking the Select All box to select all, clicking again to cancel the selection, and adding a completion option at the bottom of the selected state?",
+    "Does the Story 3 smart schedule in the output file include the eight logics of determining the scheduleable range based on the user's schedule for the past month, only scheduling the period after the current time, and recalling historical records of similar events?",
+    "Does Story 4 in the output file include the four interactive improvements of top fixed recommendations, tool management, call visualization, and background generation?",
+    "Is the overall structure of the output file strictly organized in the five stages of \"implementation → operation → optimization → evaluation → iteration\"?",
+    "Does the output file completely cover the full link process of permission application, tool access, core function operation, experience optimization, evaluation and construction, and monitoring and disaster recovery?",
+    "Are all contents of the output file derived from the source file, with no fabricated content, and no conflict with the source file description?",
+    "Is the output file name Smart_Inventory_Continuous_Operations_Workflow.txt?",
+    "Does the output file have a clear multi-level title structure and is the layout readable for users to read?",
+    "Does the output file implementation phase include four sections: permission application, tool access, technical solutions, and to-do synchronization?",
+    "Does the output file iteration phase include a complete closed loop of feedback collection, demand analysis, development and launch, data collection, effect evaluation, and a new round of optimization?",
+    "Does the output file contain the six checklists to be checked before going online?"
+  ],
+  "rubric_types": [
+    "Basic Evaluation",
+    "Basic Evaluation",
+    "Basic Evaluation",
+    "Basic Evaluation",
+    "Basic Evaluation",
+    "Basic Evaluation",
+    "Basic Evaluation",
+    "Basic Evaluation",
+    "Process Evaluation",
+    "Basic Evaluation",
+    "Basic Evaluation",
+    "Process Evaluation",
+    "Process Evaluation",
+    "Outcome Evaluation",
+    "Process Evaluation",
+    "Process Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Process Evaluation",
+    "Process Evaluation",
+    "Outcome Evaluation"
+  ],
+  "file_dep_graph": [
+    {
+      "from": "Smart_List_Assistant_Request.md",
+      "to": "Access_To_Smart_List_Performance_Improvement_Tools.md"
+    },
+    {
+      "from": "Access_To_Smart_List_Performance_Improvement_Tools.md",
+      "to": "Smart_List_Function_Optimization_Needs.md"
+    },
+    {
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+{
+  "absolute_id": 192,
+  "persona": "Operations Manager",
+  "task": "Based on the analysis of the financial reports in the report on the desktop, analyze the business conditions of each company, identify the existing problems, and list the reasons for these problems. At the same time, according to these financial reports, analyze the industry prospects and problems, generate industry analysis report documents, and put them on the desktop (__ PH_16 __)",
+  "task_diff": "hard",
+  "output_files": [
+    "Industry_Analysis_Report.md"
+  ],
+  "rubrics": [
+    "Whether to accurately locate and fully read the 5 annual report PDF files of Shengye Electric, Stargraph Measurement and Control, Juxing Technology, Taihu Yuanda, and Honghai Technology. No one of them has been missed, and no irrelevant documents have been read.",
+    "Whether to accurately extract the 2024 operating income of 1001592,100 yuan from the annual report of Juxing Technology, an increase of 66.17% year-on-year, and the net profit attributable to shareholders of listed companies of 11.5996 million yuan, an increase of 51.12% year-on-year, this set of core data.",
+    "Whether the 2024 operating income of 1,594,275,100 yuan was accurately extracted from the Taihu Yuanda Annual Report, an increase of 4.64% year-on-year, and the net profit attributable to shareholders of listed companies was 70,510,500 yuan, a decrease of 8.97% year-on-year.",
+    "Whether to accurately extract the three groups of R&D investment data: the R&D expenses of Juxing Technology increased by 74.58% year-on-year, the R&D expenses of star map measurement and control increased by 44.39%, and the R&D expenses of Taihu Yuanda increased by 36.06%.",
+    "Whether the industry analysis report contains a complete comparison table of the core operating data of the five companies, including the name of the company, operating income, year-on-year growth, net profit, year-on-year growth, and six columns of core characteristics.",
+    "Whether the five common problems of raw material price fluctuation risk, customer concentration and dependence risk, intensified market competition, international trade risk, and research and development uncertainty are identified in the industry analysis report.",
+    "Whether the analysis of raw material price fluctuations clearly points out the specific case of Taihu Lake's 8.97% decline in net profit due to rising raw material costs.",
+    "Whether the four major reasons for the fluctuation of raw material prices are analyzed: the high proportion of raw material costs, dependence on petrochemical products, limited downstream pass-through capacity, and geopolitical fluctuations.",
+    "Whether the industry prospect analysis section lists the five development opportunities for new energy and dual-carbon policies, domestic substitution acceleration, resuscitation of the home appliance industry, opportunities for going to sea, and technological upgrading.",
+    "Whether the industry prospect analysis section lists the three major development challenges of macroeconomic fluctuations, persistent cost pressures, and accelerated technology iteration.",
+    "Whether it is clearly pointed out that enterprises with the four characteristics of continuous R&D investment, active overseas layout, binding high-quality customers, and expanding the new energy track will win in the future competition.",
+    "Whether the generated industry analysis report includes five core chapters: industry overview, enterprise operation analysis, industry common problems and reasons analysis, industry prospect analysis, conclusions and recommendations.",
+    "Whether five enterprises were evaluated separately in the business analysis section, and the evaluation content was consistent with the information in the annual report.",
+    "Whether to clearly summarize in the conclusion that the industry as a whole will maintain growth in 2024, but it faces common problems such as fluctuating raw material prices and intensifying competition.",
+    "At the enterprise level, there are four specific suggestions for whether to replace R&D with raw materials, optimize customer structure, speed up the layout of the sea, and increase R&D investment.",
+    "Whether the content of the report is detailed (including information on all five core chapters), the logic is clear, and the language meets the formal industry analysis report specifications.",
+    "Whether the generated industry analysis report can be opened normally, the title hierarchy is clear, and the table is displayed normally."
+  ],
+  "rubric_types": [
+    "Basic Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Process Evaluation",
+    "Outcome Evaluation",
+    "Process Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Process Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation"
+  ],
+  "file_dep_graph": [
+    {
+      "from": "920116_2024_Satellite_Map_Measurement_And_Control_2024_Annual_Report_2025_03_03.pdf",
+      "to": "Industry_Analysis_Report.md"
+    },
+    {
+      "from": "920111_2024_Juxing_Technology_2024_Annual_Report_2025_04_24.pdf",
+      "to": "Industry_Analysis_Report.md"
+    },
+    {
+      "from": "920118_2024_Taihu_Broad_2024_Annual_Report_2025_04_25.pdf",
+      "to": "Industry_Analysis_Report.md"
+    },
+    {
+      "from": "920108_2024_Honghai_Technology_2024_Annual_Report_2025_04_24.pdf",
+      "to": "Industry_Analysis_Report.md"
+    },
+    {
+      "from": "920128_2024_Shengye_Electric_2024_Annual_Report_2025_04_21.pdf",
+      "to": "Industry_Analysis_Report.md"
+    }
+  ],
+  "data_manifest": [
+    {
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+    },
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+    },
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+    },
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+      "stored_relpath": "data/0bfbf1a71c9480de_920108_2024_Honghai_Technology_2024_Annual_Report_2025_04_24.pdf"
+    },
+    {
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+      "stored_relpath": "data/d21775057f9e714f_920128_2024_Shengye_Electric_2024_Annual_Report_2025_04_21.pdf"
+    }
+  ],
+  "tested_capabilities": [
+    "Result-Providing Files Utilization",
+    "Lineage Tracing",
+    "Semantic Content Relations Understanding"
+  ]
+}

task_lite_clean_en/224/data/2f261dd48571a2a3_Stability_Plan.md

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+# Mid- and Long-Term Stability Plan for Core Services of the Enterprise Collaboration Application
+
+# Background
+Two years ago, the team launched a systematic stability initiative and gradually improved service stability. The initial stage focused on preventing self-inflicted failures. Later, while continuing to deepen that direction, the team also strengthened disaster-recovery capabilities for infrastructure and critical downstream dependencies, entering a new phase of stability construction.
+
+# Review of Historical Stability Initiatives
+In the first year, an initial stability plan was defined, raising service stability from a basic level to a passing line. In the second year, a core-link review initiative was launched to address pain points with high propagation risk on the main path from an architectural perspective, while medium- and long-tail issues still require continuous governance.  
+Through these initiatives, the stability of the core business improved significantly. Key measures included:  
+Organization: establish a cross-team stability group responsible for horizontal stability management across the business;  
+Shift left for stability: strengthen design reviews, gray-release standards, and the OnCall mechanism, with deep involvement from core owners;  
+Failure detection: promote automated monitoring buildout, optimize alert rules to improve recall, and reduce noise through refined strategies;  
+Diagnosis and mitigation: continue improving troubleshooting tools and conduct frequent emergency drills;  
+Capability improvement: encourage participation in internal and external postmortems, summarize common root causes, and apply them in practice.
+
+# Challenges That Still Remain
+Infrastructure and core downstream failures can still bring down the main link: every year there are 1 to 2 major incidents caused by infrastructure faults, with storage failures having the most serious impact;  
+User growth and demand iteration lead to traffic surges: the user base of the core business continues to expand, new features significantly increase request volume, and under resource-cost constraints the service often runs under high load, which may gradually expose historical design bottlenecks;  
+Newly integrated businesses after organizational changes need stronger stability: some newly integrated businesses have experienced recent failures, breaking a long period without major incidents, and core storage alerts or even outages occur frequently as users grow;  
+Relying on human "awareness" in process execution is risky: common postmortem actions such as "raise awareness" have limited effect and need to be replaced with tooling for monitoring and interception;  
+Changes are still the primary trigger of incidents: design reviews are thorough, but there is still a lack of systematic stability design guidance, and some change-related issues still escape to production, so historical problems need to be revisited and current practices optimized.
+
+# Mid- and Long-Term Goals
+To address the challenges above, the following goals are proposed for the next 1 to 2 years:  
+Substantially reduce the impact scope of infrastructure storage failures and critical downstream failures while keeping cost under control;  
+Ensure the architecture can support 10x traffic growth;  
+Eliminate incidents caused by self-owned changes.  
+To achieve these goals, dedicated tracks are defined:  
+Infrastructure storage disaster recovery: heterogeneous disaster recovery and database split to reduce blast radius;  
+Disaster recovery for critical downstream failures: refine strong-weak dependency handling;  
+Interception of self-owned change failures: stability design principles, stronger monitoring, tooling buildout, and mechanism improvement;  
+Traffic response: architectural upgrades for high growth.
+
+# Initiatives
+
+| Goal | Category | Initiative | Stage Progress | Target | Current Status |
+| --- | --- | --- | --- | --- | --- |
+| Infrastructure storage disaster recovery | Storage DR | Static-resource storage disaster recovery | Overall solution completed, effect verified in some regions, and other regions are pending scheduling; disaster-recovery coverage continues to expand, including upload, download, preview, and other scenarios; component traffic-switch mechanism is being verified | Core links have disaster-recovery capability for storage failures, and service availability improves significantly during failures; common static-resource operations are supported; traffic switching is stable; hot-cold data separation reduces storage cost | In progress |
+| | | Core business storage disaster recovery | Research has restarted, solution selection is complete, and development has entered the engineering stage; some modules are close to completion but temporarily stalled due to staffing shifts; related technical talent still needs to be cultivated for follow-up development | During storage failures, critical core-business operations such as creation and permission validation remain available | Under research |
+| | Reduce blast radius | Large storage-cluster split | Cluster switching has been completed in some regions and operational risk is removed; migration is still in progress in other regions | Split high-load storage clusters to reduce the blast radius of failures and eliminate operational hidden risks | Partially completed |
+| | | Storage architecture standardization | Non-standard storage architectures have been split, and a common hot-cold separation mechanism has been established; the initiative for async-link decoupling and isolation is advancing; storage-resource review and split continue | Resolve hidden risks in non-standard architectures; achieve environment isolation; reduce the blast radius of storage resources | In progress |
+| Critical downstream failure disaster recovery | Strong-weak dependency refinement | Core business dependency governance | Mapping of strong dependencies is complete, and downgrade plans for some scenarios are under validation; progress is delayed due to staffing shifts | Main business remains unaffected when critical downstream failures occur; internal and external strong dependencies are resolved in stages | Not started |
+| Architecture for traffic growth | Architecture upgrade | Foundational capability refactoring | Fully launched, with notable cost and performance gains; load-balancing issues have been resolved and stability has improved | Improve resource utilization and reduce cost; separate foundational capabilities from business-iteration modules; optimize performance of core interfaces | In progress |
+| | | Static-resource architecture optimization | The simplified subgraph-model solution is fully launched and the results match expectations | Simplify the link model to reduce maintenance cost; reduce duplicate requests to improve stability; fix historical data to lower compatibility cost | Not started |
+| | Core-scenario hardening | Data-sync stability governance | Core-link review is complete, governance validation for hotspot scenarios has passed, and storage-resource optimization is ongoing | Complete core-link review and governance; refactor and optimize modules with historical technical debt; build complete fallback and rate-limiting capabilities | In progress |
+| | | Service-desk stability governance | The target is to reduce load on core storage and services | Identify and govern extreme risks to avoid cascading failures | In progress |
+| | | Resource-utilization optimization | Top-of-the-hour scale-up and scale-down strategy is in pilot, and redundant-resource identification and scale-in are pending | Improve resource utilization and reduce cost | In progress |
+| Self-owned change failure interception | Monitoring enhancement | Core-business alert governance | Monitoring coverage for critical scenarios has reached 100%; end-to-end monitoring capability is complete and can proactively detect user-side anomalies | Full alert coverage at the business dimension; end-to-end link alerts are online | In progress |
+| | Tooling buildout | Stability tooling platform | Multi-dimensional rate-limiting tools are online; research on the SDK for big-key splitting is complete | Provide visualized rate limiting and selective cut-off capability; build traffic-identification and automated inspection tools | In progress |
+| | Design principles | R&D capability improvement | Experience with foundational component usage is being accumulated | Form stability design principles and improve engineering design capability | In progress |
+| | Mechanism improvement | Code review standards | CR standards are running in pilot mode | Land an effective code review mechanism | In progress |
+
+# Final Notes: Aligning Awareness at the Cognitive Level
+## Why Stability Matters
+As a key entry point for enterprise collaboration, the core business has a broad impact surface. If failures occur, they affect not only user experience but also brand reputation. Stability construction must therefore be valued from a holistic perspective.
+
+## Process Choice: Tools First, Process as the Bottom Line
+The core business is different from businesses in an exploration phase and must balance efficiency and stability. Prefer automated tooling to replace manual process wherever possible and reduce cumbersome operations. Where tools do not yet cover a scenario, use necessary process to protect the bottom line, and regularly review and optimize it.
+
+## Postmortem Culture
+Encourage proactive postmortems, including both incident postmortems and phase postmortems for projects. Experience can be summarized regardless of success or failure. Incident postmortems should be timely, ideally after mitigation is completed, and should be blameless. They are an important path to capability improvement. At the same time, participation in internal and external postmortems is encouraged to broaden perspective.
+
+# Follow-up Items
+- Follow up on rate-limit threshold alerts  
+- Handle link amplification issues  
+- Advance remaining framework-upgrade items  
+- Discuss code-quality improvement  
+- Confirm storage characteristics  
+- Incorporate rate-limiting tools into drills  
+- Review business dependencies  
+- Confirm the endpoint-monitoring plan  
+- Scale in redundant resources  
+- Advance remaining storage-architecture standardization items  
+
+(Note: all specific project names, links, dates, and data have been removed, while preserving the general business logic and framework.)

task_lite_clean_en/224/data/37378ed92cda9213_Stability_Construction_Ideas.md

@@ -0,0 +1,204 @@
+# [Open Platform] Stability Construction Ideas
+
+# Improvement Plan
+
+## Overall Approach
+There are many existing issues, and incremental issues have not been effectively contained.  
+All directions have seen some attempts, but execution is still incomplete.  
+Entry strategy: stop the bleeding first, solve urgent problems first, and then move into deeper governance.  
+Rollout of concepts / culture / awareness / standards: technical owners and owners of each business module should take the lead and align goals during review and postmortem stages.  
+Governance scope: prioritize key scenarios in the three core business modules, along with related foundational services, storage, and other resources; lower the priority of long-tail services and scenarios, with long-term plans to consolidate or transfer them.  
+Phase split:  
+Phase 1: monitoring and mitigation capability buildout  
+Phase 2: system architecture review and optimization  
+Phase 3: eliminate extreme risks  
+
+## Staffing Plan
+Cross-functional group: invest 50% of the staffing from the original stability group of a certain core system. The owner and members participate according to the staffing ratio, and more people can be added later based on progress.  
+Business staffing: each of the three core business modules needs 1 to 2 people to help implement governance and optimization actions, coordinated by the business owner of each module.  
+
+## Phase 1: Monitoring and Mitigation Capability Buildout
+
+| Governance Direction | Governance Action | Priority | Expected Benefits and Outcomes | Ownership | Progress |
+| --- | --- | --- | --- | --- | --- |
+| Process mechanism | Raise the UT coverage gate for MR merges to 60% | P0 | Move risk interception forward to the code-merge stage | Cross-functional group | Core-module coverage completed |
+| MergeCheck item review |  | P0 | Improve code quality | Quality team + cross-functional group | Completed |
+| Stability weekly report mechanism |  | P0 | Align alert and risk progress every week | Cross-functional group + business-module owners | Weekly reporting mechanism established and continuously output |
+| Engineering process standard review |  | P0 | Reduce redundant process and lower engineering burden | Process optimization group | Standards review and enablement completed |
+| Change control | Gray-release capability buildout | P0 | Changes can be validated during the gray-release stage, and coverage for core interfaces reaches target | Cross-functional group + business modules | In progress, with strong completion on core modules |
+| Release ramp-up standards |  | P0 | Strengthen release-stability awareness and control ramp-up rhythm | Cross-functional group | Standards established and rolled out |
+| Monitoring and alert governance | Service-tree review and adjustment | P00 | Align the service tree with business boundaries and support later alert management | Monitoring team | Mostly complete, with some modules still pending split |
+| Alert-group categorization |  | P1 | Independent alert groups for each business module, isolated by level | Monitoring team | Completed |
+| On-call mechanism buildout |  | P1 | Establish an internal on-call mechanism for the group | Cross-functional group | In progress |
+| Foundational alert-rule coverage |  | P1 | Improve recall of foundational alerts | Monitoring team | Core regions already covered |
+| Alert noise reduction and defect governance |  | P1 | Reduce the number of critical alerts over time and lower the count of overdue defects | Business modules + monitoring team | Continuously advancing |
+| Business-scenario alert coverage |  | P1 | Improve alert coverage for business scenarios | Business modules + quality team | In planning |
+| Core-scenario alert coverage |  | P1 | Improve alert coverage for core scenarios | Business modules | In progress |
+| Exception-log collection capability buildout |  | P1 | Complete exception-log collection coverage for core modules | Cross-functional group | Partially complete, remaining modules pending launch |
+| Database capability evaluation |  | P2 | Evaluate differences in current database capabilities | Business modules | Pending evaluation |
+| Mitigation capability buildout | Rate-limiting coverage review | P1 | Find gaps and ensure fallback capability | Cross-functional group | Partially complete |
+| Hotspot governance and drills |  | P1 | Core hotspot scenarios become governable and verified through drills | Cross-functional group | Dedicated initiative in progress |
+| Overload-protection tool coverage |  | P1 | Complete rollout of overload-protection tools | Cross-functional group | Completed |
+| TODO follow-up |  | P1 | Continuously track critical pending items | Business modules | In progress |
+
+## Phase 2: System Architecture Review and Optimization
+This phase runs in parallel with Phase 1, and the timing will be adjusted based on staffing and risk urgency.  
+
+| Governance Direction | Governance Action | Priority | Expected Benefits and Outcomes | Progress |
+| --- | --- | --- | --- | --- |
+| Link review | Strong-weak dependency mapping | P2 | Clarify system dependency relationships | In planning |
+| Dependency drills |  | P2 | Verify the effect of dependency governance | In planning |
+| Architecture optimization | Hotspot scenario governance | P2 | Resolve core hotspot issues | In progress |
+| Traffic amplification governance |  | P2 | Reduce unnecessary traffic consumption | Under investigation |
+| Infrastructure risk | Slow-query governance | P1 | Lower the risk of slow queries | Existing backlog is being governed, and incremental monitoring is in place |
+| Hot key governance |  | P1 | Resolve core hot-key issues | In progress |
+| System capacity management |  | P1 | Ensure capacity matches business needs | In planning |
+
+## Phase 3: Eliminate Extreme Risks
+
+| Governance Direction | Governance Action | Priority | Expected Benefits and Outcomes | Progress |
+| --- | --- | --- | --- | --- |
+| Blast-radius control | Storage split | P3 | Reduce the impact scope of storage failures | In planning |
+| Message isolation |  | P3 | Isolate message channels | In planning |
+| Infrastructure disaster recovery | Storage disaster recovery | P3 | Improve storage disaster-recovery capability | In planning |
+
+# Known Issues
+1. The release process needs clearer guiding principles, and many long-tail modules require prioritized review.  
+2. There are many legacy defects and they need to be handled by priority.  
+3. Weekly issue response volume is high, and some cases may not be going through the process.  
+4. The unit-test coverage standard needs a unified alignment.  
+5. Dependency mapping and drills are not yet fully covered on some links.  
+
+# Reference Materials
+- Stability governance plan collection  
+- SLA inventory for core scenarios  
+- Risk list and improvement plan  
+- Statistical analysis of defects and issue response  
+- Mitigation capability buildout documents  
+- Issue response process standards  
+- Architecture optimization initiative report  
+- Hotspot governance and drill plan  
+- Release process standards document  
+- Service-tree review and long-tail governance plan  
+- Exception-log collection guide  
+- Overload-protection tool instructions  
+- Slow-query governance handbook  
+- System capacity evaluation method  
+- Dependency mapping and drill standards  
+- Storage split and disaster-recovery plan  
+- Message isolation design document  
+- Stability weekly report template  
+- Process optimization suggestions  
+- Gray-release capability buildout guide  
+- Rate-limiting and hotspot-governance tool documents  
+- Alert-rule configuration manual  
+- On-call mechanism management standards  
+- Defect tracking and closed-loop process  
+- Issue-response efficiency improvement plan  
+- Technical review standards and process  
+- Culture and awareness enablement materials  
+- Staffing allocation model  
+- Phase goals and acceptance criteria  
+- Risk-level classification guide  
+- Priority-evaluation framework  
+- Long-tail module governance strategy  
+- Ramp-up rhythm control guide  
+- Core-interface coverage statistics method  
+- Exception-log analysis tool instructions  
+- Slow-query identification and optimization techniques  
+- System capacity expansion process  
+- Dependency change management standard  
+- Blast-radius evaluation method  
+- Disaster-recovery drill process and standards  
+- Hotspot scenario identification and governance steps  
+- Overload-protection trigger-condition configuration  
+- Rate-limiting rule definition guide  
+- Alert noise-reduction strategy  
+- Unit-test coverage improvement method  
+- MergeCheck item configuration standard  
+- Suggestions for reducing engineering process burden  
+- Stability KPI metric framework  
+- Root-cause analysis method  
+- Continuous-improvement mechanism  
+- Cross-team collaboration process  
+- Resource-priority allocation model  
+- Module split and consolidation standard  
+- Service-tree maintenance standard  
+- Alert-group management rules  
+- Defect-priority classification standard  
+- Issue-response timeout handling mechanism  
+- Technical-debt cleanup plan  
+- Architecture health evaluation model  
+- Foundational service stability assurance plan  
+- Storage resource optimization strategy  
+- Core business module stability initiative  
+- Long-tail service handoff process  
+- Monitoring-data visualization plan  
+- Alert-injection testing method  
+- Gray-release effectiveness evaluation metrics  
+- Change rollback process standard  
+- Release risk evaluation form  
+- Service degradation strategy  
+- Fallback capability buildout guide  
+- Hotspot selective-cutoff tool instructions  
+- Whacker tool configuration manual  
+- Overload-protection drill plan  
+- Traffic amplification identification method  
+- Strong-weak dependency tagging standard  
+- Dependency fault-tolerance plan  
+- Storage disaster-recovery switchover process  
+- Message queue isolation implementation plan  
+- Blast-radius reduction techniques  
+- Risk early-warning mechanism  
+- Stability training materials  
+- New-hire stability awareness onboarding handbook  
+- Cross-department stability collaboration cases  
+- Annual stability target breakdown  
+- Q3 stability initiative plan  
+- Q4 stability optimization priorities  
+- Stability postmortem template  
+- Issue case-library buildout  
+- Best-practice sharing documents  
+- Tool-platform user guide  
+- Automated-test coverage improvement plan  
+- Code-quality improvement initiative  
+- Architecture refactoring plan  
+- Microservice split standard  
+- Service-discovery optimization  
+- Configuration-center stability assurance  
+- Logging-system optimization  
+- Monitoring metric-system improvement  
+- Alert-strategy iteration  
+- On-call personnel training plan  
+- Troubleshooting toolkit  
+- Root-cause diagnosis methodology  
+- Continuous-integration optimization  
+- Continuous-deployment process  
+- Environment consistency assurance  
+- Test-data management  
+- Performance-test plan  
+- Stress-test process  
+- Capacity-planning method  
+- Disaster-recovery drill report template  
+- Stability review checklist  
+- Pre-release checklist  
+- Change-approval process  
+- Emergency-change handling standard  
+- Incident severity standard  
+- Incident response process  
+- Incident postmortem process  
+- Incident communication mechanism  
+- Incident fix prioritization  
+- Incident prevention measures  
+- Risk-avoidance plan  
+- Risk-identification approach  
+- Risk-mitigation strategy  
+- Risk-transfer method  
+- Risk-acceptance standard  
+- Stability maturity model  
+- Industry best-practice research  
+- Competitive stability analysis  
+- Impact of technology trends on stability  
+- Future stability planning  
+- Long-term stability goals  
+- Continuous-improvement roadmap

task_lite_clean_en/224/data/6e94f253aaf7d35e_Stability_Special_Summary_Plan.md

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+# XX Application - Stability Initiative Q1 Summary and Q2 Plan
+
+# Q1 Summary
+
+## Q1 OKR Summary
+O: Improve business stability construction, continue strengthening governance of self-owned change channels, hotspot risks, and high-risk runbook buildout and drills, and strengthen offline risk-interception methods; no P-level incidents and zero red-line incidents.
+
+| KR | OKR Completion Status | Notes |
+| --- | --- | --- |
+| KR1: [Change Control] Drive the business to improve governance of change risks in self-owned channels; continue governance of key change-control issues and business-line improvements; analyze emergency release data and reduce the number of unjustified emergency releases | [Slightly below expectations] Governance of change risks in self-owned channels: Application A still has 3 self-owned channels pending governance, with progress as follows:<br>[Delayed] Tool B: change-event reporting was connected earlier, while other control capabilities were delayed due to staffing shifts in Large Project X and are expected to go live in early Q2<br>[Delayed] Module C decommission: development and testing are complete, waiting for merge and release support, expected in mid-Q2<br>[Completed] Feature D: permission-convergence capability is online and verified<br>[Completed] Module C: black-screen operation control has been self-tested and launched<br>Application A had 5 effective change controls, 3 effective full rollbacks, and 6 hotfix tickets in Q1<br>Change-control analysis: 9 tickets in Q1, 8 effective, with an effective interception rate of 62.5%; 5 gray-release rollbacks (2 due to non-standard release process, 2 due to insufficient impact assessment, 1 due to third-party dependency issues), 3 full-traffic rollbacks (2 due to uncovered edge scenarios, 1 due to performance risk), and 6 hotfixes (2 due to insufficient impact assessment, 4 due to urgent needs)<br>Improvement plan: add automated test cases for core scenarios, strengthen automation as a release gate for testing and deployment, and optimize the release process by consolidating checklists and gating points into the pipeline for unified governance |  |
+| KR2: [Stability Hardening] Continue hardening Application A, complete drills for 4 hotspot scenarios, and work with 3 business lines to complete strong-weak dependency runbook drills | [Below expectations] Progress was delayed to Q2 because Large Project X consumed staffing. Q1 completed drill items: supported the business in the major drill assessment; static resource storage disaster-recovery drill completed, with 2 remaining issues still pending verification |  |
+
+
+## Q1 Incidents / Case Studies and Analysis
+
+### Incident Data
+| Incident Type | Incident Data | Problem Analysis |
+| --- | --- | --- |
+| Engineering incidents within the application itself | 0 P-level incidents, 0 Notice incidents | - |
+| Platform business-responsibility incidents | 1 P-level incident | One-line attribution: the database proxy load in the SaaS data center of the application reached a critical threshold, and together with business migration tasks and peak traffic, resource exhaustion triggered a cascading failure<br>Impact scope: business in one region of Application A<br>Reporting path: monitoring alert<br>Related project: Large Project X |
+
+
+### Case Study Data
+| Incident Classification | Risk Type | Risk Description | Reason It Was Not Intercepted |
+| --- | --- | --- | --- |
+| Case Study | Capacity risk / abnormal fault tolerance | Abnormality at the entry of Module E: historical architecture design was unreasonable, and a large-tenant operation triggered a large number of invalid pushes and requests, causing interface rate limiting with no fallback at the entry point<br>Impact scope: Application A business in the domestic region<br>Reporting path: monitoring alert / user feedback | Architecture design defect (no tenant-level rate-limiting fallback), missing rate-limiting runbook, strong coupling at the entry layer, and non-standard traffic-handling workflow |
+| Case Study | Abnormal fault tolerance | OOM on a message-service instance: deserialization of abnormal data in an audit task requested a large amount of memory, triggering instance restarts and a retry storm<br>Impact scope: Application A business in the domestic region<br>Reporting path: monitoring alert | Missing OOM investigation tools, no isolation of core links, unreasonable retry mechanism, and missing data validation |
+| Case Study | Change risk | Offline push failure: a newly added parameter did not cover downstream dependency fields, causing the offline push not to trigger<br>Impact scope: Application A business in the domestic region<br>Reporting path: user feedback | Missing monitoring for push traffic, missing data reconciliation, and insufficient link-level automation |
+| Case Study | Capacity risk | Alert for version conflict in a certain feature: fixes for data differences in a traffic-switch drill were incomplete, causing abnormal user access<br>Impact scope: business of a feature in a domestic region<br>Reporting path: user feedback | Missing drill SOP and untimely response to online alerts |
+
+
+### Exposed Risks
+1. Unreasonable business architecture: hotspot risks exist at the tenant dimension in core modules  
+2. Missing monitoring and alerts: traffic-drop monitoring is not covered on certain links  
+3. Non-standard emergency process: online urgent issues lack a standard handling process  
+4. Insufficient test coverage: automation is missing for some scenarios  
+5. Non-standard online operations: a certain feature has no SOP for alert handling  
+
+### Follow-up Improvements
+1. R&D should regularly conduct emergency-process training  
+2. Key features should keep drills fresh and strengthen SOP rollout  
+3. QA should advance automation for critical scenarios  
+
+
+## Q1 Analysis of Full Rollback Tickets
+### Summary and Analysis
+Improve automation for already exposed issues, strengthen automated regression as a release criterion for developer self-testing, and optimize the release process to avoid repeated configuration-related issues.
+
+
+## Q1 Red-Blue Drill Summary
+The completion rate for both hotspot drills and strong-weak dependency drills was 0%, and both were delayed to Q2 because Large Project X consumed staffing.
+
+| Drill Type | Drill Scenario | Current Progress | Notes |
+| --- | --- | --- | --- |
+| Hotspot drill | Abnormal-content retry scenario | Not completed, expected in Q2 | Staffing occupied |
+| Hotspot drill | Subscription-relation deletion diffusion scenario | Not completed, expected in Q2 | Staffing occupied |
+| Hotspot drill | Push amplification scenario | Not completed, expected in Q2 | Staffing occupied |
+| Strong-weak dependency | Core module dependency drill | Not completed, expected in Q2 | Staffing occupied |
+| Strong-weak dependency | Storage failure drill | Third round completed, 2 issues pending verification | - |
+
+
+# Q2 Plan
+O1: Improve business stability construction, continue improving governance of self-owned channels, hotspot risks, and high-risk runbook buildout and drills, and strengthen offline interception; no P-level incidents and zero red-line incidents.
+
+KR1: [Change Control] Advance change-risk governance for 2 self-owned channels; continue governing key change issues; analyze emergency release data and reduce unreasonable emergency releases.  
+KR2: [Stability Hardening] Complete governance and drills for 4 medium- to high-risk hotspot scenarios; work with business lines to complete strong-weak dependency runbook drills; carry out offensive-defensive drills for core modules; and advance disaster-recovery buildout for strong dependencies.  
+
+Detailed plan:  
+1. Governance of historical hotspot risks: complete governance and drills for 4 scenarios and improve mitigation capability  
+2. Offensive-defensive drills for core modules: conduct closed-book testing together with the major initiative assessment  
+3. Strong-weak dependency mapping: complete dependency hardening and drills for core scenarios  
+4. Disaster-recovery buildout: advance heterogeneous disaster recovery for storage and blast-radius governance  
+5. Automation rollout: strengthen automated regression standards for key scenarios  
+6. Process optimization: improve the emergency SOP and conduct training and freshness drills  
+7. Monitoring supplementation: cover missing monitoring points on uncovered links  
+
+(Note: specific drill scenarios and governance details will be synchronized by the related teams in dedicated documents.)

task_lite_clean_en/224/data/75da68bf652cc81d_Alignment_Of_Stability_Building_Ideas_WIP.md

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+# [General Platform] Alignment of Stability Construction Ideas (WIP)
+
+# Problems
+
+## Release Control Issues (including Process A / Process B)
+Related postmortem document
+Related guiding-principles document
+
+![Related guiding-principles document: there are many long-tail service units and business scenarios, so a complete inventory and clear prioritization are required](img_0.png)
+
+## There are many long-tail service units and business scenarios, so a complete inventory and clear prioritization are required
+Long-tail service stability governance plan document
+
+![Long-tail service stability governance plan document: there are many legacy defects](img_1.png)
+
+## There are many legacy defects
+
+## A high number of weekly on-call responses
+There is also suspicion that some issues are being investigated and diagnosed without going through the formal process, which consumes engineering effort.
+
+![Suspected cases that did not go through the formal process for issue investigation and diagnosis; code merge request unit-test coverage standard](img_2.png)
+
+## Code merge request unit-test coverage standard
+The unit-test coverage standard may be 40%, and the integration-test standard may be 60%.
+
+## Feedback from Internal Interviews
+The two biggest risks are Core Module A and Core Module B.
+The key issue identified last year was the lack of various mitigation methods.
+The key issue identified this year is that engineering and testing teams do not understand the core links well enough, especially Core Module A and Core Module B.
+Engineers often make basic mistakes because their understanding is insufficient.
+Requirements for technical review are relatively low, and many critical items are not covered.
+Engineering and testing teams also set low expectations for each other.
+Foundational work such as strong-weak dependency mapping and failure drills has barely been carried out. Only Core Module B has made a preliminary attempt, and the depth is still insufficient.
+
+# Improvement Plan
+
+## Overall Approach
+There are many existing issues, while incremental issues are not being controlled effectively.
+All directions have seen some attempts, but execution is incomplete.
+Entry strategy: stop the bleeding first, solve urgent issues before addressing root causes.
+Concepts / culture / awareness / standards buildout?
+Technical owners and business owners of each area should take the lead and align expectations through review and postmortem stages.
+Governance scope:
+Prioritize resources and supporting components related to core scenarios in key business areas.
+Lower the priority of other long-tail services and business scenarios, with a long-term option to transfer or merge them.
+Phase 1: build monitoring and mitigation capability.
+Monitoring and alert governance, on-call optimization, communication-group categorization, and coverage improvement.
+Service tree / feature tree governance.
+Mitigation capability buildout: change control, higher unit-test gating, stability weekly reports, and gray-release capability.
+Phase 2: sort out and optimize system architecture.
+Link mapping and issue discovery, including hotspots and unreasonable design.
+Phase 3: eliminate extreme risks.
+Blast-radius control.
+
+## Phase 1: Monitoring and Mitigation Capability Buildout
+
+| Governance Direction | Governance Action | Expected Benefits and Outcomes | Progress |
+| --- | --- | --- | --- |
+| Process mechanism | Raise the unit-test coverage gate for code merge requests to 60% | Move risk interception earlier to the coding stage |  |
+| Code-merge checklist review | Improve code quality |  |  |
+| Stability weekly-report mechanism | Sync alerts and system risks every week and align stability progress across businesses |  |  |
+| Review existing engineering process standards | Reduce unnecessary process and lower engineering burden |  |  |
+| Change control | Build platform gray-release capability | Changes can be validated through pre-release and gray-release stages |  |
+| Define related ramp-up standards | Strengthen release-stability awareness and control ramp-up rhythm |  |  |
+| Monitoring and alert governance | Sort out and adjust the service tree / feature tree |  |  |
+| Alert-group categorization optimization |  |  |  |
+| Alert / on-call mechanism optimization |  |  |  |
+| Improve coverage of foundational alert rules |  |  |  |
+| Alert noise reduction and defect governance (long term) |  |  |  |
+| Mitigation capability buildout | Check coverage of gateway / cluster / method-level rate limiting |  |  |
+|  | Check and drill hotspot-handling capability |  |  |
+
+## Phase 2: System Architecture Review and Optimization
+
+|  |  |  |  |
+| --- | --- | --- | --- |
+|  |  |  |  |
+|  |  |  |  |
+
+## Phase 3: Eliminate Extreme Risks
+
+# Reference Materials
+Documents related to quality and risk inspections
+Documents related to SLA inventory for core scenarios
+Documents related to the stability risk management checklist
+Documents related to issue analysis
+Documents related to mitigation capability inventory
+Documents related to defect and on-call statistics
+Documents related to code-merge-request unit tests
+Documents related to on-call analysis
+Documents related to back-end defect and on-call statistics

task_lite_clean_en/224/data/79096fd484c91acf_Stability_Guarantee.md

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+# Stability Assurance for the Annual Launch Event of the XX Platform
+
+# Key Milestones
+Official website delivery: progressing as planned  
+Official announcement time: TBD  
+Event rehearsal: arranged according to the launch-event flow  
+Pre-event release: prepared under the internal process, see internal documents for details  
+Event execution: keynote presentation (live stream) and exhibition demo  
+Change control: business teams can view control rules through internal subscription channels; control rules and related documents are available on the internal platform  
+Advance allowlisting for launch-event change control: change escapes must be requested before the lock window for emergency configuration or launch-event-related content; the allowlist registration sheet is in internal documents  
+Infrastructure change control: internal infrastructure control instruction document  
+Control window: S-level change control during designated periods before and after the event  
+
+# Communication Group for the Assurance Program
+
+# Event Format
+Location: designated offline venue  
+Mode: offline plus online live streaming  
+Traffic: estimated XX UV for each official-website session and XX UV across multiple channels  
+Time: the full day of the event, with live stream and exhibition periods arranged as planned  
+Whether there is an offline exhibition area: yes  
+
+# Event-Related Features (Confidential)
+Official website features: prepared based on event requirements  
+Full collection of launch-event materials: internal document (visible after joining the designated group)  
+Exhibition-area materials: internal document  
+Online livestream script: internal document  
+
+# Product Contacts and Assurance Progress for Event-Related Features
+Assurance scope: risk review of launch content, runbook preparation, capacity assurance, pressure testing, feature quality assurance, monitoring and alerts, and security checks; lock-down and inspection for changes in core and dependent systems; online on-call support during the event  
+
+## Summary of Internal Business Assurance Progress
+Each business line should appoint a stability contact and update the document if the contact changes.  
+Use the internal template as a reference for business assurance documents.  
+
+| Business Line | Event Features | On-site Demo Involved | Contact | Overall Progress | Assurance Plan | Pressure Test Progress | Capacity Estimation | Scale-out Resources | Rate-Limiting Runbook | Runbook Drill | 2nd/3rd-Party Dependencies | Monitoring and Alerts | Security Check | Event On-Call |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| XX Business 1 | Official website, livestream | No | Designated contact | Requirements are being released, pressure testing is complete, capacity evaluation and scale-out are in progress, and drills are complete | Prepared | Completed | Completed | Configured as needed | Configured | Completed | Reviewed | Configured | Completed | Arranged |
+| XX Business 2 | Customer service related | No | Designated contact | Capacity evaluation complete, no scale-out needed | Not involved | Participated in upstream pressure testing | No extra need | Not involved | Configured | Prepared | Reviewed | Configured | Completed | Arranged |
+| XX Business 3 | Middle-platform features | Yes | Designated contact | Plan review is complete, capacity evaluation and scale-out are in progress, and rate-limiting configuration is complete | Prepared | Upstream-side pressure testing | Completed | Configured as needed | Configured | Completed | Reviewed | Configured | Completed | Arranged |
+| XX Business 4 | On-site demo features | Yes | Designated contact | Pressure testing is complete, scale-out is in progress, and runbook drills are complete | Prepared | Completed | Completed | Configured as needed | Configured | Completed | Reviewed | Configured | Completed | Arranged |
+
+## Overall Rate-Limiting Runbook for the Event
+Internal summary document for rate-limiting runbooks  
+
+## External Business Lines
+| Department / Business Line | Contact | Assurance Progress | Notes |
+| --- | --- | --- | --- |
+| XX Department 1 | Designated contact | Progressing as planned | Cooperative support |
+| XX Department 2 | Designated contact | Change control completed | Cooperative support |
+| XX Department 3 | Designated contact | Capacity evaluation completed | Cooperative support |
+
+## Emergency Runbooks for the Exhibition Side of the Event
+Runbook list: collection of internal emergency documents  
+Drill result: completed as planned  
+
+## Hot Topics for the Event
+Internal document for collecting hotspot resources  
+
+# End-to-End Pressure Testing
+Each business team conducts pressure testing independently. Results are documented in the internal rate-limiting runbook document.  
+
+# Full-Scenario Quality Assurance for the Event
+Presentation segment: meets release quality standards and requires no extra assurance  
+Exhibition segment: the demo features must run normally; quality walkthroughs, bug fixes, and experience improvements are progressing as planned  
+See internal documents for exhibition-related information.  
+
+| Exhibition Area | Assured Business Line | Quality Contact | Quality Assurance Progress | Quality Assurance Risks |
+| --- | --- | --- | --- | --- |
+| XX Exhibition Area 1 | XX Business | Designated contact | Walkthrough completed | None for now |
+| XX Exhibition Area 2 | XX Business | Designated contact | Walkthrough in progress | None |
+
+# On-Call Arrangement
+On-call coverage during the livestream and exhibition periods: arranged as planned, including on-site and remote coverage across multiple work areas  
+
+# Historical Traffic Reference
+Historical launch-event traffic data is available in internal documents  
+
+# Release Freeze Progress
+| Product | Module | Owner | Freeze Progress | Escape Plan |
+| --- | --- | --- | --- | --- |
+| XX Platform | XX Module | Designated contact | Completed as planned | Internal allowlist |
+| Infrastructure | XX Module | Designated contact | Completed as planned | Internal document |
+
+# Weekly Sync and TODO
+## Recent Weekly Meetings
+Information sync: change-control rules, exhibition material preparation, capacity-estimation standards  
+TODO: confirm control scope, on-call arrangement, and dependency review  
+
+## Earlier Weekly Meetings
+Information sync: launch-event timeline, feature classification, responsibility split  
+TODO: confirm contacts, prepare assurance plans, and review dependencies  
+
+# Related Documents
+Collection of internal assurance reference documents  
+
+# Historical Documents
+Collection of launch-event assurance documents from previous years

task_lite_clean_en/224/data/e015e13ff1bc72e8_Weekly_Stability_Group_Meeting.md

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+# Weekly Meeting of the Enterprise Office Software Stability Group Q2
+Q2 objective: [Q1 Stability Report and Q2 Objective Sync for Enterprise Office Software]
+People map: [Members of the Stability and Cost Governance Project Group]
+Q2 dashboard: [Q2 Incident Dashboard]
+
+# Weekly Meeting Notes
+Recording:
+AI notes:
+
+## Attendance Sheet
+| Role | Placeholder | Check-in | Business Line | Owner (POC) | Check-in |
+| --- | --- | --- | --- | --- | --- |
+| Cross-functional partner | Member A |  | Business Line 1 | Member B |  |
+| Member C (leave) |  | Business Line 2 | Member D (leave) |  |  |
+| Member E |  | Member F (leave) |  |  |  |
+| Member G |  | Business Line 3 | Member H |  |  |
+| Incident operations | Member I, Member J |  | Business Line 4 | Member K |  |
+| MTTR and hotspots | Member L |  | Business Line 5 | Member M |  |
+| Change management | Member N (leave) |  | Private deployment | Member O (leave) |  |
+| Drill | Member P |  | Member Q (leave - component split in a project) |  |  |
+| Member R |  | Member S (leave - a migration drill) |  |  |  |
+| Risk governance | Member T |  | Business Line 6 | Member U (leave) |  |
+| Infrastructure stability | Member V |  | Open Platform | Member W |  |
+
+## Incidents This Week
+### Last Week's TODO
+[Postmortem for a third-party rate limit issue triggered by a traffic surge in a service], and discuss mitigation with the related team for the approval-flow setting issue of "approving your own process".
+A certain alert did not affect users but still introduced risk. A database bug caused a long overall MTTR, so related infrastructure risks need attention.
+All bugs and related rate-limiting needs have been scheduled in [Enhanced Proxy Rate Limiting Capability]. Delivery will start in Q3, and short-term mitigation still depends on operational experience.
+
+### This Week's TODO
+
+## 1. Topics and Information Sync This Week
+A quick discussion on MQ rate limiting and pressure testing MQ traffic.
+[Enterprise Office Software Incident Accountability Standard v2.1]
+If a dependent party's activity or new requirement is not communicated to the relied-on party in advance, or the traffic estimation error exceeds 30%, causing the relied-on system to be unable to bear the load, responsibility lies with the dependent party; otherwise responsibility lies with the relied-on party.
+Background: under the goal of improving resource utilization, assign resource-allocation priority levels for disaster recovery and emergency scenarios, so that core services receive capacity expansion first when resources are insufficient.
+R&D action: check whether existing service-level labels are correct and add labels for unlabeled services.
+Announcement sheet: [Service Level and Resource Document Repository]
+Announcement deadline: end of a certain month
+
+## 2. Governance Progress of High-Risk Items
+[Progress of High-Priority Stability Risk Governance from Q1 to Q2]
+
+## 3. Stability Honor Roll and Watch List
+| Topic | Honor Roll | Watch List |
+| --- | --- | --- |
+| MTTR and traffic hotspots [Q2 MTTR Statistics Details] | MTTR 30-minute compliance in the past 7 days: P-level incidents, P0 on-call, UAlarm emergencies, and hotspot P-level incidents all met the target | MTTR 30-minute compliance in the past 7 days: one business in UAlarm had slow message consumption due to locking logic and improved after parameter tuning; another business had a long MTTR because of abnormal task environment behavior that filled up disk space |
+| Change management |  |  |
+| Drills |  |  |
+| Hot dependency risk governance |  |  |
+| Dual data-center disaster recovery buildout |  |  |
+| Long-term risk governance | Top 3 QoQ decreases in Q2 increment: multiple modules reduced code, SQL, and architecture risks; modules with high MR fix rates | Top 3 QoQ increases in Q2 increment: multiple modules increased code, SQL, and architecture risks; modules with many unresolved MR issues |
+
+## 4. Key Progress Items (Read and Comment)
+### Monitoring response and hotspot prevention
+Hotspot prevention: see [High-Risk Governance Initiative] for details.
+Monitoring response: none for now.
+
+### Change management
+Key Q2 metrics: 0 red-line, low-level, and repeated change incidents; 0 external change incidents; 100% internal compliance with change standards.
+Risk governance: three new black-screen changes in the middle platform have completed integration with the change platform.
+Core progress in change engineering capability: the technical solution for change interception is completed and has been deployed in one environment; joint debugging with related teams is planned this week. Joint debugging for high-risk SQL has been postponed to mid-July. Slot-tiered gray release has completed its pilot.
+
+### Drills
+Routine drills: focused on top hotspots, historical failures and high-risk items, and self-owned risks; each business line is progressing well.
+Red-blue offensive and defensive drills: the plan is complete and a large-scale assessment has been carried out. Multiple drills have been executed, and the defense success rate is relatively high.
+Joint infrastructure drills: the plan is complete and an abnormal-component drill has been carried out. Business-side behavior matched expectations.
+Platform capability building: platform-based construction of the drill repository is complete, covering risk, runbook, and drill closed loops. The MVP version of automated drills has also been completed.
+
+### Long-term risk governance
+Program target: by the end of Q4, reduce the number of risks by 30% compared with the beginning of Q1, and reduce the number of related incidents by 50% compared with last year.
+Background and data: [Long-Term Risk Governance Initiative]
+Progress this week: follow-up on fluctuations in code risk data and statistics on risk growth rates across dimensions.
+
+## 5. Private Deployment
+### Failures and KAOC: [Postmortem of a business outage caused by a customer's infrastructure issue]
+### Major version upgrade: [Master Schedule of Delivery and Upgrade for KA Projects]. Multiple customer upgrades have completed without issues, and one customer is being upgraded this week.
+### PAAS component risk governance: one component completed the development of a blocking and white-screen prevention capability and monitoring is now online. Redis-related detection testing is complete and is expected to go live next week.
+### Change control: version 1 of the MySQL operations platform is complete. The standard edition goes live this week, and the production environment goes live next week.
+... (Other weekly meeting content should be handled similarly. Keep the structure and anonymize specific information.)
+```

task_lite_clean_en/224/data/e9e7361708098e2f_Stability_Construction.md

@@ -0,0 +1,16 @@
+# Stability Construction
+
+## 1. Monitoring System Setup
+Build a multi-dimensional monitoring system that covers core service paths, including infrastructure resources, service status, and business metrics. Use real-time data collection and analysis to identify potential risks early. Define tiered alerting rules for key scenarios so abnormal conditions can be detected quickly and routed to the responsible teams.
+
+## 2. Emergency Response Mechanism
+Establish a standardized emergency response process that clearly defines operating procedures for the full lifecycle, from anomaly detection and issue diagnosis to fault recovery and post-incident review. Conduct regular emergency drills that simulate common failure scenarios to improve cross-team coordination and recovery efficiency.
+
+## 3. Capacity Management Optimization
+Based on business growth trends, regularly assess and forecast resource capacity. Use stress testing to validate system load-bearing capability, and adjust resource allocation strategies in advance to handle traffic peaks. Optimize scheduling mechanisms to improve resource utilization while maintaining stable system operation.
+
+## 4. Continuous Stability Improvement
+Make stability work part of the normal development process by incorporating risk investigation, code quality checks, and dependency upgrades into daily R&D workflows. Hold regular stability review meetings to summarize typical issues and improvement actions, and continuously iterate on system architecture and operating mechanisms.
+
+## 5. Team Capability Building
+Organize technical training and sharing sessions on stability topics, including monitoring tools, troubleshooting methods, and performance optimization techniques, to strengthen team awareness and technical capability. Encourage cross-team experience sharing and capture reusable solutions and best practices for common problems.

task_lite_clean_en/224/data/fd58931ae3012d3e_Stability_System_Construction_Weekly.md

@@ -0,0 +1,193 @@
+# Weekly Meeting for Stability System Construction of the XX System
+Process metrics:
+MTTR miss rate
+SLI low points
+Monitoring and alert coverage / effectiveness
+Rate limiting
+L0-L3 interface or tenant-level rate limiting (including MQ)
+Fine-grained rate limiting for L0 and L1, hotspot identification
+Slow SQL governance
+Capacity waterline: CPU, MEM, Disk, MQ
+Change control: escapes, rollback, emergency release
+Routine initiatives: drills / pressure testing
+
+
+# 1. Information Sync [10']
+## 1.1 Key Focus Items [3' each]
+### A. Core resource service-level tagging for the XX system [DDL: near term]
+SOP: XX system service-level and resource document repository
+Tagging sheet: XX system service-level and resource document repository
+1. Background and current status: as utilization of core resources in the XX system continues to rise, resource-capacity risks in disaster recovery and emergency scenarios are amplified. Therefore, service levels need to be classified so that under limited resources, core services receive capacity protection first.
+2. How to collaborate:
+Operations team: pre-tagging has already been done based on data from multiple platforms and a set of rules, and recent service tickets involving release upgrades have also been pulled for reference, but were not involved in actual tagging.
+Business R&D: manually tag services that are still unlabeled and review whether pre-tagged service levels match reality.
+3. What this affects: in resource-constrained disaster recovery scenarios, core services will be expanded first. In the future, resource quotas may also be assigned by business line. See the related chapters in the SOP document for details.
+4. Feedback: if there are questions about the initiative itself, feel free to communicate at any time; if there are questions about service-level classification, tagging rules, or data in the table, record them in the feedback sheet. Common questions will be answered and iterated on regularly.
+
+### B. [Mandatory] XX System Incident Emergency Learning Course
+The overall completion rate in R&D is currently XX%, with a near-term DDL. Please ask each owner to remind their teams to complete the training in time. Business lines with completion rates above average include Business Line A and Business Line B; business lines that require attention include Business Line C and Business Line D. Starting this week, reminders will be pushed to those who have not completed the course.
+
+
+## 1.2 TODO Log
+### Previous TODO
+### Current TODO
+Minutes: XX system stability weekly meeting minutes
+Miaoji: XX system stability weekly meeting smart notes
+Important information sync:
+A. Core resource service-level tagging for the XX system: background, collaboration model, impact, and feedback path are the same as above. DDL is near term.
+B. XX system incident emergency learning course: completion rate XX%, DDL near term, owners need to follow up.
+TODO: mismatched scenario level and feature level in the feature tree caused abnormal filtering, and the feature level has been adjusted.
+
+
+# 2. Business Stability Score [3']
+Pilot proposal for the XX system stability score (design approach, metric definitions, and data sources); trend dashboard for the XX system stability score
+Data sources: emergency-detail statistics, incident-improvement action management
+Data interpretation: owner XX
+
+| Overall View | L2-L3 alert coverage is below target: some front-end monitoring metrics in part of the business are temporarily measured offline. In progress: Business Line 1 is improving coverage, and Business Line 2 dropped slightly due to newly added scenarios; no manpower invested yet: Business Line 3 and Business Line 4 are improving slowly. Fallback rate limiting: progress on cluster-level fallback rate limiting is behind target. Some business lines are temporarily pending because of historical configuration issues, and some show slight improvement. L0-L1 hotspot support with monitoring and selective traffic cut-off: some business lines are moving quickly, with better hotspot monitoring coverage and support for selective traffic shedding; some business lines are progressing slowly. |
+| --- | --- |
+| Top 3 Score Increases | Business Line 5: 100% interception rate for change control; Business Line 6: alert coverage improved and rate-limiting buildout fully covered; Business Line 7: existing architecture risk governance completed. |
+| Score Drops | Business Line 8: lower MTTR compliance rate and lower change interception rate; Business Line 9: a configuration change caused issues and increased MTTR; Business Line 10: alert effectiveness decreased and rate-limiting progress regressed. |
+
+Data trend:
+Color note: red indicates metric deterioration or an absolute value below target or average, requiring attention.
+
+| Dimension / Business Line | System Average | Business Line 1 | Business Line 2 | Business Line 3 | Business Line 4 | Business Line 5 | Business Line 6 | Business Line 7 | Business Line 8 | Business Line 9 | Business Line 10 | Business Line 11 | Business Line 12 | Business Line 13 |
+| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
+| Total Stability Score | XX to XX | XX to XX | XX to XX | XX to XX | XX to XX | XX to XX | XX to XX | XX to XX | XX to XX | XX to XX | XX to XX | XX to XX | XX to XX | XX to XX |
+| Fast Recovery Capability | XX to XX | XX to XX | XX to XX | XX to XX | XX to XX | XX to XX | XX to XX | XX to XX | XX to XX | XX to XX | XX to XX | XX to XX | XX to XX | XX to XX |
+| Total Change Control Score | XX | XX | XX | XX | XX to XX | XX | XX | XX to XX | XX | XX | XX to XX | XX | XX to XX | XX |
+| Total Disaster Recovery Buildout Score | XX | XX | XX to XX | XX | XX to XX | XX | XX | XX to XX | XX | XX | XX | XX | XX to XX | XX |
+| Total Capacity Governance Score | XX | XX | XX | XX | XX | XX | XX | XX | XX | XX | XX | XX | XX | XX |
+| Total Drill Capability Buildout Score | XX to XX | XX | XX | XX | XX | XX | XX | XX to XX | XX | XX to XX | XX | XX to XX | XX | XX |
+| Continuous Improvement Score | XX to XX | XX | XX to XX | XX to XX | XX to XX | XX to XX | XX to XX | XX to XX | XX to XX | XX | XX to XX | XX | XX to XX | XX |
+
+
+# 3. Result Targets [0-10']
+Other related documents: XX system private-deployment incident dashboard, XX system incident dashboard
+
+## 3.1 Incident Overview and Analysis
+[No P-level incidents; total unavailability duration reduced to zero]
+See the dashboard link for detailed OKR stability metrics.
+
+## 3.2 Overview and Analysis of Improvement Execution
+## 3.3 Overview and Analysis of MTTR
+Full-scope MTTR should be less than or equal to 30 minutes. Analysis is divided into two parts: "detection + response" and "diagnosis + mitigation". Analysis of misses:
+
+| Business Line | Miss Type | This Week's MTTR > 30 min Case | Case Analysis and Improvement Actions |
+| --- | --- | --- | --- |
+| Business Line A | Detection | P0 on-call | Cause: issue triggered by configuration change. Exposed problems: missing automated test cases, insufficient monitoring, unreasonable gray-release rhythm. Improvements: add test cases, improve monitoring, optimize gray-release strategy. |
+| Business Line B | Diagnosis | P0 on-call | Cause: code-logic issue caused loading abnormality. Exposed problems: insufficient test coverage and missing monitoring. Improvements: add tests, add monitoring, optimize gray release. |
+
+
+# 4. Monitoring - Response - Diagnosis - Mitigation Buildout [10']
+## 4.1 Monitoring Response
+### 4.1.1 SaaS SLA Alert Coverage, Effectiveness, and Freshness
+Definition of effective SLA alerts: alert rules with an ACK rate of at least 90% within one week and an average ACK duration of no more than 5 minutes. Formula: coverage = number of scenarios linked to alert rules / total number of scenarios; effectiveness = number of effective rules / total number of rules.
+
+| Business Line | Overall Progress and Highlights | RD Input (Risks and Progress) |
+| --- | --- | --- |
+| Business Line 1 | L0-L1 coverage 100%, L2-L3 coverage XX% | Q2 plan is to raise L2-L3 coverage to XX% |
+| Business Line 2 | L0-L1 coverage 100%, L2-L3 coverage XX% | Add more instrumentation and improve coverage |
+| ... | ... | ... |
+
+
+### 4.1.3 SaaS Feature Tree Node Freshness (Paused)
+Purpose: avoid missing alerts when new interfaces are not bound to the feature tree. Governance progress: remaining node counts and governance status for each business line.
+
+
+### 4.1.4 UAlarm SaaS Alert Accuracy
+Purpose: alert noise governance. Progress: alert accuracy still needs improvement for some business lines.
+
+
+## 4.2 Diagnosis and Mitigation
+### 4.2.1 SaaS Diagnosis and Mitigation SOP
+"XX System Diagnosis and Mitigation Knowledge Base"
+
+| Category | Capability Type | Related Document |
+| --- | --- | --- |
+| Mitigation | RDS Proxy rate limit and selective cut-off | "XX System RDS Proxy Rate-Limit and Selective Cut-Off SOP" |
+| Mitigation | Multi-dimensional selective cut-off at gateway ingress | "XX System Gateway Selective Cut-Off Process SOP" |
+| Diagnosis | RDS hotspot SQL analysis | "XX System RDS SQL Hotspot Analysis Tool SOP" |
+| ... | ... | ... |
+
+
+### 4.2.2 Mesh Rate-Limiting Governance
+Background: business growth increases the risk of sudden traffic surges, so fallback rate limiting is required. Target: 100% cluster-level fallback and XX% method-level fallback. Progress: each business line is advancing according to schedule, with some already in the dry-run stage.
+
+
+### 4.2.3 MQ Rate-Limiting Configuration
+Background: sudden MQ traffic increases can overload downstream systems, so rate limiting must be configured. Target: complete rate limiting for core paths by Q4. Progress: governance is ongoing across business lines, and some have already completed it.
+
+
+### 4.2.4 RDS Fallback Rate Limiting
+Improvement schedule: MAX QPS instrumentation and dry-run capability buildout. Progress: configuration progress varies across business lines, with some complete and some still underway.
+
+
+### 4.2.5 Capacity Governance (Skipped This Week)
+Target: reach a 95% compliant capacity waterline. Progress: completion rates for risk-related TODO items are improving across business lines, with remaining risks still pending.
+
+
+# 5. Risk Governance Initiatives [10']
+Focus on business-side mitigation capability buildout: timeout configuration, rate limiting, capacity governance, hotspot detection, and more.
+
+## 5.1 Incremental High-Risk SQL Governance
+Background and plan: XX system incremental high-risk SQL governance plan and SQL inspection rule list. Includes top 3 existing items to be governed, new watch-list entries, and honor-roll items for resolution.
+
+## 5.2 Dual Data-Center Disaster Recovery Buildout
+Drill description document: XX system disaster-recovery traffic-switch drill plan. Business lines need to assess risk and sync it into the disaster-recovery inventory.
+
+## 5.3 Infrastructure Convention Governance
+Meaning of conventions: component usage standards; violations are the business owner's responsibility. Business value: clarify boundaries and govern hidden risks. Progress: Q2 targets have been completed.
+
+## 5.4 Long-Term Risk Governance
+Program document: XX system long-term risk governance initiative. Includes governance progress for code risk, SQL risk, architecture risk, and more.
+
+## 5.7 Service Framework Upgrade Initiative
+Background: the legacy framework introduces stability risks and needs to be upgraded. Phases: current-state collection, framework provision, and upgrade completion. Progress: business-line tagging and scheduling are under way.
+
+
+# 6. Change-Risk Prevention Capability Buildout [10']
+## 6.1 Progress on Converging Change Risks
+### 6.1.1 Channel Standards and Risk Governance
+Channel information: change-channel list. Highlight progress: governance plan for self-owned change channels.
+
+### 6.1.2 Change-Risk Prevention Capability Buildout
+Risk: some change channels have issues such as no review or no quality inspection, and these have been fixed or are being fixed.
+
+## 6.2 Process Metrics and Business Analysis
+### 6.2.1 Interpretation of Process Metrics
+| Business Line | Non-compliant Changes Count / Rate | Emergency Releases Count / Rate | Full Rollbacks Count / Rate | Failed Changes Count / Rate | Unresolved Change Risks Count / Rate |
+| --- | --- | --- | --- | --- | --- |
+| Business Line 1 | 0 / 0% | 0 / 0% | 0 / 0% | 0 / 0% | 0 / 0% |
+| ... | ... | ... | ... | ... | ... |
+
+### 6.2.2 Analysis of Business-Line Issues
+General case analysis of change rollback and emergency release, including rollback causes, reasons interception did not happen, and improvement plans.
+
+
+# 7. Drills and Related Capability Buildout [10']
+Failure case: postmortem of a core device anomaly caused by a network change in the XX data center.
+
+## 7.1 Drill Information Sync
+See Information Sync A.
+
+## 7.2 Runbooks and Drills
+### 7.2.1 Routine Drills
+Address of the XX system drill repository: Drill Repository 2.0. New risk scenarios, runbooks, and drills were added in Q1, with a completion rate of XX%; Q2 targets are clearly defined.
+
+### 7.2.2 Red-Blue Offense and Defense
+The blue team has completed onboarding and clarified scope and mechanisms. A large-scale assessment starts in June, and alerting and emergency response for drill clusters need attention.
+
+
+# 8. Other Business Progress, Discussion, and Sharing
+## 8.1 Other Progress and Topic Sync
+| Business Direction | Memo |
+| --- | --- |
+| Business Line A |  |
+| Business Line B |  |
+| ... | ... |
+
+## 8.2 Sharing on XX System Rate-Limiting Capability
+Related document: "Distributed Rate-Limiting Tool". Contact the owner XX for integration.
+```

task_lite_clean_en/224/metadata.json

@@ -0,0 +1,126 @@
+{
+  "absolute_id": 224,
+  "persona": "Operations Manager",
+  "task": "Based on the stability-related documents downloaded in the document, summarize the progress of the entire business, what has been completed, what is to do, what is the problem, classify by department, generate an excel form, leave a box for follow-up information, and put it on the desktop (__ PH_15 __)",
+  "task_diff": "hard",
+  "output_files": [
+    "Guaranteed_Progress.xlsx"
+  ],
+  "rubrics": [
+    "Does the output Excel table contain 8 records of different departments/business lines, namely, open platform, general platform, enterprise collaboration application core services, stability group (weekly meeting), stability system construction, XX platform conference reinsurance, XX application stability special, general stability construction?",
+    "Do the columns in the Excel table contain department, completed, to-do, question, and follow-up information?",
+    "Is the follow-up information column left blank for subsequent follow-up?",
+    "Are the completed items of the open platform including the MR incorporation UT coverage card point increased to 60%, the MergeCheck item review completed, and the stability weekly reporting mechanism established These 8 completed items?",
+    "Does the open platform to-do list include 21 to-do items such as grayscale capacity building in progress, storage split planning, and message isolation planning?",
+    "Do the open platform issues include more inventory issues, incremental issues that are not effectively contained, and a large number of legacy defects?",
+    "Common Platform Completed Identify Issue Completed, Overall Development Plan Framework Developed?",
+    "Do the common platform issues include 9 issues such as process issues in release control and long-tail services that need to be prioritized?",
+    "Are 15 of the completed enterprise collaboration application core services completed, including the establishment of a cross-team stability team, the completion of a static resource storage disaster recovery plan, and the full launch of the basic capacity reconstruction?",
+    "Do the core service issues for enterprise collaboration applications include five issues, such as infrastructure and core downstream failures, which can easily lead to main link paralysis, and traffic surge caused by user growth?",
+    "Has the Stability Group (weekly meeting) completed 11 items, including the release of the accident liability specification v2.1, the completion of the technical plan for the interception of changes, and the development of the MVP version of the automation drill, been completed?",
+    "Has the construction of the stability system been completed, including 6 items such as the completion of the infrastructure regulation Q2 goal, the completion of the service level pre-marking, and the establishment of the positioning stop loss SOP?",
+    "Does the stability system construction issue include 5 issues such as the L2L3 alarm coverage rate is lower than the target value, and there are no audits and no quality inspection problems in some change channels?",
+    "XX platform conference reinsurance completed Does it include 13 items that have been confirmed by the business line contact person, most of the reinsurance plans have been prepared, and the sealing board has been completed as planned?",
+    "Is the reinsurance issue for the XX platform launch marked as no major issue at the moment, and proceed as planned?",
+    "XX Has the application stability special been completed? Including the ability to converge permissions has been online, the black screen operation control has been self-tested, Q1 has achieved 0 cases of P-level own engineering accidents, etc. 4 items have been completed?",
+    "XX Does the application stability special issue include 8 issues such as multiple project delays due to large project X manpower adjustment, 1 P-level accident in Q1, and 0% completion rate of red and blue drills?",
+    "Are the completed, to-do, and questions for all departments in the output file from the 8 original documents provided, without falsification?",
+    "Whether the generated file can be opened normally"
+  ],
+  "rubric_types": [
+    "Basic Evaluation",
+    "Basic Evaluation",
+    "Basic Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Basic Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Basic Evaluation",
+    "Outcome Evaluation",
+    "Outcome Evaluation",
+    "Process Evaluation",
+    "Outcome Evaluation"
+  ],
+  "file_dep_graph": [
+    {
+      "from": "Stability_Special_Summary_Plan.md",
+      "to": "Guaranteed_Progress.xlsx"
+    },
+    {
+      "from": "Weekly_Stability_Group_Meeting.md",
+      "to": "Guaranteed_Progress.xlsx"
+    },
+    {
+      "from": "Stability_System_Construction_Weekly.md",
+      "to": "Guaranteed_Progress.xlsx"
+    },
+    {
+      "from": "Alignment_Of_Stability_Building_Ideas_WIP.md",
+      "to": "Guaranteed_Progress.xlsx"
+    },
+    {
+      "from": "Stability_Construction_Ideas.md",
+      "to": "Guaranteed_Progress.xlsx"
+    },
+    {
+      "from": "Stability_Construction.md",
+      "to": "Guaranteed_Progress.xlsx"
+    },
+    {
+      "from": "Stability_Plan.md",
+      "to": "Guaranteed_Progress.xlsx"
+    },
+    {
+      "from": "Stability_Guarantee.md",
+      "to": "Guaranteed_Progress.xlsx"
+    }
+  ],
+  "data_manifest": [
+    {
+      "filename": "Stability_Special_Summary_Plan.md",
+      "stored_relpath": "data/6e94f253aaf7d35e_Stability_Special_Summary_Plan.md"
+    },
+    {
+      "filename": "Weekly_Stability_Group_Meeting.md",
+      "stored_relpath": "data/e015e13ff1bc72e8_Weekly_Stability_Group_Meeting.md"
+    },
+    {
+      "filename": "Stability_System_Construction_Weekly.md",
+      "stored_relpath": "data/fd58931ae3012d3e_Stability_System_Construction_Weekly.md"
+    },
+    {
+      "filename": "Alignment_Of_Stability_Building_Ideas_WIP.md",
+      "stored_relpath": "data/75da68bf652cc81d_Alignment_Of_Stability_Building_Ideas_WIP.md"
+    },
+    {
+      "filename": "Stability_Construction_Ideas.md",
+      "stored_relpath": "data/37378ed92cda9213_Stability_Construction_Ideas.md"
+    },
+    {
+      "filename": "Stability_Construction.md",
+      "stored_relpath": "data/e9e7361708098e2f_Stability_Construction.md"
+    },
+    {
+      "filename": "Stability_Plan.md",
+      "stored_relpath": "data/2f261dd48571a2a3_Stability_Plan.md"
+    },
+    {
+      "filename": "Stability_Guarantee.md",
+      "stored_relpath": "data/79096fd484c91acf_Stability_Guarantee.md"
+    }
+  ],
+  "tested_capabilities": [
+    "Workspace Exploration",
+    "Task-Providing File Utilization",
+    "Result-Providing Files Utilization",
+    "Lineage Tracing",
+    "Semantic Content Relations Understanding"
+  ]
+}

task_lite_clean_en/242/data/3825dafd3a9bc749_post_1.json

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+{
+  "post_id": "POST_1",
+  "platform": ["instagram"],
+  "content_type": "text",
+  "caption": "Check out our latest update and exclusive offer! 🎉 #product_1 #marketing #technology",
+  "hashtags": ["#product", "#innovation", "#marketing", "#socialmedia", "#engagement_1"],
+  "post_date": "2024-02-02T011:49:00Z",
+  "scheduled": true,
+  "media": {
+    "image_url": "https://cdn.example.com/post_1.jpg",
+    "video_url": ""
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+    "comments": 279350,
+    "shares": 450440,
+    "saves": 438600,
+    "engagement_rate": "3.51%"
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+    "impressions": 97480000,
+    "followers_gained": 2070100,
+    "click_through_rate": "2.42%"
+  },
+  "status": "published",
+  "campaign_id": "CAMP_2"
+}

task_lite_clean_en/242/data/985fc3aff156f333_post_2.json

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+{
+  "post_id": "POST_2",
+  "platform": ["instagram"],
+  "content_type": "image",
+  "caption": "Check out our latest update and exclusive offer! 🎉 #product_2 #marketing #technology",
+  "hashtags": ["#product", "#innovation", "#marketing", "#socialmedia", "#engagement_2"],
+  "post_date": "2024-02-03T016:26:00Z",
+  "scheduled": true,
+  "media": {
+    "image_url": "https://cdn.example.com/post_2.jpg",
+    "video_url": ""
+  },
+  "engagement": {
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+    "shares": 600920,
+    "saves": 1248600,
+    "engagement_rate": "6.85%"
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+    "impressions": 284040000,
+    "followers_gained": 1399500,
+    "click_through_rate": "2.64%"
+  },
+  "status": "published",
+  "campaign_id": "CAMP_3"
+}

task_lite_clean_en/242/data/c89a22f515fac84a_post_3.json

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+{
+  "post_id": "POST_3",
+  "platform": ["instagram"],
+  "content_type": "video image",
+  "caption": "Check out our latest update and exclusive offer! 🎉 #product_3 #marketing #technology",
+  "hashtags": ["#product", "#innovation", "#marketing", "#socialmedia", "#engagement_3"],
+  "post_date": "2024-02-04T03:1:00Z",
+  "scheduled": true,
+  "media": {
+    "image_url": "https://cdn.example.com/post_3.jpg",
+    "video_url": "https://cdn.example.com/post_3.mp4"
+  },
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+    "likes": 1304200,
+    "comments": 820850,
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+    "followers_gained": 722600,
+    "click_through_rate": "0.28%"
+  },
+  "status": "published",
+  "campaign_id": "CAMP_4"
+}

task_lite_clean_en/242/data/d185c2595b30590b_post_4.json

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+{
+  "post_id": "POST_4",
+  "platform": ["instagram"],
+  "content_type": "image",
+  "caption": "Check out our latest update and exclusive offer! 🎉 #product_4 #marketing #technology",
+  "hashtags": ["#product", "#innovation", "#marketing", "#socialmedia", "#engagement_4"],
+  "post_date": "2024-02-05T011:16:00Z",
+  "scheduled": true,
+  "media": {
+    "image_url": "https://cdn.example.com/post_4.jpg",
+    "video_url": ""
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+}