In the past few decades, the market share of bus passengers has declined, while many transit services have expanded. Furthermore, wage rates and other costs of labor such as benefits have been increasing, and regulations relating to the environment and Americans with disabilities have been enacted. This has fueled a systemic decline in productivity of agencies providing bus service. With increasing pressures on public agencies to be accountable to taxpayers and constrain resources, the efficiency of transit agencies must be addressed. The measurement of productivity is the initial step that must be taken toward improved performance. The authors use data envelopment analysis (DEA), a linear programming technique, to estimate the relative efficiency of transit agencies providing motor bus service. DEA is a nonparametric approach, used to and generate a best practice frontier and rank decision-making units (DMUs). The agencies that are efficient comprise the frontier and those that are not are ranked according to how far they are from their best practice counterpart on the frontier. The results generated from the DEA model are part of the first phase of the transit productivity study the authors have undertaken. Subsequent phases will examine other measurement techniques such as total factor productivity and econometric estimation of scale and scope economies.
{"title":"Assessing efficiency of transit service","authors":"Y. Nakanishi, J. Norsworthy","doi":"10.1109/EMS.2000.872490","DOIUrl":"https://doi.org/10.1109/EMS.2000.872490","url":null,"abstract":"In the past few decades, the market share of bus passengers has declined, while many transit services have expanded. Furthermore, wage rates and other costs of labor such as benefits have been increasing, and regulations relating to the environment and Americans with disabilities have been enacted. This has fueled a systemic decline in productivity of agencies providing bus service. With increasing pressures on public agencies to be accountable to taxpayers and constrain resources, the efficiency of transit agencies must be addressed. The measurement of productivity is the initial step that must be taken toward improved performance. The authors use data envelopment analysis (DEA), a linear programming technique, to estimate the relative efficiency of transit agencies providing motor bus service. DEA is a nonparametric approach, used to and generate a best practice frontier and rank decision-making units (DMUs). The agencies that are efficient comprise the frontier and those that are not are ranked according to how far they are from their best practice counterpart on the frontier. The results generated from the DEA model are part of the first phase of the transit productivity study the authors have undertaken. Subsequent phases will examine other measurement techniques such as total factor productivity and econometric estimation of scale and scope economies.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130786230","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
NEC do Brasil-NDB is a telecommunication company that encompasses Brazilian and Latin America markets by providing products and solutions to its customers. With its business, NDB has four areas, which are concerned in software development: switching; wireless; transmission; and radio. NDB software teams perform customization of systems developed by other companies as well as the complete development of software systems. These are real time systems and they control the functionality of the telecommunications equipment, operate in commercial computers and in embedded systems. NDB has been developing since 1996 a specific program for Software Process Improvement. This R&D program is a partnership with University of Sao Paulo-USP and has been the first Brazilian Telecommunication Company to apply the model SW-CMM and achieving Level 2 in 1997. The aim of this paper is to present NDB's experience in the implementation of software quality management-SQM, by applying the experience culture and successful practices already institutionalized in an environment of total quality management-TQU. The paper also proposes to answer doubts of implementation, problems faced in development of activities as well as the found solutions, lessons learned and SQM benefits. SW-CMM is an application of TQM concepts to software development and the success of TQM has inspired the software process improvement. Experience shows that a management structure estabished with TQM concepts is applicable and tailored, in many aspects and features, for a SQM establishment. In spite of this experience and knowledge have great relation with SW-CMM some practices and the general concept can be applied in any of current models or standards for software process improvement.
NEC do Brasil-NDB是一家电信公司，通过为客户提供产品和解决方案，覆盖巴西和拉丁美洲市场。NDB的业务包括四个与软件开发有关的领域:交换机;无线;传输;和收音机。NDB软件团队对其他公司开发的系统进行定制，并完成软件系统的开发。这些是实时系统，它们控制电信设备的功能，在商用计算机和嵌入式系统中运行。自1996年以来，NDB一直在开发软件过程改进的特定程序。该研发项目与圣保罗大学usp合作，是巴西第一家应用SW-CMM模型的电信公司，并于1997年达到了第2级。本文的目的是通过应用在全面质量管理(tqu)环境中已经制度化的经验文化和成功实践，展示NDB在实施软件质量管理(sqm)方面的经验。本文还建议回答实施中的疑问，活动发展中面临的问题，以及找到的解决方案，经验教训和SQM的好处。SW-CMM是TQM概念在软件开发中的一种应用，TQM的成功启发了软件过程改进。经验表明，以TQM概念建立的管理结构在许多方面和特征上适用于SQM的建立。尽管这些经验和知识与SW-CMM有很大的关系，但一些实践和一般概念可以应用于任何当前的软件过程改进模型或标准中。
{"title":"The role of software process improvement into total quality management: an industrial experience","authors":"R.L. Della Volpe, F. Nobre, M. Pessôa, M. Spínola","doi":"10.1109/EMS.2000.872471","DOIUrl":"https://doi.org/10.1109/EMS.2000.872471","url":null,"abstract":"NEC do Brasil-NDB is a telecommunication company that encompasses Brazilian and Latin America markets by providing products and solutions to its customers. With its business, NDB has four areas, which are concerned in software development: switching; wireless; transmission; and radio. NDB software teams perform customization of systems developed by other companies as well as the complete development of software systems. These are real time systems and they control the functionality of the telecommunications equipment, operate in commercial computers and in embedded systems. NDB has been developing since 1996 a specific program for Software Process Improvement. This R&D program is a partnership with University of Sao Paulo-USP and has been the first Brazilian Telecommunication Company to apply the model SW-CMM and achieving Level 2 in 1997. The aim of this paper is to present NDB's experience in the implementation of software quality management-SQM, by applying the experience culture and successful practices already institutionalized in an environment of total quality management-TQU. The paper also proposes to answer doubts of implementation, problems faced in development of activities as well as the found solutions, lessons learned and SQM benefits. SW-CMM is an application of TQM concepts to software development and the success of TQM has inspired the software process improvement. Experience shows that a management structure estabished with TQM concepts is applicable and tailored, in many aspects and features, for a SQM establishment. In spite of this experience and knowledge have great relation with SW-CMM some practices and the general concept can be applied in any of current models or standards for software process improvement.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123977256","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Manufacturing is a capital-intensive organization within the enterprise. It demands a continuous investment and high maintenance budget on a routine basis. Often this requirement is so focused on capital equipment and projects that the supporting information technology (IT) infrastructure suffers for equal priority. Also, the information systems that are deployed within the manufacturing division tend to be operations driven, while the rest of business is rapidly leveraging strategic application of information technology for management decision support and to create a competitive advantage in customer service. Compounding this condition, technology is changing at an extraordinary rate much faster than the normal amortization cycle of manufacturing capital equipment. Therefore, as most capital investments are made, the opportunity to introduce new technology must await the next replacement cycle. Additionally, technology changes seldom have a traditional ROI model, making capital justification more difficult. information technology (IT) management can be much different-much more predictable, cost-effective, and beneficial to the enterprise. With effective systems integration techniques and managed life cycles for applications, new information technology can be introduced in a step-wise routine process, allowing manufacturing divisions to leverage advances in technology that result in strategic advantages for the entire organization. This paper helps manufacturing management and systems management establish plans and organize systems so new technology can be introduced selectively on an annual capital planning schedule.
{"title":"Optimizing technology innovation in manufacturing","authors":"A. Brehl, M. Leroux","doi":"10.1109/EMS.2000.872480","DOIUrl":"https://doi.org/10.1109/EMS.2000.872480","url":null,"abstract":"Manufacturing is a capital-intensive organization within the enterprise. It demands a continuous investment and high maintenance budget on a routine basis. Often this requirement is so focused on capital equipment and projects that the supporting information technology (IT) infrastructure suffers for equal priority. Also, the information systems that are deployed within the manufacturing division tend to be operations driven, while the rest of business is rapidly leveraging strategic application of information technology for management decision support and to create a competitive advantage in customer service. Compounding this condition, technology is changing at an extraordinary rate much faster than the normal amortization cycle of manufacturing capital equipment. Therefore, as most capital investments are made, the opportunity to introduce new technology must await the next replacement cycle. Additionally, technology changes seldom have a traditional ROI model, making capital justification more difficult. information technology (IT) management can be much different-much more predictable, cost-effective, and beneficial to the enterprise. With effective systems integration techniques and managed life cycles for applications, new information technology can be introduced in a step-wise routine process, allowing manufacturing divisions to leverage advances in technology that result in strategic advantages for the entire organization. This paper helps manufacturing management and systems management establish plans and organize systems so new technology can be introduced selectively on an annual capital planning schedule.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121357093","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The current era of globalization is characterized by rapid, unpredictable, and discontinuous change. To a large degree, the fast pace of change is set by the speed with which knowledge diffuses around the world and is integrated into advanced products and processes. Yet, many legal and managerial aspects of knowledge creation, diffusion, and appropriation-as in intellectual property rights-(IPRs) are now the subject of intense policy debate, perhaps because they play such an important role in our innovation-driven, global economy. Topics to be explored here include: (a) managerial implications of trade debates on competition and IPRs, (b) antitrust as related to innovation (e.g., network externalities and first-mover advantage); and (c) operational IPR matters of daily concern to technology managers.
{"title":"A global technology manager's policy agenda: intellectual property","authors":"Richard W. Morris","doi":"10.1109/EMS.2000.872511","DOIUrl":"https://doi.org/10.1109/EMS.2000.872511","url":null,"abstract":"The current era of globalization is characterized by rapid, unpredictable, and discontinuous change. To a large degree, the fast pace of change is set by the speed with which knowledge diffuses around the world and is integrated into advanced products and processes. Yet, many legal and managerial aspects of knowledge creation, diffusion, and appropriation-as in intellectual property rights-(IPRs) are now the subject of intense policy debate, perhaps because they play such an important role in our innovation-driven, global economy. Topics to be explored here include: (a) managerial implications of trade debates on competition and IPRs, (b) antitrust as related to innovation (e.g., network externalities and first-mover advantage); and (c) operational IPR matters of daily concern to technology managers.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121047692","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This approach changes the way distributed and concurrent engineering projects are carried out with the specific purpose of reducing cost and enhancing quality, thus, leading to excellent customer satisfaction. This paper presents an information and workflow strategy for a process oriented quality management for distributed concurrent design as well as an ICT Framework supporting team collaboration and workflow modeling. It also provides results of application on real life automation projects.
{"title":"A novel and ICT based information and workflow strategy for distributed and concurrent engineering processes","authors":"T. Pfeifer, R. Reinecke","doi":"10.1109/EMS.2000.872514","DOIUrl":"https://doi.org/10.1109/EMS.2000.872514","url":null,"abstract":"This approach changes the way distributed and concurrent engineering projects are carried out with the specific purpose of reducing cost and enhancing quality, thus, leading to excellent customer satisfaction. This paper presents an information and workflow strategy for a process oriented quality management for distributed concurrent design as well as an ICT Framework supporting team collaboration and workflow modeling. It also provides results of application on real life automation projects.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"122 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128354138","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Continuous and quick delivery of new products to the market is key to achieve competitive advantage. In order to make the users pay money for their products, firms should successively renew their products. It is necessary for the firms to build and leverage their core competence. Many Chinese firms have realized this. To some extent, Chinese firms are toward competence-based competition. This is the theme of this paper. Core competence of corporation is the source of competitive advantage. A core competence-based platform approach can translate core competence into practical advantage. It can integrate core competence and market needs.
{"title":"Putting core competencies into market: core competence-based platform approach","authors":"Xu Qingrui, W. Yi, Chen Jin, Shen Shou-qin","doi":"10.1109/EMS.2000.872496","DOIUrl":"https://doi.org/10.1109/EMS.2000.872496","url":null,"abstract":"Continuous and quick delivery of new products to the market is key to achieve competitive advantage. In order to make the users pay money for their products, firms should successively renew their products. It is necessary for the firms to build and leverage their core competence. Many Chinese firms have realized this. To some extent, Chinese firms are toward competence-based competition. This is the theme of this paper. Core competence of corporation is the source of competitive advantage. A core competence-based platform approach can translate core competence into practical advantage. It can integrate core competence and market needs.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127004565","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In many companies, engineers often support multiple development projects at the same time, with the belief that this will speed up time to market. This paper examines this perception, and seeks to identify the pros and cons of multi-project support in product development. Typical situations and factors of influence on product development cycle time are examined, with a focus on productivity issues. From a workflow and utilization perspective, the effects of multi-project tasking are then analyzed, using both analytical approaches and data observations. The results are used to evaluate the typical impact on a project schedule. The information provides insight into ways to increase the effective utilization of resources, situations where multi-project support can be beneficial, as well as situations where the effects of concurrent multi-project support are detrimental to time to market. Finally, an overview of methods to minimize the detrimental effects is provided.
{"title":"Multi-project support issues: cycle time and schedule effects when people support multiple concurrent projects","authors":"J. Evers","doi":"10.1109/EMS.2000.872469","DOIUrl":"https://doi.org/10.1109/EMS.2000.872469","url":null,"abstract":"In many companies, engineers often support multiple development projects at the same time, with the belief that this will speed up time to market. This paper examines this perception, and seeks to identify the pros and cons of multi-project support in product development. Typical situations and factors of influence on product development cycle time are examined, with a focus on productivity issues. From a workflow and utilization perspective, the effects of multi-project tasking are then analyzed, using both analytical approaches and data observations. The results are used to evaluate the typical impact on a project schedule. The information provides insight into ways to increase the effective utilization of resources, situations where multi-project support can be beneficial, as well as situations where the effects of concurrent multi-project support are detrimental to time to market. Finally, an overview of methods to minimize the detrimental effects is provided.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128169598","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In this conceptual paper we revisit the resource-based view and its four criteria and highlight specific tradeoffs between uniqueness, an inherent characteristic of technological innovation, and commonness, a central aspect of technological standards. Our view is that local and regional economies are more likely to leverage on new product innovation when new technologies are compatible. We describe some of the fundamental factors strategists should consider if they are to successfully navigate their organizations into the global economy. We provide conceptual means that reconcile the impetus to develop inimitable technological breakthroughs with the increasing need for standards, compatibility, and seamless interchangeability among technology-based products and services.
{"title":"A conceptual assessment of tradeoffs between technological innovation and technological standards","authors":"M. Espina, G. Markman","doi":"10.1109/EMS.2000.872569","DOIUrl":"https://doi.org/10.1109/EMS.2000.872569","url":null,"abstract":"In this conceptual paper we revisit the resource-based view and its four criteria and highlight specific tradeoffs between uniqueness, an inherent characteristic of technological innovation, and commonness, a central aspect of technological standards. Our view is that local and regional economies are more likely to leverage on new product innovation when new technologies are compatible. We describe some of the fundamental factors strategists should consider if they are to successfully navigate their organizations into the global economy. We provide conceptual means that reconcile the impetus to develop inimitable technological breakthroughs with the increasing need for standards, compatibility, and seamless interchangeability among technology-based products and services.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127608445","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The onset and development of a new industry are unique both in its arrival, and its impact by adoption in society (example: onset of the TV/VCR). This quarter century has seen arrival of the biotechnology industry, beginning with the scientific unveiling of genes (the double helix) and understanding the process of cell renewal. That process showed the manner and the consequences of modification of genes. Social embedding of gene-modified product (bioproducts) is found in integration of industry and markets, and acceptance by consumers. This paper is split into two parts which describe this development of an industry. Part 1 discusses the science of the biotechnology industry and part 2 discusses national policies on biotechnology.
{"title":"Biotechnology: industry of the 21st century. Implementing science and technology","authors":"V.P. Dorweiler","doi":"10.1109/EMS.2000.872536","DOIUrl":"https://doi.org/10.1109/EMS.2000.872536","url":null,"abstract":"The onset and development of a new industry are unique both in its arrival, and its impact by adoption in society (example: onset of the TV/VCR). This quarter century has seen arrival of the biotechnology industry, beginning with the scientific unveiling of genes (the double helix) and understanding the process of cell renewal. That process showed the manner and the consequences of modification of genes. Social embedding of gene-modified product (bioproducts) is found in integration of industry and markets, and acceptance by consumers. This paper is split into two parts which describe this development of an industry. Part 1 discusses the science of the biotechnology industry and part 2 discusses national policies on biotechnology.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"50 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126526692","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper reports preliminary results of a study conducted in the environment of a prime contractor and its suppliers. It investigates the opportunities and requirements for optimizing supply chains. A description of multi-layered collaborative procurement planning and optimization demonstrates how to maximize supplier relationships through the use of emerging technologies in electronic commerce and supply chain management.
{"title":"Multi-layered collaborative procurement planning and optimization","authors":"L. Cassivi, L. Lefebvre, É. Lefebvre","doi":"10.1109/EMS.2000.872515","DOIUrl":"https://doi.org/10.1109/EMS.2000.872515","url":null,"abstract":"This paper reports preliminary results of a study conducted in the environment of a prime contractor and its suppliers. It investigates the opportunities and requirements for optimizing supply chains. A description of multi-layered collaborative procurement planning and optimization demonstrates how to maximize supplier relationships through the use of emerging technologies in electronic commerce and supply chain management.","PeriodicalId":440516,"journal":{"name":"Proceedings of the 2000 IEEE Engineering Management Society. EMS - 2000 (Cat. No.00CH37139)","volume":"39 4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127988071","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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