In computing, the term virtual directory has a couple of meanings. It may simply designate (for example in IIS) a folder which appears in a path but which is not actually a subfolder of the preceding folder in the path. However, this article will discuss the term in the context of directory services and identity management. A virtual directory or virtual directory server (VDS) in this context is a software layer that delivers a single access point for identity management applications and service platforms. A virtual directory operates as a high-performance, lightweight abstraction layer that resides between client applications and disparate types of identity-data repositories, such as proprietary and standard directories, databases, web services, and applications. A virtual directory receives queries and directs them to the appropriate data sources by abstracting and virtualizing data. The virtual directory integrates identity data from multiple heterogeneous data stores and presents it as though it were coming from one source. This ability to reach into disparate repositories makes virtual directory technology ideal for consolidating data stored in a distributed environment. As of 2011, virtual directory servers most commonly use the LDAP protocol, but more sophisticated virtual directories can also support SQL as well as DSML and SPML. Industry experts have heralded the importance of the virtual directory in modernizing the identity infrastructure. According to Dave Kearns of Network World, "Virtualization is hot and a virtual directory is the building block, or foundation, you should be looking at for your next identity management project." In addition, Gartner analyst, Bob Blakley said that virtual directories are playing an increasingly vital role. In his report, “The Emerging Architecture of Identity Management,” Blakley wrote: “In the first phase, production of identities will be separated from consumption of identities through the introduction of a virtual directory interface.” == Capabilities == Virtual directories can have some or all of the following capabilities: Aggregate identity data across sources to create a single point of access. Create high-availability for authoritative data stores. Act as identity firewall by preventing denial-of-service attacks on the primary data stores through an additional virtual layer. Support a common searchable namespace for centralized authentication. Present a unified virtual view of user information stored across multiple systems. Delegate authentication to backend sources through source-specific security means. Virtualize data sources to support migration from legacy data stores without modifying the applications that rely on them. Enrich identities with attributes pulled from multiple data stores, based on a link between user entries. Some advanced identity virtualization platforms can also: Enable application-specific, customized views of identity data without violating internal or external regulations governing identity data. Reveal contextual relationships between objects through hierarchical directory structures. Develop advanced correlation across diverse sources using correlation rules. Build a global user identity by correlating unique user accounts across various data stores, and enrich identities with attributes pulled from multiple data stores, based on a link between user entries. Enable constant data refresh for real-time updates through a persistent cache. == Advantages == Virtual directories: Enable faster deployment because users do not need to add and sync additional application-specific data sources Leverage existing identity infrastructure and security investments to deploy new services Deliver high availability of data sources Provide application-specific views of identity data which can help avoid the need to develop a master enterprise schema Allow a single view of identity data without violating internal or external regulations governing identity data Act as identity firewalls by preventing denial-of-service attacks on the primary data-stores and providing further security on access to sensitive data Can reflect changes made to authoritative sources in real-time Leverages existing update processes of authoritative sources, so no separate (sometimes manual) process to update a central directory is needed Present a unified virtual view of user information from multiple systems so that it appears to reside in a single system Can secure all backend storage locations with a single security policy == Disadvantages == An original disadvantage is public perception of "push & pull technologies" which is the general classification of "virtual directories" depending on the nature of their deployment. Virtual directories were initially designed and later deployed with "push technologies" in mind, which also contravened with privacy laws of the United States. This is no longer the case. There are, however, other disadvantages in the current technologies. The classical virtual directory based on proxy cannot modify underlying data structures or create new views based on the relationships of data from across multiple systems. So if an application requires a different structure, such as a flattened list of identities, or a deeper hierarchy for delegated administration, a virtual directory is limited. Many virtual directories cannot correlate same-users across multiple diverse sources in the case of duplicate users Virtual directories without advanced caching technologies cannot scale to heterogeneous, high-volume environments. == Sample terminology == Unify metadata: Extract schemas from the local data source, map them to a common format, and link the same identities from different data silos based on a unique identifier. Namespace joining: Create a single large directory by bringing multiple directories together at the namespace level. For instance, if one directory has the namespace "ou=internal,dc=domain,dc=com" and a second directory has the namespace "ou=external,dc=domain,dc=com," then creating a virtual directory with both namespaces is an example of namespace joining. Identity joining: Enrich identities with attributes pulled from multiple data stores, based on a link between user entries. For instance if the user joeuser exists in a directory as "cn=joeuser,ou=users" and in a database with a username of "joeuser" then the "joeuser" identity can be constructed from both the directory and the database. Data remapping: The translation of data inside of the virtual directory. For instance, mapping “uid” to “samaccountname,” so a client application that only supports a standard LDAP-compliant data source is able to search an Active Directory namespace, as well. Query routing: Route requests based on certain criteria, such as “write operations going to a master, while read operations are forwarded to replicas.” Identity routing: Virtual directories may support the routing of requests based on certain criteria (such as write operations going to a master while read operations being forwarded to replicas). Authoritative source: A "virtualized" data repository, such as a directory or database, that the virtual directory can trust for user data. Server groups: Group one or more servers containing the same data and functionality. A typical implementation is the multi-master, multi-replica environment in which replicas process "read" requests and are in one server group, while masters process "write" requests and are in another, so that servers are grouped by their response to external stimuli, even though all share the same data. == Use cases == The following are sample use cases of virtual directories: Integrating multiple directory namespaces to create a central enterprise directory. Supporting infrastructure integrations after mergers and acquisitions. Centralizing identity storage across the infrastructure, making identity information available to applications through various protocols (including LDAP, JDBC, and web services). Creating a single access point for web access management (WAM) tools. Enabling web single sign-on (SSO) across varied sources or domains. Supporting role-based, fine-grained authorization policies Enabling authentication across different security domains using each domain’s specific credential checking method. Improving secure access to information both inside and outside of the firewall.
AIOps
AIOps (Artificial Intelligence for IT Operations) refers to the use of artificial intelligence, machine learning, and big data analytics to automate and enhance data center management. It helps organizations manage complex IT environments by detecting, diagnosing, and resolving issues more efficiently than traditional methods. == History == AIOps was first defined by Gartner in 2016, combining "artificial intelligence" and "IT operations" to describe the application of AI and machine learning to enhance IT operations. This concept was introduced to address the increasing complexity and data volume in IT environments, aiming to automate processes such as event correlation, anomaly detection, and causality determination. == Definition == AIOps refers to multi-layered, complex technology platforms that enhance and automate IT operations by using machine learning and analytics to analyze the large amounts of data collected from various DevOps devices and tools, automatically identifying and responding to issues in real-time. AIOps represents a shift from isolated IT data to aggregated observational data (e.g., job logs and monitoring systems) and interaction data (such as ticketing, events, or incident records) within a big data platform. AIOps applies machine learning and analytics to this data, resulting in continuous visibility that, when combined with automation, can lead to ongoing improvements. AIOps connects three IT disciplines (automation, service management, and performance management) to achieve continuous visibility and improvement. This new approach in modern, accelerated, and hyper-scaled IT environments leverages advances in machine learning and big data to overcome previous limitations. == Components == AIOps includes, but is not limited to, the following processes and techniques: Anomaly Detection Log Analysis Root Cause Analysis Cohort Analysis Event Correlation Predictive Analytics Hardware Failure Prediction Automated Remediation Performance Prediction Incident Management Causality Determination Queue Management Resource Scheduling and Optimization Predictive Capacity Management Resource Allocation Service Quality Monitoring Deployment and Integration Testing System Configuration Auto-diagnosis and Problem Localization Efficient ML Training and Inferencing Using LLMs for Cloud Ops Auto Service Healing Data Center Management Customer Support Security and Privacy in Cloud Operations == Comparison with DevOps == AIOps is increasingly compared with DevOps in terms of impact on operational efficiency. While DevOps focuses on collaboration between development and operations teams to accelerate software delivery, AIOps integrates artificial intelligence to enhance monitoring, automation, and predictive capabilities. Various industry analyses have explored the similarities and differences between the two approaches, including discussions on how organizations can combine them to improve incident management and resource optimization. == Results == AI optimizes IT operations in five ways: First, intelligent monitoring powered by AI helps identify potential issues before they cause outages, improving metrics like Mean Time to Detect (MTTD) by 15-20%. Second, performance data analysis and insights enable quick decision-making by ingesting and analyzing large data sets in real time. Third, AI-driven automated infrastructure optimization efficiently allocates resources and thereby reducing cloud costs. Fourth, enhanced IT service management reduces critical incidents by over 50% through AI-driven end-to-end service management. Lastly, intelligent task automation accelerates problem resolution and automates remedial actions with minimal human intervention. In 2025, Atera Networks was identified as a leader in AIOps by the software review platform G2. == AIOps vs. MLOps == AIOps tools use big data analytics, machine learning algorithms, and predictive analytics to detect anomalies, correlate events, and provide proactive insights. This automation reduces the burden on IT teams, allowing them to focus on strategic tasks rather than routine operational issues. AIOps is widely used by IT operations teams, DevOps, network administrators, and IT service management (ITSM) teams to enhance visibility and enable quicker incident resolution in hybrid cloud environments, data centers, and other IT infrastructures. In contrast to MLOps (Machine Learning Operations), which focuses on the lifecycle management and operational aspects of machine learning models, AIOps focuses on optimizing IT operations using a variety of analytics and AI-driven techniques. While both disciplines rely on AI and data-driven methods, AIOps primarily targets IT operations, whereas MLOps is concerned with the deployment, monitoring, and maintenance of ML models. == Conferences == There are several conferences that are specific to AIOps: AIOps Summit AI Dev Summit IBM Think conference
SIGMOD Edgar F. Codd Innovations Award
The ACM SIGMOD Edgar F. Codd Innovations Award is a lifetime research achievement award given by the ACM Special Interest Group on Management of Data, at its yearly flagship conference (also called SIGMOD). According to its homepage, it is given "for innovative and highly significant contributions of enduring value to the development, understanding, or use of database systems and databases". The award has been given since 1992. Until 2003, this award was known as the “SIGMOD Innovations Award.” In 2004, SIGMOD, with the unanimous approval of ACM Council, decided to rename the award to honor Dr. E.F. (Ted) Codd (1923 – 2003) who invented the relational data model and was responsible for the significant development of the database field as a scientific discipline. == Recipients ==
Information audit
The information audit (IA) extends the concept of auditing from a traditional scope of accounting and finance to the organisational information management system. Information is representative of a resource which requires effective management and this led to the development of interest in the use of an IA. Prior the 1990s and the methodologies of Orna, Henczel, Wood, Buchanan and Gibb, IA approaches and methodologies focused mainly upon an identification of formal information resources (IR). Later approaches included an organisational analysis and the mapping of the information flow. This gave context to analysis within an organisation's information systems and a holistic view of their IR and as such could contribute to the development of the information systems architecture (ISA). In recent years the IA has been overlooked in favour of the systems development process which can be less expensive than the IA, yet more heavily technically focused, project specific (not holistic) and does not favour the top-down analysis of the IA. == Definition == A definition for the Information Audit cannot be universally agreed-upon amongst scholars, however the definition offered by ASLIB received positive support from a few notable scholars including Henczel, Orna and Wood; “(the IA is a) systematic examination of information use, resources and flows, with a verification by reference to both people and existing documents, in order to establish the extent to which they are contributing to an organisation’s objectives” In summary, the term audit itself implies a counting, the IA being much the same yet it counts IR and analyses how they are used and how critical they are to the success of a given task. == Role and scope of an IA == In much the same way as the IA is difficult to define, it can be utilised in a range of contexts by the information professional, from complying with freedom of information legislation to identifying any existing gaps, duplications, bottlenecks or other inefficiencies in information flows and to understand how existing channels can be used for knowledge transfer In 2007 Buchanan and Gibb developed upon their 1998 examination of the IA process by outlining a summary of its main objectives: To identify an organisation’s information resource To identify an organisation’s information needs Furthermore, Buchanan and Gibb went on to state that the IA also had to meet the following additional objectives: To identify the cost/benefits of information resources To identify the opportunities to use the information resources for strategic competitive advantage To integrate IT investment with strategic business initiatives To identify information flow and processes To develop an integrated information strategy and/or policy To create an awareness of the importance of Information Resource Management (IRM) To monitor/evaluate conformance to information related standards, legislations, policy and guidelines. == Methodology evolution == === Overview === In 1976 Riley first published a definition of IA as a way of analysing IR based on a cost-benefit model. Since Riley, scholars have outlined further developed methodologies. Henderson took a cost-benefit approach hoping to draw focus from manpower-costing to information storage and acquisition which he felt was being overlooked. In 1985 Gillman focused upon identifying the relationships which existed between various components in order to map them to one another. Neither Henderson nor Gillman’s methods offered alternative approaches beyond the existing organisational frameworks. Quinn took a hybrid-approach combining Gillman and Henderson’s methods to identify the purpose of existing IR and to position them within the organisation, as did Worlock. The differentiator between Quinn and Worlock lay in Worlock’s consideration of solutions outside of the current organisational structure. These approaches had thus far had paid little attention to the needs of the user or in making structured recommendations for the development of a corporate information strategy. Therefore, here follows a brief outline and overall comparison of four published strategic approaches in order that one might understand the development of the IA methodology. === Burk and Horton === In 1988 Burk and Horton developed InfoMap, the first IA methodology developed for widespread use. It aimed to discover, map and evaluate the IR within an organisation using a 4-stage process: Survey staff using questionnaires/interviews Measure the IR against cost/value Analyse resources Synthesise the findings and map the strengths and weaknesses of the IR against the objectives of the organisation. Although the method inventoried all IR (and therefore met standard ISO 1779) this bottom-up approach revealed limited analysis of the organisation holistically and the steps were not explicit enough. === Orna === Orna produced a top-down methodology in contrast to Burk and Horton, placing emphasis upon the importance of organisational analysis and aimed to assist in the production of a corporate information policy. Initially the method had just 4-stages, this later revised to a 10-stage process which included pre and post-audit stages as below: Conduct a preliminary review to confirm operational/strategic direction Gain support/resource from management Gain commitment from the other stakeholders (staff) Planning including the project, team, tools and techniques Identify the IR, information flow and produce a cost/value assessment Interpret findings based upon current versus desired state Produce a report to present findings Implement recommendations Monitor effects of change Repeat the IA Orna’s method introduced the need for a cyclical IA to be put in place in order for the IR to be continually tracked and improvements made regularly. Again this method was criticised for lacking some practical application and in 2004 Orna revised the methodology once more to try to rectify this problem === Buchanan and Gibb === In 1998, similarly to Orna's earlier publication, Buchanan and Gibb took a top-down approach, drawing techniques from established management disciplines to provide a framework and a level of familiarity for information professionals. This set of techniques was a notable contribution to IA methodologies and understood the need to be flexible for each organisation. Theirs was a 5-stage process: Promote benefits of the IA through seminars/surveys/CEO letter for cooperation Identify the mission objectives of the organisation, define environment (PEST), map information flow and examine organisation culture. Analyse and formulate action plan for problem areas, flow diagrams and a report of findings and recommendations Account for cost of IR and related services using Activity Based Costing (ABC) and Output Based Specification (OBS). Synthesise the whole process in final audit report and provide an information strategy (strategic direction) in relation to the organisation’s mission statement. This was the introduction of a new approach to costing the IR and had an integrated strategic direction, yet the scholars admitted that this method may be impractical for smaller organisations. === Henczel === Henczel’s methodology drew upon the strengths of Orna and Buchanan and Gibb to produce a 7-stage process: Planning and submission of business case for approval to proceed Data collection and development of an IR database and population through survey techniques Structured data analysis Data evaluation, interpretation and formulation of recommendations Communication of recommendations through a report Implementing recommendations through a devised programme The IA as a continuum-establishment of a cyclical process Focus was made once more on the strategic direction of the organisation conducting the IA. Furthermore, Henczel made examination into the use of the IA as a first-step in the development of a knowledge audit or knowledge management strategy as discussed in the later section. == Case studies == Scholars and information professionals have since tested the above methodologies with varied results. An early case study produced by Soy and Bustelo in a Spanish financial institution in 1999 aimed to identify the use of information resources for qualitative and quantitative data analysis due to the rapid expansion of the organisation within a six-year period. Although the methodology was not explicitly credited to any of the above-mentioned scholars, it did follow a strategic (post 1990's) IA process including gaining support from management, the use of questionnaires for data collection, analysis and evaluation of the data, identification and mapping of the IR, cost-analysis and outlining recommendations to assist with the establishment of an Information policy. In addition the IA report suggested that the process would need to be continual (cyclical as Orna, Henczel and Buchanan and Gibb suggest). Conclusions of this case-study stated that th
Microsoft Query
Microsoft Query is a visual method of creating database queries using examples based on a text string, the name of a document or a list of documents. The QBE system converts the user input into a formal database query using Structured Query Language (SQL) on the backend, allowing the user to perform powerful searches without having to explicitly compose them in SQL, and without even needing to know SQL. It is derived from Moshé M. Zloof's original Query by Example (QBE) implemented in the mid-1970s at IBM's Research Centre in Yorktown, New York. In the context of Microsoft Access, QBE is used for introducing students to database querying, and as a user-friendly database management system for small businesses. Microsoft Excel allows results of QBE queries to be embedded in spreadsheets.
Directional cubic convolution interpolation
Directional cubic convolution interpolation (DCCI) is an edge-directed image scaling algorithm created by Dengwen Zhou and Xiaoliu Shen. By taking into account the edges in an image, this scaling algorithm reduces artifacts common to other image scaling algorithms. For example, staircase artifacts on diagonal lines and curves are eliminated. The algorithm resizes an image to 2x its original dimensions, minus 1.
Documentation
Documentation is any communicable material that is used to describe, explain, or instruct regarding some attributes of an object, system, or procedure, such as its parts, assembly, installation, maintenance, and use. As a form of knowledge management and knowledge organization, documentation can be provided on paper, online, or on digital or analog media, such as audio tape or CDs. Examples of such resources include user guides, white papers, online help, and quick-reference guides. Paper or hard-copy documentation has become less common. Contemporary documentation is often distributed through websites, software products, and other online applications. Documentation, understood as a set of instructional materials, should not be confused with documentation science, which is the study of the recording and retrieval of information. == Principles for producing documentation == While associated International Organization for Standardization (ISO) standards are not easily available publicly, a guide from other sources for this topic may serve the purpose. Documentation development may involve document drafting, formatting, submitting, reviewing, approving, distributing, reposting and tracking, etc., and are convened by associated standard operating procedure in a regulatory industry. It could also involve creating content from scratch. Documentation should be easy to read and understand. If it is too long and too wordy, it may be misunderstood or ignored. Clear, concise words should be used, and sentences should be limited to a maximum of 15 words. Documentation intended for a general audience should avoid gender-specific terms and cultural biases. In a series of procedures, steps should be clearly numbered. == Producing documentation == Technical writers and corporate communicators are professionals whose field and work is documentation. Ideally, technical writers have a background in both the subject matter and also in writing, managing content, and information architecture. Technical writers more commonly collaborate with subject-matter experts, such as engineers, technical experts, medical professionals, etc. to define and then create documentation to meet the user's needs. Corporate communications includes other types of written documentation, for example: Market communications (MarCom): MarCom writers endeavor to convey the company's value proposition through a variety of print, electronic, and social media. This area of corporate writing is often engaged in responding to proposals. Technical communication (TechCom): Technical writers document a company's product or service. Technical publications can include user guides, installation and configuration manuals, and troubleshooting and repair procedures. Legal writing: This type of documentation is often prepared by attorneys or paralegals. Compliance documentation: This type of documentation codifies standard operating procedures, for any regulatory compliance needs, as for safety approval, taxation, financing, and technical approval. Healthcare documentation: This field of documentation encompasses the timely recording and validation of events that have occurred during the course of providing health care. == Documentation in computer science == === Types === The following are typical software documentation types: Request for proposal Requirements/statement of work/scope of work Software design and functional specification System design and functional specifications Change management, error and enhancement tracking User acceptance testing Manpages The following are typical hardware and service documentation types: Network diagrams Network maps Datasheet for IT systems (server, switch, e.g.) Service catalog and service portfolio (Information Technology Infrastructure Library) === Software Documentation Folder (SDF) tool === A common type of software document written in the simulation industry is the SDF. When developing software for a simulator, which can range from embedded avionics devices to 3D terrain databases by way of full motion control systems, the engineer keeps a notebook detailing the development "the build" of the project or module. The document can be a wiki page, Microsoft Word document or other environment. They should contain a requirements section, an interface section to detail the communication interface of the software. Often a notes section is used to detail the proof of concept, and then track errors and enhancements. Finally, a testing section to document how the software was tested. This documents conformance to the client's requirements. The result is a detailed description of how the software is designed, how to build and install the software on the target device, and any known defects and workarounds. This build document enables future developers and maintainers to come up to speed on the software in a timely manner, and also provides a roadmap to modifying code or searching for bugs. === Software tools for network inventory and configuration === These software tools can automatically collect data of your network equipment. The data could be for inventory and for configuration information. The Information Technology Infrastructure Library requests to create such a database as a basis for all information for the IT responsible. It is also the basis for IT documentation. Examples include XIA Configuration. == Documentation in criminal justice == "Documentation" is the preferred term for the process of populating criminal databases. Examples include the National Counterterrorism Center's Terrorist Identities Datamart Environment, sex offender registries, and gang databases. == Documentation in early childhood education == Documentation, as it pertains to the early childhood education field, is "when we notice and value children's ideas, thinking, questions, and theories about the world and then collect traces of their work (drawings, photographs of the children in action, and transcripts of their words) to share with a wider community". Thus, documentation is a process, used to link the educator's knowledge and learning of the child/children with the families, other collaborators, and even to the children themselves. Documentation is an integral part of the cycle of inquiry - observing, reflecting, documenting, sharing and responding. Pedagogical documentation, in terms of the teacher documentation, is the "teacher's story of the movement in children's understanding". According to Stephanie Cox Suarez in "Documentation - Transforming our Perspectives", "teachers are considered researchers, and documentation is a research tool to support knowledge building among children and adults". Documentation can take many different styles in the classroom. The following exemplifies ways in which documentation can make the research, or learning, visible: Documentation panels (bulletin-board-like presentation with multiple pictures and descriptions about the project or event). Daily log (a log kept every day that records the play and learning in the classroom) Documentation developed by or with the children (when observing children during documentation, the child's lens of the observation is used in the actual documentation) Individual portfolios (documentation used to track and highlight the development of each child) Electronic documentation (using apps and devices to share documentation with families and collaborators) Transcripts or recordings of conversations (using recording in documentation can bring about deeper reflections for both the educator and the child) Learning stories (a narrative used to "describe learning and help children see themselves as powerful learners") The classroom as documentation (reflections and documentation of the physical environment of a classroom). Documentation is certainly a process in and of itself, and it is also a process within the educator. The following is the development of documentation as it progresses for and in the educator themselves: Develop(s) habits of documentation Become(s) comfortable with going public with recounting of activities Develop(s) visual literacy skills Conceptualize(s) the purpose of documentation as making learning styles visible, and Share(s) visible theories for interpretation purposes and further design of curriculum.