knowledge, but high requirements for
students’ transferable skills such as learning
ability, planning capability, teamwork and
collaboration.
2. It is interesting and attractive to the
students, because the SIP is more like a
virtual business game than an assignment or
test. The students finish their tasks in “non-
examination condition”, which also means
the assessment result has higher reliability.
3. The operation links of the SIP are distinctly
separated, and the phased target of each link
is also defined clearly.
According to the above characteristics, this paper
applied the AA method based on both operation
result and operation sequence into the SIP platform,
to provide assessment results for the students’
transferable.
3.2 AA Method in SIP
This section mainly introduces the implementation
of Soft Sensor and Rule Matching in SIP.
The SIP platform was developed using SSI
(Spring + Struts + iBATIS), so Soft Sensor was
realized by adopting Spring AOP mechanism. The
“probe” of Event Listener used the custom java
annotation (e.g. @interface SoftSenorListener
{String eventID = "";}), thus it could be easily
inserted into the code or action that needed to be
monitored. A pointcut advisor was implemented to
monitor the code which had been appended the
annotation “@SoftSensorListener”. And a method
interceptor was defined to act as the Event Buffer.
The Event Handler was a serial of service which
implemented the same interface. When the
processing conditions were met, the Event Handler
would be called by the method interceptor (Event
Buffer) using “eventID”, which was also the id of
corresponding service.
The students play different roles in the SIP
platform, and their tasks and transferable skills
required in each link are also different. Therefore,
this paper chose a typical role – the team leader (also
called “CEO” in virtual enterprise) as the assessment
object to expound the application of AA method in
SIP.
The “CEO” in the SIP platform has a lot of
independent operation links, and one of them named
“Team Building” is chosen as an assessment
example.
Team building, refers to the process that CEOs
simulate personnel recruitment of their enterprises,
including creating department and position
(authority distribution included) as E1, releasing
recruitment notice (according to position) as E2,
receiving resumes as E3, screening resumes as E4,
providing offers as E5, receiving applicant feedback
as E6, completing recruitment as E7. The major
transferable skills tested in this link are planning
capability (“can the CEO organize his/her enterprise
and make plan well?”) and interpersonal influence
(“can the CEO attract other to join his/her enterprise,
and is the CEO popular in class?”). Make Ek0 the
start event of team building, thus the most perfect
critical path is shown as (1), which means CEO
smoothly completes team in the shortest way.
→
→
→
→
→
→
(1)
But in fact, in most cases, it is difficult for a
CEO to finish the task in such ideal way like (1).
Situations may occur during the team building: after
releasing the recruitment notice, CEO realizes that
the position setting is unreasonable so that he/she
has to adjust the positions and accordingly release
the recruitment notice again, as in (2); when one
round recruitment is finished, there are some
positions still vacant so CEO need to repeat the
recruitment again.
→
→
→
’→
’→
→
→
→
(2)
Under the circumstances, to ensure that a critical
node in the linked list is latest, it is necessary to
search the last critical node of the same event and
update it to a non-critical node, when a new critical
node is inserted into the list. At this point, Equation
(2) should be changed to Equation (3).
→
→
→
→
→
→
→
→
(3)
Using fuzzy matching strategy to match the
operation information list of CEO with the critical
path, as in (1), could determine whether the CEO
had completed the entire team building process, then
judged the complexity of the non-critical sub-paths,
including time spent and repeat times. If CEO had
finished this link, the “length” of his/her operation
list was shorter, the better score he/she would get in
planning capability and interpersonal influence.
Conversely, if the complexity of non-critical paths
was high, that meant the CEO was under
performance of these two abilities. In addition, result
data was also used as assessment standard, such as
the quantity of resumes received by CEO, the
number of positions recruited successfully in the
same round recruitment, and regular data like clicks
and glance time of the notice, etc.
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